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Seeing things and hallucinating
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They're 2 different things. Although they might look similar. Seeing things is about how you can have a vision and kind of grasp it. How you can see the application of one thing in a different context. Hallucinating is believing you're seeing one thing, when the reality is not that one. It's not about a vision, but about a reality. Hallucinating "We give amaaaaazing, premium service to our customers". Customers call. They get on hold to talk to a bot. Get ignored. Make them feel like idiots. Seeing things "What if we bring this other thing I saw at this other, unrelated, place to improve how our customers feel?" Which way are you going? |
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.
Whatever your prospects come with as a budget, it's your mission to guide them and find out whether that budget is actually the one they need for the outcome they're after. You're the expert, help them out. Talking with the value-creators gets to be a different discussion from the budget keepers. And these value-creators focus on the outcome. And for that, they can make the right adjustments to have the "right" budget.
And if it is so, is that bad? Expensive (and cheap) needs context. In some contexts 200K might be expensive. In some others, it might be a bargain. Just as 2 euros could be expensive, or (feel like) free. It tends to give the impression of "expensive" when it's easily comparable (and not that different) to other things in that market, and it's focused mainly on the price. To change that, make your thing different, and focus on what's the outcome your customer gets. Selling expensive things...
If you're considering going into 2026 with an increase of prices, here are a couple of things you might want to consider: Forget inflation It has nothing to do with what you do or how this affects your business. First, it's not your customer's responsibility to make you profitable (if at all). Second, is the value of what you do 3% less with the fiscal change of the year? :) Third, everybody does it. Why not ignore it at all and zag, when everybody zigs? Make it a jump, not a step up Just...