The Strategic Levers of Yield Management

Abstract

Yield management, controlling customer demand through the use of variable pricing and capacity management to enhance profitability; has been examined extensively in the services literature. Most of this work has been tactical and mathematical rather than managerial. In this article, the authors suggest that a broader view of yield management is valuable to both traditional and nontraditional users of the approach. Central to this broader view is the recognition of how different combinations of pricing and duration can be used as strategic levers to position service firms in their markets and the identification of tactics by which management can deploy these strategic levers. The authors also propose that further development of yield management requires that when the service is delivered be treated as a design variable that should be as carefully managed as the service process itself.

Hotel Characteristics and Seasonality in Prices: An Analysis Using Spanish Tour Operators' Brochures

“…On the one hand, price is a key variable for the marketing mix of tourism firms: a lot of research has been devoted to the analysis of prices as signals of quality (Wolinsky, 1983;Milgrom and Roberts, 1986;HjorthAndersen, 1991;Caves and Greene, 1996;Jones and Hudson, 1996) and to decomposing the prices of tourism goods and services into the elements that give satisfaction to consumers (Hartman, 1989;Aguiló et al, 2001;Papatheodorou, 2002;Cox and Vieth, 2003;Espinet et al, 2003;Monty and Skidmore, 2003;Haroutunian et al, 2005;Thrane, 2005;Rigall-I-Torrent and Fluvià, 2007;Falk, 2008;Rigall-I-Torrent and Fluvià, 2011). On the other hand, prices allow tourism firms to bring together demand and supply: this role of prices is especially important in the tourism sector, since it contributes to the generation of revenue for non-storable products in the presence of low variable costs and high (fixed) capacity costs (Kimes, 2000;Talluri and van Ryzin, 2004;Phillips, 2005;Shy, 2008). As a result of the two roles played by prices, tourism managers face a trade-off.…”

Percepções sobre a Justiça do Yield Management: uma Análise Comparativa em Hotéis e Companhias Aéreas

“…Yield management, segundo Kimes e Chase (1998), consiste em gerenciar os recursos destinados à prestação do serviço, a antecedência com que as reservas dos serviços são feitas, a hora do dia em que os serviços são oferecidos e os preços que são cobrados para controlar a demanda dos clientes com o propósito de maximizar a rentabilidade esperada.…”

Impacto del revenue management en los sistemas de control de gestión

“…Esta condición de perecedero se aplica a todos los servicios intangibles, incluyendo servicios profesionales basados en el tiempo. Aunque Kimes (2005) opina que esta característica no es aplicable a las empresas típicamente industriales, en nuestra opinión es un problema que atañe también a estas empresas porque si no se fabrica, no se vende y cabría preguntarse qué sentido tiene fabricar contra almacén si no se venden los productos.…”

“…Tres de las cinco condiciones de Kimes (2005) son genéricas y pueden estar presentes en cualquier tipo de empresa: Capacidad fija; demanda variable o incierta; y capacidad de predicción de la demanda segmentada por clientes. Sin embargo, Huefner & Largay (2008) mencionan que las dos condiciones más restrictivas son: estructura de costes, en la que la primacía de los costes fijos, en gran parte, permiten que los costes sean ignorados desde una perspectiva de costes marginales; y la de inventario perecedero.…”

“…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). Sin embargo, el 63% de la industria hotelera manifiesta que los problemas de los recursos humanos asociados al RM constituyen el principal reto frente al 13% que creen que el mayor reto son los problemas técnicos del RM (Kimes, 2005). En el siguiente epígrafe se va a hacer alusión a los elementos fundamentales que deben incorporarse en un análisis basado en el RM y que va a determinar, en gran medida, el impacto en la estructura de costes y en su gestión que es ,en definitiva, el objetivo del presente artículo.…”