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.
As long as it's green
|
"Any money is good money." But is it? Ask yourself. If that's the case, are you happy with any money going into your business? Are you growing and expanding capacities? Or is it something more like it lets you survive? Leading your business with "Any money is good money" translates into a broad base of customers. Any kind of customer. From the ones who are willing to pay a lot for what you offer, to the ones who demand to pay the least to you. From dream customers, to customers of hell. And you cannot complain about it. When any money is good money. But you can change it. You can always choose. |
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.
Super Deluxe Hardback Book in Cloth, Slipcase with Exclusive Blue Color LP. 4 105 EUR Would you pay for this? Material production costs. 35 - 50 EUR Effort put into it. A lot. Does it make this worth it per se? Signature. 0.5 EUR in the ink used. It's just a book, after all. Unless, the price is not about what's the book made of. Or the cover. Or its story. Or the attached LP. Or because it's "deluxe". Or even the signature.
Business is not busyness. Being busy doesn't mean you're actually bringing value to your business. And even worse, you might not bringing value to your customers (the right ones). You might end up full of tasks, to-dos, overwhelm and choose to focus on every customer (because they're all important, right?). And what you're doing is choosing to ignore your most profitable ones over the ones who are not. Keeping that game for long will end in only busyness —quite likely without a business.
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...