Most photographers set their prices by looking at what other photographers charge and picking a number that feels competitive. That's not pricing — that's guessing. And it's why most photographers stay stuck at rates that don't actually sustain a business.
Here's how I actually price, and why it works.
The Three Pricing Mistakes
1. Pricing based on time, not value
A two-hour headshot session and a two-hour commercial product shoot take the same amount of time. They are not worth the same amount of money. One generates a LinkedIn profile picture. The other generates ad campaigns, packaging, and six figures in product revenue for the client. Price to the output value, not the clock.
2. Not knowing your Cost of Doing Business (CODB)
Before you charge a single dollar, you need to know what it costs to run your business per month. Add up everything: gear amortization, insurance, software subscriptions, marketing, transportation, education, taxes. Divide by the number of shoots you can realistically do each month. That number is your floor. You cannot go below it without losing money.
3. Discounting to close
The moment you lower your rate without a corresponding reduction in scope, you signal to the client that your original number was inflated. You've undermined your own credibility. If budget is the issue, reduce deliverables — not your day rate.
My Actual Pricing Structure
I don't charge hourly. I charge by project, built around three components:
- Creative fee: My skill, time, and creative contribution. Non-negotiable.
- Production costs: Studio rental, assistants, travel, props. Passed through at cost or with a 15–20% handling fee.
- Licensing fee: What the images are worth based on where, how long, and at what scale they'll be used. This is where most photographers leave the most money.
How to Present Pricing
Never send a rate sheet. Build a proposal. There's a difference — a rate sheet is a menu. A proposal is a solution to their specific problem. Break down the project scope, your approach, and then the investment. By the time they see a number, they understand what they're getting.
When they push back on price, your response is this: "I understand budget is a consideration. What would you like to remove from scope?" Not: "I can probably do it for less." Never that.
What to Charge Right Now
I'm not going to give you a number because your number depends on your market, your overhead, and your positioning. What I'll tell you is this: calculate your CODB. Triple it. That's where your minimum project rate should start for commercial work. If that feels uncomfortable, you either have your overhead wrong or you haven't built enough perceived value yet. Both are fixable.