Category: Pricing

How to Position Your Services as an Investment (Not a Cost)
Picture this. You are in a meeting room presenting a proposal for a £50,000 project. You have outlined your methodology, your deliverables, your timeline. The client nods politely, then says: “We will need to think about whether we can justify this cost right now.”
Now imagine the same meeting, but this time you have positioned that £50,000 as an investment that will generate £200,000 in operational savings over 18 months. Suddenly the conversation shifts from “Can we afford this?” to “Can we afford not to do this?”
Same service. Same price. Completely different outcome.
Knowing how to position services as an investment rather than a cost is the difference between winning proposals and losing them on price. If you have been selling deliverables instead of outcomes, this is the framework that changes that.

Why Clients See You as a Cost in the First Place
Here is what happens across virtually every service business. You are brilliant at what you do, whether that is IT support, engineering consultancy, marketing services, or professional advisory work. You have spent years building the expertise your clients now get to benefit from.
But when it comes to presenting your services, you are inadvertently positioning yourself as a cost centre.
You talk about deliverables. “We will provide 24/7 monitoring.” “We will deliver monthly reports.” “We will conduct quarterly reviews.” It sounds professional. The problem is clients do not actually want monitoring, reports, or reviews. They want what those things achieve for their business.
When clients see you as providing deliverables rather than outcomes, you become a line item on their P&L. Something to be negotiated down, reduced, or eliminated when budgets get tight.
I worked with an IT services company recently who were trying to win a new opportunity but were up against an MSP charging less for the same deliverables, or at least that was how the client saw it. At the same time, that same client was hiring more staff, expanding operations, and investing in growth. The IT services on offer were not the problem. The positioning was.
What Clients Are Actually Buying
The shift starts with understanding that clients never buy deliverables. They buy outcomes and solutions to problems.
Your clients are not buying IT support. They are buying peace of mind, operational efficiency, and competitive advantage. They are not buying marketing services. They are buying increased revenue, market share, and brand recognition. They are not buying accounting services. They are buying compliance confidence, financial clarity, and strategic insight.
This is not just semantics. It is about fundamentally shifting how you position value in every conversation, proposal, and client interaction.
When you position your service as an investment rather than a cost, you compete on value rather than price. And that changes everything.
For the IT services provider, it did exactly that. They repositioned their services around the strategic goals of the client and demonstrated they were the right partner to make those goals happen. They did not discount. They repositioned. And they won the business.
How to Position Your Services as an Investment: The Four Step Model
I call this the Investment Positioning Model. It has four components and it applies to every service business regardless of sector.
Step one: Problem Quantification. Instead of saying “We provide cybersecurity services,” start with: “The average cost of a data breach for a business your size is £150,000, plus potential fines and reputational damage.” You are not selling cybersecurity. You are preventing catastrophic financial loss.
Step two: Outcome Specification. Be specific about what success looks like. Instead of “We will optimise your systems,” say: “We will reduce your system downtime from 15 hours per month to under 2 hours, which translates to £12,000 in saved productivity costs per month.” Vague benefits do not justify investment. Specific outcomes do.
Step three: Value Demonstration. Show the mathematics. If your service costs £5,000 per month but saves the client £20,000 in operational costs, you are not a £5,000 expense. You are a £15,000 monthly profit improvement. Frame it that way and the conversation changes entirely.
Step four: Risk Mitigation. Position your service as insurance against bigger problems. “Without proper maintenance, you are looking at a potential £50,000 system replacement in 18 months. Our monthly service ensures you get the full lifecycle value from your current investment.” Now you are not a cost. You are protection.
A Real Example of Investment Positioning in Action
I worked with a digital marketing agency that kept getting pushback on their rates and requests for discounts from existing clients when budgets tightened. They were positioning themselves as offering “comprehensive digital marketing services” at £2,500 per month.
For their next client, we changed the positioning entirely. Instead of social media management, SEO, and content creation, we focused on outcomes.
Average client acquisition cost reduced from £350 to £80 per customer. Revenue attributed directly to their campaigns. Market share protection against competitors. Customer lifetime value improvements.
That £2,500 monthly investment was generating £25,000 or more in additional monthly revenue for the client. Why would any client stop paying for something delivering a 10x return on their investment?
The service had not changed. The positioning had. And with it, the entire conversation around price.
Your Action Plan This Week
First, list your top three services. For each one, identify the specific problem it solves and quantify the cost of that problem going unsolved.
Second, rewrite your service descriptions to lead with outcomes rather than deliverables.
Third, practice having investment conversations rather than cost conversations. “This investment pays for itself in the first quarter through improved efficiency” is a completely different sentence to “Our fee is £X per month.”
Every service you provide has genuine value. The question is whether you are positioning that value effectively.
When you shift from selling costs to selling investments, you are not just changing your marketing. You are changing the entire commercial model of your business.
Price is your number one lever for profitability. But positioning is what makes price irrelevant.
If you want to understand where your positioning currently sits and what it is costing you, the Value Transformation Assessment gives you a clear, personalised picture in around five minutes.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://value-alchemists.ninjapipe.app/book/value-alchemists/discovery-call
31 July, 2026
What Actually Happens When You Raise Your Prices
“I cannot believe I was working for so little for so long.”
That is what Sarah told me six months after she doubled her consulting fees. But here is the twist. She did not lose a single client. Every one of them increased their level of engagement and said they were happier with her service.
If you have been following this series, you already understand the deliverables trap and why positioning yourself around transformation rather than tasks changes everything. But knowing that and actually raising your prices are two different things. The fear of what happens when you raise your prices is what keeps most service businesses stuck.
Today I want to show you what actually happens. Not in theory. In practice.

What Actually Happens When You Raise Your Prices
Here is what most service business owners believe will happen when they raise their prices.
Client sees higher price. Client thinks too expensive. Client leaves for a cheaper option.
Here is what actually happens.
Client sees higher price. Client assumes higher expertise. Client evaluates value more carefully. Client either commits fully or was never right for you anyway.
James is an IT security consultant. He was charging £800 a day and constantly competing with cheaper alternatives. Clients questioned every recommendation, negotiated on scope, and delayed decisions for months.
When James repositioned his service as security expertise that prevents the £200,000 average cost of a data breach, he raised his project fees to £15,000. And something unexpected happened. The price shoppers disappeared. But the clients who remained became completely different to work with. They implemented his recommendations immediately. They referred other businesses. They stopped questioning his expertise.
Higher prices did not just increase his profit margins. They improved his client relationships entirely.
The Psychology Behind Why This Works
When you charge premium prices, you trigger what psychologists call the price quality bias. Clients automatically assume higher priced services are higher quality. This is not shallow thinking. It is smart business logic.
If two consultants offered similar services, one at £2,000 and one at £8,000, what does your brain assume? The expensive one probably has more experience, better results, and more specialised expertise. Your clients’ brains work exactly the same way.
I worked with a marketing consultant named Lisa who was stuck at £1,500 per month retainers. Clients treated her like a junior team member. They questioned her strategies and asked for detailed time reports.
When Lisa repositioned her service as revenue acceleration for growing businesses at £2,500 per month, her entire client dynamic shifted. New clients treated her as a strategic partner, not a service provider. They sought her input on major decisions and trusted her recommendations without micromanaging.
Same person. Same expertise. But the higher price elevated her perceived status and credibility in the eyes of every client.
The Difference Between Low Price and High Value Clients
Something counterintuitive happens when you raise your prices. It does not just improve your margin. It changes the quality of the clients you attract entirely.
Low price clients and high value clients behave completely differently.
Low price clients focus on cost control. They negotiate every detail, demand excessive reporting, and question your every move. High value clients focus on results. They give you the autonomy to work effectively, make decisions quickly, and measure success by outcomes rather than activities.
When you price based on transformation rather than time, you naturally filter for clients who care about results. They understand that solving a £100,000 problem is worth a £20,000 investment.
Robert is a business process consultant. At £600 per day, he attracted clients who needed efficiency improvements but had no budget for meaningful change. Projects dragged on for months with minimal impact.
When Robert shifted to outcome-based pricing, charging £25,000 to reduce operational costs by £100,000, everything changed. His clients had real problems with real budgets. They implemented his recommendations aggressively because they understood the financial impact. Better clients, better results, better relationships.
The Five Step Framework for Making the Shift
Knowing what happens when you raise your prices is one thing. Making the shift without losing your best clients is another. Here is the exact framework I use with clients.
Step one: audit your current value. Document every transformation you have delivered in the past year. Do not just list what you did. Quantify what clients achieved. Revenue increased, costs reduced, time saved, risks avoided.
Step two: identify your transformation. What specific change do you help clients achieve? From struggling with X to achieving Y. Be precise. Delivering confidence in your marketing strategy is vague. Generating 40 qualified leads per month is specific.
Step three: quantify the gap. What is the cost of your client’s current problem and what is the value of solving it? If poor cybersecurity could cost £200,000, preventing that breach justifies significant investment.
Step four: test with prospects first. Present your repositioned service and new pricing to new prospects before transitioning existing clients. Measure the response and refine your framing before you roll it out more widely. You can read more about how to communicate a price increase to clients once you are ready to have those conversations.
Step five: transition existing clients. For current clients, frame the conversation around expanding results, not increasing prices. We have achieved X together. Here is how we can achieve Y.
Real Outcomes From Businesses That Made This Shift
Rachel is a brand consultant who moved from £150 per hour to £12,000 per brand transformation package. Her average project fees tripled in eight months and client satisfaction scores increased by 40%.
Mark is an operations consultant who shifted from day rates to outcome-based projects. His average project value went from £8,000 to £13,000. More importantly, his clients achieved better results because they were fully committed to the implementation.
Emma, the business coach I mentioned in the previous video, not only increased her prices but also reduced her working hours. By focusing on transformation rather than time, she could deliver better results in less time.
The pattern is consistent. When you align your pricing with the value you create, both you and your clients win.
What to Do This Week
Choose one service you offer and write down the specific transformation it delivers. Not what you do, but what clients achieve. Then calculate what that transformation is worth to them financially. That is your starting point for value-based pricing.
If you want a clearer picture of where your business sits today on pricing and profitability before you make any changes, the Value Transformation Assessment takes around five minutes and gives you a detailed, personalised report with a clear starting point.
The question is not whether you can afford to raise your prices. It is whether you can afford to keep undervaluing your expertise.
You are not selling time or deliverables. You are selling transformation. Price accordingly.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://value-alchemists.ninjapipe.app/book/value-alchemists/discovery-call
24 July, 2026
Why Clients See You as a Cost (Not an Investment)
Last week, a brilliant consultant lost a £50,000 project because the client said his price was too expensive. That same client hired someone else for £65,000 just a month later.
That gap is not about price. It is about positioning. And understanding why clients see you as a cost rather than an investment is probably the most important shift a service business can make.
This is what I call the deliverables trap. It is the invisible mistake that keeps talented professionals undercharging for their work, and it is far more common than most business owners realise.

Why Clients See You as a Cost, Not an Investment
The consultant who lost that £50,000 project made one critical mistake. He led with what he would do, not what the client would get.
His proposal was full of deliverables. Monthly reports. Weekly check-ins. Comprehensive analysis. Detailed recommendations. It sounds professional. But every line screamed expense to the client.
The consultant who won the £65,000 contract never mentioned deliverables at all. Instead, he talked about the £2 million revenue opportunity the client was missing and how his approach would capture 40% of it within 18 months. Same expertise. Similar timeframe. Completely different positioning.
This is the deliverables trap. You think clients care about what you will do. They do not. They care about what they will achieve.
It shows up everywhere. A web developer talks about responsive design and SEO optimisation when they should be talking about increasing online sales by 300%. An accountant mentions monthly bookkeeping and quarterly reports instead of ensuring you never overpay tax again. You are selling ingredients when clients want the meal.
The Cost vs Investment Problem
When you lead with deliverables, something damaging happens. Clients start shopping around for the same list of tasks at a lower cost. You have just turned your expertise into a commodity.
Every business has two types of spending. Costs they want to reduce. Investments they want to increase. When you talk about hours, reports, and meetings, you are firmly in the cost category. That means when budgets get tight, you are first on the chopping block.
I worked with a management consultant who could not understand why his long-term clients kept asking for discounts. He was delivering incredible results. But his proposals read like a shopping list of activities. Strategic planning sessions. Stakeholder interviews. Process mapping. Implementation support. All costs in the client’s mind.
When we repositioned his work as increasing operational efficiency by 25% and saving £200,000 annually, those budget conversations stopped entirely. He became an investment that paid for itself. The work had not changed. The framing had.
What Clients Are Actually Buying
Here is the truth that successful service businesses understand. Clients never buy your time, your tools, or your process. They buy transformation.
Every service business is in the transformation business. You take clients from where they are to where they want to be. That journey is what they are paying for.
An IT consultant does not sell system maintenance. They sell the transformation from constantly worried about technology failures to completely confident in business operations. A marketing agency does not sell campaign management. They sell the transformation from struggling to find new customers to having a predictable pipeline of qualified leads. A financial adviser does not sell investment advice. They sell the transformation from anxious about retirement to secure in their financial future.
Once you understand this, everything changes about how you position your services.
Take Emma, a business coach I worked with. She was charging £200 per session and constantly justifying her hourly rate. Clients would cancel sessions to save money, then struggle with the same problems for months.
When Emma shifted to selling transformation, she stopped mentioning hours altogether. Instead, she offered the confidence and clarity to increase your revenue by £100,000 within 12 months. Her price was £8,000 for the complete transformation.
Same coaching expertise. Same time investment. But now clients saw her as the bridge between their current reality and their desired future. No more cancelled sessions. No more price objections. Just clients focused on achieving the transformation they had invested in.
How to Identify and Quantify the Transformation You Deliver
Understanding how to raise prices without losing clients starts here — with getting clear on what transformation you are actually delivering.
Every client has three things. A problem they want to solve. A goal they want to achieve. And obstacles preventing them from getting there. Your service is the bridge between those.
But here is the crucial part. You need to quantify that transformation. Vague benefits do not justify investment. Specific, measurable outcomes do.
Instead of improved efficiency, talk about reducing project completion time by 30%. Rather than better marketing results, specify generating 50 qualified leads per month. Instead of financial clarity, deliver identifying £25,000 in annual tax savings.
This level of specificity does two things. First, it makes your value crystal clear to clients. Second, it shifts the conversation from cost to return on investment. A £10,000 service that saves £50,000 annually is not expensive. It is a bargain.
The Fear That Is Holding You Back
If you are reading this thinking it sounds good in theory but worrying about what happens if you raise your prices and lose clients, or price yourself out of the market — those fears are natural. They are also holding you back from the income you deserve.
If you are solving real problems and delivering genuine transformation, you are probably worth far more than you are currently charging.
The first step is understanding exactly where your business sits today. The Value Transformation Assessment gives you a clear picture of your positioning, pricing, and profitability in around five minutes — including where the biggest opportunities are and what is worth changing first.
Start with one service. Write down the transformation it delivers, not the tasks it involves. Quantify that transformation with a specific number. Then ask yourself whether your current price reflects what that outcome is actually worth to the client.
The gap between those two numbers is where your next 43% profit improvement is hiding.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://value-alchemists.ninjapipe.app/book/value-alchemists/discovery-call
16 July, 2026
How to Communicate a Price Increase to Clients (And Have Them Thank You For It)
Knowing how to communicate a price increase to clients is the part most service businesses get completely wrong. They draft a one-line notice, give 30 days warning, and lead with their rising costs. Clients feel blindsided. The response is defensive. The relationship takes a hit even when the increase itself was entirely reasonable.
The good news is that why most service businesses are undercharging is one problem. How they handle the conversation when they fix it is another. Get the communication right and clients do not just accept the increase. Some of them actually thank you for it.
Here is the exact process I use with my clients and why it works.

The Two-Step Process for Raising Prices Without Losing Trust
Most businesses make one critical mistake. They send a single price increase notice with 30 days warning. That approach puts clients on the defensive from the moment they open the email.
There is a better way. Instead of one notice, you send two.
At 60 days out, you send what I call a heads-up email. This is not the full announcement. It is about setting the stage and priming the client to expect a change. You might say something like: “As part of our commitment to continuing to improve our service quality, we are conducting our annual review of the areas we will be investing in. We look forward to communicating these in one month’s time, when we will also share our annual pricing changes.”
No specific numbers yet. You are simply planting the idea that changes are coming. This gives clients time to process the concept before they see actual figures.
Then at 30 days, you send the detailed notice. This is where you share the exact increase and, crucially, connect it directly to specific improvements the client will experience. A web design agency used this method when they brought on two new team members. Their email explained: “These additions will cut project delivery times by 40% while maintaining our quality standards.” Their renewal rate actually improved after the price change because clients could see a direct, tangible benefit to them.
The psychology behind this works because you are priming the client for the change and letting them come to terms with it before any number appears. When you do communicate the actual figure, they are already prepared and far less likely to push back.
This is also why fewer than 3% of clients leave after a well-communicated price increase. The communication does the heavy lifting long before the invoice arrives.
How to Communicate a Price Increase Without Losing Trust
The framing of your message matters as much as the number itself. Most businesses lead with “due to rising costs” which makes the announcement feel reactive and financially strained. It signals that you are under pressure, not that you are investing in the client’s experience.
This approach positions the change differently. Instead of saying “prices are increasing,” you say “we are enhancing our service” and then provide the specifics. It is the same skill as explaining value-based pricing to clients: you anchor the conversation in outcomes before any number appears. The goal is to make clients feel like partners in your growth, not targets of a cost increase.
Think about the difference between “We regret to inform you” and “We are excited to share.” One opens with an apology and signals that you lack confidence in the decision. The other opens with anticipation. That single shift changes how the entire message lands.
A business coach I know nearly undermined their own price increase by leading with: “Due to rising costs, our prices will increase next month.” It made the business sound reactive. We rewrote it to say: “As part of our commitment to delivering exceptional client results, we are adding weekly Q&A sessions and a custom assessment tool starting June 1st.” Suddenly the focus was on added value, not added cost.
The Language That Makes Price Increases Land Well
The specific words you choose determine whether clients feel respected or taken advantage of. A few principles to apply to every price increase communication.
Avoid vague justifications. “Market conditions” and “inflation” mean nothing to your clients. They do not care about your overhead. They care about what is in it for them. Replace vague justifications with specific benefits tied directly to the increase.
Include a “what this means for you” section. If your increase funds something specific, say so. “This 15% adjustment funds our new quality control system, which reduces errors by 40% and includes free minor revisions.” When clients can map the increase to a tangible benefit, resistance drops significantly.
Use active, confident phrasing throughout. “We are expanding.” “We are adding.” “This allows us to.” Avoid passive constructions like “prices are being adjusted.” That subtle difference positions the change as strategic growth rather than financial necessity.
Be clear about timing. “These changes take effect April 1st” removes all ambiguity and means clients do not need to come back to you with questions. People accept changes far more readily when they know exactly when and how they will apply.
Amazon used this approach when it raised Prime membership fees. The announcement did not open with the price change. It opened with new benefits – free grocery delivery, exclusive content. Customers saw added value before they saw added cost. You can do exactly the same. There are probably things you are already doing that clients are not aware of. You do not have to add something new or expensive. You just have to make the existing value visible.
One more thing worth remembering. Your clients are almost certainly receiving price increases from the majority of their other suppliers right now. You can stand out by making sure yours focuses on the value you are delivering, not on the fact that your costs have gone up.
What a Good Price Increase Communication Actually Looks Like
Pull these elements together and a price increase communication should do four things.
First, it signals confidence. You are not apologising for the change. You are presenting it as a natural part of how you invest in and improve what you deliver.
Second, it gives enough notice. Two steps, 60 days then 30 days, means clients have time to process the concept before they see the number. They are not blindsided.
Third, it connects the increase to something specific. Not “rising costs” but “here is exactly what this funds and here is what it means for you.” The more specific you can be, the lower the resistance.
Fourth, it is clear about timing. No vague “in the coming months.” An exact date, stated plainly.
When clients understand the why behind the numbers, they are far more likely to stay. Some will actually appreciate the transparency. One client said to a business I worked with: “I appreciate you improving your service every year and being upfront about what we are getting for the change. That is rare.”
That response is not unusual when you handle price increases as a conversation about value rather than a notice about costs.
What to Do This Week
Draft your two-step price increase communication. Start with the 60-day heads-up, the one that plants the idea without any numbers. Then write the 30-day notice, the one that connects the specific increase to specific improvements.
If you are not sure where your pricing currently sits relative to the value you are delivering, the Value Transformation Assessment will give you a clear picture in around five minutes. It is the right place to start before you draft anything.
Pricing is not just arithmetic. It is how you build a business that serves the right people properly. And the way you communicate a price increase is how you build the trust to do it again next year.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://transform.valuealchemists.com/book/value-alchemists/discovery-call
9 July, 2026
How to Raise Prices Without Losing Clients
Here is a painful truth about how to raise prices without losing clients. If you are afraid to do it, you are probably attracting the wrong clients in the first place. The ones who genuinely value your work will not blink at a reasonable price increase. In fact, they expect it.
But fear is real. Most service business owners spend weeks dreading the conversation, imagining clients walking out and revenue disappearing. The reality, when you communicate a price increase correctly, is almost always completely different.
I have helped my clients implement price increases that have delivered an average 43% improvement in profitability. Here is the exact process I use and why it works.

The 3% Reality That Should Change How You Think About This
Let me tell you about Michael, a marketing consultant who spent weeks stressing over a 10% price increase. He assumed the worst and expected half his clients to walk away.
The actual result? One client left. Another wanted to discuss it further. And those were the same two clients who always asked for discounts, paid late, and demanded last-minute changes.
Across all the price increases I have helped implement, fewer than 3% of customers leave after a well-communicated increase. That is lower than the natural attrition rate most businesses experience anyway. The fear of losing clients is almost always far worse than the reality.
What nobody talks about is that the clients who complain most about price increases are usually the least profitable ones. They take up the most support time, request the most rework, and rarely refer quality clients. Think about your own business right now. Which clients require 80% of your attention but only contribute 20% of your revenue?
A recruiter I worked with had one client who constantly pushed back on fees. This client consumed twice the time of any other and yet did not seem to appreciate the service at all. When she raised his prices, he left. The initial panic was quickly replaced by relief. The freed-up hours allowed her to take on two new clients at the new rate. The end result was more revenue, better profit, and less stress.
If you are wondering why most service businesses are undercharging in the first place, the answer usually starts here: with a client base shaped by prices that were set too low.
Price increases do not just improve your margin. They reshape your client base towards the people who value what you do. The clients who push back hardest on reasonable increases usually have the weakest connection to the actual value you provide. They see your service as a commodity rather than a strategic investment.
Here is something practical you can do right now. List your current clients and note which ones take disproportionate time relative to the profit they generate. Then ask yourself: if some of those clients left after a price increase, would it actually create space for better opportunities?
The Two-Step Process for Raising Prices Without Losing Clients
Most businesses make one critical mistake when raising prices. They announce the change with just 30 days notice. That puts clients on the defensive immediately. There is a better way.
Instead of a single notice, you send two.
At 60 days out, you send what I call a heads-up email. This is not the full announcement. It is about setting the stage and priming the client to expect a change. Something like: “As part of our commitment to continuing to improve our service quality, we are conducting our annual review of the areas we will be investing in. We look forward to communicating these in one month’s time, when we will also share our annual pricing changes.”
You do not give any specific numbers yet. You are simply planting the idea that changes are coming. This gives clients time to process the concept before they see actual figures.
Then at 30 days, you send the detailed notice. This is where you share the exact increase and, crucially, connect it to specific improvements they will experience. A web design agency used this method when bringing on two new team members. Their email explained: “These additions will cut project delivery times by 40% while maintaining our quality standards.” Their renewal rate actually improved after the price change because clients could see the direct benefit to them.
The psychology behind this works because you are priming the client for the change and letting them come to terms with it before any numbers appear. When you do communicate the actual figure, they are already prepared and far less likely to push back.
The framing also matters. Most businesses lead with “due to rising costs,” which sounds defensive and reactive. This approach positions the change as proactive improvement. You are not saying “prices are going up.” You are saying “we are enhancing our service” and then providing the specifics.
The goal is to make clients feel like partners in your growth, not targets of a cost increase. You can read more about how value-based pricing works in practice and why framing around outcomes rather than costs changes the entire dynamic of these conversations.
The Language That Makes Price Increases Land Well
The words you choose determine whether clients feel respected or taken advantage of. That difference is almost entirely in the framing.
Consider the difference between “We regret to inform you” and “We are excited to share.” One opens with an apology and signals that you lack confidence in the decision. The other opens with anticipation. That single shift changes everything about how the message lands.
A business coach I know nearly undermined their own price increase by leading with: “Due to rising costs, our prices will increase next month.” It made the business sound reactive and financially strained. We rewrote it to say: “As part of our commitment to delivering exceptional client results, we are adding weekly Q&A sessions and a custom assessment tool starting June 1st.” Suddenly the focus was on added value, not added cost.
Amazon used exactly this approach when it raised Prime membership fees. The announcement did not lead with the price change. It opened by highlighting new benefits, free grocery delivery and exclusive content. Customers saw added value before they saw added cost. You can do the same. There are probably things you are already doing that clients are simply not aware of. You do not have to add something new or expensive. You just have to make the value visible.
Avoid vague justifications like “market conditions” or “inflation.” Clients do not care about your overhead. They care about what is in it for them.
Include a “what this means for you” section in your announcement. Link it to specific changes where you can. “This 15% adjustment funds our new quality control system, which reduces errors by 40% and includes free minor revisions.” When clients can connect the increase to a tangible benefit, resistance drops significantly.
Use active, confident phrasing throughout. “We are expanding.” “We are adding.” “This allows us to.” Avoid passive constructions like “prices are being adjusted.” The subtle difference positions the change as strategic growth rather than financial necessity.
Be clear about timing. “These changes take effect April 1st” removes ambiguity and means clients do not need to come back to you with questions. People accept changes far more readily when they know exactly when and how they will apply.
Your clients are almost certainly receiving price increases from the majority of their other suppliers right now. You can stand out by making sure yours is focused on the value you are delivering, not on the fact that your costs have gone up.
What Happens to the Clients Who Leave
Some clients will leave. That is not a failure. It is the system working correctly.
The clients who leave after a well-communicated, reasonable price increase are almost always the ones consuming the most time for the least return. Losing them creates capacity. That capacity is what allows you to take on the right clients at the right rate.
The businesses that last are not afraid to have these conversations. They understand their worth and they price accordingly. That confidence comes from pricing on the value you deliver rather than your costs. If you want the full approach behind that shift, our guide to value-based pricing for service businesses covers it in depth. Clients who value your work understand that quality comes at a fair price and that rates adjust over time. They see it as a sign you are investing in your business, not a reason to look elsewhere.
If you want to understand where your business currently sits on pricing and profitability before you make any changes, the Value Transformation Assessment is the right place to start. It gives you a detailed picture of where you are and what is worth changing first.
Start with one service you have been undercharging for. Draft the two-step announcement. Outline the specific improvements clients will gain and frame it as progress rather than just higher costs.
Fewer clients will leave than you think. And those who do? They are making room for the ones who appreciate what you actually deliver.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://transform.valuealchemists.com/book/value-alchemists/discovery-call
2 July, 2026
How One IT Company Boosted Profits by 43% Without a Single New Client
What if you could boost profits by 43% without bringing in a single new client?
That is exactly what happened with an IT service provider I worked with. They had not touched their prices in four years. Like a lot of businesses, they were stuck in a familiar rut, afraid to charge more and under constant pressure to compete on price. Their revenue had flatlined while costs kept rising. The owner told me in our first meeting: “We feel stuck. Every year we are working harder, but it never seems to get any easier.”
In eight weeks, we raised their prices by 8%, cut their costs by 3%, and not one customer left. Here is exactly how we did it.

The Silent Cost of Keeping Prices Flat
For four years, this IT company left their rates untouched while their costs kept creeping up. Over that time they gave away nearly half their potential profit without even realising it.
This is not unusual. Many service businesses make the same mistake, focusing on competing on price rather than pricing based on value. You keep prices the same hoping to keep clients happy. A competitor appears offering the same thing for less. You discount to win new business and avoid increasing prices for existing customers. Before long there is almost nothing left in your margins.
The owner was cutting staff just to keep the business profitable. They were working longer hours for the same return. And the losses were invisible. Most clients never questioned invoices or asked for discounts. The problem was not the clients. It was the pricing.
Why Clients Stay for Value, Not Price
When we looked closely at the client base, something became clear. Customers were not staying because the price was low. They were staying because the service was good.
Clients valued reliable systems, fast resolutions, and the peace of mind the company provided. Many had been with the business for years. Their service was tailored to each client’s industry and solved real problems. Price was not the main reason they stuck around. The value far outweighed the cost.
By not adjusting prices to reflect that value, the company was missing the chance to reinvest in staff, better tools, training, and service improvements. The real cost of standing still was not just lost profit. It was the missed opportunity to build a stronger business, for the team and for the clients.
When clients see you as a solution rather than a commodity, conversations shift from price to outcomes. That mindset change is what made everything else possible.
The Psychology of Raising Prices
There is work to do on the numbers when looking at any price increase. But that is not actually the hardest part. The hardest part is psychology. How you talk about the change shapes the perception your clients have of it entirely.
The wrong way is to announce that prices are going up. That framing makes it about your costs, not their gains. It triggers resistance.
The right way is to make it a conversation about value. We explained to clients: “To keep delivering these results and to add the new security features your business needs, we are making a small adjustment to your rate.” The conversation was always about future gains, not the company’s needs.
Think of it like upgrading to premium economy. You pay more because you can see the value in extra leg room and better service, not just because the airline’s costs have gone up. The framing completely changes how the increase lands.
How We Approached Each Client
We did not apply a blanket increase across the entire customer base. We looked at each client individually: how long they had been with the company, how engaged they were, and how sensitive they might be to change.
For each long-term client, instead of working out what it cost to support them, we focused on what mattered to that client. The hours saved every month. The downtime they had avoided. The peace of mind from not worrying about system failures. We pulled out real numbers showing how those outcomes translated into lower risk and higher productivity for their business.
That gave the owner and their team confidence. They could see exactly how much value they were delivering compared to what clients were paying.
We kept the adjustment in the high single digits and made sure every client understood exactly what they would gain. For some it was access to new technology. For others it meant stronger security or more responsive support.
The response was striking. One client said: “I appreciate you improving your service every year and being upfront about what we are getting for the change. That is rare.”
When you handle price changes as a conversation about value rather than a notice about costs, you keep trust intact. Clients feel invested in what comes next rather than resentful about what just happened.
Where the Hidden Cost Savings Are
Price is not the only lever that impacts your bottom line. There is often a second area that gets overlooked, and it played a crucial role in unlocking the full 43% profit jump.
When most people think about improving profits, they focus entirely on revenue. But some of the simplest wins are hiding in everyday expenses.
With this IT company, we started by digging into operational costs. The first thing we noticed was a pile-up of overlapping software subscriptions. They were paying for nearly 20 different tools: multiple project management platforms, several cloud storage providers, and a handful of security apps that all did more or less the same thing. By consolidating those subscriptions, we cut thousands of pounds each month from their outgoings without losing a single critical feature. The team had never realised how many of those small recurring costs had crept in over time.
Vendor contracts were another area hiding savings. Some agreements had not been reviewed in years and usage had changed significantly since they were first signed. A quick round of renegotiations, in some cases just picking up the phone to ask for a pricing review, led to immediate savings. In a few cases, switching to a new supplier brought better service at a lower price.
The lesson here is that loyalty does not always pay. Sometimes it just means you are overpaying.
One of the most effective operational changes was moving to automated invoicing. The team had been spending hours each week manually sending invoices and chasing payments. By switching to an automated system, they cut billing time by 80% and saw clients pay faster, which gave their cash flow a real boost.
None of these changes reduced the quality of service. If anything, they created more space for the team to focus on strategic work and better client support.
Why Pricing and Cost Savings Multiply Each Other
The combined effect of lower costs and streamlined operations meant every pound saved went straight to the bottom line. But the more important point is that these two levers do not just add up. They multiply.
Once you have cleaned up costs, raising prices becomes easier and more impactful. You have more confidence in your margins. You can point to genuine investment in service quality. You can have the value conversation from a stronger position.
The biggest jump in profit often comes from looking at what you already have, reviewing your prices, and trimming unnecessary costs. Most businesses overlook these basics. They are usually where the most hidden profit is found.
Three Things This Case Study Proves
First, clients will accept reasonable price increases when you tie them directly to value. Not because they have no choice, but because they can see what they are getting.
Second, your biggest cost savings are probably hiding in plain sight. Overlapping subscriptions, unreviewed vendor contracts, and manual processes that could be automated are all quietly draining your margin right now.
Third, when you combine smart pricing with operational efficiency, the results multiply. An 8% price increase and a 3% cost reduction delivered 43% more profit. Neither would have got there alone.
If your prices have not changed in a while, or you are not regularly reviewing your expenses, you are leaving serious money on the table. A Pricing Health Check is a quick way to find out how much. The question is not whether you can afford to make these changes. It is whether you can afford not to.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://transform.valuealchemists.com/book/value-alchemists/discovery-call
25 June, 2026
Why Most Service Businesses Are Undercharging (And Don’t Know It)
Here is an uncomfortable question. When did you last set your prices?
If the honest answer involves checking what a competitor charges and shaving off 10%, you are not alone. And you are not being strategic. You are slowly making yourself poorer.
Most service businesses in the UK are undercharging. Not by a little. The problem is not usually that owners do not care about profit. It is that they are using a pricing method that has nothing to do with the value they create. And by the time they notice, the damage is already done.

The Race to the Bottom Trap
Here is how it starts. You need to price a proposal. You look at what others in your space are charging. You pitch slightly below that to look competitive. You win the client.
Then your competitor does the same thing. Then someone else does. Before long, everyone in the market is pricing off everyone else’s artificially low number, and the whole sector drifts downward together. That is not competition. That is a race to the bottom.
Think about Dave and Sarah, two IT consultants in London. Dave drops his rates by 10% to win a client. Sarah panics and matches him. Within months, both are working twice as hard for half the pay. That is not strategy. That is self-sabotage.
The deeper problem with competitor-based pricing is that it assumes your competitors know what they are doing. They do not. You have no idea what their cost structure looks like, whether they are actually profitable, or whether they are buying market share at a loss. Pricing by comparison is navigating by someone else’s map.
Service businesses in competitive markets typically undervalue their work by 20 to 30% when using competitor-based pricing. But the financial gap is only part of the problem.
Why Low Prices Attract the Wrong Clients
When you compete on price, you select for a specific type of client. They chose you because you were cheapest. The moment someone cheaper comes along, they are gone.
Price-sensitive clients are also the most demanding. They negotiate on every deliverable. They request revisions that were never in scope. They treat your expertise like a commodity because you have framed it as one. Your team spends more time managing expectations than doing the actual work, and burns out trying to meet unreasonable demands.
Meanwhile, the clients who would genuinely value what you do and pay accordingly never see you as an option. Your pricing has already disqualified you in their minds.
This is the part most business owners miss. Low pricing does not just reduce your margin. It shapes who you attract and who you keep. Get the pricing wrong and you build a client base that makes the business harder to run every single year.
What Clients Are Actually Buying
There is a more fundamental issue underneath all of this. Most service businesses price what they do rather than what it is worth.
An IT support company charges for monitoring hours. A financial consultant charges for time spent on compliance tasks. A marketing agency prices by deliverable. The problem is that clients do not actually care about any of that. They are not buying hours or deliverables. They are buying outcomes.
An IT support company is not selling server maintenance. It is selling business continuity and operational peace of mind. A financial consultant is not just crunching numbers. They are ensuring compliance and strategic clarity. A marketing agency is not selling social media posts. It is selling lead generation and business growth.
It is like selling a drill when the customer really needs a hole. Once you focus on their actual need, price becomes secondary to the result.
When you price the input, you invite clients to compare you on price, because that is the only dimension they can evaluate. When you price the outcome, you are having an entirely different conversation.
How Value-Based Pricing Actually Works
Switching to value-based pricing does not mean arbitrarily charging more and hoping for the best. It starts with a different question.
Instead of asking what the market charges for this, you ask what the outcome of this work is actually worth to this specific client.
If your cybersecurity service prevents a £50,000 data breach, that is the real reference point for your pricing, not what another MSP is charging per seat per month. If you are an engineering consultant, your client is not paying for technical drawings. They are paying for a project that gets approved on time and under budget. If you are providing IT services, your client is not buying monitoring hours. They are buying the assurance that their systems will not fail during critical business periods.
The practical steps are these. First, understand the client’s actual problem, the real one, not the surface-level request. Second, map your service to the specific outcome it delivers. Third, quantify that outcome wherever you can. A number you can point to changes the conversation entirely.
I have seen service businesses increase profits by 30 to 50% when they implement value-based pricing. That is not a small bump. It is a complete transformation of profitability and market positioning.
What Changes When You Get This Right
Value-based pricing builds stronger client relationships because it focuses on the client’s success, not just your effort. It also allows you to scale without working longer hours. A small effort that delivers big results should command a premium, not a discount.
My clients typically see a 40% improvement in profitability on average, usually implemented within just three months. That improvement rarely comes from adding new clients. It comes from repricing the work they were already doing, work that was already delivering genuine value, just not capturing it.
The business also becomes easier to run. Better pricing attracts clients who care about results rather than cost. Those clients are less demanding, more collaborative, and more likely to stay. The whole dynamic shifts.
And it compounds. Better margin funds better people, better tools, and better delivery. Better delivery strengthens the case for the pricing. That is the opposite of the race to the bottom.
One Thing to Do This Week
Pick one current client engagement. Not a future proposal, a live project you are already delivering.
Write down what the outcome of that work is actually worth to the client. Not what you charged. Not what it cost you to deliver. What it is worth to them.
Then compare that number to your invoice.
The gap will likely surprise you. And it is the first step towards building a more profitable business.
Competitor-based pricing keeps you trapped in a race to the bottom. Value-based pricing positions you as an investment rather than a cost. The choice is not whether you can afford to change your pricing strategy. It is whether you can afford not to.
Take the free 5-minute Value Assessment: https://quiz.valuealchemists.com/artificial-intelligence
Book a free 30-minute discovery call: https://transform.valuealchemists.com/book/value-alchemists/discovery-call
18 June, 2026
This Is the Cheapest Year of AI You Will Ever See
I gave a talk recently at South Coast Technology Leaders called “Stop Chasing AI: Start Solving Problems.” One slide got more reaction than the rest combined. It made a simple point: the AI subscriptions you’re paying for right now are heavily subsidised, and that won’t last.
If you’re experimenting with AI in your business, this matters. Not because you should stop, but because the assumptions you make today about cost are almost certainly wrong.
The economics nobody is talking about
OpenAI generated around $13 billion in revenue in 2025. In the same year, it spent close to $22 billion. That’s $1.69 spent for every $1 earned. Internal documents reported by the Wall Street Journal show the company expects operating losses of roughly $74 billion in 2028 alone, before turning profitable somewhere around 2030.
Anthropic, which makes Claude, spent around $6.8 billion on compute in 2025 against total spending of $9.7 billion. That’s around 70% of every pound going on the infrastructure to train and run the models. The company is still running at a loss.
These are the two biggest names in AI, and they’re both spending far more than they earn. That money has to come from somewhere, and right now it’s coming from investors prepared to bet that scale today equals dominance tomorrow.
What that means for your monthly subscription
Your £20 ChatGPT Plus, your £20 Claude Pro, your Copilot, your Cursor account. None of them reflect the real cost of running the models behind them.
Take Claude Code, which a lot of developers use for writing software. A heavy user can easily generate $60,000 to $90,000 of actual compute cost in a year, against a subscription that costs around $2,400. The provider is absorbing that gap because they want you locked in. Once your workflows depend on the tool, switching becomes painful. That’s the bet.
It’s the same playbook Uber ran with cheap rides, WeWork ran with cheap office space, and Amazon Prime ran with free shipping. Subsidise growth, build dependency, raise prices later.
The signs are already there
Anthropic has changed how it bills business customers, moving toward charging based on actual usage rather than flat fees. Rate limits have tightened across the major providers in 2026. Claude Code users have publicly complained about quotas running out faster than expected, and Anthropic’s own CEO has said the company is compute-constrained.
OpenAI doubled the price of GPT-5.5 earlier this year. None of this is a crisis. It’s a slow recalibration toward something closer to real cost.
Within 12 to 18 months, expect three things: free tiers will tighten, paid tiers will get more expensive, and pricing models will shift from flat subscriptions toward metered usage. The cheap, all-you-can-eat era is ending.
What this means if you’re using AI in your business
Two things matter.
First, experiment now. This is the cheapest these tools will ever be, and the gap between what you pay and what you get is genuinely extraordinary right now. If you’ve been hesitating about trying AI in your business, hesitate less. You will never get more capability per pound than you do today.
Second, design with cost in mind. The application of AI you build today might work commercially because the cost is artificially low. Ask yourself the harder question: would it still work if your AI bills doubled? Trebled? Went up tenfold? Because that’s not a hypothetical. That’s the trajectory.
This is where most businesses are getting it wrong. They’re sprinkling AI on everything, often where it isn’t even the right tool.
The RPA problem
RPA stands for Robotic Process Automation. It’s been around for years. It’s the sort of automation that handles structured, repetitive tasks: copying data between systems, processing invoices, moving information through known workflows. It’s deterministic, which means it does the same thing every time. It’s auditable. It’s cheap to run.
There’s a lot of business activity that genuinely doesn’t need AI. It needs RPA, or a script, or a rules engine. Things where the logic is stable and the inputs are predictable. AI is the wrong tool for those jobs. It’s slower, more expensive, and less reliable. You don’t need a language model to move a number from column A to column B.
Where AI genuinely earns its place is the messy stuff. Reading unstructured information at scale, like contracts or support tickets. Letting non-technical staff query data in plain English. Spotting patterns in chaotic inputs. Summarising long documents. Drafting content that a human will review.
The smart move is to use AI to build your automations, not to be your automations. Get Claude or ChatGPT to help you write the script, design the RPA workflow, or build the rules engine. Then let cheap, deterministic infrastructure run it day to day.
McDonald’s learned this expensively. They ran a three-year partnership with IBM to put AI in the drive-thru, taking voice orders. It was a mess. Customers got 200 chicken nuggets they didn’t ask for. Bacon ended up on ice cream. Water turned into Coke. They quietly shut the whole thing down in July 2024. The truth is, that problem didn’t need AI. Better menu design and standard speech recognition would have done most of the job at a fraction of the cost.
The opportunity that’s hiding in plain sight
Here’s the part most people are missing. Because AI tooling is cheap right now, something has shifted underneath the surface.
Three of my own clients are currently building things that wouldn’t have been viable two years ago. One is replacing a CRM that never quite fit the business. Another is cutting expensive licensing costs by building a custom platform from existing intellectual property. A third is building a multi-tenant system to sell their own approach to other businesses.
None of these projects would have made commercial sense before. They’d have needed a £200,000 consultancy engagement and a year of build time. Now they’re being done by small in-house teams with help from Claude Code, Cursor, and GitHub Copilot, in weeks rather than months, at a fraction of the historic cost.
This is the genuinely interesting consequence of cheap AI. It’s not that AI is going to replace your developers, or your service business, or your job. It’s that the things you previously couldn’t afford to build are now within reach.
If you run a service business, the bigger risk isn’t AI itself, it’s having an offer AI can easily copy. I dug into that in AI isn’t killing agencies, it’s exposing weak offers.
If you’ve been quietly fed up with software that doesn’t fit how your business actually works, this is your window. Build the thing that does fit. Just design it knowing that the underlying AI costs will rise.
What to do this week
Three practical actions if any of this lands.
One: look at where you’re using AI today and ask whether it would still be viable if your AI costs went up significantly. If the answer is no, you’ve got an economics problem coming.
Two: look at where you’re using AI for things that RPA, scripts, or rules engines could handle better and cheaper. Move those off AI now.
Three: look at the things you’ve wanted to build for years but couldn’t afford to. The maths might have changed.
If you want to find out where your business sits on the spectrum from AI-vulnerable to AI-resilient, the assessment below takes about three minutes and gives you a personalised report.
Could AI Replace Your Service Business?
5 May, 2026
6 things every MSP should fix to improve profitability and business valuation
If you’re running an MSP and you’ve ever thought about improving your margins, or even considered what your business might be worth if you sold it one day, there are a handful of things that make an outsized difference.
None of them are complicated. But most MSPs I work with aren’t doing all of them, and some aren’t doing any.
Here are six that will move the needle.
If you’d like a number to anchor this against before you start, our free MSP valuation calculator gives you an indicative valuation in about two minutes, based on the same factors covered below.
1. Move away from break-fix
This one comes first because it matters most.
If the majority of your revenue still comes from ad-hoc break-fix support, it’s going to hold back both your profitability and your valuation. Buyers and investors want predictable, recurring revenue. They want to see a business that generates income whether or not something breaks on a Tuesday afternoon.
Break-fix revenue is unpredictable by nature. It’s hard to forecast, hard to staff for, and it positions you as reactive rather than strategic. If you’re still predominantly break-fix, transitioning to managed services contracts should be your number one priority.
2. Get customers onto annual (or longer) contracts
Monthly rolling agreements are a step up from break-fix, but they’re not great for valuation purposes either. A buyer looking at your business wants to see committed, contracted revenue that’s going to stick around.
The higher your percentage of clients on 12-month or longer contracts, the more predictable your revenue looks, both to a potential buyer and to your own cashflow planning. It also gives you a much stronger foundation for planning investments in your team and technology.
If you’re nervous about asking clients to commit, consider this: most clients who are happy with your service won’t bat an eyelid at an annual contract, especially if there’s a small incentive to do so.
3. Track support margins and project margins separately
This is one of the most common gaps I see.
Most MSPs have one set of accounts that blends everything together. Support revenue, project revenue, all the costs, one big number at the bottom. The problem is, you can’t tell whether your recurring support business is genuinely profitable on its own.
And that matters, because when someone values your business, they’ll look at the recurring support revenue with a much higher multiple than project work. Project revenue is lumpy and unpredictable. Support revenue, if it’s profitable and growing, is where the real value sits.
Separating these out doesn’t require a new accounting system. It just requires some discipline in how you allocate costs and report your numbers. Once you can see both margins clearly, you’ll make better decisions about where to focus, what to price, and what to fix.
4. Know your per-customer profitability
Not all customers are equal. Some are profitable, some are breaking even, and some are actively costing you money once you factor in the support time, the scope creep, and the constant back-and-forth.
Most MSPs have never properly worked this out. They have a general sense of who the “difficult” customers are, but they haven’t put actual numbers against it.
Until you do, you can’t make good decisions about pricing, retention, or where your team’s time is best spent. You might find that your largest customer by revenue is actually one of your least profitable. Or that a smaller client you’ve been neglecting is quietly delivering excellent margins.
This is also where customer scoring becomes useful. By rating clients across factors like profitability, payment behaviour, cultural fit, and growth potential, you can make objective decisions about who to invest in, who needs a pricing conversation, and who might be better served by someone else.
5. Stop selling a menu of services
Too many MSPs present their services like a restaurant menu. Network monitoring, backup, helpdesk, security, cloud services, all listed out and priced individually. The client picks what they want, compares your menu to someone else’s, and chooses on price.
That’s commodity positioning, and it kills your margins.
Instead, package your services around the outcomes your clients actually care about. They don’t want “network monitoring” as an abstract concept. They want their systems to work reliably so their team can focus on their jobs. They want to know they’re protected and that someone competent is handling the technology so they don’t have to think about it.
When you sell outcomes rather than ingredients, the price conversation changes completely. You’re no longer being compared line-by-line against a cheaper competitor. You’re being evaluated on the value of the result you deliver.
6. Build in an annual price review process
If you haven’t raised prices in two or three years but your costs have increased by 15-20% (salaries, licensing, tools, insurance, the usual), you’re effectively earning less every year. Your margins are being quietly eroded and most MSPs don’t even notice until it’s painful.
Building an annual pricing review into your business isn’t just good practice, it’s essential. And communicating it properly makes all the difference. Give clients proper notice, explain what you’re investing in, focus on the value they continue to receive. Don’t apologise for it.
Most clients expect annual increases. The ones who leave over a reasonable adjustment probably weren’t great clients to begin with.
Where does your MSP stand?
Most MSPs I work with are technically excellent. They deliver great service and their clients genuinely value what they do. But they’re competing as if they’re a commodity, because they haven’t addressed the positioning, pricing, and packaging issues that separate a good MSP from a premium one.
Small changes in these areas can make a 30-50% difference to profitability. And if you’re ever thinking about selling, they can significantly increase what your business is worth.
I’ve built a free 5-minute assessment that scores your business across five key areas: value positioning, pricing power, growth engine, operational leverage, and technology adoption. It’ll show you exactly where you’re strong and where you’re leaving money on the table.
👉 Take the free assessment here
And if you’re an MSP with £500k+ in revenue and you already know you need to address some of these issues properly, the Value Transformation Assessment might be a better starting point. It’s a structured review of your business across ten dimensions, with specific recommendations and a clear implementation roadmap. It’s how most of my client projects begin.
27 February, 2026
Should you ever fire a customer?
As business owners, we often celebrate never losing a customer as a badge of honour. But what if I told you that a healthy amount of customer churn is actually essential for business growth?
The Loyalty Myth
I recently sat down with a business owner who proudly claimed, “We’ve never lost a customer.” Initially, this sounds impressive, a testament to exceptional service and client satisfaction!
But as our conversation progressed, a different picture emerged.
“Do you enjoy working with all of your customers?” I asked.
“Well, we have a few that are quite difficult,” they replied hesitantly.
“Do those customers take up a lot of your time?”
“Oh, yeah, they’re the worst. The team can’t stand them. They’re always asking for free services or discounts, and nothing is ever good enough.”
“Now, do you regularly increase prices for these customers?”
“No,” they admitted. “They push back on everything. To be honest, I just can’t face the argument.”
By the end of our discussion, we’d uncovered an uncomfortable truth, this business was holding onto customers who:
- Were difficult to work with
- Didn’t appreciate their services
- Drained profitability (through resistance to price increases)
- Tied up disproportionate team time
- Damaged overall team morale
The Value of Some Customer Churn
Unless you’re extraordinarily lucky, you’ll never have 100% of customers who are a perfect fit. Customer relationships naturally evolve, their needs change, your business grows, key contacts move on.
This is why having a structured approach to evaluating customer relationships is crucial. Some customer departures should be celebrated, not cried over.
From Subjective to Objective Analysis
The challenge most businesses face is the subjective nature of customer assessment. Different departments often have conflicting perspectives:
- Sales sees the relationship one way
- Service delivery another
- Finance yet another
What’s needed is an objective framework, one that transforms gut feelings into strategic decisions.
Customer Scoring: The Objective Alternative to “You’re Fired!”
Instead of dramatic confrontations, customer scoring provides a structured approach to relationship management. This system works in two crucial ways:
Pre-Engagement Scoring
Before working with new clients, establish clear criteria to assess whether they align with your:
- Company culture
- Work style
- Service offerings
- Budget expectations
- Communication preferences
This predictive tool can help you avoid problematic relationships before they begin.
Post-Engagement Scoring
Once relationships are established, use an ongoing scoring mechanism to track performance. Evaluate factors like:
- Profitability
- Client success and ROI from your services
- Payment timeliness
- Resource demands vs. revenue generated
- Cultural alignment
- Growth potential
- Ease of working together
Case Study: Turning Customer Attrition into Opportunity
A global logistics client approached me with a serious problem—they were losing 35% of customers annually, significantly higher than the industry average of 20%.
They initially believed the problem was in their customer service team. But when I examined the entire customer lifecycle, I discovered something different.
They were primarily targeting American companies looking to expand into Europe. They had a super attractive offering and no shortage of customer willing to sign up. However, there were too many clients leaving them after just 6 months.
The problem was, many of the customers liked the idea of expanding into Europe but were not actually ready to do it.
By developing a customer scoring system that rated prospects on factors like:
- Product fit for European markets
- Prior third-party logistics experience
- Language capabilities
- Understanding of UK/EU regulations
- Marketing plans for European customers
…they could predict which clients would succeed and which would likely terminate services within six months.
Rather than rejecting those low scoring clients outright, this scoring system enabled the company to develop a new service line, helping businesses prepare for successful European expansion. The result? Dramatically reduced attrition, improved customer satisfaction, and increased profitability.
Creating Your Own Customer Scoring System
Developing an effective scoring framework isn’t complicated, but it requires thoughtful consideration of what truly matters in your business relationships:
1. Identify 5-8 key factors that define an ideal customer relationship
2. Create a 1-5 scale for each factor
3. Include criteria reflecting both sides of the relationship value exchange
4. Score all existing clients quarterly
5. Set threshold scores that trigger specific actions
6. Apply the same criteria to prospective clients
Handling Low-Scoring Customers
When you identify customers with problematic scores, you have several options:
Improve the relationship: Sometimes a frank conversation about expectations can transform things.
Adjust your pricing: If a customer constantly pushes back on value, increasing prices can either lead to their departure (freeing resources for better-fit clients) or cause them to suddenly value your services more highly.
Facilitate transition: Help them find another provider that’s a better fit while maintaining goodwill.
Create a different service model: Develop a streamlined offering that better suits their needs while requiring fewer resources.
The Freedom of Strategic Customer Selection
Remember this crucial business truth: not all revenue is good revenue.
The most successful businesses understand that customer selection is as important as customer acquisition. By implementing an objective scoring system, you transform what’s often an emotional, subjective process into a strategic one that benefits your business and team.
After all, a customer who isn’t right for you probably isn’t getting the best service either. Sometimes, the kindest thing you can do is help them find a better match for their needs.
Your team’s morale, your profitability, and even those customers themselves will ultimately thank you for making this difficult but necessary decision.
If you’d like to put this into practice, our customer journey mapping and scoring work helps you build an objective framework for rating clients and deciding who to invest in, reprice, or move on from.
27 April, 2025