Revenue management: A real options approach

Revenue management is the process of actively managing inventory or capacity to maximize revenues. The active management typically occurs through managerial levers such as price, promotion, or availability. We present a novel real options approach to revenue management that is specifically suited to the car rental business. We illustrate the concept with actual car rental data. The model produces minimally acceptable prices and inventory release quantities (number of cars available for rent at a given price) as a function of remaining time and available inventory. The pricing and inventory release recommendations of the developed model confirm earlier empirical analysis that suggested current practises discount too deeply early in the booking cycle. © 2004 Wiley Periodicals, Inc. Naval Research Logistics, 2004     

Natural gas storage valuation and optimization: A real options application

In this article, we present an algorithm for the valuation and optimal operation of natural gas storage facilities. Real options theory is used to derive nonlinear partial‐integro‐differential equations (PIDEs), the solution of which give both valuation and optimal operating strategies for these facilities. The equations are designed to incorporate a wide class of spot price models that can exhibit the same time‐dependent, mean‐reverting dynamics, and price spikes as those observed in most energy markets. Particular attention is paid to the operational characteristics of real storage units. These characteristics include working gas capacities, variable deliverability and injection rates, and cycling limitations. We illustrate the model with a numerical example of a salt cavern storage facility that clearly shows how a gas storage facility is like a financial straddle with both put and call properties. Depending on the amount of gas in storage the relative influence of the put and call components vary. © 2009 Wiley Periodicals, Inc. Naval Research Logistics 2009     

The case of Donald Rumsfeld: leadership traps in national security

Taking its point of departure in Donald Rumsfeld’s second term as US Secretary of Defense (2001–2006), this article analyses the crisis of strategic leadership in Western national security. Three “traps” are identified that explain why Donald Rumsfeld ultimately was a failure as defence secretary and demonstrate the perils of national security governance. These traps are termed the inquisitor trap, the strong leader trap and the delegation trap. It is argued that our understanding of strategic leadership in national security, particularly in defence, can benefit from insights gained from the study of strategic leadership in business. As such, this article engages the recent trend of merging insights from business and military strategy.