The Year’s Best Price Is a Decision, Not a Discount

This morning, while I’m on sabbatical, I’ve been thinking about the decisions we make when the noise gets loud. November has a way of turning up the volume. Black Friday is coming. Q4 is closing. The inbox fills with countdowns, “doorbusters,” and reminders that somebody, somewhere, is offering 40% off.

Here’s the question I keep coming back to: Are you choosing your price, or letting the season choose it for you?

A discount can move product. It can also teach customers to wait. And if you discount everything to everyone, don’t be surprised when customers start treating your regular price like a suggestion.

THE YEAR’S BEST PRICE IS A DECISION.
NOT A PANIC BUTTON.

The sale is not the strategy

I’m not against a good sale. I’m against making a sale the only reason people buy from you.

There’s a difference between making a deliberate offer and slashing the price because the calendar says it’s time. One is a strategy. The other is pressure wearing a festive sweater.

When customers repeatedly see a product marked down, they begin to use that lower price as their reference point. In plain English: the sale price starts to feel like the real price, and the regular price starts to feel too high. Research on reference prices describes how repeated exposure to promotions can shape what customers expect to pay (Mazumdar, Raj, and Sinha’s review). Research on recurring shopping events, including Black Friday, also examines how predictable discounts can affect purchase timing and customers’ willingness to wait for another deal (study presented at EMAC).

That matters because your customers are learning from your choices. If every big moment comes with a markdown, you may be teaching them that buying now is for suckers and buying later is smart.

That may create a short-term bump. But what are you building for January? For spring? For the next time you want someone to choose you at full price?

Price is a leadership decision

A price is more than a number on a tag. It says something about the value you believe you’re delivering, and how clearly you can explain that value.

That doesn’t mean you should set a price based on ego. “We’re worth it because we say so” isn’t a pricing strategy. Customers need to see a real reason to choose your offer over the next-best alternative. But you also don’t need to apologize for charging a fair price when the value is there.

This is where leadership comes in. You have to decide what the business will stand for before the pressure arrives. If you wait until the campaign is live, your decision is already being influenced by competitors, targets, fear, and the clock.

I’ve learned that a leader’s job is not to say yes to every opportunity. It’s to recognize which opportunities fit the direction of the business, and which ones are just loud.

A discount can make sense. Maybe you’re clearing inventory that won’t sell at full price. Maybe a larger order lowers your cost per unit. Maybe a limited offer helps you reach new customers you can serve well beyond the promotion. Those are decisions with a purpose.

But “everyone else is doing it” is not a purpose. And “we need the numbers by Friday” is not a plan.

Decide before the countdown begins

Here’s the move I want you to make before the Black Friday pressure hits: decide what will, and will not, go on sale.

Write it down. Keep it simple. Make the call with a clear head, not five minutes before you schedule the email.

Start with these four questions:

1. What are we trying to accomplish? Are you bringing in new customers, moving excess stock, encouraging a larger order, or rewarding loyal customers? Choose one main objective. “We want more sales” is too foggy to guide a good decision.

2. What are we willing to offer, and on what terms? Set a margin floor and a clear limit. Decide whether the offer applies to a particular product, customer group, quantity, or period. A defined offer is easier to manage than a company-wide price drop that spreads everywhere.

3. What customer behavior would make this worthwhile? If you offer a lower price, what do you expect in return? A bigger order? A longer commitment? A first purchase from a new customer? If the answer is “nothing in particular,” pause before you discount.

4. How will we know it worked? Don’t look only at revenue during the sale. Consider profit, new-customer quality, repeat purchases, and whether customers still buy when the promotion ends. A busy weekend can feel like a win while leaving you with a weaker business.

This is how you keep your hands on the wheel.

Give customers more reason, not just a lower number

Sometimes the best offer is not a cheaper product. It’s a more useful package.

You might include setup help, a bonus service, an upgrade, extra support, a bundle, or early access. You can reward a meaningful commitment without teaching every shopper to expect the core product at a lower price.

The point isn’t to dress up a bad deal in a shiny bow. The point is to think about what your customer actually values and what your business can offer sustainably. If you need help sharpening that value story, revisit your offer before you cut the price. The ByrdOlogy in the Morning archive is where I share practical reminders for leading through pressure with more clarity and intention.

A strong offer should be clear enough that customers understand why it helps them, and deliberate enough that you can stand behind it when the sale ends.

Your boundary is part of the offer

A boundary doesn’t have to sound harsh. It can sound like confidence.

“We don’t discount this service, but here’s what’s included.”

“This offer is available on these products through this date.”

“We can reduce the cost when the order size changes.”

That’s not being difficult. That’s being clear. Customers can make better choices when you explain the terms honestly. And your team can sell with more confidence when they aren’t guessing what they’re allowed to promise.

I’m on sabbatical, and the distance has been a useful reminder: not every urgent thing deserves an immediate yes. The same goes for pricing. You can respect the opportunity without letting it run the business.

Before the season gets away from you, decide where you’ll hold your price, where you’ll make a purposeful offer, and what you’ll need in return. Then make sure your team knows the line.

The year’s best price may be a discount. It may be a bundle. It may be your regular price, explained with more confidence.

The important thing is that you chose it.

So, before you put anything on sale, ask yourself: If Black Friday weren’t on the calendar, would I still make this offer, and can I explain why it’s good for both the customer and the business?

That answer will tell you more than the countdown clock ever will.

J. Richard Byrd \ www.jrichardbyrd.com \ is a business development mentor, media strategist, and CEO of The ByrdOlogy Group. ByrdOlogy In the Morning is a 4-minute daily leadership devotional available on YouTube, Spotify, and all major podcast platforms. \ www.BLKHustle.com/byrdologyinthemorning