The Emotional Side of Pricing: Insights from a Sales Call

As a business owner, we often find ourselves caught up in spreadsheets and figures, losing sight of the personal narratives that underpin every transaction. A recent sales call reminded me of the critical role that emotional factors play in pricing and client relationships.

Late last year, a familiar restaurant owner reached out to me, clearly distressed about her business. She was facing a significant decline in sales, her financial records were disorganized, and she was contemplating selling her company. To top it off, she needed to secure a line of credit but lacked the clean financial statements to present to her bank. We jumped on a call, and my role quickly shifted from consultant to active listener. It’s fascinating how, in these moments, a sales professional can feel like an unofficial therapist—one who happens to know a thing or two about Excel.

For her, the task of organizing her financial records wasn’t merely about getting her affairs in order; it was a matter of emotional stakes. This was about gaining the freedom to either sell her business or continue nurturing it. The weight of her situation was palpable, and I found myself reflecting on how often business—especially for small enterprises—is inherently personal.

After evaluating her chaotic records and the urgency of her situation, it became clear that this wouldn’t be a quick fix. I was acutely aware of the potential for “sticker shock,” especially since she was a repeat client whom I genuinely enjoyed working with. At the same time, I didn’t want to underprice the project and find myself overwhelmed by an unexpected workload.

I utilized a pricing worksheet I frequently reference to ensure my estimates are reasonable. I prepared a proposal for $4,200. To my surprise, she didn’t hesitate to accept; she signed immediately and paid the deposit. In that moment, she expressed it was the first time in months she felt at ease discussing her business’s challenges.

Experiences like this reaffirm what I’ve learned repeatedly: when clients feel that their pain points are understood, the price is secondary. They are seeking trust and expertise to resolve their issues, particularly when they have the means to pay—after all, they are established business owners, not just starting out.

I’ve experienced the pitfalls of underpricing before, realizing that the true value of my services lies not in the hours spent but in effectively addressing a client’s dilemma and restoring their sense of control. Moreover, it’s never just about the time logged. Unexpected challenges often arise,