I 摘要 本文以R酒店为分析对象，研究了基于需求价格弹性的旅游酒店定价策略。 本文分析了R酒店的经营状况和定价策略及问题，并收集了其旗下的日松贡布酒 店和华美达安可酒店自开业以来的客房销售数据，构建了对数线性回归模型，以售 出房晚数和入住人数两个指标来刻画酒店需求，测算了不同客户、不同房型和不同 时段的需求弹性系数，并据此为酒店的定价策略提出建议。同时，本文还建立线性 规划模型，在收入最大化的目标下及客房数量约束下计算最优定价。研究结论如下： 第一， R酒店的经营状况增长趋势欠佳。酒店总收入增速低于销量增速，而 销量增速低于市场需求量增速。这说明酒店的定价策略可能存在问题，未能实现收 入最大化。 第二，R酒店当前的定价策略不合理。首先，对季节的划分不符合实际。目前 认定的旺季，并非酒店入住率最高时段，认定的淡季也并非入住率最低时段。本文 根据每个酒店的实际入住率分布，对酒店定价季节进行了重新划分。其次，对不同 房型、不同客户的差异区分不足，且缺乏灵活性。同时，不同年度的定价调整并未 带来显著收益。 第三，不同客户、不同季节、不同房型具有不同的需求弹性系数，应采用不同 的调价策略。首先，相对于售出房晚数对房价的敏感度，入住人数对人均价更为敏 感。其次，对于日松贡布酒店，对于大部分房型、季节和客户都应采用提价策略， 而对于华美达安可酒店，不同房型、不同季节和不同客户的调价策略差异较大，房 均价和人均价的调整方向也有差异。再次，对于不同房型的散客与团体之间的价差 应灵活确定，并且酒店应在不同房型之间进行客房数量的优化配置。 本文的研究丰富了酒店定价的实证文献，填补相关领域的研究空白。同时，本 文研究结论可为R酒店修订其定价策略，提升其收入水平提供有益借鉴，也可为 其他酒店基于需求弹性进行定价策略调整提供参考。此外，本文的研究也具有一定 的局限性，在测算需求价格弹性时，并未剔除所有影响客房需求的因素，如销售策 略变化，不同酒店客户经理及地接旅行社之间的恶性竞争等。但本文在模型中控制 了时间变量，剔除了一部分随时间变化的因素的影响，结果具有一定的合理性。 关键词：需求弹性，定价策略，房价，人均价 ABSTRACT II ABSTRACT This paper studies the pricing strategy of tourist hotel based on the price elasticity of demand, taking R Hotal as an example. This paper analyzes the operation condition of R Hotel, the overall market demand and its competitive environment. And we organize its current pricing strategy, and analyzes its problems. Then, we collecte the room sales data of Risong Kampo Hotel and Ramada Encore since the opening, and constructe a logarithmic linear model to estimate the price elasticity of demand for different customers, different room types and different time periods, and make recommendations for the pricing strategies of the two hotels. Meanwhile, this paper also establishes a linear programming model to determine the optimal pricing. The conclusions of the study are as follows: First, the operating conditions of R Hotel are not growing well. The overall hotel revenue growth rate is lower than the sales volume growth rate, while the sales volume growth rate is lower than the market demand growth rate, resulting in a large number of idle rooms, failing to generate benefits. This shows that the hotel's pricing strategy may have problems and fail to maximize revenue. Second, the current pricing strategy of R Hotel is unreasonable. Firstly, the division of seasons is not realistic. The current identified peak season is not the period with highest occupancy rate, and the identified off-season is not the one with lowest occupancy rate. This paper re-divides the hotel pricing season based on the actual occupancy rate distribution of each hotel. Secondly, the difference between different room types and different customers is insufficient. The price differences between different categories are relatively fixed and lack flexibility. At the same time, pricing adjustments in different years did not bring significant benefits. Third, different customers, different seasons, and different room types have different demand elasticity coefficients, and different price adjustment strategies should be adopted. First of all, compared to the sensitivity of the number of nights sold to the room price, the number of occupants is more sensitive to the per capita price. Secondly, for Risong Kampo Hotel, the price increase strategy should be adopted for most room types, seasons and customers, while for Ramada Encore, the price adjustment strategies for different room types, seasons and customers are quite different. The adjustment directions for room ABSTRACT III price and per capita prices are also different. Thirdly, the price difference between individual guests and groups of different room types should be determined flexibly, and the hotel should optimize the allocation of the room number between different room types. The research in this paper enriches the empirical research of hotel pricing, fills the research gap in related fields, and has theoretical value. Meanwhile, the research conclusions of this paper can provide a useful reference for R Hotel to revise its pricing strategy and improve its income level. It can also provide a reference for other hotels to adjust their pricing strategies based on demand elasticity. It has strong practical significance. The research also has certain limitations. When establishing a logarithmic linear demand function to measure demand price elasticity, it does not completely remove all factors affecting room demand, such as changes in hotel sales channels and sales strategies, and different hotel account managers’ vicious competition, etc. However, this paper controls the time variable in the model, excluding the influence of some factors that change with time, and the result is reasonable. Key words: demand elasticity, pricing strategy, room price, per capita price 目录 IV 目录 第一章 绪论 .................................................................................................................... 1 1.1 选题背景及意义 ................................................................................................ 1 1.2 研究内容和方法 ................................................................................................ 4 1.2.1 研究内容 .................................................................................................. 4 1.2.2 研究方法 .................................................................................................. 5 1.3研究贡献 ............................................................................................................. 5 第二章 文献综述 ............................................................................................................ 6 2.1 理论基础 ............................................................................................................ 6 2.2 酒店定价策略研究 ............................................................................................ 7 2.3 基于需求弹性的定价策略研究 ...................................................................... 10 2.4 本章小结 .......................................................................................................... 11 第三章 R酒店经营状况分析 ...................................................................................... 12 3.1 R酒店简介 ....................................................................................................... 12 3.2 R酒店市场环境分析 ....................................................................................... 12 3.2.1 总体环境分析 ........................................................................................ 12 3.2.2 竞争环境分析 ........................................................................................ 14 3.3 R酒店经营状况分析 ....................................................................................... 14 3.3.1 酒店事业部经营概况 ............................................................................ 14 3.3.2 收入分析 ................................................................................................ 15 3.3.3 成本分析 ................................................................................................ 18 3.3.4 利润分析 .............................................................................