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Integrated Capacity and Price Control in Revenue Management A Fuzzy System Approach von Becher, Michael (eBook)

  • Erscheinungsdatum: 02.03.2008
  • Verlag: Gabler Verlag
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Integrated Capacity and Price Control in Revenue Management

Michael Becher develops a concept for an integrated capacity and price control in revenue management. His concept is based on fuzzy expert controllers and complies with the defined business and application requirements. Dr. Michael Becher ist wissenschaftlicher Mitarbeiter von Prof. Dr. Axel Tuma am Lehrstuhl für Betriebswirtschaftslehre, insbesondere Produktions- und Umweltmanagement, der Universität Augsburg.


    Format: PDF
    Kopierschutz: AdobeDRM
    Seitenzahl: 173
    Erscheinungsdatum: 02.03.2008
    Sprache: Englisch
    ISBN: 9783834996503
    Verlag: Gabler Verlag
    Größe: 1533 kBytes
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Integrated Capacity and Price Control in Revenue Management

1 Introduction (p. 1)

1.1 Motivation

When analyzing the basic conditions of modern service and production processes, the intense competition constraints become evident at first. Secondly, more complex customer relations can be observed. The increased competition among companies is due to the present globalization in all economic sectors. The reduced trade barriers, not only through technical innovations (e.g. the World Wide Web, information technologies) but also through political unions (e.g. the European Union and its current eastern enlargements), have lead to a higher (vertical and horizontal) , cooperation potential amongst different companies and a higher level of competition (e.g. in the German freight traffic, almost 56,000 companies competed for 1.7 billion tons of freight in 20054).

The deregulation of markets (e.g. the Airline Deregulation Act in the USA in 1978) has added to a strengthened competition through the entering of (low-cost) companies. This enlargement of (international) competitors is currently affecting a lot of supply-side oriented strategies. Companies most frequently follow the intense pressure to reduce costs by optimizing their supply chains in order to meet the cost pressure caused by the higher competition. The success of Supply Chain Management (SCM) as a relevant management approach to supply-side oriented problems is indisputable.

Its concepts have gained importance not only in research but also in practice, mainly due to their successful applications in companies like Hewlett Packard (25% cost reduction by a company-wide inventory planning) [Corsten/Gabriel 2002, Lee/Bellington 1995] or BASF (up to a 100% fill rate of the customers' inventory by a vendor managed inventory) [Grupp 1998]. Furthermore, not only does the higher competition lead to a growing customer orientation of the companies, but also the customer relations itself.

The main influences result from the continuously changing customer needs, having the consequence of varying customer relationships. Analyses of purchasing behaviors (e.g. reasons for variety seeking instead of brand loyalty [Gierl 1995, p. 274, Berné/Múgica/Yagüe 2001]), the development of the price consciousness (e.g. price-quality irradiation over time [Gierl 1995, pp.587, Rao/Monroe 1989]) and lifestyle analyses (concerning the connection of self- and product-images [Gierl 1995, pp. 323, see also the "VerbraucherAnalyse 2006" or earlier German consumer studies of the Axel Springer Verlag]) show a higher variation in consumer structures.

This is enforced by reduced information asymmetries [Arrow 1963, Eisenhardt 1989] with respect to the prices and the availability of goods and services as well as the competing firms in a market. Associated by a higher mechanization of market relations (e.g. through the World Wide Web), the need for a stronger customer orientation becomes evident (e.g. large carriers provide a customer-oriented portfolio of a vehicle fleet corresponding to all customer needs, connected to a freely definable logistic process and a differentiated pricing system).

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