In the world of steel and building materials, pricing is everything. It shapes your margin, reputation, and ability to reinvest in growth. Yet one of the most overlooked drivers of pricing success—or failure—lives far from the finance department. It lives in the field.

Sales managers are on the front lines of pricing. They hear the objections. They feel the pressure to close. And they often hold the keys to whether a company protects its pricing strategy or lets margin leak away deal by deal.

When pricing discipline breaks down, it rarely starts in a spreadsheet. It starts in a sales call, on a jobsite visit, or during a rushed quote. That’s why it’s critical for sales managers to lead the charge in pricing consistency and value defense.

Understand the True Cost of Discounting

Too often, discounts are treated like harmless tools to win deals. But what seems like a small concession—5%, 7%, maybe 10%—can have a massive impact on margin.

As a sales manager, it’s your job to help your team see the real picture. A modest price drop doesn’t just mean less revenue—it means working harder to achieve the same profit. Depending on your margin structure, a 5% discount could require selling 30% more volume just to break even.

This isn’t about scaring your team. It’s about helping them understand how pricing ties directly into the company’s health—and their own success.

Equip Reps With More Than Just Price

One of the main reasons reps discount is because they don’t feel confident in selling on value. That’s a training issue—and a leadership one.

A great sales manager arms their team with:

Real case studies showing how your product saves time, reduces rework, or ensures compliance

ROI calculators that translate higher prices into better total cost of ownership

Competitive intel that reframes price conversations around long-term outcomes

When your reps know how to articulate value, they’re less likely to cave under price pressure.

Standardize, Don’t Stifle

Your company may already have pricing guidelines, but without field-level reinforcement, they won’t stick. The best sales managers don’t just tell reps to follow the rules—they help them understand why those rules exist.

Set clear thresholds for discounts, required approvals, and exceptions. But also leave room for nuance. A one-time deal to break into a high-value account may be worth the flexibility. The key is consistency, not rigidity.

And remember—your reps take their cues from you. If you push for pricing discipline in team meetings but privately approve deep discounts without scrutiny, the message falls apart.

Use Data to Coach, Not Just Track

Modern pricing tools make it easier than ever to monitor quote activity, margin by rep, and discount trends. But don’t just use this data to report—use it to coach.

Sit down regularly with your team to review their pricing behavior. Who’s discounting more than average? Who’s consistently defending margin? What can be learned and shared?

Data isn’t there to punish—it’s there to improve. When used correctly, it creates a culture of pricing awareness, not pricing fear.

Foster a Culture of “Good Business”

The best pricing outcomes come from sales teams that believe in good business—not just winning deals at any cost.

Encourage reps to ask themselves:

Does this price reflect the value we’re delivering?

Will this deal lead to long-term profitability or just a short-term win?

Are we setting a precedent that will haunt us later?

Celebrate wins that maintain pricing integrity, even if they take longer to close. Show your team that pricing discipline isn’t about saying “no”—it’s about saying “yes” to the right deals.

Partner With Finance, Don’t Battle Them

There’s often a natural tension between sales and finance when it comes to pricing. One side wants volume, the other wants margin. But smart sales managers turn that tension into teamwork.

Work with finance to understand margin targets, pricing models, and the real levers that affect profitability. Then bring that insight back to the field.

When finance sees sales pushing for healthy pricing, and when sales sees finance supporting smart flexibility, everyone wins.

Final Thought: You Set the Standard

As a sales manager, your influence on pricing is bigger than any tool or policy. You shape how your team views value. You decide what’s acceptable and what’s not. You set the standard.

In a market where costs are rising and competitors are aggressive, protecting your margin isn’t optional—it’s essential. And it starts with leadership in the field.

Be the example. Be the coach. And be the one who reminds your team that pricing isn’t just a number—it’s a strategy.