Why Your Most Expensive Groom Can Help Sell Your Most Popular One
Have you ever noticed how the middle option nearly always seems like the sensible choice?
That's no accident.
Restaurants do it. Coffee shops do it. Apple does it. It's a pricing technique called anchoring, and it works surprisingly well for service businesses too.
The Power of Three
Imagine your grooming menu looked like this:
Bath & Tidy – £35
Full Groom – £60 ⭐ Most Popular
Luxury Spa Groom – £90
Most customers won't choose the cheapest option.
They also won't choose the most expensive.
More often than not, they'll pick the one in the middle because it feels like the best balance of value and quality.
That's why you'll see "Most Popular" next to the middle option so often. It reassures customers they're making a sensible decision.
The Expensive Option Has a Job
Some salons worry that offering a premium package will put customers off.
In reality, its biggest job isn't always to sell itself.
It makes the standard package feel like better value.
Without the £90 option, £60 can feel expensive.
With it, £60 suddenly feels reasonable.
Package the Experience
Rather than listing lots of individual extras, think about grouping them together.
Instead of:
- Teeth cleaning
- Paw balm
- De-shedding
- Blueberry facial
Create a premium package that combines them into a complete spa experience.
Customers often find it much easier to compare three clear options than a long list of individual add-ons.
Price With Confidence
Whatever you charge, own it.
Your prices reflect your time, your experience, your equipment and the care you give every dog that walks through your door.
The goal isn't to push customers towards your most expensive service. It's to make choosing easier.
A well-structured price list removes uncertainty, helps customers understand the value of what you offer and often leads to better decisions for both the client and your business.
Sometimes the biggest improvement you can make isn't changing your prices at all.
It's changing how you present them.
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