Consolidated digital audit — management briefing
Aarya does not have a shortage of experiences to sell. It has a shortage of connected, accurate and measurable digital journeys through which to sell, deliver and repeat them.
Recommended immediate management decision
Approve a 2–3-week Product Validation and POC Sprint that demonstrates the future experience, validates staff workflows and confirms integration boundaries before full implementation.
EXECUTIVE PRESENTATION
A concise management briefing covering Aarya’s digital presence, departmental findings, commercial data and recommended transformation roadmap.
Executive snapshot
Source: latest audit report, 10 September 2026
The site informs and inspires but does not consistently help guests compare, decide and convert.
Active content exists, while channel roles, conversion, governance and attribution remain weak.
Complete Aegis nationality report used for market-level analysis.
Validate workflows, integrations, source ownership and an investable MVP boundary.
Evidence
The website and social channels make Aarya visually appealing but do not consistently answer the practical questions required to choose, reserve or enquire.
Qualified direct demand
Rooms, dining, Spa, pool, gym, MICE and local experiences do not have equally clear, measurable conversion flows.
Direct and ancillary conversion
Hotel guests, Spa customers, F&B customers, social leads and event organisers are often treated as separate or anonymous interactions.
Recognition, service and retention
Management cannot yet follow a reliable chain from source and enquiry through booking, service usage, repeat visit and referral.
Commercial accountability
Room details, contacts, policies, offers, facilities and campaign messages vary across pages and channels.
Accuracy and trust
Brand storytelling, visual content and reputation are strengths that should be preserved while the connected system is rebuilt.
A stronger owned foundation
Commercial view
| Point | What happens today | Recommended response |
|---|---|---|
| Discovery | Strong visual product, inconsistent structured facts and channel roles. | One governed digital brand and content system. |
| Decision | Key practical questions are not answered consistently across room and service journeys. | Intent-led pages with verified facts, comparison, reassurance and relevant actions. |
| Conversion | Generic links and manual messages interrupt high-intent demand. | Dedicated booking, dining, Spa and qualified MICE paths. |
| Delivery | Staff context is scattered across operational systems and conversations. | Customer 360, unified enquiries, accountable workflows and guest companion. |
| Repeat | Transactions and visits rarely become consent-aware customer intelligence. | Aarya Circle, feedback, recovery, referral and relevant return journeys. |
Recommended future state
One digital brand language + one connected website + one Guest Revenue & Experience CRM + controlled integration with existing operational systems.
Next.js website, structured services, SEO/AEO/GEO, campaign destinations and controlled booking connection.
Customer 360, enquiry inbox, guest journey, Spa CRM, F&B identity, loyalty, feedback and dashboards.
One accurate identity across website, social, Google, WhatsApp and staff communication.
Aegis, PMS, channel manager, SwiftBook and finance remain authoritative where appropriate.
Delivery sequence
Success measures
Qualified traffic and mobile performance
Booking and service conversion by intent
Enquiry response, ownership and outcome
Known customer, consent and duplicate quality
Spa rebooking and identified F&B behaviour
Repeat, referral and attributed revenue
Decision now
Approve the connected Website + Guest Revenue CRM direction, the 2–3-week POC, named departmental owners, required access, data and consent review, and a KPI baseline before broader implementation.
Complete source mapping
The sections below preserve the complete substantive structure of the supplied Markdown report for presentation, reference and discussion.
01
Report date: 10 September 2026 Prepared by: Stravence Consulting Classification: Confidential — prepared for Aarya Hotel & Spa Review period: Two-week discovery and audit phase Evidence base: Website audit, social-media audit, Spa and F&B stakeholder interviews, public digital review and initial Aegis data analysis
02
Aarya Hotel & Spa has a strong physical and commercial foundation:
The main constraint is not the absence of services, content, systems or customer activity. It is that these assets do not yet operate as one connected revenue and guest-experience system.
Today, Aarya largely operates through separate journeys:
The result is a familiar hospitality gap: Aarya can often see the transaction, but not the complete customer journey before and after it.
The audit identifies five connected commercial problems:
Aarya should approve the phased development of an Aarya-owned Guest Revenue & Experience Platform consisting of two connected parts:
| Part | Primary purpose | Main components |
|---|---|---|
| Digital Experience and Acquisition | Help guests discover, understand, compare, enquire and book | Next.js website, structured service pages, SEO/AEO/GEO, campaign landing pages, booking connection, social conversion and AI-assisted enquiry |
| CRM, Engagement and Intelligence | Recognise customers, coordinate staff action, improve the stay and create repeat revenue | Customer 360, enquiry inbox, guest journey, Spa CRM, F&B identity layer, guest companion, loyalty/referrals, messaging, feedback and dashboards |
A digital brand and content system should govern both parts so that Aarya presents one accurate identity across the website, Facebook, Instagram, LinkedIn, YouTube, Google, WhatsApp and staff communication.
Aarya should not begin by replacing Aegis, the PMS, channel manager, SwiftBook or accounting systems without a validated operational and integration case. Those systems should continue performing the functions they currently handle reliably.
The first objective is to build the missing customer-intelligence, engagement and conversion layer around them.
Approve a 2–3-week Product Validation and POC Sprint that demonstrates the future experience, validates staff workflows and confirms integration boundaries before full implementation.
The POC should show:
03
The two-week study was designed to understand Aarya's current digital presence, identify revenue and experience gaps, and define what should be corrected, connected and built next.
The proposed programme should be evaluated against the following outcomes:
04
This consolidated analysis uses:
aaryahotel.com and its principal rooms, suites, dining, rooftop, wellness, MICE, offers, FAQ and contact journeys.The Sales Contribution Report by Nationality was available in a complete and independently analysable format. It was therefore used as the validated dataset for this phase's market and revenue analysis.
The remaining supplied reports depend on Aegis-generated supporting components or assisted export functions and could not be independently processed in their delivered form. Regeneration, field-definition review and reconciliation would require additional coordination with the Aegis system team and could materially extend the agreed two-week audit window.
To maintain the presentation timeline, this phase focused on reliable findings from the validated dataset. The remaining reservation, tourism, booking/source and additional sales-contribution data should be addressed during the next data-validation and CRM-integration phase.
This is an Aegis-assisted export dependency, not a conclusion that the underlying operational data does not exist.
The following require authenticated access or additional data before final commercial baselines can be established:
The Aegis export does not label its currency. The values and average room rate strongly indicate that the monetary figures are likely in Nepalese rupees (NPR), but the report should continue to describe them as source-reported currency units until Aarya or Aegis confirms the currency formally.
05
The audit scores are directional management indicators. They are not calculated from authenticated financial or conversion analytics.
| Area | Directional score | Strategic interpretation |
|---|---|---|
| Brand storytelling | 8.0/10 | Strong heritage identity and visual atmosphere should be preserved. |
| Visual content potential | 8.5/10 | Rooms, rooftop, pool, Spa, dining, people and Kathmandu provide rich owned media. |
| Reputation strength | 9.1/10 in the earlier audit | Guest trust is a major asset that should be integrated into conversion journeys. |
| Website revenue readiness | 4.8/10 | The site informs and inspires but does not consistently help users compare, decide and convert. |
| Social revenue readiness | 5.0/10 | Active content exists, but channel roles, conversion, governance and attribution remain weak. |
| Room and product accuracy | 3.5/10 | Conflicting or incomplete transactional facts create trust and booking risk. |
| Service conversion | 3.0/10 | Dining, Spa, wellness and MICE journeys often end at information or generic contact. |
| Mobile performance | 3.5/10 | Slow loading and failed Core Web Vitals create avoidable mobile abandonment risk. |
| AEO/GEO readiness | 3.5/10 | Aarya lacks sufficient structured, consistent and answer-ready facts. |
| Social measurement and attribution | 3.5/10 | Attention is not reliably connected to confirmed revenue outcomes. |
| Loyalty and retention readiness | 3.5/10 | No unified programme, profile or benefit ledger is visible. |
| Customer intelligence | Early-stage | Transaction and guest data exist, but customer continuity and consent-aware segmentation are limited. |
The scores should not be averaged into one number. The strategic pattern matters more: Aarya's brand and physical product are stronger than the digital system currently selling and supporting them.
06
The current WordPress website communicates Aarya's atmosphere and lists many of its experiences. It is visually appealing and contains useful photography, a heritage-led proposition, availability access and WhatsApp contact.
However, it functions mainly as a high-level informational site. It does not yet operate as a complete, measurable hospitality product across rooms, local services, corporate demand and the in-stay journey.
The rebuild should strengthen these assets rather than discard them.
The PageSpeed review found:
Google's good LCP benchmark is 2.5 seconds or faster. A traveller discovering Aarya while roaming, at an airport or on a mid-range mobile device may therefore wait materially longer than the expected threshold before the main content is useful.
This is a revenue issue, not only a technical score. Slow first content and a very long decision journey increase the risk that paid, organic and social traffic exits before checking rooms or services.
The current structure is organised around pages and hotel categories, while guests arrive with specific intentions.
| Visitor | Primary need | Current gap | Required future journey |
|---|---|---|---|
| International guest | Choose and confidently book a room | Limited comparison, conflicting facts and weak direct-booking proposition | Compare rooms → verify details → see direct value → book/ask |
| Family/group | Confirm safe capacity and total fit | Unclear adult/child capacity and extra-bed rules | Family options → capacity/policy → total-price booking |
| Premium guest | Understand why a suite is worth more | Thin room pages and insufficient suite differentiation | Full suite story, layout, inclusions, proof and upgrade reasons |
| Local diner | Reserve a venue for a specific occasion | General restaurant content and manual contact | Venue → menu/hours → date/party/occasion → confirmation |
| Spa customer | Select, schedule and revisit | Static information, PDF dependence and no lifecycle | Service → time → booking → reminder → feedback → rebook |
| Pool/gym customer | Know eligibility, hours and price | Non-resident access and packages are unclear | Facility facts → day use/membership → reserve/enquire |
| MICE organiser | Qualify a venue quickly | Limited layout, package and proposal information | Venue/capacity → requirements → RFP → assigned follow-up |
| In-house guest | Discover and use services easily | No stay-aware digital companion | Secure link → facilities/requests/experiences → assistance |
| Returning guest | Receive recognition and direct value | No visible member or return journey | Member profile → benefit → faster direct booking/referral |
Room information is transactional data. Incorrect size, occupancy, bedding or cancellation information can cause abandonment, booking disputes and additional staff workload.
Observed issues included:
The first delivery dependency should therefore be an approved Room and Service Master Data Sheet containing one verified definition for every room, venue, facility, policy, booking link, contact route and offer.
The presence of SwiftBook is positive, but the journey needs verification and stronger continuity.
Key observations:
The near-term approach should be:
The website gives visibility to dining, rooftop, Spa, pool, gym and MICE, but many of these journeys end before reservation or qualification.
| Service | Current pattern | Commercial risk | Required response |
|---|---|---|---|
| Dining/rooftop | Story, images and menus | Lost covers and repetitive calls/messages | Venue-specific information and reservation flow |
| Spa | Overview and treatment information | Manual follow-up, no reminders or rebooking | Structured catalogue and Spa CRM journey |
| Pool/gym/wellness | Facility description | Unclear resident/non-resident access and packages | Hours, eligibility, pricing and enquiry/reservation |
| MICE/events | General facilities and capacities | High-value organisers cannot qualify quickly | Structured RFP, layouts, packages and response SLA |
| Local experiences | Attraction content | Little owned conversion or in-stay utility | Curated events, itineraries, maps and Aarya-supported packages |
Positive foundations include HTTPS, metadata, canonicals, robots.txt and XML sitemaps. Important weaknesses remain:
new.aaryahotel.com site remains publicly accessible and crawlable; its current indexation requires Search Console confirmation.SEO work should be organised around qualified intent, including:
AEO and GEO depend on accurate facts, structured content and entity consistency. The current website is often inspirational when answer engines require concise, verifiable information.
Each room, venue and facility should publish an approved fact block covering:
These same facts should feed the website, CRM, guest companion, staff knowledge and AI assistant. The assistant must never invent prices, capacity, policies, offers or live availability.
PageSpeed accessibility scores were 81 on mobile and 79 on desktop. The review identified missing alternatives, form labels, discernible link names, colour contrast, heading-order and touch-target concerns.
The rebuilt public website and guest portal should target WCAG 2.2 AA and include accessibility testing throughout design, development, content entry and release acceptance.
The website does not need only a new visual layer. It needs a new role.
The target should be a fast, mobile-first experience, conversion and guest-service platform that is managed from the same structured CRM/CMS foundation as Aarya's customer journeys.
07
Aarya has strong raw material and visible publishing activity across heritage, wellness, dining, rooftop experiences, festivals, staff culture and guest/creator content.
The main problem is not a lack of posts. It is the absence of one governed social revenue system.
The current pattern is commonly:
The desired pattern is:
Publicly visible figures are indicative as of 10 September 2026 and require administrator verification.
| Channel | Public position | Main opportunity | Main issue |
|---|---|---|---|
| Approximately 4.6K followers | Local residents, families, F&B, Spa, events and returning guests | Conversion and attribution are unverified | |
| Active feed; indexed snapshot showed about 328 posts and 225 followers | Travel inspiration, rooms, wellness, lifestyle and creators | Audience growth appears weak relative to content volume; verify internally | |
| Approximately 715 followers and 43 associated employees | MICE, corporate travel, partners, talent and institutional trust | About section still says “Opening soon”; B2B role is underdeveloped | |
| YouTube | Five subscribers, one video and about 1.3K views | Searchable room, facility and destination proof | Channel is largely unused |
| TikTok | No official profile confidently verified | Human, creator-led discovery if Aarya can sustain it | Ownership and operating intent require confirmation |
The website currently links Facebook and Instagram but not all maintained channels.
The core heritage idea is recognisable, but Aarya lacks a complete cross-channel operating standard for:
Publicly surfaced content showed multiple contact-number variants, including a LinkedIn post with digits transposed from the website's landline. Some variants may belong to valid departments; the issue is that their purposes are not clearly governed.
Aarya needs one contact matrix for main hotel, reservations, WhatsApp, dining, Spa and MICE. The future CRM/CMS should store the approved links so staff do not manually retype them for each campaign.
Aarya's content often combines heritage, rooms, Spa, pool and dining into one general message. This communicates breadth but does not help one audience make one decision.
Stronger content should have one commercial job:
Recommended channel roles:
| Channel | Primary job | Primary conversion |
|---|---|---|
| Create visual desire and explain experiences | Exact room/service page, DM or booking | |
| Convert local, family, event and returning-customer demand | Message, reservation, lead form or campaign page | |
| Build corporate, MICE, partnership and employer trust | RFP, corporate enquiry or partnership | |
| YouTube | Provide deep product proof and destination education | Website and booking journey |
| TikTok | Humanise Aarya and earn creator-led discovery | Profile, search, DM or campaign page |
| Google Business Profile | Convert high-intent local and travel discovery | Website, booking, call and directions |
One campaign can share the same facts and visual language, but the asset, framing and action should be adapted to each channel.
| Content pillar | Starting share | Commercial role |
|---|---|---|
| Stay | 22% | Room and suite demand, comparison and direct booking |
| Taste | 18% | F&B discovery, reservations and repeat local visits |
| Reset | 15% | Spa, pool, gym and wellness bookings |
| Gather | 12% | MICE, corporate and celebration leads |
| Heritage | 12% | Distinctive brand and cultural authority |
| Kathmandu | 8% | Saves, destination discovery and guest value |
| People | 8% | Trust, service credibility and employer brand |
| Proof | 5% | Reviews, guest stories, creator content and reassurance |
These percentages are starting guidance rather than rigid quotas. Seasonal offers should sit within the relevant commercial pillar.
The first social programme should prioritise four measurable journeys:
Each pilot should have an audience, offer, landing page, UTM/campaign ID, department owner, response standard and confirmed outcome.
Guest and creator content is a real strength. Public results included creator collaborations, repeat-guest content and high-reach video examples. These should become a managed programme with:
Aarya should also own recurring Kathmandu content such as “Today around Aarya,” short itineraries, festival explainers, nearby heritage routes, rainy-day options and Aarya-supported guide/transport packages. This content can serve social discovery, SEO/AEO and the guest companion simultaneously.
Aarya does not need to increase posting volume without a system. It needs to make every channel purposeful, accurate and connected to a measurable journey.
08
The Spa and F&B interviews reveal the same structural problem from different operational angles:
Together, they show why Aarya needs a customer-intelligence and engagement layer.
The Spa currently uses limited system support beyond initial booking. Daily sales are maintained in Excel, but customer information such as name, mobile number, visit history, service preference, spend and feedback is not consistently captured.
This restricts:
The recommended first operational module is therefore a lightweight Spa CRM covering customer, service, appointment, reminder, visit, transaction reference, feedback and rebooking.
Spa belongs in the first MVP because the workflow is bounded, the operational gap is confirmed and the effects—data completeness, reminder delivery, no-show rate and repeat booking—can be measured quickly.
Aegis supports F&B billing and transaction processing. It can show what was sold, but it does not currently give Aarya a complete customer-level view of who purchased, how frequently they return, what they tend to buy or whether they have become inactive.
This limits:
Aegis should continue as the transaction source. The CRM should add identity and engagement around it.
Recommended controlled flow:
F&B should begin with one venue or campaign rather than a hotel-wide rollout, because the workflow must not delay billing or service.
The future relationship should become:
This customer model should be shared by hotel stays, Spa, F&B, MICE, website enquiries and loyalty—not rebuilt separately for each department.
09
The Sales Contribution by Nationality report reconciles internally for guest totals, revenue totals and weighted average room rate.
| Metric | Validated result | Interpretation |
|---|---|---|
| Room nights | 13,876 | Available accommodation-volume measure by nationality |
| Total guests | 23,471 | 22,881 adults, 581 children and 9 infants |
| Room revenue | 129,575,329.46 | 84.61% of reported total revenue |
| Other revenue | 23,562,095.22 | 15.39% of reported total revenue |
| Total revenue | 153,137,424.67 | Period total across nationality rows |
| Weighted ARR | 9,338.09 | Room revenue per room night |
| Total revenue per room night | 11,036.14 | Room and other revenue combined |
Monetary figures are retained in source-reported units. They are likely NPR but require formal confirmation.
| Measure | Nepal | International | International share |
|---|---|---|---|
| Room nights | 1,437 | 12,439 | 89.64% |
| Room revenue | 9,618,236.18 | 119,957,093.26 | 92.58% |
| Other revenue | 1,800,062.95 | 21,762,032.25 | 92.36% |
| Total revenue | 11,418,299.13 | 141,719,125.54 | 92.54% |
Aarya is highly dependent on international accommodation demand, while Nepal is the second-largest nationality by room nights and represents a separate local opportunity for dining, Spa, pool/gym, celebrations, staycations and membership.
| Market | Room nights | ARR | Other revenue per night | Total revenue |
|---|---|---|---|---|
| United States | 1,445 | 10,120.16 | 1,629.62 | 16,978,429.21 |
| Nepal | 1,437 | 6,693.28 | 1,252.65 | 11,418,299.13 |
| China | 1,107 | 6,912.92 | 2,005.17 | 9,872,323.08 |
| India | 904 | 8,996.41 | 2,152.74 | 10,078,829.28 |
| United Kingdom | 901 | 10,665.20 | 1,604.71 | 11,055,188.29 |
| Australia | 824 | 10,923.33 | 1,767.67 | 10,457,377.20 |
| Russian Federation | 752 | 9,136.82 | 1,624.68 | 8,092,647.70 |
| Germany | 657 | 10,128.81 | 1,760.39 | 7,811,204.56 |
| France | 472 | 10,782.32 | 1,786.73 | 5,932,593.23 |
| Ireland | 447 | 10,149.62 | 1,594.95 | 5,249,823.90 |
The top 20 nationality markets contribute approximately 82.82% of total reported revenue. This allows Aarya to focus early content, direct-return and CRM testing rather than spreading equal effort across more than 100 nationality categories.
The report supports four strategic hypotheses:
The United States, United Kingdom, Australia, France, Canada and several European markets combine meaningful volume with above-average rates. These markets are appropriate for direct-return, referral, premium-room and experience-package testing.
Nepal and China are high-volume markets with reported ARR below the overall average. This does not automatically indicate a problem. Source, rate plan, room type, season, corporate/group terms, discounting and complimentary stays must be analysed before action.
India and China report high other revenue per room night among major markets. This supports testing Spa, dining, transport and local-experience bundles, but department-level and guest-level transaction data are required before targeting decisions are finalised.
Because the top 20 markets account for more than four-fifths of reported revenue, Aarya can initially create:
Rooms column equals Room Nights for every nationality and requires a definition from Aegis.Unknown value.The nationality summary cannot independently calculate:
These are next-phase data requirements, not evidence that the opportunity is absent.
Aegis should remain the operational transaction layer. The new CRM should begin with controlled, read-only imports and reconciliation, then move toward supported APIs or automated exchange only after Aegis confirms technical and commercial capability.
10
Across the website, social channels, Spa, F&B and Aegis data, the same root causes repeat.
The same person may appear as an Instagram viewer, website enquiry, hotel guest, Spa customer and F&B visitor without being recognised as one relationship.
Aarya cannot yet reliably follow:
Room specifications, contacts, offers, opening hours, policies and service information are not reliably managed from one approved source.
WhatsApp, phone, DMs, spreadsheets and staff memory fill the gap between systems. These channels are useful, but they become commercially fragile when ownership, response time, context and outcome are not recorded.
The website and social media are often evaluated by appearance, traffic or activity rather than by whether they produce a qualified enquiry, booking, service visit, guest satisfaction or repeat purchase.
Aarya has systems that record content, bookings and bills. It does not yet have one owned system that understands the evolving customer relationship across them.
11
The recommended platform should connect acquisition, conversion, operations, engagement and intelligence without forcing an immediate replacement of reliable operational systems.
flowchart TD A["Website, Search, Social & WhatsApp"] --> B["Aarya CRM / Workflow Layer"] B --> C["Customer 360 & Consent"] B --> D["Stay, Spa, F&B & MICE Journeys"] C --> E["Loyalty, Feedback & Campaigns"] D --> E E --> F["Management Analytics"] B <--> G["Aegis, SwiftBook, PMS & Channel Manager"]
| Information/function | Initial source of truth | New platform's responsibility |
|---|---|---|
| F&B bill and amount | Aegis | Link to customer, analyse and engage |
| Accounting totals | Aegis/Finance | Reference and reconcile; never overwrite casually |
| Live room inventory/rates | PMS/channel manager/SwiftBook | Present through supported integration or controlled handoff |
| Guest/customer relationship | Aarya CRM | Identity, consent, preferences, engagement and value |
| Spa appointment lifecycle | CRM once adopted | Booking, reminder, status, feedback and rebooking |
| Website content | Structured CRM/CMS | Approved publication and reuse |
| Loyalty benefit/referral | CRM ledger | Eligibility, issue, redemption, expiry and reporting |
| Campaign/enquiry source | CRM + analytics | Attribute, assign and connect to outcome |
One authorised profile should gradually connect:
Profiles should be matched using verified mobile/email and external identifiers. Name similarity alone should never trigger an automatic merge.
Website forms, chatbot, Facebook Messenger, Instagram DMs, WhatsApp, email, calls and staff-entered enquiries should enter a common workflow where technically feasible.
Suggested core pipeline:
New → Qualified → Assigned → Follow-up → Confirmed → Served/Stayed → Completed → Retention
Each record should include source, campaign, intent, dates, guest/party size, department, owner, response time, outcome and confirmed value.
The guest companion should be a secure mobile web portal, not a mandatory application download.
It should provide:
Access should use a secure expiring link, optional OTP for sensitive actions and automatic expiry after checkout.
The first version should prioritise recognition and immediate value rather than a complex points economy.
Recommended MVP:
Points should be introduced only after Aarya can measure customer frequency, margins, redemption cost and misuse risk.
The goal is not to manipulate public ratings. The goal is to detect and resolve problems earlier, then make it easy for guests to leave an honest review.
The system should:
12
The current WordPress implementation does not meet the connected experience, performance and governance model Aarya now requires.
Subject to solution validation, the recommended stack is:
The objective is not “WordPress versus Next.js” by itself. It is to replace fragmented templates and unstructured content with a governed, reusable and measurable product foundation.
Aarya does not need an unrestricted page builder. It needs controlled content models for:
The same record should feed the website, campaigns, CRM, chatbot and guest portal.
Aarya has existing brand equity and does not require a purely cosmetic reinvention. It does require one digital brand framework that governs:
This framework should be usable by both internal and external teams throughout the project lifecycle.
13
Content should combine emotional brand storytelling with practical decision support:
14
Aarya should confirm administrator-level access and ownership for:
Google, advertising, Meta, Sojern, Bing/Microsoft and Cloudflare-related signals were publicly detected on the current website. Microsoft Clarity was not detected during the sampled review. Tag presence does not prove correct tracking.
Management should be able to see:
| Journey | Example events |
|---|---|
| Room discovery | Room list, room view, comparison and availability search |
| Booking | Engine open, rate view, checkout, completion and error |
| Dining | Venue/menu view, reservation start and completion |
| Spa | Service view, booking, completion and rebooking |
| MICE | Venue view, proposal start, qualified lead and win/loss |
| Assistance | Chat, human handoff, WhatsApp, call and email |
| Guest companion | Portal activation, service request and facility engagement |
| Retention | Member join, referral share, return offer and repeat booking |
15
Timelines are indicative and should be confirmed after Aarya provides access, assigns owners and approves the POC boundary.
aaryahotel.com after the transfer from Curves and Colors.aaryahotel.com.np through register.com.np.Decision output: trusted access, approved facts and a controlled project baseline.
Decision output: approved solution design and investable MVP scope.
Decision output: operational CRM pilot used by selected Aarya teams.
Decision output: an owned website that generates and attributes qualified demand.
Decision output: measurable in-stay engagement and customer-aware F&B pilot.
Decision output: repeatable direct revenue, retention and continuous optimisation.
16
The POC should be commercially persuasive but operationally controlled.
The POC should not:
17
aaryahotel.com Namecheap ownership/admin confirmation.aaryahotel.com.np and register.com.np confirmation.Aarya should nominate:
18
| Priority | Initiative | Why now | Initial value |
|---|---|---|---|
| 1 | Access, ownership and master-data control | Every later build depends on reliable control and facts | Reduces migration, booking and brand risk |
| 2 | Product Validation and POC | Confirms staff workflow and integration feasibility | Converts strategy into an approved, testable product |
| 3 | Customer 360 and enquiry foundation | Shared dependency across hotel, Spa, F&B and social | Creates measurable customer continuity |
| 4 | Spa CRM pilot | Confirmed operational gap and bounded workflow | Faster learning on reminders, data quality and repeat visits |
| 5 | New website and conversion journeys | Current site leaks high-intent demand | Improves direct, service and campaign conversion |
| 6 | Guest journey and companion | Facilities are under-discovered during the stay | Improves service and ancillary revenue opportunity |
| 7 | F&B identity pilot | Large customer opportunity with operational complexity | Tests customer recognition without replacing Aegis |
| 8 | Aarya Circle and referrals | Supports direct return and cross-service retention | Builds owned relationships and reduces OTA reliance over time |
| 9 | Social/SEO/AEO content engine | Strong assets exist but lack systematic conversion | Creates sustainable, attributable demand |
| 10 | Advanced automation and prediction | Depends on clean data and adoption | Optimises only after the foundation is reliable |
19
| Risk | Potential impact | Required control |
|---|---|---|
| Incomplete or inconsistent data | Misleading customer profiles and dashboards | Stage, profile, reconcile and import gradually |
| Aegis/API limitations | Delayed real-time integration | Begin with supported exports and read-only exchange |
| Domain/account ownership gaps | Migration or tracking blockage | Confirm administrator access before build/cutover |
| Inaccurate room/service facts | Wrong website/chatbot output and guest disputes | Approved master data with owner and review date |
| Staff adoption failure | CRM becomes another incomplete system | Co-design workflows, minimise entry and train by role |
| F&B identification slows service | Poor guest and staff experience | One-venue QR/receipt pilot with time measurement |
| Over-messaging | Opt-outs and brand damage | Consent, relevance, frequency caps and suppression |
| Loyalty margin leakage | Benefits become expensive or abused | Eligibility, expiry, cost ledger and fraud controls |
| Unverified analytics | Decisions based on clicks rather than revenue | Test complete journeys and reconcile outcomes |
| Scope expansion | Delayed delivery and poor adoption | Signed MVP boundary and phased acceptance |
| Over-automation | Incorrect promises or impersonal service | Human ownership and escalation for critical cases |
| Privacy/security weakness | Guest, legal and reputation risk | Data minimisation, roles, audit logs, encryption and review |
20
The programme should not be judged only by delivery of a website or CRM screens.
Success means:
21
Aarya does not have a shortage of experiences to sell. It has a shortage of connected, accurate and measurable journeys through which to sell, deliver and repeat them.
The website currently creates atmosphere but leaves important decisions unresolved. Social media creates attention but does not consistently produce attributable outcomes. The Spa serves customers without a dependable customer memory. Aegis captures F&B transactions without a complete view of the people behind them. Historical guest data exists, but it cannot create value safely until identity, consent and quality are addressed.
These are not isolated marketing, website or software problems. They are different symptoms of one missing capability: an Aarya-owned customer-intelligence and engagement layer.
The recommended programme is therefore:
This allows Aarya to move from:
to:
The most responsible next step is a focused Product Validation and POC Sprint. It will allow Aarya and Stravence to validate the experience, demonstrate management value, confirm operational ownership and reduce integration risk before committing to the complete implementation.
22
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The two-week audit has established the strategic direction and identified the main product, customer and revenue gaps. It is not the final technical implementation specification.
For Aegis data, the nationality-based Sales Contribution report provided a validated market and revenue view. Other requested reporting areas require additional Aegis-assisted export and definition work. Completing that process during this audit would have materially expanded the agreed timeline, so the remaining data validation is intentionally positioned within the proposed integration and POC phase.
This report therefore gives Aarya:
It does not claim final revenue forecasts or guaranteed outcomes before the required authenticated data and operational baselines are available.
Prepared for management discussion by Stravence Consulting Confidential — Aarya Hotel & Spa