If you see a bit further than underpromising, overdelivering, overservicing, you’ll find that most of it is linked with one question: “Will they accept my proposal?” When people don’t understand

Under promising, over delivering, over servicing are not really the problems. They’re symptoms. And they have a few drivers: Cost-based PriceAt the center of the decision-making. Will the price be

While underpromising and overdelivering might seem like a good tactic to delight your customers because you want to have some buffer, don’t. There’s another way. You can be open and

What if —instead of overservicing and overdelivering— you’d give your ideas for free? What if you open your methodologies? Your approaches? The way you see a particular problem and how

Pre-S: First off, you’re way ahead. I cherish you for this. 🙂 Replies to yesterday’s email were around “that’s the only way to get ahead”. But that’s not the regular

Should you get mad or upset when you get a new unsubscribe? Should you take it personal when you get a hard no on a sale? Should you get offended

Going along with your power of choice can help you be at your best with the people you like and care for. However, when talking with prospects, you don’t fire

A common thread that comes when talking on pricing ANY offering comes as: “I believe my prices are too high. I think i’ll lower them.” When digging for the reasons,

Maybe —if you’re not offering the same thing anyone else could do— your pricing is not the problem Your prospecting is. It’s either too broad. Too general. Or misplaced. More

If you think of it as a response to the market. If you build it up as your costs + profits. If it’s set up being compared to the competitors.

Setting up your price as a function of your costs is one of the big lies we’ve been taught into. From hospitality…Calculate labour (staff) + supplies and then add what

A couple of replies to yesterday email focused on 2 things re: pricing. Decision-making and Costs. Decision-making Long time reader and AI specialist Genevieve Hayes pointed out (shared with permission):

If you know what your customer values —what’s REALLY important for them, you have a head start. A head start to put a price that is less that what they

You don’t need a personal brand to build trust. A “personal brand” won’t make your prices more attractive. That would be like needing to have and project an image to

If a personal brand is just the reputation you have —what they say about you when you’re not in the room… what’s the need for it not to call it

“How do you make time to write daily?” The same way you make time to do whatever you do daily: you don’t. This has been a question from a few

BS Because it’s seen as a way to tame people. To work “like magic”. To convince them of what they don’t want. To build things around hacks. To win in

“Getting the right people to the right content at the right time” Bill Shander That is the mantra for the 4×4 Model for Knowledge Content by Bill Shander. It’s not

There is this podcast episode by Rochelle Moulton and Jonathan Stark that revolves around “Why ‘Those Who Can’t Do Teach’ is BS”. At a point, Jonathan pivots the question to

Client in a German barbershop: “I need to cut off ONLY the tips —just ONE cm.” Barber: “Only one cm? Sure. Look, here’s the 1 cm. Looks good?” Client: Yeah.