旅游管理专业英语试题综合模拟试卷带答案期末考试卷模拟试题期末考试题测试题自测卷VIP

PAGEPAGE1考试试卷教师填写课程学年第2学期旅游英语试题授课教师考试时间年月日姓名：课程类别必修[]选修[√]考试方式开卷[]闭卷[√]试卷类别(A、B、…)[A]共13页考生填写学院专业级姓名学号试题号一二三四五六七八九十总分成绩PartIReadingComprehension(10points)Directions:ReadingthefollowingpassageandchoosethecorrectanswersThewaysinwhichproductsareputtogether,thatisproductformulation,arethemostimportantresponsesmarketingmanagersmaketowhattheyknowoftheircustomers'needsandinterests.Productdecisions,withalltheirimplicationsforthemanagementofserviceoperationsandprofitability,reflectallaspectsofanorganization'smanagementpolicies,includinglong-termgrowthstrategy,investment,andpersonnelpolicy.Theylargelydeterminethecorporateimageanorganizationcreatesinthemindsofitsexistingandprospectivecustomers.Toagreatextent,thedesignofproductsdetermineswhatpricescanbecharged,whatformsofpromotionareneeded,andwhatdistributionchannelsareused.Forallthesereasons,customer-relatedproductdecisionsarethebasisofmarketingstrategyandtactics.AsthemostimportantofthefourP'sinthemarketingmix(product,price,promotionandplace),productformulationrequirescarefulconsiderationinanybranchofmarketing.Becauseoftheparticularnatureandcharacteristicsoftravelandtourism,thesubjectisespeciallycomplexinthetourismindustry.Anyvisittoatourismdestinationcomprisesamixofseveraldifferentcomponents,includingtravel,accommodation,attractionsandotherfacilities,suchascateringandentertainment.Sometimesallthecomponentsarepurchasedfromacommercialsupplier,e.g.whenacustomerbuysaninclusiveholidayfromatouroperator,orasksatravelagenttoputthecomponentstogetherforabusinesstrip.Sometimescustomerssupplymostofthecomponentsthemselves,e.g.whenavisitordriveshisowncartostaywithfriendsatadestination.Convenientlyknownasa"components'view",theconceptualizationoftravelandtourismproductsasagroupofcomponentsorelementsbroughttogetherina'bundle'selectedtosatisfyneeds,isavitalrequirementformarketingmanagers.Itiscentraltothisviewthatthecomponentsofthebundlemaybedesigned,alteredandfittedtogetherinwayscalculatedtomatchidentifiedcustomerneeds.Asfarasthetouristisconcerned,theproductcoversthecompleteexperiencefromthetimeheleaveshometothetimehereturnstoit.Thusthetouristproductistobeconsideredasanamalgamofthreemaincomponentsofattractions,facilitiesatthedestination,andaccessibilityofthedestination.Inotherwords,thetouristproductisnotanairlineseatorahotelbed,orrelaxingonasunnybeach,butratheranamalgamofmanycomponents,orpackage.Airlineseatsandhotelbeds,etc.aremerelyelementsorcomponentsofatotaltouristproductwhichisacompositeproduct.Withoutdetractinginanywayfromthegeneralvalidityandrelevanceofthisoverallviewoftourismproducts,ithastoberecognizedthatairlines,hotels,attractions,carrentalandotherproducerorganizationsintheindustry,generallytakeamuchnarrowerviewoftheproductstheysell.Theyfocusprimarilyontheirownservices.Manylargehotelgroupsandtransportoperatorsemployproductmanagersintheirmarketingteamsandhandleproductformulationanddevelopmententirelyintermsoftheoperationstheycontrol.Hotelsreferto'conferenceproducts',forexample,or'leisureproducts';airlinesto'businessclassproducts';andsoon.Forthisreason,theoverallproductconceptsetsthecontextinwhichtourismmarketingisconductedbutithasonlylimitedvalueinguidingthepracticalproductdesigndecisionsthatmanagersofindividualproducerorganizationshavetomake.Acomponents'viewofproductsstillholdsgood,however,becauseitisinthenatureofserviceproductsthattheycanbedividedintoaseriesofspecificserviceoperationsorelements,whichcombinetomakeuptheparticularproductscustomersbuy.Itisusuallyhighlyinstructivetoanalyzeanyserviceproducer'soperationsintermsofthefullsequenceofcontactsbetweencustomerandoperator,fromthetimethattheymakeinitialinquiries,untiltheyhaveusedtheproductandleftthepremises.Evenforaproductsuchasthatprovidedbyamuseum,thereisamplescopetoanalyzeallthestagesofavisitandpotentialpointsofcontactthatoccurfromthemomentthecustomerisinsightoftheentranceuntilheleavesthebuilding,saytwohourslater.Puttingthecomponents'viewinslightlydifferentterms,individualserviceproducersdesigningproductsmustdefineserviceconceptintermsofthebundlesofgoodsandservicessoldtothecustomerandtherelativeimportanceofeachcomponenttothecustomer.Tobringthetwodistinctiveaspectsoftouristproductstogether—theoverallviewandthatofindividualproducerorganizations—itispossibletoconsiderthemastwodifferentdimensions.Theoverallviewisahorizontaldimensioninthesensethataseriesofindividualproductcomponentsareincludedinit,andcustomers,ortouroperatorsactingasmanufacturers,canmaketheirselectiontoproducethetotalexperience.Bycontrast,theproducers'viewisaverticaldimensionofspecificserviceoperationsorganizedaroundtheidentifiedneedsandwantsoftargetsegmentsofcustomers.Producerstypicallyhaveregardfortheirinteractionswithotherorganizationsonthehorizontaldimensions,buttheirprincipalconcerniswiththeverticaldimensionoftheirownoperations.Fromthestandpointofapotentialcustomerconsideringanyformoftouristvisit,theproductmaybedefinedasabundleorpackageoftangibleandintangiblecomponents,basedonactivityatadestination.Thepackageisperceivedbythetouristastheexperienceavailableataprice,andmayincludedestinationattractionsandenvironment,destinationfacilitiesandservices,accessibilityofthedestination,imagesofthedestination,andpricetothecustomer.Destinationattractionsandenvironmentthatlargelydeterminecustomers'choiceandinfluenceprospectivebuyers'motivationsincludenaturalattractions,builtattractions,culturalattractionsandsocialattractions.Combined,theseaspectsofadestinationcompriseswhatisgenerically,ifloosely,knownasitsenvironment.Thenumberofvisitorstheenvironmentcanaccommodateinatypicalrangeofactivitiesonatypicalbusydaywithoutdamagetoitselementsandwithoutunderminingitsattractivenesstovisitorsisknownasitscapacity.Destinationfacilitiesandservicesareelementswithinthedestination,orlinkedtoit,whichmakeitpossibleforvisitorstostayandinotherwaysenjoyandparticipateintheattractions.Theseincludeaccommodationunits,restaurants,transportatthedestination,sportsactivities,retailoutlets,andotherfacilitiesandservices.Accessibilityofthedestinationreferstotheelementsthataffectthecost,speedandtheconveniencewithwhichatravelermayreachadestination,includinginfrastructure,equipment,operationalfactorsandgovernmentregulations.Theattitudesandimagescustomershavetowardsproductsstronglyinfluencetheirbuyingdecisions.Destinationimagesarenotnecessarilygroundedinexperienceorfacts,buttheyarepowerfulmotivatorsintravelandtourism.Imagesandtheexpectationsoftravelexperiencesarecloselylinkedinprospectivecustomers'mind.Anyvisittoadestinationcarriesaprice,whichisthesumofwhatitcostsfortravel,accommodation,andparticipationinaselectedrangeofservicesattheavailableattractions.Becausemostdestinationsofferarangeofproducts,andappealtoarangeofsegments,priceinthetravelandtourismindustrycoversaverywiderange.Visitorstravelingthousandsofmilesandusingluxuryhotels,forexample,payaverydifferentpriceinNewYorkthanstudentssharingcampus-styleaccommodationwithfriends.YetthetwogroupsmaybuyadjacentseatsinaBroadwaytheater.Pricevariesbyseason,bychoiceofactivities,andinternationallybyexchangeratesaswellasbydistancetraveled,transportmode,andchoiceoffacilitiesandservices.Withalittlethoughtitwillbeclearthattheelementscomprisingthefiveproductcomponents,althoughtheyarecombinedandintegratedinthevisitor'sexperience,areinfactcapableofextensiveandmoreorlessindependentvariationovertime.Someofthesevariationsareplanned,asinthecaseoftheDisneyWorlddevelopmentsinpreviouslyunusedareasaroundOrlando,Florida,wheremassiveengineeringworkshavetransformedthenaturalenvironmentandcreatedamajortouristdestination.Bycontrast,inNewYork,London,orParis,thecityenvironmentshavenotbeenmuchalteredfortravelandtourismpurposes,althoughtherehavebeenmassiveplannedchangesintheservicesandfacilitiesavailabletovisitors.Manychangesindestinationattractionsarenotplanned,andinnorthernEuropethedeclineinpopularityoftraditionalseasideresortssincethe1960shasbeenlargelytheresultofchangesintheaccessibilityofcompetingdestinationsinthesunniersouthoftheContinent.Changesintheproductcomponentsoftenoccurinspiteof,andnotbecauseof,thewishesofgovernmentsanddestinationplanners.Theyoccurbecausetravelandtourism,especiallyattheinternationallevel,isarelativelyfreemarket,withcustomersabletopursuenewattractionsastheybecomeavailable.Changesinexchangerates,whichalterthepricesofdestinations,arecertainlynotplannedbythetourismindustry,buthaveamassiveeffectonvisitornumbers,asthemovementsbetweentheUKandtheUSAsince1978havedemonstrated.Itisinthepromotionalfieldofimagesandperceptionsthatsomeofthemostinterestingchangesoccur,andtheseareTheviewoftheproducttakenbycustomers,whetherornottheybuyaninclusivepackagefromatouroperatorortravelwholesaler,isessentiallythesamevieworstandpointasthatadoptedbytouroperators.Touroperatorsactonbehalfoftheinterestsoftensorhundredsofthousandsofcustomers,andtheirbrochuresareapracticalillustrationofblendingthefiveproductcomponents.Theoverallviewisalsothestandpointofnational,regionalandlocaltouristorganizations,whoseresponsibilitiesusuallyincludethecoordinationandpresentationoftheproductcomponentsintheirareas.Thisresponsibilityisanimportantoneevenifthedestinationtouristorganizationsareengagedonlyinliaisonandjointmarketing,andnotinthesaleofspecificproductofferstotravelers.Inconsideringtheproduct,weshouldnotethatthereisnonaturalorautomaticharmonybetweencomponents,suchasattractionsandaccommodation,andtheyareseldomunderanyoneorganization'scontrol.Evenwithincomponentsectorssuchasaccommodationtherewillusuallybemanydifferentorganizations,eachwithdifferent,perhapsconflicting,objectivesandinterests.Indeeditisthediversityorfragmentationofoverallcontrol,andtherelativefreedomofproducerorganizationstoactaccordingtotheirperceivedself-interests,atleastintheshortterm,whichmakesitdifficultfornational,regionalandevenlocaltouristorganizationstoexertmuchcoordinatinginfluence,eitherinmarketingorinplanning.Partofthisfragmentationsimplyreflectsthefactthatmostdevelopeddestinationsofferawiderangeoftourismproductsanddealwithawiderangeofsegments.Inthelongterm,however,thefuturesuccessofadestinationmustinvolvecoordinationandrecognitionofmutualinterestsbetweenallthecomponentsoftheoveralltourismproduct.Theoverallviewoftourismproductsishighlyrelevanttothemarketingdecisionstakenbyindividualproducers,especiallyinestablishingtheinterrelationshipsandscopeforcooperationbetweensuppliersindifferentsectorsoftheindustry,e.g.betweenattractionsandaccommodation,orbetweentransportandaccommodation.Butinordertodesigntheirproductoffersaroundspecificserviceoperations,thereareinternaldimensionsofproductsformarketerstoconsider;thesearecommontoallformsofconsumermarketingandpartofwidelyacceptedmarketingtheory.Marketingmanagersneedtothinkabouttheproductonthreelevels:Thecoreproduct,whichistheessentialserviceorbenefitdesignedtosatisfytheidentifiedneedsoftargetcustomersegments.Thetangibleproduct,whichisthespecificofferforsalestatingwhatacustomerwillreceiveforhismoney.Theaugmentedproduct,whichcomprisesalltheformsofaddedvalueproducersmaybuildintotheirtangibleproductofferstomakethemmoreattractivetotheirintendedcustomers.Thefollowingexampleofaninclusiveweekendbreakinahotelwillhelptoexplainwhatthethreelevelsmeaninpractice.Theproductofferisapackagecomprisingtwonight'saccommodationandtwobreakfasts,whichmaybetakenatanyoneofachainofhotelslocatedinseveraldifferentdestinations.Becauseofthebedroomdesignandfacilitiesavailableatthehotels,thepackageisdesignedtoappealtoprofessionalcoupleswithyoungchildren.Theproductisofferedforsaleataninclusivepricethroughabrochure,whichisdistributedateachofthehotelsinthechainandthroughtravelagents.Theexamplerevealsthethreeproductlevels.Coreproductisintangiblebutcomprisestheessentialneedorbenefitasperceivedandsoughtbythecustomer,expressedinwordsandpicturesdesignedtomotivatepurchase.Intheexampleunderdiscussion,thecoreproductmaybedefinedasrelaxation,rest,funandself-fulfillmentinafamilycontext.Itshouldbenotedthatthecoreproductreflectscharacteristicsofthetargetcustomersegments,notthehotel.Thehotelmay,anddoesaimto,designitscoreproductbetterthanitscompetitors,andtoachievebetterdeliveryofthesoughtbenefits.Butallitscompetitorsareaimingatthesamebasiccustomerneedsandofferingvirtuallyidenticalbenefits.Customers'coreneedsusuallytendnottochangeveryquickly,althoughahotel'sabilitytoidentifyandbettersatisfysuchneedscanchangeconsiderable.Sincecustomerperceptionsareneverpreciselyunderstood,thereisamplescopeforimprovementinthisarea.Tangibleproductcomprisestheformalofferoftheproductassetoutinabrochure,statingexactlywhatistobeprovidedataspecifiedtimeataspecifiedprice.Intheexampleunderdiscussion,thetangibleproductistwonightsandtwobreakfastsataparticularlocation,usingroomsofadefinedstandard,withbathroom,TV,telephone,etc.Theprovision(ifany)ofelevators,coffeeshops,air-conditioningandswimmingpoolareallwithintheformalproductandthenameofthehotelisalsoincluded.Inthecaseofhotelproductsgenerally,thereisoftenverylittletochoosebetweencompetitors'tangibleproductoffers,andpricemaybecomeaprincipalreasonforchoice.Blindfoldedandledtoanyoneof,say,twentycompetitors'premises,mosthotelcustomerswouldnoteasilyrecognizetheidentityoftheirsurroundings.Thebrochuredescriptionofthetangibleproductformsthebasiccontractofsale,whichwouldbelegallyenforceableinmostcountries.Bothtangibleandintangible,augmentationishardertodefinewithprecision.Itcomprisesthedifferencebetweenthecontractualessentialsofthetangibleproductandthetotalityofallthebenefitsandservicesexperiencedinrelationtotheproductbythecustomerfromthemomentoffirstcontactinconsideringabookingtoanyfollow-upcontactafterdeliveryandconsumptionoftheproduct.Theaugmentedproductalsoexpressestheideaofvalueaddedoverandabovetheformaloffer.Itrepresentsavitalopportunityforproducerstodifferentiatetheirownproductsfromthoseofcompetitors.Intheexampleunderdiscussiontheremaybeuptotwenty'addons',somefairlytrivial,suchasacomplimentaryboxofchocolatesonarrival,andsomesignificant,suchasentranceticketstolocalattractionsorentertainments.Someoftheaddedbenefitsaretangibleasindicated,butsomeareintangible,suchasthequalityofserviceprovidedandthefriendlinessofstaffatreception,inbarsandsoon.Alsointangibleistheimageor'position'theproductoccupiesincustomers'minds.Inthecaseofahotelgroupthiswillbecloselyrelatedtothecorporateimageandbrandingofthegroup.Intheexampleunderdiscussion,theaugmentedelementswouldbepurpose-designedanddevelopedaroundthecoreproductbenefitsinwayscalculatedtoincreasetheappealtothetargetsegment'sneeds.Thereis,inevitably,anareaofoverlapbetweenthetangibleandaugmentedelementsoftheproduct,whichcannotbedefinedwithanyprecision.1.WhichofthefollowingisnotincludedinthefourP'sinthemarketingmix?A.productB.priceC.promotionD.people2.Accordingtotheoverallview,thetourismproductistobeconsideredasanamalgamofthefollowingelementsexcept_______.A.attractionsB.facilitiesatthedestinationC.touristsD.accessibilityofthedestination3.Whichofthefollowingisnotconsideredpartofthedestinationfacilities?A.HotelsB.RestaurantsC.SportsactivitiesD.Schools4.Thecarryingcapacityofadestinationisdefinedas_______.thenumberofvisitorstheenvironmentcanaccommodateinatypicalrangeofactivitiesonatypicalbusydaywithoutdamagetoitselementsandwithoutunderminingitsattractivenesstoitsvisitors.thenumberoftravelersthedestinationcanputupforitsdailyactivitieswithoutdamagetoitsfacilities.thenumberoftouristsadestinationcancontaininatypicalrangeofdailyactivitieswithoutdamagetoitssurroundings.thenumberofpeopleaparkcanholdinatypicalbusydayforitsentertainmentactivitieswithoutdamagetoitsinstallationsandwithoutharmingitsimage.5.TheBigApplerefersto_________.A.NewYorkB.Washington,D.C.C.LosAngelesD.Boston6.Whichofthefollowingisnotoneofthethreelevelsonwhichmarketingmanagersneedtothinkaboutthetourismproduct?A.ThecoreproductB.ThetangibleproductC.TheintangibleproductD.Theaugmentedproduct7.Accessibilityofadestinationreferstotheelementsthataffectthecost,speed,andtheconveniencewithwhichatouristmay_____adestination.A.stayinB.gettoC.leaveD.contact8.Thecoreproductis_______.A.tangibleB.intangibleC.physicalD.invisible9.Thedesignoftourismproductslargelydeterminesthefollowingexcept______.A.thepriceB.theformofdistributionC.thedistributionchannelD.thecustomers'buyingdecision10.Theaugmentedproductisthedifferencebetween_________.A.theformalofferandtheactualtotalexperienceofthetouristsB.thecontractualessentialsandthetotalityoftourists'expectationsC.theadd-onvaluesandtherealvaluesD.thetangibleproductandthefollow-upactivitiesPartIITermsUsedinTourismIndustry(30points)Directions:SpelloutthefollowinginitialsandacronymsLBOMBOCRSROIEDIERPCNTACEOADRPOSDirections:DefinethefollowingtermssynergyDelphiAnalysisIntellectualPropertySeven-SFrameworkmissionstatementPartIIIQuestionsandAnswers(20points)Directions:GiveabriefanswertoeachofthefollowingquestionsWhatisthesignificanceoftheAirlineDeregulationActof1978totheAmericantourismindustry?WhatarethedifferencesbetweenGDPandGNP?Whatarethekeymanagementfunctions?Howdoesyieldmanagementworkinhotelmanagement?PartIVTranslation(30points)Directions:TranslatethefollowingpassageintoChinese.AccordingtoadvancefiguresfromtheU.S.BureauofEconomicAnalysis,thenationaleconomy(asmeasuredbygrossdomesticproduct)contractedataninflation-adjusted0.4percentannualrateinthethirdquarter—thefirstquarterofnegativegrowthinmorethaneightyears.Mosteconomistspredictanevenlargercontractioninthefourthquarterof2001.Ifthereisnegativegrowthinthefourthquarterof2001,thentheeconomyofficiallywillbeinarecession.Withintherestaurantindustry,theemploymentpicturealsolooksbleak.Onaseasonallyadjustedbasis,eating-and-drinkingplacescut42,000jobsinOctober,whichfolloweda43,000jobreductioninSeptember.Thismarkstheworstrestaurant-industryemploymentperformanceonrecordforthosetwomonths.Directions:TranslatethefollowingpassageintoEnglish.管理从19世纪末才开始形成一门科学，但是管理的概念和实践已经存在了数千年。纵观管理思想发展的全部历史，大致可以划分为4个阶段：第一阶段为早期的管理思想，产生于19世纪末以前；第二阶段为古典的管理思想，产生于19世纪末到1930年之间，以泰勒（FrederickW.Taylor）与法约尔（HenriFayol）等人的思想为代表；第三阶段为中期的管理思想，产生于1930年到1945年之间，以梅奥（EltonMayo）与巴纳德（ChesterI.Barnard）等人的思想为代表；第四阶段为现代管理思想，产生于1945年以后。这一时期管理领域非常活跃，出现了一系列管理学派，每一学派都有自己的代表人物。旅游英语试卷（A）参考答案PartIReadingComprehension(10points)1.D2.C3.D4.A5.A6.C7.B8.B9.D10.APartIITermsUsedinTourismIndustry(30points)Directions:Spelloutthefollowinginitialsandacronyms(10points)LBO:leveragedbuyoutMBO:mananagmentbyobjectivesCRS:computerreservationsystemROI:returnoninvestmentEDI:electronicdatainterchangeERP:enterpriseresourceplanningCNTA:ChinaNationalTourismAdministrationCEO:chiefexecutiveofficerADR:averagedailyratePOS:pointofsaleDirections:Definethefollowingterms(20points)synergy:Inthebusinessworld,itistheconceptthatthecombinationoftwoormoredifferentbusinesses,activities,orprocesseswillcreateanoverallvaluethatisgreaterthanthesumofindividualparts.DelphiAnalysis:Itisaforecastingtechniqueinwhichapanelofexpertsmakespredictionsaboutthefutureregardingaparticularissue.Eachpanelmembermakesanindividualprojectionorforecast,andeachoftheprojectionsisassembledintoacompositereport,whichisthenreviewedbytheentiregroup.IntellectualProperty:Itisacollectivetermusedtorefertoideasorworksintheclassesofindustrialpropertyorcopyright.Industrialpropertymeanslegalrightsintheformofpatents,technologicalinventions,trademarks,industrialdesigns,andappellationsoforigin.Copyrightmeanslegalrightsintheformofliteraryworks,musicalworks,andartisticworks,andinfilms,books,andperformanceofperformingartsinliveformandinanyrecordedformat,includingphotographs,televisionorothervisualmedium.Seven-SFramework:ItisaframeworkdevelopedbyMcKinsey&Co.consultantstoassistunderstandingtheinterrelatedstrategicelementsthatdetermineacompany’ssuccessorfailure.SevenSreferstostrategy,structure,staff,super-ordinatedgoals,skills,style,andsystem.missionstatement:Itisashortstatementofthecentralpurposes,strategiesandvaluesofacompany.PartIIIQuestionsandAnswers(20points)Directions:GiveabriefanswertoeachofthefollowingquestionsWhatisthesignificanceoftheAirlineDeregulationActof1978totheAmericantourismindustry?TheAirlineDeregulationActwasapieceofUSlegislationsignedintolawonOctober28,1978.Themainpurposeoftheactwastoremovegovernmentcontrolfromcommercialaviationandexposethepassengerairlineindustrytomarketforces.ItmakestheAmericantourismindustrymorecompetitiveandmoremarketoriented.WhatarethedifferencesbetweenGDPandGNP?GDPreferstogrossdomesticproductwhileGNPreferstogrossnationalproduct.GNP),ineconomics,isaquantitativemeasureofanation'stotaleconomicactivity,generallyassessedyearlyorquarterly.GNPequalsthegrossdomesticproductplusincomeearnedbydomesticresidentsthroughforeigninvestmentsminustheincomeearnedbyforeigninvestorsinthedomesticmarket.GDPisthemonetaryvalueofallofanation'sgoodsandservicesproducedwithinanation'sbordersandwithinaparticularperiodoftime,suchasayear,whilegrossnationalproductcoversallgoodsandservicesproducedbytheresidentsregardlessofwheretheywereworking.Whatarethekeymanagementfunctions?Theyareplanning,organizingandstaffing,leading,andcontrolling.Planningisanalyzingasituation,determiningthegoalsthatwillbepursuedinthefuture,anddecidinginadvancetheactionsthatwillbetakentoachievethesegoals.Thesecondmajormanagementfunction,organizingandstaffingincludestheeffortsofmanagerstoassemblethehuman,financial,physical,andinformationresourcesneededtocompletethejobandtogroupandcoordinateemployees,tasks,andresourcesformaximumsuccess.Theleadingfunctionfocusesonthemanager’seffortstostimulatehighperformanceamongemployees.Thisactivityinvolvesdirecting,motivating,andcommunicatingwithemployees,bothasindividualsandingroups.Asaresult,thefourthfunction,controlling,emphasizesevaluationandchange.Howdoesyieldmanagementworkinhotelmanagement?Yieldmanagement,alsoknownasrevenuemanagement,istheprocessofunderstanding,anticipatingandreactingtoconsumerbehaviourinordertomaximizerevenue.Yieldmanagementisbeingpracticedinairlinesindustryforthelast20yearsandalsointhehotelsinternationallyforabout10years.Itbasicallyappliestoallretailsectorswherecapacityisfixedandenablesthevendorslikehotelstopricetheproductdifferentlyfordifferentmarketsegments,purchasepatternsanddistributionchannels.Thebasicobjectiveistoincreasetherevenueandthecontributionbychargingahigherpricefromcertainmarketsegments,distributionchannels,purchasepatternslikelengthofadvancebookingetc.Thisisnowbeingpracticedverywidelybyallthehotelchainsandprogressiveindependenthotelsformarketingofhotelroominventories.Thestrategyisdesignedtodramaticallyincreaserevenues,maximiseprofits,greatlyimprovetheeffectivenessofmarketsegmentation,opennewmarketsegmentsandstrengthenproductportfoliostrategies.Thestrategyandtheimplementationisdependentonhavingagooddataaboutpastpurchases