Revenue management strategies under the lunar–solar calendar: Evidence of Chinese restaurant operations

Abstract This paper discusses the lunar–solar calendar-driven festivals that affect Chinese restaurant operations. In-depth interviews and a survey were carried out with 50 catering professionals to provide information that was subsequently used to estimate the change of restaurant turnover due to the identified festivals. Four core common lunar–solar calendar-driven festivals that create more demand for dining out across China were identified. They generated extra revenue, which was nearly 10% of total annual business for restaurants. The study also ascertained 21 measures related to revenue management strategies to cope with these demand variations. In addition, a new restaurant revenue management strategy framework was developed. Recommendations based on this study were suggested to multi-functional restaurants and hotel systems.

[1]  Steven M. Shugan,et al.  Services and Seasonal Demand , 2000 .

[2]  Sheryl E. Kimes,et al.  Restaurant Revenue Management , 2004 .

[3]  Bernard J. McEvoy Integrating operational and financial perspectives using yield management techniques: an add-on matrix model , 1997 .

[4]  Frank Parise The Book of Calendars , 2002 .

[5]  Jochen Wirtz,et al.  Has Revenue Management become Acceptable? , 2003 .

[6]  Juliet Bredon,et al.  The Moon Year , 1983 .

[7]  M. Easterby-Smith,et al.  Management Research: An Introduction , 1991 .

[8]  Alex M. Susskind,et al.  An Evaluation of Guests’ Preferred Incentives to Shift Time-variable Demand in Restaurants , 2004 .

[9]  Revenue Management at Prego Italian Restaurant , 2003 .

[10]  Sheryl E. Kimes,et al.  Developing a Restaurant Revenue-management Strategy , 1999 .

[11]  Sheryl E. Kimes,et al.  Restaurant Revenue Management at Chevys: Determining the Best Table Mix , 2004, Decis. Sci..

[12]  H. Aslaksen The Mathematics of the Chinese Calendar , 2010 .

[13]  Peter Jones,et al.  Quality, capacity and productivity in service industries , 1988 .

[14]  Jochen Wirtz,et al.  How long should dinner take? Measuring expected meal duration for restaurant revenue management , 2002 .

[15]  Sheryl E. Kimes,et al.  Restaurant revenue management: Could it work? , 2005 .

[16]  香港特別行政區政府統計處,et al.  Hong Kong annual digest of statistics , 1978 .

[17]  中華人民共和国国家統計局 China statistical yearbook , 1988 .

[18]  Michael Quinn Patton,et al.  How to use qualitative methods in evaluation , 1987 .

[19]  Sheryl E. Kimes,et al.  Implementing Restaurant Revenue Management , 1999 .

[20]  Jeff Shields Resturant Revenue Management: An Investigation into Changing Standard Operating Proceduresto Maximize Revenue , 2006 .

[21]  M. Denscombe The Good Research Guide: for small-scale social research projects , 1998 .

[22]  Handbook of services marketing & management , 2000 .

[23]  Gu Huimin,et al.  Hotel Reform in China , 2005 .

[24]  Brian Sill Capacity Management: Making Your Service Delivery More Productive , 1991 .

[25]  Barry Turner,et al.  Some practical aspects of qualitative data analysis: One way of organising the cognitive processes associated with the generation of grounded theory , 1981 .

[26]  Kate Walsh,et al.  Qualitative research: Advancing the science and practice of hospitality , 2003 .

[27]  Karl J. Mayer,et al.  Yield management in Las Vegas casino hotels , 1997 .

[28]  Breffni M. Noone,et al.  Managing the long-term profit yield from market segments in a hotel environment: a case study on the implementation of customer profitability analysis , 1999 .

[29]  B. Turner,et al.  Grounded Theory and Organizational Research , 1986 .

[30]  Wai-hung Wilco Chan Managerial roles of hotel pre-opening teams in developing countries such as China , 1993 .