Pricing, housekeeping and staffing are managed department by department, so rooms are priced low on busy nights and over-staffed on quiet ones. Revenue and operations teams share one forecast, so rates, rosters and room turnover all follow expected demand.
A worked example for a typical Malaysian Hotel & Resort Group, not a description of any real company. Go through the six stages in order: paste each prompt into Claude, check the answer against how your business really works, then continue. Change the profile at the start to match yours.
Stage 1 of 6
Map how the operation really runs
Act as an operations consultant. I run a Hotel & Resort Group in Malaysia. Profile: A Malaysian hotel and resort group — 14 properties in KL, Penang, Langkawi and Sabah, ~3,000 rooms, a mix of business and leisure guests, direct and OTA bookings.
Interview me, one question at a time, to map how decisions actually get made today. Cover: the recurring meetings and reports, who decides what, which numbers people trust, and where decisions are late or made on gut feel.
Known friction: Rate vs Occupancy; OTA reach vs Commission cost; Service level vs Labour cost; Renovation vs Revenue loss; Seasonality vs Fixed cost.
After 8 to 10 questions, summarise the five decisions that cost us the most when made late, in a table: decision, current owner, current delay, cost of delay.
Stage 2 of 6
Design the specialist agents
Using the decision map above, design 5 specialist AI agents for our Hotel & Resort Group: Revenue, Housekeeping, Workforce, Guest Experience, Portfolio.
For each agent give: the one question it answers every day, the data it reads, what it may recommend, what it must never do alone, and the format of its output.
Starting points for what each should watch:
- Revenue: pace vs. last year, competitor rates, event calendars, OTA vs. direct mix
- Housekeeping: arrivals and departures, room-ready times, linen and supplies
- Workforce: labour hours vs. occupancy, seasonal hires, skills coverage
- Guest Experience: review themes, complaint recovery, loyalty-member signals
- Portfolio: RevPAR and GOP by property, renovation timing, brand fit
Keep every agent narrow. If an agent covers two jobs, split it.
Stage 3 of 6
Wire up data and compliance
For the agents above, list the data feeds needed. Likely systems: Property management system; Channel manager and OTA extranets; Roster and payroll; Review platforms and guest surveys.
Output a table per agent: field, source, how often it refreshes, data-quality risk, and what the agent should do if the feed is stale or missing. Mark every personal-data field and say how to minimise it.
Rules we operate under: Tourism Tax and SST, Tourism Industry Act licensing, PDPA 2010 for guest data, and labour rules on hours and overtime.
End with a short list of actions that always need human sign-off.
Stage 4 of 6
Design the morning brief
Design the single daily brief that pulls the 5 agents together for the Group CEO, ready before the first meeting of the day.
Specify how the brief merges overlapping or conflicting recommendations, how it ranks items (impact, urgency, reversibility, confidence), and the exact fields per item: what to decide, recommended action, evidence, owner, deadline, and the cost of doing nothing.
Then write a realistic sample brief of five items. Items might resemble: Raise weekend rates 8% at Langkawi: pace is 20% ahead and competitors are near sold out / Shift 12 housekeeping hours to Penang for the Saturday conference check-out / Reach out to the three guests with repeated service complaints.
Stage 5 of 6
Build and automate it
Turn the design into a working automation for our Hotel & Resort Group.
Needs: a scheduled daily run; the 5 agents run in parallel and each saves structured JSON; a final step reads them all and sends the brief by email or chat; every run is logged with inputs, outputs and cost.
Propose the build with Claude plus a workflow tool (for example n8n or the Claude Agent SDK). Give the steps in order, what happens when a data feed fails, and a human-approval step before anything that spends money or makes a customer commitment.
Stage 6 of 6
Roll out and measure
Write a rollout plan for the Hotel & Resort Group agent team that starts small and earns trust.
Stage 1: one agent, advisory only, run alongside the current process. Stage 2: add the other agents. Stage 3: switch on the daily brief. Stage 4: let agents prepare low-risk actions for approval.
For each stage give duration, owners, what "ready to move on" means, and the metrics to track: time to decision, how often recommendations are accepted, hours saved, and errors caught. Close with the three biggest risks and how we contain them.
