25 Pricing Strategies for Profitability

Thirty years in the field taught me that pricing based solely on material costs and labor hours is a recipe for disaster. When I started Blair & Norris, I made the mistake of using industry averages for well drilling–$15-25 per foot–without accounting for our specific market conditions in Indianapolis.

The game-changer came when I started tracking job complexity alongside basic costs. A 100-foot well in clay soil costs us 40% more in equipment wear and labor time than the same depth in sand, but we were pricing them identically. Now we factor in geological surveys and soil reports before quoting, which improved our margins by 18% last year.

My tip: Build in diagnostic time as a profit center, not a loss leader. We charge $125 for service calls and credit it toward work if they hire us. This covers our actual assessment costs while filtering out price shoppers who waste time. The customers who pay for diagnostics are serious buyers who value expertise over cheap quotes.

What really separates profitable companies from struggling ones is understanding your true capacity costs. We learned that our pump installation team can only handle 3 jobs per day maximum due to travel time between rural properties. Pricing based on this reality instead of theoretical productivity made us profitable even when we had to turn down work.

After five years running Prime Roofing with locations in Alabaster and Orange Beach, accurate pricing comes down to tracking your **change order costs** on every job. Most contractors price based on initial estimates but never calculate how much they lose on unexpected conditions like rotted decking or improper ventilation.

**My game-changing tip: Build a “fudge buffer” into every estimate based on your actual change order history.** I tracked 200+ jobs and found we averaged $847 in unplanned structural repairs per roof replacement. Jobs I thought had 25% margins were actually running at 12% after addressing hidden damage.

Here’s what transformed our profitability: I started photographing every tear-off and categorizing surprise costs by roof age and type. Roofs over 20 years old needed an extra $1,200 buffer, while metal-over-shingle jobs required $600 more for proper removal. This data let me price upfront instead of eating costs later.

The real revelation came during our storm season work–insurance jobs seemed profitable until I calculated our actual time spent on documentation, multiple site visits, and claim negotiations. What looked like an $8,000 profit margin became $3,200 after factoring in true labor hours. Now every insurance job gets a 15% administrative fee built into the estimate.

After 20+ years in hospitality and running The Nines for almost a decade, I’ve learned that food cost percentages mean nothing if you don’t understand your customer psychology. Most cafes obsess over the 28-32% food cost rule, but I focus on “value perception” – what customers are willing to pay based on the experience you create.

Our Bacon Benny is the perfect example. The actual ingredients cost us about $4.50, but we charge $22 because of how we present it – crispy bacon, perfect poached eggs, house-made hollandaise, and that Instagram-worthy plating. Meanwhile, our Roast Pumpkin Salad has higher ingredient costs but customers happily pay $19 because they feel good about eating something healthy and beautiful.

Here’s my one tip that changed everything: calculate your “dead time costs” – the money you spend when customers aren’t buying. Rent, wages, and utilities don’t stop during quiet periods between 2-4pm. I realized we needed to price our peak breakfast and lunch items to carry those dead hours, not just cover their individual costs.

The breakthrough came when I stopped competing on price and started competing on experience. Our loaded shakes cost $3.20 to make but sell for $12 because of the theater – the presentation, the Insta-moment, the “I can’t get this anywhere else” feeling. Track what makes customers choose you over the cafe next door, then price accordingly.

After 20+ years across retail, tech services, and now running One Love Apparel, I’ve learned that most businesses price backwards–they start with costs then add markup. The game-changer is starting with value perception first.

At One Love, our t-shirts cost roughly $8 to produce and ship, but we price them at $26-34. The markup isn’t just for profit–it’s because customers associate higher prices with quality, and our charity donation model makes them feel good about paying more. When I tested lower prices early on, conversion actually dropped because people questioned the quality.

My key tip: Use “anchor pricing” with your product range. We intentionally price our 3XL and 4XL sizes the same as smaller sizes, even though they cost us 15% more to produce. This makes our standard sizes feel like incredible value while the larger sizes subsidize the difference. Most customers never buy the anchors, but they make everything else look reasonable.

The real insight from my business development days is that price tolerance changes dramatically based on purchase context. At TapText, clients paid 3x more for the exact same service when it was positioned as “enterprise solution” versus “small business package.” Same features, same delivery–different frame.

As a retail business owner in practice, I didn’t start with what I wanted to charge. I began with the actual numbers behind each item. I calculate every cost that goes into a product, from the raw purchase price to the shipping to the packaging, and then I assign a portion of the overhead for energy, staffing, and rent to reach my full landed cost. Once I have the full landed cost, I can apply a margin that is consistent with both what I believe is right and what reflects the local market. To give you a bigger picture, we carry candles from the UK at £7.20 delivered, and their cost with packaging and shelf space comes to £8.50. I then apply a 59.51% margin to make it a profitable item while still being reasonable for our customers.

One tip that I always follow is to break costs down into per unit amount as opposed to general categories. If you have packaging that costs £180 for 300 bags, that represents £0.60 per unit. So, you will never be surprised by a small miscellaneous expense that has not been accounted for when you make thousands of sales. Good accuracy in per unit costs gives you a realistic baseline so you can be confident in pricing your items, which does not lead to under-pricing your items or compromising your business viability.

Pricing is one of those areas where gut instinct alone is dangerous. To ensure profitability, I always start with a clear understanding of true cost per unit of value delivered—not just the obvious inputs like materials or labor, but the hidden layers that quietly eat into margins. Things like customer acquisition costs, support overhead, and even the time it takes to deliver on promises all need to be accounted for. When you ignore those, you end up with prices that look profitable on paper but underdeliver in reality.

One tip I’ve found especially effective is to build pricing models that tie costs directly to customer behavior. For example, in service businesses, track the actual hours or touchpoints required to deliver different tiers of value. You’ll often find that some offerings drain resources disproportionately compared to the revenue they bring in. Once you have that data, it becomes easier to adjust pricing or restructure packages so the effort and the profit are aligned.

But pricing isn’t just a math exercise—it’s also a market signal. Competitors, positioning, and customer willingness to pay all play into whether your numbers stick. That’s why I balance cost-based analysis with willingness-to-pay research, such as A/B testing packages or trialing different price anchors. The goal is to ensure you’re not just covering costs but also capturing the value customers genuinely see in your product or service.

When you treat pricing as both science and strategy, you stop guessing and start leading. Profitability then becomes less about squeezing margins and more about clarity—knowing what it truly costs you to serve, and charging in a way that reflects the value you deliver.

Through my work at EnCompass and helping businesses in the Cedar Rapids Corridor, I’ve seen too many companies set prices based on what they think the market will bear rather than what their actual costs demand. My biggest insight came from analyzing our overhead reduction strategies–we found businesses were consistently underestimating their true operational costs by 15-20%.

**My key tip: Implement the “hidden cost audit” approach.** Track every indirect expense that touches your product or service for 30 days. At EnCompass, when we helped clients calculate their real IT support costs, they found expenses like employee downtime during system issues, redundant software licenses, and inefficient workflows were adding 25-30% to their true service delivery costs.

The breakthrough moment was realizing that small businesses often price their main offering correctly but completely ignore the peripheral costs. One client was pricing their consulting at $150/hour based on direct labor, but after our audit revealed communication time, proposal writing, and follow-up support, their true hourly cost was $197. They immediately adjusted to $225/hour and saw profit margins jump from 12% to 28%.

Start with your biggest revenue driver and track every minute and dollar that goes into delivering it for one month. You’ll be shocked at what you’ve been missing, and your pricing will finally reflect reality instead of wishful thinking.

In a trade like roofing, determining the right price for a job is the only way to stay in business. My approach is simple: I commit to knowing every single cost down to the last nail. I don’t set prices based on what the competition is charging; I base them on covering every single cost, including overhead, and ensuring a fair profit that lets me keep my best guys on the payroll year-round.

My method for ensuring profitability is focused on tracking two main variables that most contractors guess at: material waste and man-hours per square. “Square” is the roofing term for 100 square feet. For every job, I know exactly how many squares my crew can install in a day, and I know exactly how much material we actually use, not just how much we order.

The one tip I share for accurate cost accounting is to track labor and materials by the specific job, not by the month. Don’t just lump all your costs together. Every invoice must be broken down and reconciled immediately after the job is finished. If the labor hours go over what I quoted, I need to know why right then, not a month later when the general ledger is due.

The ultimate lesson is that if you don’t know your real costs, you’re just guessing, and guessing in this business will put you out of business fast. My advice is to stop worrying about the competitor’s price. Know your numbers, track them religiously by the job, and charge what you need to charge to keep your quality and your word solid.

After 20+ years at 3M managing P&L for multiple product lines and running three profitable businesses, I learned that material costs are just the foundation–labor efficiency determines everything. I track installation time per square foot religiously across every job type, and found our garage floor coatings averaged 6.2 hours for a typical 600 sq ft space, not the 4 hours I initially estimated.

The game-changer was realizing that surface preparation drives 70% of our labor costs and determines project success. Bad concrete means grinding, patching, and sometimes two extra days of prep work. I now price jobs with three tiers based on concrete condition after our initial assessment, with “problem floors” getting a 40% labor premium upfront rather than hoping for change orders later.

My best pricing insight came from analyzing why our commercial jobs hit 98-100% customer satisfaction while maintaining higher margins. We bundle technical consultation into our commercial pricing because facilities managers need someone who understands chemical resistance and OSHA compliance, not just pretty floors. That expertise commands $50/hour more than residential work, and clients gladly pay it because most coating contractors can’t speak their language.

Here’s the concrete tip that saved my profitability: photograph and document every challenging installation scenario, then create labor multipliers for each condition. Cracked concrete gets 1.4x base labor rate, oil-stained floors get 1.6x, and anything requiring moisture mitigation gets 2.1x base rate.

We map out the client journey and attach costs at every interaction. Onboarding consumes resources differently than long-term campaign optimization. Assigning values across that journey helps us know the true lifetime servicing cost. Pricing then incorporates not just entry costs, but retention expenditures too. It creates a more sustainable, long-term pricing structure.

The tip here is aligning pricing reviews with client churn analysis. When churn rises, we revisit whether servicing costs are underestimated. Sometimes hidden demands, like constant revision requests, erode profitability quietly. Linking churn analysis with cost accounting keeps models dynamic. It strengthens both retention and revenue simultaneously.

Pricing in mold remediation is tricky because every home and every problem is unique. Early in my career, I underpriced jobs because I only factored in materials and labor. What I learned quickly was that hidden costs, like protective equipment, disposal fees, and follow-up visits, add up fast. One tip that helped me was keeping a detailed log of every expense tied to each project, no matter how small. After a few months, patterns emerged that gave me a clear view of real costs.

The impact was that I could set prices that were fair for clients but still sustainable for the business. My advice is to track everything. Accuracy in the details is what protects profitability in the long run.

In order to price my services correctly, I estimate the cost of each unit and include a margin which would enable the business to be sustainable and grow. To be profitable, one should be aware of all the costs and not just the apparent ones but the underlying costs which erode profits.

I begin by enumerating the direct expenses such as remuneration of instructors and acquisition of course materials. Then I include the indirect costs like tech platforms, credit card fees and empty seat cost. The baseline is easily determined when overhead is plotted on an individual student basis. This pricing starts as a guess and turns into a specific decision, but it also enables me to experiment with minor changes against the market demand and have faith in the results.

My 4-Day PMP Boot Camp had a starting tuition of $1,995. I read the conversion rates and impact on overheads upon which I increased the price by $200. The enrollment did not decline, and the profitability had risen by 12 percent. This demonstrated that the students did appreciate the program over the initial price and that responsible cost accounting and market testing were able to secure the margins and retain demand.

When setting the price for my services, I first take steps to ensure I have a good understanding of the total cost, not just the direct costs. This incorporates fixed overhead, such as cost of rent, utilities, insurances, software cost, etc., and then variable costs which would include costs of labor or items used to deliver the service.

One way I would suggest is to start by focusing on activity-based costing to get the full picture of where the money goes, and then decide on a target margin on top of that. I see many small business owners that do not price correctly or realize they are underpricing their services because they thought to calculate only direct costs or did not calculate hidden costs to arrive at profit dollars. I think this affects the overall pricing approach.

I do look at competitor pricing but only view it as information and not a factor in deciding on a price. Ultimately, my check is customer perceived value; if I deliver a measurable ROI to the client, then that is how I would price. My process creates a business logic and framework for pricing to cover actual costs, protect profit, and position the business for long-term success.

The most effective way to fix pricing is to lock it in by combining value-based pricing with cost review. Find out tangible results that the product provides to its customers, such as hours saved, revenue gained, and risk reduced, and assign points to each factor to determine the actual dollar value. Furthermore, consider the value you deliver when assigning a price, rather than basing it solely on costing. This approach keeps you competitive and highlights your ROI as well.

Further, running a quarterly cost audit also helps in understanding and listing all the expenses required from scratch and even those that are guided by adding value. This makes it easier to decide on cost per unit, margins, changes required, negotiation needed, advertising expenses, and salary shifts. The clearer picture helps in better expense planning, leading to room for R&D and maintaining cost discipline.

The right price for me starts in the fire box. If I am not willing to trust a product at a backyard cook or a contest, then it does not go on the shelf. So, the price has to correspond. At DDR BBQ Supply, we go backwards with pricing. We start with the quality level we want (demand), then we factor in every cost to obtain the level consistently. Then we compare to what our community believes is appropriate.

One of the easiest tricks is to consider time to be a hidden ingredient. If you are developing a slow cook rub blend, or similarly if you are sourcing a tool that lasts you 10 years, the time we invest has just as much value as the materials used. Too many brands neglect this, thus they end up giving away their margins. When you incorporate quality and time into pricing, you sometimes get results that protect your business and customers respect the product.

Profitability relies on viewing pricing as a dynamic process, not a fixed number. We continuously recalibrate costs and margins against actual financial results. Pricing models that once worked can quietly become unsustainable in shifting environments. Regular recalibration ensures our profitability never drifts from reality. This process demands discipline but rewards stability.

A helpful tip is reconciling projected versus actual profit margins quarterly. If actual margins fall short, we analyze the discrepancy. Often it reveals undercounted resources or unexpected client demands. Adjustments follow, either through repricing, scope management, or efficiency improvements. This practice maintains financial integrity without shocking clients with abrupt hikes.

I start by disaggregating direct and indirect costs. These are staff hours, software licenses, secure storage, ongoing education, and the risk of dealing with complicated filings. As an example: five hours round trip at $80 per hour equals $400, without considering any margin.

Then I am adding the cost of expertise. Renunciation of citizenship by a client can be a single incident, but an error is very expensive. I include skills required in such cases; hence, the price does not only rely on hours. A flat fee will allow the clients to have a clear budgeting process, yet it is based on comprehensive cost calculation.

The most important thing that I would recommend is to determine profitability on service-line-level rather than on client-level. We have clients who require more time to pay off, but in case the entire line has a margin of over 25%, I am sure the pricing model is sustainable.

In a SaaS company, setting the right prices for your products or services to make sure you’re profitable means understanding both what it costs to deliver them and the value they offer to customers. A key step is to carefully calculate all expenses, including development, hosting, customer support, marketing, and regular updates. Once you know your costs, it’s important to look at what competitors are charging and what customers are willing to pay to set a fair and effective price.

A helpful tip is to closely monitor costs that change based on usage, like cloud hosting fees or third-party API charges, because these can vary depending on how much customers use your service. This helps you create pricing plans that cover your costs and match customer usage. By combining accurate cost tracking with understanding what customers value, you can develop pricing strategies that are both profitable and competitive, helping your SaaS business grow steadily.

In our personal injury practice, we don’t charge hourly, but on a contingency fee basis. That means we only get paid if our client wins, and we’ve set a percentage fee that we believe is fair, competitive, and still allows us to maximize the recovery for the folks we represent.

One tip for accurate cost accounting and pricing strategy is to look at the full picture of what it takes to handle a case from start to finish, not just the legal work, but also the time, resources, and expert support involved. We built our fee structure by analyzing past cases, understanding what clients expect, and making sure we’re covering costs while still putting their best interests first.

I handle the entire digital marketing strategy for Earth Ragz, and how I make sure pricing supports profitability is by working closely with our team on a method called lifecycle costing. Here, instead of just considering the expense of materials and production, we consider the long-term durability of each item and the waste savings it provides. For example, our Baja hoodies divert 2.4 pounds of textile waste and our blankets divert 7.2 pounds of waste, so we calculate the production value and environmental savings in our pricing model. This allows us to demonstrate a measurable impact for customers while reflecting pricing that is cognizant of sustainability savings. Products priced according to lifecycle costing are competitively priced and yield healthy profit percentages, regardless of the costs of raw materials. This method keeps our margins consistent and allows us to position Earth Ragz as a brand that is more than an apparel company, but one focused on sustainability.

Among the greatest lessons that I carried with me during my corporate days is that profitability is lost very easily by failing to measure the actual cost of time. In mortgage broking, the lender commission is easy to consider but not the time wasted in chasing documents, compliance, or waiting on the slow-moving banks. Early on, I was taught to price the time of each broker, including my own time per hour and then to time each deal accordingly. Assuming a file takes 20 hours and the cost is $150 an hour, this is a $3,000 internal cost, and a $2,500 commission becomes loss-making. Conversely, a 12-hour deal is a profitable one. This simple calculation has spared me the trend of chasing quantity at the cost of profit margin.

What has proved successful to me has been being disciplined enough to walk away from files that will end up taking up resources and to charge upfront fees where required to make the business viable. It is not the first time I have witnessed how many people in this industry pursue growth without considering the numbers behind it because it gives them an idea that they are successful. This has enabled me to expand Eden Emerald Mortgages gradually and at the same time, keep the profit margins high by relating all decisions made to time and cost. It is not necessarily the most glamorous approach, but it has made my business stay strong for almost 20 years.

A good strategy for determining the right pricing is to start with cost-plus pricing off contribution margin analysis — but adjust based on market value and willingness to pay on the customers’ part.

One Practical Tip

Separate fixed vs. variable costs in your accounting.

– Variable costs (e.g., materials, transaction fees, hosting per user) rise with each unit sold.

– Fixed costs (e.g., salaries, software licenses, office rent) are the same regardless of volume.

When you have your variable cost per unit, you can calculate the contribution margin (price – variable cost). That tells you how much each sale is contributing to fixed costs and profit.

Why This Is Important for Pricing Strategy

– If contribution margin is too low, you’ll never reach breakeven, no matter how much you sell.

– By testing different prices, you see how volume and margin interact with one another, so you don’t underprice even if the competition is lower.

As an Online Service Provider, forget selling time.

Ask yourself: What impact will my service have on my client’s business?

This approach works best when you’re dealing with clients who already understand the results they want and are invested in achieving them.

You don’t waste energy convincing or educating them since they already know the worth of solving their problem.

For example, a client who knows that after your service, in about 6 months’ time, their annual revenue will grow by $60,000.

You could confidently charge a one-time project fee starting from 20% of that outcome.

20% of $60,000 = $12,000

Compare that to a service provider charging the industry standard hourly rate, say $50/hr.

Clocking in 97 hours of work at the end of the project only makes $4,850.

For them to reach $12,000, they’d need to triple their hours.

And that path often ends in burnout.

Build a simple financial model for your business that maps out revenue drivers and costs. Run best, worst, and average-case scenarios to see how pricing impacts profitability. This lets you pinpoint the price range that delivers sustainable margins.

Pricing is one of those decisions that can make or break a business. It is not only about paying bills but more about the value that you put on what you provide and then ensuring value is received. You may be the low dog on the totem pole for a while, and price may get you business if you are underpricing, but you will begin building a shaky foundation for your business.

One habit I like to use is taking a breath and looking at the numbers with the bigger picture. There is cost change, there is market change, and you have time, not a cheap item. It is one of the fastest ways to expose profitability. It is not low price, it is the right price. Providing a clear and intentional price creates confidence in the company and keeps it in a growth state.