Managing hotel revenue amid the COVID-19 crisis

Purpose The revenue management (RM) discipline is built on the principle of demand-based pricing. This study aims to examine how and to what extent RM can be implemented in the hotel industry during low-demand periods, particularly during the coronavirus disease 2019 (COVID-19) crisis. Design/methodology/approach This paper used semi-structured interviews to gather information from hotel RM executives, RM consultants and RM system providers. Participants were asked to think about the impact of COVID-19 on their RM practices. This paper interviewed 26 revenue executives between January and March 2020. Findings Core RM processes are still relevant during the COVID-19 crisis; however, not all components are equally important. Business analysis, pricing strategy and demand modeling and forecasting are the most critical RM processes. Inventory and price optimization and setting booking controls are not as important at this time; along with distribution channel management, these processes will become more relevant as demand picks up. Research limitations/implications Future research in this area should focus on each core RM process separately and in-depth to understand how implementation changes during the crisis and recovery periods. Future studies should also investigate how these processes operate during the recovery period. The full breadth of consequences of the COVID-19 crisis in hotel RM will likely manifest gradually. Therefore, the core RM processes should also be examined when the crisis is over. Originality/value Apart from a few studies that touched on RM-related strategies during economic downturns, to the knowledge, this is the first study to systematically examine the extent to which RM can be implemented during a crisis.

Distribution Channel Management and the Control of Fake/Counterfeit Products in Selected Pharmaceuticals Companies in Benue State.

This study evaluated distribution channel management and control of counterfeit products in Nigeria with specific reference to selected pharmaceutical industries in Benue State. The study used mainly primary data obtained by the use of a well-structured questionnaire. The study used multiple regression analysis to test the two hypotheses of the study. The result shows that a negative relationship exist between distribution management and its effect on consumer's accessibility and it is statistically significant (p<0.05) and in line with a priori expectation. Also, the study found that the source of fake and counterfeit product is positively related to distribution channel management but it is not statistically significant (p>0.05). It was concluded therefore that efficient distribution channel management could help to greatly reduce the proliferation of counterfeit products in the health sector. In view of this, it was recommended that laws guiding the regulation of imported and manufactured products should be strengthened to ensure effectiveness by regulatory authorities. Hence, the distribution channels management policies should be an approach to control counterfeit products by instituting on a clear post market surveillance system that will aid the fast identification of counterfeit and other substandard drugs while consumer's access to counterfeit product should be restricted through an efficient distribution channel management.

LOGISTICS DISTRIBUTION CHANNEL MANAGEMENT AT MODERN ENTERPRISES

In this article the significance of logistics in the system of effective enterprise management, distribution channels, role and significance in the activity of modern enterprises were determined (for example, the enterprise "PJSC Pоltаvpilо"). The most important tool in improving the company’s operations is logistics. Logistics helps efficient operation of the customer service system. Of particular importance is the construction of efficient distribution channels in supply chains. This is due to the significant volumes of sales of such products, small terms of sales of goods and their social significance.

A COMPARATIVE STUDY OF INTEGRATED FMCDM METHODS FOR EVALUATION OF ORGANIZATIONAL STRATEGY DEVELOPMENT

With the globalization of economy and development of technology, organizational strategy development in distribution channel management has become more significant for competitive business world. To improve distribution channel performance, many companies have focused on Multi-Criteria Decision Making (MCDM) methods. In the literature, there are a great number of studies on MCDM and fuzzy MCDM (FMCDM) methods, whereas a few studies on integrated FMCDM methods. The purpose of this study is to propose integrated FMCDM methodology including FAHP, WASPAS-F, EDAS-F and ARAS-F. In these methods, relative importances of the criteria are determined by FAHP. Managerial and financial perspective is determined as the most important criteria by FAHP methods. Then WASPAS-F, EDAS-F and ARAS-F methods are carried out to rank the alternatives. The practical implication of the integrated FMCDM methods is the use of linguistic variables for assessment of the criteria and the alternatives. As a research implication, Hybrid Based Strategy is determined as the best organizational strategy. The originality and value of study is to present comparative analyzes using the newly developed WASPAS-F, EDAS-F and ARAS-F integrated with FAHP methods. An important finding of the study is that the ranking results of the proposed methods are consistent with each other.

Risk Profiles Along the Lifecycle in Dynamic Markets

That supply chain management and logistics are a determining factor for the long term success of a company was well documented by Forrester over a half century ago [1], with the importance of the statement only growing through the intervening years.Whether consciously factored into the operating mode or not, logistics and distribution channel management plays a critical role in the life, and death, of a firm. From the rudimentary beginnings of the start-up company to the hectic world of the growth company and onto the relatively secure existence in mature markets, the value chain consisting of logistics and distribution channel linkages follows the firm, until it solidifies into immutable form of the mature value chain and begins to exert an inexorable pressure on the survival of the entire chain, and conversely the chain imposes its will on the members. The emergence of mature industry value chains is often driven by the need to monopolistically control logistics and distribution channels which provides a competitive advantage but also introduces a serious exposure to pending shock loadings of the chain.

BBMCI: setting up a distribution channel in India

Subject area International marketing, distribution channel management, market entry, strategic management. Study level/applicability Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing. Case overview The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation. Expected learning outcomes The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves. Supplementary materials Teaching note.