Episode 122: Mastering the Price Increase: Strategies for Confidence and Client Retention

In this episode of The Pursuit of Badasserie, we dive into one of the most challenging aspects of running a business: raising your prices. We break down the mental blocks that often hold us back from increasing our rates and share strategic tips for doing so without losing clients.

Here’s what we cover:

• Why justifying a price increase can backfire, and how to present it with confidence.
• The importance of getting our sales teams on board with price changes and how that can impact our bottom line.
• A discussion on the psychology behind price perception and how to avoid projecting doubts onto our clients.
• Practical advice for announcing price increases to current clients, including offering limited-time opportunities to lock in old rates.
• Amanda’s strategic approach to pricing evaluations, and how making this a regular part of our business plan can ensure continued success.
• Real-life examples of price increase stories—both good and bad—that give us insights into what works and what doesn’t.

Plus, we’d love to hear from you! Have you recently raised your prices? Are you struggling to do so? Let us know, and we’ll help you work through it.

If we’ve been hesitating to raise your prices or want to make the process smoother, this episode is a must-listen!

Resources Mentioned:

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Join the Conversation:

• Share your price increase stories with us, or let us know your pricing blocks! We’d love to help you through them.

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Read the full transcript of this episode below:

 

Lynn Howard

Hey, I’m Lynn.

Amanda Furgiuele

And I’m Amanda. Welcome to the pursuit of Badasserie, the podcast. This is a tough one for a lot of people.

Let’s talk about raising prices, how to do it, when to do it, how not to do it. Raising prices is always difficult thing for a business owner to do, particularly a smaller business, to you have your low clients, you’re not sure how to raise prices.

Let’s talk about when to know if it’s the right time to raise. prices and how to do it effectively without losing people.

Lynn Howard

Yeah, so I have to start with something I learned, something I was told when I officially got into the consulting coaching world and I bought that franchise and we were doing all these trainings and at one point we were talking about the pricing in our region of how much we would charge for like our signature course blah blah blah and I thought it was really cool that they said okay I mean they had a standard, a low standard but they said okay you can start above this X amount we’ll say $2,000 but every time that you get certified or go and get more training or invest more into yourself we want you to raise your pricing and here’s kind of like the range of but there’s no limit like you can add additional things and stuff and that always sat with me and any of the especially the service providers I

have worked with over the years, either with you in our groups or independently, that is absolutely one of the things I will always tell them.

Every time you go and get more training, get more certifications, invest more into your personal business, your prices should go up, into you, and if you’re part of your personal business, your prices should go up.

And, you know, obviously there are, and I see this with a grain of salt, like norms, like high, like your range norms, and there are things that, know, of where you’ll hit a cap at that particular service or whatnot.

That’s more internal and target audience and kind of a few other factors, but that is one of the things that will forever, ever stay in my, in my psyche.

Amanda Furgiuele

Absolutely. I 100% agree with that assessment, and one of the other things that’s so with me for talking about things that have stuck with us is, and I don’t remember who said it, maybe it was me who said it, I don’t remember who, but if you’re not adjusting your prices every year, then you are giving yourself a pay cut every year.

Because of the, if you look at inflation, and I’m speaking primaries from my U.S. base here, if you’re thinking about inflation, like United States inflation, if you’re thinking about the cost of living, the cost of your products and service of your cost of goods sold, all those things are gradually going up.

And if you’re not raising your prices to meet that or exceed, then you’re taking a pay cut every single year.

And I know, as a small business owner, you have this feeling like, oh, well, everybody has it hard. I don’t want my clients to have to pay for that.

It’s the cost of doing business. I’m going to absorb that cost. And to some extent, yes, there are some things.

I don’t want to pass fees on to your clients, like nitpick them nickel and dime. And I’m like, you have to pay this and this it’s really actually that’s a huge peppy.

And you do have to to raise prices in some capacity in order to keep your business open because if you keep your prices the same for 35 years, you’re going to price yourself out of business because eventually, and I don’t know, I mean, there is something to be said about the economics of, you know, fixed pricing model, et cetera, where you can only be so low or you’re actually, you know, you think that you’re going to get the quantity, the volume of people at that low price, but it’s not going to make up for the fact that your prices are so low that you can’t afford to stay in business.

that’s really what we’re talking about here is that it’s not just arbitrarily raising your prices because you had on a whim on Tuesday that you want to charge $50 instead of $20.

That’s not what we’re talking about here. This is strategic pricing. We want to strategically be raising our prices because, again, if you’re not looking at your numbers, if you’re not thinking about the strategy behind raising a price, then you’re just, you don’t even know that’s going to cover it.

mean, what have you raised your prices by $10 into you? That’s a lot, but you needed to raise it by 25 in order to.

your doors open. So think about it’s the strategy behind it too. So we’re gonna get into that, but we wanted the thing that stuck with me was if you’re not raising your prices every year, in some capacity, whether that’s time worth value, like what there’s lots of ways that you raise prices necessarily.

– Lynn Howard

But if you’re not raising prices in some way, the currency is going up and some aspect or another, all of them.

We’re not ignorant, but overall, like 20 years ago, things cost different than they cost today. Also, industry shifts, like sometimes the industry will shift and, you know, and the market shift.

And the one example I keep thinking about is the real estate game. Like that house was worth, you know, $200,000 and now it’s worth $200

$2 million, right? um, now again, and being that Amanda and I met in Hawaii, I lived in Hawaii six years.

me, that tone, I know for her, that tone, we’re not talking about like the jerks, kind of what she just said, because this is industry or environmental or situational shifts, right?

Um, that water will go or eggs right now, like that’s a big thing in the US, or like water and Hawaii, um, or toilet paper, if like tsunami or, uh, something’s happening, um, more tsunami, right?

Or hurricane is coming, like the triple quadruple the price. That’s not again what we’re talking about, but, uh, industry shifts can definitely influence, um, when you should raise your prices, if it becomes more popular, because it becomes the new in thing.

Uh, yeah, you can still be a lower price point if you want to, but you need to raise your price.

Amanda Furgiuele

and they undervalued themselves but now they’re starting to realize it in this particular community and so they’re raising their prices because not only do they feel undervalued but remember we train others how to treat us so if we’re undervaluing and not even charging what market price should be then other people are going to treat us a certain type of way as well and you can also lower your entire industry standard by charging too little so if you’re industry let’s say for example your industry standard it’s a hundred dollars an hour and you’re charging five dollars an hour then suddenly people start looking at you and like oh well how come this one over here that’s the exact same is five dollars in your 100 and everybody else is 100 like what’s the difference and that can work positively or negatively yep everybody could take it but then then the other side is saying well you get what you pay for this and the people start to think well that’s probably a cheaper version like that’s the knockoff version that’s the like you know the terrible manufacturing version that’s one that like used children in sweatshop

version like there’s so you get what you pay for but you’re you’re training your target audience to understand what your price point is that’s why the target audience of someone who buys Bentley’s and Louis Vuitton’s every week is different than the price point of somebody who’s buying you know used Toyota Corolla and a purse from Claire’s like and those are very United States specific companies but the point is I think we are most of what I would have Louis Vuitton is the point is high end and low end those are different clientele because they have different markets they have so we’re you have to also know what your target market your ideal client is willing to pay or redefine your target market if you’re if you’re getting into those higher levels so there is bit of that as well but we’re not going to discuss that today in full because that’s a whole other podcast we should just constantly write notes yeah another podcast idea however when it comes to pricing your anything your product or service to me the most

important thing is to really look at what is the cost? What does it cost you to run your business?

If you have office space, you have a brick and mortar. It’s very easy to understand that if you if you have your like, for instance, I’m a business consultant, most of my work is not from home.

So the actual cost of doing business isn’t the same as with my brick and mortar business, where I have rent, electricity, campees, employee fees, like there’s a lot more taxes there, are different between those two businesses or very different businesses.

a brick and mortar versus something that doesn’t have, you know, a building, they’re going to be different prices, but both of them have a cost.

So what is your actual cost of business? Because if you’re not covering your expenses, we need to get on a call.

Because if your rent is $6,000 but you’re only charging enough to make $5,000 and you’re wondering why every month you have a credit card bill you can’t pay off, well that’s because you’re not charging enough to cover your basic expenses.

call it the nut. is $10. So I guess I’ll charge nine. maybe I’ll get. So did you look at your business?

And I’ve had that conversation. I know both of us have had that conversation with clients. Like, how did you price yourself out?

And I just had a client two weeks ago who had me look at a competitor. How come she’s charging so low?

how can she what what are what’s her business that she’s charging so long? I’m like, well, I like, first of all, look at the rent in her area.

She’s 50 miles away from you. And the rent expenses there are half the price that you’re here. So I can’t guarantee everything.

But just look at that one thing tells me that she’s got less expenses than you. So she can afford to do last but also she’s only a year in.

She might not make it a year. You don’t know. So you can’t be comparing because you don’t know somebody else’s you could be comparing your valley with somebody else’s peak or vice versa.

So we want to when we’re thinking about pricing our businesses, it should be based on the strategy of what our businesses our business expenses are and not what we assume other people’s what we assume.

from other people’s businesses are expending. the strategy, first, has to come up your actual real numbers.

Lynn Howard

What does it cost to run your business? Yes, yeah, you’re not comparing apples to apples. It’s interesting. Okay, so how much to raise?

Now, I think this is a good time to put this point in because I managed to talk to about the nut.

most people don’t know they’re not. So that means that regardless of, you don’t know how much you have to make in order to keep the doors open.

And Amanda’s example, if you need a hundred, then you need to be making hundred, actually need to be making more than that to make any type of profit and have a little bit of flex, right?

And so typically, a standard demand on the industry might be a 10 to 30%, but we actually, the client in our group, we told her she actually needs to double her prices because she’s really undervalued.

So it really depends if you already know you’re not and making a profit there than how much also like the industry standard and like all these other factors.

But typically, if you’re making profit already, it’s you and there’s no outside circumstances that are going to that need to influence it.

It’s usually between 10 and 30 percent year on end. or take. I mean, but that’s about the average. Across industries.

Amanda Furgiuele

And that doesn’t have to be across every single product or service that you have. It’s just an overall like you need to be upping a little bit every year.

Lynn Howard

So link and keep going.

Amanda Furgiuele

But like that’s not like every year you have to raise everything by 30 percent. It’s more it’s more nuanced than that.

Lynn Howard

Yeah. And if you are a product or a product and service, like I have some contractors, some builders who are bank clients of mine for over

for a decade. But I have some people in the industry, and especially in Hawaii, like, because of with COVID, what happened with the shipping and different things like that.

And now with the whole additional taxes, it’s just you have to account for the situational stuff, the for those in that kind of arena, or that have a contract, you should have some kind of clause about raising your prices, and that industry shifts and situational environmental things that are out of your control may increase.

for example, after COVID, all the lumberyard shut down, all these different things happened during COVID, and then there were strikes, and Hawaii has to everything in.

So not only did the lead time increase, exponentially, but also the shipping cost was outrageous and the price of the product was outrageous or the material and so they had to rewrite all of their contracts during the time.

So when they were bringing on new clients that you know they wouldn’t eat that cost because that would shut a bit it shut a lot of businesses down actually a lot of businesses.

So again we already talked about signs of when it’s time and also things that can influence it. We’re also covering your butt and your contracts too.

Even in my alarm company contract we had it in a clause in there that you know certain things may raise it based on blah blah blah but also that we’re going to raise it every year and we had the percentage in there that we typically raise it.

It was a gap. It wasn’t exact but that way it was kind of the expectation that it’s already going to happen.

because it does in other industries, other bigger companies, they’re doing it as well.

Amanda Furgiuele

And I know that when you raise, we know that when you raise the prices, there’s always this apprehension that you’re going to lose people.

And first, we want to say, yes, sometimes you will. Sometimes you’re going to lose people because as you increase your prices, you might be getting into a different target market and you might price out some people.

However, generally speaking, the price increase will offset the loss of those people and the new people you’re bringing in are going to be starting at that higher price.

And so if you’re doing it strategically, you won’t lose a lot of people. Again, if you suddenly quadruple your prices without any kind of proper layout or prep for the client or reason, then yeah, you’re going to lose a lot of people all at once.

But conversely, if you are raising them strategically, and you’re giving them the lead time, you’re giving them every opportunity to grandfathering them in some cases.

There’s actually, in my experience in the last 25 years, there’s not a lot of loss there because the people that you do lose you make up for in new clients or in the extra price that you increased.

So when that little intern, when you’re kind of like losing people and gaining new people, it really evens out.

So there’s not, I’ve never had it happen where, I’m back on wood, I’ve never had it happen where I just suddenly lose everybody because of my price increase.

People are used to having prices increase and as long as you are presenting it in a strategic way and you are, again, not price gouging them, they should kind of get over it and understand that that’s the cost of doing business as well.

They know that their rent went up so why wouldn’t your rent go up? And you don’t want to price yourself out of business just because you’re worried about what someone else might, might think about you raising prices because sometimes they don’t care.

at all. I’ve had many occasions where I’ve had, you know, people, services, raised prices on me. And it was like, oh, okay, yeah, sure, that’s your new price, because they were underpriced themselves.

And I was really lucky to be sitting in that super, super cheap price for a year. So I’m like, yeah, you should have been charging way more.

And at this point, I’m shocked it didn’t happen sooner. So don’t project what you think someone’s going to think about your pricing increase.

If you’re strategic about it, and you are presenting it properly, it shouldn’t be the big issue that you think it is in your head.

Lynn Howard

I can’t tell you, and I know you’re the same, but how many times clients are not clients that I tell people you have to raise your price.

Like, that was my go to to also many business owners I would talk with, you have to raise your prices, what is wrong with you.

You know, I started to kind of get into two other aspects. I think one is, I want to talk about the justification of raising prices or the

being increased. And also how to announce it. But I want to go to a point that you made about like the offset.

I think that there’s a factor that’s missing that we’re not talking about in the potential attrition or like, you know, the loss in game is that if you’re actually, it doesn’t necessarily have to do with the price increase or how and why to raise it.

But if you’re taking care of communication, there’s the expectation of like, it’s written into your contract. You have that dialogue dot, dot, dot, when you’re actually taking care of them, you are less likely to lose them.

Then if you, when you raise your prices versus if you’re just going through the motions or they’re just another number, they’re like a cattle, then you’re more likely to lose them.

So I’m just prices. I think that you didn’t have a lot of, you never had that adverse effect because you were also taking care of your people, you were constantly increasing your income.

Yeah, so one of the things that we talked about on our bad rate program this week was about like the justification of increasing.

And I think it’s two-fold. First, it’s the expectation. Like, I am definitely, and I know this is a me thing.

I know a man has it, but I definitely know this is like a me thing. Like, things are just matter of fact.

Like, I don’t have to, like, nope, and this is the way I’ve always let. I know it’s a present thing of mine, like a presence.

Like, it’s part of my presence is like, no, that’s just the way it is. So people don’t typically give me pushback.

And if they do, it’s just a little bit of pushback. Because I set the expectation energetically, like, all of the things.

And so I feel like like overall typically justification is not needed. But if you’re nurturing your clients, because these are your clients, the new people they don’t know here and are there, they might know, but they’re prospects.

your current clients are the ones that need to be addressed. But I don’t think justification is needed. very rare occasions do I feel like you can give a very little justification if needed.

But in my opinion, and I know Amanda feels the same way, we do not believe in justifying the price increase.

It’s a matter of fact, it is. But if you have to, there are ways to do it that are not making it seem like you’re justifying.

It’s about like, this is the cost of doing business or this is, know, these are you can build it up beforehand.

Amanda’s actually great at this of like planting little seeds. I don’t know about it. And that’s not necessarily this context, but in other contexts, you’re really good about this, putting in a bunch of testimonials out about like how amazing you are, highlighting new skillset, then be like, oh, by the way, we’re raising our prices.

So it’s like feeding them all the good stuff is subliminally and in their face at the same time. So you’re not technically justifying it, but you’re kind of building up and planting the seed and putting them on the high horse with you.

Amanda Furgiuele

Absolutely. That is a winner. And I love that you said that you don’t justify because I don’t really either, because in my opinion, this is the price.

That’s the price. If I go to the grocery store and I see the milk is $7, I’m either going to buy the milk or I’m not going to go up to the front desk and haggle about the price of milk because I feel like last week it was 30 cents cheaper.

Like, no. So being very, very matter of fact, the way I mean justification is, for example, at a client who had not raised their prices in 10 years.

They were grossly undercharging on everything and there were a couple of things that she did have to over like double the price.

And so she being the nurture that she was really was struggling with doing that to her clients because she was like, I just, everyone’s going to hate me.

And they’re not, they’re going to all lead because nobody can afford it. And she was projecting what she thought they were going to say.

But she was grossly undercharging, grossly like industry standard way low on her services. And so her justification and her email was talking about all the certifications and training she did based on this, the marketplace.

So she felt the need based on her personality to give it a bit more justification. But really it was just a way of saying like, these are the facts, this is how much we’re charging, but in a nicer way that she felt good about.

But it was more her justifying it to herself. Because a lot of times when you raise prices and let’s say you have employees or people who have to be the ones on the sale.

force if they’re not in on the prices and they don’t believe those prices and they’re going to be setting you up for failure because if they’re like oh well yeah it is kind of expensive now oh yeah that mindset in your sales team or employees that you have if they don’t buy into the idea that this is what you guys are worth then it’s absolutely gonna hit you in the butt because that’s happened to me before and a couple of businesses where the people who are working for me the contractors didn’t understand the price increase and so they thought I was just raising the price to be a jerk gouging them even though was like five dollars difference but they weren’t buying in on it they didn’t think they were worth that money and so they were constantly having the same dialogue people again it is really expensive all I know it’s really expensive no it’s not expensive you’re creating that dialogue and now everybody thinks that it’s expensive because you said it’s expensive but it’s really not that expensive if you go on like yelp for example and they had the little dollar signs to say how expensive a place is and you see it’s five five dollar signs expensive like oh yeah I can never afford that place

But then you go and look at the menu you’re like, oh, it’s only like $30. It’s not really that expensive for the quality I’m getting.

So it’s really relative. So what some, what one person thinks is really expensive might be super cheap to somebody else.

So again, we’re not projecting what prices are. And if you’re going to justify something, I would rather justify it to my sales force so that they’re all on board.

So they understand that this is the cost that this is the cost of business.

Lynn Howard

Yeah.

Amanda Furgiuele

You need them, well, you just, yeah, you need them to be, I mean, if they’re going to be your sales force, particularly, you need them to understand that this is the price.

This is why it’s the price. This is what we’re worth. This is what we, the value that we give, the value provides.

is what the industry gives. we’re, we’re grossly undercharging. It’s time now. So I don’t necessarily mean that you should be writing these long intricate emails to each of your clients talking about the woes that you had and the struggle that you had to increase prices.

fact, please do not do that. Instead, it’s more of just a, if you have to justify it. to yourself, if you have to just divide to your team, whatever you have to do to get over the mental block you have around that price increase.

Because the mental block that you have is going to do more detriment than the actual price increase.

Lynn Howard

Mm-hmm. Every time. Yeah. Agreed. All right, so how do we announce it? Again, we just talked about the justification.

Very rare occasions you need to justify, but keep it minimal, and it’s not victim mentality. It could be a very matter of fact.

how to announce it is, I’m a big believer in giving notice for my current clients, usually 30 days or more.

If you can give longer, that’s sometimes up to 45 days, depending on the industry. could be all the way up to 60 days.

I think that there should be a limited time offer for them. They can even buy a package of those and be able to have six months or maybe eight months to use all that package so they pre-pay you for that at that cost and you can limit that right or you don’t have to do that but i would say you give a notice um you can add a limited time to lock in that pricing um or bulk buy bulk purchase and that shouldn’t be the if you’re giving 45 days maybe they have 15 the next 15 days to bulk buy or lock in a certain price for x amount of time they don’t get that full 45 days this is to push a decision quicker um yeah and just be really like don’t make exceptions be like nope this is it and for your clients coming on as soon as you know with that price increase your new clients they automatically get that new price so if you get 45 day window for your existing clients

or 30-day window for your existing clients. Any new clients that come on, I would suggest go straight to that new price.

Now, if it’s a product, that’s slightly different. It goes up typically all at the same time. But if it’s a service, I introduce those new people at that new price immediately.

Amanda Furgiuele

I don’t give them the 45 days or 30 days, whatever that is. Absolutely. I love that you brought up getting your existing people a time to bulk buy or grandfather themselves in for a certain period of time, for a certain amount of bulk.

Because honestly, number one, it is taking care of them. They already know, they already know, like, trust you. They’ve already been doing buying the services.

you give them an opportunity to buy at that older rate, give them a heads up, and often they will buy in bulk, particularly if you give them the option to buy a large chunk.

still have, they’re still restraints on it, like they’re still restrictions and they have a certain amount of cash infusion with

They’re existing people even at the old price, because they already know that they’re going to use you, then they’re going to buy it at a cheaper price, because they know they’re going to use it.

So, I, and I will, even depending on the, the service and the product, there’s all, there’s ways you can also add value to that too.

Like, oh, well, you can, you know, if you buy this many, if you don’t use them all, I’ll let you share it with a friend or, you know, there’s, there’s ways you can get over the fact that they’re going to have new restrictions.

But again, it’s how you present it. If you come to your old clients and you say, oh, yeah, sorry, like, we’re using prices, this is, oh, I know this is really troubling for you, like, I’m so sorry to do this to you.

Then you’re setting them up to be sorry that you’re doing that to them. But if you come back, we have super excited, we’re adding all this awesome stuff to the schedule, we’re super excited to be, I just took this course and I’m really excited to bring you all this new information.

And you get them on the bandwagon that they should be excited about all these awesome stuff. some new things that you’ve learned that you’re going to give to them, then they’re not going to have a problem paying extra.

So if you’re coming to them with that mindset of, oh, I’m so sorry this price had to happen. Like you’re playing the victim to your own pricing model.

So get over that, whatever, and it’s, I know it’s really hard for like, I don’t have a money issue.

Some, a lot of people do. A lot of people have a really hard time asking for the money and understanding their their value.

I don’t personally have that problem, which makes me come off as harsh in a lot of ways when I’m planning to my clients who do have the money problems.

They’re like, I can’t just ask people for the money like this again. However, that comes from my mindset of this is what it’s worth.

I’m not going to argue with it and make it seem weird and I’m not going to be a victim of my own pricing choices.

If this is what I need to stay in business, this is what we need to provide you the best value.

This is what we need in order to solve the problem. Like, let’s all get on the bandwagon would be excited.

about this. Even when I explain price increases to my to staff or to contractors, again, comes from a place of excitement because of the growth potential, not sorrow over the loss of this old deal that I used to offer.

So that mindset shift will also change just how easy or how difficult you make it to make that price transition because sometimes it’s not that big a deal and you’ve made it, you’ve made it to be a bigger deal than it is because people have money issues, but it really isn’t that big a deal.

Lynn Howard

Agreed. Agreed. So we’d like to know what has been your favorite either email message that you’ve got, like the one that you like the most about a price increase because we’re gathering them.

We want we want to see either you send it out or you received it where you were notified and why you liked that because um did you feel taken care of or what not or what’s the worst that you got?

Go ahead and send us that. So we want to hear your stories about price increases either within your company or done to you because some of the stories that we’ve learned through this week have been wild and I know our own experiences as well so please share that with us we’d love to hear it.

Amanda Furgiuele

And I’d also love to know if you what’s your pricing issue of what what is your block? If you know or if you have just a block around raising your prices let’s talk about it.

What is the block that you feel like you have? What is the hesitation you have in raising your prices?

How can we help you work that out? Because there’s lots of different types of blocks you have around raising prices so what is yours right now?

Let us know and we will help you through it.

Lynn Howard

Absolutely share this podcast make sure you hit subscribe and if you’re listening to us on Spotify or all the other wonderful platforms make sure to go over to YouTube that we can watch us to and subscribe there.

Yeah we also I’d love to know with our audience, what was the last time you took a look at your pricing and raised your prices?

Like, when was last time? And now are you thinking about, I need to raise my prices. Like, it should be written into your calendar that evaluate pricing structure and to raise prices every year.

Every year, Amanda is really good at like really good at that. Like, it’s very strategic in her calendar. I am, but not as strategic as what Amanda is typically.

it’s every every year at a certain time.

Amanda Furgiuele

It is. It is. It is. Anyway, we want to from you. in business. Put that out. It’s strategic. Everybody raised prices and I’m still in business.

So, and I haven’t lost any clients, knock on wood, for the pricing reasons. Yeah. right.

Lynn Howard

They’re not constantly. All right, everybody till next time get after it.