Financial Planning Suite

Planning & Organization Tools

A six-part framework for building a pricing strategy, modeling costs, and setting financial targets.

Making the Numbers Honest

Most leaders know roughly what they charge. Fewer have looked carefully at whether that number reflects their costs, their market position, or their 12-month goals - all at the same time. This suite moves through those three questions in sequence: where does your pricing sit relative to the market, what does it actually cost you to deliver, and what does financial success look like in concrete terms.

The value of working through all six worksheets together is in the cross-referencing. A pricing structure that looks reasonable in isolation can look very different once you map it against your cost model. A financial goal that feels ambitious can become either more realistic or more concerning once you run the numbers.

The worksheets are designed to be completed in order. Start with the pricing model and matrix before moving to structure and costs - the first two give you the strategic frame that makes the numerical work in worksheets four and five meaningful.

How to Use This Suite

Begin with the market map. The Pricing Model scatter graph asks you to place your offering relative to your market - high price and low volume, or the reverse. Be specific: name the product or service, not your business overall.
Use the matrix to test your position. The Pricing Matrix maps quality against price. The interesting question is not which quadrant you are in, but whether you are intentionally there - or whether you drifted.
Build your pricing structure before costing it. Worksheet 3 asks you to define up to four pricing tiers with titles, prices, and the benefits that justify each. Complete this before running the cost analysis.
Run the cost model. Worksheets 4 and 5 move from individual product-level cost analysis to a summary view. For service businesses: units of volume are units of your time. Price must exceed cost.
Set the financial goals last. Worksheet 6 should be filled in after the cost modeling is complete. Goals set before cost analysis are wishes. Goals set after are plans.

Worksheet 1 — Pricing Model

Mark where your key products or services sit on the graph. Price on the vertical axis, customer volume on the horizontal. Plot each offering by name or initials.

Client

Date

Low Customer Volume High

High Price Low

Where are the gaps in your pricing model?

Worksheet 2 — Pricing Matrix

Identify which quadrant represents your current pricing position for each key product or service. Mark it with the product name.

	High Price	Low Price
High Quality	PREMIUM	PENETRATION
Low Quality	SKIMMING	ECONOMY

Where are the gaps in your pricing matrix?

Worksheet 3 — Pricing Structure

Define up to four pricing tiers. For each: give it a title, set the price, and list the benefits included at that level.

Example benefits to consider: product or service access, monthly bonus, exclusive discounts, referral scheme, free resource, pay-in-full incentive.

#	Title	Pricing	Benefits Included
1
2
3
4

Worksheet 4 — Costs & Pricing

For each product or service, complete all columns. For service businesses: number of units = available time. Price must exceed cost. Include a contingency buffer in your cost calculation.

Product / Service	Units	Product Cost	Cost per Unit	Price per Unit	Profit Margin

Worksheet 5 — Costs & Pricing Summary

Summarize your key products or services. Round figures to the nearest dollar. For group or bundled offerings, use average pricing.

Summary	Price	Profit	Comments

Worksheet 6 — Financial Goals

Complete all four rows for the next 12 months. Use the figures from Worksheets 4 and 5 as your foundation.

	12-Month Target
Financial goals
Initial financial investment required
Predicted turnover
Predicted profit

Comments

Before Your Next Session

Where does the gap between your predicted profit and your financial goal sit - and what would need to change in your pricing model to close it?
Which pricing tier or product is carrying the most of your predicted revenue? What does that mean for business risk?
Looking at your cost model: is there a product or service where the margin is too thin to sustain? What would it take to fix that before the next 12 months are up?

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