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When a firm can sell multiple units before any price adjustment takes place, three forces may affect the pricing of the inventory over time: perishability drives prices down, scarcity shifts prices up, and intertemporal price discrimination raises prices. Hidden prices arise because each unit, even if not immediately up for sale, is assigned a price. Airline fares collected for the analysis empirically show the existence of each force. The price of each seat tends to decrease over time, except few days before departure; at any point in time, fares are increasing in the sequential order of sale of the seats. • We identify three forces responsible for Dynamic Pricing. • A revenue-maximizing model shows their predicted impact. • Capacity pricing pushes prices up. • Perishability and price discrimination have opposite effect. • When instantaneous adjustment is not possible, it is optimal to set a price for all inventory. [ABSTRACT FROM AUTHOR]

We review the importance of the revenue management (RM) system in the airline industry, focusing on cost-leader companies. We show that RM of low-cost carriers, which looks simple at a first glance, is indeed quite a sophisticated tool for extracting value from different demand segments, and thus, it is, for all intents and purposes, a capability in the resource-based view. [ABSTRACT FROM AUTHOR]

We analyse the fare setting strategy of a leading European low-cost carrier, Ryanair, which, until recently, adopted an unsegmented pricing policy (all tickets belong to a single fare class). We show that, to account for different demand characteristics, the company adjusts the two main components governing the dynamics of posted fares, namely time (the number of days before departure) and capacity (the current number of available seats). We find that: 1) in routes with a strong presence of leisure (business) traffic, fares are set to be less (more) responsive to the time component; 2) in schedules more suitable for leisure (business) travellers, fares are set to be less (more) responsive to the capacity component. [ABSTRACT FROM AUTHOR]

This paper aims at investigating how the pricing strategy of European airlines is affected by code-share agreements on international routes. Our data cover several routes linking the main UK airports to many European destinations and includes posted fares collected at different days before departure. By analyzing the temporal profile of airline fares, we identify three main results. First, code-share increases fares especially for early bookers. Second, the higher prices in code-shared flights are offered by marketing carriers. Finally, in single operator code-shared flights (unilateral code-share), the pricing profile is flatter than under parallel code-share. [ABSTRACT FROM AUTHOR]