EFFECTIVENESS OF THE REVENUE MANAGEMENT SYSTEM IMPLEMENTATION STRATEGY BY INTERNATIONAL HOTEL CHAINS
Abstract
This article considers the possibilities and alternatives for the development and implementation of a revenue management system in international hotel chains. It identifies directions of selection of strategies of introduction and strategies of realisation and effectiveness of the chosen strategy. It is substantiated that the differentiation of strategies and the creation of corporate centres using decentralised and centralised approaches to revenue management allows to form a system of revenue management in international hotel chains. In the aspect of research, the relationship between efficiency and strategy used for the management rhubarb system is determined, affecting the work of all departments of a hotel enterprise. Taking into account the unpredictability of the environment and the need to optimise costs. The purpose of this article is to study the strategies used by international hotel chains in implementing the revenue management system. Methodology of research. The purpose of this article is to study the strategies used by international hotel chains in implementing the revenue management system. Research methodology. The study uses the method of analysis to identify the types of strategies and substantiate the use of outsourcing. To study the features of strategy implementation in international hotel chains, the method of synthesis was chosen. Findings. It has been determined that the choice of method of organising the system of management revenues is a process that is complex in terms of functional content, diverse in terms of levels of formation and types. Originality. A modified classification of revenue management strategies is proposed. The study presents approaches to the choice of the organisation of the revenues management system, which focus on the financial capabilities of implementing strategies, depending on their characteristics. Practical value. Innovative approaches to the choice of revenue management strategies are identified, the main types, interrelationships and scientific views on the interpretation of the concept of outsourcing are analysed.
References
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Altin M. Does resource-based view explain outsourcing intention: Revenue management perspective. Tourism Economics. 2021. 27(2). P. 292-306.
Viglia G., De Canio F., Stoppani A., Invernizzi A. C., Cerutti S. Adopting revenue management strategies and data sharing to cope with crises. Journal of Business Research. 2021. 137. P. 336-344.
Espino‐Rodríguez T. F., Gil‐Padilla A. M. Determinants of information systems outsourcing in hotels from the resource‐based view: An empirical study. International Journal of Tourism Research. 2005. 7(1). P. 35-47.
Holcomb T. R., Hitt M. A. Toward a model of strategic outsourcing. Journal of operations management. 2007.25(2). Р. 464-481.
Lacity M. C., Hirschheim R. A. Information systems outsourcing; myths, metaphors, and realities. John Wiley & Sons, Inc. 1993
Busi M., McIvor R. Setting the outsourcing research agenda: the top‐10 most urgent outsourcing areas. Strategic Outsourcing: An International Journal. 2008. 1(3). Р. 185-197.
Lacity M. C., Willcocks L. P., Rottman J. W. (). Global outsourcing of back office services: lessons, trends, and enduring challenges. Strategic Outsourcing: An International Journal. 2008. 1(1). Р. 13-34.
Anderson S. J., McKenzie D. Improving business practices and the boundary of the entrepreneur: A randomized experiment comparing training, consulting, insourcing, and outsourcing. Journal of Political Economy. 2022. 130(1). Р. 157-209.
Aron R., Singh J. The Emergence of the IT-enabled Extended Organizational Form in Knowledge-intensive Firms: An Empirical Study. Office of Research, Singapore Management University. 2004
Bhattacharya A., Singh P. J., Bhakoo V. Revisiting the outsourcing debate: two sides of the same story. Production planning & control. 2013. 24(4-5). Р. 399-422.
Alvarez-Galvan J. L. Outsourcing and service work in the new economy: The case of call centres in Mexico city. Cambridge Scholars Publishing. 2012
Gilley K. M., McGee J. E., Rasheed A. A. Perceived environmental dynamism and managerial risk aversion as antecedents of manufacturing outsourcing: the moderating effects of firm maturity. Journal of small business management. 2004. 42(2). Р. 117-133.
Anderson Chris K., Xie Xiaoqing. (2010). Improving hospitality industry sales: Twenty-five years of revenue management. Cornell Hospitality Quarterly, vol. 51.1: pp. 53-67.
Bonnemeier S., Burianek F., Reichwald R. (2010). Revenue models for integrated customer solutions: Concept and organizational implementation. Journal of Revenue and Pricing management, vol. 9, pp. 228-238.
Cross Robert G., Higbie Jon A., Cross David Q. (2009) Revenue management's renaissance: A rebirth of the art and science of profitable revenue generation. Cornell Hospitality Quarterly, vol. 50.1: pp. 56-81.
Kimes S. E. (2010). The future of hotel revenue management. Cornell Hospitality Report, vol. 10(14), pp. 6-15.
Noone B. M., McGuire K. A., Rohlfs K. V. (2011). Social media meets hotel revenue management: Opportunities, issues and unanswered questions. Journal of Revenue and Pricing Management, vol. 10, pp. 293-305.
Okumus F. (2001). Towards a strategy implementation framework. International journal of contemporary hospitality Management, vol. 13(7), pp. 327-338.
Altin M. (2021). Does resource-based view explain outsourcing intention: Revenue management perspective. Tourism Economics, vol. 27(2), pp. 292-306.
Viglia G., De Canio F., Stoppani A., Invernizzi A. C., Cerutti S. (2021). Adopting revenue management strategies and data sharing to cope with crises. Journal of Business Research, vol. 137, pp. 336-344.
Espino‐Rodríguez T. F., Gil‐Padilla A. M. (2005). Determinants of information systems outsourcing in hotels from the resource‐based view: An empirical study. International Journal of Tourism Research, vol. 7(1), pp. 35-47.
Holcomb T. R., Hitt M. A. (2007). Toward a model of strategic outsourcing. Journal of operations management, vol. 25(2), pp. 464-481.
Lacity M. C., Hirschheim R. A. (1993). Information systems outsourcing; myths, metaphors, and realities. John Wiley & Sons, Inc.
Busi M., McIvor R. (2008). Setting the outsourcing research agenda: the top‐10 most urgent outsourcing areas. Strategic Outsourcing: An International Journal, vol. 1(3), pp. 185-197.
Lacity M. C., Willcocks L. P., Rottman J. W. (2008). Global outsourcing of back office services: lessons, trends, and enduring challenges. Strategic Outsourcing: An International Journal, vol. 1(1), 13-34.
Anderson S. J., McKenzie D. (2022). Improving business practices and the boundary of the entrepreneur: A randomized experiment comparing training, consulting, insourcing, and outsourcing. Journal of Political Economy, vol. 130(1), pp. 157-209.
Aron R., Singh J. (2004). The Emergence of the IT-enabled Extended Organizational Form in Knowledge-intensive Firms: An Empirical Study. Office of Research, Singapore Management University.
Bhattacharya A., Singh P. J., Bhakoo V. (2013). Revisiting the outsourcing debate: two sides of the same story. Production planning & control, vol. 24(4-5), pp. 399-422.
Alvarez-Galvan J. L. (2012). Outsourcing and service work in the new economy: The case of call centres in Mexico city. Cambridge Scholars Publishing.
Gilley K. M., McGee J. E., Rasheed A. A. (2004). Perceived environmental dynamism and managerial risk aversion as antecedents of manufacturing outsourcing: the moderating effects of firm maturity. Journal of small business management, vol. 42(2), pp. 117-133.
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