You have one crude price, and it is leaving money on the table from two directions at once.
A single take-it-or-leave-it price loses the price-sensitive customers who would have bought a smaller option, and it undercharges the value-driven customers who would gladly have paid for more. Your pricing model, how you charge, may be working against you too: billing by the hour when you deliver an outcome, or charging a flat fee for wildly different amounts of work. This guide fixes the structure. You choose the right model for how you actually create value, build tiers that let different customers buy at different levels, and differentiate price across segments, so your structure captures value instead of flattening it.
Plan on a few sessions to design and then roll out. Bring the value understanding and price-sensitivity read from the previous guide; a structure built without them just reorganizes guesses. If the real issue is that your offering itself needs to be productized or repositioned, that is solved elsewhere, and you should route it before structuring the price.
Decide the basis on which you charge: per unit, per hour, flat project fee, subscription, value-based, or a blend. Choose the one that best tracks the value you deliver and the way customers want to buy. The model is a strategic choice, not a default, and the wrong one caps your pricing no matter what number you pick. Hourly billing punishes your efficiency; flat fees on variable work bleed margin. For many service businesses, moving off hourly toward flat or value-based pricing is the single most profitable change available.
If no model fits because the offering is unclear or poorly positioned, that is a positioning problem, not a pricing one. Fix it there, then structure the price here. Product, services and market positioning →
Design a structure, commonly a good-better-best set of tiers or packages, that gives customers meaningful choices at different price points. Tiers work because they let price-sensitive customers say yes to less and value-driven customers say yes to more, and because a well-designed middle or premium option reframes what the customer sees as reasonable and lifts the average sale. A single price forces one answer; a structure invites the right one from each customer. Keep it simple, though: three tiers usually beat five.
Open the Pricing Structure and Tiers Builder →Where it is fair and workable, differentiate price by segment, customer size, use case, or value received, so that those who get and will pay more, do. This is not about gouging. It is matching price to value, the same principle behind student discounts and enterprise pricing. Charging everyone the same for genuinely different value is itself a form of mispricing: it leaves money on the table at the top and risks pricing out the bottom. The basis for any differentiation must be fair and defensible, never arbitrary.
Open the Price Differentiation tool →Before you launch it, test the structure against your value map and against how real customers would move through it. Does each tier's value clearly justify its price step? Would a real customer understand the choices, or is it confusing? Does anything cannibalize, pulling people down from a higher tier? A structure that looks elegant to you can baffle a buyer. Catching that on paper is far cheaper than launching a muddled structure and confusing your market.
Return to the Pricing Structure and Tiers Builder →Put the model and structure into consistent use as the standard way you price, with clear internal guidance so everyone quotes it the same way. A structure that exists on paper but is improvised in every deal is not a structure. Consistency is what makes it hold, and it is what makes the measurement in the next guide meaningful, because you cannot measure a price that changes with the mood of the moment.
Return to the Pricing Model Selection →Your pricing model aligns with how you create value. You have tiers or packages that serve different customers at different price points. Price is differentiated across segments by the value they receive. And the structure is used consistently, not improvised deal by deal. That is the move from a single crude price (Measurement: Level 2) toward a structured model that captures value across your whole customer base (Level 3).
With a structure in place, most people move to Set, Communicate, and Manage Your Prices, because a structure only pays off when you can set the actual numbers, defend them, and stop discounting them away. Set, Communicate, and Manage Your Prices →