So back in February on an earnings call, the Wendy's CEO said that they would start experimenting with dynamic pricing.

For example, the Breakfast Baconator might cost $7.99 at 7 a.m. when everyone eats a breakfast, and $6.99 three hours later when it's not breakfast time, but also not lunch time yet either.

This idea made it from the financial news through the internet, all the way to the morning shows such as The View.

Dynamic pricing has been around since the dawn of merchandising.

Sometimes it's a means of maximizing return on fixed expenses, such as labor: Happy hour is a way to boost bar traffic before the after-work rush, for example.

(You might say Wendy's was attempting a happy hour for Baconators.)

"Load balancing" is a similar concept in energy and transportation.

Utilities charge less for power overnight, and transit agencies impose higher fares during rush hour to encourage users to shift toward off-peak times, when energy and trains are in less demand.

Other times, it's an effort to liquidate perishable or seasonal goods, like fresh produce at a grocery store or winter coats at Macy's.

Then there's "surge pricing" on ride-hailing platforms, which is meant to quickly prod more drivers to start picking up passengers.