Undercharging is the default failure for small agencies, and it almost never comes from greed or bad arithmetic. It comes from fear. this marketing agency magazine has a lot on pricing, and the reframe that stuck with me is this: you are not selling hours, you are selling a result that happens to take hours.

So price both. Price the outcome, then check it against the time it really costs you to deliver. Write the two numbers side by side. If they are far apart, you have found the problem.

Scope the month in writing. How many posts, how many links, how many calls, what is included and what costs extra. Vague scope is how a retainer rots. The client asks for one more thing, you say yes because it is easier than saying no, and by month four you are doing double the work for the same fee.

Do not offer unlimited revisions. Two rounds, then it ships. The client who genuinely needs more will ask, and you can say yes that once as a favour, which is worth more than a promise written into a contract.

Review the retainer every quarter. Not to raise the number out of habit, but to check whether the work still matches the fee. Sometimes it does and you say so out loud. Sometimes it does not, and better you fix it than sit there getting quietly resentful.

And know when to walk away. If a prospect argues about every invoice and treats your price as an opening bid, that does not change after signing. The fastest way to raise the average value of your client list is to stop taking the ones that cost you your evenings.