FergusonM. and SmithS. (2014). The changing landscape of hotel revenue management and the role of the hotel revenue manager. Journal of Revenue and Pricing Management.13:224–232.
3.
IsmailJ. A., DalborM. C., and MillsJ. E. (2002). Using RevPAR to analyze lodging-segment variability. Cornell Hotel and Restaurant Administration Quarterly.43(6): 73–80.
4.
JohnsonM. and SelnesF. (2004). Customer portfolio management: Toward a dynamic theory of exchange relationships. Journal of Marketing.68(2): 1–19.
5.
KimJ.Y., and CaninaL. (2011). Competitive sets for lodging companies. Cornell Hospitality Quarterly, 52(1): 20–34.
6.
KimesS. E. (1999). Group forecasting accuracy for hotels. Journal of the Operational Research Society.50(11): 1104–1110.
7.
LimC., ChangC., and McLeerM. (2009) Forecasting h(m)otel guest nights in New Zealand. International Journal of Hospitality Management. 28(2): 228–235.
8.
MoreyR. C., and DittmanD. A. (2003). Update and extension to Evaluating a hotel GM's performance. Cornell Hotel and Restaurant Administration Quarterly.44(5/6): 53–59.
9.
PhillipsL.W., ChangD.R., and BuzzellR.D. (1983). Product Quality Cost position, and business performance: A test of some key hypotheses. Journal of Marketing.47:26–43.
10.
QueenanC. C., FergusonM. E. and StratmanJ. K. (2011). Revenue management performance drivers: An exploratory analysis within the hotel industry. Journal of Revenue and Pricing Management.10(2): 172–188.
11.
SinghA. and SchmidgallR. (2002) Analysis of financial ratios commonly used by lodging financial executives. Journal of Leisure Property.2(3): 201–213.
12.
STRglobal (2016). Las Vegas Pipeline Existing Database. Retrieved from STRglobal services.
13.
ThalheimerR. and AliM.M. (2008). The demand for casino gaming with special reference to a smoking ban. Economic Inquiry, 46(2): 273–282.
WeatherfordL.R., KimesS. E., and ScotD. A. (2001). Forecasting for hotel revenue management: Testing aggregation against disaggregation. Cornell Hotel and Restaurant Quarterly.42(4): 53–64.
FergusonM. and SmithS. (2014). The changing landscape of hotel revenue management and the role of the hotel revenue manager. Journal of Revenue and Pricing Management.13:224–232.
18.
IsmailJ. A., DalborM. C., and MillsJ. E. (2002). Using RevPAR to analyze lodging-segment variability. Cornell Hotel and Restaurant Administration Quarterly.43(6): 73–80.
19.
JohnsonM. and SelnesF. (2004). Customer portfolio management: Toward a dynamic theory of exchange relationships. Journal of Marketing.68(2): 1–19.
20.
KimJ.Y., and CaninaL. (2011). Competitive sets for lodging companies. Cornell Hospitality Quarterly, 52(1): 20–34.
21.
KimesS. E. (1999). Group forecasting accuracy for hotels. Journal of the Operational Research Society.50(11): 1104–1110.
22.
LimC., ChangC., and McLeerM. (2009) Forecasting h(m)otel guest nights in New Zealand. International Journal of Hospitality Management. 28(2): 228–235.
23.
MoreyR. C., and DittmanD. A. (2003). Update and extension to Evaluating a hotel GM's performance. Cornell Hotel and Restaurant Administration Quarterly.44(5/6): 53–59.
24.
PhillipsL.W., ChangD.R., and BuzzellR.D. (1983). Product Quality Cost position, and business performance: A test of some key hypotheses. Journal of Marketing.47:26–43.
25.
QueenanC. C., FergusonM. E. and StratmanJ. K. (2011). Revenue management performance drivers: An exploratory analysis within the hotel industry. Journal of Revenue and Pricing Management.10(2): 172–188.
26.
SinghA. and SchmidgallR. (2002) Analysis of financial ratios commonly used by lodging financial executives. Journal of Leisure Property.2(3): 201–213.
27.
STRglobal (2016). Las Vegas Pipeline Existing Database. Retrieved from STRglobal services.
28.
ThalheimerR. and AliM.M. (2008). The demand for casino gaming with special reference to a smoking ban. Economic Inquiry, 46(2): 273–282.
WeatherfordL.R., KimesS. E., and ScotD. A. (2001). Forecasting for hotel revenue management: Testing aggregation against disaggregation. Cornell Hotel and Restaurant Quarterly.42(4): 53–64.
