Small Orders, Big Decisions: Setting Boundaries with Minimum Charges

by

 

Last month, we met Sam Lewis, owner of Print Perfect, as he began to face the financial strain caused by small, low-margin print jobs. With his shop’s resources stretched thin, Sam realized that change was necessary. Now, he takes his first step toward addressing the issue: introducing minimum charges for small jobs. In this article, Sam navigates the delicate balance between setting boundaries and preserving the relationships that make his business special. Will his clients understand, or will the change test their loyalty?

Sam had been contemplating it for days: how do you set minimum charges without alienating loyal customers? He glanced over at Laura, his production manager, who was already juggling a backlog of small jobs, each barely covering costs. “Laura,” he began, “I think it’s time we take action on those minimum charges.”

Laura nodded. “I agree. We’re stretched too thin, Sam. But we need a clear way to communicate this so clients understand why it’s necessary.”

Sam paused, deep in thought. “I don’t want them to think we’re just hiking prices. How do we help them see the value behind it?”

Crunching the Numbers

Determined to dig deeper, Sam decided to analyze trends over the past six months of small job orders.

This time, he wasn’t just looking at individual costs but patterns across the board. The results were eye-opening. Small jobs weren’t just less profitable—they were becoming more frequent and disproportionately taking up resources that could be allocated to larger, higher-margin projects.

“What’s surprising,” Sam thought, “is how many of these jobs require the same setup time as the big ones.” He found that while small jobs accounted for nearly 60% of total order volume, they contributed less than 25% to overall revenue—and were often completed at a loss.

The following day, he shared these findings with Laura. “These jobs aren’t just eating into profits,” he said, sliding a chart across the desk. “They’re crowding out bigger opportunities. We’re stretched thin because we’re spending too much time on work that doesn’t pay.”

Laura studied the data and nodded. “This tells the story we’ve been feeling for months. If we want to protect the business, the minimum charge isn’t just an option—it’s a necessity. But we’ll need to be prepared to explain why to our clients.”

Sam nodded but couldn’t shake the unease settling in. He had spent years building trust with his clients—how would they react to being asked to pay more for the same work? “I hope they’ll understand,” he said quietly, more to himself than to Laura.

Dialogue with a Long-Time Client

Later that afternoon, Sam saw a familiar face walk in: Mrs. Thompson, a long-time client who frequently ordered small print jobs. Sam felt a knot of nerves in his stomach as he prepared to discuss the new pricing structure.

“Hi, Mrs. Thompson! We’re making a few updates to our pricing,” Sam began, keeping his tone steady. “For smaller jobs, we’re introducing a minimum charge to help cover the cost of our time and materials.”

Mrs. Thompson looked up, surprised. “Oh, really? I hadn’t thought of it that way. I guess there’s more involved than just hitting ‘print,’ isn’t there?”

“Exactly,” Sam replied, feeling a small sense of relief. “Even smaller orders require setup and adjustments, and we want to make sure we’re balancing those with larger projects. This will help us stay sustainable and keep offering quality work.”

Mrs. Thompson nodded slowly. “I get it, but I have to admit, I might need to look around if my small orders cost much more. I’ve always loved working with you, but these changes might not fit my needs anymore.”

Sam felt the weight of her words. Losing a loyal customer like Mrs. Thompson was exactly what he had feared. “I completely understand,” he said carefully. “And if you ever have larger projects or need something special, I hope you’ll still think of us. This change wasn’t an easy decision, but it’s one we had to make to ensure we can keep serving the community in the long run.”

As Mrs. Thompson left, Sam stood quietly, processing the conversation. He hated the idea of losing customers but reminded himself of what Laura had said earlier: “It’s better to lose a few clients than risk losing the business.” Even though Mrs. Thompson might not return for her smaller jobs, Sam knew this step was necessary for Print Perfect’s survival—and future growth.

Encountering Pushback

Not every client took the news like Mrs. Thompson.

A few raised eyebrows or gave Sam skeptical looks. One business owner, who often requested quick flyer copies, was vocal about the change. “You’re charging more for less? How is that fair?” he demanded.

Sam took a deep breath, remembering Laura’s advice. “I get that it’s an adjustment, but we’re making this change to ensure we can keep offering the quality you expect from us. It’s just about covering the basics.”

The customer was quiet for a moment, then nodded reluctantly. “Alright, I get it, but I hope you know what you’re doing.”

As he walked out, Sam couldn’t help but feel a mix of nerves and resolve. “It’s hard,” he thought, “but necessary.”

Building Respect through Boundaries

After a week of conversations, Sam noticed a shift—not only in his customers’ reactions but also in his own confidence. Setting a minimum charge had been challenging, yet it felt empowering. He was respecting his own time and skills, and he saw that many clients respected him more for it.

One evening, as he and Laura closed up, she asked, “How are you feeling about the new pricing now?”

“Honestly? Relieved. I know not everyone is thrilled, but I also know that we’re finally valuing our own work properly,” he replied, a small smile forming. “And I think, in the end, that’s what’s going to keep us in business.”

Laura nodded. “It’s a tough call, but it’s the right one.”

New Systems for Efficiency

With the new minimum charge in place, Sam decided to test an automated pricing calculator Jessie, the friendly competitor from across town, had recommended. The tool streamlined the process of calculating job costs, factoring in materials, labor, and setup time.

After inputting recent orders, Sam was struck by the results: some jobs he thought were barely breaking even were actually costing money, while others could be adjusted for better margins.

“This could make a huge difference,” he told Laura, showing her the tool’s dashboard. “It’s fast and precise, and it’ll help us explain the pricing changes to clients.”

Laura nodded. “If we can show clients how we’re ensuring fair and consistent pricing, it’ll build trust.”

The tool wasn’t a silver bullet, but it gave Sam the clarity he needed to move forward confidently. “This is just the start,” he said. “The more efficient we get, the better we’ll be able to focus on high-value work.”

Want to keep up with Sam’s progress? Scan to learn more or visit on.mi4p.com/small-orders-big-decisions

Next Month in Print Perfect’s Journey: Sam tackles the challenges of managing client expectations around his new pricing, learning valuable lessons about customer communication. Will he find a way to keep clients satisfied while staying true to his new boundaries?

 

This article originally appeared in the January 2025 issue of NPSOA magazine. For more information on how you can become an NPSOA member and enjoy the many benefits offered there, contact Member Services at membership@npsoa.org or head to their website at NPSOA.org.
Written By: Dave Hultin

Written By: Dave Hultin

Dave Hultin is the president and visionary behind Marketing Ideas For Printers and a certified consultant specializing in AI transformation for the printing industry. He’s on a mission to help printers sell more printing and grow their businesses by providing innovative solutions, including AI training through The AI Transformation Method™. Connect with Dave on LinkedIn: www.linkedin.com/in/davehultin/.

Count Me In!

Get the latest updates and ideas from MI4P.