The Anchoring Trap in DeepTech:
How to Devalue Your Technology in 30 Seconds

We entered a pilot with a client for 4 million rubles. And successfully validated the technology.

But when it was time to scale and issue a check for 20 million, the client just hit pause.

For them, we are now forever "the 4 million ruble guys," and any price increase is perceived as speculation.


I regularly analyze similar scenarios with teams working on complex products.

And the problem here is not client greed...

But rather that "sellers" (usually engineers or scientists) fail to account for the anchoring effect in negotiations.

What's the catch?!

Unlike standard software, in DeepTech it's hard to find a reference market price.

For instance, googling the cost of bioprinting systems for organs and tissues to get a quick price estimate is quite a task.

After all, the equipment price is just the tip of the iceberg.

The main cost is embedded in consumables (bioinks), service, and unique printing protocols tailored to a specific lab.


Therefore, in such uncertainty, the client's brain instinctively latches onto...

the first number they hear

(this is a basic principle of behavioral economics, described by Kahneman and Tversky back in the 70s)

What does this mean?

It means that the first price you mention becomes the foundation upon which all perception of the solution's real value is built.

And if you do it carelessly, you are limiting your future revenue with your own hands.

Continuation of the dialogue...

- Why did you quote 4M at the start?
- We wanted to enter cautiously, break the barrier.
- Okay. Did you calculate the value at scale?
- Yes, savings of at least 40 million per year.

So you should have started with that!


Rising from a low anchor is almost impossible without destroying trust.

To avoid such self-sabotage, the rule is roughly this:

The first price quoted should be 20–30% higher than the actual target check.

This is not about greed.

It's about creating a strategic corridor and room for maneuver.

You thereby allow the client to negotiate a concession and get a dopamine victory.

While maintaining your margins.

What if it falls through?!

The fear of scaring off the "only client," in my opinion, is merely a marker of a poorly developed sales funnel.

Of course, without a Plan B (in the form of parallel deals), managing the price anchor is much harder.

And at the slightest client pressure, you immediately capitulate.

There is one cure - work more actively on filling your calendar with client meetings.

So you don't end up with word-of-mouth that these guys are only worth 4M

Instead of 20...

And by what percentage above the target check do you usually start?

Write in the comments - let's gather market benchmarks)

#pricing