Teaching Revenue Management at the Cornell University School of Hotel Administration

Anderson, Chris K.; Kimes, Sheryl E.; Carroll, Bruce

doi:10.1287/ited.1090.0024

Cited by 10 publications

(4 citation statements)

References 16 publications

(19 reference statements)

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“…Particularly, Cornell Hotel School stresses great importance on revenue management classes and offers five different courses focusing on RM very extensively. These courses are yield management (with a concentration on hotel applications), restaurant revenue management, managing hospitality distribution strategies, hospitality pricing analysis, and non-traditional revenue management (Anderson et al, 2009).…”

Section: Revenue Management In Formal Educationmentioning

confidence: 99%

Coping with RM challenges in hospitality education

Demirçiftçi

Çetin

Bilgihan

2017

J Revenue Pricing Manag

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Tevfik Demirciftci received his M.Sc. degree in Hospitality Information Management from University of Delaware. He worked as a Revenue Analyst for five years in different chain hotels in various countries. At present, he is a Lecturer at Ozyegin University and a Ph.D. student at Istanbul University, Tourism Management Department. His research interests include revenue management, hotel branding, tourism technology, and online distribution. He is a member of HSMAI and a Certified Hospitality Revenue Executive approved by HSMAI.

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Section: Revenue Management In Formal Educationmentioning

confidence: 99%

Coping with RM challenges in hospitality education

Demirçiftçi

Çetin

Bilgihan

2017

J Revenue Pricing Manag

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“…Revenue managers' skills have now become even more complex because of the increasing use of social media instruments (Noone, McGuire & Rohlfs, 2011). Cornell University School was the first college to offer university courses in revenue management, in 1994, with a practical and interactive approach (Anderson, Kimes & Carrol, 2009). Today, the training of this profile is mainly provided by professional master's programmes.…”

Section: The Revenue Managermentioning

confidence: 99%

Job requirements in the hospitality industry: Technical or general skills? The dilemma for academic education

Varra

Scioni

Grassini³

et al. 2021

EJTR

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This paper identifies the professional profiles of graduates for job positions in the accommodation sector, in particular, whether specific skills of the position or skills related to the tourism sector are preferred. A conjoint design is applied, which presents the more realistic context of asking respondents to evaluate potential “product” profiles. Managers of accommodation facilities expressed their preferences on four hypothetical profiles of candidates for five job positions: receptionist, administrative clerk, human resources professional, web marketing specialist, revenue manager. Six attributes (academic degree and level, among others) are used to describe the candidate profiles. The data were analysed through a multinomial logit model and an ordinary least squares regression model that highlighted the preferred characteristics of the candidates for the considered job positions. The main findings show that recruitment in accommodation facilities looks at specialized skills and academic programmes appropriate for the specific job positions. Knowledge of the desired characteristics of graduates, which could affect a possible recruitment, is important for designing effective academic curricula.

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“…The Cornell University School was the first in the world to offer in 1994 a university course in RM with a practical and interactive approach [52]. Today, the training of future revenue managers is mainly entrusted to professionalizing masters, often on a basis of economic or technical education.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Role and Activities of Revenue Manager between Individual and Team Competencies: Empirical Evidence in a Tourist Destination

Varra¹,

Rossi²

2019

JSSM

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Among the new figures that have appeared in the panorama of tourism in recent decades, the revenue manager is one that most intrigues operators and scholars. It is a figure whose outlines are still poorly defined. Even their activities are still not properly chalked out. These activities, other than being often confused with mere dynamic pricing with which actually they do not coincide, take place in structures according to an extreme variety of contents and methods. Of late, the literature has examined some aspects of revenue management. These include the strategic relevance of activity, the impact in terms of performance, the operating modes and technological support in the management of variables, and so on. However, the organizational dimension of revenue management activities does not appear to be very thorough in terms of who does what and the skills associated with this role. This work is part of the research in progress at different Italian destinations to understand which hotel activities fall within "revenue management". Linked with these activities, the research aims to find out about the knowledge, skills, and abilities required. The focus of the present paper is on Bellaria-Igea Marina in the province of Rimini. The results can be useful scholars interested in investigating these aspects. Hotels in organizing revenue management activities can also make use of these results. Further, they would come handy during the selection and evaluation of revenue managers.

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Teaching Revenue Management at the Cornell University School of Hotel Administration

Cited by 10 publications

References 16 publications

Coping with RM challenges in hospitality education

Coping with RM challenges in hospitality education

Job requirements in the hospitality industry: Technical or general skills? The dilemma for academic education

Role and Activities of Revenue Manager between Individual and Team Competencies: Empirical Evidence in a Tourist Destination

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