How can I decide whether to raise prices on or let go of underpriced legacy clients?

One approach discussed is using a 'client analyzer' tool to quantify how many dollars you'd actually give up by raising prices or letting underpriced legacy clients go and rehoming them to another firm that would value that fee. The suggestion is to look at the math first rather than relying on emotional attachment to the client relationship. Once you see the actual numbers, it often becomes clear you need to act, and the focus shifts to finding the most compassionate way to do it. Group members noted this applies outside accounting too, citing a commercial baker client whose legacy customers were taking margin away from staff and newer, more profitable clients. Keeping underpriced legacy clients was described as being 'unfair' not just to your own family and business, but also to your other paying clients and to newer firms/providers who could serve those underpriced clients well. The group also discussed reframing this using analogies to doctor's offices, which don't negotiate pricing directly with patients and don't tolerate excessive after-hours contact, suggesting the accounting industry could collectively normalize firmer boundaries and pricing discipline the same way.