Revenue Management in the Hospitality Industry - Case Study of 3 Star Hotels

Upravljanje prihodima proizašlo je iz avio industrije. U tome vremenu, na upravljanje prinosima se gledalo kao na tehniku, a zatim se ona postepeno razvila u upravljanje prihodima. Revenue Management se može primijeniti u svakoj industriji koja ima slične ili potpuno iste kriterije kao i avio industrija. Sam po sebi, Revenue Management je složen sistem koji se sastoji od tehnika, akcija i alata koji se koriste kod maksimiziranja prihoda. Specifičnost RM-a je u tome što ima tri strateške poluge: upravljanje vremenom, cijenom i prostorom. Koriste se različite interne i eksterne mjere koje pokazuju učinkovitost i efikasnost hotela. U praksi, RM djeluje kroz različita područja kao što su upravljanje smještajnim kapacitetima, tržišna segmentacija, cjenovna strategija, distribucijski kanali, konkurencija, stav gosta te predviđanje. Istraživanje je provedeno u dva hotela koja koriste upravljanje prihodim gotovo svakodnevno. Uspoređeni rezultati donose jasnije viđenje upravljanja prihodima te koliko je u stvarnosti potrebno financijskih i nefinancijskih alata, praćenja konkurencije kako bi se u hotelu napravilo sve što bi moglo dovesti do povećanja prihoda.Revenue management came from the airline industry. At that time, yield management was viewed as a technique, and then gradually developed into revenue management. Revenue Management can be applied to any industry that has similar or exactly the same criteria as the airline industry. By itself, Revenue Management is a complex system that consists of techniques, actions and tools used to maximize revenue. The specificity of RM is that it has three strategic levers: time management, price and space management. Different internal and external measures are used to demonstrate the efficiency and efficiency of the hotel. In practice, RM operates through various areas such as inventory management, market segmentation, price strategy, distribution channels, competition, guest management and forecasting. The research was conducted in two hotels that use revenue management almost daily. Compared results show a clearer view of revenue management and how much financial and nonfinancial tools are needed to track competition in order to make everything in the hotel that could lead to increased revenue