Or is it? While revenue is important, it’s the wrong thing to measure to know if your business is doing well and can go a level up. It doesn’t require a rocket scientist to know that more revenue than costs makes profit. Yet revenue is the thing that can make you miss the mark. What happens if you're underpriced and leaving lots of money on the table? What happens if your costs are hidden and you're bleeding dry? Revenue is a vanity metric.
2 days ago • 1 min read
"You break things." I was told that. And it's been the best compliment EVER. Yes. You do, too. Breaking things.- Seeing how things are (the usual way, how it's been always done) and moving them to do something new. Intentionally. Moving people to think different. To be uncomfortable. To push boundaries. To do bigger. To feel vulnerable. That's how you stand out. You break things. Break things.
4 days ago • 1 min read
Acting on fear closes your options and gives away your power to say No. The real only power you have in the market is your capacity to choose. You can choose what you do. You can choose who you work with. Most important, you can choose who not to work with. Sure, if you have bills to pay and there's only that non-ideal available, take it. Pay your bills. And find your way to get to your ideal. Where you can say No confidently. Free of fear.
5 days ago • 1 min read
You can set up a price on: the market your costs your desired margin your desired profit what you want to make at the end of the year your effort how long it takes you to deliver how long it takes you to produce the conditions of your competitors your passion your revenue goal what you feel your worth is what you time your time costs how long it took you to learn and excel at it Here's the pattern with all of these: they're all about you. They have nothing to do with your customer. Nothing to...
6 days ago • 1 min read
Pricing different than the convention (cost-plus pricing, hourly, input-based, market-based, etc.) is risky. It pushes you to think in different terms. Not only on what you do, but on what your customers actually get. It's harder, more complex and more fluid. It changes on the context, not on the work done or product itself. It changes on the customer. It pushes you to say no to most prospects. It pushes you to detach what you charge from what it costs you. This is all risky, as it means...
7 days ago • 1 min read
If you've considered pricing in options (3 being the magic number), the first thing that might've come up is naming them Gold, Silver and Bronze. The thing with this convention is that it pretty much says "winner, not-winner, loser", "you-have-money, you're-getting-there, poor". It carries judgement. It implies that the least expensive (or lower tier) is of low- to no-value. You don't want to buy things of low value. None of your customers do either. Here's the thing. All of your offers bring...
8 days ago • 1 min read
There's this thing in Europe that you have the right to disconnect. To totally disconnect from your job after hours, meaning you cannot and will not be bothered by your boss/employer/colleagues after your day is off and expected to even read whatever they tried to tell you. As it's against the law. Well, I tried this thing for the last 2 weeks. With a twist. I disconnected from everything. Emails? 260+ It's ok. Messages? A bunch. It's ok. Writing and publishing? Zero. And that's ok. Putting...
9 days ago • 1 min read
Till December to think of new prices? Till the end of the year for new year resolutions? Till December to new ways to approach the market? Why wait? Entertain this idea: Think of all and more of the things you do at the end of the year and move them up to October. Or that you'll review them 2 years from now. Your decision-making changes, because your perspective does. Shift your perspective, gran the timing. The won't ever be the perfect, right time where all conditions are certain.
21 days ago • 1 min read
Locking up your prices for 5 years (or more than one year). It's not about what your customer will think about how much money you're making. They actually don't care. What they do care about is having certainty. And when you can guarantee certainty in your prices, you have a lever point compared to your competitors.
23 days ago • 1 min read