Dr. Paul Borosky, DBA, MBA
Business Consultant · Author
How to Raise Prices Without Losing Customers
Busy every month and keeping less? Your costs moved and your prices did not. Review your top five products or services, raise the two where the gap grew most, and watch for three months. Most customers stay.
Last Updated: 10/29/2026 · Written by Dr. Paul Borosky, DBA, MBA
The Short Answer
Should I Raise My Prices?
If your costs went up and your prices did not, yes. Compare what each top product or service keeps you now versus when you set the price, and raise the two where the gap grew the most.
This fire is quiet. Nothing breaks. The phone does not ring more. You just work harder every month and keep a little less. By the time the bank account notices, the gap has been growing for years.
Doctor Owl fuels his cart at the crossroads stand. The price went up again. "My costs went up," says the old weasel. "So did my price." Then at Waffle Woofs, Louie Waffles serves a packed house, piles extra blueberries on every stack, and gives breakfast away on the house.
Is It Time to Price for Profit?
Why It Happens
Why Is It So Hard to Raise My Prices?
- 1
Fear
Owners worry customers will leave, or think they are greedy.
- 2
No regular price review
Costs change every month. Prices change only when the owner feels brave.
- 3
Pricing by gut or by the competitor
Neither one knows your costs. If you have never priced from cost, start with how to price your product or service.
You are not alone. In the Federal Reserve's survey of small employer firms, 75 percent named rising costs as a financial challenge. And in February 2025, a net 32 percent of small business owners told the NFIB they had raised average selling prices. Your customers are seeing increases everywhere.
Sources: Federal Reserve Banks, 2025 Report on Employer Firms; NFIB, "Small Business Optimism Recedes in February," March 2025.
The Fix
How Do I Raise Prices the Right Way?
- 1
List your top five
For each, write what it cost to deliver when you set the price, what it costs now, and what you keep per sale, then and now.
- 2
Count the freebies
Track discounts and extras for one week. They are part of your cost.
- 3
Raise two prices
Pick the two where what you keep dropped the most. Leave the rest for now.
- 4
Write a giving policy
What can be given away, by whom, and how often.
- 5
Watch for three months
Track whether customers stay. Then put a Price Review on the calendar every six months.
That is the Price Review: one subtraction per line, price minus cost now, compared with what you used to keep.
Nebraska's minimum wage now rises by a fixed step each year instead of tracking inflation. Hourly heavy businesses should build those raises into pricing, as covered on Dr. Paul's Nebraska page.
Worked Example
How Many Customers Can I Lose After a Price Increase?
Take a dog grooming salon. The Price Review shows two services slipping:
| Service | Cost then | Cost now | Price | Kept then | Keep now | Raise first? |
|---|---|---|---|---|---|---|
| Full groom, large dog | $28 | $38 | $75 | $47 | $37 | Yes |
| Bath and brush | $14 | $17 | $40 | $26 | $23 | Not yet |
| Nail trim | $4 | $4 | $15 | $11 | $11 | No |
| De-shedding treatment | $12 | $20 | $35 | $23 | $15 | Yes |
Now the math that calms the fear. Say the salon does 100 full grooms a month and raises the price from $75 to $85:
| Line | Math | Result |
|---|---|---|
| Kept per groom now | $75 minus $38 | $37 |
| Kept per groom after the raise | $85 minus $38 | $47 |
| Monthly profit today | 100 grooms x $37 | $3,700 |
| Grooms needed to match it | $3,700 / $47 | about 79 |
| Customers you could lose and still break even | 100 minus 79 | 21 of 100 |
The salon could lose about one in five full groom customers and still keep the same profit, with fewer hours on the table. In practice, most stay.
"What if they leave?" It is the first thing owners say when Dr. Paul brings up prices. Most customers do not leave. Owners usually overestimate how many will walk over a fair increase, and the few who do are rarely the ones keeping the business alive. What really hurts is the opposite: years with no increase, then one big, panicked jump that every customer notices. Small, regular reviews are easier on everyone.
For Managers
How Do I Tell Customers About a Price Increase?
Keep it short, early, and honest. Give notice before the new price starts. Say costs went up and you are keeping quality where it is. Do not apologize three times. Train the front desk on one clear sentence so every customer hears the same thing.
Then follow the giving policy. A price increase means little if the crew keeps handing out free extras.
Delaware's minimum wage sits well above the federal floor, so labor cost often drives price increases for small shops there. Dr. Paul models price moves on the Delaware business plan writer page.
For Business Students
What Is a Price Increase Strategy?
A price increase strategy decides which prices to raise, by how much, and when. The Price Review targets the products where margin eroded most, not across the board increases. The worked example is a simple break even volume test: how much volume can fall before profit drops. Related concepts: contribution margin and markup vs. margin.
Raising prices is one lever. Dr. Paul covers the others in getting more from every Wellington sale.
Next Step
What Should I Check After I Raise My Prices?
Track customers for three months, then set the next review six months out. If cash is still tight after prices are fixed, the leak may be somewhere else. See the 14 most common small business problems.
Because South Dakota indexes its minimum wage to inflation every year, local owners should expect a yearly labor cost bump and plan price reviews to match. Dr. Paul covers that in business plans for South Dakota owners.
Questions
What Else Do Owners Ask About Raising Prices?
How much should I raise my prices?
Should I raise all my prices at once?
How often should a small business raise prices?
What if a competitor is cheaper?
Your costs moved. Your prices can too.
Get the Book →Written by Dr. Paul Borosky, DBA, MBA, business consultant, strategic planner, and business plan writer with 14+ years and 1,000+ businesses served.
This page is for general educational purposes only. It is not legal, financial, or other professional advice.