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dc.contributor.authorvan der Rest, Jean-Pierre
dc.contributor.authorRoper, Angela
dc.contributor.authorWang, Xuan Lorna
dc.date.accessioned2018-10-04T18:55:29Z
dc.date.available2018-10-04T18:55:29Z
dc.date.issued2018-01
dc.identifier.urihttp://hdl.handle.net/10919/85237
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_US
dc.format.mimetypeapplication/pdf
dc.language.isoen_USen_US
dc.publisherVirginia Techen_US
dc.rightsCreative Commons Attribution 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectResource-based viewen_US
dc.subjectCapabilityen_US
dc.subjectValue-baseden_US
dc.subjectPricingen_US
dc.subjectSalesen_US
dc.subjectRevenue managementen_US
dc.titleWhy is a change of company pricing policy so hard to implement? [Summary]en_US
dc.typeSummaryen_US
dc.title.serialInternational Journal of Hospitality Managementen_US
dc.type.dcmitypeText


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