We are an innovative team with great industry experience | our services are vital for the industry | the ROI is exceptional | an 18 months payback period | very modest projections
The problems | solutions and Team
The issues facing the industry -problems | solutions | benefits
lack of inventory control
lack of internal recovery
lack of guest retention and repeat business.
real time monitoring of service compliance
full control of your operations
no costs associated with payments of commissions and verification
guest loyalty, repeat and referral business
significant increases in revenue
reduction in commission payments and cost maintenance
ANTONIO GUIJARRO | Business Development Director DEA | EA | 30 YEARS EXPERIENCE
SURESH SHIVAPUJAY | MD ITIWNE |
TECHNICAL AND SOFTWARE 25 YEARS EXPERIENCE
LES COX - 30 YEARS EXPERIENCE | 50% OWNER
HECTOR RODRIGUEZ - 40 YEARS EXPEIENCE | 50% OWNER
projections | DCF | hotel adoption | opportunity
Financials & opportunity
KEY PERFORMANCE INDICATORS COMPARISON
Unlike other highly intrusive and interfering models our model does not interfere with our client’s business thus we can maintain rapid growth with little effort.
US$ 600,000. | SPENT SGD 800,000
EQUITY OR LOAN
EQUITY 20% OF COMPANY
WHERE IS THE MONEY GOING
Hotel adoption 5 years
Revenue by hotel type
Macau | Singapore
2018/19 | hub locations
ONLINE BOOKINGS (bookingbase) | QUALITY IN ACTION
During our proof of concept GMs CFOs revenue Managers, et al referred to the loss of inventory, control, short-term release periods and exorbitant commissions. Further to loss of control and decreasing profits hotels are not doing that well with the management of service and operational compliance.
The essence of the business is to give a fair, equitable and profitable deal for the industry. A deal that is based on highly efficient and essentially self-managed system that hands over the control of the money, inventory and total management to property’s owner and managers as well as providing a tool that will enhance guest retention and client loyalty Thus, the model is based on a win-win no risk to our clients and the end user.
EXECUTION PLAN/GO TO MARKET STRATEGY
Total Available Market (TAM): As a guide, we will use the number of properties booking.com advertises on its official website these amount to around 1,700,000. This includes chain properties, small chains, bed and breakfast, luxury tents, villas, aparthotels etc
Serviceable Available Market (SAM): Our current focus is South East Asia | East Asia | Pacific Area Australia and NZ. Our operational office will handle 3 shifts, and due to cost savings will be positioned in Danang, Vietnam.
Target Market: Our target market originally will consist of hotels and resorts in the 3 and 4 start segmentation, owner-operators and generally small chains who by their size do not enjoy the same privileges better-known chains enjoy vis a vis management contracts. Our break-even stands at around 400 hotels or 40000 rooms we are aiming at 3500 hotel during the first year of operation that is equivalent to .0027% of booking.com. Market size 1.7 m properties.
Competition: The competition is vast a varied from the big two (Expedia and Booking.com and all their subsidiaries) to the localized OTAs.
Status Quo: The current MO is simple OTAs sign up hotels one charge exorbitant commissions that affect services and maintenance, they control inventory, often dictate rates and guest communication.