BBC operators play a dual role as both "hotel owners" and "restaurant managers", facing more complex and intertwined challenges than traditional hotels or restaurants

1. Dual business management, fragmented processes:

Room management (booking, check-in, check-out) and catering management (breakfast/afternoon tea/dinner booking, meal preparation, billing) typically use two separate systems or rely entirely on manual methods (such as paper forms, Excel spreadsheets), resulting in data isolation and low efficiency.

2. Difficulty seamlessly connecting guest experiences:

The dining preferences of guests (such as taboos and meal times) cannot be synchronized from the reservation system to the kitchen, requiring repeated communication and prone to errors. Provide personalized services that affect customer satisfaction.

The separate settlement of meal and room fees is cumbersome and cannot provide a "one-stop" consumption experience.

3. High precision requirements for inventory management, but outdated tools:

Food inventory serves both in-house guests and potential external customers, making consumption forecasting difficult. Manual bookkeeping can easily lead to food waste or temporary shortages, directly affecting catering services and cost control.

4. Basic deficiencies in marketing and customer relationship management (CRM):

It is difficult to systematically record guests' dining preferences and consumption habits. After the guest leaves the hotel, they immediately go missing and lack effective channels (such as WeChat and email) for secondary marketing (such as promoting special dinner packages and holiday activities), which limits the repurchase rate and word-of-mouth dissemination.

5. High labor costs and low efficiency:

Owners/store managers need to spend a lot of time on cross departmental communication and coordination, manual reconciliation, and statistical reporting, rather than focusing on improving service quality and customer experience, which can be physically and mentally exhausting.