Nova Scotia hotel deploys new PMS

Because Lord Nelson Hotel & Suites is an independent property, professional training and support were principal factors in the PMS decision process, according to the hotel. Photo credit: Maestro

Lord Nelson Hotel & Suites recently installed Maestro’s front desk and sales-and-catering systems; the ResWave online direct booking engine; mobile housekeeping; SMS messaging for guest and staff communications; digital registration for remote check-in; travel agency accounting; and yield-management offering. The hotel also recently added the integrated online payment portal. The systems, which are on the Maestro Web cloud-based system, are designed to optimize rates and occupancy. 

Lord Nelson Hotel & Suites is an independently owned, 262-room historic property with 12,500 square feet of meeting space in Halifax, Nova Scotia. In 2018, it completed a full renovation of its guestrooms, meeting space and common areas. The property benefited from a large increase in area tourism with new market segments and international guests. These factors made it clear to management that Lord Nelson’s legacy property-management system did not provide the functionality the hotel required and triggered its search for new hotel software.
 
“We took time to make the right decision,” Kathryn Buttle, Lord Nelson’s assistant GM of revenue, said in a statement. “We wanted a cloud-based PMS that supported the specific hotel software modules we needed on one platform. Maestro’s suite of fully integrated modules on a single-image database was ideal for the unique way we do business.”
  
“We recently discovered an unexpected benefit with Maestro,” Buttle said. “The property was hit with a power failure during a storm. When the power went out, the Maestro Web cloud-based system enabled us to continue operation using our tablets and mobiles. We ran our hotel on iPads. Maestro’s mobile housekeeping module even kept our housekeepers doing their job with tablets.”
 
The property told vendors the issues it had with its current system and explained what functionality was non-negotiable. “We created a firm baseline for functionality we had to have,” she continued. “We asked each company specific questions about processes and interfaces. We described our tasks and asked how their system handled them. We focused on the most important modules to our operation. For example, we are a 40-percent group property, so an integrated, full-function sales-and-catering system was essential.”

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