Come si calcola il prezzo di vendita di un prodotto?

Non partendo dal costo. Si parte dal prezzo che il mercato accetta di pagare e si torna indietro lungo la filiera, verificando che a ogni passaggio resti un margine sostenibile. Il costo dice il pavimento, non il prezzo.

Che cos'è il margine di contribuzione?

Quanto resta di ogni vendita dopo i costi che quella vendita fa nascere: è ciò che contribuisce a coprire i costi fissi e poi a fare utile. Si legge per prodotto, per linea e per canale — e quasi sempre riserva sorprese su quale prodotto stia davvero reggendo l'azienda.

Perché un ricarico alto non basta a fare utile?

Perché il ricarico è una percentuale sul costo, l'utile è marginalità per volumi. Un ricarico generoso su un prodotto che non ruota vale meno di un ricarico sobrio su uno che gira: il primo resta in magazzino, il secondo fa cassa.

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Pricing

You do not set the price.
The buyer does.

Pricing policies and price list construction: from the price the market accepts down to your margin, through the whole supply chain. Margins and volumes, product mix, campaigns.

The problem

The markup
myth.

You start from the cost, apply a percentage, and out comes a handsome, generous price. The calculation adds up — but only on paper, because nobody has verified that price except the person who set it. It is a virtual markup: it exists in the price list and not in the market.

When the price reaches the person who has to buy, the real factors — competition, channel, perceived value, buying habits — do not accept it. The result is not that you are not selling: it is that you are not being bought. That is not a nuance, it is the right point of view from which to look at the whole matter.

When to act

The price list is built on costs and not on the market
You sell but the margin is not enough to make a profit
Every discount is decided case by case, without a rule
You do not know which products make the margin and which consume it
The retail price is out of market and you do not know where it is lost along the chain
A launch or a campaign is coming and the right price is missing

What we do

From the consumer
to the price list.

We start from the end: from the price the consumer accepts to pay. Then we work backwards along the supply chain to your margin — even when the final consumer is not your customer. The perspective stays theirs: that is where the product gets bought or left on the shelf.

The price the market accepts

Ambitious but buyable: it is the starting point, not the result.

The whole chain

Every step has its own margin: we rebuild it backwards down to yours.

Margins and volumes

A price is always two numbers together: on their own they say nothing.

The mix, not the product

Margin is made on the whole set: some products pull, others hold, none lives alone.

Margins used as leverage

Margin as leverage for a commercial objective, not as a fixed number.

The selling model

How the price list becomes a campaign: what to push, when, with which lever.

What you get

A price both ambitious
and buyable.

A price list built on the numbers and on the market together, where you know which product brings the margin and which brings the volumes, and where every discount follows a rule instead of a negotiation.

Price decides the success or failure of a product more than almost any other choice, because it sets perceived value — and it is not the seller who sets it: it is the buyer. From there come the margins, from the margins the volumes, and only at the end the profits.

Frequently asked

The questions
about the numbers.

How do you calculate the selling price of a product?

Not starting from the cost. You start from the price the market accepts to pay and work backwards along the chain, checking that a sustainable margin remains at every step. Cost tells you the floor, not the price.

What is the contribution margin?

What is left of each sale after the costs that sale generates: it is what contributes to covering fixed costs and then to making profit. It is read by product, by line and by channel — and it almost always holds surprises about which product is really holding up the company.

Why is a high markup not enough to make a profit?

Because markup is a percentage on cost, while profit is margin times volume. A generous markup on a product that does not rotate is worth less than a modest one on a product that moves: the first stays in the warehouse, the second brings in cash.

The loop

Where it comes from

Cost reduction and margin recovery

You are here

Third movement — Improve

Where it leads

Entrepreneurial and managerial training (the loop starts again)

Does your price list hold up in the market?

Let's start with a concrete conversation about your situation.
30 minutes. No commitment.

Book an introductory call

You do not set the price.The buyer does.

The markupmyth.