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Our numbers are scattered across too many systems

Revenue in the PMS, cost of goods at the accountant, staffing in Excel — and the question “how did the week go” has no answer

Typical for: owner-operated properties with external accounting · operations whose numbers only come together with the annual accounts · houses where the owner “has a feel for it”

Documented by Hospis

Updated: 25 August 2026

How you recognize it

  • Revenue, occupancy, cost of goods and payroll live in four different systems
  • The only overall view is the accounting report — and it is weeks old
  • There are no weekly key figures, or they are typed together by hand
  • Department heads do not know their own numbers
  • Excel files with “final_v3” in the name are the source of truth
  • Nobody answers “how did the week go” with a number

Matching Hospi

JW

Josef Walch

Digitalisation · AI in operations · Systems — Lech am Arlberg
Works with protel · Mews · Mews POS · Smart Host
AdviseImplement

Built a weekly key-figure view at Rote Wand from PMS, POS and purchasing — few numbers, fixed rhythm.

Mapped to root cause
Key figure selectionSources & exportsOperations vs accountingOwnership & rhythm
View profilePersonally vetted · independent match

Which path fits your situation?

01

Diagnosis

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02

Urgent support

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Cause fields — how to tell them apart

Scattered numbers are rarely a lack of data. They are a lack of decision about which five figures matter — and who puts them on the table, and when.

These fields are complete, and many properties get there on their own — that is what this page is for. The cost simply does not appear on an invoice: internal hours, a few attempts, and a season that keeps running in the meantime.

01

It is not defined which numbers matter

How you spot it

There are hundreds of reports in the PMS, the POS and accounting, but no list of the key figures management wants to see every week. So it sees all of them or none.

The way out

Define five to seven key figures — occupancy, revenue per available room, cost of goods, labour hours per occupied room, direct share. One page, every week. The selection matters more than the tool.

02

The systems do not report together

How you spot it

PMS, POS, time tracking and accounting have no shared output. Anyone wanting the numbers together exports four files and builds a fifth. After two weeks, nobody does it any more.

The way out

Define one source per key figure and standardise the export — or use a simple tool that pulls the sources together automatically. First the key figures, then the tool.

03

Accounting arrives too late for operations

How you spot it

The monthly report is produced externally, weeks after month end, in a format built for the tax office. For steering the operation it is too late and too coarse.

The way out

Separate operating figures from accounting: accounting stays as it is. Operational steering runs weekly out of PMS, POS and purchasing — unaudited, but on time. Accuracy in the month, speed in the week.

04

Nobody owns the numbers

How you spot it

Compiling the numbers is a job nobody holds. The owner does it when there is time; reception does it when asked. There is no rhythm.

The way out

One person, one weekday, one format. The numbers are on the table on Monday — every week, even when they are bad. Steering comes out of the rhythm, not out of the tool.

Frequently asked

Do we need a BI tool?
Once the key figures are set and the sources defined, a tool saves time. Before that, it just automates the confusion.
Our accountant delivers the monthly report — isn’t that enough?
For accounting, yes. For steering the operation, no — too late, too coarse, not broken down by department.
How much effort is this every week?
With defined sources and a fixed format: under an hour. Without: a day nobody has.

Describe your situation

The problem context is automatically included — you do not need to repeat anything.

Problem
Our numbers are scattered across too many systems

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