When selling high-ticket services, don't raise prices incrementally. Instead, make a significant jump (e.g., from $3,800 to $8,000). If it doesn't sell, you've gained valuable market data and can simply re-price the next cohort. The upside of finding a new price ceiling far outweighs the risk of a single failed launch.

Introduce a significantly more expensive, highly customized version of your service alongside your main offering. This price anchor makes the actual product you want to sell appear like a fantastic deal, even if it has a high price point, thereby increasing conversion rates.

To sell more of a $300 package instead of a $200 one, introduce a $500 option. Most won't buy the decoy, but its presence shifts the customer's reference point, making the $300 package appear more reasonable and valuable by comparison.

The business creates two offers: a high-ticket annual prepay ("anchor") and a standard quarterly payment ("core"). Even if only 20% of customers take the anchor, it significantly increases the average cash collected per sale across all customers. This strategy makes the entire acquisition model more profitable without changing the core product.

A blanket price increase is a mistake. Instead, segment your customers. For those deriving high value, use the increase as a trigger for an upsell conversation to a better product. For price-sensitive customers, consider deferring the hike while you work to better demonstrate your value.

A tiny offer can bridge the gap from a low price point to a premium one by targeting the single biggest objection to the main offer. For one client's $100k program, a $37 case study booklet was created specifically to solve the "I can't imagine myself doing this" mindset block.

Proposing an outcome-based pricing model next to a high fixed-fee option forces the negotiation to focus on value, not cost. Even if the customer chooses the fixed fee, they're anchored on a much higher number and are less likely to negotiate it down significantly.

Selling a small, cheap "land" deal to an enterprise customer is dangerous. When you try to expand, they will question the 10x price jump, making it nearly indefensible. Start with a price ($75k-$150k) that reflects enterprise value to avoid being trapped by a low initial anchor.

Even if rarely purchased, a premium one-on-one offer serves as a powerful value anchor. Its high price tag transfers a degree of perceived value to your more accessible, scalable products. To work, you must confront the high price directly with prospects before offering a downsell.