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TLDR; Most business owners treat pricing like a single dial — raise it or lower it. But there are actually three distinct levers, and most people only touch one. Pull all three in the right sequence and your revenue can jump without adding a single new customer.
I used to agonize over my prices like they were a verdict on my worth.
Too high and I'd lose the deal. Too low and I'd resent the client. So I'd land somewhere in the middle, charge what felt "reasonable," and move on.
It took me years to realize I was playing the wrong game entirely.
Pricing isn't a number. It's a system. And most business owners are managing a three-lever machine while only knowing one of the levers exists.
The 3 Pricing Levers Every Business Has
Every business — service, product, SaaS, retail, doesn't matter — has three separate pricing levers available to them at all times. You can pull any of them independently. And each one produces a different kind of result.
The problem is most people spend 100% of their pricing energy on Lever 1, occasionally stumble onto Lever 2, and almost never touch Lever 3. That's leaving serious money on the table.
Lever 1: Price Point (the one everyone focuses on)
This is the number. The dollar amount on your invoice, your sales page, your menu. It's the most visible lever, which is why it's the most stressed-over.
The trap: Founders obsess over this lever because it feels concrete. Should I charge $500 or $750? $97/month or $127/month? They run surveys, check competitors, worry about being "too expensive."
The truth: Price point is the least leveraged of the three. A 20% price increase, done alone, will always face resistance. But a 20% price increase paired with a shift in how you package or anchor the offer? That same bump can feel like a steal.
To win here: Stop optimizing this lever in isolation. Your price point should be the last thing you set, not the first. Get the other two right and the number almost sets itself.
Lever 2: Price Architecture (the one that quietly doubles revenue)
Price architecture is how you structure what's available to buy. Tiers, bundles, add-ons, entry offers, premium packages — this is all architecture.
This lever is powerful because it changes the average transaction value without changing your price point at all.
A real example: a web design studio charged $3,000 for a five-page website. That was their one offer. They added two things: a $4,800 "growth package" that included SEO setup and three months of support, and a $1,200 "starter" site for smaller clients. Their average deal size jumped from $3,000 to $4,100 within 60 days. Not because they raised their price — because they gave buyers more choices, and buyers self-selected upward.
The upside: When you have a premium tier, your mid-tier suddenly looks reasonable. When you have a stripped-down entry offer, you capture clients who wouldn't have bought at all — and some of them upgrade later.
The downside: Too many tiers creates paralysis. Three options is almost always the sweet spot. More than five and buyers freeze.
To win here: Map your current offer. What's one thing you could unbundle and sell separately? What's one premium wrapper you could add? Start there.
Lever 3: Price Anchoring (the one that changes what "expensive" means)
Anchoring is the context you set before your price lands. Humans don't evaluate prices in a vacuum — they compare. Your job is to control what they're comparing to.
This isn't manipulation. It's communication. You're helping the buyer understand what they're actually getting.
Consider two ways to present the same $2,000 consulting engagement:
Version A: "The engagement is $2,000."
Version B: "Most companies spend $8,000–$15,000 on this through an agency. We do it for $2,000, and you get direct access to me the whole time."
Same price. Completely different perception.
The upside: Good anchoring makes your price feel like a bargain even without lowering it. It also filters out the wrong buyers, because you're attracting people who understand the value of the alternative.
To win here: Before revealing your price in any sales conversation, proposal, or page — establish an anchor. The alternative cost. The outcome value. The industry norm. Then land your number.
The Reframe That Changes Everything
Most founders treat a pricing problem as a number problem. It almost never is.
If you're losing deals on price, the answer probably isn't to lower your price. It's to fix your anchoring. If your revenue is flat despite raising prices, the answer might be your architecture — not the number itself.
Pull one lever at a time. Test it. Then pull the next one.
Write down your current pricing structure. Which of the three levers have you actively adjusted in the last 12 months?
Is there a premium option missing from your lineup — something 20–30% of buyers would choose if it existed?
What anchor does your buyer currently have before they see your price? Is it one you set, or one they brought with them?
Until next time,
Steven
P.S. Which lever have you been neglecting? Hit reply — I read every response.
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