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dc.contributor.authorvan der Rest, Jean-Pierreen
dc.contributor.authorRoper, Angelaen
dc.contributor.authorWang, Xuan Lornaen
dc.date.accessioned2018-10-04T18:55:29Zen
dc.date.available2018-10-04T18:55:29Zen
dc.date.issued2018-01en
dc.identifier.urihttp://hdl.handle.net/10919/85237en
dc.description.abstractThis paper analyzes the process of changing a competition-oriented room rate pricing approach into a company-wide value-based pricing process from the perspective of the resource-based view. From a sample of 33 hotels in 16 countries it evaluates data from 55 open-ended interviews, documentation and archival records. Employing systems methodology the study illustrates that pricing is an intra/inter-organizational activity involving cross-disciplinary processes at various hierarchical levels. It finds that changing to value-based pricing involves a remarkable level of especially intangible resources.en
dc.format.mimetypeapplication/pdfen
dc.language.isoen_USen
dc.publisherVirginia Techen
dc.rightsCreative Commons Attribution 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/en
dc.subjectResource-based viewen
dc.subjectCapabilityen
dc.subjectValue-baseden
dc.subjectPricingen
dc.subjectSalesen
dc.subjectRevenue managementen
dc.titleWhy is a change of company pricing policy so hard to implement? [Summary]en
dc.typeSummaryen
dc.title.serialInternational Journal of Hospitality Managementen
dc.type.dcmitypeTexten


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Creative Commons Attribution 4.0 International
License: Creative Commons Attribution 4.0 International