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Artículos de revistas sobre el tema "Revenue management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Specht, Dieter, and Christian M. F. Gruß. "Revenue Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 100, no. 4 (2005): 192–96. http://dx.doi.org/10.3139/104.100886.

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2

Yeoman, Ian. "Revenue management." Journal of Revenue and Pricing Management 19, no. 6 (2020): 365. http://dx.doi.org/10.1057/s41272-020-00267-x.

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3

Kimms, A., and R. Klein. "Revenue management." OR Spectrum 29, no. 1 (2006): 1–3. http://dx.doi.org/10.1007/s00291-006-0042-7.

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4

Pinchuk, S. "Revenue management does far more than manage revenues." Journal of Revenue and Pricing Management 1, no. 3 (2002): 283–85. http://dx.doi.org/10.1057/palgrave.rpm.5170031.

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5

Dunleavy, Hugh, and Dieter Westermann. "Future of Revenue Management: Future of airline revenue management." Journal of Revenue and Pricing Management 3, no. 4 (2005): 380–83. http://dx.doi.org/10.1057/palgrave.rpm.5170122.

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6

Stubben, Stephen R. "Discretionary Revenues as a Measure of Earnings Management." Accounting Review 85, no. 2 (2010): 695–717. http://dx.doi.org/10.2308/accr.2010.85.2.695.

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ABSTRACT: This study examines the ability of revenue and accrual models to detect simulated and actual earnings management. The results indicate that revenue models are less biased, better specified, and more powerful than commonly used accrual models. Using a simulation procedure, I find that revenue models are more likely than accrual models to detect a combination of revenue and expense manipulation. Using a sample of firms subject to SEC enforcement actions for a mix of revenue- and expense-related misstatements, I find that, although revenue models detect manipulation, accrual models do n

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7

Atem, Paul Gal. "Management and Improvement of Non-Oil Revenues in South Sudan." International Journal of Economic Policy 5, no. 1 (2025): 84–102. https://doi.org/10.47941/ijecop.2492.

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Purpose: The study looked at the management and improvement of non-oil revenue collection band mobilization on public financial management, as well as the obstacles that non-oil revenue collection faces in South Sudan. Non-oil revenues face several challenges, ranging from ineffective service delivery due to non-oil revenue collection. The key goal was to determine the management of non-oil revenue collection, develop public financial control and examine mechanisms for dealing with non-oil revenue collection issues, and ensure effective and consistent management of non-oil resources under Sout

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8

Zha Giedt, Jenny. "Modelling Receivables and Deferred Revenues to Detect Revenue Management." Abacus 54, no. 2 (2018): 181–209. http://dx.doi.org/10.1111/abac.12119.

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9

Dugar-Zhabon, R. S., and E. V. Zemlyakov. "ENTERPRISE REVENUE MANAGEMENT." Modern Technologies and Scientific and Technological Progress 1, no. 1 (2019): 315–16. http://dx.doi.org/10.36629/2686-9896/2019-1-1-315-316.

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10

Kimes, Sheryl E., Richard B. Chase, Summee Choi, Philip Y. Lee, and Elizabeth N. Ngonzi. "Restaurant Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 39, no. 3 (1998): 32–39. http://dx.doi.org/10.1177/001088049803900308.

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11

Bertsimas, Dimitris, and Romy Shioda. "Restaurant Revenue Management." Operations Research 51, no. 3 (2003): 472–86. http://dx.doi.org/10.1287/opre.51.3.472.14956.

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12

Kimes, Sheryl E. "Restaurant Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 45, no. 1 (2004): 52–67. http://dx.doi.org/10.1177/0010880403260107.

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13

Choi, Sunmee. "Group Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 47, no. 3 (2006): 260–71. http://dx.doi.org/10.1177/0010880406288871.

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14

Guadix, José, Pablo Cortés, Jesús Muñuzuri, and Luis Onieva. "Parking revenue management." Journal of Revenue and Pricing Management 8, no. 4 (2008): 343–56. http://dx.doi.org/10.1057/rpm.2008.35.

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15

Kimes, Sheryl E., and Sonee Singh. "Spa Revenue Management." Cornell Hospitality Quarterly 50, no. 1 (2008): 82–95. http://dx.doi.org/10.1177/1938965508324868.

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16

Manley, Ray, and Bhagwan Satiani. "Revenue cycle management." Journal of Vascular Surgery 50, no. 5 (2009): 1232–38. http://dx.doi.org/10.1016/j.jvs.2009.07.065.

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17

Yeoman, Ian, Una McMahon-Beattie, and Ros Sutherland. "Leisure revenue management." Journal of Retail & Leisure Property 1, no. 4 (2001): 306–17. http://dx.doi.org/10.1057/palgrave.rlp.5090129.

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18

Steinke, A. Yu. "Hotel revenue management." Gostinichnoe delo (Hotel Business), no. 7 (July 6, 2023): 401–17. http://dx.doi.org/10.33920/igt-2-2307-02.

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The main task of any enterprise is to maximize income and achieve maximum efficiency of economic activity. In this article, the author discusses the topic of the optimality of the tariffs established in hotels, the correspondence of supply to demand.

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19

Mainzer, Bruce W. "Future of Revenue Management: Fast forward for hospitality revenue management." Journal of Revenue and Pricing Management 3, no. 3 (2004): 285–89. http://dx.doi.org/10.1057/palgrave.rpm.5170115.

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20

Freeland, Laura C. "Adoption of customer-centric cargo revenue management: Brief history of cargo revenue management vs passenger revenue management." Journal of Revenue and Pricing Management 6, no. 4 (2007): 284–86. http://dx.doi.org/10.1057/palgrave.rpm.5160098.

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21

TAIROVA, Svetlana S. "Non-tax revenue planning." Finance and Credit 28, no. 3 (2022): 528–56. http://dx.doi.org/10.24891/fc.28.3.528.

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Subject. The article considers the planning of non-tax revenue collection. Objectives. The aim is to reveal reasons that affect the quality of non-tax revenue planning, identify risks in the planning. Methods. I employ methods of analysis, synthesis, collaboration, concretization, and comparison. Results. The comprehensive analysis of the system for planning the collection of non-tax revenues unveiled the need to amend the existing regulations used by government authorities to forecast non-tax revenues. The paper proves that implementation of methodological recommendations for budget revenues

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22

Edwards, Sarah. "Revenue management: Maximising revenue in hospitality operations." Journal of Revenue and Pricing Management 12, no. 1 (2012): 94–95. http://dx.doi.org/10.1057/rpm.2012.38.

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23

Tse, Tony S. M., and Yiu Tung Poon. "Revenue management: resolving a revenue optimization paradox." International Journal of Contemporary Hospitality Management 24, no. 4 (2012): 507–21. http://dx.doi.org/10.1108/09596111211226798.

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24

Anderson, Chris K., and Bill Carroll. "Demand management: Beyond revenue management." Journal of Revenue and Pricing Management 6, no. 4 (2007): 260–63. http://dx.doi.org/10.1057/palgrave.rpm.5160092.

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25

Kimes, Sheryl E., and Jochen Wirtz. "Revenue Management at Prego Italian Restaurant." Asian Case Research Journal 07, no. 01 (2003): 67–87. http://dx.doi.org/10.1142/s0218927503000318.

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After the busy lunch hours on a weekday afternoon, John, Prego's restaurant manager, was looking at the half-empty restaurant. He felt that it was in total contrast to the lunch and dinner hours, especially during the weekends, when they had to turn away customers. If seats were occupied during the off-peak hours, more revenue could be generated. During the peak periods, when customer demand exceeded the supply of tables and diners were unwilling to wait for long, Prego was losing revenue and, perhaps, even future business. John thought that there should be better strategies in which the reven

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26

Annie R. Degala. "Exploring the Non-Tax Revenues of Environmental Management Bureau XI." East Asian Journal of Multidisciplinary Research 2, no. 1 (2023): 331–36. http://dx.doi.org/10.55927/eajmr.v2i1.2631.

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The first is tax revenue, whereas the second is non-tax revenue. We are all aware of the importance of the economy to the survival of a nation. The nation's priority is the economy. The nation's progress is dependent on economic expansion. However, many individuals disregard how non-tax revenue affects the economy, preventing the nation from fully utilizing non-tax revenue to spur economic growth. Hence, it's indeed crucial to examine the non-tax revenue management system in light of how non-tax revenue affects the economy. This paper focuses on exploring the non-tax revenue of EMB XI and prov

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27

Situmorang, Dokman Marulitua, and Faisal Jamaludin Al-Afgani. "Implementation of System Digitalization in Payment and Deposit of Non-Tax Revenue from Minerals and Coal Resources." Journal of Applied Management Research 3, no. 1 (2023): 42–50. http://dx.doi.org/10.36441/jamr.v3i1.1546.

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State revenue consists of three components, namely tax revenue, non-tax state revenue, and grants. The Financial Report of the Central Government Financial Supervisory Agency (audited) for Fiscal Year 2019, shows a contribution of Non-Tax State Revenue of 20.8 percent of total state revenue, so Non-Tax State Revenue is a significant component of state revenue to finance state spending that is not sufficiently financed from tax and grant receipts. In order to optimize the management of Non-Tax State Revenue, in 2014 an accurate, fast, and accountable, web-based (integrated) information system w

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28

Irama Rante, Matrik, Haliah ., and Andi Kusumawati. "VILLAGE PUBLIC REVENUE AND EXPENDITURE MANAGEMENT IN INDONESIA." International Journal of Engineering Applied Sciences and Technology 7, no. 11 (2023): 18–20. http://dx.doi.org/10.33564/ijeast.2023.v07i11.002.

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This study aims to determine the management of the Village Revenue and Expenditure Budget. The source of the data used is secondary data in the form of a report on the realization of the village revenues and expenditure budget and other information related to the problem under study. The results of research and data analysis using qualitative descriptive analysis are used to describe how the management of the village revenue and expenditure Budget, it can be found that in general the management of the village revenue and expenditure budget is good but administrative accountability is still lac

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29

Dinar, Lathifah. "ANALISIS REALISASI PENDAPATAN BUKAN PAJAK LAINNYA PADA KEMENTERIAN DESA, PEMBANGUNAN DAERAH TERTINGGAL, DAN TRANSMIGRASI." Jurnal Ekonomi dan Bisnis (EK&BI) 7, no. 2 (2024): 115. https://doi.org/10.37600/ekbi.v7i2.1718.

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This study aims to analyze the realization of other non-tax revenues managed by the Ministry of Villages, Development of Disadvantaged Regions, and Transmigration. Non-tax revenue, known as Non-Tax State Revenue (PNBP), plays a crucial role in financing development at the village level. In this study, a descriptive qualitative approach was used with a focus on analyzing the Ministry's financial statements (LRA) for fiscal year 2023, in order to provide a clear picture of the management of these revenues. The results showed that the realization of non-tax revenue reached Rp13,910,971,728.00, wh

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30

Willie, Paul A. "Revenue management for Canadian professional sports organizations." Worldwide Hospitality and Tourism Themes 9, no. 4 (2017): 451–63. http://dx.doi.org/10.1108/whatt-04-2017-0021.

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Purpose This paper aims to recommend opportunities for professional sport leagues in the USA and Canada to apply the art and science of revenue management in order to minimize potential losses and maximize profits. Design/methodology/approach The evolution of current key revenue management concepts is presented from their initial stages to their current level of implementation. In addition, the literature regarding the strongest business models is reviewed and examined in the context of current successes and challenges across the major sport leagues in North America. Findings Five revenue stre

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31

Radev, Radko, and Veselina Yankova. "Revenue management during the COVIDization of the economy." Transnational Marketing Journal 10, no. 1 (2022): 119–38. http://dx.doi.org/10.33182/tmj.v10i1.2090.

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The purpose of this article is to prove the need to perceive revenues as a manageable variable by applying an active approach to companies’ management during the COVIDization of the economy. In this regard, the article illustrates the role of revenues as a factor and as a result. Revenues underlie the formation of all major financial indicators. They are key measures of a company’s growth and performance. This dual nature of revenues is revealed in the context of economics, accounting and financial management. Their importance determines the need to adopt an active approach to revenue manageme

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32

Radev, Radko, and Veselina Yankova. "Revenue management during the COVIDization of the economy." Transnational Marketing Journal 10, no. 1 (2022): 119–38. http://dx.doi.org/10.33182/tmj.v10i1.2090.

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The purpose of this article is to prove the need to perceive revenues as a manageable variable by applying an active approach to companies’ management during the COVIDization of the economy. In this regard, the article illustrates the role of revenues as a factor and as a result. Revenues underlie the formation of all major financial indicators. They are key measures of a company’s growth and performance. This dual nature of revenues is revealed in the context of economics, accounting and financial management. Their importance determines the need to adopt an active approach to revenue manageme

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33

Wang, Xuan Lorna. "Relationship or revenue: Potential management conflicts between customer relationship management and hotel revenue management." International Journal of Hospitality Management 31, no. 3 (2012): 864–74. http://dx.doi.org/10.1016/j.ijhm.2011.10.005.

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34

Ay, Taylan, Thomas Volling, Michael Augustin, Şevket Akιnlar, and Thomas S. Spengler. "Revenue Management für Lagerfahrzeuge." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 106, no. 7-8 (2011): 536–41. http://dx.doi.org/10.3139/104.110597.

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35

Kimes, Sheryl E. "Implementing Restaurant Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 40, no. 3 (1999): 16–21. http://dx.doi.org/10.1177/001088049904000315.

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36

Kimes, Sheryl E., and Kelly A. McGuire. "Function-space Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 42, no. 6 (2001): 33–46. http://dx.doi.org/10.1177/0010880401426003.

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37

Kimes, Sheryl E. "Revenue Management: A Retrospective." Cornell Hotel and Restaurant Administration Quarterly 44, no. 5-6 (2003): 131–38. http://dx.doi.org/10.1177/001088040304400518.

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38

Schwartz, Zvi, and Eli Cohen. "Hotel Revenue-management Forecasting." Cornell Hotel and Restaurant Administration Quarterly 45, no. 1 (2004): 85–98. http://dx.doi.org/10.1177/0010880403260110.

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39

Peister, Clayton. "Table-Games Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 48, no. 1 (2007): 70–87. http://dx.doi.org/10.1177/0010880406298252.

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40

Rasekh, Lila, and Yihua Li. "Golf course revenue management." Journal of Revenue and Pricing Management 10, no. 2 (2009): 105–11. http://dx.doi.org/10.1057/rpm.2009.44.

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41

Avinal, Erhan Atilla. "Revenue Management in Hotels." Journal of Foodservice Business Research 7, no. 4 (2006): 51–57. http://dx.doi.org/10.1300/j369v07n04_02.

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42

Besbes, Omar, and Assaf Zeevi. "Blind Network Revenue Management." Operations Research 60, no. 6 (2012): 1537–50. http://dx.doi.org/10.1287/opre.1120.1103.

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43

Maier, Thomas A. "International hotel revenue management." Journal of Hospitality and Tourism Technology 3, no. 2 (2012): 121–37. http://dx.doi.org/10.1108/17579881211248790.

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44

Kimes, S. "Revenue management: A retrospective." Cornell Hotel and Restaurant Administration Quarterly 44, no. 5-6 (2003): 131–38. http://dx.doi.org/10.1016/s0010-8804(03)90117-0.

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45

Rosen, Tim. "London Revenue Management Club." Journal of Revenue and Pricing Management 5, no. 3 (2006): 251. http://dx.doi.org/10.1057/palgrave.rpm.5160046.

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46

Karadjov, Yuri, and Mehran Farahmand. "Revenue Management circa 2020." Journal of Revenue and Pricing Management 6, no. 4 (2007): 291–92. http://dx.doi.org/10.1057/palgrave.rpm.5160100.

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47

Parker, Gary. "Optimising airline revenue management." Journal of Revenue and Pricing Management 2, no. 2 (2003): 138–49. http://dx.doi.org/10.1057/palgrave.rpm.5170058.

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48

McMahon-Beattie, Una. "Trust and revenue management." Journal of Revenue and Pricing Management 4, no. 4 (2006): 406–7. http://dx.doi.org/10.1057/palgrave.rpm.5170162.

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49

Steinke, A. Yu. "Hotel revenue management concept." Gostinichnoe delo (Hotel Business), no. 1 (January 20, 2024): 51–60. http://dx.doi.org/10.33920/igt-2-2401-05.

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50

Beluze, Gilles, and Véronique Guilloux. "Revenue Management par place." Décisions Marketing N° 26, no. 2 (2002): 7–15. http://dx.doi.org/10.3917/dm.026.0007.

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Le fait qu’ACCOR hôtellerie ait choisi un mode d’expansion succursaliste, marque la stratégie commerciale du groupe. En matière de yield, le groupe a développé une méthode particulière : le Revenue Management par place. L’article décrit les différentes étapes de la mise en œuvre de cette technique de tarification puis en souligne les aspects organisationnels. La volonté de décentralisation, les synergies réseaux, la culture collective, la coopération inter-hôtels sont soulignées .

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