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100 _aNoone, Breffni M.
245 4 _aThe uniqueness of revenue management approaches in nontraditional settings :
_bthe case of the golf industry /
_cBreffni M. Noone, Cathy A. Enz, Linda Canina
260 _cJune 2019
336 _atext
337 _aunmediated
338 _avolume
440 _n43 : 5, page 633-655
_aJournal of Hospitality & Tourism Research
520 _aThis study focuses on two demand and supply characteristics that may affect the transferability of revenue management (RM) practices from traditional (e.g., hotels) to nontraditional (e.g., golf, restaurants, entertainment venues) RM settings. Consumption within many nontraditional RM settings is largely discretionary in nature, with the potential to affect how demand and price should be managed across the booking horizon. Equally, operators are often challenged with a high degree of time-based inventory complexity, which may require that price and inventoried demand are managed at a greater level of granularity than traditional RM applications dictate. Using longitudinal golf reservations data, we found that superior revenue performance was associated with capturing a higher proportion of demand early in the booking horizon, rather than protecting inventory at higher prices for late bookers. Competitive price positioning in which price was higher than the competition during within-day peak-demand tee times also shaped revenue gains. Similarly, conversion management was found to be most critical during within-day peak demand periods. These findings suggest that traditional RM strategies may not apply in nontraditional RM settings where one or both of the demand and supply characteristics of interest is present. The implications of these findings for practitioners are explored.
521 _aHotel and Restaurant Management.
650 _aBooking horizon.
650 _aDiscretionary purchase.
650 _aInventoried demand management.
650 _aInventory complexity.
650 _aPrice positioning.
650 _aRevenue management.
942 _2lcc
_cA
998 _c84268
_d142631
999 _c80768
_d80768