Stop pricing stitches & start pricing orders
P.R.I.C.E. your way to success
By Jennifer Cox
If you took the embroidery pricing diagnostic that the National Network of Embroidery Professionals (NNEP) published in last month’s issue of GRAPHICS PRO, you already know where this is going. Most of the shops that have completed it land somewhere in the middle of the scoring range. Not broken, exactly. Not confident, either. That middle ground has a name, and it is not a pricing system. It is situational pricing, and it is quietly costing you money on nearly every job you run.
The problem is rarely effort. Embroidery and apparel decoration professionals work incredibly hard. The shops I have visited and worked with over the past 30-plus years are full of people who care deeply about quality, take their deadlines seriously, and genuinely want to serve their customers well. Effort is not the issue; structure (or the lack of it) is. If your pricing feels inconsistent, reactive, or hard to defend when a customer pushes back, that is a structural problem. You can’t fix this by working harder or quoting faster.
The industry habit that is quietly failing you
For as long as I can remember, the default pricing model in this industry has been built on stitch count. Price per thousand stitches, add the garment cost, add some mythical number as profit, arrive at a number. It is logical. It is specific. It is measurable. And it became the industry standard precisely because it gave shops something concrete to build their pricing on.
When you are just starting out and trying to figure out what to charge, a stitch count at least gives you a place to start. I used this approach in our business, like so many others. I understand why it stuck. The problem is that it measures the wrong thing. Stitch count measures what the machine does. It does not measure what the order actually costs you, what it demands of your business, or what it is worth to your customer.
Think about what stitch count-based pricing completely ignores. It does not account for the fact that some jobs require significantly more handling time than other jobs with the exact same stitch count. It does not adjust for a rush order that compromises your entire production schedule. It does not reflect the reality that a one-time customer placing a small order and your best repeat customer placing a large reorder are not the same, even if the designs have the same stitch count. Stitches tell you what the machine does. They do not tell you what the order cost to produce, or what the order is worth.
Jobcens– stock.adobe.com
Every order is a different business decision
This is the shift I want you to make, and it is more important than any number I could give you. Stop thinking about pricing the design. Start thinking about pricing the order.
No two orders carry the same business impact, even when the stitch counts match. Twelve polos for a local real estate office and 300 pieces for a corporate client with a one-week quick turnaround deadline are not the same job. A longtime customer who reorders four times a year and a first-time buyer who found you through your website are not the same customer. A job that fits perfectly into an open slot on your schedule and a job that requires you to rearrange three other orders to accommodate it do not have the same impact on your workflow.
Most stitch count-based pricing systems treat all orders the same. That is where the inconsistency creeps in. That is why some jobs feel great when they are done and others make you wonder why you ever said yes. If your pricing does not adjust to the actual realities of the order in front of you, it is not a system. It is a guess with a stitch count-based reference point attached.
"Stop thinking about pricing the design. Start thinking about pricing the order."
Introducing the P.R.I.C.E. framework
At NNEP, I have spent the last several years talking with shop owners about how they set their prices. Including small shops, home-based operations, retail storefronts, contract shops, and large production facilities. What I kept finding, across every size and type of operation, was that most shops were working from two or three pricing factors at most, and calling it a system. The diagnostic confirmed it. The data continues to confirm it.
What consistently separates profitable shops from stressed ones is not how hard they work. It is whether they are accounting for all five of the core drivers of a profitable order, every time, and on every job. Those five drivers form what we call the PRICE framework.
P stands for production cost. This is everything it actually costs to produce the order: thread consumption, backing, machine time, and any other materials that go into the job. Not an estimate, not a round number, but a real accounting of what the order costs you to run it.
R stands for real labor. Time is not free, and this is the driver that most shops either ignore or dramatically undercount. Real labor includes not just the time the machine is running, but the time you or your staff spend setting up, hooping, trimming, inspecting, packaging, and invoicing. Then there is the the calls, texts, or emails with the customer. Every minute of that time has a cost, and belongs in the price.
I stands for intended profit. This one stops people cold. Most shops think profit is whatever is left over after costs are covered. Profitable shops think about profit as something they plan for before they quote. Intended profit means deciding, before you write a single number on a quote, what this job needs to contribute to your business. Not leftover profit. Planned profit. A novel idea, right? That single change in thinking shifts you from reactive pricing to actual business management.
C stands for capacity pressure. This is the driver that almost no one is pricing for, and it is one of the most significant. What else is on your schedule when this order arrives? What are you giving up, delaying, or rearranging to take this job? A job that fills a gap in an otherwise light week and a job that pushes you into overtime during your busiest month are worth different amounts to your business, and your pricing should reflect that reality, not ignore it.
E stands for end customer value. Not every customer, and not every order, carries the same value to the person placing it. A set of uniforms for a local fire department, a run of custom merchandise for a regional trade show, and a corporate account that reorders quarterly are all different situations. What is the order worth to them? That context matters, and it belongs in your pricing system.
The difference between a busy shop and a profitable one is whether all five of these drivers are being accounted for, consistently, on every order.
snowing12 – stock.adobe.com
What this looks like on an actual job
Take a straightforward order: 48 polos, left chest logo, 9,500 stitches, standard turnaround for a local business customer.
Using this stitch count-based approach: at $1.50 per thousand stitches, embroidery cost is $14.25 per piece. Add a $17.00 garment and you are at $31.25 per piece — $1,500.00 for the order. That feels reasonable. It might even feel like a good job. What is missing? All the profit! You are going to spend around 20 hours hooping, sewing, and trimming this order for your customer, and some of those hours are because the customer never gets back to you to sign off on the sewout, then they change the quantity of the sizes, and they decide that they really want 24 gray shirts, and 24 navy shirts rather than 48 shirts all the same color, and a different logo on the navy shirts, for their production team leaders. And none of those 20 hours are reflected in your price, so how will you bank any profit?
Now quote the same order allowing for all five drivers, with the same assumptions as above.
Production cost: Lands in the same place: $31.25 per piece, $1,500 for the shirts + decoration.
Real labor: Setting up the run, hooping 24 pieces, changing over the design and thread colors, hooping the next 24 shirts, trimming, inspecting, packaging, and handling customer communication adds up to roughly 20 hours across the full job. At $20 per hour, a conservative rate for skilled decoration work, that is $400, or $8.33 per piece. Your cost basis is now $39.58 per piece.
Intended profit: Before writing a single number on the quote, you decide this job needs to contribute a 35% margin to your business. That is not a wish. It is a decision made in advance, which is the entire point. Applying that margin to your $39.58 cost basis brings the per-piece price to $60.89.
Capacity pressure: This order lands during a week with open machine time. No adjustment needed. If it had landed during your busiest month and required rearranging other jobs, that impact would be significant, and the price would need to reflect that.
End customer value: This is a local business buying staff uniforms, with strong repeat potential. That relationship has forward value. A modest 5% adjustment to reflect that brings the per-piece price to $64. Order total: $3,072.00.
The P.R.I.C.E.-based quote is more than double the stitch count-based quote. It produces a scarily larger number, at least to you. What changes is not just the final price. What changes is the reasoning behind it, and what that does for your confidence when you deliver it. The shop owner using stitch count is hoping the number is right. The shop owner using P.R.I.C.E. knows why the number is right. Same order. Different system. Completely different outcome.
snowing12 – stock.adobe.com
The confidence gap
I want to address something directly, because it comes up every time I talk about raising or changing the existing pricing structure. The immediate response from a lot of shop owners is some version of, “My customers won’t pay that,” or “I’ll lose the order if I charge more.” I hear this constantly, and I understand it. The fear is real.
Here is what I have observed, though. Customers already pay a wide range of prices for embroidered and decorated apparel. The market is not as price-uniform as most shop owners assume. What actually creates hesitation, on the shop side, is not that the price is too high. It is that the shop owner is not confident in why the price is what it is. When you cannot explain your pricing with clarity, you feel the need to apologize for it, discount it, or cave the moment a customer expresses any resistance.
Structured pricing changes that. When you know that every driver has been accounted for, when you have a system you can stand behind rather than a gut feeling you are hoping is defensible, the conversation with the customer changes entirely. Confidence comes from believing that receiving a decent wage for your skills and effort is reasonable and expected.
If you have not yet taken the diagnostic, it is still available at nnep.com/diagnostic. It takes about five minutes, and it will show you exactly where your pricing structure is strong and where the gaps are. If you have already taken it and you are ready to go deeper on the P.R.I.C.E. framework, NNEP hosted an industry briefing that walks through the implementation of this framework in detail. Information on that replay is available at nnep.com.
The goal is not to help you quote faster. The goal is to help you build a pricing system that works on every order, every time, for the long-term health of your business. The goal is to get paid for what you do. Don’t quote stitches. P.R.I.C.E. the order.
Jennifer Cox is the founder and president of the National Network of Embroidery Professionals (NNEP), an organization dedicated to supporting embroidery and apparel decoration business owners with the tools, resources, and community they need to build profitable, sustainable businesses. She can be reached at jennifer@nnep.com.
