01
Cost and Margin Model sheet
What one unit costs, itemised down to green coffee at yield, direct labour, packaging, fulfilment and payment fees, then contribution in dollars and as a percentage. Fixed costs are deliberately excluded, so the number stays a decision input rather than an allocation argument. Fixed cost as a share of revenue becomes a line across the price list instead, and every SKU below it is flagged. On the worked example that line is 38.0 per cent and three wholesale products fall under it, at 36.4, 35.8 and 21.4.
02
Price Sensitivity sheet
Every price change already in your sales history, turned into an arc elasticity for that SKU. This is the sheet nothing else in the category has, because it is the only one built from what your own customers did rather than from a benchmark. Contaminated observations stay in the sheet with the reason attached, and a SKU that has never been repriced reads unknown rather than being filled in with a borrowed figure.
03
Scenario Impact sheet
Two numbers per SKU. The break-even volume loss the increase can absorb, which needs only the contribution margin and so exists for every product. And the loss the measured elasticity predicts, which exists only where there is history. The gap between them is the verdict, and it turns a price rise from a question of nerve into a question of arithmetic. If you quote jobs rather than run a price list, the same question lives in the service quoting pack.
04
Competitor Comparison sheet
Read from live pricing pages with the date captured, then normalised to a comparable unit before anything is compared, which is where an eyeball comparison usually goes wrong. On the worked example a rival's 10 oz bag at $19.00 reads as a modest premium on the shelf and is $22.80 on a 12 oz basis. The wider read on those same rivals, including what their customers say in public, is the competitor and market scan.
05
Pricing Rationale
The internal document holding the reasoning behind every number on the new list, so that when a price is questioned in six months the answer is not "costs went up". It records the readings that needed judgement rather than arithmetic. On this example there are two: the most price-sensitive product should not move at all, and an elasticity inside 1 has no interior optimum, so the textbook formula's answer there is wrong rather than surprising.
06
Change Plan
What moves, by how much, and on what date. Then the specific places a stale price survives a change: the variant under the product page, the saved favourites on the till, the wholesale list on each open account, the marketplace listing, and the unaccepted quotes already out. It also states the expected response per SKU before the change goes out, with the number at which to stop, so the result cannot be reinterpreted afterwards.
07
Customer Communication
The short notes that actually go out, one per affected group, giving the notice period the agreement requires rather than the one you remember. It settles the exception rule in advance too, because a discount given because somebody asked is a discount everyone learns to ask for. Reasoning belongs in the rationale document and not in the note: a message that argues the case invites the case to be argued.
Product Pricing Template for Small Business