171–180 of 317 posts
As an aside, I am really, really surprised and happy to see a plain-text website available, if you decline cookies. That's a neat approach.
https://text.npr.org/s.php?sId=156737801
The "sId" parameter on text.npr.com matches the penultimate part of the www.npr.com URL.
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A park in Indiana, Holiday World, did something sorta the opposite. They figured out how much the average guest paid for drinks, then raised the ticket prices that much but made all drinks free in the park. It was a huge success. People expect ticket prices to go up occasionally and they expect to be gouged for drinks. By getting "free" drinks, it felt like a huge value. (At least for me when I visited.) I bet it mad…
Ive been saying for years that airlines should do this. Add the price of an alcoholic beverage to everyone's ticket and then give those who want one a "free" drink. I never understood why they opted to go with ruthless cuts and declining customer experience.
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Ive been saying for years that airlines should do this. Add the price of an alcoholic beverage to everyone's ticket and then give those who want one a "free" drink. I never understood why they opted to go with ruthless cuts and declining customer experience.
Isn't this already the case? I order a beer or two on most flights and don't think I've ever been charged.
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I think you’re underestimating their strategy. Disney does a lot to segment visitors with both after hours events and even ultra premium packages. However, they are also making money from food, merchandise, and hotel’s so they want attendance to be near maximum capacity year round and adjust prices weekly to get people in the doors. Further they want long lines at major attractions to get people to spend money at gif…
> and adjust prices weekly to get people in the doors. They don't adjust prices very often at all. They way they regulate attendance in real time is by allowing lower tier passholders to come in on days they predict low traffic. The page isn't interesting now, but they have a website that shows when employee passes are good and for which park[0]. That's a great way to figure out when Disneyland will be crowded. If em…
Most of these are either seasonal events or have prices that shift in response to time of year or just demand. https://disneyworld.disney.go.com/events-tours/
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In behavioral economics that’s sometimes referred to as “social norms versus market norms” [first useful link, 1]. The example given (I think it’s via Ariely) is that you wouldn’t pay your friend to have cooked you dinner. This is the same thing: there’s social contract value in helping your friend out, and they’re showing appreciation with a token . In fact, if you friend offers you more money than the pizza and bee…
Interesting comment! I have this relatively unconventional theory that, if we use automation just right and make the cost of food production, delivery, and preparation low enough, and also do so where ownership of the machinery is distributed throughout society, that we could make it a social norm to give anyone who needs it free food. All in a voluntary system. We just need to make the actual cost of the whole suppl…
And you’d just accelerate that
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Was the product work discussed and planned with the product management and the developers? Did they understand what the client wanted? Did you follow up and liaise between product development and client during all this time? To be fair one $22k customer is not much for a SaaS business with many or large customers. It does not justify spending months of work on a "feature" unless other customers also need it. More imp…
Sure, but 1 customer actually paying $22k for a feature is a lot more valuable then thousands of customers saying they will pay $5 for a feature. There is a big gap between being interested and being committed
One $22k contract may a lot for the bonus basket of the person closing the sale, but it is not be much for the company as a whole compared to the 20 other contracts being negotiated and the 200 current enterprise customers, and it definitely means nothing for the product/marketing groups who won't see a dime.
That being said I absolutely agree that if a customer is willing to pay for something, it's a very clear indicator of interest and it should be investigated. Hope it is easy enough to add and it is useful for every other customer!
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A park in Indiana, Holiday World, did something sorta the opposite. They figured out how much the average guest paid for drinks, then raised the ticket prices that much but made all drinks free in the park. It was a huge success. People expect ticket prices to go up occasionally and they expect to be gouged for drinks. By getting "free" drinks, it felt like a huge value. (At least for me when I visited.) I bet it mad…
Growing up in Indiana: I don't remember much about different theme parks, but I remember that I'd always end the day dehydrated and thirsty--but not at Holiday World. And regardless of the actual amount of money, as a kid it removed friction from getting a drink, I didn't have to go ask my parents for money. (Just drink for free from the water fountain! Sure, maybe as an adult, but it's definitely easier for kid-me t…
[1] I worked food service at Kings Island for a summer and a half way back in High School.
TANSTAAFL
Remember when ATMs were free?
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Was there something wrong with the way the exit survey was asked/written? Because that is remarkable. Was maybe part of the issue that people leaving when the exit survey was being run (at "night") not representative of the visitors as a whole?
Past elections have told us exit polling is a load of horseshit. These are useless metrics.