From base rates and member benefits to demand analysis and guarded automation. COPA gives operators the tools to understand, test and manage the economics of their venue.
COPA connects the price you intend to charge, the demand you observe, the action you choose and the results you review. Explore the individual tools below.
01
Define
Rates, benefits and boundaries
02
Model
Demand signals and simulations
03
Act
Approval or controlled automation
04
Learn
Observed results and diagnostics
WHY FILL RATE IS ONLY HALF THE STORY
A fuller calendar can still earn less.
Explore a simplified example: one available hour with a $60 base price. The fill rates below are invented assumptions, not COPA forecasts or customer results.
10% off$54.00 selling price × 70% assumed fill
$37.80 expected revenue / available slotHighest in this example
20% off$48.00 selling price × 75% assumed fill
$36.00 expected revenue / available slot
30% off$42.00 selling price × 78% assumed fill
$32.76 expected revenue / available slot
THE TOOLS, IN DETAIL
A lot more than dynamic pricing.
01 / RATE RULES & COVERAGE
Every resource. Every time window. An intentional price.
Build the rate structure around how your venue actually trades. A weekday afternoon, a prime weekend slot and a specific activity space do not have to share the same rate.
Venue-specific rate rules with weekday, weekend or all-day-type scope.
Start and end times, effective dates, and peak/off-peak designation.
Separate public and member hourly rates.
Scope by activity type and selected bays or lanes.
Rule priorities to resolve overlapping offers; visibility into rules hidden by higher-priority coverage.
Pricing coverage calendar and a preview tool for date, time, duration, membership and resource selection.
IN PRACTICE
Before launching a seasonal rate, inspect which rule applies to a member booking a specific bay on Saturday afternoon.
02 / MEMBERSHIP ECONOMICS
Make benefits part of the price—not a correction at the desk.
Connect membership pricing and credit rules to booking, while managing the commercial offer behind the membership itself.
Member-rate display alongside the booking availability experience.
Tier-based benefits, booking windows and applicable discounts.
Credit coverage that distinguishes fully covered, partly covered and cash-priced sessions.
Peak eligibility and per-booking credit limits where configured.
Membership price administration with billing intervals, promotional offers and legacy/founder price options.
Visibility into member protections alongside dynamic-pricing governance.
IN PRACTICE
A member sees the applicable rate or credit coverage before proceeding. Staff do not need to reconcile a separate membership list with a public rate sheet.
03 / DYNAMIC PRICING POLICIES
Respond to demand within rules you set.
COPA’s dynamic-pricing tools use utilization and booking pace to model price changes. Operators define the targets, weights and limits instead of handing over an unlimited pricing mandate.
Named, versioned policies with draft and active states.
Separate utilization targets for peak and off-peak periods.
Configurable weights for utilization and booking pace.
Minimum and maximum price multipliers, plus caps on the pace signal.
Separate peak/off-peak price floors and ceilings.
Smoothing controls and a configurable near-term freeze window.
IN PRACTICE
Use a different policy for a venue with strong weekend demand and soft weekday afternoons, while retaining explicit price boundaries.
04 / SIMULATION & INSPECTION
See the proposed change before making it live.
A pricing policy can be run as a simulation, inspected and deliberately promoted. The modeling and the decision to apply prices are separate steps.
Select a policy version and run a venue-specific simulation.
Inspect individual runs and their generated outputs.
Compare modeled base revenue, modeled dynamic-pricing revenue and projected lift.
Review the inventory buckets included in the projection.
Preview live base prices, final prices and their differences.
Use integrity and run-performance views to investigate the pricing picture.
IN PRACTICE
A modeled uplift is a hypothesis to examine. Compare the proposed prices and coverage before approving the run; a projection is not realized revenue.
05 / GAP ENGINE
Treat unsold time as a specific opportunity.
An empty slot between bookings is different from an entire quiet afternoon. The Gap Engine surfaces underused inventory and tracks what happens as an opportunity ages.
Venue-scoped scans for underutilized slots.
Opportunity-level current price, suggested price and discount visibility.
Detection counts, survival time and escalation level.
Structural-weakness signals to distinguish recurring soft inventory.
Review, activate or deactivate individual promotions.
Analytics for fill rate, discount depth and time-to-fill across opportunities.
IN PRACTICE
Find a repeatedly unfilled slot, inspect its history, and choose a targeted promotion rather than discounting the whole day.
06 / DEMAND ELASTICITY MAP
Find out where a discount makes a difference.
Compare observed fill behavior across days, hours and discount tiers. The map helps distinguish price-sensitive inventory from slots where giving up more revenue may not help.
This is diagnostic analysis of historical observations. It does not establish that a discount caused a booking.
Day-of-week and hour-of-day heatmap.
Discount-tier filtering and selected-slot response curves.
High-elasticity, moderate-elasticity, inelastic and insufficient-data classifications.
Sample counts and average time-to-fill alongside observed fill rates.
Comparison with baseline fill behavior.
Structural versus non-structural inventory analysis and estimated revenue-efficiency comparisons.
IN PRACTICE
Two slots can have the same occupancy and very different responses to a discount. Use the observed history to decide where to investigate further.
07 / GAP PRICING COPILOT
Sometimes the smartest discount is a smaller one.
The recommendation engine compares observed discount tiers using fill rate and price after discount. It can suggest going deeper, saving discount, keeping the current approach—or waiting for more data.
Confidence describes the amount of supporting history; it is not a statistical guarantee or a promised revenue result.
Suggested discount percentage and price for an opportunity.
Expected fill rate and time-to-fill context from similar historical slots.
Current versus recommended expected revenue and the modeled difference.
Sample-count-based confidence labels.
An explicit insufficient-data response when usable history is missing.
A review-and-apply action for actionable recommendations.
IN PRACTICE
If a smaller discount produces a similar fill rate, retaining more of the selling price can be better than chasing maximum occupancy.
08 / FOOD, DRINK & PROMOTIONAL RULES
Carry your commercial offer through to the tab.
Pricing extends beyond activity time. COPA’s commerce rules support targeted offers and controlled discount application at checkout.
The minimum-price setting is a percentage of selling price, not a cost-based profit guarantee. Bundles, event offers and post-tax rules have distinct treatment.
Day/time windows and effective dates for scheduled offers such as happy hour.
Membership-tier eligibility and booking-channel conditions.
Menu-item, category and tag-based targeting where configured.
Exclusive and stackable rule handling with defined precedence.
A configurable minimum-price percentage for eligible automatic pricing-rule discounts.
Rule application records and permission-gated administration.
IN PRACTICE
Scope an offer to selected menu items and an eligible audience instead of asking the team to remember a blanket discount.
AUTOMATION WITH AN OPERATING POLICY
You choose how much the system can do.
Dynamic-pricing automation and gap-promotion automation have separate controls. Enabling one is not permission for every revenue tool to act.
Off
Keep automated dynamic-pricing runs disabled. Manage the pricing process deliberately.
Simulation only
Run scheduled simulations while automatic promotion stays off. Review the output before applying prices.
Guarded automation
Enable scheduled runs and automatic promotion. Configured checks can block a run from becoming live.
Protect the published price.
Maximum upward and downward changes.
Per-slot volatility limits.
An optional hard hourly price cap.
Date locks for periods you want to protect.
Policy floors, ceilings and near-term freeze settings.
Pricing-admin permissions and promotion/audit visibility.
Bound the gap promotions.
Separate auto-activation switch.
Maximum activations per scan.
Maximum concurrently active promotions.
Minimum and maximum lead-time windows.
Required escalation level before activation.
Activity visibility and an emergency stop control.
Tools and controls exist in the current product. Policies, data readiness, permissions and automation settings must be validated for each venue. Their presence does not mean automation is switched on by default.
MEASURE WHAT ACTUALLY HAPPENED
Keep projections and results separate.
A good pricing conversation should make clear whether you’re looking at a modeled opportunity, an observed booking outcome or a comparison to a baseline.
Before the change
Simulation outputs, projected base and dynamic-pricing revenue, modeled lift and inventory coverage help assess a proposed policy.
After the run
Run-performance and lift-trend views help inspect the recorded pricing outcomes. Live price previews show the difference between base and final prices.
Across recurring gaps
Track fill rate, discount depth, escalation and time-to-fill. Compare similar day/hour groups and check the sample count before drawing a conclusion.
Historical comparisons are decision support, not proof of causation. A busier slot, a higher modeled lift or a “high” confidence label does not guarantee incremental profit.
PRACTICAL QUESTIONS
Understand the pricing behind the promise.
Does pricing intelligence always mean raising prices?
No. Policies can model upward or downward changes within configured limits. Gap recommendations can favor a deeper offer, a smaller discount, the current discount or an insufficient-data outcome.
Can we use our own rate structure first?
Yes. Base rate rules, member rates and promotional rules are distinct tools. Automated dynamic-pricing runs can remain disabled while you establish and review your operating rules.
Does the elasticity map change prices by itself?
No. The Demand Elasticity Map is a diagnostic view. Copilot recommendations and automation controls are separate surfaces with their own actions and settings.
Will a recommendation guarantee a better result?
No. The tools compare historical observations and modeled outcomes. Data coverage, sample size, venue conditions and your configured rules matter. There are no promised revenue lifts on this page.
Can Wally invent a special price?
Wally works through COPA’s pricing and permission rules. Conversational interaction does not replace the authoritative booking, credit or payment checks.
Is this the price of a COPA subscription?
No. This page describes the tools your venue uses to price its experiences and manage revenue. COPA deployment and commercial terms are scoped separately.