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Browsing by Author "Noone, Breffni M."

Now showing 1 - 3 of 3
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    Hotel revenue management and the Internet: The effect of price presentation strategies on customers’ willingness to book [Summary]
    Noone, Breffni M.; Mattila, Anna S. (Virginia Tech, 2009-06)
    A decision that is intrinsic to the application of hotel best available rate (BAR) pricing is how to present the BARs for individual nights within a multiple-night stay to prospective hotel guests. The study discusses two alternative price presentation strategies, a blended and a nonblended rate approach, and examine their effect on customers’ willingness to pay in the context of Internet-based reservation requests.
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    Profiting through teamwork: The role of the revenue management and sales functions in group revenue management [Summary]
    Noone, Breffni M.; Hultberg, Tess (Virginia Tech, 2011-10-14)
    Revenue management and sales staffs collaborate substantially in making decisions regarding rate setting, accepting group business, and forecasting. However, according to a survey of 82 sales and revenue management executives at three hotel chains (47 revenue managers and 35 sales executives), hotels could foster even better coordination between revenue management and sales by educating each group regarding the other group’s responsibilities. This might reduce sales staff frustrations about the way revenue managers make rate recommendations, and it might help revenue managers understand the importance that sales executives place on maintaining a relationship with a group, even when room rates do not meet targets. Forecasting is a major function for revenue managers, who take numerous factors into account, and some sales executives also are responsible for forecasting, primarily using one data source. Thus, the two groups focus on the data in different ways.
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    Total Hotel Revenue Management: A Strategic Profit Perspective
    Noone, Breffni M.; Enz, Cathy A.; Glassmire, Jessie (CORNELL CENTER FOR HOSPITALITY RESEARCH, 2017-03)
    Hospitality firms are expanding traditional revenue management (RM) practice to focus on customer value and strategic profit management. Participants in series of semi-structured interviews suggested that revenue management is moving away from a sole focus on top-line rooms revenue toward a bottom-line orientation focused on the customer. Thus, RM will expand to multiple revenue sources and encompass a multi-channel demand management approach. The interviews with sixteen senior hotel leaders, RM vendors, and solution providers highlighted the importance of profit, rather than just revenue, given rising distribution and variable costs. Despite the attraction of other revenue and profit sources, such as F&B, spas, and function space, the participants noted that expanding RM to those areas involves complexities not found in the rooms division. Ideally, hoteliers seek to assess the value of each customer’s patronage and develop a specific relationship with each customer. With changes envisioned by these hotel leaders, the practice of revenue management will evolve into the more accurate and expansive notion of strategic profit management.