I’m Worth It! is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

I must admit that I was taken aback by the question. I had not previously sought to define the term ‘price.’ Fortunately, the answer came fairly quickly.  To me, price is an indicator of value.  Unfortunately, too often, that isn’t the case.

A few companies charge premium prices, then fail to deliver the value.  These companies tend not to survive very long.  It’s one thing to disappoint a buyer who was bargain hunting, but to disappoint one that’s paid a premium price to get what they truly want is unforgivable.

The vast majority of sellers err the other way.  They feel trapped by industry pricing so they charge what their competitors are charging even though they’re providing greater value.  Buyers love it!  Or do they?

When buyers don’t have an effective way to distinguish one offering from another; when they can’t determine why one offering is more valuable than another, they view all the offerings as commodities. This does NOT help them make informed decisions. Consequently, buyers rarely experience the satisfaction they should with the purchases they make.

It’s counter-intuitive, but your price should substantiate your value claims.  It not only allows you to get higher prices for your offerings, it enhances your buyers’ experience.  So the next time you establish your price, ask yourself this question “Does this price accurately reflect the value I provide?”

To discover how you can break the bonds of industry pricing, call Dale at 314-707-3771.

What Is Price? is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

In this economy that means hiring people when others are laying them off.  I realize that some downsizing was needed by virtually every company. We need look no further than the discussion in Part II where we discovered how easy it is to get tempted to take on second-tier customers (those with only a modest interest in what you offer) during good economic times – those times during which buyer have more discretionary income and are less value conscious.

Once that adjustment is made and you’ve narrowed your focus to those customers that value what you offer enough to pay your price, it’s time to start hiring. Why?

• There is a lot of pent up demand in the market.
• There’s great talent available.
• Innovative companies will garner a huge lead.
• Pent Up Demand

Take a moment and think of the things you’d buy if there was a little more certainty about the future. Now imagine how much demand exists for people who have been out of work for four months, six months or more.

To release this pent up demand we’ve got to put more people back to work – productively.  I’m not talking about welfare programs, I’m talking about investing in innovation.  But that requires money, doesn’t it? Where’s that money going to come from?

For those companies that have returned to profitability and added cash reserves, some of the innovation can be funded internally.  These companies can increase the funds they have available through modest price increases. The number of jobs that could be created this way is amazing.  Here’s a simple example.

Assume that every company raises its prices by 3%. That’s typically not enough to cause buyers who value what you offer to walk away customers.  If they do, then, as we discussed in Part II of this series, they weren’t really your ideal customers anyway.  Indeed, this simple 3% increase can  help you narrow your focus and adjust your operations to meet that focus.

Back to our example.  When we apply a 3% price increase to the 2009 GDP (Gross Domestic Product) of $14.2 trillion dollars here’s what we get:

• $427 billion in additional revenues.
• $171 billion in tax revenues based on a combined 40% federal and state income tax rate.
• $256 billion in profits available for further business investment.

Now let’s assume that enlightened business leaders take half of that $256 billion of profit and hire workers to help them develop new offerings and provide more valuable service to their ideal customers going forward.  We can expect 2. 5 million in new jobs from investing $128 billion of $256 billion in additional profits.  This calculation assumes a modest $50,000 pay and benefit package.

There’s one more factor to consider – the velocity of money.  When the Federal Reserve is trying to figure out how much money to allow into the system they consider the fact that every dollar in the system typically creates $7.00 of revenues throughout the system.  So when you hire me to coach you on how to get higher prices, I’ll take that money and buy groceries.  The grocery store buys their products from food distributors, who buy them from food producers, who buy seeds, fertilizer and equipment.  You get the picture.

While the velocity of money does vary, it typically hovers around seven.  Given the pent up demand that the recession created, I think it’s reasonable to assume that we can expect the velocity of money to be seven in the near future.

With that in mind, the $128 billion invested in hiring people will generate $896 billion in new spending which means new revenues for companies.  If we assume that a quarter of that $896 billion ($224 billion) gets invested in hiring, that would add 4.5 million in new jobs assuming the same $50,000 pay and benefit package.

Between the 2.5 million of jobs created with the 3% price increase and 4.5 million of new jobs created through the velocity of money we’d virtually eliminate our unemployment problem and generate billions in additional tax revenues instead of adding billions to the deficit in failed attempts to ‘stimulate’ the economy.

Even if only a third of those 7 million jobs were created, the demand for products and services would be huge.  It’s also a great example of a rising tide lifting all ships.  The more pent up demand that is released, the greater the spending, the more money available for growth across all sectors, the greater the number of jobs that will be created.  It’s the beginning of an upward spiral that will benefit all of us.

There are obvious holes in my analysis.  Not everyone is going to be comfortable raising prices.  Not everyone will have the funds to hire more people; they’ll need to replenish their capital base and rebuild their cash reserves.  Not everyone will be creative enough to innovate.  But for those that can, they’ll reap huge benefits.  One of those is access to talent.

Great Talent Available
In an economy like the one we’re experiencing there are a lot of talented people with a lot of great ideas on how to improve your customers’ experience.  The companies that are the first to invest in these people and the ideas they bring will create a commanding lead over their competitors – a lead that could take a decade or more to overcome if you don’t get succumb to the temptation to gain ‘market share.’

This talent is not only available in the ranks of the unemployed.  Many workers today are unhappy with their current employment.  Their increased productivity has been rewarded with little, if any, pay increase.  In many cases these people are even making less today even though they’re significantly more productive.  Use the profits you generate to go after the productive people and pay them according to their production.  After all, does it really matter how much you pay someone as long as their production exceeds their pay rate?

If you doubt that paying more for productive employees is an effective strategy, I refer you to the McKinsey study, War for Talent, in which they discovered that “A” players typically earn 20% more than “B” players, but produce 2 to 3 times as much as “B” players.  That’s a huge ROI.

Innovate to Lead
The key is to invest these new employees’ time and energies in innovation.  For it’s in innovation that the greatest ROI and the greatest sustainable advantage occur.  Innovative companies enjoy gross margins that are 10% or more higher than their competitors.  They’re able to lower prices at the time competitor’s begin to catch up, depriving them of the higher margins needed to fund future innovation.  Finally, the higher margins innovative companies enjoy allow them to invest more in their brand – making them the companies buyers think of first when they need what these companies are offering.

For those of you who may be struggling to find ways to innovate, remember that hiring people from outside our industry is a great way to spark innovation.  In his book, Chaos: Making a New Science, James Gleick said that the math that evolved from Chaos Theory should have come from the fields of math and physics; instead it came from meteorology and the behavioral sciences.  Breakthroughs typically come from outside the organization.

If you’re unwilling to hire that outside perspective or you’re out of ideas on how to innovate, please do the rest of us a favor and distribute your earnings and excess cash to your shareholders so that they can invest in innovation.  It’ll help accelerate the recovery.

I always look for ways to accomplish more than one goal from the same effort.  In this three-part series, Greatness: The Key to Accelerating the Recovery, my goal is to help you accelerate the economic recovery and gain recognition for your efforts.  I’m always interested in opposing viewpoints.  Please feel free to contact me, Dale Furtwengler, at 314-707-3771 or by email at dale@furtwengler.com.

To discover how you can command higher prices for your products and services – even in a down economy, call Dale at 314-707-3771.

Greatness: Accelerating the Recovery – Part III is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

Your organization can’t be great if you try to serve too broad a market. With every new market you target you run the risk of diluting your offerings. No where does this become more obvious than in conversations with clients about market share.

Market Share Objection
The objection I get most often when talking to business leaders about raising prices is “We’ll lose market share if we don’t discount.”  This inane infatuation with market share results in some of the most bizarre strategies any of us could imagine.  One of the most ludicrous I’ve heard recently is from a company whose margins have been shrinking for five years.  The CEO set a target of 5% growth in market share.

Can someone please explain to me how this company is going to attract more customers when its existing customer base no longer values what it offers?  A reality evidenced by five years of shrinking margins.

When people no longer value what you’re offering how can you possibly expect to increase the number of customers you have without shrinking your margins further?  To increase ‘market share’ you’re going to have to go after buyers who have even less interest than your current customers.  To get them you’ll have to offer deeper discounts to them and existing customers.

This infatuation with market share is one of the reasons we have had seemingly endless cycles of hiring and downsizing in the past 30 years.  The desire for market share causes sellers to pursue customers who don’t value what they offer.  Basically, there are three markets that any of us face:

If you’re going to pursue market share make sure that you’re basing your calculations on category 1.  My experience is that most companies combine categories 1 and 2 when calculating market share.  Here’s the problem with that approach.

During good economic times, buyers are more likely to spend money on things in which they have only a modest interest if the price matches their level of interest.  Sellers sense this and begin discounting to attract the second-tier buyers and do so successfully. Often the additional sales generated more than offset the revenue losses from discounting to their existing customers.

Sounds good, doesn’t it?  It does until you realize that you’re adding capacity (production and administrative) to serve customers who will evaporate when money gets a little tight, the economy tanks or another shiny object grabs their attention.  The capacity you added will have to be eliminated when any of these things occur.

When you weigh the short-term incremental gain in profits over what you could have gotten from your ideal customers vs. the cost of adding infrastructure, including hiring, training and learning curve costs and the cost of the buyout/termination packages on the back end, in the vast majority of cases you’ll find that gaining market share was an insanely costly proposition.

What’s the solution?  How can you use these insights to accelerate the economic recovery and get recognized as a consistently great company?  Narrow your focus.

Narrow Your Focus
Let’s take a look at a ‘market share’ war that’s raging right now to gain some insights into how costly these wars can be and how to avoid them.  For years Verizon’s ads have been beating up on AT&T by stating that Verizon’s service is more reliable. Ostensibly that’s because Verizon has invested heavily in a network that serves rural America as well as metropolitan areas as demonstrated by Verizon’s map.

AT&T is fighting back with claims that they serve 97% of the U.S. population and have faster download rates. Their ads do not address Verizon’s claim of more reliable service.

I’m not here to judge the accuracy of either company’s claims.  I do, however, believe that there are lessons to be learned from these ads.  Here’s what I surmise from these ads.

Verizon’s competitive advantage is dependability. Their ideal customer is someone who values the dependability their network provides regardless of where they’re traveling.

AT&T, on the other hand, has targeted large metropolitan areas where people are more likely to use apps.  Their faster download speeds may be one of the reasons why Steve Jobs chose AT&T over Verizon.

Assuming that both companies’ claims are legitimate, Verizon’s ideal customer is someone who places great value on dependability and is content with slightly lower download speeds for apps.  This trade-off between dependability and download speeds is one their customers are willing to make.

Conversely, based on their ads, AT&T’s customers appear to be more concerned with internet access speed and less concerned with dependability.  Their customers are trading speed for reliability.

Given these customer profiles, my question is “Why are they spending so much money trying to attract customers who don’t value what they offer?”

They’re trying to gain ‘market share.’  The problem is that neither has defined ‘market’ accurately.  They’re both viewing anyone who uses a cell phone or PDA as being equally valuable to them.

The reality is that both companies are going to have to offer discounts to attract the other’s customers. Dependability buyers aren’t going to switch to AT&T unless they get a really sweet deal. Even then they’re likely to switch back if they regularly experience dropped calls or internet access.

Similarly, Verizon isn’t likely to attract those customers to whom internet access speed is their primary interest unless they offer significant discounts. Even if they’re able to get these people to switch from AT&T, it’s likely that the slower download speeds will drive them right back into  AT&T’s arms.

What does this mean for both companies?  It means that they’re spending huge sums of money to attract customers who don’t value what they offer.  They’ll only get those customers by offering significant discounts.  The retention rate on these customers will be low.  They’ll have invested in infrastructure costs (production and administrative) to serve customers who won’t be with them for very long.  Oh, by the way, they’ll have given up revenues by having discounted their prices to their ideal customers.

The future will belong to those companies who narrow their focus to serve only those who value what they have to offer and are willing to pay the price to get that value.  Truly great companies will continue to utilize this strategy during good economic times when buyers are willing to part with money for things with which they have a fleeting interest.

The next step in accelerating economic recovery and achieving greatness is stimulating job growth.  That’s part three of this series.

To discover how you can command higher prices for your products and services – even in a down economy, call Dale at 314-707-3771.

Greatness: Accelerating the Recovery – Part II is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

Greatness is not measured by what we do in good times, but how we respond to challenging times. You can ascertain the greatness of your organization by comparing your actions during this, the most challenging economy in 70 years, against the essential elements of economic recovery.

The truly great companies are going to lead the recovery and enjoy a gigantic lead over their competitors for years to come. How? By:

• Dispelling the pricing myth.
• Narrowing their focus.
• Stimulating job growth through innovation

In this three-part series we’ll discuss these essential elements of economic recovery. How will your organization measure up? Let’s see.

Dispelling the Pricing Myth
A common misconception is that buyers become more price sensitive during difficult economic times. Indeed, this belief becomes a self-fulfilling prophecy. Leaders expect buyers to become more price conscious so they discount their offerings to retain their customers’ business. Voila! Buyers’ focus on price intensifies. Imagine that.

It’s counter-intuitive, but buyers become more value oriented in a down economy. Here’s a simple example to demonstrate my point. You’re at the grocery store in the canned goods section. As you reach for your name brand green beans you notice that the store brand is 40 cents less. You think “Hey times are tough, I’ll give it a try.” So you pick up a can of store brand green beans and one of corn.

That evening you serve the green beans and find that they’re mushy and bland. Most end up in the garbage disposal. What are you going to buy the next time you’re at the store? The name brand. The store brand is more expensive even though the price is lower.

The following evening you hesitantly serve the corn. Much to your surprise it’s every bit as good as your name brand. Which are you going to buy the next time? The store brand. The quality is every bit as good as the name brand and the price is lower.

Both decisions are value decisions. The only price decision was to try the store brand in the first place. After that you returned to value. Sellers who understand this simple concept and are truly providing greater value than their competitors may lose a few sales as buyers try a lower price alternative, but that business will quickly return once buyers experience the difference.

If you’re thinking “That hasn’t been my experience.” Then there are several explanations for your experience:

• You’re offerings aren’t really superior.
• They’re superior, but not in ways that your customers value.
• You’ve stopped selling value.

Offerings Aren’t Superior
In the 20+ years that I’ve been helping clients increase their prices, I rarely find that they’ve overvalued their offerings. Indeed, the opposite is generally true; they tend to devalue their offerings.

While this isn’t a likely explanation for why customers aren’t returning after trying a low-price alternative, it’s still worth investigating. It’s possible that your quality and exceptional service have waned and you’re not aware of it. After all, many buyers will simply walk rather than complain. They may even use price as an excuse to keep from telling you that you’re dropping the ball.

It could be that your policy-making process doesn’t anticipate the impact of those policies on your customers’ experience. A more aggressive collection or credit underwriting policy may antagonize customers and drive them away. I almost left my credit card company when they unilaterally decided that I need an ‘upgraded’ card that had absolutely no benefits I wanted.

The key in evaluating the superiority of your offering is to look at it through your customers’ eyes. There is no other perspective that matters.

Superior, But Not Valuable
A more likely explanation for why buyers aren’t returning is that while your offerings are superior, your customers don’t value the additional benefits your offering affords. I learned this lesson from a printer who asked me “Do you think that customers coming to my print shop want a great print job or a good print job?”

“A great print job!” I responded. He smiled one of those ‘gotcha’ smiles and said “Most people can’t tell the difference between a good print job and a great print job and the great print job is a lot more expensive. My customers want a good print job because they aren’t willing to pay for something they can’t see.”

How about your offerings? Have you increased the quality/service beyond what your customers value? If so, it may be the reason they’re not returning after trying a low-cost alternative.

You Stopped Selling Value
Earlier we discussed the misconception that buyers become more price conscious in a down economy when, in fact, they become more value conscious.

It’s this belief and the attendant fear that a down economy engenders that cause us to stop selling value. Recently I gave a presentation to a group of business people one of whom was a product supplier to the construction industry. While logically he agreed with everything I was saying about holding your price in a down economy, emotionally he couldn’t get past the fact that his customers were opting for lower prices. By the way, his offering was the ‘gold standard’ for his industry – a reputation that was earned from decades of exceptional quality and service.

Here are some of the questions I asked him:

Q: Are your products’ tolerances better than your competitors?
A: Yes.

Q: What does that mean for the contractor using your products?
A: Assembly goes more quickly saving time and money.

Q: Do your competitors’ tolerances result in higher product returns?
A: Yes.

Q: What does that cost the contractor?
A: Lost revenues while he waits for the right material.

Q: What does that do for his reputation with the general contractor?
A: Makes it more difficult for him to get repeat business from the general.

Q: What does that do to the general contractor’s reputation?
A: Damages it with his customer.

Q: Does that make it more difficult for him to get repeat business from his customer?
A: Yes.

Q: So how much money is at stake if all three of you lose a customer?
A: Millions.

This business man, not only knew the answers to these questions, they were questions he typically used when selling before the economy tanked. The reason he no longer used this sales approach is that he believed that his customers ‘only cared about price.’

That’s the misconception that began this discussion. The reality is that buyers become more value conscious in a down economy, not more price conscious. Indeed, value is less important to customers in good economic times. You need look no further than your own buying history.

In good economic times there were things that you bought because you thought you might enjoy them, even though they weren’t really all that important to you. Not today, you’re foregoing that type of spending to maximize the value you get from every dollar you spend.

Those of you who can use these insights to get past the myth that buyers only care about price are going to hold, better yet raise, your prices and resume selling value. In the process you’ll not only recoup some of the revenue lost when the moderately-interested buyer left, you’ll help your buyers get the greatest value from their dollars. They’ll show their appreciation by returning time and again to purchase your offerings.

How did your company measure up? If it wasn’t as well as you’d hoped, you now have a tool to help you move you to another level of greatness. The next tool we’ll discuss is narrowing your focus.

To discover how you can command higher prices for your products/services – even in a down economy, call Dale at 314-707-3771.

Greatness: The Key to Accelerating Recovery – Part I is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

…should they be?

If I had a nickel for every time a business owner told me that he or she needed to be competitive, I’d need a vault larger than Fort Knox to house them. Should ‘being competitive’ be a goal?

Not according to Richard ‘Mack’ Machowicz.  In his book, Unleash the Warrior Within, this former Navy Seal says “We (Navy Seals) don’t train to fight, we train to win.”

Applying that concept to business, pricing to be competitive is the equivalent of training to fight. Creating exceptional value (buyers’ perception) and charging premium prices for that value is training to win.

It’s counter-intuitive, but choosing to be competitive is choosing mediocrity.  If that satisfies your needs, stick with it.  It’s not my intent to dictate your lifestyle; that choice is yours and yours alone.

But if you’re tired of working your tail off and getting less than you desire from life, find a way to create value that buyers’ are willing to pay premium prices to get and price your offerings accordingly.  The only downside is that you can no longer claim to be competitive.

To discover how you can break the bonds of industry pricing call Dale at 314-707-3771.

Are Your Offerings Competitive? is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

…or leaving it to chance?

Scott Aughtmon in his book, Survive and Prosper in a Recession http://www.RecessionSolution.com, interviewed a host of business growth/development experts and shares their wisdom with you.

One tip that hit a chord with me came from Alex Mandossian http://www.alexmandossian.com who says “If you teach your customers to ‘consume’ more, more often, you’ll literally double your business without acquiring a single new customer!”

He cites Prell and Pantene shampoos that include directions for using their products, Arm & Hammer’s reminder that their baking soda freshens drains and restaurant menus that make wine suggestions for each of its entrees.

The same can be said for services.  Let’s say that you’re in the business of training call center workers. There are two realities that every call center faces – high employee turnover and the human tendency to return to old habits in times of stress.  If you’re not selling ongoing training and coaching to help your customers deal with these issues, you’re not serving your customers well and you’re leaving a ton of money on the table.

None of us, neither Scott, Alex nor I, are suggesting that you recommend consumption that isn’t in your customers’ best interests.  That’s a short-sighted strategy with long-term failure written into its DNA. Buyers can tell when we genuinely care about them and when we’re trying to take advantage of them. Find legitimate ways for your customers to consume more, then share those ideas with them.

It’s counter-intuitive, but educating customers on how to consume our offerings is essential to a great customer experience.  Couple this tip with premium prices based on the value you provide and you’ll enjoy significantly higher sales and profits with a lot less work.

To discover how you can break the bonds of industry pricing call Dale at 314-707-3771.

Educating Consumers is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

…or take charge of your destiny.

All excesses are eventually reversed.  Many liken the way world works to a pendulum.  When it moves too far in one direction the pendulum inevitably drops and its momentum carries it to the limit on the opposite side of the arc.  Then the process is repeated.

As I’ve said in previous blogs, we’ve been in a discount economy for three decades or more.  During this time we, as sellers, have trained buyers to focus on price. Eventually we’ll retrain them to buy on value because there is little room to lower prices.  Indeed, we’re seeing the first signs of this trend developing.  Even Walmart has moved from “Always low prices, always” to “Save Money. Live Better.”  A sign that their low-price strategy has run its course, as all low-price strategies do.

Unfortunately waiting for the inevitable when your suffering simply prolongs that suffering.  Those who recognize that the shift from a price focus to value focus is under way and take action to help their buyers understand the value of this shift, will suffer less than those who don’t.  Indeed, the leaders in this movement will enjoy a quicker recovery – a speedier return to the business success they once enjoyed.

Winston Churchill put it this way “If you feel like you’re going through hell, keep moving.”  Those who continue to discount have stopped moving in a hell they’ve helped create.

As sellers we can accelerate the recovery by:

It’s counter-intuitive, but we have a great deal more control over our future than we realize.  Those who lead the charge in ending the discount economy will be rewarded with higher revenues and greater profit margins.  They’ll have the profits and cash flow to invest in creating new value and expanding their lead over their competitors.  The question is “To which group will you belong?”  The choice is yours.

To discover how you can break the bonds of industry pricing call Dale at 314-707-3771.

Accelerating the Recovery is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

Or sheer folly?

It’s early spring.  I’m listening to the radio when I hear an ad for the premier carpet cleaning company in our city. The woman in the ad is telling her friend how awful her carpets after having dirt, sand, salt and grime tracked in all winter long. Her friend recommends the carpet cleaning company touting all of its benefits.

The ad is clever and well-constructed until the friend says that the company is offering a discount.  What? Offering a discount during peak selling season?  Why would they do that?  Ostensibly, to increase market share, right?

Is that a good strategy?  Let’s play this out to its conclusion.  First, the company is giving up profit margin with its ideal customers to garner a larger share of the market.  It’s peak selling season. They’re already swamped with orders yet they’re pursuing more orders with their discounts.  How is the work going to get done?  Overtime and temporary help.

Employees that work incredible amounts of overtime are fatigued.   They’re going to make more mistakes. That’s going to hurt the company’s reputation. Indeed, given the claims made in their ads, the company has set expectations that they aren’t going to be able to fulfill.

Temporary help is an alternative, but these workers aren’t as knowledgeable about the process.  They, too, are going to make mistakes and damage the company’s reputation.  Plus it’s going to take them longer to complete the work. Not only does the company incur additional costs, it angers a lot of customers because the temps are consistently behind the schedule that they were given.

Then there’s the strain on equipment.  When the company is operating it’s equipment at full tilt 12 to 14 hours a day, six or seven days a week, there’s no time for maintenance.  When the equipment breaks down, which it inevitably does in this environment, it throws the entire schedule off; once again, damaging the company’s reputation.

Of course you could add more equipment to handle the increased demand, but then what do you do with this excess capacity in the off season?  Offer more discounts?

It’s counter-intuitive, but offering discounts in peak selling season to garner a larger share of the market is one of the costliest strategies this company, or yours, could possibly employ.  Don’t fall into this trap.  When it’s peak selling season, hold your price.  You’ll not only enjoy greater profits, you’ll do so with fewer headaches.

To discover how you can get higher prices for your products and services, call Dale at 314-707-3771.

Discounting During Peak Season is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |

I’ve had my cellphone with the same provider for close to six years.  Yes I’m a late adopter when it comes to new technology. What can I say; I’m a dinosaur.

I’ve always been pleased with the friendliness and helpful attitudes of the people at the local store.  In those few instances when I’ve had a problem I received quick, no-excuses resolution of my problem. They’ve also guided me well in terms of the type of phone that would best fit my needs – until now.

During my last upgrade I moved to a PDA that allowed me to keep my contact list and calendar with me at all times in electronic format.  I do not, however, wish to retrieve emails or surf the net via my phone.  I’d rather use my time away from the office to mentally replay my client and prospect meetings to learn more effective ways of helping them.  Or use that time to consider new markets and marketing approaches.

Fortunately, with my last upgrade I didn’t have to purchase the internet access services.  I’ve been told by my supplier that, in the future, I will have to purchase the plan to get a PDA.  Hmmm.  Do I want to continue with a supplier that is forcing to take and pay for things I don’t value?  More importantly, are you establishing offerings that are causing your customers to question whether or not they want to do business with you?

It’s counter-intuitive, but in every business there are customers who desire different levels of quality, service, et cetera.  If you provide what they want, in the form they want it, they’ll pay a higher price to get it.

I would pay more for the PDA device than someone who purchases internet access and still feel good about the purchase.  Why?  Because I’m getting what I want and I understand that people who buy bundled offerings often end up paying less for any given component than they would if they purchased that component separately.  It’s a concept with which most buyers are familiar.

Recognize that your customers’ needs don’t always evolve at the same rate.  Offer options that makes sense for where they are in that evolution and they’ll buy the higher end package when they’re ready. Mandate that they purchase something they don’t want and you lose that potential sale.

To discover how you can break the industry pricing and keep your loyal customers, call Dale at 314-707-3771.

Are You Driving Customers Away? is a post from: Pricing For Profit Book | pricing strategy | branding | value based pricing | value pricing | private equity |