Because of the COVID-19, there are some restrictions on the number of customers on the same table and the distances between tables in the restaurant

a) . pecuniary peice non pecuniary price and full economic price :

A price is the (usually not negative) quantity of payment or compensation given by one party to another in return for one unit of goods or services.A price is influenced by production costs, supply of the desired item, and demand for the product. A price may be determined by a monopolist or may be imposed on the firm by market conditions.

A pecuniary externality occurs when the actions of an economic agent cause an increase or decrease in market prices. For example, an influx of city-dwellers buying second homes in a rural area can drive up house prices, making it difficult for young people in the area to get onto the property ladder. The externality operates through prices rather than through real resource effects.

This is in contrast with technological or real externalities that have a direct resource effect on a third party. For example, pollution from a factory directly harms the environment. As with real externalities, pecuniary externalities can be either positive (favorable, as when consumers face a lower price) or negative (unfavorable, as when they face a higher price).
The distinction between pecuniary and technological externalities was originally introduced by Jacob Viner, who did not use the term externalities explicitly but distinguished between economies (positive externalities) anddiseconomies (negative externalities)

Under complete markets, pecuniary externalities offset each other. For example, if someone buys whiskey and this raises the price of whiskey, the other consumers of whiskey will be worse off and the producers of whiskey will be better off. However, the loss to consumers is precisely offset by the gain to producers; therefore the resulting equilibrium is still Pareto efficient.As a result, some economists have suggested that pecuniary externalities are not really externalities and should not be called such.

However, when markets are incomplete or constrained, then pecuniary externalities are relevant for Pareto efficiency.The reason is that under incomplete markets, the relative marginal utilities of agents are not equated. Therefore, the welfare effects of a price movement on consumers and producers do not generally offset each other.

This inefficiency is particularly relevant in financial economics. When some agents are subject to financial constraints, then changes in their net worth or collateral that result from pecuniary externalities may have first order welfare implications. The free market equilibrium in such an environment is generally not considered Pareto efficient. This is an important welfare-theoretic justification for macroprudential regulation that may require the introduction of targeted policy tools.

‘Pecuniary’ penalties (fines) seem underutilized relative to ‘non-pecuniary’ penalties such as imprisonment, since they are ceteris paribus cheaper for society to impose. But the public preference for imprisonment over fines might reflect the value that the public attaches to the condemnatory meaning that imprisonment, unlike fines, conveys. An economic theory of punishment should include this sensibility in the social welfare calculus used to appraise the efficiency of various forms of punishment. The expressive utility of imprisonment might more than offset the higher cost of imprisoning offenders who could just as effectively be deterred by fines.

The topic of ‘pecuniary’ and ‘non-pecuniary’ penalties involves a distinction easily grasped but also a puzzle not easily solved. The distinction is between fines and all other types of criminal punishments, most conspicuously imprisonment. The puzzle arises from the seeming underutilization of pecuniary penalties, especially relative to imprisonment, in the American criminal justice system.

d). the restaurant managers consider when they are makeing the decision on the temporary closure of restaurants during the period of covid 19

A). Restaurants are the heart of many communities. It’s where couples enjoy date night, families celebrate taco Tuesday, and teams gather for postgame grub. But as the world grapples with how to respond to COVID-19, both national chains and independently owned restaurants are quickly strategizing to find new ways to serve their communities

As restrictions and guidelines change on an almost minute-by-minute cadence, restaurants are forced to adapt to ensure the health and safety of our employees and communities. As a result, many have made the decision to scale back operations and shut down a portion of their kitchen as they shift exclusively to delivery and takeout models, or temporarily close their doors.
Even if the reason for temporarily closing is new, the process for managing a temporary closure is not. We compiled this guide to help restaurants navigate this unchartered territory. While none of us knows exactly what the future holds—we are certain that the restaurants we love to support will emerge on the other side of this crisis.

flush Your Beer Taps

If your beer taps will be closed for more than a week, you need to flush and clean the lines. If you don’t, your lines will grow bacteria and funk up the beers. Save yourself this step and call your local beer distributor to have them flush the lines for you.

Turn off water

If no one is going to be in the space for an extended period of time, you may want to consider turning off your water. This is a case-by-case decision that needs to be made based off your unique situation. If you do decide to shut off your water, make sure you turn off hot water tanks.

While I manage the Restaurant teams at Google as my “day job,” I am also a restaurant owner who is personally experiencing this crisis from the front lines. My wife and I opened Seven Scoops & Sips in 2019, and we donate a portion of our earnings to worthy causes. (Seven Scoops has been able to donate over $60,000 in the past nine months because of community support.) Before COVID-19, the store was packed every night because people knew that their purchase of an ice cream, coffee, or acai bowl was helping to fund local schools and sports programs, cancer victims, homeless youth, children in need in Harlem, villages in Kenya, and other local and global causes. The sting of this crisis is especially hard since now all funding is put on hold until business can resume.

The pandemic presents unique challenges for Seven Scoops and the industry. And while the path forward depends on many variables, here are some strategies restaurants are adopting to support their customers in this unprecedented moment.

Help your customers plan and prepare:
When uncertainty is top of mind, people are looking for information they can trust. This is even more evident when it comes to accessible and available food options nearby. “Take out” search interest has increased 285% since the start of March.1 Being there to help people navigate this new normal with up-to-date and relevant information can make all the difference.

For the last five years, “restaurants near me” consistently ranked as the most popular “near me” search.2 But consumer behavior has changed. The focus has shifted to alternative mealtime solutions. We’re seeing more consumer interest related to “delivery” in the last three weeks as a result of national guidance to shelter in place; search interest for “food delivery” related queries has spiked 100%.