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Yeah, they do matter, but not necessarily when pricing. If they did (costs), the price of any SaaS would need to be near to zero, since the cost is marginal because it's scaled up. If they did, the price for a flight ticket would need to be lower the fuller the plane is. Flights get all of their costs covered at a certain quantity of tickets sold (and that’s less than 30% of the seats). Hotel rooms would have to be almost given for free the closer to the end of hotel-day or when they’re getting over X number of rooms sold. Yet, they get more expensive. Restaurants and bars would have to give food away and/or tons of complimentaries, since their drinks are 400%+ in price compared to their costs. Or are you paying for something else? |
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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.
The price you set is not a reflection of you. The price you set is not a reflection of your worth. It's not a reflection of your effort. It's not a reflection of your passion. It's not a reflection of yourself. You're not your price. You're not a brand.