Here are a few more decision points to factor in for pricing:
1. It's not about building "how hard was it to make" directly into the price. The cost to build is a fixed cost and the selling price is marginal.
2. Neither is it about building "how much value does it add"
directly into the price. An example: light bulbs provide more value than the price at which they sell.
3. What it is about, is asking how many units could I move directly if I sold it at this price versus this price versus this price. And then asking how many units could I move indirectly as a second-order consequence of having moved so many units at such and such a price. Another small example: Thomas Edison sold his light bulbs at a loss for several years in order to sell more units, scale production efficiency and ultimately recoup those years of losses in a single year of tremendous volume.
4. This hints at something people like Thomas Edison, Henry Ford and Sam Walton all discovered: it's better to charge less if you can sell more because there are more than first-order consequences involved. The idea applies to light bulbs, cars, retail. It sparked revolution in those industries and it will spark revolution in other industries which apply it. All industries are commodities, some industries have yet to recognize it.
Practically, price should be constantly decreasing.