Purpose Practicing flexible revenue management (RM) at hotels during Covid-19 is essential. The well-performed hotels ponder how to transform the target from revenue to net profits. This paper aims, first, to develop a value stream mapping (VSM) model for a productive RM based on six key drivers: organizational culture, demand forecasting, dynamic distribution channels, competition breakdown, dynamic and customized pricing and daily reviewing, and, second, to examine the nexus between RM and hotel’s efficiency during Covid-19 using the wavelet analysis (WA) to visualize this relationship’s time and frequency-based lead–lag dynamics. Design/methodology/approach Using time-series data, a multiple case study of 31 luxury hotels in Egypt was applied based on semi-structured interviews and self-administered questionnaires. Findings The first phase results showed that consensus toward the RM framework was achieved, regardless of current challenges, indicating that RM managers and scholars could use it. In Phase 2, the WA confirmed a positive correlation and significant influence between Covid-19 and RM practices at most business cycle frequencies. Furthermore, overall high causal relationships between RM practices and hotel efficiency were discovered in the short and medium terms and through different occurrence cycles. Though, the dynamic pricing in the long term was apart from this relationship. The causal effects between Covid-19 and hotel efficiency are not observable in the long-run spectra, indicating that resilience efforts with Covid-19 perhaps mitigated the impact. Research limitations/implications Hotel managers could use the RM model developed from this study during the downturn to improve efficiency. The outcome may lead to the recovery of the hotel market and the whole economy. WA maps display possible directions for hotel managers to be more efficient based on the time and frequency domains. Originality/value This study shows opportunities for RM implementation during Covid-19 based on the VSM and the WA approaches in hotels.
Tourism is fundamental to the economy of Wales, and the government tourism plan 2020–2025 centres on sustainable development. This paper presents a quantitative analysis of research undertaken by the Next Tourism Generation Alliance (NTGA) project in Wales evidencing sustainability skills gaps. Survey data collected from five tourism sectors, accommodation, food and beverage, destination management, visitor attractions, travel agents and tour operators, show that the highest green and social skills gaps were identified in food and beverage businesses, whilst accommodation reported the lowest skills gaps. The effect of the type of tourism sector, business size and job level on green skills gaps perceptions was found to be insignificant, which indicates that training in sustainability skills is considered important regardless of these variables. The effect of type of tourism activity on perceptions of social skills gaps including personal and communication was significant. Addressing skills gaps is crucial given the significance of the industry in the national economy and the need for recovery from COVID-19. Tourism is one of the worst affected industries in the pandemic, and global market research and policy guidance highlight the importance of sustainable tourism development to ensure a resilient recovery.
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