How to price a client project with three clear options

Options should represent different decisions

Three-option pricing works when each option solves the client’s problem at a different level of ambition, speed, support, or risk. It fails when the packages are the same work with arbitrary extras added to the expensive tier.

Begin with the smallest responsible solution. Then define the option you genuinely recommend. The final option should address a broader outcome or provide greater certainty—not merely contain more line items.

Build the recommended option first

Design the middle option around the scope you believe gives the client the best balance of outcome and investment. Use it as the reference point for the other two options.

• ✓Essential: the narrowest version that can still succeed.
• ✓Recommended: the complete approach you would choose given the discovery conversation.
• ✓Expanded: a broader outcome, faster route, deeper support, or additional implementation responsibility.

Keep the differences easy to compare

Name each option by the outcome or level of involvement. Then summarize who it is for, the result it targets, the included scope, timing, price, and payment schedule. Avoid a grid with dozens of tiny feature differences.

If an item is required for every successful engagement, keep it in every option. Do not remove discovery, quality assurance, or essential project management simply to create a cheaper-looking package.

Protect margin with assumptions and change control

Price is only meaningful next to boundaries. State the number of concepts, pages, revision rounds, meetings, integrations, or deliverables included. Explain how additional work is approved and priced.

Include tax treatment, third-party costs, travel, stock assets, hosting, or subcontractor expenses where relevant. Surprises after acceptance damage trust even when the cost is legitimate.

Recommend, do not manipulate

Tell the client which option you recommend and why it fits the outcome discussed. A recommendation is useful expertise; a fake discount, artificial deadline, or deliberately unusable base package is pressure.

After choosing the structure, test the numbers against your delivery capacity, direct costs, risk, and desired margin. The proposal should be persuasive because it is clear and well reasoned.