Dynamic Pricing Done Right - and Wrong: Disney vs Uber

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dynamic pricing can be done right - and wrong: we compare how Uber’s surge pricing caused backlash, while The Walt Disney Company used variable pricing to manage demand smoothly. Transparency and framing make all the difference See below.

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Uber’s Surge Pricing: Smart Economics, Bad Optics

Uber didn’t invent dynamic pricing — airlines and hotels have used it for decades — but they brought it to the streets. When demand outstripped supply, Uber increased prices to incentivize more drivers to hit the road and allocate rides more efficiently.

On paper? Economically sound.

In practice? Often infuriating.

Customers frequently felt caught off guard, with prices doubling or tripling during storms, concerts, or New Year’s Eve. What went wrong?

• Lack of transparency: Sudden, sharp increases without much warning.

• Emotional timing: Price hikes during stressful or vulnerable moments (bad weather, safety concerns).

• No clear value narrative: Higher prices weren’t linked to better service or experience.

The result: backlash, press coverage that framed surge pricing as predatory, and a trust deficit Uber is still trying to recover from.

Disney’s Flexible Ticketing: Gradual, Predictable, and Fair

Now consider how Disney approached a similar challenge: long lines, overcrowded parks, and intense demand for certain days.

In 2018, Disney introduced date-based ticket pricing at its U.S. parks. Prices would vary depending on expected demand — higher during holidays and weekends, lower on slower weekdays.

But here’s what they did differently:

• Upfront communication: Clear calendars showing pricing weeks or months in advance.

• Customer control: Guests could plan around the pricing — come during cheaper days or pay more for peak access.

• Framing the benefit: Disney emphasized a better experience (shorter lines, more comfort) rather than justifying the price itself.

Instead of backlash, Disney saw higher revenue per guest, better crowd control, and minimal PR fallout.

 The Lesson: It’s Not Just What You Charge — It’s How You Frame It

Both Uber and Disney adjusted prices based on demand. But Disney gave customers control, clarity, and context — while Uber left users feeling surprised and penalized.

If you’re considering dynamic pricing, ask yourself:

• Do customers understand why prices are changing?

• Can they plan around it?

• Is there a perceived improvement in value or fairness?

Dynamic pricing doesn’t have to feel sneaky. Done right, it can feel empowering.

Take It Further: Ways You Can Apply This

• Introduce tiered pricing for peak times — but announce it in advance and make it predictable.

• Use a visual calendar or tool to help customers choose pricing that fits their needs.

• Tie higher prices to improved experience, faster service, or exclusivity — not just scarcity.

• Collect feedback to monitor how price changes impact trust and perception.

Dynamic pricing is here to stay. Just make sure your customers stay with you.

Have you experimented with dynamic pricing in your business? What worked — or didn’t? We’d love to feature your story in a future issue.

I’d love to hear your thoughts.

Interested in learning more about pricing? You will find insights in the books The Pricing Model Revolution, The 10 Rules of Highly Effective Pricing and Pricing Decoded.

‘There are many books on pricing. The Pricing Model Revolution is the best read for managers wanting a review of several innovative pricing methods’. Philip Kotler, S. C. Johnson Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University

Get your copy of ‘The 10 Rules of Highly Effective Pricing’ here.

Get your copy of ‘The Pricing Model Revolution’ here.

Get your copy of ‘Pricing Decoded’ here.

You are most welcome to share your views, feedbacks and own pricing experiences. Thanks a lot for your interest and support!