Test how ticket prices across admission periods change contribution as visitor demand meets fixed capacity.
About this interactive
Enter capacity, current demand, expected demand after the proposed price change, ticket economics and channel commission for each admission period. The calculation caps admissions at available capacity, separates retained visitor economics from added and lost admissions, and tests how much additional admission loss the projected gain can absorb. Visitor response is entered by the user rather than inferred from an external elasticity benchmark. For more information, visit our attraction pricing consultants page.
Admission periods
Commission is entered as a percentage of gross ticket price. A direct channel can be entered at 0%. Capacity is treated as a hard admissions ceiling.
What the interactive shows
The proposed admission schedule increases contribution by $12,268 under the entered visitor-demand assumptions.
Average realized ticket revenue rises from $35.11 to $39.22 while projected admissions increase from 2,700 to 2,750. The projected gain would be eliminated after approximately 324 additional admissions are lost, beginning with Saturday Afternoon under the highest-contribution path.
CAPACITY PRICING TEST: ILLUSTRATIVE DEFAULT RECORD ADMISSION PERIODS 1. Weekday Morning Capacity: 500 Current demand: 360 Proposed demand: 395 Current ticket price: $32.00 Proposed ticket price: $30.00 Current variable cost: $6.50 Proposed variable cost: $6.50 Current channel commission: 5.0% Proposed channel commission: 4.0% Current admissions: 360 Proposed admissions: 395 Current net ticket revenue per visitor: $30.40 Proposed net ticket revenue per visitor: $28.80 Current contribution: $8,604 Proposed contribution: $8,808.50 Contribution change: +$204.50 2. Weekday Afternoon Capacity: 500 Current demand: 430 Proposed demand: 455 Current ticket price: $34.00 Proposed ticket price: $35.00 Current variable cost: $6.50 Proposed variable cost: $6.50 Current channel commission: 6.0% Proposed channel commission: 5.0% Current admissions: 430 Proposed admissions: 455 Current net ticket revenue per visitor: $31.96 Proposed net ticket revenue per visitor: $33.25 Current contribution: $10,947.80 Proposed contribution: $12,171.25 Contribution change: +$1,223.45 3. Saturday Morning Capacity: 650 Current demand: 610 Proposed demand: 600 Current ticket price: $39.00 Proposed ticket price: $44.00 Current variable cost: $7.00 Proposed variable cost: $7.25 Current channel commission: 8.0% Proposed channel commission: 7.0% Current admissions: 610 Proposed admissions: 600 Current net ticket revenue per visitor: $35.88 Proposed net ticket revenue per visitor: $40.92 Current contribution: $17,616.80 Proposed contribution: $20,202 Contribution change: +$2,585.20 4. Saturday Afternoon Capacity: 650 Current demand: 780 Proposed demand: 710 Current ticket price: $42.00 Proposed ticket price: $49.00 Current variable cost: $7.00 Proposed variable cost: $7.25 Current channel commission: 10.0% Proposed channel commission: 8.0% Current admissions: 650 Proposed admissions: 650 Current net ticket revenue per visitor: $37.80 Proposed net ticket revenue per visitor: $45.08 Current contribution: $20,020 Proposed contribution: $24,589.50 Contribution change: +$4,569.50 5. Sunday Afternoon Capacity: 650 Current demand: 700 Proposed demand: 660 Current ticket price: $40.00 Proposed ticket price: $46.00 Current variable cost: $7.00 Proposed variable cost: $7.25 Current channel commission: 9.0% Proposed channel commission: 8.0% Current admissions: 650 Proposed admissions: 650 Current net ticket revenue per visitor: $36.40 Proposed net ticket revenue per visitor: $42.32 Current contribution: $19,110 Proposed contribution: $22,795.50 Contribution change: +$3,685.50 PORTFOLIO POSITION Total capacity: 2,950 Current admissions: 2,700 Proposed admissions: 2,750 Current capacity utilization: 91.5% Proposed capacity utilization: 93.2% Current net ticket revenue: $94,803.60 Proposed net ticket revenue: $107,866.75 Current contribution: $76,298.60 Proposed contribution: $88,566.75 Contribution change: +$12,268.15 Average current realized ticket revenue: $35.11 Average proposed realized ticket revenue: $39.22 Average realized ticket revenue change: +11.7% Constrained proposed demand: 70 admissions Unused proposed capacity: 200 admissions CONTRIBUTION BRIDGE Retained visitor economics: +$11,107.70 Additional admissions: +$1,449.25 Lost admissions: −$288.80 Total contribution change: +$12,268.15 BREAK-EVEN ADMISSIONS Weekday Morning: 386 break-even admissions versus 395 proposed, cushion 9 Weekday Afternoon: 409 break-even admissions versus 455 proposed, cushion 46 Saturday Morning: 523 break-even admissions versus 600 proposed, cushion 77 Saturday Afternoon: 529 break-even admissions versus 650 proposed, cushion 121 Sunday Afternoon: 545 break-even admissions versus 650 proposed, cushion 105 SENSITIVITY THRESHOLD Additional admission loss tolerance: approximately 324 admissions Highest-contribution adverse path begins with: Saturday Afternoon Proposed unit contribution on first adverse path: $37.83 FINDING The proposed admission schedule increases contribution by $12,268 under the entered visitor-demand assumptions. Average realized ticket revenue rises from $35.11 to $39.22 while projected admissions increase from 2,700 to 2,750. The projected gain would be eliminated after approximately 324 additional admissions are lost, beginning with Saturday Afternoon under the highest-contribution path. METHOD STATUS Management-entered capacity, current demand, expected demand after the proposed change, ticket prices, variable costs and channel commissions. Admissions equal the lower of entered demand and available capacity. Net ticket revenue per visitor equals ticket price less entered channel commission. Unit contribution equals net ticket revenue less entered variable cost. The contribution bridge exactly separates the effect on retained admissions from added and lost admissions. Period break-even admissions equal current period contribution divided by proposed unit contribution. Portfolio admission-loss tolerance is solved by ranking available proposed admissions from highest to lowest proposed unit contribution and removing the economically most damaging admissions first until the projected gain is eliminated. No external elasticity, visitor-response rate, optimal ticket price, demand threshold or hidden score is used.
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