alexa A Decision Model for Hotel Revenue Management Displacement Analysisfor Transient Room Demand vs. Group Room Demand
ISSN: 2169-0286

Journal of Hotel & Business Management
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Research Article

A Decision Model for Hotel Revenue Management Displacement Analysisfor Transient Room Demand vs. Group Room Demand

Stephen C Morse1* and Eric Beckman2

1College of Business, Hospitality and tourism Management, Western Carolina University, North Carolina, USA

2Chaplin School of Hospitality and Tourism, Florida International University, Florida, USA

*Corresponding Author:
Stephen C. Morse
College of Business, Hospitality and tourism Management
Western Carolina University, North Carolina, USA
Tel: (828) 227-3386
E-mail: [email protected]

Received date: July 28, 2016; Accepted date:August 24, 2016; Published date:September 01, 2016

Citation: Morse SC, Beckman E (2016) A Decision Model for Hotel Revenue Management Displacement Analysis for Transient Room Demand vs. Group Room Demand. J Hotel Bus Manage 5:141. doi:10.4172/2169-0286.1000141

Copyright: © 2016 Morse SC, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Abstract

Revenue management in the hotel industry involves measuring the trade-off of revenue of one type of business over another type of business. One of the major decisions involves choosing revenues generated by transient (individual) room demand vs. revenue generated by group room demand. Traditionally, this decision was relatively straight forward as one would compare the ADR generated revenue for transient vs. group demand, and chose the type of business that maximized revenue. The decision model developed in this study shows there are many additional variables beside ADR generated revenue to consider with this business decision and trade-off of transient vs. group demand. Incorporated into this decision model are additional variables important to the decision like ancillary non-room revenue such as catering, food and beverage sale, meeting room rental, audio/visual services and other activities.

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