http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Revenue management in the age of artificial intelligence
towards ethical and responsible price management in air transport, tourism and hospitality
Today, Revenue Management is a key practice in the air transport, tourism and hotel industries.Originally known as Yield Management, Revenue Management has gradually evolved into an integral revenue optimization strategy for businesses characterized by capacity constraints and fluctuating demand.
Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgements -- Preface -- General Introduction -- Chapter 1. What is Revenue Management? -- 1.1. Introduction -- 1.2. Origins and evolution of the discipline: from Yield Management to Revenue Management -- 1.3. Distinction between Revenue Management, Yield Management and pricing -- 1.3.1. Yield Management -- 1.3.2. Pricing -- 1.3.3. Revenue Management -- 1.4. General objectives of Revenue Management -- 1.4.1. Maximizing revenue -- 1.4.2. Demand management -- 1.4.3. Capacity optimization -- 1.4.4. Personalizing offers
1.5. Conditions of applying Revenue Management in service companies -- 1.5.1. Constrained company capacity -- 1.5.2. The perishability of supply -- 1.5.3. The level of fixed versus variable costs -- 1.5.4. The possibility of booking the service in advance -- 1.5.5. Temporal variability of demand -- 1.5.6. The possibility of segmenting demand -- 1.5.7. Price elasticity of demand from individual customers -- 1.5.8. Communication and distribution capacity -- 1.5.9. The absence of perfect competition -- 1.5.10. Demand forecasting capability -- 1.5.11. Low consumer sensitivity to pricing strategies
1.5.12. Organizational flexibility and operational flexibility -- 1.6. The fundamental components of Revenue Management -- 1.6.1. Price management -- 1.6.2. Capacity or inventory management -- 1.6.3. Analytics -- 1.7. The pillars of Revenue Management -- 1.7.1. Revenue Management forecasts -- 1.7.2. Capacity (inventory) and price optimization -- 1.7.3. Performance analysis and management control -- 1.8. Steps in the classic Revenue Management process -- 1.8.1. Analysis of the business environment and competition -- 1.8.2. Market and consumer behavior analysis
1.8.3. Demand analysis and segmentation -- 1.8.4. Qualifying and positioning the company's offering -- 1.8.5. Setting up pricing grids and capacity management -- 1.8.6. Dynamic price and capacity management -- 1.8.7. Dynamic tariff class management rules -- 1.8.8. Bottom-up price management -- 1.8.9. Overbooking -- 1.9. Software and technological tools used in Revenue Management -- 1.10. The evolution and challenges of Revenue Management -- 1.11. Revenue Management's disciplinary and scientific positioning -- 1.12. Toward a microeconomic approach to Revenue Management -- 1.13. Conclusion
Chapter 2. Revenue Management Models for the Tourism, Hotel and Transport Industries -- 2.1. Introduction -- 2.2. Revenue Management forecasting models -- 2.2.1. Traditional Revenue Management forecasting models -- 2.2.2. Advanced econometric models -- 2.2.3. Methods for forecasting seasonal variations -- 2.2.4. Method of unconstraining capacities -- 2.2.5. Comparative analysis of traditional forecasting methods -- 2.2.6. Modern techniques and the contribution of artificial intelligence -- 2.3. Capacity and price optimization models in Revenue Management
Science, society and new technologies series. v. 13