Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
A matter of when, not if
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When —not IF— you have a shit customer, employee, colleague, vendor, you know you have to let them go. As hard as it would hit your revenue or your profit. You have to let them go. If you're radical and make that happen overnight, it'll hit. Hard. If you're less radical and make it over a period, it'll still hit. Hard. They will kill your business chunk by chunk. Your morale. Your self-esteem. Your culture. Your value. You can do that. Or see your business fade away without noticing. Till it hits. Hard. |
Rod Aparicio
Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
Everyone tells you to be aggressive. That you need to crush your competition. That you need to win. You don't.
It makes it easier in our heads to take things off to reduce the price and get to a point that's acceptable to us, than to keep adding things as we see the price going up. Check this story by Blair Enns: Anchor High.
After yesterday's message, there were replies on how much was this purse. The range went between 90 and 290. When I saw the purse I guessed 80-ish. The actual price: 436 Now, this is what happened: we got anchored. All of this unconsciously. Here's how (I think) this went. Having that poster next to it at 15 euros made my brain relate both things. If that's 15 euros, a 10X increase for this should be acceptable as a maximum. They're next to each other. They MUST be in kind of the same...