1、 外文翻译 原文 YIELD MANAGEMENT AND PERCEPTIONS OF FAIRNESS IN THE HOTEL BUSINESS Material Source: Int. Rev. Econ. (2007) 54:284293 Author: AURELIO G.MAURI The term yield management (or revenue management) is commonly used in many service industries to describe a variety of techniques suitable for allocat
2、ing limited resources, such as hotel rooms or airplane seats, among different segments of customers (i.e. business or leisure travellers) (Ingold,McMahon-Beattie, and Yeoman, eds., 2000). By adjusting this allocation, a hotel can optimize the total revenue (or yield) on its investment in capacity(Vi
3、nod, 2004). Yield management is applicable to any business that has a relatively fixed capacity of perishable inventory (i.e. rooms, seats, etc.), manages demand (either through reservations or waiting lists), has high fixed and low variable costs and involves varying customer price sensitivity. It
4、is based on two strategic levers: capacity management (availability and duration control) and demand-based pricing (Kimes and Chase, 1998). Over the past years, yield management has been increasingly applied in the hotel sector (Mainzer, 2004). However, up to now, little research has investigated th
5、e effects of these practices on the relationships between hotels and their customers (Wirtz et al., 2003). The present paper, based on a comprehensive analysis of both literature and hotel practices, aims to investigate:the way customers perceive revenue management strategies and the potential confl
6、icts that may arise from their use;the variety of actions that hotel companies may project and implement in order to properly anticipate, face and manage customer conflicts resulting from perceived unfairness. The first step of the present work is to examine the nature and the various aspects of cli
7、ent perceptions regarding yield management techniques, focusing especially on perceptions of fairness (Seiders and Berry, 1998;Kimes, 2002; Choi and Mattila,2004). Effectively, customers may perceive revenue management as an opportunistic behaviour of the firm and then estimate these practices as un
8、fair. As a result, customers trust and loyalty towards the hotel brand may deteriorate considerably. Fairness perceptions have been discovered to berelated to company profitability (Kahneman, Knetsch, and Thaler, 1986). In fact, if customers consider a firms practices as unfair, negative consumer re
9、sponses are expected. Fairness has been defined as a judgment of whether an outcome and/or the process to reach an outcome are reasonable, acceptable and just (Bolton, Warlop, and Alba, 2003; Monroe and Xia, 2005). It is important in this respect to underline that fairness evaluations are necessaril
10、y comparative (Xia, Monroe, and Cox, 2004). The subject of perceptions of fairness has been studied especially with regard to pricing policies. However, perceived unfairness may also depend on decisions that affect the nature of the service itself and/or reduce the service quality. Moreover, it may
11、be observed that some techniques for inventory control, like capacity restrictions and overbooking, may lead to perceivedunfairness as well. It is possible to list and describe the factors that, according to empirical and theoretical studies, significantly influence fairness price perceptions (Xia,
12、Monroe and Cox, 2004): i. transaction similarity and choice of comparative other parties;transactions may be different for multiple reasons: servicecharacteristics, quantity, purchase method, timing, etc. But thefeatures of the parties involved are also important (Martins and Monroe,1994; Major and
13、Testa, 1989). For example most clients do not perceive it unfair to charge a couple and a small child a lower rate than threeadults for the same hotel room. Perceptions of price unfairness aregreater when customers perceive the transactions as similar; ii. buyer-seller relationship and trust; a tran
14、saction can be considered in a broader context of buyer-seller relationships that are mainly based on repeated transactions (McMahon-Beattie, 2006). Trust is a major concept in buyer-seller relationships (Sirdeshmukh, Singh, and Sabol,2002); iii.social norms and meta-knowledge of the marketplace; th
15、ese represent shared rules of behaviours in economic exchanges. However, beliefs, knowledge and norms may evolve over time. In fact, some studies have discovered that revenue management has recently become more acceptable by customers in the hotel sector (Kimes and Wirtz, 2003a). It is also possible
16、 to note that the social norms and the degree of familiarity with these techniques may vary among different marketsegments (based on geography, nationality, social class, age, etc.). The perceptions of fairness influence perceived value and customer satisfaction and produce different emotions and be
17、havioural responses by the clients (Hirschman, 1970; Gummesson, 2002). Specifically, the dissatisfied customer can take different actions in response: Exit, the customer changes supplier or stops buying the service (temporarily or permanently); Voice, the client complains to the provider and/or spre
18、ads negative word of mouth (Anderson, 1998); Loyalty, the customer continues the relation because of lack of alternative suppliers or high switching costs. These behaviours may be combined. For instance, a dissatisfied customer may choose another hotel and at the same time start a negative word of m
19、outh campaign. To sum up, revenue management techniques can be perceived by hotel guests as unfair. Therefore, unless customers fairness perceptions of yield management and related rate fences are well-managed, short-term gains gathered through these techniques may be overruled by a negative impact
20、on the long-term profitability of the firm. Yield management techniques based only upon demand forecast (time based) may be risky when they do not consider the lifetime value of the customers (Noone, Kimes, and Renaghan, 2003). According to the traditional application of yield management, rate and a
21、vailability are determined by demand forecasts for the services of the hotel. This approach maximizes the revenues produced by a single transaction, but may prove to be less than optimal in the long term. In fact, many studies have stated the existence of a relationship between customers loyalty and
22、 firm profitability. Therefore, hotel companies should make efforts to integrate revenue management and customer relationship management (CRM) in an endeavour to foster customer loyalty and to maximise long-term profit. Yet, it is important to note that the hotel management should not only focus on
23、loyalty,but must explore and assess the different types of loyalty and the relationships with long-term profitability (Costabile, 2000; Reinartz and Kumar, 2002; Noone, Kimes, and Renaghan, 2003; Mattila, 2006). Actually, we can also observe that the use of yield management, because it assures bette
24、r use of the structures and greater profits for the firms, often allows the hotel to set lower prices for the consumers. Then, it is also possible to change customers behaviour towards different ways of purchasing and using services at cheaper prices (i.e. last minute offers, advanced booking). In c
25、onclusion, we agree that it is important that customers may operate free choices, being aware of the firm practices, given that complete information and pricing transparency are provided. 译文 收益管理和在酒店业的公平感知 资料来源 :牧师经济学 (2007) 54:284293 作者： 奥雷利奥克莫里 收益管理的术语（或收入管理）是常用的许多服务行业的技术 用 来描述 合理 分配有限的资源，如酒店房间或飞机
26、座位 ，在客户的不同部分 之间（即商业或休闲旅行者）（ 英戈尔德，麦克马洪 -贝 蒂，与约曼 等， 2000）。通过调整这个配置， 酒店 可以在其投资的能力 方面 优化酒店的总收入（或收益率）（维诺德， 2004）。 收益管理适用于任何企业，对易腐库存（即室，座椅等）， 有一个相对的修理能力 ，能力需求管理（通过保留或等待清 单），具有较高修理能力和低 可变成本到 包括 不同客户的成本和价格的敏感度。这是基于两个战略杠杆：容量管理（可用性和持续时间控制）和基于需求的定价（基姆斯和大通， 1998）。 在过去几年中，收益管理已经越来越多地应用在酒店业（迈因策尔， 2004）。不过，到现在为止，
27、关于 酒店和客户之间的关系 ， 很少有 相关 研究 对这些做法的实际效果进行调查。 （维尔茨等 ， 2003）。本文对 文献资料和酒店实际做法的 综合分析目的在探讨 ： 客户感知收益管理策略的方式和那些从他们的使用中出现的潜在冲突 ； 酒店公司可能计划和实施各种行动为了酒 店公司能 够正确预测，面对和管理由于不公平的知觉而造成的客户冲突。 本工作的第一步是检验性质和客户知觉对收益管理技术性质的各个方面的看法，特别关注公平的感知性（ 新德西 和 贝瑞 ， 1998 年的看法；基姆斯， 2002；乔伊 和马蒂拉， 2004）。 实际上，客户可能会认为收入管理作为公司的投机行为管理，然后估计这些做法
28、是不公平的。因此，客户对酒店品牌的信任和忠诚度可能会下降很多。公平感已发现可能与公司盈利能力有关（卡尼曼，克内齐和斯勒， 1986）。事实上，如果客户考虑一个公司的做法不公平的，消极的消费者反应就能预期了。 公平性被 定义为一个判断是否结果和 /或达到的结果过程是合理的，可接受的和公正的（博尔顿，沃罗皮，和安尔巴， 2003；梦露和夏， 2005）。强调公平评价是相对必要的这方面非常重要（夏，梦露和喀卡斯， 2004）。 公平观念的主题已经被前人研究，特别是关于价格政策的研究。然而，不公平知觉也可能基于那些影响了服务本身的特性和 /或降低服务质量的决定。而且，也可以看出，对库存的控制的一些技巧
29、，如容量限制和超售，也有可能会导致不公平知觉。 根据经验和 理论的研究它可以列出和描述出因素，显著地影响公平价格知觉（夏，梦露和喀卡斯， 2004）： 交易相似性和其他方面的比较选择，由于多种因素交易也有可能不同：服务特色，数量，购买方法，时间等，但所涉及的各方的特性也很重要（马丁斯和梦露， 1994 年，麦乔和特斯塔， 1989 年）。例如向同一酒店的房间的一对夫妇和一个小孩的要价要比三个成年人低，大多数的客户并不认为这是不公平的。当顾客 将其看成是一样的交易，那么对价格的 不公平 感知就大了。 买卖双方的关系与信任 ； 交易可被视为更广泛的范围内的买卖双方关系，主要是基于重复交 易（麦克马
30、洪 -蒂， 2006）。 信任在买卖双方关系上是一个重大的概念（瑟德士穆克，辛格和萨博尔， 2002）； 社会规范和对市场的认识；这些代表在经济交流共享的行为规则。然而，信仰，知识和准则可能随着时间的推移而改变。事实上，一些研究发现，酒店业的顾客对收入管理逐渐接受（基姆斯和维尔茨， 2003 年）。这还可以注意到，这些技术对社会规范和程度熟悉在不同的市场可能会有所不同（根据地理，民族，社会阶层，年龄等）。 公平感知影响价值感知，顾客满意度，顾客产生的不同情绪和客户的行为反应（赫希曼， 1970;格默森， 2002）。具体来说，不满意客户可以采取不同的应对措施： 退出，客户改变供应商或停止购买服
31、务（临时或永久） ； 口碑，客户抱怨供应商和 /或传播的负面口碑（安德森， 1998） ； 忠诚度，客户的继续，因为缺乏的替代供应商或高转换成本。 这些行为 也 可能被合并。例如，一个不满意的顾客可以选择另一家酒店，并在同一时间用嘴巴进行负面抗议。 综上所述，收入管理技术可以被酒店客人视为不公平。因此，除非收益管理中的顾客公平感知及相关利率管理良好，通过这些技术获得的短期收益可能被推翻从而负面影响该公司长期盈利能力 。 当管理者不考 虑客户的终身价值，收益管理技术只是依赖需求预测（时间基础）也许是有风险的。（罗旺，基姆斯和瑞拉哥含， 2003）。 根据收益管理的传统应用程序，速率和可用性是由酒
32、店的服务的预测需求来决定的。这种由单一的交易会产生最大化的收入，但可能被证明在较长期内是不太理想的。事实上，许多研究都表明了顾客之间的忠诚度和企业盈利能力关系的存在。 因此，酒店公司应在收入管理和培养客户关系（ CRM）上作出努力，最大限度地长期利润和客户忠诚度管理联系起来。然而，重要的是要注意，酒店管理不应只注重忠诚，但必须探讨和评估的忠诚的不同类型 和长期盈利能力（喀斯特百， 2000 年 ； 赖纳茨和库玛， 2002 年； 罗旺，基姆斯和瑞拉哥含， 2003；马蒂拉， 2006）。 其实，我们也可以观察到的收益管理使用，因为它保证更好地利用结构，为企业赚取更大的利润，往往使得酒店为消费者降低价格。然后，采用不同方法以较便宜的价格来购买和使用服务，也有可能改变顾客的行为（即最后一分钟优惠，提前预约） 。 总之，我们同意，客户可以自由选择是很重要的，对公司的实际情况了解，提供完整的信息提供和定价的透明度。
