A new survey of more than 900 small business owners found that 67.4% have raised prices this year or plan to. Look closer and the number splits in an uncomfortable way: only 31% have actually done it. The other 36.4% know a price increase is coming and still haven't pulled the trigger. That gap — between knowing and doing — is where Kevin D'Ambros-Smith spends a good part of every coaching engagement with SME owners, and it rarely has anything to do with the market. It has to do with nerve.

> 67.4% of small business owners say they need to raise prices, or already have. Only 31% have actually done it.

The Small Business Expo Research Desk surveyed 900-plus owners at the start of 2026 about pricing decisions and cost pressure. The headline split: 31.0% have already raised prices, 36.4% plan to but haven't acted, and 32.6% have no plans to move at all. The report frames the hesitation charitably, as "intentional restraint" — owners protecting customer loyalty, hunting for internal efficiencies first, or waiting for a clearer demand signal before they move. That framing is generous, and sometimes it's true. But restraint and avoidance produce the exact same spreadsheet right up until the numbers force the difference into view.

Here's the problem with pricing by feel: there's no scoreboard for it in real time. An owner who delays a justified increase doesn't find out they waited too long until the year-end numbers show a margin that quietly bled out over eleven months of "we'll do it next quarter." By the time it's obvious, the fix isn't a routine price review — it's a much larger, much more painful correction, delivered all at once, to customers who now feel ambushed by it. A confident decision made early always costs less than a nervous one made late.

The same survey found something else worth sitting with: pricing hesitation is coexisting with real confidence and active hiring intentions elsewhere in the business. Owners aren't frozen across the board. They're selectively frozen, on exactly the one decision that protects the margin funding everything else they feel confident about.

FMCG owners feel this harder than most. Input costs move, retailer margin asks don't soften, promotional funding gets deducted before the invoice clears, and a missed price review can sit locked inside a listing agreement for a full trading year before there's another chance to fix it. Waiting for the "right moment" to raise a wholesale price isn't a neutral choice in FMCG — it's a decision to fund a retailer's margin out of your own for however long the current agreement runs. In a category where private label keeps taking a growing share of the shelf, that's not a gap any SME supplier can afford to carry for a year on a feeling.

The fix isn't "find more courage." Courage isn't repeatable, and it isn't something you can hand to whoever runs the business after you. A system is. Every SME and FMCG client Kevin works with on pricing ends up with three things in place:

None of that removes the discomfort of raising a price. It removes the uncertainty from the decision of when to raise it — because the cost data and the calendar made that call months before the conversation with the customer ever happens.

Every owner sitting in that 36.4% who hasn't acted yet is currently funding the gap out of margin, quietly, every single day the decision stays open. It doesn't show up as a line item. It shows up as a slightly worse year than the business should have had, with no single moment anyone can point to and say "that's where it went wrong." That's the most expensive kind of loss there is — the kind nobody notices until it has been compounding for a year.

If your last price increase happened because a cost trigger and a calendar told you to move, you have a system. If it happened because you finally couldn't absorb the pressure any longer, you don't — and that gap is exactly what the Simple-Growth System™ is built to close. Kevin works with SME owners on the cost triggers, review cadence, and customer segmentation that turn pricing from an annual crisis into a routine, defensible decision. If your last increase was a guess dressed up as a strategy, build the system behind the next one — get in touch with Simple-Growth to start.

…and you become the owner who raises prices on a schedule, not when you can no longer absorb the pressure.