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One system, four shapes of business.

An account is a hotel, a restaurant, both, or a group of them. Each shape sees only the screens it needs and pays only for what it runs — but none of them is a separate product, and none has a database of its own. The pictures are the product, on a demo hotel, this week.

01 Independent hotel 02 Restaurant or bar 03 Group or chain 04 Resort with banquets — Who it is not for yet
01 · Independent hotel · 10 to 150 rooms

The whole hotel on one record, with the books inside.

A receptionist, a housekeeper, a restaurant manager and an owner are four logins on one system. The dinner is on the folio before the guest reaches reception; the GST return is prepared from the same rows the invoice was printed from.

  • The chart, reservations, holds with a payment link, the registration card, check-out in two clicks with a GST invoice.
  • Housekeeping on the attendant's phone, with inspections, the store, faults and a floor map.
  • The restaurant on the same database — a bill posts to the room with the guest's name checked.
  • The night audit runs itself after 5 am; you read the flash in the morning.
  • Your own booking page with Razorpay and PhonePe, and AxisRooms for the OTAs.
  • A ledger, receivables, payables with TDS, bank matching and GSTR-1 — or a Tally export for your accountant.

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02 · Restaurant, bar or café · no rooms

The POS, priced as a restaurant, with a hotel never mentioned.

A POS-only account never sees a booking chart. Tables, KOTs, per-station printing, the menu you keep yourself, cashier shifts, the outlet day-end, the kitchen's stock and the vendor bills behind it — with restaurant GST handled as its own rule.

  • Punch, fire a KOT, settle: cash, card, UPI, staff and non-chargeable with a reason.
  • Categories, dishes, variations, add-ons and prices per channel — a price change is not a support ticket.
  • GST groups and HSN codes on the bill; a numbering series of the outlet's own.
  • Ingredients, recipes, stock valued at landed cost, counts approved by a second login, food cost theoretical against actual.
  • Goods received matched to vendor bills within tolerances; TDS held back on approval.
  • When you open a hotel later, the restaurant is already in it.

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03 · Hotel group or chain · two hotels to forty

One database for the group, and each hotel still holding its own.

Multi-property is native, not an upgrade tier. Tenancy is enforced at the row, so a single hotel is not carrying a chain's complexity on screen, and a chain is not reconciling forty installations at month end.

  • Central reservations: what every hotel can sell, priced through the same quote, booked into any of them from one desk.
  • A CRM over every guest, company and agent the group already knows — no second copy of a person.
  • One login, different roles at different hotels; property access is default deny.
  • Corporate contracts scoped to the hotels they cover; a group over branches, each with its own GSTIN.
  • Housekeeping compared hotel by hotel against the median of the others; brand-locked checklists pushed down.
  • A legal entity over its hotels keeps one set of books with a class per hotel. Group consolidation with eliminations is written and in trial.
  • Every hotel's business date on one strip — a stopped day at one property is visible from the group.

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04 · Resort, with halls and packages

Halls that sell by the hour, packages that split correctly in the books, and F&B on the same folio.

A resort is a hotel with a banquet diary, three outlets and a rate card full of inclusions. The hall blocks the ballroom it is part of; the plate is never billed twice; the package's components are split in the books and left alone on the bill.

  • Venues that combine, enforced by the database; the diary per venue; the enquiry before the booking.
  • The banquet event order the kitchen and the floor both work from, printed and versioned.
  • Pax on the guarantee or the actual, whichever is higher; deposit schedules received onto the folio.
  • Meal plans and packages priced and taxed correctly; breakage recognised on departure.
  • Derived rates: CP from EP, OTA plans from BAR, promotions as a percentage off — one number plus gaps.
  • Housekeeping across a spread-out property: sections, zones, public-area rounds with QR tokens, a manpower forecast.

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Who it is not for, yet

Said before the demo rather than after.

  • A property whose internet fails daily and whose desk must keep billing through it. The offline engine is built; the disconnected front-desk client is not.
  • A hotel whose OTA traffic must switch over on day one. The AxisRooms link is live and carrying bookings, but each new hotel is linked on AxisRooms' side, on their timetable, after go-live.
  • A group that needs consolidated statutory accounts this quarter. Consolidation and period close are written and in trial, not live.
  • A hotel that wants to sign up and open itself tonight. There is no self-serve signup; opening a hotel is a day with us.
  • A hostel, a serviced apartment with monthly leases, or a vacation-rental portfolio. Not designed for, not tested against, not sold to.

Tell us the shape of your business.

Rooms, outlets, halls, hotels — we will show you the screens your staff would actually use, on a live property, in thirty minutes.

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