우리 나라 특급 호텔의 수익률관리 적용 실태에 관한 연구

The Usages of the Yield Management Technique in Korean Five-Star Hotels

For many years, hoteliers has manipulated both room rates and occupancies to maximize sales revenue. Yield management(YM) involves adjusting room rates in response to the level of rooms booked for future arrival dates. There are a few problems in applying YM to the Korean hotel businesses. First there is the lack of understanding fully the concept of YM. Second they emphasize myopic forecasting strategy without building a YM culture. And the emphases on information technology fails to acknowledge how important are the organizational elements of a YM system. In addition, there has been little research on how well Korean hotel industry prepares the foundations for employing the technique of yield management. At present, there is little information available to identify both if Korean hotel practitioners fully understand the concept of YM and what kinds of problems they have in applying YM to their businesses. The major purpose of this study is to identify the above mentioned questions. This research involved a study of front office practitioners of Five-Star hotels in Seoul. The findings drawn from this study leads to the conclusion that Korean hotel industry needs to build the YM-oriented culture in order to apply YM to its business successfully. The problem studied ín this paper focused on the need to provide a foundation that enables the middle managers to employ YM techniques. It was found that the hotels fail to acknowledge how important are the organizational elements of a YM, such as communication, top management’s commitment, performance evaluation, and training. The results of not understanding the full picture of YM are found to be interdepartmental conflict, short-term gains at the expense of long-term business, and high levels of employee stress. To evade these negative effects, a hotel should build a strong culture of YM.