Right Cloud
Mindset in Travel
Survey Results
Hotel Industry*
*Featured survey responses are ‘Top-three Ranked’ (%)
(i.e., ranked by respondents as either Rank 1, 2 or 3)

Survey Results
Hotel Industry
Guest
Experience
Owner and Franchise
Management
Sales and Brand
Marketing
Revenue and Yield
Management
Operations
Information
Technology

Guest Experience

Key Functional Objectives Within
the Next Two Years
Guest Experience
CXOs are prioritizing contactless technologies, new connected
services and improving the booking experience
Technology-Related Challenges,
in Achieving The Objectives
38
40
42
43
50
Achieve Contactless Operations
Improve Bookings Experience
and Rooms Visualization
Launch New Connected Guests
Services
Gain efficiencies and reduce
costs through process
improvements and automation
Enable 360 customer view 42
52
60
63
73
Difficulty in accessing, handling
and provisioning the data
needed
Lack of integration of
various tools
Lack of flexibility of new
application or technology
Too much time required to
launch innovative solutions
Too much complexity

Top Areas of Investment – Next 2 Years
Guest Experience
Reservations has been identified as a key
process for investment, by 50% of CXOs,
over the next two years
50%
Reservations Housekeeping
35%
Concierge
33%
Guest Activities
32%
We, unlikemanyof our global
peers,do not haveour own PMS.
Manyof the solutionsare stillon
premisee.g., Oracle,andfor a
businesslikeours, whichis split
across geos, cloud isessential
for flexibility.
Mobility and Personalization Director
Fortune 500 Hospitality Company

• In a post-pandemic environment, the majority of travel companies continue to focus on
contactless technologies; the idea is to create a ‘phygital’ concept that can personalize
several aspects—such as shopping, identity, etc.
• While mobile check-ins and related tools are key trends on the guest experience side, the
pandemic has only accelerated the development of self-servicing capabilities.
• The potential to monetize and personalize remains high—especially as the industry
witnesses increased adoption in key technologies such as AI, ML, Chatbots, IOT and
Analytics. True differentiation lies in the ability to offer the right product through the right
channel at the right time—for enhanced loyalty and upselling and cross-selling. However,
to make this happen, it is imperative that systems talk to each other.
• It’s also important to curate experiences at every touchpoint, rather than at the ‘journey’
level. Today, the tight integration between PMS and CRM is a significant opportunity area
for cloud. Data integration between these 2 systems would enable incumbents to optimize
experiences at every touchpoint. Such a set-up would enable personalized responses on
real-time basis. For example, if there is a customer incident, companies can use CRM to
trigger an apology mail/personalized voucher and enable the workforce to make on-the-
spot decisions, driving CSAT and NPS.
Guest Experience

Owner and
Franchise
Management

Key Functional Objectives Within
the Next Two Years
Owner and Franchise Management
Hotel and franchise owners intend to advance RM capabilities and
prioritize attribute-based selling
Technology-Related Challenges,
in Achieving The Objectives
40
40
40
50
53
Achieve attribute-based selling
and advanced revenue
management
Reduce costs through process
improvements and automation
Achieve contactless operations
Enable 360 customer view
Launch new connected guests'
services within the hotels and
facilities
47
50
57
63
67
Too much time required to
launch innovative solutions
Lack of flexibility of new
application or technology
Lack of integration of various
tools
Difficulty in accessing, handling
and provisioning the data
needed
Too much complexity

Top Areas of Investment – Next 2 Years
Owner and Franchise Management
Managing commercial and non-
commercial partners continues to
be a key priority for them
53%
Manage Commercial
Partners
Manage Non-
commercial Partners
47%
• The hospitality industry has experienced
foreclosure pressures in the past 12 months,
leading to unsustainable operations for
franchisees worldwide.
• For hospitality companies, increasing
franchise control has been on strategic
agendas for the last decade. Recently, the
industry has also witnessed a steady rise in
soft brands in recent times.
• Cloud is indeed the disruptor that could effect
change; it will enable a new dimension of
attribute selling, which could expedite
profitability. It can also be the answer to
solving fundamental challenges, such as
handling analytical data at scale and enabling
better integration among tools. For owners
and franchisees, cloud can well be the answer
to move beyond commoditization.

Sales and Brand
Marketing

Key Functional Objectives Within
the Next Two Years
Sales and Brand Marketing
The Majority CMOs and CSOs* intend to leverage technologies to
dynamically market (and automate) their offerings
Technology Related Challenges,
in Achieving The Objectives
57
57
73
83
Innovate new
products/packages during
different booking/time periods
Centralize, automate and host
key processes
Focus on SEO and SEM, to
create personalized campaigns
Achieve multi-channel
capability 47
53
57
60
77
Difficulty in accessing, handling
and provisioning the data
needed
Lack of integration of
various tools
Too much complexity
Lack of flexibility of new
application or technology
Too much time required to
launch innovative solutions
*Refers to Chief Sales Officer

Top Areas of Investment – Next 2 Years
Sales and Brand Marketing
However, incumbents continue to rely on
outdated solutions, hampering objectives
67%
Advertising
Property
Information
50%
Marketing
Campaigns
43%
Sales Channels
40%
Promotions
33%
A bigimpactarea is digital
sellinganddigitalmarketing,to
appealto newcustomerswith
newshoppingand purchasing
patterns.Theneedfor
personalizationand
individualizedmarketingwill
entailtrialingnewdigital
marketingchannelsand
offerings.
Mobility and Personalization Director
Fortune 500 Hospitality Company

• The majority of surveyed CMOs and CSOs* want the ability to dynamically market their
offerings, i.e., innovate new products/packages during different time periods.
• However, the biggest impediment to dynamic operations is the system readiness to
handle analytical data, as reported by 77% CMOs and CSOs.
• Unfortunately, there is a big disconnect between IT strategy and respective functions, with
Sales & Marketing still relying on solutions from 10 years back. It is imperative for IT to have
a seat at the table, and in-turn help package relevant solutions for various functions,
including Sales & Marketing.
• As companies vie for differentiation in a post-pandemic world, current legacy systems
limit the ability to scale data and achieve real-time data capture and processing. Cloud
allows organizations to scale and interconnect systems and to work in a real-time
environment, across functions and channels—thereby significantly expanding horizons
around meaningful customer engagement.
Sales and Brand Marketing
*Refers to Chief Sales Officer

Revenue and Yield
Management

Key Functional Objectives Within
the Next Two Years
Revenue and Yield Management
Augmenting RM through AI/ML and improving dynamic pricing
strategies, remain the key focus for CXOs
Technology Related Challenges,
in Achieving The Objectives
43
47
70
70
70
Optimize existing distribution
channels / improve direct
capabilities
Augment Revenue
Management through AI/ML
capabilities
Improve dynamic pricing
strategies for bundled and
unbundled products
Create one-stop-shop solution,
by integrating PMS, Channel
Manager and RMS
Improve integration and data
exchange with current PMS 37
40
47
70
73
Too much time required to
launch innovative solutions
Lack of flexibility of new
application or technology
Difficulty in accessing,
handling and provisioning the
data needed
Lack of integration of
various tools
Too much complexity

Revenue and Yield Management
Within the RM space, CXOs plan to
prioritize ‘demand forecasting’ & ‘target
pricing’ capabilities, in the wake of
today’s shortened booking environment
Top Areas of Investment – Next 2 Years
77%
Demand Forecasting
Capabilities
Recommend
Target Pricing
67%
Gather
Competitive Pricing
63%
Tracking
and Optimization
50%
Collect
Historical Data
37%
There’sa significantopportunity
in revenuemanagement,a key
pain-pointin today’stimes;
currentrelianceis mostly on
inhousetools & not on 3rd
parties.
Infrastructure Technology - Network
Architecture and Engineering Director
Fortune 500 Hospitality Company

• Today, Hospitality companies can no longer rely on past data
(from 1 year), for forecasting and demand prediction. With
COVID 19 variants such as Delta and Omicron impacting
travel, the consumer booking window has shrunk dramatically
(to 7-15 days), and organizations need to master dynamic and
continuous pricing strategies.
• 77% of CXOs intend to improve demand forecasting
capabilities (primary focus area), while 67% want the ability to
recommend target pricing.
• 70% of CXOs intend to augment their RM capabilities, through
AI/ML. Cloud will provide the intelligence, scale and the
combinatorial power of working with multiple technologies to
enable the differentiation that companies desire today.
Revenue and Yield Management

Operations

Key Functional Objectives Within
the Next Two Years
Operations
63% of COOs aspire to improve function collaboration and sustainability, over the next two
years; lack of integration among tools remains a major pain-point
Technology Related Challenges,
in Achieving The Objectives
43
50
53
63
63
Improve collaboration between
functions
Realize sustainability in
operations
Launch new digital
tools/services
Reduce costs through process
improvements or efficiencies
Achieve seamless collaboration
among hotel owners, individual
property owners and managers
33
53
53
57
73
Lack of integration of
various tools
Too much time required to
launch innovative solutions
Lack of flexibility of new
application or technology
Difficulty in accessing, handling
and provisioning the data
needed
Too much complexity

Top Areas of Investment – Next 2 Years
Operations
Additionally, 80% of CFOs and COOs plan
to improve their financial planning &
forecasting capabilities
43%
Manage Regulatory
Requirements Manage Facilities
33%
Perform Physical
Security and Safety
33%
Manage Property
Operations
33%
Manage Consumable
Inventory
30%
WhileCXOs recognizecloud
potential,they are concerned
about failedintegrationeffort
anddisruptionarisingfrom that.
Importantto convincethem with
pilots,with a narrativecentered
aroundrisk mitigation.Key is to
create a tangibleroadmapfor
integration,that makesbusiness
sense.
Mobility and Personalization Director
Fortune 500 Hospitality Company

80%
• As the business environment remains difficult, hospitality companies are
increasingly prioritizing transaction unit costs.
• 63% of COOs plan to improve collaboration between functions. Unsurprisingly,
73% of COOs feel that integration among tools is the key challenge faced by the
majority of today’s hospitality companies.
• Data remains the most crucial element; while companies continue to hold
proprietary data, they are unable to unlock value. The C-suite agrees that Cloud is
probably the most powerful solution for data monetization. It will help break
organizational silos and enable cross-functional services.
Operations
of CFOs and COOs intend to prioritize
Financial Planning, Budgeting and
Forecasting

Information
Technology

Develop and
Manage Business
Relationships
Develop IT
Service Strategy
Increase Efficiency
in IT Service
Management and
Operations
Information Technology
Reducing costs through automation and
achieving system integration remain key
priorities for Hospitality CIOs, CTOs and CDOs
over the next 2 years
33%
37%
50%
53%
57%
Reduce costs through process
improvements or efficiencies
Achieve system integration
among hotel owners, individual
property owners and managers
Improve collaboration with
various enterprise functions
Tracking and Optimization
Collect Historical Data
Within
Information
Technology,
CIOs plan to:
67%
63%
47%

Three mindset shifts to scale cloud
What does it take to up your cloud game?
Hint: It’s not only about the technology
Think technology to
grow business
Old mindset:
The CIO drives IT
New mindset:
The CIO drives recovery
and future growth
Think new ways of
working
Old mindset:
It is working well today
New mindset:
Future agility is non-
negotiable
Think success
beyond the change
Old mindset:
Fear around too much risk
New mindset:
Confidence in multi-fold
rewards
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