Analysing the online pricing practices of hotels in Hong Kong

Information Technology Applications in Hospitality and Tourism: A Review of Publications From 2005 to 2007

“…In the future, these strategies are likely to change further as virtual reality via the Internet becomes an essential tourism marketing tool (Cooper & Macneil, 2005). A comparison of websites with different business models revealed that the websites of local travel agents offer better room rates than online websites (Tso & Law, 2005). This indicates that consumers need to shop around to search for the best rate (Thompson, 2005).…”

Internetization of selling hotel rooms in metropolitan area of Łódź (Poland)

“…Hotels achieved rate parity between investigated distribution channels. Moreover, companies are now much more familiar with various techniques like accurate demand forecasting, managing of cut-off date for booking, allocating rooms between different distribution channels, and announcing room availability for online travel agents (Ling et al, 2015;Thompson, Failmezger, 2005;Tso, Law, 2005). However, in the middle of 1990s, the market situation was completely different.…”

The moderating effect of cost orientation on RMO adoption in the hospitality industry

“…Considering both perspectives, one interpretation is that the effective adoption of RMO in the hotel trade hinges on the perceived trade-off between long-term performance and short-term objectives, since the short-term profit objectives prevalent in the industry may be inconsistent with the understanding that the lifetime value inherent to relational exchanges can take considerable time to realise a payoff (Tse et al, 2004;Wang, 2012). That is, while RMO may be perceived as widely adopted in the hotel industry, situations of poor business performance, as illustrated by OTAs putting competitive pressure on hotel room rates and eroding both hotel-room income and -customer allegiance (Christodoulidou et al, 2007;Gazzoli et al, 2008;Murphy et al, 2005;Rohlfs and Kimes, 2007;Tso and Law, 2005), suggest that failure to achieve effective performance outcomes needs examining, in order to improve the quality of management information, hence enabling better decision-making. Indeed, failure might be explained by a short-term profit orientation, implementation inefficiencies and inconsistencies that may characterise the impact of cost minimisation fostered by competitive pressure.…”