The Research Review and Prospects of Hotel Revenue Management Performance and Influence Mechanism

doi:10.12054/lydk.bisu.29

Abstract

Abstract:

Revenue management is considered as an important tool to enhance hotels’ revenue and profits, which is originating from US airline industry in 1980s. The industries that have adopted it include hotels,rail, car rental, dining, golf, cruise, internet, hospitals and health care centers etc. In the hotel industry, Marriott Corporation is the first practitioner to implement RM system. With respect to the rapid development of RM in the international hotel industry, relatively little is known about the practice and research in China. Research of Wang Xiaowen et al shows that there are only 55% of China’s star hotels adopt revenue management theory or system. At present, RM has become an important strategy for pricing and distribution, an important method to maximize the use of resources and productivity, reduce vacant waste, as well as maximize revenue and profits for hotels. In addition, the growing, even intense competition in China's hotel industry has been an indisputable fact nowadays. In this context, the development of RM in China’s hotel industry needs focus and guidance of theoretical research. However, the current domestic research on hotel revenue management is seriously lagging behind practice, especially on revenue management performance influence mechanism. To improve China's hotel industry revenue management performance and enhance their competitiveness, the theory guidance is not enough. Based on fully retrieving the relevant research literature at home and abroad in the last three decades, the authors hves made a comprehensive overview of the origin and development on hotel RM, focusing on the RM performance influencing mechanism. The article is mainly following the logical framework of “hotel quality attributes--revenue management decision-making behavior--revenue management performance measurement”, combing and discussing the research status of hotel revenue management performance influencing factors in depth, and combing the hotel revenue management performance metrics. Finally, through comparing the hotel revenue management research status at home and abroad, this paper proposes the future research trends of hotel revenue management.

Key words: hotel, revenue management, performance measurement, influence mechanism

摘要：

收益管理是酒店业提升收益和利润的重要工具,但目前国内对酒店收益管理的研究严重落后于实践,尤其是对收益管理绩效影响机制的研究较不成熟,对我国酒店行业提升收益管理绩效、增强企业竞争力缺乏理论的指导。本文在充分检索近30年来国内外酒店收益管理领域学术文献的基础上,遵循“酒店收益管理绩效-酒店收益管理绩效的影响因素及其相互作用机理”的逻辑框架对酒店收益管理绩效作了明确的界定,梳理了酒店收益管理绩效的评价方法,并对酒店收益管理绩效影响因素及相互作用机制的国内外研究现状进行了深入的梳理和探讨;最后,通过对国内外酒店收益管理研究现状的对比分析,提出国内酒店行业收益管理未来可行的研究重点。

关键词: 酒店, 收益管理, 绩效衡量, 影响机制

CLC Number:

Muchun LI, Suyun MA. The Research Review and Prospects of Hotel Revenue Management Performance and Influence Mechanism[J]. Tourism and Hospitality Prospects, 2017, 1(4): 71-88.

李沐纯, 马素云. 酒店收益管理绩效及其影响机制研究综述与展望[J]. 旅游导刊, 2017, 1(4): 71-88.

Figures/Tables 4

References 72

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年份	酒店RM定义	理论贡献
1988	••塞伯格最早提出酒店RM是对价格和出租率实行控制的一系列程序^[12]。	首次应用于酒店业研究。
1989	••瑞力汉提出RM是利用经济学理论对房价与客房供应方面的一系列管理应用^[21]; •吉姆斯定义RM是指通过合理分配产品库存,在适当的时间,以适当的价格把适当的产品和服务出售给适当的客人^[13]。	指出RM的经济学理论属性。总结了RM四大核心要素,被广泛补充沿用至今。
1992	•琼斯和汉密尔顿提出酒店RM是一个系统,包括一系列的制度和程序,并通过这些环节实现酒店盈利最大化^[22]。	肯定了RM的系统属性,强调了其战略角色。
1994	••戴维斯认为RM是一种不正当竞争手段,存在价格不公平的问题,甚至认为RM是在引诱或胁迫顾客支付更高价格^[23]。	RM研究中出现批判声音,引导学者理性对待RM。
年份	酒店RM定义	理论贡献
1995	••凯文等人指出酒店RM是对客房需求进行预测,使用合理价格把客房卖给各个细分市场,最终使酒店收益最大化的过程^[24]。 •姜西等认为酒店RM就是一种使酒店客房收益最大化的系统的、持续的、整合的方法。初期这种方法仅仅针对酒店客房的全部收益,到后来才包括了其他的细分部门^[25]。	从单纯的客房销售到逐渐重视酒店整体收益。
1997	••克洛斯把RM定义为一种严谨的战术应用,通过预测微观市场水平下的消费者行为来最大化产品的可利用率和单位价格,从而实现收益最大化^[2]。	认识到RM对消费者行为预测的重要性。
1999	••贝克和科利尔认为酒店RM就是动态定价、超售以及在细分市场分配客房,以便使酒店短期收益最大化^[26]。	强调RM四大核心要素。
2003	••吉姆斯和沃茨认为酒店RM是运用信息系统和定价策略,在适当的时间,以适当的价格把适当的产品和服务出售给适当的客人^[27]。	强调了信息系统的工具性。

年份	酒店RM定义	理论贡献
1988	••塞伯格最早提出酒店RM是对价格和出租率实行控制的一系列程序^[12]。	首次应用于酒店业研究。
1989	••瑞力汉提出RM是利用经济学理论对房价与客房供应方面的一系列管理应用^[21]; •吉姆斯定义RM是指通过合理分配产品库存,在适当的时间,以适当的价格把适当的产品和服务出售给适当的客人^[13]。	指出RM的经济学理论属性。总结了RM四大核心要素,被广泛补充沿用至今。
1992	•琼斯和汉密尔顿提出酒店RM是一个系统,包括一系列的制度和程序,并通过这些环节实现酒店盈利最大化^[22]。	肯定了RM的系统属性,强调了其战略角色。
1994	••戴维斯认为RM是一种不正当竞争手段,存在价格不公平的问题,甚至认为RM是在引诱或胁迫顾客支付更高价格^[23]。	RM研究中出现批判声音,引导学者理性对待RM。
年份	酒店RM定义	理论贡献
1995	••凯文等人指出酒店RM是对客房需求进行预测,使用合理价格把客房卖给各个细分市场,最终使酒店收益最大化的过程^[24]。 •姜西等认为酒店RM就是一种使酒店客房收益最大化的系统的、持续的、整合的方法。初期这种方法仅仅针对酒店客房的全部收益,到后来才包括了其他的细分部门^[25]。	从单纯的客房销售到逐渐重视酒店整体收益。
1997	••克洛斯把RM定义为一种严谨的战术应用,通过预测微观市场水平下的消费者行为来最大化产品的可利用率和单位价格,从而实现收益最大化^[2]。	认识到RM对消费者行为预测的重要性。
1999	••贝克和科利尔认为酒店RM就是动态定价、超售以及在细分市场分配客房,以便使酒店短期收益最大化^[26]。	强调RM四大核心要素。
2003	••吉姆斯和沃茨认为酒店RM是运用信息系统和定价策略,在适当的时间,以适当的价格把适当的产品和服务出售给适当的客人^[27]。	强调了信息系统的工具性。