yield management

Examples of yield management in the following topics:

• Yield Management Systems

  • Yield management systems give managers optimal control of inventory to sell it to the right customer at the right time for the right price.
  • Yield management is a large revenue generator for several major industries.
  • Firms that engage in yield management usually use computer yield management systems to do so.
  • Your ticket may cost more or less than mine due to yield management.
  • Give examples of situations where yield management can be used to maximize profits

• Profit Optimization

  • Hypothetically, a lemonade stand may engage in yield management.
  • Yield management can help firms optimize profits.
  • Firms that engage in yield management usually do so via computer yield management systems, and periodically review transactions for goods or services already supplied as well as those being supplied in the future.

• Demand-Based Pricing

  • Yield management is the process of understanding, anticipating and influencing consumer behavior.
  • Yield management can result in price discrimination.
  • Yield management is a large revenue generator for several major industries (including airlines and hotels).
  • It is a temporal version of price discrimination/yield management.
  • Yield management is a large revenue generator for several major industries; Robert Crandall, former Chairman and CEO of American Airlines, gave yield management its name and has called it "the single most important technical development in transportation management since we entered deregulation. "

• Team Conflict Resolution and Management

  • There are several ways to approach managing and resolving team conflict—some leave the team and its members better able to continue their work, while others can undermine its effectiveness as a performing unit.
  • The primary aim of conflict management is to promote the positive effects and reduce the negative effects that disputes can have on team performance without necessarily fully resolving the conflict itself.
  • Teams use one of three main tactics to manage conflict: smoothing, yielding, and avoiding.
  • The yielding approach describes the choice some team members make to simply give in when others disagree with them rather than engage in conflict.
  • Because conflict management seeks to contain such disruptions and threats to team performance, conflicts do not disappear so much as exist alongside the teamwork.

• The role of the manager

  • This means visiting actual situations, asking about performance issues, seeking out root causes, and showing respect for lower-level managers (as well as colleagues) by asking hard questions until good answers emerge.
  • Most importantly, the lean manager realizes that no manager at a higher level can or should solve a problem at a lower level (Womack calls this one of the worst abuses of lean management).
  • Instead, the role of the higher-level manager is to help the lower-level manager tackle problems through delegation and dialogue by involving everyone involved with the problem.
  • The lean manager also realizes that problem-solving is about experimentation by means of ‘plan–do–check' with the expectation that mistakes do happen and that experiments yield valuable learning that can be applied to the next round of experiments.
  • Lastly, the lean manager knows that no problem is solved forever.

• Value of a High Dividend

  • A high-yield stock is generally considered as a stock whose dividend yield is higher than the yield of any benchmark average such as the 10 year U.S.
  • There is no set standard for judging whether a dividend yield is high or low.
  • High dividend yields are particularly sought after by income and value investors.
  • High-yield stocks tend to outperform low yield and no yield stocks during bear markets because many investors consider dividend paying stocks to be less risky.
  • The logic behind this is that a high dividend yield suggests both that the stock is oversold and that management believes in its company's prospects and is willing to back that up by paying out a relatively high dividend.

• The Role of Financial Managers

  • Financial managers perform data analysis and advise senior managers on profit-maximizing ideas.
  • Financial managers typically:
  • Corporate management seeks to maximize the value of the firm by investing in projects which yield a positive net present value when valued using an appropriate discount rate in consideration of risk.
  • There are distinct types of financial managers, each focusing on a particular area of management.
  • Credit managers oversee the firm's credit business.

• Managing Marketable Securities

  • Marketable securities replenish cash quickly and earn higher returns than cash, but come with risks; maturity, yield, and liquidity should be considered.
  • Realistically, management of cash and marketable securities cannot be separated.
  • Management of one implies management of the other .
  • Yield or returns on securities: Generally, the higher a security's risk the higher its required return.

• Dividend Yield Ratio

  • Instead, dividends paid to holders of common stock are set by management, usually with regard to the company's earnings.
  • The historic yield is calculated using the following formula:
  • Its dividend yield would be calculated as follows: 1/20 = 0.05 = 5%.
  • The yield for the S&P 500 is reported this way.
  • Estimates of future dividend yields are by definition uncertain.

• Fulfilling the Organizing Function

  • Through delegation, managers transfer authority and responsibility to their subordinates.
  • For instance, a production manager may have the line authority to decide whether and when a new machine is needed, but a controller with functional authority requires that a capital expenditure proposal be submitted first, showing that the investment in a new machine will yield a minimum return.
  • Staff authority: Staff specialists manage operations in their areas of expertise.
  • Staff authority represents a communication relationship with management.
  • Tall structure: A management structure characterized by an overall narrow span of management, a relatively large number of hierarchical levels, tight control, and reduced communication overhead.