Demystifying Distribution 2.0

good because suppliers can see clearly what they are talking about and what actions they take. They can have front row seats to observe consumer response to their competitors. THE SPOTLIGHT IN THIS COMPLEX ENVIRONMENT IS TO BUILD PROCESSES AND SYSTEMS ON TOUCHPOINTS AND CUSTOMER SEGMENTS, RATHER THAN ON BRANDS OR FUNCTIONAL DISCIPLINES. However, the shifting voice to the consumer is a double edged sword; operators have less control over their image and reputation. A months’ occupancy can be sideswiped by one angry customer on a crusade. It can also skyrocket when a small group of zealous advocates boost a hotel to a “Top Ten Best” list. Learning to navigate with so many active and vocal consumers, and even with those more passively absorbing the content, is an entirely new dynamic in distribution management. Many of the growth areas appear to be designed for leisure travel, but the same applications used for leisure are used just as much by meeting planners, corporate travelers and small group organizers. While many sites are designed with specific consumer markets in mind, the leisure traveler, corporate booker and meeting planner (part time or full time) are just as likely to tap the same sites when doing travel planning. The consummation of a booking may vary depending on the nature of the booker’s needs, but the run-up to the booking and the post-stay dialogue are very likely to land on many of the same websites, and this applies to leisure, group or corporate travelers. Technology advances related to miniaturiza18 tion and mobility are driving consumers into smaller online venues, including cell phones and PDAs. The consumer interest in mapping and other contextual tools help expedite the online shopping trip and will alter the technology driving travel distribution. The proliferation of new website categories and new customer segments adds complexity and more depth to the online distribution marketplace and is causing a convergence of booking and media channels. Historically complex, there are even more channels to manage in hospitality distribution and with it, the technology to support them. There are many areas of technology that need to be better understood in order to build an infrastructure within a hotel, chain or management company to manage a distribution strategy: • Central Reservation System (CRS) • GDS connectivity • Internet connectivity to third party sites (IDS or ADS) • Hotel website • Branded chain website (if applicable) • Booking engine • RFP websites • Group/Meeting websites • Sales and Catering systems • Property Management System (PMS) • Revenue Management (RMS) • Rate Shopper Systems • Channel Management Systems • Business Intelligence Systems (including CRM) There are issues regarding the dynamics in the distribution marketplace now that it is driven by the consumer’s propensity to shop and/or book travel online. As more websites are launched for PUBLISHING PARTNERS TIG GLOBAL | PEGASUS SOLUTIONS

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