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Another way to see the irrelevance of set budgets
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It's a way to have what you gain over your prospects and customers' proposed set budget. Think of it as the extra fund for fun (new projects, new products, more vacation, more bonuses, paid-time-to-think-bigger...). Blair Enns calls it your RAB Fund. And gives this example: Let’s say you have a client with a stated budget of $20,000 and you present a proposal with options priced at $20k, $35k and $90k. (Don’t read too much into those numbers or their relationships with each other.) If the client chooses the middle option of $35k, then your RAB score on this proposal is $15k, and you have $15k in your RAB fund for the year. If on your next proposal your RAB score is $40k, then you add that to your previous total ($15k) and you now have $55k in your RAB account. Repeat until the end of the year, watching your RAB fund grow. Wouldn't you enjoy having an extra fun fund? |
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.
Price is the representation of your promise. If you have a high price, the implied promise is that it's of high value. It's the right message. If you have a low price, you're also sending the right message: of low value. The understanding of it is like a force of nature: it just happens. And fast. The question is: do you intend to send the message of low value or of high value? Either is ok. There's a market for everyone. Are you making the right message?
More often than not, there is a big focus on revenue as the thing to measure (success, growth, improvement). All of this nonsense of "Orders. Orders. Orders." The thing is, to someone new into a business or sales, this misbelief is misleading. Instead of seeing revenue as a proof of concept and an enabler of cash flow, they see it as the end. And then fail. On top of that "Orders, orders, orders." hides something unintendedly: you get to be an order-taker. Taking orders. Following orders....
Choosing revenue means choosing vanity. It means that what's important is what goes into the business. The today, rather than the long game. It dilutes the way you make decisions, because it's revenue over all. It dilutes your power to say no. It pushes you to comply with what your customer demands. And when revenue is not hitting the mark, you stench of desperation. So you get pushed down. To what they say. In fear. Revenue is not all.