Abstract
This interview discusses the implementation of pricing and revenue management in a large, diversified company—Disney. The interview explores success factors to improve profitability by leveraging the role of analytics in the discipline of revenue management and pricing. The interview also illuminates the characteristics at the level of individual revenue and pricing managers that discriminate between high and average performers. The interview finally points towards the existence of biases in revenue management implementation and reminds that the inability to perceive the inevitable biases severely undermines the ability to improve profitability.
References
Healy, P. 2014. Ticket Pricing Puts ‘Lion King’ Atop Broadway’s Circle of Life. New York Times: A1.
Hinterhuber, A. 2015. Violations of Rational Choice Principles in Pricing Decisions. Industrial Marketing Management 47: 65–74.
Hinterhuber, A., and S.M. Liozu. 2017. The Micro-Foundations of Pricing. Journal of Business Research 76: 159–162.
Kotter, J.P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review 73 (2): 59–67.
Savage, S.L. 2009. The Flaw of Averages: Why We Underestimate Risk in the Face of Uncertainty. Hoboken, NJ: Wiley.
Ulrich, D., S. Kerr, and R. Ashkenas. 2002. The GE Work-out: How to Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking Organizational Problems—Fast!. New York, NY: McGraw-Hill.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Hinterhuber, A., Pollono, E. & Shafer, M. Elevating the cost of doing nothing: an interview with Mark Shafer. J Revenue Pricing Manag 17, 3–10 (2018). https://doi.org/10.1057/s41272-017-0130-0
Published:
Issue Date:
DOI: https://doi.org/10.1057/s41272-017-0130-0