BlueSense Hotels unifies operations across 8 properties with abemonFLOW

The challenge

BlueSense Hotels operates 8 properties along the Mediterranean coast, each with its own technology stack accumulated over years of growth. One hotel’s PMS wasn’t the same as another’s. Guest satisfaction data was measured using different criteria. Revenue management was a spreadsheet per property that someone manually consolidated every Monday.

The operations leadership had no real picture of how the chain was performing. Each hotel reported its own metrics, with its own definitions, in its own formats. Comparing performance across properties was an act of faith. And the guest experience varied dramatically from one hotel to another, eroding the brand.

The specific problems were many: there was no single definition of “occupancy rate” (some hotels counted out-of-service rooms, others didn’t). RevPAR was calculated three different ways. Guest complaints were logged in different systems and nobody had an aggregated view. Check-in and check-out processes varied across properties. And the corporate team spent 60% of its time reconciling data instead of making decisions.

The solution

We started with a 3-week Blueprint that revealed the true magnitude of the problem: 47 divergent operational definitions across properties, 12 disconnected systems, and zero metrics with a single source of truth.

The Blueprint designed a target operating model with three Engine layers as priorities:

Visibility was the first layer activated. We connected the 8 PMS systems, guest satisfaction survey tools, booking channels, and revenue management systems into a unified operational dashboard. For the first time, the Director of Operations could see the real state of the entire chain on a single screen. Real-time occupancy, satisfaction by property, revenue by channel, open incidents. All updated automatically.

Data was the second layer. We unified the 47 divergent operational definitions into a governed data dictionary. Occupancy rate, RevPAR, ADR, guest satisfaction, average check-in time: each metric with a single definition, a single source, a single way to calculate it. Guest, booking, and room entities were standardized so that a guest was the same guest across all properties.

Governance was the third layer. We defined clear ownership for each metric, an automated weekly review cadence with dashboards, and escalation protocols when a metric deviates from target. Each hotel director knows exactly which metrics they’re responsible for and when they need to act.

The results

Results appeared within the first 90 days. Guest satisfaction improved by 40%, driven by consistency of experience across properties and early detection of recurring problems. With unified data, we were able to identify that 35% of complaints were concentrated in three specific processes that were standardized immediately.

Revenue increased by 25% thanks to real visibility into performance by channel and property. The revenue management team, freed from manual reconciliation, could dedicate their time to pricing strategy. They identified yield opportunities that had been hidden in the fragmented spreadsheets.

Reporting time went from weeks to 72 hours. Corporate reports that previously required each hotel to manually prepare their data are now generated automatically. The Director of Operations has her dashboard updated in real time instead of waiting until the following Monday.

Engine layers used

• Visibility: Unified multi-property dashboard, connectivity with 8 PMS systems, 4 channel managers, and 3 survey systems
• Data: Governed data dictionary with 47 standardized definitions, unified guest and booking entities
• Governance: Metric ownership by role, automated weekly review cadence, defined escalation protocols