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Riding a bike
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A common pattern that I see in people who are new in leading positions is they try to maximize the results. What's that even mean? That in order to get the best results, you have to seize the right time. At uni, it might work. In real-life... not so much. Because it's about waiting. Waiting for the right time. Time that might never come (as perfect as expected). In business, the right time is not too early, nor too late. The right time is when you make a decision. A decision that might be bad. Yet, with it, you can steer. Just like riding a bike. If it's standing with not movement, you can direct the handle and still be where you are. It's when you're moving on the bike that you give direction. |
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.
"We're dedicated to our customers." Shit. I'd sure hope so. Would you choose to pay a significant amount of money to someone who's not dedicated and does an incompetent job? How do you define who's more dedicated, when everyone also claims the same? Maybe dedication (as effort, or passion, or how long it took you to know how to) is not your differentiator. Maybe it's the bare minimum expected from you. What makes you different in your market?
Who told you it's greedy / needy / bad to have high prices? Who told you it's good to give discounts? Who told you that giving a discount is a show of appreciation? Who told you that a discount is "making the customer feel good"? Who told you that your offering is "too expensive"? Who told you you need to do what your competitors are doing? Who told you revenue is the thing to focus on? Who told you pricing is covering your costs and adding a margin? Who told you things are this way because...
A common belief is that over delivering delights your customers. That's a misconception. You can delight them with delivering on your promise. Over delivering entails expanding your costs without a defined scope. You train your customer to expect more than what they pay for. You train your customer that if you raise your prices, you'll expand the scope. You underprice your offering. Delighting your customers has nothing to do with over delivering. It has to do with setting expectations and...