The perception among individuals working in revenue management is that cruise ships are nothing more than floating hotels. Although the cruise and hospitality industries have similarities when it comes to their revenue management and pricing practices, there are many key differences that should be addressed. This article describes why common hotel revenue management practices are not applicable to a cruise revenue management strategy.
This is a preview of subscription content, log in to check access.
Buy single article
Instant access to the full article PDF.
Price includes VAT for USA
Subscribe to journal
Immediate online access to all issues from 2019. Subscription will auto renew annually.
This is the net price. Taxes to be calculated in checkout.
1 Neil Biehn is currently a Senior Scientist II at PROS Revenue Management in Houston, TX. His fields of expertise are Hospitality and Cruise Line Revenue Management in which he has over five years of experience. Dr Biehn received his PhD in Operations Research from North Carolina State University, where his research focused on nonlinear optimization of continuous optimal control problems with state constraints.
About this article
Cite this article
Biehn, N. A cruise ship is not a floating hotel. J Revenue Pricing Manag 5, 135–142 (2006). https://doi.org/10.1057/palgrave.rpm.5160034
- revenue management
- cruise lines