航空公司如何制定最佳的超額訂位與艙位配置策略是非常重要之營收管理課題。 藉由將訂位容量做最有效的管理，對於提高承載率、獲利能力，以及在市場上的相對競爭力 等，皆有相當大的幫助。而目前國籍航空公司普遍的作法是以人員經驗進行超額訂位之決策 ，但此種方式相當耗時費力。故本研究建立一數學模式來協助航空公司進行營收管理問題之 決策。本研究發展之整合超額訂位與艙位配置動態策略模式，提出改善過去研究之作法與觀 點如后：●所發展整合超額訂位與艙位配置之多費率動態營收管理策略模式，模式中提出考 慮第 0 階段高、低費率互相競爭登機與超賣成本函數。 並且避免以往整合動態巢式與超額 訂位策略模式中，僅考慮補滿訂位未報到之人數，以及未納入超賣成本考慮之缺點，因而使 得超額訂位可以因應各費率等級訂位需求產生變動配置，並合理地反映航空公司在超賣情況 下，會由高費率等級依績優先登機之實務措施。●本研究之整合超額訂位與艙位配置動態策 略。 在實證某航空公司之資料後，比較無訂位上限策略和 Belobaba[l] 整合超額訂位之動 態巢式策略，本研究策略確實對營收金額具有顯著性之增加。

　　　　　This research develops a dynamic multiple-fare Integrated Overbooking and seat allocation dynamic strategies model. The model's decision variables are the number of seats and its dynamic stages separated by every booking demand. The main contributions of this research will compare favorably with the past work in terms of the following items: ● It considers the competition of different fare classes with each other in zero stage. Then overbooking process can include the operation of variable bookings of multiple-fare class. It better addresses the practical airline companies ' operations under overbooking situations. It constructs multiple-fare penalty cost function that also better addresses the practical airline companies' operations under "deny boarding " situations. ● This integrated overbooking and seat allocation dynamic strategies model has been extensively tested on an airline company's booking system in Taiwan. The results increase 6% revenue in comparison with the rule-of-thumb approach of experienced staff. An empirical study indicates that this research increases 31% revenue in comparison with Belobaba 's dynamic nested seat allocation strategy.