While we have spent time and energy discussing these concepts, neither has been widely implemented. Kelly McGuire, Executive Director, Hospitality and Travel Global Practice at SAS believes there are several reasons for this. First, the siloed organizational structure of most hotel companies makes it difficult to organize the coordinated effort necessary to implement initiatives that span departments and functional areas. Secondly, the data and technology required to support the successful implementation of these initiatives is not readily available for most organizations. Finally, and perhaps most importantly, I am not convinced, despite how much we talk about these concepts, that as an industry we fully understand them, and we definitely have not yet taken the time to think through how to actually execute. A lot has been written about the problem of siloed functions within the hotel. Recently, there have been some encouraging movements towards breaking down these silos. Many hotels companies are starting to combine sales, marketing and revenue management into broader commercial functions, and incentives are starting to line up accordingly. Technology vendors have also begun to deliver solutions that address these areas as well, from robust food and beverage reports that transform POS data to actionable insight, or forecasting and optimization solutions for alternative revenue sources like function space. This is great progress, but it needs to be taken in the right context. In this article, I will attempt to build this context - helping us as an industry to better understand what these concepts really mean and how to properly implement them. Get the full story at Hospitality.Net