Finding the Right Price, and the Right Market

The problem

A health-focused business had room to grow, but the obvious question — “how do we get more customers?” — wasn’t the right one to start with. The harder questions underneath it were which customers to pursue, which markets actually offered room to grow, and what to charge to stay competitive while still attracting the right kind of customer.

The question

Where should this business compete, who should it target, and at what price, in order to grow sustainably?

The approach

The starting point was the competitive landscape: researching competitor pricing, their offerings, and how they positioned themselves, to understand where this business actually sat in the market. From there, pricing became a balancing act rather than a single number — a price competitive enough to attract volume, but calibrated to draw commercially solid, well-aligned customers rather than optimizing for volume alone, with a transparent pricing structure built in from the start rather than added later.

That same market and competitive research fed a broader read on the total addressable market — not just how big the opportunity was, but where the business could realistically compete and grow, including niches where competitors were less concentrated but underlying demand was strong. Alongside the pricing and market work, the recommendations extended to operational improvements and to strengthening how prospective customers actually found the business in the first place — building out its Google Reviews presence and improving how its information surfaced across search and newer AI-driven discovery tools.

What I found

Pricing, market selection, and customer quality turned out not to be separate decisions — they were the same decision, looked at from different angles. The markets with the most obvious opportunity weren’t always the ones with the best growth potential; some of the strongest opportunities sat in niches competitors were underserving.

What changed

The business came away with a pricing strategy grounded in market and competitor evidence instead of guesswork, a clearer view of which markets and niches were worth prioritizing first, and a stronger digital presence to support how prospective customers found it. In the period that followed, the business gained customers across 10 additional countries — alongside this work, though not necessarily solely because of it.