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The “Killer Application” of Revenue Management: Harrah's Cherokee Casino & Hotel

Author

Listed:
  • Richard Metters

    (Goizueta Business School, Emory University, Atlanta, Georgia 30322)

  • Carrie Queenan

    (Mendoza College of Business, University of Notre Dame, Notre Dame, Indiana 46556)

  • Mark Ferguson

    (College of Management, Georgia Institute of Technology, Atlanta, Georgia 30308)

  • Laura Harrison

    (Harrah's Cherokee Casino & Hotel, Cherokee, North Carolina 28719)

  • Jon Higbie

    (Revenue Analytics, Atlanta, Georgia 30339)

  • Stan Ward

    (JDA Software Group, Inc., Marietta, Georgia 30067)

  • Bruce Barfield

    (The Rainmaker Group, Alpharetta, Georgia 30022)

  • Tammy Farley

    (The Rainmaker Group, Alpharetta, Georgia 30022)

  • H. Ahmet Kuyumcu

    (The Rainmaker Group, Alpharetta, Georgia 30022)

  • Amar Duggasani

    (The Rainmaker Group, Alpharetta, Georgia 30022)

Abstract

Harrah's Cherokee Casino & Hotel is an unusual example of the use of revenue-management (RM) techniques. Typical RM installations yield revenue improvements of between 3 and 7 percent. The Harrah chain has seen 15-percent improvements, with Harrah's Cherokee Casino & Hotel as the largest beneficiary---although it does not serve alcohol or have traditional table games. In addition, the RM techniques that the Cherokee uses, such as its pricing decisions and customer-segmentation rules, are different from those used in RM applications in other industries.

Suggested Citation

  • Richard Metters & Carrie Queenan & Mark Ferguson & Laura Harrison & Jon Higbie & Stan Ward & Bruce Barfield & Tammy Farley & H. Ahmet Kuyumcu & Amar Duggasani, 2008. "The “Killer Application” of Revenue Management: Harrah's Cherokee Casino & Hotel," Interfaces, INFORMS, vol. 38(3), pages 161-175, June.
    • Handle: RePEc:inm:orinte:v:38:y:2008:i:3:p:161-175
    DOI: 10.1287/inte.1080.0367
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    References listed on IDEAS

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    1. Barry C. Smith & John F. Leimkuhler & Ross M. Darrow, 1992. "Yield Management at American Airlines," Interfaces, INFORMS, vol. 22(1), pages 8-31, February.
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    3. William J. Carroll & Richard C. Grimes, 1995. "Evolutionary Change in Product Management: Experiences in the Car Rental Industry," Interfaces, INFORMS, vol. 25(5), pages 84-104, October.
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    Cited by:

    1. Mihai Banciu & Andreas Hinterhuber & Fredrik Ødegaard, 2023. "Revenue management in sports, live entertainment and arts," Journal of Revenue and Pricing Management, Palgrave Macmillan, vol. 22(3), pages 185-187, June.
    2. Kathryn L. Combs & Jaebeom Kim & Jim Landers & John A. Spry, 2016. "The Responsiveness of Casino Revenue to the Casino Tax Rate," Public Budgeting & Finance, Wiley Blackwell, vol. 36(3), pages 22-44, September.
    3. Irene Ng & Nick K.T. Yip, 2009. "Mechanism design in an integrated approach towards revenue management: the case of Empress Cruise Lines," The Service Industries Journal, Taylor & Francis Journals, vol. 31(3), pages 469-482, February.
    4. Daniel Sturm & Kathrin Fischer, 2019. "A cabin capacity allocation model for revenue management in the cruise industry," Journal of Revenue and Pricing Management, Palgrave Macmillan, vol. 18(6), pages 441-450, December.
    5. Klein, Robert & Koch, Sebastian & Steinhardt, Claudius & Strauss, Arne K., 2020. "A review of revenue management: Recent generalizations and advances in industry applications," European Journal of Operational Research, Elsevier, vol. 284(2), pages 397-412.
    6. David Post & Martin Spann, 2012. "Improving Airline Revenues with Variable Opaque Products: “Blind Booking” at Germanwings," Interfaces, INFORMS, vol. 42(4), pages 329-338, August.
    7. Matthew J. Liberatore & Wenhong Luo, 2010. "The Analytics Movement: Implications for Operations Research," Interfaces, INFORMS, vol. 40(4), pages 313-324, August.

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