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Revenue Management

Revenue Management. Chapter 13. Learning Goals. Yield management (with protection levels) and overbooking give demand flexibility where supply flexibility is not possible. The Newsvendor model can be used: Single decision in the face of uncertainty. Underage and overage costs.

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Revenue Management

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  1. Revenue Management Chapter 13

  2. Learning Goals • Yield management (with protection levels) and overbooking give demand flexibility where supply flexibility is not possible. • The Newsvendor model can be used: • Single decision in the face of uncertainty. • Underage and overage costs.

  3. Revenue (Yield) Management

  4. Some U.S. airline industry observations • Since deregulation in 78, 137 carriers have filed for bankruptcy until 2006. • From 95-99 (the industry’s best 5 years ever) airlines earned 3.5 cents on each dollar of sales: • The US average for all industries is around 6 cents. • From 90-99 the industry earned 1 cent per $ of sales. • Carriers typically fill 72.4% of seats while the break-even load is 70.4%. - Utilization is about 3% higher in 2007-08 perhaps due to flight cancellations. • Gas prices are high and will remain so. • Downsize airlines • Merge. Domestic/international • Alternate transportation means • High speed train

  5. Matching supply to demand when supply is fixed • Examples of fixed supply: • Travel industries (fixed number of seats, rooms, cars, etc). • Advertising time (limited number of time slots). • Telecommunications bandwidth. • Size of the MBA program. • Doctor’s availability for appointments. • Revenue management is a solution: • If adjusting supply is impossible – adjust the demand! • Segment customers into • High willingness to pay • Low willingness to pay. • Limit the number of tickets sold at a low price, i.e., control the average price by changing the mix of customers.

  6. Environments suitable for revenue management • The same unit of capacity (e.g., airline seat) can be used to deliver services to different customer segments (e.g., business and leisure customers) at different prices. • High gross margins (so the variable cost of additional sales is low). • Perishable capacity (it cannot be stored) and limited capacity (all possible customers cannot always be served). • Capacity is sold in advance of demand: Costly adjustment of sold capacity. • There is an opportunity to segment customers (so that different prices can be charged) and different segments are willing to pay different prices. • It is not illegal or morally irresponsible to discriminate the customers. • Is Revenue management for incoming MBA class possible?

  7. Revenue Management:Booking limits and protection levels

  8. The Park Hyatt Philadelphia • 118 King/Queen rooms. • Hyatt offers a rL= $159 (low fare) discount fare for a mid-week stay, targeting leisure travelers. • Regular fare is rH= $225 (high fare) targeting business travelers. • Demand for low fare rooms is abundant. • Let D be uncertain demand for high fare rooms. • Suppose D has Poisson distribution with mean 27.3. • Assume most of the high fare (business) demand occurs only within a few days of the actual stay. • Objective: Maximize expected revenues by controlling the number of low fare rooms sold.

  9. Yield management decisions • The booking limit is the number of rooms to sell in a fare class or lower. • The protection level is the number of rooms you reserve for a fare class or higher. • Let Q be the protection level for the high fare class. Q is in effect while selling low fare tickets. • Since there are only two fare classes, the booking limit on the low fare class is • 118 – Q: • You will sell no more than 118-Q low fare tickets because you are protecting (or reserving) Q seats for high fare passengers. 0 118 Q seats protected for high fare passengers Sell no more than the low fare booking limit, 118 - Q

  10. The connection to the newsvendor • A single decision is made before uncertain demand is realized. • There is an overage cost: • D: Demand for high fare class; Q: Protection level for high fare class • If D < Q then you protected too many rooms (you over protected) ... • … so some rooms are empty which could have been sold to a low fare traveler. • There is an underage cost: • If D > Q then you protected too few rooms (you under protected) … • … so some rooms could have been sold at the high fare instead of the low fare. • Choose Q to balance the overage and underage costs.

  11. Optimal protection level • Overage cost: • If D < Q we protected too many rooms and earn nothing on Q - D rooms. • We could have sold those empty rooms at the low fare, so Co = rL. • Underage cost: • If D > Q we protected too few rooms. • D – Q rooms could have been sold at the high fare but were sold instead at the low fare, so Cu = rH – rL • Optimal high fare protection level: • Optimal low fare booking limit = 118 – Q* • Choosing the optimal high fare protection level is a Newsvendor problem with properly chosen underage and overage costs.

  12. Hyatt example • Critical ratio: • Poisson distribution with mean 27.3 • You can also use poisson(Q,mean=27.3,1)=0.29 Excel function to solve for Q. • Answer: 24 rooms should be protected for high fare travelers. Similarly, a booking limit of 118-24 = 94 rooms should be applied to low fare reservations.

  13. Related performance measure calculations • How many high-fare travelers will be refused a reservation? • Expected lost sales = 4.10, From Table 13.2 • How many high-fare travelers will be accommodated? • Expected sales = Expected demand - Lost sales = 27.3 - 4.1 = 23.2 • How many seats will remain empty? • Expected left over inventory = Q - Expected sales = 24 - 23.2 = 0.8. • What is the expected revenue assuming all low fare rooms are sold • $225 x Exp. Sales(=23.2) + $159 x Booking limit(=118-24=94)= $20,166. • Without yield management worst case scenario is selling all the rooms at the low fare and making $159 x 118 = $18,762. • With revenue management revenue increases by (20,166-18,762)/18,762=7.5%

  14. Example: Bulk Contracts • Most consumers of production, warehousing, and transportation assets face the problem of constructing a portfolio of long-term bulk contracts and short-term spot market contracts • Long-term contracts for low cost • Short-term contracts for flexibility • The basic decision is the size of the bulk contract • The fundamental trade-off is between wasting a portion of the low-cost bulk contract and paying more for the asset on the spot market

  15. Example: Bulk Contracts For the simple case where the spot market price is known but demand is uncertain, a formula can be used cB = bulk rate cS = spot market price Q* = optimal amount of the asset to be purchased in bulk Overage cost of buying too much in bulk: cB. Underage cost of buying too little in bulk: cS- cB.

  16. Numerical Example for Bulk Contracts: Buying transportation capacity to bring goods from China Bulk contract cost = cB = $10,000 per million units Spot market cost = cS = $12,500 per million units Normal monthly Demand for transportation: m = 10 million units, s = 4 million units Q* = Norminv((12.5-10/12.5),10,4) million units The manufacturer should sign a long-term bulk contract for Q* million units per month and purchase any transportation capacity beyond that on the spot market.

  17. Revenue Management:Overbooking

  18. Ugly reality: cancellations and no-shows • Approximately 50% of reservations get cancelled at some point in time. • In many cases (car rentals, hotels, full fare airline passengers) there is no penalty for cancellations. • Problem: • the company may fail to fill the seat (room, car) if the passenger cancels at the very last minute or does not show up. • Solution: • sell more seats (rooms, cars) than capacity. • Danger: • some customers may have to be denied a seat even though they have a confirmed reservation. • Passengers who get bumped off overbooked domestic flights to receive • Up-to $400 if arrive <= 2 hours after their original arrival time • Up-to $800 if arrive >= 2 hours after their original arrival time • According to April 16, 2008 decision of the Transportation Department

  19. Hyatt’s Problem • The forecast for the number of customers that do not show up ( X ) is Poisson with mean 8.5. • The cost of denying a room to the customer with a confirmed reservation is $350 in ill-will (loss of goodwill) and penalties. • How many rooms (y) should be overbooked (sold in excess of capacity)? • Newsvendor setup: • Single decision when the number of no-shows in uncertain. • Insufficient overbooking: Overbooking demand=X >y=Overbooked capacity. • Excessive overbooking: Overbooking demand=X <y=Overbooked capacity.

  20. Overbooking solution • Underage cost when insufficient overbooking • if X >y then we could have sold X-y more rooms… • … to be conservative, we could have sold those rooms at the low fare, Cu = rL. • Overage cost when excessive overbooking • if X <y then we bumped y-X customers … • … and incur an overage cost Co = $350 on each bumped customer. • Optimal overbooking level: • Critical ratio:

  21. Optimal overbooking level • Poisson distribution with mean 8.5 • Optimal number of overbooked rooms is y=7. • Hyatt should allow up to 118+7 reservations. • There is about F(6)=25.62% chance that Hyatt will find itself turning down travelers with reservations.

  22. Revenue Management:Complications

  23. Revenue management challenges … • Demand forecasting. • Wealth of information from reservation systems but there is seasonality, special events, changing fares and truncation of demand data. • Dynamic decisions. • Variable capacity: • Different aircrafts, ability to move rental cars around. • Group reservations; Cargo overbooking. • How to construct good “fences” to differentiate among customers? • One-way vs round-trip tickets. • Saturday-night stay requirement. • Non-refundability. • Advanced purchase requirements. • Multi-leg passengers/multi-day reservations for cars and hotels:

  24. With segment control there are only three booking limits for the O’Hare-JFK leg, one for each fare class. But an O’Hare-Heathrow customer may be more valuable, so you could have six booking limits, one for each fare-itinerary combination. But that leads to many booking limits, so group similar fare-itineraries into buckets: A solution to the multi-leg customer: buckets Heathrow O’Hare JFK

  25. Assign a bid price to each segment: A fare is accepted if it exceeds the sum of the bid prices on the segments it uses: For example, an O’Hare-JFK fare is accepted if it exceeds $290 A O’Hare-Heathrow fare is accepted if it exceeds $290+$170 = $460 The trick is to choose good bid-prices. Another solution to multi-legs: bid prices Heathrow O’Hare JFK

  26. Summary • Yield management (with protection levels) and overbooking give demand flexibility where supply flexibility is not possible. • The Newsvendor model can be used: • Single decision in the face of uncertainty. • Underage and overage costs. • These are powerful tools to improve revenue: • American Airlines estimated a benefit of $1.5B over 3 years. • National Car Rental faced liquidation in 1993 but improved via yield management techniques. • Delta Airlines credits yield management with $300M in additional revenue annually (about 2% of year 2000 revenue.)

  27. Summary of the Course • Modules • 1. Flow analysis • 2. Formulations • 3. Queues • 4. Quality • 5. Inventory • 6. Revenue management • The efficienttransformation of inputs into outputs to suitably satisfycustomers.

  28. The End My teaching is over Your learning is forever Towards better Do not give up ever

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