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dc.contributor.authorAnderson, Chris K.
dc.date.accessioned2020-09-12T21:11:27Z
dc.date.available2020-09-12T21:11:27Z
dc.date.issued2010-01-01
dc.identifier.other5556246
dc.identifier.urihttps://hdl.handle.net/1813/72307
dc.description.abstract[Excerpt] Pricing is one of the key drivers of firm profits. Revenue management (RM) is predicated on variable and responsive pricing actions in an effort to optimally match supply with demand. Historically, the matching of supply and demand via RM has been a process of rejecting lower valued demand or reserving capacity for higher yielding demand in the face of excess demand. More recently, RM has been taking a more active pricing role as supply has exceeded demand. The following is a commentary on the four chapters comprising Part VI, with some extensions and discussion of the future role of integrated pricing and marketing within an RM framework—more succinctly referred to as demand management (Anderson & Carroll, 2007).
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © SAGE. Final version published as: Anderson, C. K. (2010). Commentary: Demand Management. In C. Enz (Ed.), The Cornell School of Hotel Administration handbook of applied hospitality strategy (pp. 568-573). Los Angeles, CA: SAGE. Reprinted with permission. All rights reserved.
dc.subjecthospitality management
dc.subjecthospitality industry
dc.subjectdemand management
dc.subjectrevenue management
dc.subjectpricing
dc.subjectprofits
dc.subjectmarketing
dc.titleDemand Management
dc.typearticle
dc.description.legacydownloadsCarroll115_Demand_Mangement002.pdf: 413 downloads, before Aug. 1, 2020.
local.authorAffiliationAnderson, Chris K.: cka9@cornell.edu Cornell University


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