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Abstract

In this article, the authors examine how a common metric of revenue performance - RevPASH, or revenue per available seat-hour - is calculated. In a simple example, a real restaurant, and an extensive simulation study, the authors find inaccuracies in the existing approaches to calculating RevPASH....

Author(s)
Thompson, G. M.; Sohn, H. J.
Publisher
Sage Publications, Thousand Oaks, USA
Citation
Cornell Hospitality Quarterly, 2009, 50, 4, pp 520-539
Abstract

Travellers make advanced booking decisions in an imperfect information environment, an environment in which price signalling is likely to occur. This study examines the unique informational role of room rates by suggesting an analytical model of room rates as a signal of quality and sell-out risk...

Author(s)
Chen, C. C.; Ruseski, J. E.; Schwartz, Z.
Publisher
IP Publishing Limited, London, UK
Citation
Tourism Economics, 2009, 15, 2, pp 367-380
Abstract

Revenue management (RM) has been an essential strategy to maximize revenue for many capacity-limited service industries. Considering the common industry characteristics of traditional RM industries, the nature of the theme park industry suggests potential for enhancing revenue by exercising a...

Author(s)
Heo, C. Y. J.; Lee, S. K.
Publisher
Elsevier, Amsterdam, Netherlands
Citation
International Journal of Hospitality Management, 2009, 28, 3, pp 446-453
Abstract

This paper reviews recent developments in the casino hotel sector and offers insights into future trends for the industry. Following an overview of some macroeconomic trends (including the outlook for tourist spending), the paper reviews developments in the major casino destinations, including...

Author(s)
Marvel, M.
Publisher
Mintel International Group Ltd, London, UK
Citation
Travel & Tourism Analyst, 2009, No.5, pp 1-42
Abstract

A decision that is intrinsic to the application of hotel best available rate (BAR) pricing is how to present the BARs for individual nights within a multiple-night stay to prospective hotel guests. We discuss two alternative price presentation strategies, a blended and a nonblended rate approach,...

Author(s)
Noone, B. M.; Mattila, A. S.
Publisher
Elsevier, Amsterdam, Netherlands
Citation
International Journal of Hospitality Management, 2009, 28, 2, pp 272-279
Abstract

This article tests and calibrates an often repeated assumption about the revenue benefits of reducing dining duration. This assumption is that a reduction in dining duration yields a proportional increase in revenue, so that, for example, a 20 percent reduction in dining duration would yield a 25...

Author(s)
Thompson, G. M.
Publisher
Sage Publications, Thousand Oaks, USA
Citation
Cornell Hospitality Quarterly, 2009, 50, 1, pp 96-112
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

The era has ended when revenue management can stand alone as a tactical approach to room management. With technological and management support, revenue management must be and is being integrated into all aspects of hotel management marketing and operating strategies. Going beyond its role of...

Author(s)
Cross, R. G.; Higbie, J. A.; Cross, D. Q.
Publisher
Sage Publications, Thousand Oaks, USA
Citation
Cornell Hospitality Quarterly, 2009, 50, 1, pp 56-81
News Article

Chinese hotels and restaurants the focus of Special Issue

Date
16 July 2008
News Article

Higher prices mean higher income for Asian hotels

Date
7 February 2008

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