In 2022, Six Flags made a bold—and controversial—move. Under CEO Selim Bassoul, the company raised ticket prices by 25%–34%. The immediate result? Attendance dropped sharply. Critics were quick to call it a mistake. But the deeper story is that even with fewer visitors, per-capita spending increased. That raises the question for flooring retailers: are your prices high enough?
For years, many business owners have operated under the assumption that lower prices drive higher sales. But Six Flags discovered that attracting price-sensitive customers often meant bringing in guests who spent just enough to get through the gate, but not enough inside the park to generate meaningful profits.
You could argue that The Walt Disney Company has followed a similar path. Higher ticket prices, premium add-ons and tiered experiences have reshaped their customer base. Whether you agree with it or not, the intent is clear: focus on customers who are willing—and able—to spend more once they’re in the door.
In flooring, too many retailers panic the moment a customer says, “You’re higher than your competitor.” Prices get slashed, margins shrink and suddenly the business is busy—but not as profitable. The real issue isn’t losing a price shopper; it’s building a model around them.
Consider the operational reality. A small job—say one carpeted bedroom or a couple of bathrooms—requires nearly the same coordination as a large installation. Your warehouse pulls materials, your installers schedule time, your team manages logistics, etc. Yet the revenue and profit from that smaller job are significantly lower. If your pipeline is filled with these low-margin projects, your business stays busy but financially strained.
Choose your competition
That leads to another critical question: are you competing with the right competitors?
Think about Macy’s vs. Walmart. Both sell clothing, but they serve very different customers. When Walmart introduced fashion-forward private labels at prices 20%–30% lower than similar styles at Macy’s, they weren’t just offering cheaper clothes—they were redefining value for a specific shopper. Many customers recognized the similarities and happily chose the lower-priced option. The Scoop brand in Walmart was inspired by “Devil Wears Prada,” and Free Assembly is similar to Free People only 30% lower in price. My hunch is Macy’s is having a rough time, which will only get rougher if they continue down this road.
Flooring retailers face the same crossroads. But raising prices isn’t about becoming expensive for the sake of it. It’s about aligning your pricing with the value you deliver and the customer you want to serve. Higher prices can filter out unprofitable work, reduce operational strain and create room for better customer experiences.
Of course, this shift requires discipline. You need to understand your margins, track profitability by job type and identify where your time and resources generate the best return. It also means training your team to sell value, not just defend price.
So the next time a customer says your price is too high, resist the urge to capitulate. Instead, ask yourself: Am I pricing for volume—or for profit.
Lisbeth Calandrino has been promoting retail strategies for the last 20 years. To have her speak at your business or to schedule a consultation, contact her at lcalandrino@nycap.rr.com.
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