As a consequence of implementing revenue management systems, many service firms (e.g., airlines, hotels, car rentals) systematically overbook capacity, thus striving to maximize the revenue at one particular point in time (i.e., one flight, one night, and one day). The academic literature has not addressed how customers behaviorally respond to overbooking experiences, such as downgrading, denied service, or upgrading. In this article, the authors use the econometric technique of conditional difference-in-differences analysis to study the effect of such incidences on customer usage patterns in an airline context. They find that customers who experience negative consequences of revenue management significantly reduce the amount of their transactions with the airline, whereas upgraded customers exhibit only weak positive responses. The effects of the negative events are stronger for high-value customer groups, whereas significant effects of positive events can be found only for a low-value customer group. The results suggest the need for a stronger focus on customer reactions to revenue management practices. On a more general level, the study contributes to a more interdisciplinary view of service management by demonstrating the need for a closer interaction between management functions (e.g., marketing and operations) in developing and managing concepts of companywide importance.
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As a consequence of implementing revenue management systems, many service firms (e.g., airlines, hotels, car rentals) systematically overbook capacity, thus striving to maximize the revenue at one particular point in time (i.e., one flight, one night, and one day). The academic literature has not addressed how customers behaviorally respond to overbooking experiences, such as downgrading, denied service, or upgrading. In this article, the authors use the econometric technique of conditional diff...
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