Revamping the BI Process: A Case Study of Trivago and its Dashboard Creation

UNIVERSITY OF SOUTH AUSTRALIA
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REVAMPING THE BI
PROCESS
A case study of Trivago and it’s subsequent Dashboard creation
[DATE]
[UNIVERSITY NAME]
[University Address]

Table of Contents
Executive Summary............................................................................................... 3
Introduction........................................................................................................... 3
Overview of Selected Key Priority..........................................................................3
Questions to be answered by Dashboard..............................................................5
Data and Data Sources.......................................................................................... 5
Sample Dashboard Screenshot..............................................................................7
Potential Challenges and Issues............................................................................9
Conclusion........................................................................................................... 10
References........................................................................................................... 10

Executive Summary
Trivago’s business area has always been customer centric either by way of service or by way
of revenue. However, with recent deplorable market conditions and a paradigm shift in the
hotel industry has threatened the very existence and sustenance of Trivago’s business model.
Consistent fallouts with business partners and a preferential change in the customer’s tastes
would warrant effective policies to be put into place if Trivago is to hope for a long term
viability.
This report hence details about the creation of a dashboard which would encompass every
detail to the minutest possibility with the sole objective of effectively turning around the
Business Intelligence (BI) process of Trivago and making it as the foundation by way of
which the management (especially the CEO) of Trivago could base their decisions on.
Introduction
Trivago has been a key harbinger of disruption in the hotel booking industry by establishing a
website that involves a meta-data based search and collation of different hotel sites and travel
portals pertaining to different hotels. Post acquisition by Expedia, Trivago has seen a
momentous increase in it’s area of operability.
However, it faces stiff problems when it comes to it’s core revenue generation which has
fallen increasingly over the previous quarters. Even though, Trivago has put in efforts to
stabilize this fallen revenue itself, core problems still ache it’s working structure which has
skewed it’s catalysts more towards the down-side in lieu of recent market pullbacks.
Overview of Selected Key Priority
Trivago has seen a drastic drop to the tune of 26% of it’s overall revenue generation on
account of the fact that it’s qualified referrals programme has seen a 5% dip – this happens to
be the biggest revenue creator for Trivago.
On account of the current hotel industry related shifts towards having an online presence on
their own indigenous websites without falling back to a third party, the competition has
reached it’s zenith.