Yield management in advanced system of hotel management

What is the position of yield management in hotel business organization? What is its potential? Is this totally achieved or is there still an unexpressed margin? And with what organizational form does yield management best develop its potential? Innovations regarding organizational structure and work organization in hotels have placed in doubt the role and position which yield management currently holds in hotels. This paper analyses, first of hall, the principal causes for the failure of yield management systems and then relates these to the organizational structures widespread in the tourism-hospitality business. In this way the characteristics of a mixed traditional system are analyzed, along with the role that yield management plays in it; we shall also analyze a more advanced form of organization, that of organizational learning, and its ability to strengthen the role and function of yield management, to the point of reaching the most advanced organizational form, still rarely recognizable in practice, which is the learning organization which manages to develop to the maximum the potential of yield management as a management technique and not merely a technique for the determination of prices and the optimization of revenue. The paper ends whit the formulation of four different scenarios for the evaluation of yield management and their applicability.