Cookies on Leisure Tourism

Like most websites we use cookies. This is to ensure that we give you the best experience possible.

 

Continuing to use www.cabi.org  means you agree to our use of cookies. If you would like to, you can learn more about the cookies we use.

Leisure Tourism

Your source for all tourism, leisure and hospitality information

>>> Sign up to receive our Leisure, Hospitality & Tourism e-newsletter, book alerts, and offers <<<

Results per page:

Search results

Abstract

In principle, spa managers should be able to apply revenue management to spa operations. To do so, however, requires a revision in the way most spas traditionally have viewed sales. Most spa managers track appointments and customer needs, but instead they need to focus specifically on the time...

Author(s)
Kimes, S. E.; Singh, S.
Publisher
Sage Publications, Thousand Oaks, USA
Citation
Cornell Hospitality Quarterly, 2009, 50, 1, pp 82-95
Abstract

Technology systems can support restaurant managers' efforts to improve sales and profits through revenue management. By subdividing a meal into its component sections, a manager can determine which systems to apply at a particular stage for the purpose of providing the greatest revenue benefit for...

Author(s)
Kimes, S. E.
Publisher
Sage Publications, Thousand Oaks, USA
Citation
Cornell Hospitality Quarterly, 2008, 49, 3, pp 297-309
Abstract

Hotel revenue management needs stronger support from human resources policies, according to this survey of 186 revenue managers. At the same time, respondents to the survey anticipate that revenue management will extend to other areas of the lodging business, including spas and function spaces. The ...

Author(s)
Kimes, S. E.
Publisher
School of Hotel Administration, Ithaca, USA
Citation
Cornell Hospitality Report, 2008, 8, 14, pp 4-18
Abstract

The emergence of low-cost internet-enabled distribution channels has caused hotel managers to consider whether to manage the distribution channel, along with rate and length of stay, in trying to achieve optimum revenue. Using a computer simulation, the potential of distribution-channel management...

Author(s)
Choi, S. M.; Kimes, S. E.
Publisher
Elsevier Science Inc., New York, USA
Citation
Cornell Hotel and Restaurant Administration Quarterly, 2002, 43, 3, pp 23-31
Abstract

By applying the principles of revenue management to function spaces, a hotel can gain better control over the financial contribution that function spaces make to operating profits. Although the interaction between guest-room sales and function-space sales increases the complexity of managing...

Author(s)
Kimes, S. E.; McGuire, K. A.
Publisher
Elsevier Science Inc., New York, USA
Citation
Cornell Hotel and Restaurant Administration Quarterly, 2001, 42, 6, pp 33-46
Abstract

This paper deals with the prediction of customer arrivals in hotels, explaining the concepts of forecast aggregation and disaggregation, top-down versus bottom-up forecasts, and the measurement of forecast error. Using data obtained from Marriott for 2 large business hotels, each of the following...

Author(s)
Weatherford, L. R.; Kimes, S. E.; Scott, D. A.
Publisher
Elsevier Science Inc., New York, USA
Citation
Cornell Hotel and Restaurant Administration Quarterly, 2001, 42, 4, pp 53-64
Abstract

A framework is developed for applying revenue management techniques to golf course management. Assuming the following characteristics for golf courses: relatively fixed capacity, predictable demand, appropriate cost and pricing structure, and time-variable demand, it is noted that golf course...

Author(s)
Kimes, S. E.
Citation
Cornell Hotel and Restaurant Administration Quarterly, 2000, 41, 1, pp 120-128
Abstract

Using a five-step approach for implementing restaurant revenue management (RRM) in a restaurant in Ithaca, New York, this study shows how to measure performance and develop strategies to enhance revenues. To develop an RRM program, operators must collect detailed information on guest-arrival...

Author(s)
Kimes, S. E.; Barrash, D. I.; Alexander, J. E.
Citation
Cornell Hotel and Restaurant Administration Quarterly, 1999, 40, 5, pp 18-29
Abstract

The fundamentals of restaurant revenue management are discussed and methods of measuring revenue management success examined. A five step approach is outlined for establishing a revenue-management system and comprising: establishing the baseline including food and labour costs; understanding the...

Author(s)
Kimes, S. E.
Citation
Cornell Hotel and Restaurant Administration Quarterly, 1999, 40, 3, pp 16-21
Abstract

A framework for developing a strategy of revenue management in the US restaurant industry is presented. It is argued that to do so requires a revision in the way most restaurateurs have traditionally viewed sales. Most restaurants track item contribution margin, sales per server, revenue per day...

Author(s)
Kimes, S. E.; Chase, R. B.; Choi, S.; Lee, P. Y.; Ngonzi, E. N.
Citation
Cornell Hotel and Restaurant Administration Quarterly, 1998, 39, 3, pp 32-39