How to raise prices with existing cleaning clients

Most owners delay this conversation for a year or more, then raise everyone at once in a panic, badly, with an apology in the first sentence. It goes better when it is small, sequenced, and written down before you feel anything about it.

Sequence it: easiest increases first

Sort your below-floor clients by the percentage increase each one needs, then work from the smallest up. A client who needs six per cent almost always says yes without a word. Three of those in a week gives you two things: money, and the experience of having done it. The twenty-five per cent conversations go last, when you have practice and the easy revenue is already banked.

Do not raise the whole book in one day. Three to five notices a week is enough, and it keeps any single bad reaction from feeling like a referendum on your business.

Timing that works

• Give thirty days of notice, naming the date. Not "soon", not "next quarter". A specific first-affected visit removes the negotiation about when.
• Send it right after a good clean, never after a complaint or a missed visit.
• Avoid December and avoid the day a client mentions money troubles. Those clients go to the back of the queue, not off the list.
• Put it in writing first, by email or text. A written notice gives them room to react privately, which is what makes most people simply accept it. Talk in person only if they reply asking to.

The notice

Short, specific, no apology and no essay about inflation. Something close to this:

Hi Sarah — a quick note about your cleaning. Starting with your visit on 14 October, the price for your biweekly clean will be $155, up from $130. Wages and insurance have both risen since we set your price in 2023, and I would rather adjust it than cut corners on the time your house gets. Everything else stays the same: same team, same day, same checklist. Thank you for being with us — happy to talk it through if you would like.

Four things make that work: a named date, the old price and the new one together, one honest reason, and an explicit promise that nothing about the service is being reduced. That last line matters more than owners expect — the fear behind most objections is that a higher price buys the same clean done faster.

The two objections you will actually hear

"That is a big jump."

It usually is, because it has been three years. Do not defend the number, explain the gap:

You are right, and that is my fault for leaving it so long — I should have adjusted a little each year instead of once in three. This brings you to what a new client with the same house would pay today. Going forward I will review it every year so it never jumps like this again.

Then actually do that. An annual three to five per cent review, sent as a routine notice, never feels like an event, and it means you never have to run this exercise again.

"Can we keep the old price if we cut something?"

This one is a gift, because it is true. Less time is a lower price, honestly delivered: drop from weekly to biweekly, take one room out of the rotation, or move a two-cleaner visit to one cleaner and a longer window. Reprice from your floor at the smaller job. What you must not do is keep the same scope at the old price and absorb it.

When someone says no

Some will. Two facts make that survivable. First, a client below your floor is consuming crew hours that a properly-priced client could use, so losing one is not a straight loss of revenue — it frees the most valuable thing you have. Second, the number you should watch is not how many said no, but how much of the monthly gap you closed.

That is a good week, and it is the normal shape of one. The illustrative figures above assume eleven below-floor clients on a $36 floor; your own numbers will differ, but the pattern — most accept, a couple renegotiate, one leaves — is what owners report over and over.

Do the counting first

Every part of this gets easier when you know which clients need what, in order, with a dollar figure attached. Work out your floor first if you have not (cost per crew hour), then audit the recurring book (pricing recurring clients), and only then start writing notices.