Search results for "Yield management"
showing 7 items of 7 documents
INTO THE HOTEL REVENUE MANAGEMENT. “History & Forecast”
2010
During uncertain times a deeper attention on strategies is highly recommended in order to minimize the loss and maintain, or gain in certain cases, market share (Vergara C., 2004). In this direction, hotels are asked to invest more in Revenue Management intelligence, not only toward the actual practices based on Room Revenue, but also taking into consideration the other incoming departments and in particular Food & Beverage. This article aims to clearing up the current state of the Revenue Management theory and practice, starting from its origin, crossing the five pillars, or the current policies and ending with a brief hint on the future of the entire hotel industry, which here we may call…
La segmentazione della domanda e dell’offerta nell’industria dell’ospitalità
2010
No two customers are identical, even whereas they belong to the same marketing program or they choose the same product or service (Withiam G., 2000). Revenues, costs and therefore profitability differ because of the different effort required to meet the specific need of the specific consumer or group of customers. When competing, firms target information towards specific segments through direct marketing initiatives and actions (Cross R.G., 1997). This finding underlines the importance of knowing in advance customer’s characteristics, even before thinking at the service to provide, and aims to illustrate how the lodging industry normally segments its customers, and which group of customers …
Yield Management and Airline Strategic Groups
2011
A new strategic group of companies has appeared in Europe. This group, low-cost airlines, differs markedly from the traditional flagship companies. Focusing on a dynamic approach, the study discussed in this paper was developed to determine whether companies in different strategic groups adopted different price setting methods depending on which group they belonged to. The study is based on price information recorded at 11 different time periods for 12 airlines.
Software-as-a-Service Revenue Models
2013
This paper give an overview of the three main revenue models, focusing on the advantages and disadvantages for SaaS providers and their customers. Also identify the most effective revenue model for particular situations.
Following the Money: Revenue Stream Constituents in Case of Within-firm Variation
2014
The idea of this paper stems from the perception that the concept of revenue stream requires clarification and further division to be applicable to businesses with high internal variation in their methods of capturing revenue. Current study sets out to investigate the concept of revenue stream through an overview of previous literature and a case study to demonstrate how revenue streams of a b2b (business-to-business) software service firm can be analyzed by elaborating the concept further. The aim is to answer the following research questions: 1) What are the relevant constituents of the revenue stream concept within a b2b software services firm? 2) How revenue stream as part of the busine…
Pricing method as a tool for improved price perception
2006
In the present paper, we have explored pricing methods applied to charging mobile service customers, and the influences of the charging methods on the customers’ price perceptions. The analyses are based on the empirical data collected from Finnish mobile service markets through a quantitative postal survey in 2003. Four hypotheses were tested separately in two customer segments for examining relationship of pricing methods and price perceptions, and the factors affecting to the customers’ pricing method choices. The statistical analyses provided results suggesting that charging methods have a significant effect on customers’ price perceptions. The customers’ price perceptions were found to…
Selection of the Proper Revenue and Pricing Model for SaaS
2014
Recent research on software revenue and pricing models has revealed important ways in which firms can benefit from software renting. However, it is still unclear how SaaS providers select a proper revenue and pricing model to make their services attractive for customers. Based on 32 interviews with software professionals from four case firms, this study reveals how different factors impacted on the selection of a revenue and pricing model. It can be concluded that customers’ needs were the main driving force to the selection of the most appropriate pricing and revenue model in the market. peerReviewed