Activity‐based pricing: can it be applied in restaurants?

Abstract

Purpose

This paper aims to demonstrate how activity‐based pricing can be applied in a restaurant setting by combining the use of price sensitivity measurement with activity‐based costing.

Design/methodology/approach

Data are collected at a Hong Kong buffet restaurant, based on guests' price perceptions and the establishment's detailed cost structure. These data are analyzed by using price sensitivity measurement techniques and activity‐based costing methods, separately, and then combined to create an activity‐based pricing analysis of the restaurant's menu.

Findings

The use of activity‐based pricing techniques reveals that, although the guests are relatively price‐insensitive, drastic measures were needed to reduce costs for the restaurant to become profitable. Without the benefit of this study, the restaurant's management would not have been able to see clearly the nature of the challenges that they faced, since a single pricing study, or cost study, would have missed the combined cost and pricing effects that were captured by activity‐based pricing.

Research limitations/implications

Activity‐based pricing is shown to be a powerful technique that can be applied effectively in a restaurant. Utilizing this method allows a restaurant truly to understand both its operating cost structure and the price perceptions of it guests. Since this study involved only a single buffet restaurant, further research should be conducted to confirm that activity‐based pricing can also be applied in other restaurant and hospitality industry settings.

Practical implications

The findings from this study suggest that activity‐based pricing may be a viable way for restaurant managers to gain a better understanding of both their guests' price perceptions and the true cost structure of their restaurants. Use of activity‐based pricing allows restaurant managers to set price levels that cover all operating costs and profits, while still meeting guests' expectations of value.

Originality/value

This study is the first of its kind in the hospitality literature, since no prior research has applied activity‐based pricing in a hospitality research setting. This study represents an important new addition to the existing body of hospitality cost and pricing literature.

Citation

Raab, C., Mayer, K., Shoemaker, S. and Ng, S. (2009), "Activity‐based pricing: can it be applied in restaurants?", International Journal of Contemporary Hospitality Management, Vol. 21 No. 4, pp. 393-410. https://doi.org/10.1108/09596110910955668