File Name: pricing and revenue optimization .zip
- Pricing and Revenue Optimization | De Gruyter
- Pricing and Revenue Optimization sf 1 148
- Revenue Management and Pricing Analytics
- Pricing and Revenue Optimization - Phillips, Robert
A special-order decision in which a nonrecurring sales opportunity arises. The history of revenue management can be traced back to the s, originating in the airlines industry.
PROS airline industry revenue optimization cuts through the challenges and delivers accurate, trustworthy forecasting to ensure lasting revenue growth. For access to the solutions manual, please contact marketing sicm1.org Pricing and revenue optimizationis the process of intel-ligently using a combination of market, customer, product, pro-motion, and business segmentation data to improve business margins by either increasing unit prices or increasing gross rev-enues. In parallel, pricing and revenue optimization has become a rapidly expanding practice in consulting services, and a growing area of software and IT development, where the revenue management system are tightly integrated in the existing Supply Chain Management solutions. This "Cited by" count includes citations to the following articles in Scholar.
Pricing and Revenue Optimization | De Gruyter
We argue that the "pricing problem" has become increasingly difficult and is likely to become even more difficult in the future. We argue further that improving pricing is often one of the highest-return investments available to a company. Hopefully this will whet the reader's appetite for the more quantitative material to come in the following chapters. A fair price reflected that intrinsic value. Charging a price too much in excess of the intrinsic value was condemned as a sign of "avarice" and often prohibited by law.
Prices were set by custom, by law, or by imperial fiat. Sermons were preached inveighing against the sin of charging unfair prices in order to receive excessive profits. With the emergence of these economies, prices were allowed to move more freely-untied to the traditional concept of value. Speculative bubbles such as "tulipomania" in the Dutch republic in the s-in which the price of some varieties of tulips rose more than a hundredfold in 18 months before collapsing in and the "South Sea bubble" in England in in which the prices of shares in the South Sea Company soared before the company collapsed amid general scandal-fed a sense of anxiety and the belief that prices could somehow lose touch with reality.
The question naturally arose-what were prices, exactly? Where did they come from? What determined the right price? When was a price fair? When should the government intervene in pricing? The modern field of economics arose, at least in part, in response to these questions. Possibly the greatest insight of classical economics was that the price of a good at any time in an ideal capitalist economy is not based on any intrinsic "value" but rather on the interplay of supply and demand.
This was a major intellectual breakthrough-on par in its way with the Newtonian view of the clockwork universe and Darwin's theory of evolution. In essence, the price of a good or service was determined by the interaction of people willing to sell the good with the willingness of others to buy the good.
That's all there is to it-neither intrinsic "value" nor cost nor labor content enters directly into the equation. Of course, these and other factors enter indirectly into pricing-sellers would not last long selling goods below cost, and the prices buyers accept are based on the "value" they placed on the item-but these were not primary. There are many reasons why sellers sell below cost when they are in possession of a cartload of vegetables that are on the verge of going rotten-the classic "sell it or smell it" situation-or to attract a desirable new customer.
Just so, the "value" that buyers placed on different goods changed with their changing situation and the dictates of fashion. According to modern economics there is no normative "right price" for a good or service against which the price can be compared-rather, there are only the actual prices out in the marketplace, floating freely without an anchor, based only on the willingness of sellers to sell and buyers to buy. While classical economics solved the problem of the origin of price, it raised as many questions as it answered.
In particular, if prices were not tied to fundamental values-if they had no anchor-why did they show any stability at all? Under normal circumstances, prices for most goods are pretty stable most of the time.
If prices are based only on the whims of buyers and sellers, why is the price of bread not subject to wild swings like the Dutch tulip market in ?
Why doesn't milk cost five times as much in Chicago as it does in New York? How can manufacturers and merchants plan at all and make reasonable profits in order to stay in business? How can an economy based on free-floating prices work at all? And, assuming that such an economy could work, how could it possibly work better than a centralized economy where planners carefully sought to allocate resources across the entire economy?
One of the great achievements of 20th century economics was to show mathematically how a largely unregulated economy could work: that an economy consisting of individuals who supply their labor in return for wages and use their earnings to buy goods to maximize their "utility" combined with firms who seek to maximize profitability can be remarkably stable and efficient. Furthermore, prices in such an economy would generally be stable and reasonably predictable.
The price for a product would equal the long-run marginal production cost of that product plus the return on invested capital necessary to produce the product.
If someone were selling the product for less, he or she would go out of business because his or her costs would not be covered. If someone tried selling for more, other sellers would undercut his price, consumers would flee to the lower-priced sellers, and the high-price seller would be forced to lower his price or go bankrupt for lack of business.
As this happens simultaneously, economy-wide, prices equilibrate and change only due to exogenous shocks, changes in resource availability, taxation or monetary policy, or changes in consumer tastes. This view of the world is based primarily on the assumption that most markets are perfectly competitive, where the idea of perfect competition can be summarized as follows.
A market structure is perfectly competitive if the following conditions hold: There are many firms, each with an insubstantial share of the market. These firms produce a homogenous product using identical production processes and possess perfect information.
It is also the case that there is free entry to the industry; that is, new firms can and will enter the industry if they observe that greater-than-normal profits are being earned. The effect of this free entry is to push the demand curve facing each firm downwards until each firm earns only normal profits, at which point there is no further incentive for new entrants to come into the industry.
Moreover, since each firm produces a homogenous product, it cannot raise its price without losing all of its market to its competitors. Thus firms are price takers and can sell as much as they are capable of producing at the prevailing market price. If one merchant were offering a good for a lower price than another, neoclassical economics assumes that either customers would entirely abandon the background and introduction higher-price merchant and swamp the lower-price merchant or an arbitrageur would arise who would buy all the goods from the lower-price merchant and sell them at the higher price.
In either case, a single market price would prevail. Furthermore, if prices were so high that merchants enjoyed higher profits than the rest of the economy, more sellers would enter, lowering the average price until the return on capital dropped to the market level.
The price of Microsoft stock is not set by any "pricer" but by the interplay of supply and demand for the stock. Many financial instruments, such as stocks and bonds, satisfy the economic definition of a commodity. Certain other highly fungible goods-grain, crude oil, and some bulk chemicals-also come very close to being commodities.
In these markets, there is simply no need for pricing and revenue optimization-the market truly sets the price. As any shopper can tell you, much of the real world is messier-prices vary all over the place, sometimes in ways that seem irrational. Buyers often behave erratically, sellers do not always seek to maximize short-run profit, neither buyers nor sellers are possessed of perfect information, and opportunities for arbitrage are not immediately seized. Table 1.
How could this be? Why would anybody buy milk at a high price when they could walk a block and save 40 cents?
Why don't arbitrageurs buy all the milk at the lower price and sell it at the higher? The price variation shown in Table 1. Furthermore, there are other ways to pay a lower price for exactly the same product: Wait until it goes on sale, travel to a retail outlet, clip a coupon, buy in bulk, buy it online, try to negotiate a lower price. In fact, it is hardly a secret not only that prices vary between sellers but that a single seller will often sell the same product to different customers for different prices!
The tools that pricers use day to day are far more likely to be drawn from the fields of statistics or operations research than from economics.
Marketing science, which deals with the quantitative analysis of marketing initiatives, including pricing, is usually considered part of the broader field of operations research and management science. The reasons for this gap are numerous. Many marketing models have been built on unrealistically stylized views of consumer behavior. Other models have been built to "determine if what we see in practice can happen in theory.
In any case, a leading text on marketing science admitted:With an area of such importance and with so much at stake, it might be assumed that a great deal of continuing research and planning would by now underlie the formulation of pricing strategy and the setting of prices. One might also expect that a well-developed body of theory would have resulted in principles to guide pricing decisions. But this does not appear to be the case. Companies increasingly need to make pricing decisions more and more rapidly in order to respond to competitive actions, market changes, or their own inventory situation.
They no longer have the luxury to perform market analyses or extended spreadsheet studies every time a pricing change needs to be considered. The premium is on speed. While there has been a general acceleration of business in all fields, the impact on pricing and revenue optimization has been particularly notable. This acceleration-and the corresponding interest in developing tools to enable better pricing and revenue optimization PRO decisions-has been driven by four trends.
Because of their importance to the development of pricing and revenue optimization, we will spend a little time to discuss each of these trends. In response, American developed a revenue management program based on differentiating prices between leisure and business travelers. A key element of this program was a "yield management" system that used optimization algorithms to determine the right number of seats to protect for later-booking full-fare passengers on each flight while still accepting early-booking low-fare passengers.
This approach was a resounding success for American, resulting ultimately in the demise of PeopleExpress. For now, the importance of the story is in the publicity it garnered. American Airlines featured its revenue management capabilities in its annual report.
The team that developed the system won the Edelman Prize for best application of management science. American Airlines' revenue management has been widely touted as an important strategic application of management science C. Anderson, Bell, and Kaiser , and the tale of American using its superior capabilities to defeat PeopleExpress was the centerpiece of a popular business book Cross Not surprisingly this publicity resulted in widespread interest.
Companies began to investigate the prospects of improving the profitability of their pricing decisions. Ford Motor Company was inspired by the success of revenue management at the airlines to institute its own very successful program Leibs Vendors arose selling revenue management software systems, and consultants appeared offering to help companies set up their own programs.
Revenue management spread well beyond the passenger airlines. Under its strictest definition, revenue management has a fairly narrow field of application. In particular, the techniques of revenue management are applicable when the following conditions are met.
Pricing and Revenue Optimization sf 1 148
Both individuals and organizations that work with arXivLabs have embraced and accepted our values of openness, community, excellence, and user data privacy. Have an idea for a project that will add value for arXiv's community? Learn more about arXivLabs and how to get involved. Subjects: Machine Learning stat. ML ; Machine Learning cs. LG ; Applications stat.
Written for MBA students and practitioners, this book is a comprehensive introduction to the theory and application of pricing and revenue optimization. Using rigorous mathematical proofs and interesting illustrations from current practice, he has created a history of where PRO has been and a summary of the current state of Revenue Management theory. This book will immediately become an essential part of Continental Airline's Revenue Management training curriculum. It is one of many increasingly important topics that have grown out of the disciplines of Operations Research and Management Science. The book offers a balanced presentation of theoretical principles and industrial experience, showing how pricing, market elasticity, risk, and market share affect a number of important business measures.
PDF | Pricing and revenue optimization, defined as the formulation and solution of tactical pricing decisions using constrained optimization, is.
Revenue Management and Pricing Analytics
Par warner willie le vendredi, mai 6 , - Lien permanent. Industry research firms discussed the role of revenue optimization in guiding the recovery. Feb 18, - In the next few minutes I will convince you, why CRO is sub-optimal way of optimizing your business bottomline and why you should focus on optimizing business metrics like revenue and cost. Mar 11, - Sunday, 10 March at
Embed Size px x x x x No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical,. In pricing and revenue optimization, as in other appli-. The course at Stanford was developed jointly with Michael Harrison. Notable exceptions were Ioana Popescus course on dynamic pricing and revenue.
Pricing and Revenue Optimization - Phillips, Robert
No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical,. In pricing and revenue optimization, as in other appli-. The course at Stanford was developed jointly with Michael Harrison. Notable exceptions were Ioana Popescus course on dynamic pricing and revenue. Log in Get Started.
Когда Стратмор предпринимал какой-либо шаг, Танкадо стоял за сценой, дергая за веревочки. - Я обошел программу Сквозь строй, - простонал коммандер. - Но вы же не знали.
pricing and revenue optimization pricing and revenue optimization robert l. phillips s t a n f o r d b u s i n e s s b o o k s An imprint of Stanford.
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А вы хотите сказать, что какой-то панк с персональным компьютером придумал, как это сделать. Стратмор заговорил тише, явно желая ее успокоить: - Я бы не назвал этого парня панком. Но Сьюзан его не слушала. Она была убеждена, что должно найтись какое-то другое объяснение. Сбой.
В чем. - Пусти меня, - сказала Сьюзан, стараясь говорить как можно спокойнее. Внезапно ее охватило ощущение опасности.
- Подслушивающий должен был находиться в непосредственной близости и точно знать, что надо подслушивать. - Он положил руку ей на плечо. - Я никогда не послал бы туда Дэвида, если бы считал, что это связано хоть с малейшей опасностью.
Ты говоришь, что наше дерьмовое правительство исходит из высших интересов людей. Но что будет, если какое-нибудь будущее правительство станет вести себя. Ведь эта технология - на вечные времена.
ГЛАВА 87 Веспа выехала в тихий переулок Каретерра-де-Хуелва. Еще только начинало светать, но движение уже было довольно оживленным: молодые жители Севильи возвращались после ночных пляжных развлечений. Резко просигналив, пронесся мимо мини-автобус, до отказа забитый подростками. Мотоцикл Беккера показался рядом с ним детской игрушкой, выехавшей на автостраду.
И уже мгновение спустя ее осенило.
Если не преследовать Хейла, черный ход останется секретом. Но Стратмор понимал, что Хейл не станет долго держать язык за зубами. И все же… секрет Цифровой крепости будет служить Хейлу единственной гарантией, и он, быть может, будет вести себя благоразумно.
Стратмор посмотрел на нее неодобрительно. - Если Дэвид не добьется успеха, а ключ Танкадо попадет в чьи-то руки… Коммандеру не нужно было договаривать.