物流管理,供应链管理课件chopra4_ppt_ch15.ppt

Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall. 15-* Chapter 15Pricing and Revenue Management in the Supply Chain 15-* Outline The Role of Pricing and Revenue Management in a Supply Chain Pricing and Revenue Management for Multiple Customer Segments Pricing and Revenue Management for Perishable Assets Pricing and Revenue Management for Seasonable Demand Pricing and Revenue Management for Bulk and Spot Customers The Role of IT in Pricing and Revenue Management Using Pricing and Revenue Management in Practice Summary of Learning Objectives 15-* The Role of Pricing and Revenue Management in the Supply Chain Revenue management is the use of pricing to increase the profit generated from a limited supply of supply chain assets Supply assets exist in two forms: capacity and inventory Revenue management may also be defined as the use of differential pricing based on customer segment, time of use, and product or capacity availability to increase supply chain profits Most common example is probably in airline pricing 15-* Conditions Under Which Revenue Management Has the Greatest Effect The value of the product varies in different market segments (Example: airline seats) The product is highly peri