How to Overcome Pricing Fears

You're afraid to raise your prices because you think you'll lose clients. Here's the counterintuitive truth: You might lose some clients, and that's actually strategic. I worked with a professional speaker who raised her minimum speaking fee. She lost 25% of her revenue initially. But here's what happened next. That same price increase saved her 40% of her time by eliminating lower-paying engagements below her new threshold. What did she do with those reclaimed hours? She wrote a book proposal. She developed a signature workshop series. She built relationships with higher-tier event planners. Within 18 months, her revenue was 30% higher than before the price increase. The best clients who truly value your work will stick with you. The ones who leave either can't afford your current level of expertise or weren't aligned with where you're heading anyway. Here's the practical strategy that makes this work: Give existing clients 6-12 months advance notice of your price increase. Grandfather them in at current rates until that date. Why this timeline works: Six months gives them enough time to budget for the change without feeling blindsided. It preserves your current relationship while you're building new work. And it positions the increase as inevitable growth, not a sudden cash grab. The real insight? This isn't just about raising prices. It's about strategically choosing which clients you keep as you level up your business. 🛟 Save this post if you're ready to get paid what you're actually worth. ➡️ Follow Dorie Clark for more strategies on building a business that values your expertise.

A rep told me she's been closing deals by giving 15 to 20% discounts. Not because prospects asked. Because she didn't think they'd say yes otherwise. I told her "You're training prospects that your price isn't real. And you're killing your margins and confidence." Here’s something I want you to think about… When you rely on discounts, you're not solving a pricing problem. You're covering up a value problem. Prospects push back because they don't trust the value yet. When you drop your price, you confirm it wasn't worth the original number. So what do you do instead? Build trust before price comes up. First, build a case study library. Most reps can't tell good stories about past clients. They know they've helped companies but can't articulate HOW. Schedule one hour interviews with your team who's done the work. Record it. Walk through specific situations. The company. The problem. What they tried before. The solution. The result. When a prospect brings up a concern, connect it to a real story. "You sound just like Company X. They had the exact same challenge. Here's what happened..." Stories are proof. Proof builds trust. Trust justifies premium pricing. Second, lead with your guarantee. Build it into your pitch. Example for Executive Search as that what this rep sold: "We're not the cheapest. We're typically 20 to 30% more expensive. But we offer a 12 month guarantee. If the placement doesn't work, we replace them at no cost." You've reframed the conversation. It's not about price. It's about confidence in the outcome. Third, disqualify price shoppers early. When someone says price is their number one concern: "Just to make sure we're aligned. We're typically more expensive by XX%. If price is your primary factor, we might not be the right fit. What do you think?" You flipped the script. They have to sell YOU on why they should work with you. Either they say "Actually price isn't the only thing. We care about quality too." Great. Real conversation. Or they say "No it really is just about price." Perfect. You saved weeks chasing a deal you'd never win. Fourth, use their business as an analogy. "In your business, are you the cheapest option?" Usually no. Mid tier or premium. "If a competitor came in 50% cheaper, what would they have to cut?" Cheaper materials. Less experienced people. Worse service. "Exactly. Same in our world. If someone's dramatically cheaper, what do you think they’re CUTTING out?” You just used their logic to justify your pricing. Fifth, know when to walk away. If you've shown value, told stories, offered a guarantee, explained ROI, and they're still pushing for a discount? They're not your customer. The right clients choose you because you're the obvious choice. Not because you're cheap. — If you found a ton of value out of this, you don’t want to miss my LIVE sales coaching call, for free: https://lnkd.in/g3CP4v2q

Your pricing tells a story. For many women in business, that story often sounds like: “Will they think it’s too expensive?” “Maybe I should lower it to make it easier for them.” “What if no one pays at this price?” But here’s the truth: undercharging doesn’t serve you or your clients. When you discount your worth, you also downplay the transformation you create. That’s why before you set your price, it’s worth checking your P.O.W.E.R.: • Panic or Purpose → Are you pricing out of fear or alignment? • Offer Value → What real results are you delivering? • Worth vs. Worry → Are you shrinking back or standing tall? • External Noise → Is this number for them, or for you? • Real Numbers → Does your data back it up? And let’s be clear: making your offer more accessible does not mean lowering your value. Instead of cutting yourself short, you can: - Offer tiered options - Add bonuses - Use clear, no-surprise pricing Sometimes, all you need is a quick mindset reset, a reminder that your work changes lives and deserves to be priced with confidence. So the next time you catch yourself second-guessing your numbers, pause. Re-center. Stand tall. Your pricing has power, own it.

45% of Americans are uncomfortable even discussing  their salary with family or close friends. So, is it any wonder pricing a proposal makes your  palms sweat? The anxiety almost never comes from the number. It comes from not having a process. But it doesn't have to feel that way. Here are 7 steps to build a pricing process you trust (with a gut-check question for each one): 1️⃣ Start With The Outcome → Price from the result, not the hours. → "What outcome does my work produce?" 2️⃣ Size The Problem → Every unsolved problem has a price tag. → "What would it cost them to do nothing?" 3️⃣ Know Your Range → A reference point makes your number intentional. → "Where does my price sit in the market?" 4️⃣ Price Your Expertise → Your judgment is worth a premium. → "Am I charging for experience or just the deliverable?" 5️⃣ Build Three Options → Three options shift "Should we?" to "Which one?" → "Am I giving them the best way to say yes?" 6️⃣ Make Every Piece Visible → Bundling hides where the value lives. → "Does every piece of scope have a price?" 7️⃣ Pass Your Own Test → If you'd pay it, you'll say it with conviction. → "Would I pay this price for this result?" When you anchor on the value you create (not the hours  you spend), the whole conversation changes. The nerves fade. Your client starts seeing you as the investment that pays  for itself. Try this before your next proposal: Walk through all 7 steps. Answer every question on paper. You'll walk into every conversation differently. I promise. ♻️ Valuable? Repost to help someone in your network. 📌 Follow Mo Bunnell for client-growth strategies that don’t feel like selling. Want the full infographic? Sign up here: https://lnkd.in/e3qRVJRf  (45% Stat Source: Bankrate)

Struggling with price objections from premium clients? Many service providers hesitate to charge their true value. But the key isn’t lowering your price, it’s shifting the conversation from cost to value. How you can do it strategically: 1️⃣ Lead with ROI, not fees Show how every dollar invested in LinkedIn branding or lead generation delivers measurable business impact: qualified leads, authority, and revenue growth. 2️⃣ Break it down Link your pricing to tangible outcomes rather than just numbers on a page. 3️⃣ Social proof matters Share case studies and success stories from clients who saw real growth. 4️⃣ Differentiate early Explain why your premium service is worth the investment: customization, quality, and white-glove support. 5️⃣ Flexible models Offer phased engagements or payment options to reduce upfront fears while showing value fast. 6️⃣ Listen and tailor Understand their concerns and highlight benefits that matter most to them. 7️⃣ Highlight opportunity cost The real cost isn’t your price; it’s what they miss by not investing: visibility, leads, and influence. 8️⃣ Stay confident Avoid discounting too quickly; your positioning communicates your value. 9️⃣ Educate consultatively Show why strategic LinkedIn visibility and personal branding justify the premium investment. 🔟 Follow up with insights Custom proposals tied to their specific objectives make your offer hard to ignore. Price objections aren’t a barrier they’re an opportunity to show your expertise, results, and strategic value. Premium clients don’t buy cheap they buy certainty, credibility, and impact. Are you showing them enough?

One of the worst advice I put into practice the first three years of my sales career: "Do not talk about pricing in the first call" When I just started in sales, I felt anxious to talk about pricing every single time. "Is that pricing not too high?" "Are they going to immediately reject us?" Not being able to talk about pricing made it even worse. Treating it as something to be hidden is just weird. But things got a lot better over time. Because I learned from experts with practical, not just theoretical knowledge. Here are a few rules that helped me tremendously: 1️⃣ Do not withhold pricing. Never say something like: “I cannot give you a price right now” 2️⃣ Always have a range of pricing ready when the prospect is asking. Something like: “Other banks that did projects with us typically spent 75k to 200k for the initial project” 3️⃣ Only communicate the exact price when you know the business case 4️⃣ Right after you communicate pricing, you have to ask: “How do you feel about that price” 5️⃣ Never communicate the first pricing through email or text - only in a meeting 6️⃣ Adjust the offering to the business case. If you have a 1.5 Mio. efficiency case, do not offer 50k. Go for a 350k-500k option and pack it with some support and services that will make the implementation more successful 7️⃣ Don’t make any promises about discounts right in the call in case you are not sure. Say: “I have to check internally and get back to you” 8️⃣ If you give a discount, always get something in return. A few options: 👉🏻 Reference Video or Case Study with KPI Improvement 👉🏻 Introduction to other companies 👉🏻 Signature by a certain date (e.g. end of quarter) 👉🏻 Presentation at Webinar for other potential customers 👉🏻 Long-term contract (2 or 3 years) 👉🏻 Yearly up-front payment 👉🏻 Open for reference calls with other prospects 9️⃣ In case they say “This is expensive”, you clarify first: “There are usually two different reasons I encounter when someone says that. 1st you do not see value for the costs or 2nd you do not have the money available. What exactly is it in your case?” 🔟 The client says: “We only have Amount X” - what do you do? Find a different solution other than a discount. Make them pay the mentioned amount this year after the start of the project and the difference at the end of the project or when the new year starts in January. If you put those into place, you will rock that dicey topic.

You just pitched a $3,000/month retainer to a prospect. They say: "I love it... but that seems expensive." And you panic. You immediately start justifying the price. Or worse—you offer to come down. Sound familiar? I've watched 200+ fractional EAs struggle to overcome price objections. Here's why potential clients are pushing back: The EA space has been commoditized. - $7/hour VAs on Upwork - Freelancers racing to the bottom - AI tools claiming they can replace you It's a buyers market and most assistants are competing on price. So when a prospect hears $3K, they default to comparison mode. But they're not comparing apples to apples. When they say "gee, that seems expensive," they're rarely talking about price. They're talking about uncertainty. They're uncertain you can solve their problem. They're uncertain of the value you provide. They're uncertain about moving forward. To remove uncertainty: 🛑 DON'T say: "We can give you a discount" "What budget did you have in mind?" "Let me explain why it costs this much" ✅ DO say: "Expensive compared to what?" (Make them clarify; then you compare apples -the competition- to oranges -your specific support) "Price aside—are you 100% confident this would get you to your goal?" "If the time savings of this investment generated an extra $300K+ in revenue this year, would $3K/month still feel expensive?" Pricing objections aren't about cost. They're about uncertainty. Your job isn't to defend your price. Your job is to shine a light on the perceived value of what solving their problem is worth. Agree?

One of the most uncomfortable conversations in Customer Success is also one of the most important. A customer hears about a price increase, and almost immediately, the instinct is to soften the blow. "We're really sorry about this, but..." I've watched Sales and CS professionals approach these conversations as if they've done something wrong. They over-explain. They lead with apologies. They spend most of the meeting defending themselves. I've learned that treating the conversation this way is rarely the most effective path forward. Price increase is not something that needs to be introduced with an apology. It is often the outcome of a company continuing to invest, improve, and build for the future. In many cases, customers need their partners to be healthy enough to support them not just this quarter, but years from now. Yes, your team worked hard. Yes, you delivered results. But customers don't agree to pay more because of what already happened. They agree to pay more when they believe in the value that comes next. Here's what I encourage us all to focus on when we have these discussions. I encourage them to focus on three things: First, anchor the conversation in future value. Talk about the roadmap, upcoming investments, and the outcomes you are working toward together. Second, connect the increase to promises already delivered. Show them where your team followed through, where capabilities improved, and where you have consistently executed. Third, listen carefully without immediately retreating. Budget concerns are real. Internal politics are real. Understand and acknowledge those realities, but don't treat your pricing as something that automatically needs to be discounted at the first sign of discomfort. The strongest customer relationships are not built on being the cheapest option. They are built on trust, consistency, and confidence that the partner sitting across the table will continue showing up when it matters. Have the conversation directly. Be transparent about the investment. Stand behind the value you create and own it.

What if your biggest pricing problem... isn't your price? . . It’s a question that keeps founders and product leaders up at night. The pressure to cut prices in a competitive market is immense. But more often than not, the problem isn’t the number on the tag; it’s the story you tell. I recently worked with a fantastic B2B SaaS client. They had a superior product, but their trial-to-paid conversion rate was stagnating. The feedback from lost leads was almost unanimous: "It's too expensive." They were about to slash their prices by 20%. I convinced them to pause the price cut. We simply re-engineered their messaging to stop describing features and start demonstrating value - translating technical specs into tangible business results and peace of mind for their customers. For example: "100 GB of storage" became "Never delete a critical file again. Your entire team's history, secure in one place" The result? In the following quarter, their conversion rate increased by 40%.  The "too expensive" complaints vanished. We didn't change the price; we changed the perception of value. This isn't a fluke. It's a fundamental principle of value-based marketing. For example:  Starbucks doesn't sell you coffee. They sell you a reliable "third place" between home and work, a sense of community, and a personal treat. The messaging justifies the $5 cup. 💡 My Key Learnings from this journey: - Price isn't the issue; value perception is. Use messaging to close the gap. - Sell the destination, not the airplane. Focus on outcomes over features. - Frame your price against the problem, not the competitor. Context makes you a bargain. Before you consider discounting your product, take a hard look at your messaging. You might be sitting on a goldmine, just telling the wrong story. 👇 When has a change in messaging, not price, made a difference for you or your company? Share your story below! #PricingStrategy #Marketing #ProductManagement #Copywriting

I still remember the nerves before closing my first B2B deal. Not a small coaching package. Not a one-off speaking gig. A corporate contract that changed everything for me. And truth is — it wasn’t easy. I doubted if I was “experienced enough.” Worried if my pricing would scare them away. Questioned if I was really ready to play bigger. But here’s what shifted everything: I stopped selling myself short. And started selling the results I could deliver. If you want to land B2B deals too — start here: → Know your buyer’s biggest problems. Corporate leaders don’t buy coaching. They buy outcomes: retention, revenue, leadership, and growth. → Package your offer like a solution, not a session. Stop leading with hours and start leading with results. Example: “6-month leadership program to improve team performance by 30%.” → Position yourself as a partner, not a vendor. B2B buyers invest in trusted collaborators, not contractors. Focus on long-term value, not short-term deliverables. → Own your pricing. B2B budgets are bigger than you think. When you undercharge, it makes you look less credible. → Follow up like a pro. Decisions take longer in B2B. Your consistency shows them how you’ll support their business. That one deal led to more. Referrals. Speaking invites. Corporate coaching programs. A stronger business with diverse revenue streams. And it all started by deciding to bet on myself. PS: Save this post so you have a playbook for your next B2B pitch.