Critical success factors in yield management: a development and analysis

Hansen, Christine Nolsø; Eringa, Klaes

doi:10.1002/(sici)1099-1603(199809)4:3<229::aid-pth160>3.3.co;2-g

Cited by 3 publications

(7 citation statements)

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“…Thus, service quality is the key success factor for the hotel ind ustry. Training of employees was also the factor cited most frequently in hotel industry literature (Hansen and Eringa 1998;Collins, Buhalis, and Peters 2003).…”

Section: Findings and Discussionmentioning

confidence: 99%

“…As proposed by Hansen and Eringa (1998), it is very important to ensure that CSFs are managed or performed well by small hotel managers/owners. It is also important to determine how each CSF is managed or per formed to achieve successful results.…”

Section: Discussionmentioning

confidence: 99%

“…While there has been much research con cerning CSFs for small businesses in other industries (Sparkes and Thomas 2001;Harris and Mongiello 2001;Jeffcoate, Chappel, and Feindt 2002;Haktanir and Harris 2005;Venter and Maas 2005), relatively little is known about the hotel industry (Geller 1984;Neal 1985;Brotherton and Shaw 1996;Hansen and Eringa 1998;Brotherton et al 2003;Brotherton 2004aBrotherton , 2004b. Hospitality-related CSF studies reveal the importance of CSFs for the hotel industry.…”

Section: Introductionmentioning

confidence: 99%

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Critical Success Factors for Small Hotel Businesses in Turkey: An Exploratory Study

Avcıkurt

Altay

İlban

2010

Cornell Hospitality Quarterly

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Small-scale businesses play a crucial role in the eco nomies of many developing countries like Turkey. For this reason, it is important to identify critical success factors (CSFs) for successful operation of small-scale businesses in every industry. This study identifies the factors that are critical for success in small hotel businesses. It focuses on CSFs perceived by small hotel managers/owners. The study was undertaken in the Aegean region of Turkey among 155 small hotel businesses. The empirical results indicated that the main critical factors were efficient use of the internet, service quality, financial performance, and marketing. Factor analysis showed that the use of the internet was the most important factor for small hotels. There were some different perceptions among managers/owners as to CSFs, depending on their educational background and work experience. Based on these findings, recommendations for successful small hotel operations are presented.

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Section: Findings and Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Critical Success Factors for Small Hotel Businesses in Turkey: An Exploratory Study

Avcıkurt

Altay

İlban

2010

Cornell Hospitality Quarterly

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“…However, they also require input of business intelligence from hotel staff in the areas of sales and marketing, finance and operations. Efficient use of this dispersed knowledge requires the coordination of communication (Hansen and Eringa, 1998), a task increasingly performed by the revenue manager. RM activities require knowledge sharing in order to forecast demand, set room rates, develop strategies and track performance (Gregory and Beck, 2006: 62).…”

Section: Introductionmentioning

confidence: 99%

“…Surprisingly however, prior research examining RM has either studied the RM team as a whole (Jones and Hamilton, 1992;Yeoman and Watson, 1997) or the general manager (Donaghy and McMahon-Beattie, 1998). Similarly, studies into the critical success factors for RM do not discuss the role of the revenue manager (Crystal, 2007;Hansen and Eringa, 1998). This broad focus has strongly contributed to the understanding of the systemic processes and the holistic success of revenue management, but does not provide directions for improving RM human capital as suggested by Kimes (2008).…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing in revenue management teams: Antecedents and consequences of group cohesion

Aubke

Wöber

Scott

et al. 2014

International Journal of Hospitality Management

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The practice of Revenue Management has received widespread acceptance in the international hospitality industry yet a lack of best practice in terms of organizational integration persists. This paper follows the notion that revenue management is first and foremost a human activity, dependent on knowledge exchange and concerted decision within revenue management teams. One critical attribute of effective teams is group cohesion. The authors contrasted communication networks of 38 revenue management teams by means of social network analysis to identify the antecedents and consequences of group cohesion. It was found that industry employment, age and revenue management experience define the structure of communication networks and that awareness of other's expertise is central in explaining differences team performance across the sample. The findings highlight the issue of knowledge asymmetry in teams and suggest that the Revenue Manager occupies a more active role as an information broker in order to enhance group decision making.

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