I heard an eye-opening statistic at the CIO Summit recently. A speaker said only one of the top 15 mobile travel apps was from a hotel company and the rest were from OTAs. That is not surprising in any way, but it should be alarming to hotel companies and the CIOs in attendance.
It is debatable what the hardest thing to get right for an enterprise application is, but localization is definitely up there. It not only means translating your app into different languages, but more importantly it also means correct date handling for users from different time zones and proper currency conversion and formatting for a multi-currency multi-locale environment. Fortunately, at Duetto we built in localization as part of our core very early, we didn’t have to experience the pain of retrofitting the localization after the app was already established. If I were to take a guess, it was well below 1,000 (or 1 000 if you are French) lines of code that we started building pieces for our localization infrastructure.
Experimenting With Price Elasticity and the Fallacy of the $0 Bid Price
by Marco Benvenuti, Chief Marketing and Strategy Officer and Co-Founder | Other revenue management systems tout features showing customers how much more revenue a hotel made using their system over what it would have made without. We just wrapped up board meetings in New York and were asked why we weren’t offering something similar. My answer was simple. I don’t know how we, or anyone, for that matter, could accurately provide that number. I’ve heard many experts claim to calculate price elasticity through the years, but I’ve always wondered how.
Scaling Duetto: Part I, the Data Tier
by Craig Weissman, CTO and Co-Founder | At Duetto, we’re transitioning from a startup phase to a more established company — both in terms of technology scale as well as our business processes. In this post, we’ll start by focusing on scaling the technology itself. “Scaling” in this sense means many things: handling more data, more users, bigger backups, more features and larger product surface area — to name just a few. Fortunately, the development team at Duetto has considerable experience in all of these areas, having helped build and grow other large cloud technology companies.
Let’s keep the revenue strategy conversation going
by Patrick Bosworth, co-founder and CEO | I liked Kristie Goshow’s perspective on the many challenges the hospitality industry is facing today: They’re not challenges, they’re opportunities. The vice president of marketing for Sabre Hospitality is exactly right — and I think that’s why so many of you came to the Revenue Strategy Summit last week.
It’s taken a long time to get revenue management into the lexicon of the hotel industry, but now that we’re finally there, let’s talk about redefining it. Revenue management—yield management, price optimization or however it’s described from company to company—will always be a critical function at every hotel, and it’s great the majority of the industry recognizes this. But revenue management has come to be defined by managing rates, which isn’t exactly what Robert Cross first imagined in 1997 when he called for a marketing renaissance in his book, “Revenue Management: Hard-Core Tactics for Market Domination.”