Resumen / Abstract
La disponibilidad de software se ha erigido como un requisito fundamental para la aplicación de Revenue Management desde sus inicios. El gran volumen y variedad de datos requeridos para la adopción de decisiones de Revenue Management ha impulsado el desarrollo de soluciones, tanto genéricas que hemos denominado software de Revenue Management, como específicas, nombradas como herramientas de Revenue Management; en el contexto nacional e internacional. En este trabajo se analiza la evolución y la utilización de ambos tipos en función de la pertenencia o no a cadena hotelera. A nivel internacional se aprecia la difusión, en etapas tempranas de la implantación de Revenue Management, de software genérico. Centrándonos en el caso de España, actualmente se usa un mayor número de herramientas. Se identifican cinco software de Revenue Management mayoritariamente utilizados por cadenas hoteleras (EasyRMS, Synergy, Price Match, Ideas y ARMS); y 25 herramientas de apoyo (shoppers, channel managers, entre otros)que aseguran estar utilizando actualmente un elevado porcentaje de los hoteles que pertenecen a cadenas (93%) y todos los independientes (100%).
The availability of software has constituted a fundamental requirement for the application of Revenue Management from its beginnings. The great volume and the variety of data required to adopt Revenue Management decisions has boosted the development of solutions in the national and international contexts that are both generic – which we have called Revenue Management software - and specific –Revenue Management tools. In this work, we analyse the evolution and the use of both types according to belonging to a hotel chain or not. At the international level, the diffusion of generic software is noted in the early stages of implementing Revenue Management. Centring on the case of Spain, more tools are currently used. Five software of Revenue Management have been identified, mainly utilised by hotel chains (EasyRMS, Synergy, Price Match, Ideas and ARMS), and 25 support tools (shoppers, channel managers, among others). The last ones are to a greater or lesser extent employed by a high percentage of the hotels that belong to chains (93%) and all those which are independent (100%).
