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The purpose of this study is to understand how and to what extent Hong Kong hotels have integrated customer relationship management (CRM) into their revenue management (RM) practices at individual customer level.

Semi-structured interviews were used to gather information from experienced interviewees holding hotel RM- and marketing-related executive positions. In total, 11 revenue and 9 marketing executives were interviewed in 2016-2017 over a period of 13 weeks. The data were transcribed and then Nvivo was used for data organization and analysis.

The hotels do not systematically segment customers by value because of restraints on the RM systems’ capabilities and the industry’s conventional segmentations. The revenue and marketing executives’ attitudes toward integration, IT system infrastructure support to enable integration, loyalty and membership programs as a means for integration and executive management level support for integration influence the hotel’s potential for RM and CRM integration.

Only the perspectives of revenue and marketing executives were considered. Incorporating the insights of different parties may achieve a more comprehensive result. In addition, because it seems that there is no systematic RM and CRM integration within the Hong Kong hotel industry, relevant decision-makers’ opinions toward the practice may change once they evaluate the performance of the pioneering practitioner.

This study reveals what has been done in practice to integrate RM and CRM compared with the theoretical approach, proposes an integration framework and discusses the potential for further development together with the challenges to integration.

Customs risk management has been widely recognized as a powerful tool to balance between trade facilitation and revenue maximization. However, most customs administrations worldwide, particularly in developing countries, are suffering from a lack of experience and knowledge to assess their risk management systems for revenue protection (RP). Customs risk management has a very limited legacy in the literature. Academic research is quite scarce and very limited, although its relevance to customs administrations. This paper aims to identify the key risk profiles and indicators that contribute to the protection of customs revenue and investigate the role of these risk profiles and indicators on customs RP using the case of Jordan Customs.

This study adopts a panel data approach by using the case of Jordan Customs. Data were collected from the risk targeting and selectivity system at Jordan Customs for the year 2019, a total of 600 observations.

The findings show that all risk targeting criteria except random selectivity (RS) and HS code have a significant positive association with RP. The findings also revealed that RS is an effective tool to prevent traders with fraud and offenses history from a prediction of targeting patterns and to assess the traders’ compliance and make sure their declarations are free from fraud or offenses. Moreover, the findings of this study indicate that customs administrations should adopt alternative programs such as authorized economic operator and post clearance audit as an effective means to measure and improve compliance.

The main contribution of this study lies in proposing a model to assist customs administrations in assessing the performance of risk management systems to protect revenue. This model provides a comprehensive conceptualization and explanations necessary for numerous aspects of risk management projects and it assists to predict the outcomes based on formulated indicators.

This study provides guidelines for risk analysts on how to identify and assess the key risk profiles and indicators that effect on maximizing the detection of revenue leakage and to obtain interpretable and predictable results. In addition, the findings of this study will assist customs administrations in supporting revenue collection, minimizing uncertainty, allocating resources more effectively to target high-risk consignments, while simplifying the procedures for the safe consignments.

This paper is of significant value because it is one of the preliminary studies that empirically identify the risk indicators/profiles that contribute to the protection of revenue and investigate the predictive power of these risk indicators/profiles as a key predictor to protect customs revenue.

This paper aims to present an integrated framework for hotel revenue room maximization. The revenue management (RM) model presented in this work treats the shortcomings in existing systems. In particular, it extends existing optimization techniques for hotel revenue management to address group reservations and uses “forecasted demand” arrivals generated from the real data.

The proposed forecasting module attempts to model the hotel reservation process from first principles. In particular, it models hotel arrivals as an interrelated process of stochastic parameters like reservations, cancellations, duration of stay, no shows, seasonality, trend, etc. and simulates forward in time the actual process of reservations to obtain the forecast. On the other hand, the proposed optimization module extends existing optimization techniques for hotel revenue management to address group reservations, while including integrality constraints and using “forecasted demand” arrivals generated from the data. The optimization model is based on large‐scale integer programming model to optimize decision rules for accepting reservations.

A case study based on three different sets of reservation records of simulated hotel data was conducted to test the operation of the system on real data. Results showed that the model is able to generate effective recommendations to maximize revenue.

The main value of this paper is that it presents an integrated framework for hotel room revenue maximization. The novelty introduced in this approach is that it is based on an advanced room demand forecast model that simulated the reservation process from its first principles and produces demand scenarios that are used by an optimization model to generate proper recommendations.

The purpose of this paper is to investigate the application of revenue management practices to the restaurant industry. The author wants to observe customers’ readiness to accept revenue management practices based on price variation, booking policy, table management, and control duration. The author also wants to measure the impact of these four practices on customer patronage intention.

A survey was conducted with 251 respondents. As the author had several latent variables, partial least squares, a variance-based structural equation modeling method, was used.

The author found that the majority of these practices are perceived unfair. The only two practices that are considered as fair are price variation between lunch/dinner, and cancellation in case of late. The most unfairly felt practice is the policy-related time spent at the table. The results also showed that the perceived fairness of these practices influences customer patronage intention. The author observed that price variation according to the lunch/dinner period, weekday/weekend period, and time of the day will influence the desire to frequent the restaurant. Booking policy will also impact customer patronage intention. The table management and control duration policies do not impact customer patronage intention, even if these practices are perceived unfair.

Restaurant managers, desiring to apply revenue management practices, should be aware of the fact that practices linked to price variation will have a stronger influence on the customer intention to revisit the company than control duration practices. Moreover, restaurant managers must “educate” their clients by clearly communicating the advantages of these practices for the customers.

Even if several studies focused on the fairness perceived of revenue management practices in hospitality industry, there is a lack of research about the impact of price variation and control duration on patronage intention, especially for the restaurant industry. This is the first time the author measured the concrete impact of price variation, booking policy, table management, and control duration on patronage intention. Moreover, the author integrated several new practices that have never been studied in the past such as the date of booking (e.g. 5 percent reduction if the booking was done four days in advance) or the fact of changing tables for dessert and coffee.

The objectives of this study are to investigate the relationship between hotel room demand and room rates, and to find a viable solution for the optimal room rate that maximizes the total profit.

There are various studies in the literature on how room rates affect profitability, and how the optimal room rate that maximizes the total revenue can be determined. Most of these studies assume an algebraic relationship between room rates and room demand, and obtain the optimal solution by applying calculus to the revenue or profit function. This study adopts the alternative approach of using a model with a demand function that has been shown to be a superior causal forecasting model in some markets, and develops a new method to optimize the total profit.

The traditional method of applying calculus to the profit function based on a causal forecasting model leads to unrealistic solutions. This gives rise to the paradox that, on the one hand, there is a superior causal forecasting model based on room rates, but on the other hand, the traditional method does not yield a realistic solution for room rate optimization. This study analyzes the underlying causes of this paradox and proposes a method to resolve it.

The findings can be used by hotels to fine‐tune the room rates determined by conventional methods to arrive at a realistic and definitive value for the optimal room rate.

This study highlights the problems that arise with the traditional method of applying calculus to revenue and profit optimization and proposes a new method to resolve it.

The purpose of this chapter is to present the key issues and main aspects of financial management, which also constitute the main concerns of a prospective entrepreneur.

This chapter takes a perspective of the small business/prospective entrepreneur and analyses how the methods, tools and techniques of financial management can be helpful in operating the business venture. Literature review was conducted on main issues and aspects of financial management.

This chapter builds on extant bibliography to discuss the key issues and main methods of financial management. For any business, irrespective of size, to carry on its operations and achieve its objectives, financial resources are required, and such resources must be managed efficiently and effectively.

This study is explorative in nature because the discussion is mostly based on a literature review. It takes more entrepreneurial/practical than academic approach.

To contribute to the successful and sustainable operation of a tourism venture, this chapter outlines the key financial issues and presents in a practical way the main methods and techniques used when making operational and investment decisions.

This chapter attempts to equip a prospective entrepreneur with the background knowledge (main competencies), as well as the principal methods and techniques (skills) for managing the financial resources of a venture.

The purpose of this study is to propose a comprehensive strategic model to manage profitability. Strategic management accounting concepts and tools are adopted to explore and manage the main profitability drivers (cost, assets, and revenue).

A deductive approach is used to identify the variables of the profitability model. Phase one of this study rely on reviewing prior literature in the field in order to identify the key profitability drivers that uses in managing profitability (costs, assets and revenue).Phase two of the research focuses on testing the perceptions of the managers of Egyptian “Information and communications technology” sector, the relative merits of such a model.

The most important finding in the current study, which has not been investigated in previous studies, is that the proposed comprehensive profitability model which contains cost, the assets and revenue techniques was a better predictor of profitability than the alternative models, which contain a combination of two variables.

As the first study of its kind, this model contributes to the theoretical literature in the field. It is also a practical contribution in managing profitability of the Egyptian “Information and communications technology” sector.

This study aims to adopt a holistic approach to understand cruise revenue management (RM) practices that cover ticket and onboard revenues, through a cross-disciplinary literature review and practitioner interviews. An integrated cruise RM framework was developed and served as a blueprint for future cruise studies and practices.

A multi-stage approach was adopted, including a systematic literature review, two-waves of interviews with 26 cruise industry practitioners and the development of a holistic RM framework.

This study clarifies cruise RM functions across product planning, delivery stages and identifies ticket and onboard RM components. These are incorporated into the integrated framework, with weather and itinerary/ route attractiveness as additional considerations. Interviews revealed that there is no difference in the RM cycle before and during the COVID-19 pandemic, although strategies and tactics may vary in response to the market situation.

Suggestions are made regarding product and service bundling and ways for ticket and onboard revenue teams to work together to optimize total revenue. Future research directions are also provided under the categories of RM applications and concepts, ticket core activities, onboard core activities and overall issues.

To the best of the authors’ knowledge, this is the first paper to conduct a cross-disciplinary systematic literature review of cruise RM without imposing publication dates or specific databases and the first to develop an integrated cruise “total” RM framework that includes ticket and onboard revenues.

The purpose of this study is to examine the evolution of revenue management (RM) research’s intellectual structure in hospitality and tourism in an effort to initiate a creative discourse for RM scholars.

Co-citation analysis was used to examine the reference list of 343 articles over a 35-year period (1983-2018). Co-citation analysis focused on subject clustering and source knowledge evolution. Five periods were created to investigate the evolution of the RM field in the hospitality and tourism industry. The paradigm shift approach was adopted to acquire a better understanding of scientific evolution.

Findings indicated that from a Kuhnian perspective, RM research in hospitality and tourism did not go beyond the normal science phase. There is no current indication of anomalies in the form of conflict or questioning of the existing paradigms in RM research in hospitality and tourism. This might change, as the research in this realm develops further and evolves.

This study identified issues related to research themes that have the potential of moving RM research in hospitality and tourism to the next level, enabling the paradigm shift in this discipline.

This study is instrumental in its outlook on the evolution of RM research’s intellectual structure in hospitality and tourism. In addition, it is the first study that considers the concept of paradigm shift in RM research context in hospitality and tourism.

We examine the role of financial and nonfinancial performance measures in managing revenues derived from life cycles of a type of intellectual property products − motion pictures.

Our study focuses on the first two markets in which audiences can watch a motion picture – the upstream theatrical market and the downstream home video market. We combine data collected from numerous public and proprietary sources and form a final sample of 654 motion pictures. Then we perform regression analysis on the data.

First, three measures of a movie’s performance in the theatrical market, opening box office revenue, peak rank, and weeks at the peak rank, have positive effects on subsequent revenues in the home video market. Second, the same set of performance measures also predicts the motion picture’s life span in the theatrical market. Third, when the actual life span of a motion picture in the theatrical market deviates from its predicted value, the total return on investment in the motion picture decreases.

We do not have data on other downstream markets related to motion pictures, such as pay-per-view and online video streaming.

This study suggests that the public and proprietary data can be used to inform managerial decisions regarding intellectual property product life cycles.

This is the first accounting study that directly examines life cycle revenues of intellectual property products. We also extend literature on revenue driver and revenue management research to the product level.