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Pricing Strategy Program

Stop guessing your prices. Start deciding.

Most entrepreneurs set prices by adding a margin to cost and hoping for the best. This program gives you the thinking framework to make every pricing decision an informed one — not a bet.

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Entrepreneur reviewing pricing spreadsheet with uncertainty
A common pattern
The Problem

Cost plus margin
is not a strategy.

Adding a percentage on top of what something costs you is a starting point, not a pricing strategy. It ignores what your clients are willing to pay, what competitors charge, and how your offer is perceived in the market.

The result? Either you leave money on the table by pricing too low, or you lose clients by pricing too high — without ever understanding why.

1
No reference point — pricing without market context means your numbers are arbitrary.
2
Invisible floor — without a break-even model, you may be working below profitability without realizing it.
3
Fear of raising prices — without understanding elasticity, every price increase feels like a gamble.
Workshop participants building their own pricing models on paper and laptop
Your model, your numbers
What You Build

Your own pricing
model. From scratch.

Every participant works with their own business throughout the program. You don't study abstract cases — you build a real pricing model using your actual costs, your actual clients, and your actual market.

By the end of four sessions, you leave with a complete pricing framework tailored to your business — not a generic template.

Explore the Method
What You'll Cover

Five areas that transform
how you think about price.

Each topic is worked through with your own data, so the learning is immediate and applicable.

Break-Even Analysis
Calculate the exact point where your business covers its costs. Know your floor before setting any price.
Elasticity with Real Clients
Understand how sensitive your specific clientele is to price changes — not a textbook average, your actual market.
Bundling Strategies
Design product and service combinations that increase perceived value and average transaction size.
Upselling Frameworks
Create structured paths that guide clients toward higher-value offerings naturally and without pressure.
Anchor Pricing
Use reference points strategically so that your core offer feels well-positioned in the client's mind.
Raising Prices Thoughtfully
The hardest exercise in the program — learn the conditions, timing, and communication that make price increases sustainable.
Program Structure

Four sessions.
Real homework.

The program runs across four structured encounters with assigned work between sessions. The homework isn't busywork — it's the application of each session's framework directly to your own business.

We don't give magic formulas. We give you a thinking framework so that every pricing decision — now and in the future — is informed and deliberate.

"Not magic formulas — a thinking framework so every pricing decision is informed, not a guess."

Four-session program structure displayed on a whiteboard in a workshop setting
4 encounters + homework
Who This Is For

For businesses with
real pricing decisions to make.

Product Businesses
Physical or digital product sellers who want to understand margins, bundles, and competitive positioning.
Service Providers
Consultants, creatives, and professionals who charge for their time or expertise and want to price it properly.
Growing Entrepreneurs
Business owners at any stage who want to move from intuitive pricing to a structured, repeatable approach.
Resources

Pricing insights
worth reading.

Visual representation of price perception and value in consumer decisions Pricing Psychology
Why clients don't buy based on cost — they buy based on perception
The price you charge isn't evaluated against your costs. It's evaluated against a reference point in the client's mind. Understanding this changes everything about how you set prices.
Pricing Fundamentals Read more
Break-even chart on a desk with calculator and notebook showing financial analysis Profitability
Break-even isn't the goal — it's the floor
Knowing your break-even point doesn't tell you what to charge. But not knowing it means you might be charging less than it costs you to operate — without realizing it.
Financial Foundations Read more
Business owner confidently discussing pricing strategy with a client in a professional meeting Strategy
How to raise your prices without losing the clients who matter
The fear of raising prices is almost universal among entrepreneurs. But the clients who leave when prices go up were often not the clients worth keeping. Here's how to think about it.
Practical Strategy Read more
Questions

Frequently asked
questions.

No prior accounting or financial training is required. The program is designed for business owners and entrepreneurs who work with their own numbers day to day. We use accessible language and work with real business examples throughout — including yours.
The program is specifically designed for both product and service businesses. Pricing a service — where the "product" is time, expertise, or transformation — requires its own set of frameworks. These are covered in depth alongside product-specific strategies.
Between each session, participants apply what was covered to their own business. This might involve calculating their break-even point, surveying a small group of existing clients about price sensitivity, or mapping out a potential bundle offer. The homework is practical and directly feeds into the next session.
Yes. By the end of the four sessions, each participant has a working pricing model built around their own costs, market, and client base. It's not a template — it's a model you built using your own data with guidance throughout the program.
Most business courses teach pricing as a chapter in a broader curriculum. This program is dedicated entirely to pricing and profitability. Everything — every framework, every exercise, every homework task — is focused on building your ability to make better pricing decisions for your specific business.
Open workshops are held in Río Cuarto, Córdoba. We also offer in-company programs that can be delivered at your location. Contact us to learn about upcoming dates and formats.
Four-Session Program

Ready to make pricing
decisions you understand?

See upcoming open workshop dates or contact us to discuss an in-company program for your team.

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Four structured sessions
Applied homework between sessions
Build your own pricing model
Products and services covered
Small group format for real discussion
Why clients don't buy based on cost — they buy based on perception
Price perception and value Pricing Psychology

When a client looks at your price, they don't pull out a spreadsheet and compare it to your costs. They compare it to something else entirely — a reference point already in their mind. That reference might be what they paid for something similar before, what a competitor charges, or what they believe something "should" cost based on how it's presented.

The reference point problem

This is why two identical products can command very different prices depending on context. A bottle of water in a convenience store and a bottle of water at an airport aren't priced the same — and customers accept this because their reference points are different. Your business operates the same way, whether you acknowledge it or not.

What this means for your pricing

If you're pricing purely based on cost, you're ignoring the most powerful variable in the equation: perceived value. Perceived value is shaped by how you present your offer, what you compare it to, what signals of quality you include, and how you frame what the client gets.

This doesn't mean inflating prices without substance. It means understanding that the work of pricing isn't just arithmetic — it's communication. The price you set communicates something about your offer before the client experiences it.

A practical starting point

Before setting a price, ask: what does my client compare this to? What reference point are they using? Understanding that reference point is the first step toward pricing that reflects the real value you deliver — not just the cost you incur.

Break-even isn't the goal — it's the floor
Break-even analysis chart Profitability

Break-even analysis is one of the most misunderstood tools in small business finance. Many entrepreneurs either don't calculate it at all, or calculate it once and treat it as the target rather than the minimum.

What break-even actually tells you

Your break-even point is the volume of sales at which your revenue exactly covers your total costs — fixed and variable. Below that point, you're operating at a loss. Above it, you're generating profit. It's a threshold, not a destination.

The critical insight is this: if you don't know your break-even point, you have no reliable way to know whether a given price is viable. You might be pricing at a level that feels comfortable — perhaps because clients aren't complaining — while actually operating below the point where your business covers its own costs.

Fixed costs, variable costs, and the margin between them

Break-even analysis requires separating your fixed costs (those that don't change with volume — rent, subscriptions, salaries) from your variable costs (those that scale with each unit or service — materials, commissions, delivery). The difference between your price and your variable cost per unit is your contribution margin. Divide your fixed costs by that margin, and you have your break-even volume.

Using break-even as a pricing input

Once you know your break-even point, you can use it as one input in pricing decisions. If your break-even requires selling 200 units per month and your realistic capacity is 120, your current price structure may need to change. This is the kind of clarity that prevents businesses from working hard while moving backward financially.

How to raise your prices without losing the clients who matter
Pricing strategy discussion Strategy

Raising prices is described as the hardest exercise in the program — and for good reason. The fear is real: what if clients leave? What if you're seen as greedy? What if the timing is wrong?

The clients who leave are information

When you raise prices, some clients will leave. This is not necessarily a failure — it's data. The clients who leave when prices increase were, by definition, buying primarily on price. They were the clients most likely to leave for any competitor who undercuts you, regardless of quality. Understanding this doesn't make losing them painless, but it reframes what it means.

Elasticity is not uniform

Different clients have different sensitivity to price changes. Some will not notice a moderate increase. Some will notice and accept it. Some will notice and leave. The goal of elasticity analysis is to understand the distribution in your specific client base — not to assume all clients respond the same way.

Communication matters as much as the number

How you communicate a price increase affects how it's received. A sudden, unexplained increase feels like an imposition. An increase communicated with context — new scope, improved quality, changed market conditions — is processed differently. This is not manipulation; it's respect for the client relationship.

Timing and conditions

There are conditions that make price increases more or less viable: when you've recently added value, when the market has shifted, when you've built enough relationship capital with key clients. Identifying these conditions for your own business is part of what the program covers.