• Dynamic pricing and inventory control under stochastic, finite-horizon demand emerged as the core methodology in revenue management, integrating pricing, seat/hotel inventory decisions, and multi-class constraints across airlines and hotels [6], [14], [19], [7], [4], [10].

• Overbooking and reservation control under arrival uncertainty and fare-class structures became a central theme, with models of seat inventory, dynamic acceptance rules, and uncertain arrivals in airlines and hotels [5], [12], [8], [4].

• Fare-class based revenue management and price discrimination spanned nested and sequential fare-class structures, adaptive pricing, and bundling strategies across airlines and hotels [7], [4], [16], [10], [18].

• Perishable-asset revenue management (PARM) concepts and diversion-aware pricing frameworks were formalized, proposing taxonomy and generic models before applying to pricing and seat inventory [1], [9], [5].

• Hospitality discounting and loyalty strategies highlighted the role of informal discounting, segmenting high- vs low-rate guests, and frequent-guest programs as revenue levers in hotel pricing [2], [3], [13], [10].