You may want to do a reverse price analogy for comparision to actual cost. And remember "Profit" is defined as the remaining amount in the account after all the bills have been paid. So to have 'profit' value you must add it to your pricing structure.
Now for the value of the panoramas. We had this discussion last year you might want to do a search to locate the thread. But in essences its called "value".
I think we used hotel occupancy rate in the last discussion. Have to make some assumptions, but lets say a hotel has 100 rooms. An annual review indicates that the occupancy rate is 75% or all year 75 of the 100 rooms are occupied. However, it also tells you that 25 of the rooms are vacant all year.
So our pricing objective would be to decrease the NON-filled 25 rooms to only 10 non filled rooms all year by adding panoramas to the hotels web page. OR a capacity improvement of 15 filled rooms to 90 annually (75 + 15 = 90).
Applying a monetary amount to these assumptions might be like this:
25 rooms not occupied x $50/night = $1,250/day x 365 days = $456,250/year.
10 rooms not occupied x $50/night = $500/day x 365 = $182,500.
Original loss $456,250
Revised loss $182,500
Net annual gain $282,750 possibly as a result of placing 10 panoramas on the hotels website.
Lets say you charge $100/panorama x 10 that is $1,000 for you.
Hotels revenue savings over 5 years might be:
Year 1 $282,750 - 1,000 cost = $281,750
Year 2, 3,4,5 $282,750 x 4 years = $1,131,000
Total 5 year improvement as a result of 10 panoramas being added to their website = $1,412,750.
Seems $100/panorama is too little.. Try $1,000/panorama x 10 = $10,000 for you and the Hotel STILL make a significant improvement to their bottom financial line.
You can use this analogy for a lot of different types of 'capacity' driven businesses.
What works.. somes works well for all.
Oh and here is that Hotel Calculator url courtesy of Markus
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EasyPano - Panoweaver