How did you get here?
- How did you actually arrive at your original prices?
- When you revise, do you rethink, or just update?
- What additional value have you added since you first set pricing and does the current price reflect that?
- What do you provide that competitors at your price point don’t? Do customers know that?
- Does your pricing signal your market position (budget, value, premium) and is that the position you want?
Are you pricing for the customer?
- Are you attracting the customers you want, or the ones your price point attracts?
- Do you have one price for everyone? If so, does that reflect the real range of customer value and the range of value your customers receive?
- Is there something a customer would pay more for (attention, speed, customization)? Do you charge for it? Do you offer it?
- Are you selling your products or services the way customers actually want to buy them? (For example, bundling things that customers want to buy together; selling those they don’t à la carte)
Do your prices encourage buying behavior?
- Which tier / product / pricing structure would you like the customer to choose? Does your pricing page or price sheet make that the obvious choice?
- Are your tiers or bundles meaningfully different, or just the same thing with a different name and a slightly higher price?
- Do your bundles actually save the customer complexity, or do they just save you the trouble of pricing things individually?
- How many customers can understand your pricing and make a decision on their own? How many require a conversation or custom quote and how much friction or delay does this create?
- Is your pricing structured around what’s easiest for you to manage, or what makes the most sense for the customer’s buying decision?
Does your pricing drive profitability?
- Is your busiest offer also your most profitable one? If not, why are you still prioritizing it?
- Which are your highest margin products or services? Does your pricing encourage customers to choose these?
- How often do you discount? What business reason drives your discounting strategy?
- Do add-ons and upsells exist because they reflect real additional value — or because your core structure doesn’t capture enough value on its own?
- Do your prices (and thus margins) reflect the full cost of selling or supporting your offerings?
What’s holding you back?
- What’s the story you tell yourself about why you can’t charge more?
- What’s stopping a customer from spending more with you?
- What’s the worst thing that would realistically happen if you raised prices 10%? Where would you get most or least push back?
- If you rebuilt your pricing structure from scratch today — tiers, bundles, à la carte — knowing exactly who your best customers are, what would it look like?
Want more information on growing your business
Watch the video or read the full post to learn more about how strategic pricing can help your business
Pricing helps you grow: read our post or access our list of questions to help you figure out how to strengthen and grow your business
