Should A Good Coach Ever Want To Let You Go?

Most SME owners will spend months sharpening a growth roadmap, rewriting their marketing message, and retraining their sales team — and never once touch the number that could move revenue fastest: their price.

Price isn't a line on a spreadsheet you set once and forget. It's the one lever in your business that touches revenue, margin, and market position at the same time. Get it wrong and you're either leaving money on the table with every sale or pricing yourself out of the deals you need. Inside the Simple-Growth System™, Kevin treats pricing as a strategic decision that gets reviewed on a schedule — not an emotional one you avoid because it feels uncomfortable to raise.

Ask most SME owners when they last reviewed pricing and you'll get a shrug, or a story about the one time they raised prices and lost a customer over it. That single bad experience becomes the reason pricing never gets revisited again.

The real cost isn't the customer who complained — it's the years of margin quietly given away to every customer who wouldn't have blinked. Costs have moved. Your product or service has improved. Your competitors have almost certainly moved their prices too. If yours hasn't shifted in eighteen months, you're not being cautious — you're funding your competitors' margin with your own.

Cost-plus pricing is the default for a reason: it's easy and it feels safe. It's also the slowest way to grow. A price built on three numbers instead of one gives you a defensible position:

Value delivered. What outcome does the customer actually get, and what would it cost them to get it elsewhere — including the cost of doing nothing?

Competitive positioning. Where do you sit relative to the three or four alternatives your buyer is actually comparing you to — not the entire market, just the real shortlist?

Margin target. What gross margin does your growth plan require to fund the hiring, systems, and stock you need over the next twelve months? Work backward from that number, not forward from cost.

When these three numbers set the price instead of cost-plus habit, most SME owners find they've been underpriced by 8-15% for years.

You don't need a full repricing exercise to find out if you have room to move. Pick one product line or one customer segment. Move price by a small, deliberate increment — 3-5% is usually enough to read the market without triggering a wave of pushback. Hold it for a full sales cycle. Measure conversion rate, not just revenue: a small drop in volume with a larger lift in margin is very often a net win, and most owners are surprised how little volume actually moves.

Roll the result into the next segment. This is systemised pricing, not a one-off panic move when costs spike — and it's exactly the kind of KPI Kevin builds into a client's 90-day roadmap rather than leaving to gut feel.

For FMCG owners specifically, pricing strategy has an added layer: retailer margin expectations and range-review pressure often dictate your shelf price before you've had a say. That doesn't mean you have no lever — it means the lever moves to pack size, private-label versus branded positioning, and the margin you protect in direct and online channels where you do control price. If retail is squeezing your margin, your D2C and trade pricing need to work harder to compensate, not simply mirror the retail number.

Pricing strategy isn't a finance exercise — it's a growth decision, and it's one of the fastest wins Kevin finds inside a Simple-Growth System™ engagement. If you haven't reviewed your pricing in the last twelve months, that's a conversation worth having before your next roadmap session. It's usually the highest-leverage, lowest-cost change available to an SME owner — and it's exactly the kind of blind spot a second set of eyes catches immediately. That's what a coach is for.

…and you become the owner who sets your price on value delivered, not on habit.