Abstract
This article compares usage and competency factors of yield management principles as reported by those in charge of revenue enhancement within mid-sized, upper market lodging operations located in the United States. The results indicate that 11 immediate revenue management factors, five intermediate demand indicators, four benchmarking activities, two long term demand forecasting factors, and two supply and demand maximization factors comprise the yield management process. Overall, this profile indicates that (a) the practice of yield management does have conceptual and practical links, and (b) there is a perceived difference between one's usage and comfort in applying various principles.