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案例库 · 财务与会计 · 财务决策 · 2011–2017

这条还没译成中文,下面是英文原文。

Holiday Retirement used revenue management to price its senior-living units.

Senior-living operators priced by negotiation and gut feel; Holiday built Senior Living Rent Optimizer, adding $88 million a year through optimal pricing.

Holiday Retirement · Prorize

那一手

Holiday Retirement, the largest private owner of independent senior-living communities in the United States, had more than 300 facilities and about $1 billion in revenue, but its pricing was negotiated between corporate staff, local staff and residents, leaving money on the table.

It partnered with Prorize to build the Senior Living Rent Optimizer, the first revenue-management system in the industry. The system forecasts demand per unit in a low-volume setting, uses a range rather than one number, runs a stochastic optimizer over probable demand scenarios, and outputs price and discount recommendations.

Holiday validated it with live experiments, comparing pilot communities that used the recommendations against control communities that did not. The system lifted new-rental revenue by about $88 million, roughly nine percent, with an average benefit of 9.3%, ranging from 4.1 to 16.2 percent. It rolled out across properties in August 2014.

为什么管用

  • A unit is a scarce, perishable asset; pricing it right captures willingness to pay.
  • Low-volume demand means a single-point forecast is unreliable, so a range and scenario model fits better.
  • Pilot-versus-control experiments made the revenue lift credible to management.
  • Consistent corporate pricing ended local negotiation that was leaking revenue.
值了多少Price every unit from a stochastic demand forecast利落

可以搬走什么

Even when you sell a small number of expensive units, revenue management works: forecast a range, price by occupancy risk, and validate with live experiments instead of gut calls.

后来呢

The project won the 2017 Edelman Award and made revenue management a standard tool in senior living. It gave operators a way to price per unit and per resident rather than by one-size-fits-all negotiation, and showed that airline-style dynamic pricing travels well beyond seats and rooms.

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