The relative costs corresponding with technological venture and processing transaction, however, are increasing owing to the complicated channels and technological communications that must be in position to hold up flawless, single framework inventory in the range of distribution networks that subsist now and that will before long emerge in the future. Making matters worse, executives and managers have hardly any means and little support to help them decide when to venture, how much it cost to invest, and how to appraise or assess the trade value to be earned from the venture (Weill, 1991).
This paper examines investment decisive factors and solutions, prioritisation strategies, and corporate-level decision making by hotel managers and executives with regard to information technology (IT) and in the framework of hotel distribution designs. This paper hopes to substantiate the issues considered, the evaluation of methods applied, and the procedures employed to ascertain the level of achievement from such venture and resource distribution decisions that were made with regard to information technology and a hotel company's distribution frameworks.
ity, and mutually dependent activities necessitate companies to make effective and efficient application of information technologies and communications systems. This development will only keep going as this technological know-how become less costly, more effective, and found everywhere in the world. From the early time of farmer's markets, traders have struggled with finding out the best methods of delivering their goods to the marketplace. Generations afterward, this challenge is still present and even more challenging with the evolving, intensifying competition, and global marketplace in which firms have to operate their businesses. With the hospitality industry, the same is even more enunciated: the necessity to set up better and more distribution networks. Erstwhile principles such as location or they will get there if you build it, are not anymore enough in drawing the demanding and advanced consumers of today.
Hotel distribution designs and networks are far too intricate to be regarded with such ease. As stated by Professor Roger Blackwell of Ohio State University, the direction of global distribution systems concerns the right good in the right place and time, the right price in the right set of circumstances and situations as demarcated by the consumer (Stein and Sweat, 1998). Employing this view in a hotel framework, a firm's worldwide distribution design must maintain two main goals: providing distribution networks that permit customers the option to accessibly and easily look for products and services they are agreeable to pay for with full information disclosure of availability and rates; and providing a process to complete the transaction instantaneously and providing confirmation on the spot (Castleberry, Hempell, and Kaufman, 1998).
To attain these