List the work first, then decide what to outsource. Account rights, operating limits, costs and on-site responsibilities need to be clear in the proposal.
1. Start with the tasks that keep coming back to you
The decision to hire operations support should not depend only on how many channels are open. Record the work that arises in a typical week: updating availability, checking rates, answering guests, confirming bookings, handling changes, reconciliation and summarising performance.
For each task, note who currently handles it, the information source, when it needs action and who approves exceptions. A property may not need to outsource everything if the main issue is a lack of processes or input from the on-site team.
“Update availability → reception reports available rooms → the manager updates the channels → the owner approves any stop-sell.” If a step is unclear, resolve it before assigning responsibility.
2. Compare actual delivery capacity
| Question | You may be able to continue in-house when | Consider discussing external support when |
|---|---|---|
| Who monitors the channels? | There is a responsible person and a backup, with suitable response times. | Work is interrupted or frequently falls back to the property owner. |
| Are rates and availability consistent? | Information is clear and changes are recorded and checked. | Information is scattered, with no clear owner for updates or approvals. |
| Can you interpret the results? | You have data and time to review performance, costs and net receipts. | It is difficult to reconcile booking status, work completed and cash flow. |
| Is there an on-site contact? | The property team welcomes guests and provides timely updates. | Responsibilities need to be reassigned between the online and on-site teams. |
This table helps identify gaps; it is not a rule that outsourcing becomes necessary at a certain room count. Needs also depend on the business model, staffing, number of channels and complexity of the work.
3. Delegate tasks and define decision limits
Hiring an operations team does not mean handing over every business decision. With ANGIA’s approach, property owners retain control of accounts, cash flow and decisions beyond the authority they have delegated. Specific permissions need to be recorded in the agreement.
- Rates and availability: who supplies the data, who makes updates, what limits apply and which cases require approval?
- Guest communication: which channels receive enquiries, what coordination schedule applies, what information may be shared and how are issues escalated?
- Bookings and exceptions: who confirms changes, cancellations, refunds or requests outside policy?
- Reconciliation and reporting: which sources are used, what reconciliation period applies and who confirms discrepancies?
- On-site work: who handles arrivals, housekeeping, maintenance and accurate room information?
On-site staffing, housekeeping and specialist services are not automatically included in OTA management. Where needed, these items require a separate plan and quotation.
4. Review the proposal with specific questions
A useful proposal should tell you what the team does, what you must provide and how both parties will review the work. Before deciding, clarify:
- Scope: which channels and types of work are covered, and what is excluded?
- Point of contact: who receives requests, who follows up and who provides cover when the main contact is unavailable?
- Authority: which actions are delegated, and which exceptions require the property owner’s approval?
- Costs: how are setup fees, management fees, software, OTA commissions and other services separated?
- Evidence of work: are change history, task status and a list of pending work available?
- Handover: how are access and work transferred when the engagement ends or the scope changes?
At ANGIA, the free preliminary review helps us discuss your current situation. The one-month setup package costs VND 4,900,000 and is a separate scope; subsequent management is quoted according to room count and agreed tasks. Read the OTA service scope alongside the proposal for your property.
5. Evaluate completed work and verifiable data
In the initial stage, review work you can observe: whether room information has been checked, rates and availability are updated within scope, someone receives guest requests, and who owns outstanding tasks and how far they have progressed.
When reviewing revenue or occupancy, understand the comparison period, sellable room count, rate changes, channel costs and seasonality. A period of revenue growth alone does not prove that all results came from the operations team. ANGIA does not guarantee a fixed increase in revenue or occupancy.
If reliable data is not yet available, first clarify the data sources and recording process. You can start with a specific area that needs support and assess how the teams work together, rather than handing over all work while responsibilities remain unclear.
This guide is based on ANGIA’s published service scope as of the update date. Channels, tasks, authority, billing, VAT and transition terms are confirmed in the proposal for each property.
References: OTA management services, OTA service scope and service principles.