ILLUSTRATIVE USE CASE / 03

Find the gap between what a hotel earned and what it received.

A hotel payments scenario: reconcile reservations, OTA virtual cards, card charges, fees and deposits by property and booking.

HOSPITALITYCEO VIEW
Hotel booking, OTA payment card and settlement records with a difference highlighted for review.

01 / THE BUSINESS PROBLEM

Where the business gets stuck

A hotel group sells rooms through its own website and online travel agencies. Bookings live in the property management system, restaurant charges in the point of sale system, and payments and deposits appear in different provider reports. OTA virtual cards, commissions and refunds add more records to compare.

A property can report strong sales while finance cannot explain the cash received. Small differences across many bookings can become material. The CEO needs a reliable view of what was sold, charged, settled and still needs action.

A MOMENT YOU MAY RECOGNIZE

A guest shortens a five-night stay to three nights. The booking changes in the property system, while an OTA virtual card charge and commission calculation may still reflect the original stay. A payment deposit arrives net of fees. Finance needs to find the booking and check the difference before it closes the month.

02 / THE RESPONSE

How Amaryllis would address it

Our engineers work with your team to define the workflow, configure the required capabilities and connect the agreed systems. The implementation follows your provider contracts and operating model.

01

Connect the booking to the payment

Amaryllis engineers map reservation and property IDs to payment, OTA virtual card, refund and settlement records from the systems the hotel already uses.

02

Show the differences

They configure reports and exception rules around expected room revenue, actual charges, OTA commissions, provider fees and bank deposits, at booking and property level.

03

Make action possible

Finance and property teams can review a flagged mismatch with its source records, assign follow-up to the right owner and record the outcome of the investigation.

03 / THE BUSINESS RESULT

What changes for leadership

The group can see where expected revenue and received cash diverge, investigate with evidence and close accounts with fewer unexplained items. A flagged difference is a lead for review, not proof that money is recoverable.

MEASURES TO WATCH

  • Unmatched bookings and deposits by property
  • Age and value of open reconciliation exceptions
  • Verified recovery after investigation
  • Days to close the payment-related part of the month

04 / THE DECISION

What to confirm first

The result depends on the quality and availability of PMS, POS, OTA, acquirer and bank data. Commission disputes and recoveries follow the hotel’s commercial agreements and the relevant provider processes.

NEXT STEP

Bring the workflow. We will map the options.

Tell us where the payment journey breaks down, which systems are involved and what success needs to look like.