Relationship or revenue: Potential management conflicts between customer relationship management and hotel revenue management
Relationship or revenue: Potential management conflicts between customer relationship management and hotel revenue management
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DOI：
10.1016/j.ijhm.2011.10.005
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发表时间：
2012-09
影响因子：
11.7
通讯作者：
Xuan Wang
中科院分区：
文献类型：
--
作者：
Xuan Wang
客户关系管理（CRM）和收益管理（RevM）的概念已经被酒店业的管理者所接受，尽管在实践中，公司可能会发现很难完全适应这两个概念。本文考察了这两种做法之间的兼容性，并从客户经理和收益经理的角度讨论了可能发生的管理冲突。从一家国际酒店公司收集的调查结果揭示了潜在管理冲突的几个原因，包括：管理目标、管理时间表、感知业务资产、绩效指标和CRM与RevM之间的管理重点，这是由于管理者的优先事项和实现个人设定目标的方法存在分歧。这些差异在以前的研究中很少被全面调查，但在整合CRM和RevM实践中至关重要。
The concepts of customer relationship management (CRM) and revenue management (RevM) have been embraced by managers in the hospitality industry although, in practice, companies may find it difficult to accommodate both fully. This paper examines the compatibility between the two practices and discusses the possible management conflicts that occur from both account managers’ and revenue managers’ viewpoints. Findings gathered from an international hotel company reveal several causes of potential management conflicts including: management goals, management timescales, perceived business assets, performance indicators and management foci between CRM and RevM due to divergence occurring in managers’ priorities and in their approaches to achieving their individual set goals. These differences have rarely been comprehensively investigated in previous studies, yet are vital in integrating CRM and RevM practices.