When call volume is low, it’s always the same: “Customers are tightening up.” “Competition’s cutting prices.” “We had to drop our rate to win the job.” “There were already three other companies there when I rolled up so I just bounced.” “Not our customer — they were only looking for the cheapest price.”
If it was easy, then everyone would be doing it. When demand is high, anyone can win. You have to put belief systems and processes in place that work no matter what.
Here’s the truth: Most portable sanitation companies aren’t losing work because they’re too expensive — they’re losing because they don’t believe in the value they provide. And when you don’t believe in your price, the customer won’t either.
The underselling trap
It’s easy to feel pressured to drop prices when leads are down or competition is high. But every time you do, you train your customers — and most importantly, your team — to think your work is worth less.
Underselling doesn’t just hurt the bottom line; it hurts your people. Your techs start second-guessing quotes, your office feels the squeeze and suddenly the company can’t afford to invest in training, benefits or better tools. It’s a slow erosion of confidence disguised as “being competitive.” There is a time and a place for making deals and keeping the board full so teams don’t get sent home, but that should be case-by-case and decided strategically at the highest level.
Price is a reflection of belief
The best companies I’ve seen take the approach of selling peace of mind. They believe that clean, safe, reliable toilets are worth paying for. They believe in their workmanship, their warranties and their customer experience.
When your team truly believes that, the conversation shifts from “Here’s how much it costs” to “Here’s what it’s worth.” That’s where confidence lives. Believe in your worth and be worth it.
Train your techs to present value
Most field techs aren’t salespeople by nature — and that’s a good thing. Customers who've already hired you don’t want a pitch; they want someone they can trust. But that doesn’t mean techs shouldn’t learn how to present value.
A few proven habits:
- Explain, don’t justify. Walk customers through the problem, the solution and the benefit in plain language. Jargon is not helpful here; use analogies.
- Give options. Customers like choice — it creates ownership. “Good, better, best” pricing works because it helps homeowners see value rather than fixate on cost.
- Anchor the price to outcomes. “Opting for restrooms with solar power lights saves 10% on electricity costs for nighttime lighting banks of restrooms, and will guarantee every restroom is lit” is far more powerful than “Solar lights are $XYZ, extra.”
- Present and normalize financing. “Most of our customers appreciate our flexible financing options. Approval is quick and easy. The monthly investment is usually a lot more affordable than you think.”
Confidence comes from clarity, not pressure. The confused mind says no, so make it clear.
Use data to back it up
Want your team to feel confident? Show them the math. Use job costing reports, revenue per hour and gross margin data to prove that your pricing isn’t arbitrary — it’s what it takes to stay healthy as a company.
When techs understand that every discount eats into training budgets, trucks and pay raises, they start to see pricing as protection, not greed.
How many of your techs would agree to having their pay rate be on a sliding scale based on the current economic conditions? So then why would they want to charge based on that?
Hold the line
At the end of the day, confident pricing isn’t about ego — it’s about sustainability. You can’t deliver world-class service if you’re constantly undercharging just to win the next call.
Hold the line. Teach your team to believe in their value and how to present it. When you stand firm on price, you’re not just protecting your profit — you’re protecting your people.
About the author: Westie Magnuson is the chief people officer for Cornel’s Plumbing, Heating & Air in Portland, Oregon, previously featured in the April 2025 issue of Pumper magazine.
