Paul J. Castle speaks on business solutions

Click on the arrows to play each podcast.

Leadership Through Empowerment

Business Failures

The Biggest Problem Facing Business Today

The secret of profitable pricing

Economists claim that prices are set by market, but they are wrong.

Prices are set by people running businesses, people like you. And they are among the most important decisions you will ever make. Get them right and you could be on the road to fame and fortune. But get them wrong and your business will be doomed to failure.

Why so many businesses get it wrong

To prove that setting your prices is one of the most important things you will ever do, let’s start by looking at an example.


Last month WidgetCo made £500 profit selling 1,000 Widgets.

Last Month’s Profit and Loss Account


Sales (1000 Widgets at £10 each)                                  10,000

Deduct: cost of sales (1000 Widget at £7 each)            (7,000)


Gross profit                                                                            3,000

Deduct: fixed overheads                                                      (2,500)


Profit                                                                                       £500 profit                                                                                                               =====

WidgetCo has commissioned some market research which suggests that they have two options:

Option A –            They could increase their sales volume by 20 per cent if they reduced prices by 10 per cent to £9, or

Option B –            They could put up their prices by 10 per cent to £11, but then would lose 20 per cent of their sales volume.

When we ask them what WidgetCo should do, most entrepreneurs have no hesitation in saying something like: “Go for option A. It is always worth selling more, and anyway, WidgetCo gains more in volume than it loses in price, so it must be profitable”.

Are they right? Unfortunately not. And it’s precisely because so many people get this question wrong that their businesses get into very real trouble.

So let’s continue with our example by seeing what WidgetCo’s profits will be next month under each of the two options

Next Month’s Profit and Loss Account

Option A         Option B

Reduce             Increase

price                 price

£                      £

Sales (Option A: 1200 at £9 each)        10,800

(Option B: 800 at £11 each)                                       8,800

Deduct: cost of sales

(Option A: 1200 at £7 each)          (8,400)

(Option B: 800 at £7 each)                                       (5,600)

_____              _____

Gross profit                                                      2,400               3,200

Deduct: fixed overheads                              (2,500)             (2,500)

_____              _____

(Loss)/profit                                               £(100) loss       £700 profit

=====             =====

As you can see, under option A (ie the price cut) WidgetCo makes a loss and is heading for disaster. It is actually worse off than it was before the price cut. And it is much worse off than it would have been if it had increased its prices.

There is nothing very special or unusual about this example. It simply illustrates a fundamental point that is all too often overlooked: stimulating sales by cutting prices may boost your top line turnover, but it can just as easily devastate your bottom line profits.

Like many other companies, WidgetCo will not only be able to generate bigger profits by increasing its prices. But by reducing its sales it will also need less cash to finance debtors and stocks, and by eliminating customers at the cheaper end of the spectrum, it will probably reduce the amount of money it loses as bad debts.

As a result, when it increases it prices WidgetCo becomes a leaner, fitter business, providing a higher rate of return using less working capital. In contrast, when it cuts prices under Option A it becomes a lame duck. Choosing the right pricing strategy can be the difference between success and failure. Is your business an Option A or an Option B company?

There may, of course, be times when you can prove that lower prices will lead to higher profits. For example, in the case of WidgetCo, Option A’s 10 per cent price cut could have been more profitable than Option B’s 10 per cent price rise, but only if it lead to at least an 80 per cent increase in the number of Widgets sold! Ask yourself, is that likely?

All of this illustrates the general rule very nicely: if you can prove that the demand for your products is very sensitive to changes in price, then cutting your prices may increase your profits.

But never, never, never simply accept the naïve equation much loved by salesmen that:

Lower prices  = Higher sales = Higher profits.

The truth is that convenience, habit, concerns over quality, and the “better the devil you know than the one you don’t know” syndrome, all make many customers reluctant to switch allegiances for the sake of a few pence or per cent in price. If you don’t believe it, ask yourself a few questions. How often do you switch your allegiances from a favourite supermarket, garden centre, pub or restaurant just because a new one has opened up offering slightly lower prices? How often do you even realise that they do offer lower prices? How often are you prepared to pay just that little bit more for a product or service that you know, understand and are happy with?

So if you want simple equations, try these two instead:

Lower prices  = Lower profits (until proven otherwise)

Higher prices = Higher profits (until proven otherwise)

Pricing for maximum profit

Customers care about prices. But they are certainly not the only thing they care about – and your business and marketing strategy should mirror that fact.

In other words, you should never compete on price alone. Instead you should start by making sure that what you are offering exactly meets the needs of your customers. And then you should sell it to them on the basis of “best value” rather than “lowest price”.

What is “best value”? As we see it, “value” is the gap between the benefits a customer perceives he is getting and the price he perceives he is paying. So offering “best value” means offering a bigger gap than anyone else.

The three keys to offering best value are to make sure that:

1     Your products and services are exactly what your customers need and want – ie they offer the best and most appropriate combination of benefits

2     Your customers fully understand those benefits – ie because unless they understand that what you have to offer is special, they will assume it is average, and that means that you’ll only be able to charge an average price

3     Your prices are presented in the best possible light

Get these three things right and customers will happily pay you more than ever before.

13 ways to charge more without losing customers

1     Offer guarantees  Customers will part with their money more readily, and pay a higher price, if they know that they can get their money back if something goes wrong.

2     Provide sensational service   Study after study has shown that customers are willing to pay more if you give them great service. Research also suggests that companies providing great service grow twice as fast as those with bad service.

3     Make the price seem insignificant  Perhaps by breaking it up into little bits and expressing it in terms of pence per day or pounds per usage. This “trick” is one of the keys to the success of the National Lottery – ie they have been able to persuade almost half the country to spend £100 a year by breaking the annual costs down into seemingly insignificant £1 tickets.

4     Reduce discounts  In many industries discounts off list prices are the largest single group of costs – and yet they are usually given with little or no senior management involvement or authorisation. Considerable savings can be usually be made by tightening up discount authorisation procedures. Savings that lead directly to higher net prices and profits.

5     Use creative discounting   For example, replace flat rate discounts (eg “10% across the board”) with step discounts (eg “5% on the first £1000, 15% on sales above £1000”). Not only do they look more impressive and encourage people to buy more, but they often also work out cheaper.

6     Describe as investments  Describing your price as an ‘investment’ rather than a cost can often go a long way towards persuading customers to buy.

7     Less than expected  Repeatedly tell your customers that you may have to put up prices by, say, 20% – but then only actually increase them by less than 20%. (how far below 20% you pitch the eventual price rise should depend on your assessment of the true depth of their “horror” when you make the initial suggestion). By making the eventual price rise less painful than your customers were expecting, you can turn a potentially damaging increase into a triumphant success.

8     Soften the blow  Try to reduce the prices of some items in your range at the same time as increasing the prices of most other items so that you soften the bad news with some good news, and make a point of dwelling on the latter.

9        Explain why  Be prepared to explain why prices have risen, perhaps as a result of cost increases, and point out that, had it not been for improvements in your own productivity and efficiency, the increase would have been even higher. Better still, explain that the price has increased as a result of improvements to the quality of the product. Emphasise the enhanced features, improved packaging, increased reliability, enhanced customer support, faster and more convenient delivery and any other factors which make the product better and therefore worth paying more for.

10   Justify your prices  It is vital to have a strong justification and defence for your high prices prepared in advance. This is likely to include knowing the prices of your most expensive competition, demonstrating the savings and benefits from your product and demonstrating that your product is hugely superior and therefore slightly more expensive because.…

11   Use “Non‑price” increases  For example, consider charging extra for installation, delivery, insurance, handling, storage, urgent orders or rapid delivery. You could also try increasing your minimum order size and introducing a surcharge for any orders below that threshold, revising your discount structure, slimming down the specification of your product and stripping out any expensive features that are of only limited value to the customer, and charging interest on overdue accounts.

12   Change the package  If a customer tries to knock you down on price, don’t change the price, change the package. In other words, never simply crumble on price, Always trade a price reduction for some concession from the customer eg a larger order or cash up-front.

13   Trade for referrals  If all else fails, you can always trade a once off price cut for referrals. We have developed a brilliantly effective script to help businesses like yours do exactly that. So ask us and we’ll explain how it works.

Visit our website

10 things you don’t know about me


I attended a networking event in which an attendee was encouraged to provide intimate details of her life.  It gave me an idea for my first blog.  Ten things you don’t not know about me:-

  •  My father had a pie and mash shop in Camden Town which still trades as Castle’s Pie and Mash
  • I was born in North London and moved to Bromley when I was 10
  • My Mum and Dad recently celebrated their 60th wedding anniversary
  • I met my wife Jan when I was 15 and have been married for the past 32 years
  • I lived in Australia for two years
  • At the age of 24 I backpacked around the world with Jan
  •  In the picture above I am driving Inspector Morse’s car with my wife
  • I have two grown up children a married daughter who lives in central London and a son who currently works at Crest
  • I qualified as a chartered management accountant in 1986 and became the MD of The Crest Partnership in 2004
  • I made my maiden parachute jump unaided when I was 22

I guess you could say a very boring and conventional life and yet it has never felt that way.  I have been grateful for stability in a turbulent world and the knowledge of running a business which I learned from my Dad.  We have used family values to build a stable loyal workforce which has served our clients well.  Our philosophy has always been if we treat our staff like “kings and queens” they in turn will treat our clients like “kings and queens”.   On the whole this strategy has been successful which is why we have received 68 recomendations 38 of which I have made visible on my Linkedin profile for people to read.  I hope you take the time to read them.

10 things you don’t know about the UK economy

Today I attended a Chamber meeting in which HSBC’s chief economist Mark Berrisford-Smith was talking. He said the following:-

  • The UK recovery is going to be LONG, SLOW & PAINFUL
  • UK interest rates will rise because the UK is borrowing £200bn pa and our lenders will dictate rate rises particularly if the B of E refuse to react to rising rates of inflation
  • Double dip is irrelevant because UKplc has too much debt and too much household debt and until this is under control (predicted 2015) expect more PAIN and HARDSHIP
  • Global recovery is looking positive because most of the world is doing well -China (10%), India (8%), Brazil (5%) with average global growth at 4%
  • Stock levels ebb and flow at end of recession which is causing the ups and downs we are currently experiencing
  • It is not the banks that are not lending it is business that is not investing 
  • Cashflows are very strong in corporates but they are refusing to invest
  • American and European economies are faltering and are considering additional quantitive easing
  • The debt crisis is not going to go away and we could see ugly riots on the streets
  • US has the highest deficit of all representing 10% of GDP but with mid term elections looming the US Government is unlikely to keep Governement spending under control  

UK plc will have to compete with the rest of the world for funds and if the US refuse to tighten their belts then the cost of money will rise forcing interest rates up. The UK is like a sick patient which is full of drugs which have not been tested before.  With interest rates at an all time low to help “pump prime” the economy the Government has run out of drugs to prescribe.

My advice to business owners is:-

  • repay debt as quickly as possible
  • turn  fixed costs into variable costs – outsource non core functions and encourage home working
  • avoid  unnecessary expenditure
  • Drop all loss making customers/clients and only work for profitable ones

Failing all of the above then consider emigrating to resource rich countries like Canada and Australia that have not felt the global financial crisis.