Variable Pricing and Brand Destruction

A former New York Times editor recently wrote a full-page article for Forbes magazine advocating “variable pricing” for art museums.

“Art institution directors should start thinking like airline yield managers,” was the subhead of the article.

That’s strange. You might think the yield-management gurus would have the airlines rolling in dough. But that hasn’t happened.

Take the five largest U.S. airlines. United went bankrupt. Delta went bankrupt. Northwest went bankrupt. US Airways went bankrupt. And American Airlines is losing money. In the last 10 years, American has had revenues of $199.8 billion and managed to lose $6.7 billion. Not exactly an industry to emulate.

Why do otherwise intelligent people borrow ideas and concepts from failing industries and think they will succeed in a different setting?

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