Perhaps the greatest risk to the long term success of any company and certainly for any revenue manager is price-setting. The challenge is particularly daunting if a business generates and manages perishable inventory (e.g. supermarket dairy/produce/ meat products, golf course tee times, parking spaces, seats in arenas or airplanes, cruise ship berths, digital advertising, digital bandwidth, etc.). Best price-setting practices today, e.g. ‘cost plus’ or ‘referential pricing’ are deeply flawed; using weak, if any, defined scientific rules. Significant revenue loss from chronic mispricing is routine given that the human brain is generally incapable of managing the myriad of price impactors that drive inventory utilization.