Revenue management performance drivers: An exploratory analysis within the hotel industry

Queenan, Carrie; Ferguson, Mark; Stratman, Jeff K.

doi:10.1057/rpm.2009.31

Cited by 37 publications

(23 citation statements)

References 46 publications

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“…As a result of this this research concluded that rm applications in upscale hotels in Bogota was not a necessary component of rm, as previous authors had mentioned (queenan, Fergusonb & stratman, 2009;emeksiz, gursoy & iCoz, 2006;DonogaHy, maCmaHon-beattie & mCDowell, D., 1997). Also this research concludes that rm in upscale hotels in Bogotá has some limitation it because does not cover one of the critical success factors or rm management, related to system variables (griFFin, 1997) Also this research concludes that other limitations of rm in upscale hotel in Bogota do not have one of the characteristics required to implement yield management related to information processing and software (DonogaHy, maCmaHon-beattie & mCDowell, 1997).…”

Section: Discussionsupporting

confidence: 54%

“…Also this research concludes that rm in upscale hotels in Bogotá has some limitation it because does not cover one of the critical success factors or rm management, related to system variables (griFFin, 1997) Also this research concludes that other limitations of rm in upscale hotel in Bogota do not have one of the characteristics required to implement yield management related to information processing and software (DonogaHy, maCmaHon-beattie & mCDowell, 1997). Also this research concludes based on the findings that the rm in upscale hotels in Bogota have an absence of the technical driver or rm mentioned by (queenan, Fergusonb & stratman, 2009). …”

Section: Discussionmentioning

confidence: 83%

“…In other words it is a tool, which has en- abled rm to be effectively practiced within the hotel sector (JaunCey, mitCHell & slamet, 1995). To complement that, the principle drivers identified in the technical aspect and the most relevant, is the forecasting that has significantly influenced performance in rm because it determined the optimal capacity to allocate for high value customers (queenan, Fergusonb & stratman, 2009). And the forecasting procedures used by hotels may be part of the overall rm software package.…”

Section: Theories and Models In Rm Applicationsmentioning

confidence: 99%

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To explore the software applications in revenue management and the impact of these pplications: based on a case study of upscale hotels in Bogotá

Becerra¹

2014

tursoc

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The aim of this study is to explore the software applications in revenue management and the impact of these applications based in a case study of upscale hotels in Bogota Colombia. A mixed methodological approach was applied based on semi- structure interviews and questionnaires. Findings show that the concept of rm is now starting to have relevance in Bogota. Nevertheless this area still has a lot to work because there is a lack of knowledge, or misunderstanding of the concept.

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Section: Discussionsupporting

confidence: 54%

Section: Discussionmentioning

confidence: 83%

Section: Theories and Models In Rm Applicationsmentioning

confidence: 99%

See 1 more Smart Citation

To explore the software applications in revenue management and the impact of these pplications: based on a case study of upscale hotels in Bogotá

Becerra¹

2014

tursoc

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“…Aunque algunos autores destacan que el RM incrementa de manera significativa los beneficios de la empresa, el éxito del RM varia de manera muy notable (Queenan, Ferguson & Stratman, 2011) se cuestionan ¿cuáles son los factores que ocasionan estas diferencias en los resultados de esta herramienta? La literatura académica ha imputado estas diferencias a aspectos técnicos del sistema RM y a los algoritmos de distribución de la capacidad (McGill & Van Ryzin, 1999;Talluri & van Ryzin, 2004).…”

Section: Generalidades Del Revenue Managementunclassified

Impacto del revenue management en los sistemas de control de gestión

Taliani

2015

Rev. fac. cien. econ.

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ResumenEl Revenue Management (RM) tiene por objeto prever la demanda de productos o servicios de la manera más precisa posible, a fin de poder establecer y adaptar las decisiones de precio y disponibilidad de productos, en los diferentes canales de venta, y maximizar la rentabilidad. El RM trata de maximizar el ingreso que puede alcanzar una empresa con una capacidad fija de fabricación de un producto o de prestación de un servicio; así, el objetivo es tratar de destinar la capacidad a aquellos clientes que aportan más valor a la empresa, asignándoles la capacidad adecuada. En este marco de actuación se suele aludir, constantemente, a la necesidad de generar un resultado, o alcanzar una rentabilidad, sin embargo a estos efectos sólo se toman en consideración los costes variables, y en menor medida los costes fijos, lo que nos lleva a plantear la cuestión ¿qué impacto tiene el método de cálculo de costes en los procesos de gestión de ingresos? Esta es la cuestión que conforma el objetivo del presente artículo, al identificar cuáles son las interrelaciones que existen entre la contabilidad de gestión y el RM, dado que ambas perspectivas son complementarias en el logro de un objetivo común, como es buscar la mayor eficiencia y efectividad económica de las operaciones desarrolladas por cualquier empresa. Palabras clave: Contabilidad de gestión; Revenue management; Costes. REVENUE MANAGEMENT IMPACT IN THE MANAGEMENT CONTROL SYSTEMS AbstractThe Revenue Management (RM) purpose is to foresee the demand for products or services as accurately as possible, in order to establish and adapt the price decision and product availability in different sales channels, and maximize profitability. The RM tries to maximize the income that a company can reach with a product manufacturing fixed capacity or providing a service; Thus, the objective is to try to allocate capacity to customers that bring more value to the company, giving them adequate capacity. In this framework it is often referred constantly to the need to produce a result, or achieve profitability, however only variable costs are considered, and to a lesser extent fixed costs, leading us to raise the question what impact does the cost calculation method have in the processes of revenue management? This is the question that forms the purpose of this article, to identify the interrelationships between accounting management and RM, since both perspectives * Artículo de reflexión.

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“…While all these studies suggest that pricing initiatives do increase firm performance, our understanding of the relationship between pricing initiatives and firm performance is incomplete. We have only a limited understanding of antecedents (Queenan et al, 2011), research on moderator and mediator effects is largely absent, and, finally, research on the psychological and behavioral foundations of profitable pricing strategies is fairly recent (Hinterhuber, 2015;Liozu, 2015).…”

mentioning

confidence: 99%