Assessing the link Between Revenue Management and Performance: Insights from the Italian Tourism Industry

Purpose: the purpose of this paper is to analyse the role and scope of revenue management activities and its impact on competitiveness of Italian tourism Industry taking into consideration exogenous factors that may drive its effectiveness. Prior research shed light from different lens (Lennon, 2003; Linstrom, 2009; Mainzer, 2004; Wang & Bowie, 2009). Design/methodology/approach: research design was based on a web survey. The conceptual model was developed using items generated from a prior analysis of the literature. Successively, variables were grouped into dependent (performance related items) and independent variables consistent with findings of existing literature (Chang, Gong, & Shum, 2011; Hung & Law, 2011; Jiménez-Zarco, Martinez-Ruiz, & Izquierdo-Yusta, 2011; Kanerva, Hollanders, & Arundel, 2006; OECD, 2006; Ottenbacher & Harrington, 2010). Questionnaire was e-mailed to a range of companies according to their NACE Rev.2 codes (European Commission, 2008). Although interesting suggestions can be drawn by literature, to the best knowledge of the authors our empirical analysis is one of the few attempts to explore the topic in Italy in an extensive way. Research limitations/implications: this study was conducted in only one sector and one country (Italy) and considered only SMEs. Practical implications– This study provides new insights for practical business management operating in tourism industry. Indeed, it clarifies the role of the Revenue Manager and shows its usefulness within SMEs