Total hotel management solution: From booking to check-out

Integrated booking engine: Receive reservations directly from the hotel website
Channel Manager: Synchronize inventory and prices with Booking.com, Agoda, Airbnb, Traveloka, Expedia
Walk-in management: Handle visitors quickly, including room hours
Group booking: Manage group bookings with contract rate and deposit tracking

Guest check-in in just 3 steps — scan ID/passport with iPhone or Android SmartPhone, no need for a specialized card reader
Automatic room assignment based on requirements (high floor, sea view, double bed...)
Record customer information in the customer profile to personalize service next time
Quick check-out with automatic bill consolidation from all services

Mobile app for housekeeping team — real-time room status updates
Assign housekeeping automatically according to shift and check-out schedule
Track consumables and minibars by room
Room maintenance and repair reports

Integrate payment gateways BIDV, VNPay, ZaloPay, Momo and international cards
Issue electronic VAT invoices according to Circular 99/2025/TT-BTC effective from January 1, 2026
Manage deposits and folio separately for each booking
Support split bill payment for groups of guests

RevPAR, ADR, Occupancy: Industry standard KPI indicators
Booking source: Compare OTA vs. direct booking vs. walk-in
Revenue forecast:Forecast based on historical and current bookings
Tax report: Export revenue and VAT reports in accordance with Ministry of Finance standards

What implementation really costs

The first question most owners ask when considering a change of system is "how much will it cost". The honest answer: the software fee is only one part of the total, and usually not the deciding part. This section deliberately gives no figures — a quote depends on size, on which modules you actually use and on the state of each property, so it belongs in a specific conversation with the advisory team. What is more useful here is the list of cost items: leave one item out of your spreadsheet and every comparison between vendors is skewed, and it is usually skewed against the buyer.

Five items that must always be in the spreadsheet

• 1. Software fees per room and per module. Most local vendors charge per room, but each one bundles modules differently. The first thing to do is list exactly the modules your property will actually use — front desk, housekeeping, point of sale, distribution channels, accounting — and then ask for a price against that list. Comparing two vendors on two different module lists means comparing two different things.
• 2. The cost of migrating data from the old system. Room and room-type catalogues, guest profiles, future bookings, supplier balances, deposit balances. This item depends on where the old data lives and how clean it is — a self-made spreadsheet is one case, legacy software with its own database is another. Ask three things explicitly: does the vendor do the migration or does the property, is each data group reconciled and signed off, and can it be rolled back if something goes wrong.
• 3. Staff learning time. This is a real cost that nobody invoices, which is why it tends to fall out of the spreadsheet. A simple estimate: the number of people to train, times the hours of training and familiarisation, times the hourly cost, plus the drop in productivity over the first few weeks. Front desk turnover is high, so this cost recurs every time someone new joins — it belongs in the annual column, not only the one-off column.
• 4. Equipment: reusable or must be replaced. Desk computers, receipt printers, key card encoders, document scanners, the local network and a backup connection. Draw up this list before you listen to any quote, then check it against each vendor's technical requirements. A system that runs on the equipment you already own is considerably cheaper than one that demands a new front desk, and that gap is usually larger than the gap in software fees.
• 5. Annual running costs. Subscription fees for later periods, out-of-hours technical support, connection fees for sales channels or payment gateways, and the cost of updates when the law changes. That last item deserves particular attention in hospitality: accounting regimes and invoicing rules change on a cycle, and keeping up with those changes is part of the cost of ownership, not a bonus thrown in.

Three items that are commonly missed

• Running two systems in parallel. Many properties keep the old system in read-only mode for a few more months to look up history. That is usually the right decision, but it has a cost — the maintenance fee for the old system during that period belongs in the spreadsheet from the start, not recorded after it appears.
• The internal clean-up before migration. Agreeing on room-type names, revenue categories and the list of booking sources. Nothing is purchased here, but it costs several working sessions from whoever is in charge, and skipping it does not remove the cost — it only changes its form: figures across periods and across properties stop being comparable.
• The cost of not changing. This one is not in the spend column but in the loss column: every double-booked room, every misplaced deposit, every hour of manual addition at month end is money. A spreadsheet with only a spend column will always conclude that keeping things as they are is the cheapest option, and that conclusion is systematically wrong.

How to build the spreadsheet for your own property

Build a four-column table: item — one-off cost — annual cost — notes and assumptions. Fill in all eight items above, even where some are zero, because an empty cell is not the same as a cell containing zero: an empty cell marks something you have not yet asked about. Then total it over a three-year horizon rather than one year — migration, training and equipment are one-off, so a first-year view makes every option look almost equally expensive and hides the real differences. Finally, send that same table to every vendor under consideration and ask them to fill it in; if a vendor declines to fill in a line, that line is your answer. How to prepare and clean data before migrating is covered in detail in migrating data from spreadsheets to management software.

Frequently asked questions

How long does it take to migrate data from the old system?

Most of the time is not spent while the machine runs but in preparation: agreeing catalogues, merging duplicate guest profiles, closing off deposit and receivable balances. For a small property with tidy data, preparation usually takes a few working days, while loading and reconciliation take considerably less. The question worth asking a vendor is not "how many days" but "is each data group reconciled and signed off".

How long before staff are comfortable with it?

Separate this into two levels. Everyday front desk actions — check-in, check-out, taking payment, reading the room chart — are usually comfortable after one guided session and a few real shifts. Periodic tasks such as the night audit, month-end reconciliation or rare exceptions take longer, because they only come round once a month. For that reason the training plan should stretch across at least one full closing cycle rather than stopping on handover day.

Can we switch systems in the middle of high season?

It is technically possible, but it is better avoided. Switching during peak season forces two hard things into the same week: staff have to serve the busiest guest volume of the year while learning new steps. The sensible moment is the low season immediately before a peak, far enough ahead to become fluent and close enough not to forget. If a mid-season move is unavoidable, move in stages and keep the old system in read-only mode for reference.

Will we lose the old data?

No, provided the migration is done properly. The principle is that the old system is neither deleted nor overwritten during the process: data is copied out, loaded into the new system, then reconciled group by group before it is accepted. Two things worth requiring in writing: a full backup of the old system taken before anything starts, and the ability to roll back if reconciliation does not pass. It is also worth keeping the old system in read-only mode for a while afterwards to look up history.

Can it be used on a phone?

Yes, though it helps to separate three groups of users because their needs differ. Front desk staff work mainly on a large screen at the desk, because there are many actions and the whole room chart has to be visible. Housekeeping updates room status directly on a phone, and that is where mobile devices prove most useful. Owners and investors read figures in a separate read-only application and do not intervene in operations.

Does a property with only a few rooms need a management system at all?

What decides this is not the number of rooms but the number of sales channels and the number of people taking bookings. A ten-room property selling only direct, with a single person on duty, can still run on a notebook. The same ten-room property selling on three online channels with two people taking bookings in turn already needs one shared record, or sooner or later a room will be sold twice. In other words, the threshold appears when information starts living in several places at once, not when the property becomes large enough.