Problems › Should We Raise Our Prices?
The question is never "should we raise prices" in general. It is which customers, by how much, and what you expect to lose.
The question is never "should we raise prices" in general. It is which customers, by how much, and what you expect to lose.
Price is the fastest lever in any business — it requires no new customers, no hiring and no new product, and it arrives on the next invoice. It is also the one owners are most reluctant to touch, which is why underpricing is far more common than overpricing.
A useful price analysis does not produce one number. It produces a segmentation: which customers are paying below the value they receive, which are already at the ceiling, and where the discount distribution shows price being set by the sales conversation rather than by policy.
The uncomfortable part is that a good price change deliberately loses some customers. If a rise costs you nobody, it was too small.
These three together are the signature. One on its own usually points somewhere else.
✓ Almost every deal closes, and closes quickly
✓ Discounting is common and inconsistently applied
✓ Price has not moved in more than two years while your costs have
The move that usually makes it worse. A uniform percentage rise across the whole book, which overcharges the price-sensitive customers and still undercharges the ones who were never buying on price.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
The diagnosis changes with the shape of the business. Each of these works the same question through one industry's actual economics, with an excerpt from a real analysis run on a company of that type.
It routes to Pricing & Revenue Optimization (catalog id t7), one of 29 engagements. The output is a sequence with a stopping rule — which move first, what it funds next, and the observation that would say it is not working — rather than a list of things you could consider.
Read a complete report before deciding whether it is worth your time.
The figures an engine can cite for this question come from a completed run on Aldergate Partners, a sample profile (professional services, $88M revenue, 310 people), not a customer. Several industry variants currently republish the same excerpt — they are not different datasets.
Addressable proof excerpt — $85K diagnostic → $410K implementation, 25% of diagnostic-eligible opportunities diverted to T&M, $700K / 3.4× / NPV $2.4M, kill criteria as published.
There is no general answer, and the useful analysis is per segment. What can be said is that the loss you fear is usually concentrated in a group whose economics you would improve by losing them.
New first is safer and slower; existing is where the money is. A defensible sequence is to move new-customer pricing, watch win rate for a quarter, then bring existing customers up at renewal with notice.
Then you are selling against them on something other than price, or you are not — and that is the real question. Competing on price without the cost structure to support it is the most reliable way to lose money at increasing volume.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Describe the situation in your own words and we will tell you which analysis answers it — before you sign up for anything.
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