It’s not a discount or a low price. It is a sound pricing program is the foundation for efficient operations and exceeding guest expectations. It isn’t just about picking a number; it’s about building a financial architecture. Move away from “gut feeling” or guessing what guests will pay. Pricing should focus on realistic revenue opportunities and total expenses.

Revenue is Quality Assurance: Revenue is the bedrock of the guest experience. Managing it well creates adaptability to fund opportunities or unexpected expenses that increase satisfaction. Avoid undervaluing products for short-term “goodwill.” Pricing that accounts for direct costs but overlooks variable and indirect expenses creates deficits that force quality cuts and cause long-term “ill will” with your guests.

Even your lowest price point must cover 100% of direct costs. Don’t plan only for the “Sunny Day” scenario; ensure viability even when attendance is low. It is easier to lower a price later than to raise it, so err on higher initial pricing. Don’t price yourself into a corner.

Management Oversight: Management cannot “set it and forget it.” Review data to find missed opportunities. Selling out too quickly? You priced too low. Long entry lines? You are damaging repeat visitation. Not meeting sales goals? You do not understand your potential customer. Be realistic; ensure direct, indirect, and variable costs, allocated overhead, and pricing rules are part of your strategy.

Simply Put: Create pricing that generates revenue to cover expenses and protect the guest experience. To find out more about pricing strategies and how they can be incorporated into and benefit your organization, contact us at connect@guestexpstudio.com