Your prices haven’t changed in three years.<\/p>\n\n\n\n
Not because the market hasn’t moved. It has \u2014 significantly. And not because you’ve been operating more efficiently, finding ways to absorb cost increases, or benefiting from economies of scale that have kept your margins intact.<\/p>\n\n\n\n
Simply because putting them up feels uncomfortable.<\/p>\n\n\n\n
That discomfort is costing you more than you probably realise.<\/p>\n\n\n\n
Let’s be specific about the environment builders have been operating in.<\/p>\n\n\n\n
Since 2021, construction material prices have increased substantially across almost every category. Timber. Insulation. Plasterboard. Fixings. Concrete. The increases that arrived with the supply chain disruptions of the pandemic years largely haven’t reversed \u2014 they’ve become the new baseline.<\/p>\n\n\n\n
Labour costs have moved too. The skilled trades shortage means experienced tradespeople command higher wages. If you employ anyone, your payroll has gone up. If you’re a sole trader, the opportunity cost of your own time has increased even if you haven’t formally recognised it.<\/p>\n\n\n\n
Beyond materials and labour, the supporting costs of running a building business have risen steadily. Fuel. Van finance or replacement costs. Insurance premiums. Tool and equipment replacement. Software, accountancy, phone bills. None of these are dramatic individually, but collectively they represent a meaningful increase in what it costs to keep the business operating.<\/p>\n\n\n\n
All of this has happened. And in most cases, the day rate or square metre rate charged to customers has stayed exactly where it was.<\/p>\n\n\n\n
The maths of that situation is straightforward: the same revenue, higher costs, thinner margins. Not on one or two jobs \u2014 on every job, every week, compounding over time.<\/p>\n\n\n\n
Understanding why this happens isn’t difficult. The reasons are entirely human and entirely understandable.<\/p>\n\n\n\n
The conversation feels risky.<\/strong> There’s a client you’ve worked with for three years. They’ve always paid on time, always been straightforward to deal with, always referred you to their friends. Telling them your prices are going up feels like threatening that relationship. What if they say no? What if they go elsewhere? The relationship feels more valuable than the margin it’s costing you to maintain.<\/p>\n\n\n\n The competition feels like a constraint.<\/strong> If the builder down the road is still quoting at the old rate, going higher feels like pricing yourself out of the market. The assumption is that clients choose on price, and that a higher price means fewer jobs.<\/p>\n\n\n\n The discomfort of the unknown.<\/strong> When prices have been stable for years, there’s no data on how clients will respond to an increase. The risk feels larger because it’s unfamiliar. The path of least resistance is to leave things as they are.<\/p>\n\n\n\n All of these concerns are real. None of them are as significant as they feel.<\/p>\n\n\n\n The fear around price increases is almost universally disproportionate to what actually happens when builders act on them.<\/p>\n\n\n\n Most clients accept a reasonable increase without significant pushback.<\/strong> Particularly when it’s communicated professionally and with a clear rationale. Clients who’ve used a builder for years, trust their work, and value the relationship understand that costs move. A price increase explained as a reflection of increased material and operating costs is not an unreasonable request \u2014 it’s a straightforward business reality that most people recognise.<\/p>\n\n\n\n The clients who leave over a fair increase were usually the wrong clients.<\/strong> This is the insight that builders who’ve been through the process consistently report: the clients who walked over a modest price increase were the ones who were only staying because of the price. They were the ones who pushed back most on variations, questioned every invoice, and would have left at the first opportunity anyway. Losing them creates capacity to take on clients who value the work rather than just the cost.<\/p>\n\n\n\n The new rate becomes the new normal quickly.<\/strong> The anxiety around the first job at an increased rate tends to evaporate as soon as the quote is accepted. After a few months at the new pricing, the old rate feels like the aberration.<\/p>\n\n\n\n None of this is to minimise the legitimate concern that some clients won’t accept an increase. Some won’t. But the proportion who leave \u2014 versus the proportion who accept \u2014 is almost always better than builders expect. And the margin improvement on the clients who stay more than compensates for the work that goes elsewhere.<\/p>\n\n\n\n There’s an aspect of pricing too low that goes beyond the obvious margin impact.<\/p>\n\n\n\n When your prices don’t reflect the real cost of your work, you attract a certain kind of client \u2014 and repel another.<\/p>\n\n\n\n Clients who are primarily price-sensitive are, by definition, the ones most likely to push back on extras, dispute invoices, and switch to a cheaper option the moment one appears. They’re the clients who create the most friction and generate the least loyalty. And if your pricing is set to attract them, your books will be full of them.<\/p>\n\n\n\n Clients who value quality, reliability, and professionalism are generally less price-sensitive. They understand that good work costs what it costs. They pay on time, refer good clients, and come back for more work. They’re the clients who build a business rather than just fill a diary.<\/p>\n\n\n\n Your pricing is, in part, a signal. It communicates what kind of business you are and what kind of client you’re for. A price that hasn’t moved in three years, in a market that has moved significantly, signals something about the business \u2014 even if it’s not what you intend.<\/p>\n\n\n\n One of the reasons price increases get deferred indefinitely is that many builders don’t have a precise enough picture of what their work actually costs today to feel confident about where to set the new rate.<\/p>\n\n\n\n If you’re working from a spreadsheet built several years ago, with material costs that haven’t been updated since, you may not have a clear view of how far the margin has eroded. The jobs feel like they’re paying \u2014 money comes in, bills get paid, the business keeps moving. But the actual margin on each job, properly calculated against current costs, would tell a different story.<\/p>\n\n\n\n This is the starting point for pricing with confidence: knowing, precisely, what it costs you to deliver a job today. Not three years ago. Not at the prices you used last time you updated the spreadsheet. Today.<\/p>\n\n\n\n With that number clearly in front of you, the conversation about where your prices need to be isn’t uncomfortable \u2014 it’s straightforward. You can see exactly where the current pricing is leaving money on the table, and exactly what you need to charge to make the margin worth having.<\/p>\n\n\n\n For builders who haven’t increased their prices in a significant period, the practical question is how to do it without unnecessary disruption to client relationships.<\/p>\n\n\n\n Be transparent about the rationale.<\/strong> Clients are much more likely to accept a price increase that comes with a clear explanation \u2014 material costs have risen significantly, operating costs have increased, the rate needs to reflect the current cost of delivering the work \u2014 than one that arrives without context.<\/p>\n\n\n\n Don’t apologise for it.<\/strong> A price increase communicated with confidence reads as a professional business decision. A price increase communicated apologetically reads as a request for permission. You don’t need permission to charge a fair rate for your work.<\/p>\n\n\n\n Phase it in where necessary.<\/strong> For long-standing clients with whom the relationship is genuinely important, a staged increase \u2014 communicated in advance and phased over two or three jobs \u2014 can make the transition smoother. This isn’t always necessary, but it’s an option for relationships that genuinely warrant the additional care.<\/p>\n\n\n\n Apply the new rate to new clients immediately.<\/strong> There’s no reason a new client should be quoted at the old rate while the increase is being communicated to existing clients. The new rate is the rate \u2014 start using it for every new enquiry from the moment you’ve set it.<\/p>\n\n\n\n Review pricing regularly going forward.<\/strong> An annual pricing review \u2014 comparing current material and operating costs to the rates being charged \u2014 prevents the three-year drift from happening again. It doesn’t need to result in an increase every year, but it should be a deliberate exercise rather than something that only happens when the margin pain becomes unavoidable.<\/p>\n\n\n\n The builders who are growing profitably right now aren’t the ones working harder than everyone else. They’re the ones who’ve made a deliberate decision to charge what their work is worth \u2014 and to keep their pricing aligned with the actual cost of delivering it.<\/p>\n\n\n\n That starts with knowing the numbers. What does each job actually cost today? Where is the margin? What does the rate need to be to make the business genuinely profitable, not just technically viable?<\/p>\n\n\n\n ProntoCalc is built to give builders exactly that clarity \u2014 live material costs, accurate job costings, and a clear picture of the margin on every quote \u2014 so the decision about where to set prices is based on real numbers rather than habit, discomfort, or the lingering memory of what was charged three years ago.<\/p>\n\n\n\n The market has moved. It’s time for the prices to move with it.<\/p>\n\n\n\n Try ProntoCalc Free \u2014 Know What Every Job Actually Costs<\/strong> Book a Demo | Visit ProntoCalc.com<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" Your prices haven’t changed in three years. Not because the market hasn’t moved. It has \u2014 significantly. And not because you’ve been operating more efficiently, finding ways to absorb cost increases, or benefiting from economies of scale that have kept your margins intact. Simply because putting them up feels uncomfortable. That discomfort is costing you […]<\/p>\n","protected":false},"author":4,"featured_media":2295,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12],"tags":[],"class_list":["post-2294","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"\n
\n\n\n\nWhat Actually Happens When Builders Put Their Prices Up<\/h2>\n\n\n\n
\n\n\n\nThe Hidden Cost of Underpricing<\/h2>\n\n\n\n
\n\n\n\nKnowing What Your Work Actually Costs<\/h2>\n\n\n\n
\n\n\n\nHow to Approach a Price Increase<\/h2>\n\n\n\n
\n\n\n\nThe Market Has Moved. Your Prices Should Have Moved With It.<\/h2>\n\n\n\n
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