Podcasts about selling value

What separates the companies people want to work for from the ones they can't wait to leave? In this episode of Roots of Success, host Chris Psencik sits down with Ryan Malone of Malone's Landscape in Seattle, Washington — a second-generation owner, ACE Chairman member and endurance athlete — to talk about one of the most important assets in a growing company: culture. From monthly culture rallies and the Beast Mode award to a bilingual onboarding program and a weekly team newsletter, Ryan shares the real, repeatable traditions that have helped Malone's become a destination workplace. If your team feels stagnant or your retention is slipping, this episode is your playbook. THE BIG IDEA:   Intentional Culture Is Your Biggest Competitive Advantage  KEY MOMENTS:   [01:30] Ryan's Background: From Collegiate Baseball to Second-Generation Owner [04:00] Why Culture Gets Left Behind — and Why It Shouldn't [07:00] Culture Rallies: Getting Construction and Maintenance on the Same Team [10:00] What Ryan Has Stolen (and Improved) From ACE Peer Group Members [12:00] Building Trust Through Consistency: The Culture Committee [14:00] How the Culture Committee Is Structured, Who's On It, and How It Runs [16:00] Becoming a Destination Workplace — and What That Actually Means [21:00] Bilingual Onboarding: How Myra Bridged the Gap for Field Teams [23:00] The Weekly Team Newsletter — What's In It and Why It Works [27:00] Selling Value at a Premium: How Culture Justifies Top-of-Market Pricing [29:00] Leadership Action Steps: Three Things to Start Right Now [33:00] From Operator to Owner: Ryan's Biggest Lesson [34:00] Final Advice: Join a Peer Group and Fail Forward   QUESTIONS WE ANSWER  How do you build a strong company culture in a landscaping business?  What are some real traditions that create team engagement and retention?  How do you fix the construction vs. maintenance divide at company events?  What should a culture committee look like, and who should be on it?  What are the most common onboarding mistakes — and how do you fix them?  How do 30-60-90 day check-ins improve new hire retention?  How do you communicate core values consistently across a growing team?  What should a weekly team newsletter include?  How does a strong culture help you justify premium pricing with clients?  What's the best advice for a second-generation owner stepping into a family business?  How do you avoid letting culture initiatives go stagnant over time?  What does "fail forward" actually mean in practice for a business owner? 

Adam Morris and Daniel Welling discuss how MSPs can offer compliance as a service to differentiate and create recurring, high-margin revenue, joined by Dom Haughton (Brigantia Partners) and Alastair Goodwin (Adoptech).  They explain that MSPs are increasingly asked by customers for certifications such as Cyber Essentials, ISO 27001, ISO 9001 and ISO 42001, but often avoid selling them due to perceived documentation burden and lack of in-house compliance expertise. Adoptech's guided, automated platform and "done-for-you" delivery model aim to shorten ISO 27001 delivery to 8–12 weeks and reduce costs versus traditional consultants, while enabling MSPs to wrap professional services around technical remediation identified through gap analysis. Partners report adding roughly 25–30% margin, with growing demand in regulated sectors and supply chains (e.g., legal, finance, automotive).   00:00 Compliance as a Service Intro                                                              01:32 Why MSPs Should Care 02:36 How MSPs Get Started 04:01 Market Awareness Today 05:37 Productising Compliance 07:09 Automation Removes Friction 08:20 Pricing Mindset Interlude 09:25 Delivery Models and Partnering 13:33 Margins and Upsell Opportunities 18:04 Selling Value and Positioning 23:22 Target Sectors and Demand 28:16 Is It Worth It at Small Scale 31:08 Wrap Up and Contact Details Connect with Dom Houghton on LinkedIn by clicking here – https://www.linkedin.com/in/domhaughton/ Connect with Alastair Goodwin on LinkedIn by clicking here – https://www.linkedin.com/in/alastair-goodwin-b165894/ Connect with Daniel Welling on LinkedIn by clicking here – https://www.linkedin.com/in/danielwelling/ Connect with Adam Morris on LinkedIn by clicking here – https://www.linkedin.com/in/adamcmorris/ Visit The MSP Finance Team website, simply click here –https://www.mspfinanceteam.com/   MSP Glossary: MSP Finance Glossary Explained | MSP Finance Team We look forward to catching up with you on the next one. Stay tuned!

If you've ever lost a job to a cheaper competitor, been told "your price is too high," or felt like just another name on a 3-bid list — this episode is for you.In this solo episode of the Contractor Secrets Podcast, I break down what the single most important concept in home service: value. Not the kind you list on a flyer — the invisible kind. The stuff customers can't see, can't touch, and won't pay for unless you know how to surface it.

In this episode, chef-turned-farmer Cory Babb of Firelight Farm talks about how they arrived at selling value-added products, as well as the work that goes into it.   Subscribe for more content on sustainable farming, market farming tips, and business insights!   Get market farming tools, seeds, and supplies at Modern Grower. Follow Modern Grower:  Instagram  Instagram Listen to other podcasts on the Modern Grower Podcast Network:  Carrot Cashflow  Farm Small Farm Smart  Farm Small Farm Smart Daily  The Growing Microgreens Podcast  The Urban Farmer Podcast  The Rookie Farmer Podcast  In Search of Soil Podcast Check out Diego's books:  Sell Everything You Grow on Amazon   Ready Farmer One on Amazon **** Modern Grower and Diego Footer participate in the Amazon Services LLC. Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to Amazon.com.

Are you tired of potential clients throwing out a figure/ price and feeling like you have to immediately bend over backward to match it? In our latest discussion, we dive deep into why you must stop treating a customer's budget as gospel truth.The reality is that many clients are operating on out-of-date market information, sometimes relying on quotes from years ago, or they are simply making a random guess because they liked your ad. When you don't push back and inquire about how they arrived at that number, you risk putting yourself in a difficult position, potentially selling at a loss or failing to meet the actual needs of the project.Here is how you can master the art of pushing back:Dig for the "Why": Use modifiers to soften the blow and ask, "I hope you don't mind me asking, how did you arrive at that figure?" This helps you understand if they are comparing your high-quality service to a low-ball quote that doesn't include essential features like warranties or specific equipment standards.The "Walk-Away" Test: If a client insists they have a much better offer elsewhere, politely ask, "If you trust that person and the price is that good, how come you haven't taken the offer yet?" This often reveals that they actually value your professionalism or expertise but are just trying to squeeze your price.Cut the Features, Not the Price: If the budget is truly fixed, ask the client what part of the proposal they are willing to remove. You cannot provide 8.5 million naira in value for a 5 million naira budget without something giving way.Explain the Difference in Quality: Like the masterful seller who explained to me the difference between oven-baked tiles and cheap zinc coating, you must show the client why your solution is different. Don't be afraid to explain the tiers of the market so they understand the risks of going with a roadside installer or another vendor.Most importantly, you must shift your mindset from vendor to expert. You are not a beggar; you are a professional advising a client on the investment required to achieve their vision. This confidence comes from consistent lead generation—when you have a full pipeline of options, you never have to be desperate enough to take a bad deal.

Part 3 How to build Emotion Value An old sales adage says, “Every purchase is an emotional decision justified with logic”. It implies that humans are emotional and are driven to purchase based on their emotions. They want to feel like they are making the most rational decision based on financial/business factors. However, emotions are the underlying factor in their purchases. In parts 1 and 2 of “Selling Value in agribusiness”, we discussed the financial and time value that we bring to our customers. I guess that most often, you sell on these two value factors. More specifically, you focus on the financial value that you bring. That is, until a competitor comes along with a lower price. My experience tells me a competitor will always come along with a better price. That's when the experienced salesperson brings in the emotional value of their products, services, and most importantly, the emotional value of buying specifically from them as their salesperson. Listen in as we discuss how to build emotional value and what to do with it!

Part 3 How to build Emotion Value An old sales adage says, “Every purchase is an emotional decision justified with logic”. It implies that humans are emotional and are driven to purchase based on their emotions. They want to feel like they are making the most rational decision based on financial/business factors. However, emotions are the underlying factor in their purchases. In parts 1 and 2 of “Selling Value in agribusiness”, we discussed the financial and time value that we bring to our customers. I guess that most often, you sell on these two value factors. More specifically, you focus on the financial value that you bring. That is, until a competitor comes along with a lower price. My experience tells me a competitor will always come along with a better price. That's when the experienced salesperson brings in the emotional value of their products, services, and most importantly, the emotional value of buying specifically from them as their salesperson. The struggle is that money and time values can be quantified much more easily than emotional value. Don't misunderstand today's discussion on emotional value. Time and money are essential values that have to be met. They keep the business running. However, the emotional values are always there in the minds of our customers. They lie just under the surface of every decision they make. With so many different emotions that influence customers, we have to narrow them down to effectively sell based on them. In sales training workshops, I get some skepticism on the topic of selling on emotion. That is, until I put the list of basic emotions up on the screen: Basic Emotions Fear Anger-Frustration Pride Trust Confusion Joy Surprise Anticipation Then I ask them to think about their customers. In crop and livestock production, which emotions do their customers have a lot of? Which emotion dominates every sales discussion? If you are out there building relationships, you should know which emotion is most commonly expressed by producers. When training salespeople to sell on emotional value, it's important for them to establish a priority of which emotions to work on. In today's agribusiness market, fear and trust seem to be the most important emotions in the sales relationship. Fear – Trust Connection Without hesitation, most audiences mention “Fear”. And on the other side of fear, they realize it is “Trust”. Trust is the counter emotion to fear. Trust in products and services. Maybe more importantly, trust in you as their salesperson becomes a big part of their decision process. Think about their business model. They are affected greatly by local basis prices for supplies and selling their crops/livestock. These prices are set by someone else in the commodity market. Those local markets are all affected by national and international events. These events change on a daily basis. This brings a tremendous amount of volatility and fear to our customers. To reduce that fear, producers are looking to do business with companies and people they can trust. Digging deeper, we need to understand more about what they fear and how trusted suppliers help reduce that fear. Then, as their salesperson, understand what that is worth to them. What do they fear? Volatile cost of supplies:  crop inputs, feed, vet supplies, etc. Volatile price of selling products: grain markets, hog/poultry/beef market prices. Weather Making the best decision with so many unknowns Fear of missing out:  $8 corn, locking in costs at the high and selling prices at the low Reliability of their vendors:Ability to provide and deliverQuality of their products and services Will they be there when times are tough? Credibility of their vendors:Is their technology aligned with my business?Are they the best choice for me and my operation?Are they interested in helping me or helping themselves? Do they have my best interest at heart? Are they flexible to adjust as market conditions change through the year and from year to year? These are some of the most common fears I have heard from producers and heard from sales teams in training workshops. Let's switch gears to our sales approach in light of these fears. How do we establish trust in some of these areas? Then, how do we use that trust? By that, I mean, do we charge more for it? Do we view certain customers differently based on their trust in us? How do we build trust? One of the most interesting moments in a sales training session is when I ask two questions of the sales audience. First, I ask, “Do you feel like trust is important in your selling process?” “Yes!” is the quick and unanimous response. My second question is then, “If I asked you to go out tomorrow and build trust in your market with customers and prospects, what would you do?” The room typically goes quiet as they think about my question. If no one responds, then I ask, “What specific action would you take…. what would you physically do or say to build trust?” Slowly, with lower levels of confidence, the group will come up with some answers. Let's answer this question in the three components of trust: Credibility action steps: Customers want you to know what you're doing You don't have to know it all, but they want you to continuously improve your technical ability with your products. They want you to be extremely honest in your technical abilities.  They fear working with someone who fakes their abilities or worse, focuses all technology on promoting the products they sell. Reliability action steps: Rule #1: Do what you say you will do. If something happens where you can't follow rule #1, then over-communicate immediately and often. Your customer's best interest action steps: This is sometimes called self-interest versus others. The products and services that you recommend must be in the best interest of your customer.  The best way to make sure you are acting in your customer's best interest is to do a great job during the discovery phase of your selling process.  You must ask extensive questions to determine the best solution before presenting any of your products or services. Now, what do you do with emotional value? Do you charge more for it? Do you expect a higher level of loyalty from those customers who you have built more emotional value? Is this emotional value something you provide to every customer or just for your top customers? Or only the loyal customers? For example. Suppose you are a great communicator and provide instant support for your products. Day or night, weekday or weekend, you are right there to support your customers. This is something your competition does not do so well. What happens if you find out one of your medium-large customers switched to your competitor for a moderately lower price? Maybe it was $5/ton on feed, $15/ton on fertilizer, or $2500 on a tractor. Now you are doubting your value as a salesperson. Am I not worth these small price differences? Don't I provide far more value than these dollar amounts? Should I continue to provide my higher level of value to this customer to win them back, or did they just show their true colors? The answers to those questions have no exact answer. It depends on many factors. I'll discuss the answers a bit further in the podcast version of this article. Feel free to click on the link or look it up on Apple or Spotify to listen.

Time Value Have you ever heard: “Time is money”? Do you believe it? Have you ever stopped to consider how much your time is worth in real dollars? What about your customer? What dollar value do they put on their time? Well, if you haven't thought about these questions before, you might be missing out on an untapped value that you and your products provide to customers. Listen in as we discuss how you can uncover the time value that you, your products, and your services bring to your customer!

The three components of value in every sale: Dollars-Time-Emotion Have you ever had someone tell you to: “Quit selling on price and sell the value of our products!” As salespeople, we've all heard this advice from sales managers, sales trainers, product managers, or social media sales gurus. It's so easy to flip that comment out there, but much more challenging to get into the details with a salesperson on how to actually do that. But what does that actually mean to “Go sell the value of our products?” Listen in to this week as we cover the first component of selling value – Money Value

In the world of business technology, it is easy to get blinded by glossy brochures and a laundry list of technical specifications. But frequency ranges and battery life mean absolutely nothing if they don't solve a headache for the person on the other side of the desk. In this episode, Chris Black challenges leaders and sales teams to move past the "what" and get straight to the "why" of professional communications.On this episode:The Paperweight Trap: Chris explains why the most advanced radio on the planet is just an expensive paperweight if it doesn't translate into tangible value for a transportation director or a site foreman.The True Currency of Connection: Real value isn't found in a manual; it's found in the quiet moments of a workday—like a fleet manager getting their team home for dinner thirty minutes earlier or a bus driver instantly alerting a dispatcher during a medical emergency.Buying Back Peace of Mind: Learn how to reframe your pitch. We aren't just integrating the Horizon platform; we are eliminating dead zones, ensuring DOT compliance, and buying back the time lost to logistical guesswork.Investment vs. Expense: Chris discusses how to shift the conversation from a "line item on a budget" to a "foundation for growth." When you solve a client's specific pain points—like cellular overages or distracted driving risks—you prove that you value their success as much as your own.Links & Resources:The Home Base: thefamboss.comConnect Your Fleet: dccipro.comListener Line: Call 855-4-PODCAST (855-476-3227) to share how you've shifted your perspective from products to solutions.Stop pushing products and start providing a foundation for others to build their dreams on. If this episode helped you find your "why," make sure to Like, Subscribe, and Share. Go enjoy your family, stay value-driven, and we'll see you on the next one.

In this episode of the Smells Like Money Podcast, host Suzan Chin-Taylor welcomes Brent D. Hershey, owner of Tri-County Water Services Inc., to discuss a critical shift for service providers. They dive deep into how those in the plumbing and septic industries can break free from the "reactive" business model and build a more stable, sustainable future.Brent shares his personal journey of moving away from unpredictable seasonal work by implementing a recurring revenue model through annual maintenance contracts. This conversation explores the benefits of proactive service, the strategic use of proprietary technology, and an exciting new cellular telemetry panel designed for remote system monitoring.Key Discussion Points- The Pain Point of Cash Flow: Traditional reactive work often leads to dangerous revenue fluctuations.- The Subscription Pivot: How maintenance contracts provide predictable income and boost customer retention.- Selling Value in a Calamity: Why emergency repairs are the second best time to offer long term proactive solutions.- Remote Monitoring Innovation: A look at new control panels using cellular telemetry for 24/7 system oversight.- Cultural Buy-in: Improving technician work-life balance by reducing late-night emergency calls.What is Included in an Annual Maintenance Contract?- System Inspections: Thorough checks of pumps, filters, and housings.- Field Maintenance Reports (FMR): Clear recommendations based on sludge judging and core samples.- Predictive Repairs: Fixing potential issues before an alarm ever sounds.Connect with Brent D. HersheyEmail: brent@tricowater.com LinkedIn: Brent D. Hershey Website: tricowater.comI hope you find this episode as informative and as exciting as we have.Please let us know your thoughts about the episode!Connect with Suzan Chin-Taylor, host of The DooDoo Diva's Smells Like Money Podcast:Website: www.creativeraven.com | https://thetuitgroup.com/LinkedIn: https://www.linkedin.com/in/creativeraven/Email: raven@creativeraven.com Telephone: +1 760-217-8010Listen and subscribe here to your favorite platform:Apple Podcast - Google Podcast - Cast Box - Overcast - Pocket Casts - YouTube - Spotifyhttps://creativeraven.com/smells-like-money-podcast/ Subscribe to the Podcast:https://creativeraven.com/smells-like-money-podcast/Be a guest on our show:https://calendly.com/thetuitgroup/be-a-podcast-guestCheck Out my NEW Digital Marketing E-Course & Coaching Program just for Wastewater Pros:https://store.thetuitgroup.com/diy-digital-marketing-playbook-for-wastewater-pros#CashFlow #PlumbingIndustry #SepticService #BusinessGrowth #ProactiveService #MaintenanceContracts #Entrepreneurship #SmellsLikeMoney #WaterTreatment #RemoteMonitoring

Are you still selling PT visits… when you should be selling transformation?In this episode of the Female emPOWERED Podcast, Christa Gurka breaks down why care management — not session packages — is the future of physical therapy. If you're a PT practice owner, clinic director, or wellness entrepreneur who feels stuck in the “time-for-money” model, this episode will challenge how you think about pricing, positioning, and patient outcomes.You'll learn:✔️ Why selling visits keeps you trapped in the feast-or-famine cycle ✔️ The difference between one-off sessions, guided recovery, and full care management ✔️ Who care management is for (and who it's NOT for) ✔️ Why patients don't fail PT — their support just stops too soon ✔️ How to position care plans as transformation instead of “more visits” ✔️ Simple ways to help your team feel confident selling long-term plansChrista walks you through a practical 3-tier model you can implement in your clinic — without feeling salesy, pushy, or unethical.If you work with active adults, pelvic health clients, athletes, prenatal/postpartum clients, or anyone with recurring injuries, this conversation will change how you design and sell your services in 2026 and beyond.

This week, Mark Stiving joins us on the podcast. Mark is the author of the recent book Selling Value: How to Win More Deals at Higher Prices.  In the last 25 years, Mark has consulted, trained and/or coached hundreds of companies, including Cisco, Procter and Gamble, Grimes Aerospace, Splunk, and Crowdstrike. Today, he works regularly with PE […] The post Interview with Mark Stiving, Author of Selling Value: How to Win More Deals at Higher Prices first appeared on Composites Weekly. The post Interview with Mark Stiving, Author of Selling Value: How to Win More Deals at Higher Prices appeared first on Composites Weekly.

In this episode of the B2B Sales Trends podcast, Harry Kendlbacher sits down with Aditya Malik, VP of Sales Strategy and Operations at HighRadius, for a deep dive into what it really means to sell on value—especially in the highly competitive enterprise software space. Aditya brings two decades of experience across Unilever, Accenture, and at the time of this recording - HighRadius, where he led go-to-market strategy for a 600-person sales and marketing team. Together, they explore why so many sellers fall into the “commodity trap” and what it takes to break out of it. You'll learn: - How to avoid feature-functionality conversations that kill deals - What "selling to value" really means in enterprise software - Why urgency and stakeholder alignment matter more than pricing - Key differences in how buyers behave across North America, Europe, and India - Aditya's take on the 3 traits that define elite salespeople today If you're ready to elevate your sales game, protect your margins, and win more deals by leading with value, this episode is for you.

Local advertisers are drowning in a sea of digital choices, overwhelmed by ever-changing marketing trends and unsure where to invest their dollars. Yet, many media companies have abandoned one of the most effective ways to educate and engage them—advertiser workshops. In a recent E&P Reports interview, media sales expert Ryan Dohrn made a powerful case for why now is the time to bring them back. “Most advertisers don't actually understand how marketing works today,” he explained. “If you're not the one teaching them, someone else will be.” The takeaway? Local publishers must step up, lead the conversation, and reclaim their role as the trusted marketing experts in their communities.   Access more on this episode's landing page, at: https://www.editorandpublisher.com/stories/ryan-dohrn-on-selling-value-overcoming-price-objections-and-reviving-advertiser-workshops,254105  

Today we take soundbites from 2024 episodes on the topic of Sales and Marketing. This includes topics on 4 Types of Capital, Recessions, Selling Value, and much more. Guests include: Greg Crabtree author of Simple Numbers, George Urvari of Knowledge Tree Consulting, Mike Andes of Augusta Lawn Care and Copilot CRM, Rob Murray of Intrigue Media, Shawn van Dyke author of Profit First for Contractors, and Tom Reber of The Contractor Fight. Sponsors: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Knowledge Tree Consulting⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cycle CPA⁠⁠⁠⁠⁠⁠⁠⁠⁠

Selling Value to Advertisers Fixated on Price with Sales Training Coach Ryan Dohrn. Ad sales training and media sales training with media sales training coach Ryan Dohrn every month. 360adsales.com/ nichemediaevents.com/ ryandohrn.com/

Selling Value to Advertisers Fixated on Price with Sales Training Coach Ryan Dohrn. More about Ryan online at RyanDohrn.com . Sales training, sales tips, and sales advice in one podcast. If you like Brian Tracy, Grant Cardone, Jeffrey Gitomer, David Hoffeld, Dan Waldschmidt, or Gary Vaynerchuk you will love this podcast too. For more actionable advice and to send in your questions, email ryan@ryandohrn.com. Subscribe and stay tuned for more tips on sales and marketing! 00:28 Understanding Value-Based Selling 01:17 Three-Step Process to Value-Based Selling 02:04 Practical Examples of Value-Based Selling 04:34 Exercise: Identifying Features and Benefits 09:23 Using AI in Sales 13:33 Effective Email Subject Lines 17:27 Conclusion and Final Thoughts

Mark Stiving author of Selling Value, How to Win More Deals at Higher Prices. Most know they're supposed to sell value, but don't know how. Mark discusses how buyers discover value and how salespeople can help.

This week, the conversation with Tom Reber, podcast host of The Contractor Fight, focuses on the challenges faced by contractors and the solutions to overcome them. The main themes include the importance of charging what you're worth, the need for consistent recruiting and hiring practices, reframing negative beliefs, and creating a positive company culture. Other topics discussed include the impact of low prices on quality, the value of paying employees well, and the significance of building relationships with your team. We discuss the importance of prioritizing and investing in employees in order to build a successful contracting business. Tom shares his experience navigating the recession in 2008 and how his company came out more profitable by prioritizing the well-being and satisfaction of their employees. He emphasizes the need for contractors to treat their employees with respect and dignity, providing them with flexibility and opportunities for growth. Ryan adds that employees stay with companies because of good bosses who help them achieve their own goals. They discuss the significance of creating a positive employee experience and how it impacts customer satisfaction and business growth.Keywordscontractors, challenges, solutions, pricing, recruiting, hiring, reframing, company culture, quality, employee compensation, relationships, contracting business, recession, employee satisfaction, employee loyalty, leadership, employee experience, customer experience, business growthTakeawaysContractors often struggle because they don't charge what they're worth and lack training in areas like sales and finance.Consistent recruiting and hiring practices are essential for building a strong team.Reframing negative beliefs and focusing on the opportunities available can lead to success.Providing fair compensation and creating a positive company culture are crucial for attracting and retaining top talent.Building relationships with employees and understanding their needs and aspirations is key to their loyalty and commitment. Prioritizing and investing in employees is crucial for building a successful contracting business.A positive employee experience translates into better customer satisfaction and business growth.Strong leadership and intentional culture are essential for creating a thriving work environment.Building a strong personal life and taking care of oneself is key to being a successful leader in business.Sound Bites"I just see a huge lack of consistency with recruiting and you know, they hire when they need people instead of hiring all the time or recruiting all the time and looking to build their team.""It's time for contractors to start living in gated communities and not just working in them."Chapters07:12 Creating a Positive Company Culture15:55 Navigating the Recession: Prioritizing People28:57 The Impact of Leadership on Employee Satisfaction35:35 Selling Value and Growing Your BusinessConnect With Tom:Website: https://thecontractorfight.comLinkedIn: https://www.linkedin.com/in/tomreber/ Support Titans of the Trades: If you found this episode insightful, please subscribe, share, and leave a review for Titans of the Trades. Your support goes a long way in helping us bring more impactful discussions your way.

Today on the show we have Mark Stiving, the founder of Impact Pricing and author of "Selling Value", "Impact Pricing", and "Win Keep Grow".In this episode, Mark shares his experience in the intricacies of pricing and packaging strategies, emphasizing their impact on customer retention and expansion.We then discussed understanding customer value, overcoming internal biases, and the importance of iterative pricing strategies. We wrapped up by exploring actionable insights on leveraging pricing metrics to enhance customer engagement and reduce churn.Mentioned ResourcesImpact PricingSelling Value BookImpact PricingWin Keep GrowChurn FM is brought to you by Vitally, the all-in-one Customer Success Platform and Chargebee, SaaS for effective revenue growth management.

It's time to take the pressure off and simplify marketing in your business. Somewhere along the way, we overcomplicated marketing and we lost sight of what its true purpose is. Sure, a pretty photo or aesthetically pleasing feed on Instagram still has a place, but without a marketing strategy behind it, you won't be able to convey the value of your work or services, attract aligned clients that you actually want to work with, or know what actions to take to get your brand out there. Let's change all that. Today, you're in for a very special episode as my friend, my client, and marketing extraordinaire, Amy Edwards from Markedly is on the podcast. Amy is the founder of Markedly - a marketing consultancy for designers, architects and creatives. They're all about helping people bring the passion and creativity they have for their work into their marketing. Amy's passionate about helping creatives - and their work - be seen and valued by all who use it. Take a look behind the curtain of marketing as Amy shares her wealth of knowledge on how to get back to the foundations of your marketing, what value-based marketing is, how to nurture your audience in the online space, and how she intertwines life and business. __________ It's time to invest in YOU. Come and join me on Nurture: The Retreat, an intimate retreat for 8 wonderful women in business. It's an opportunity to pause, reflect and connect in a beautiful, serene setting that can only be described as magical ✨ Nurture: The Retreat has launched and your spot is waiting for you! __________ Where you can find and connect with Amy Edwards: Website: themarkedly.com.au Instagram: @marked.ly The Content Curator Program is relaunching this September. Find out more and get your name on the waitlist here. __________ I'd love to connect with you and support you

Today we are joined by author of Profit First for Contractors Shawn Van Dyke to talk about price, value, and systems. Sponsors: ⁠⁠⁠Cycle CPA⁠⁠⁠ ⁠⁠⁠How to Hardscape Headquarters --- Send in a voice message: https://podcasters.spotify.com/pod/show/howtohardscape/message

Here are 4 ways to overcome price objections: 1) Compared to what 2) Cost of Inaction 3) Price versus Cost 4) Down selling

This podcast interview focuses on do's & don'ts that matter if you want your Service business to become successful in SaaS. My guest is Slava Libman, CEO of FTD Solutions. Slava is a driven innovator with +25 years of international experience and thought leader in the space of environmental sustainability in industrial facilities. He has a PhD in Environmental Engineering, and has spent his entire career focused on water technology and its impact on the industry.  He leads teams in Ultra Pure Water, industrial water treatment, and facilities technology development, thereby challenging conventional thinking to drive progress. In May 2017 he founded FTD Solutions - a Digital Twin platform with embedded expertise to enable new standards of sustainability in industrial facilities Their mission: To redefine the way these industrial facilities approach solving problems and drive sustainability performance. And this triggered me, and hence I invited Slava to my podcast. We explore the seven-year journey of transitioning from a consulting firm to a pioneering B2B SaaS company. Slava shared his big lessons learned on the importance of aligning product development with market needs and the sequencing and focusing of his go-to-market strategy. He elaborates how traction changed when they shifted from a transaction-oriented approach to a value-/outcome based approach. Last but not least he shares how emphasizing mission, principles, and value helped with alignment and keeping the organization lean. Here's one of his quotes When we try to help companies minimize their expenses, they ask the question, 'Okay, so what does your enrollment mean from the expense point of view?'  So, our focus is on value creation. We believe that if we can create significant value for our customers, then the question of monetization and expenses will not be a roadblock. And in reality, that's the case. During this interview, you will learn four things: Why he decided to focus the business on the most complex type of customer segment first and how that paid off. Why it's so beneficial to search for unique dynamics at your customers when seeking ways to differentiate your SaaS product. What approach he's using so that everyone in the company lives the company values - every single day.  Why he does't deal with weaknesses in his business. For more information about the guest from this week: Slava Libman Website: FTD Solutions Subscribe to the Daily SaaS Reflection Get my free, 1 min daily reflection on shaping a B2B SaaS business no one can ignore. Subscribe here Yes, it's actually daily. And yes, people actually stay subscribed (Just see what peer B2B SaaS CEOs say) My promise: It's short. To the point. Inspiring. And valuable. Learn more about your ad choices. Visit megaphone.fm/adchoices

Are you leading with the dream outcome, the likelihood of success, the price, or something else? Your customers want something high quality, guaranteed, fast, and easy. Hear the key ideas of Alex Hormozi's value equation from "$100M Offers", a helpful concept any business person or marketer can use regardless of your industry.(0:29) Hormozi's value equation:Dream outcome x likelihood of successdivided bytime delay x perceived effort= value.(1:30) Most brands get the top half of the value equation right.The hard part is the bottom. (Hence "easy top, hard bottom".)(4:24) When you should publish pricingJanuary Top 5: Every Tuesday this month, we're re-airing the top 5 most downloaded episodes of this podcast. Today concludes the mini-series, with this #1 most downloaded episode of the year. This episode originally aired 8/6/2023.My favorite podcast tools:Riverside: record audio or video podcast: emilybinder.com/riversideDescript: edit audio or video like a Word doc. emilybinder.com/descriptPodcast gear list (mic / camera / lighting): wealthvoice.ai/gearThinkersOne Videos: Send a 2-minute video kudos, inspo, or invite (like a Cameo). Order a Zoom drop-in or virtual keynote: emilybinder.com/thinkersonePodcast home: emilybinder.com/podcastBook a coaching session: emilybinder.com/callFollow & connect:My website | Beetle Moment Marketing | LinkedIn | X | Instagram | TikTok | YouTube | Get email updates Hosted on Acast. See acast.com/privacy for more information.

Find Josh Robbins at: https://vaultpromos.com/

Do you know you'll be set on sale success by selling based on value? After confidence, the second most important thing in a sale is value. In this episode of The Agency Blueprint, I explain how to successfully sell based on value with three major strategies. I describe how to take your prospective clients through a third-party selling model, which allow them to see themselves in the position of a previous client. Don't miss this episode to learn how to win the experience game by wrapping up all the information you collect during the sales call and sell to the prospect through a proposal. Key Questions: [01:19] How much time do you spend listening vs. talking on a sales call with a prospect? [05:02] How do you provide valuable advice willingly during a sales conversation? What You'll Discover: [01:19] The importance of active listening when on a call to build trust and a long-lasting relationship. [05:02] How to provide advice to your prospect by showing them how their problem can be solved. [08:33] Third-party selling model – selling to a prospective client through the experience of a previous client. [12:55] How to wrap up all the information you collected and sell through a proposal.

This one is the Joker 2 from the Selling Value card deck.  Almost always when we're dealing with B2B customers, B2B business, value can be measured in additional profit. And that's one of the things I love about B2B business and pricing, is because we know our price has to be related to how much additional profit will they make when they use our product, or when they use our product relative to a competitor's product. But it turns out, sometimes, buyers inside our customers don't really care about profit. Imagine that you're selling a piece of medical equipment and you're talking to a doctor in a big hospital. Now the doctor actually doesn't care how much additional profit you're going to make the hospital. There's an administrator someplace who cares a lot about how much additional profit you're going to make the hospital. And so, we still need to understand the profit side of this conversation.  But from that doctor's perspective, they couldn't care less about profit. What do they care about? They care about the quality of the care for the patient. They care about efficacy rates. They care about how long the procedure might take. Things that really affect their world and things that matter to them. What we want to be able to do then, is as we go through our value conversations with a doctor, put value in the perspective of what that doctor cares about.  So, it's not always profit, a lot of times it is, but we need to understand what each buyer truly cares about and talk about value from that perspective. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the Joker 1 from the Selling Value card deck.  You heard earlier that there are really three types of buyer's value journeys. Those happen to be analytical, relationship, and trust.  In the analytical relationship, there's typically a lower level person who's doing a lot of side by side comparison between your product and a competitor's product, and our buyers are by far the most price sensitive in that situation. Or we could go all the way to the trust journey, and that is where they come to us. They ask us, "Hey, what do you do? How do you help us solve our problems?" They never even look at a competitive alternative. And in that situation, they're the least price sensitive.  The relationship journey is the one in the middle, where people would come to us and say, "Hey, how do you help us solve our problem?" We guide them. They build a great relationship. They really like us. And then they say, "Yeah, but we have to go look at competitive alternatives." We've built up enough goodwill and probably tweaked their thinking that we have the competitive advantage. And so, they're not going to be as price sensitive as they would be if they were in a relationship journey. But they're still more price sensitive than it was just a trust journey.  So, you could think of these three different journeys (the analytical, relationship, and trust) is how our customers go learn about the value of our products. But at the same time, it's how price sensitive are they going to be when it's time to negotiate the price. It's really important that we understand which journey each buyer is on. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 2 of Diamonds from the Selling Value card deck.  I'm often asked who should own pricing, and one of the departments that often comes up is finance. And of course, I'm not a huge fan of finance owning pricing. And the biggest reason is finance doesn't truly understand the value of our products. Usually that's going to be someone in product management, product marketing, or even sales, which I'm not a fan of them owning pricing either. However, finance so much wants to be involved with pricing. It's so crucial to their projections. It's so crucial to company growth, which they care a lot about. They really want to be involved with pricing, even though they don't understand value. So, how do we get them involved in pricing?  That's pretty simple. Finance has a bunch of quant people. They have access to every piece of data inside the entire company, and they have the desire to make us or help us do better in our pricing. And so, let's figure out what are the KPIs, the key performance indicators, that we really want to track inside our company. And let's ask finance to help track those, keep us on track, make sure that we don't see any anomalies. We know what the trends are.  Finance is a fantastic department to help us manage our KPIs. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 2 of Clubs from the Selling Value card deck.  Salespeople are going to use every single tool they have available to them. Absolutely, they're going to use value selling if we've taught them how, and they understand, and they're doing a great job. But even if they're using value selling, it's very easy for them to offer discounts. And there's this attitude or belief that offering discounts helps close a deal faster. And maybe it does. Maybe when a customer or a buyer asks you for a discount, it takes longer to say no and explain why. And we could have just said yes and close the deal and we're done.  Wouldn't that be great if it worked that way? But here's the key. Every dollar that we discount comes straight off of our profit. We still have to cover all of our costs, and so our margin just got shrunk by more than our revenue did on a percentage basis. So, if we want our salespeople to not rely on price, we have to make it painful for salespeople to offer discounts.  How do you do that? Create a compensation plan that as they give bigger discounts, the percentage or the size of their deal goes down faster than the revenue goes down because salespeople are incentivized to close deals as fast as possible. And we want to make sure they're incentivized to close deals quickly at the highest possible price. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 2 of Hearts from the Selling Value card deck.  When you get an RFP, you have to decide, are you going to bid or not. Believe it or not, that's actually a decision you get to make. You do not have to respond to every RFP that comes through. And my advice, if you are not involved in the creation of the RFP, or at the very least, if you cannot have conversations with the decision makers or executives of the group who created that RFP, you have a very low chance of winning. And so, the time and energy that you spend replying to the RFP makes you feel like you're doing work, but odds are really good you're not going to win that deal. There's somebody else that has already built a relationship with the client, understands exactly what the client wants, is able to create a response to that RFP that fits them almost perfectly. They've built the rapport so the client's going to give them the benefit of the doubt no matter what.  If you're going in blind to an RFP, you're probably not going to win.  Let's test that. From here on out, every time you respond to an RFP, just keep track. Did I help write this? Do I know the leaders? Do I get conversations with the executives? And if the answers are no, and you go ahead and bid, see how many of those you actually win. And I will bet you the percentage of those is so low you realize it just isn't worth your time to bid RFPs where you're not already involved. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

Mark Stiving is my guest today and he is a pricing expert. What does pricing have to do with The Courage of a Leader? It turns out, quite a lot!The secret to effectively pricing your products and services is the same one leaders can use to clearly define and communicate the value of their teams' work.Are you intrigued? I was!About the Guest:Mark Stiving, PhD, MBA, is a widely recognized pricing expert and marketing pro who teaches companies how to boost revenues and realize their true value. With 25+ years' experience in price segmentation, pricing product portfolios and visionary pricing, Mark's analytical skills provide specific direction and quantifiable results. Sought after as a trusted advisor, Mark has consulted, trained and/or coached hundreds of companies including Cisco, Procter and Gamble, Grimes Aerospace, Splunk, and Crowdstrike.Mark uses a creative but pragmatic approach to help large businesses and entrepreneurs untangle confusion about pricing. All businesses can benefit from Mark's value-based pricing strategies to capture their true worth, from start-ups to seasoned enterprises.Mark is an award-winning speaker and the author of Impact Pricing: Your Blueprint for Driving Profits and his latest book Win Keep Grow: How to Price and Package to Accelerate Your Subscription Business The best way to reach Mark is on LinkedIn https://www.linkedin.com/in/stiving/ or via email mark@impactpricing.com About the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid Team Her new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.www.courageofaleader.comhttps://www.linkedin.com/in/amyshoopriley/ Resources mentioned in the episodeMade to Stick by Chip Heath and Dan Heath - https://heathbrothers.com/books/made-to-stick/Selling Value, How to Win More Deals at Higher Prices - https://impactpricing.com/books/The Inspire Your Team assessment (the courage assessment): https://courageofaleader.com/inspireyourteam/ Thanks for listening!Thanks so much for listening to The Courage of a Leader podcast! If you got inspired and/or got valuable leadership techniques you can use from this episode and think that others could benefit from listening, please share using the social media buttons on this page.Do you have questions or feedback about this episode? Leave a comment in the section...

This one is the 2 of Spades from the Selling Value card deck.  You've heard me talk about value conversations before, where value conversations are really the conversation we have with a customer or potential buyer, so they can determine how much additional profit they're going to make when they use your product. And that's awesome when they're only making a 'Will I' decision. Am I going to buy your product or not? Am I going to buy a product in your category or not?  But what happens when they say, "Am I going to buy your product or somebody else's product?" Now what we want to do is understand our differentiation because value in that case comes from the price of our competitor's product plus the value of our differentiation. We need to determine the value of our differentiation. Or said better, we need our customers or buyers to determine the value of our differentiation.  And that's what a relative value conversation is. We want to see what's our differentiation relative to our competitors, and then go through the exact same steps we would with a normal value conversation to help the buyer determine if you have this problem that this differentiator solves, what's the result you might expect? How much additional value do you think you would get? And now we're putting a dollar value on the differentiation.  This is powerful when you're competing. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/

This one is the 3 of Diamonds from the Selling Value card deck.  The question now, as we're doing our prospecting, is to say which prospects will get the most value. We've talked in the last few weeks about finding prospects who realize they have a problem, finding prospects who we know have the problem, finding prospects who prioritize solving the problem. Now what we're saying is, let's find the prospects who get the most value out of solving that problem. When we think about it, if a customer gets a ton of value from solving the problem, they're much more likely to say yes and move forward than somebody who gets a small amount of value from solving the problem.  So, one way to think about that, as a pricing expert, I'll give you a quick hint. I work with software companies, I work with hardware companies. And sure, I love working with all of them. And I could work with software companies because there's great flexibility in the way they create their products or stick features into product options, and I love that.  But when you think about a hardware company, the margins for hardware companies are so small and they have real hard costs. So, if we could improve their pricing by just a little bit, the percent profitability goes up dramatically. And so I would say, from my perspective, helping hardware companies, they have higher value in solving a pricing problem than a software company does.  How does it work in your business? Which of your customers get the most value out of solving the problem that you solve. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 3 of Clubs from the Selling Value card deck.  It really is easier to sell to someone who's already trying to solve a problem or realizes they have a problem and wants to go solve it.  As I've mentioned previously, as a pricing expert, I believe that almost every company can use my services. Almost every company will benefit dramatically. And yet for me to go knock on a door of a company and say, "Hey, I'm a pricing expert. Would you like some help with your pricing," probably isn't going to be that fruitful because not many companies say, "Hey, I've got a pricing problem."  But as soon as someone says, "Hey, I have a pricing problem." Now, what do they do? They start to look for someone who could possibly solve that problem. Maybe they go to professional pricing society meetings. Maybe they do Google searches on how to find pricing experts. Maybe they look up content and see who the experts are that are writing about it. And then they reach out to me, or to one of my competitors. But the point is, when someone reaches out to me, they've already said to themselves, "Hey, I have a pricing problem. Maybe someone can help me fix it."  So, what about your business? If you know you can solve someone's problem, but they don't either know they have the problem or maybe they just know they have it but they haven't prioritized it. It isn't a big enough deal for them to go say, "Hey, I'm going to go fix that problem now." It's probably better if we can find a way to find customers who've already prioritized solving your problem. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

FOUR ACTIONABLE TAKEAWAYS Offer them value instead of meetings. Frame your asks in terms of what they will get out of the meeting. If someone is on a competitor, offer insights on where that competitor may fall short. Politely illuminate things that might be a bit “off” in their business. Provide an off-ramp for the prospect by making them explain why they are willing to invest in the next step. “Where does this rank in your priorities? You have to do X, you have to do Y.” PATH TO PRESIDENT'S CLUB SVP Sales & Partnerships @ Owner Director of Revenue and Merchant Success @ Shopfiy VP Sales @ League Inc. Director, Inside Sales @ Vision Critical THE LATEST FROM 30MPC Tactic TV Toolkits & Templates Twitter YouTube Newsletter THINGS YOU CAN STEAL Prospecting: Email Templates Lavender: Sales Email Frameworks ZoomInfo: 5 Plays, 30MPC Style Prospecting: Guides Woodpecker: Email Substance & Deliverability Guide Orum: 5 Cold Call Objection Talk Tracks Owler: 4 Multi-Channel Prospecting Touchpoints Discovery & Demo Clari Copilot: In-App Objection Handling Battlecards Sales Process Clari: How to Sell to the CFO Gong: Master Class Qwilr: Multithreading Power Plays Outreach: 1 Sequence to Create and 5 Templates to Close Accord: Business Case Template Prolifiq: Relationship Mapping Playbook ONE ASK You know we feel a bit awkward asking, but if you made it this far, it would mean the world if you gave us a 5-star review. It will increase your chances of making President's Club by 227%. Okay maybe not, but we'd still really love you for it :)

This one is the 3 of Hearts from the Selling Value card deck.  As you're doing your prospecting, you have to decide who you're going to reach out to for the prospecting. And since we know that buyers only buy products to solve problems that they have, what we should be thinking about is, well, where's the community or the marketplace of people that actually have this problem. So, if I were a moving company and I were trying to find companies that were trying to move, then there may be a way to say, "Hey, I want to go to commercial Realtors because I know commercial Realtors are aware of companies who are moving." And so now I can get commercial Realtors to give me potential names or customer possibilities and that's where I might go prospect.  So, when you think about what your product is, you want to think about, where are the people who actually have the problem that I solve? As I mentioned last week, I'm lucky in that I think all companies have pricing problems. But notice I only talk to companies. I don't talk to consumers because consumers don't have pricing problems. Why would I ever prospect in a pool of consumers?  So, prospect in that pool of buyers who you know have the problem that you can solve. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 3 of Spades from the Selling Value card deck.  Of course, salespeople, marketing people, we have to do prospecting. The question becomes, who do we look for as prospects to move into our sales funnel?  Well, now that we know that people really have to solve problems, that's the reason they buy our products. The question now is, do we think it's easier to sell to people who already know they have a problem, or to people that we have to convince they have a problem?  You often see advertising like this where people will say, "Hey, come solve this problem." And now what's happening is people are self-selecting and, "Oh, yeah, I've got that problem," so they're trying to find those people. On the other hand, sometimes we have to convince somebody they have a problem. I find it interesting, I used to run a company a long, long time ago, and my cell phone number still is the phone number that I had when I had that company. And I'll get calls from moving companies that the opening line is, "Hey, I heard that Home Director is moving." Well, it turns out I don't run Home Director. Home Director doesn't exist anymore. Home Director's not moving. But that was a way for them to quickly prospect and find out, "Hey, do I have a company and is the company moving?" Because if the answer that's yes, I've got a problem. And if the answer that's no, then they don't have a problem. So they're trying to figure out relatively quickly, am I somebody that they might be able to sell to or not? So think about, when you're prospecting, are you prospecting to people who already know they have a problem? Or are you looking for people and then trying to convince them they have a problem?  As a pricing person, I have to tell you, I think every single company has a problem. But it's insane for me to try to go to a company and convince them they have a problem. And it is so much easier for me to work with companies who come to me because they know they have a problem. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

Here is a FAQ Video on the Courses: https://youtu.be/0F7imrzjXWs Here is a deep dive into which course is best for you: https://youtu.be/JM_jgS8M-iU https://www.b2bRevenue.com - Get Your Free E-Book on How Companies make Decisions. FAQ: 1 YEAR ACCESS, PAY MONTHLY OR ANNUALLY NOT A SUBSCRIPTION OFFICE HOURS EVERY  OTHER WEEK VIA ZOOM. 1 HOUR GROUP Q&A. UNLIMITED 1-ON-1'S  ARE FREE AS LONG AS THEY CAN BE SHARED IN THE COURSE. 1-ON-1 ARE FULL ACCESS ON DAY ONE - NOTHING IS GATED OR TIME RELEASED. ALL CONTENT IS VIDEO BASED AND SELF PACED I RECOMMEND TAKE COURSE ONCE WITHOUT NOTES OR APPLYING IT SO YOU UNDERSTAND THE BIG PICTURE FIRST. THEN TAKE AND APPLY IT STEP BY STEP. YOU START WHEN YOU WANT AND GO AS FAST OR SLOW AS NEEDED.   Email me additional questions: briangburns@me.com     — SAMPLE EMAIL TO EXPENSE THE COURSE MGR,   I have been listening to the brutal truth about sales podcast for X months and it speaks to the issues we face.   They currently offer a course that includes video instruction, group Q&A and One-on-One coaching. I'm committed to my own personal development and would like your help in expensing the course.   It would pay for itself if I closed only one new deal of $X value.   Please let me know by Friday if I can move forward with this 1 year course.   Thanks, ME Here are some student interviews from the courses:     ———————————————————————————————————— Audible 30 day Free Trial: http://www.audibletrial.com/BrutalTruth             Listen to The Sales Questions PodCast: https://itun.es/i67d3Ry     Listen to The B2B Revenue Leadership Show: https://itunes.apple.com/us/podcast/b2b-revenue-leadership-show/id1174976428?mt=2     Twitter: @briangburns LinkedIn: Brian G. Burns Facebook: Brian Burns YouTube: Brian Burns SALES PODCAS

Here is a FAQ Video on the Courses: https://youtu.be/0F7imrzjXWs Here is a deep dive into which course is best for you: https://youtu.be/JM_jgS8M-iU https://www.b2bRevenue.com - Get Your Free E-Book on How Companies make Decisions. FAQ: 1 YEAR ACCESS, PAY MONTHLY OR ANNUALLY NOT A SUBSCRIPTION OFFICE HOURS EVERY  OTHER WEEK VIA ZOOM. 1 HOUR GROUP Q&A. UNLIMITED 1-ON-1'S  ARE FREE AS LONG AS THEY CAN BE SHARED IN THE COURSE. 1-ON-1 ARE FULL ACCESS ON DAY ONE - NOTHING IS GATED OR TIME RELEASED. ALL CONTENT IS VIDEO BASED AND SELF PACED I RECOMMEND TAKE COURSE ONCE WITHOUT NOTES OR APPLYING IT SO YOU UNDERSTAND THE BIG PICTURE FIRST. THEN TAKE AND APPLY IT STEP BY STEP. YOU START WHEN YOU WANT AND GO AS FAST OR SLOW AS NEEDED.   Email me additional questions: briangburns@me.com     — SAMPLE EMAIL TO EXPENSE THE COURSE MGR,   I have been listening to the brutal truth about sales podcast for X months and it speaks to the issues we face.   They currently offer a course that includes video instruction, group Q&A and One-on-One coaching. I'm committed to my own personal development and would like your help in expensing the course.   It would pay for itself if I closed only one new deal of $X value.   Please let me know by Friday if I can move forward with this 1 year course.   Thanks, ME Here are some student interviews from the courses:      ———————————————————————————————————— Audible 30 day Free Trial: http://www.audibletrial.com/BrutalTruth             Listen to The Sales Questions PodCast: https://itun.es/i67d3Ry     Listen to The B2B Revenue Leadership Show: https://itunes.apple.com/us/podcast/b2b-revenue-leadership-show/id1174976428?mt=2     Twitter: @briangburns LinkedIn: Brian G. Burns Facebook: Brian Burns YouTube: Brian Burns SALES PODCAS

This one is the 4 of Diamonds from the Selling Value card deck.  Wow, walk away from a negotiation, ouch! We're essentially saying, "No, we're not going to negotiate anymore. Take the deal that we've given you or not. Totally up to you." And what happens when we do this?  First off, we're at risk of losing the deal, and that's painful. Especially, if you're in sales and you're paid to get revenue. You've got to meet a quota, your commission comes from that. But it turns out, from a company perspective, oftentimes that's a really smart thing to do.  First off, maybe it's the wrong customer for you. Maybe they need a deep, deep discount because they really don't get the value from your product that they should be getting. Or maybe that they're just negotiating and if you walk away, they come back and say, "Okay, we'll take it." And so, now you've made the sale.  Or, what if you even lose the deal? But because you lost that deal, word gets out, especially to channel partners, other salespeople, we're not willing to accept a deal below this specific price. And now everybody's working harder to sell value and make sure that we get the prices that we actually deserve.  This is hard. But if you end up losing deals because you walk away, my recommendation is track the profitability of the deals if you would've won them at this lower price and compare that to the profitability of the deals you win because you didn't lower the price. And even if you win more deals with lower prices, you probably make less margin and less profit. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/

This one is the 4 of Clubs from the Selling Value card deck.  It turns out that procurement people often lie to us. And it's their job, not necessarily to lie, but it's their job to get a better price.  And what often happens is they'll say to you, "Hey, you're up against these other two or three competitors. In this situation, you have to lower your price if you expect to win this deal." And it turns out oftentimes that's not true. Oftentimes, you're not up against two or three different competitors.  Back many, many years ago when I was in sales, I recall procurement people actually saying, "You're up against this other competitor." And it turns out the competitive product they were looking at wasn't even similar to the product that I was offering. And so, it was obvious to me that they were just lying.  And in fact, I experienced this extremely clearly when I was on the buying situation. I was part of a committee and we'd chosen a software application that we wanted to purchase. And I was in the meeting when procurement said to the company that we were going to buy from, "You're up against these other two competitors, you better sharpen your pencil." And I knew for a fact that wasn't a true statement.  So, please be careful and the way you know is, go back to the committee. Find out if the committee selected you or selected you as one of several different possible alternatives. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 4 of Hearts from the Selling Value card deck. This concept of asking for something anytime we're going to give a discount, we simply refer to it as gives and gets. We don't give anything without getting something. And so, what should we be getting when we're giving something? Well, surely we could get almost anything. What we really want to do is get the things that protect the profit of the company. And what are those things? If you think about all of the different items that you might be able to claw back from a customer. For example, it might be who pays for delivery. It might be how long the delivery takes. It might be when we schedule it. There's many, many different things we might be able to claw back. What we want to do is, think about how much does it cost us to deliver that thing to the customer so that if we claw it back, if we take that back from our customer, we're actually saving us costs on our side. Now, a couple quick thoughts. You know that, first off, I'm a pricing person, but in truth, we're thinking about how do we get the best margin for the company. And secondly, you've heard me say over and over again that costs don't matter to pricing, but costs do matter to profit. And if we're talking about a one-on-one situation and we have to give up some kind of discount, then let's try to get something in exchange that lowers our costs. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com. Now, go make an impact.   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/

This one is the 4 of Spades from the Selling Value card deck. Every time a salesperson gets in front of a procurement officer, a purchasing agent, however they're called, the purchasing agent will act price sensitive. Their job is to get a better price for their company.  And so, they will always tell you that your price is too high, they need a discount. And you have to decide as a salesperson, do you want to give it to them? And here's the trick, does the purchasing agent actually have any power or authority to influence the decision process?  If you're selling a commodity, and they could go to three, or four, or 10 different sources to get essentially the exact same thing, and those are all approved sources for the manufacturing capability, procurement has a lot of power. You need to do a great job at making sure procurement stays happy and figure out what it really takes to close that deal.  On the other hand, if you're selling a piece of capital equipment and you've had a long sales cycle selling to a relatively large committee of people who've been debating, what's the best solution for us? And then they take that to procurement so the purchasing can go buy it. It turns out, procurement has almost no power.  They'll pretend to have a lot of power, but they really don't. The decision was made by the committee. And so, we don't have to give big discounts to procurement in situations like that. Here's the problem, it takes guts.  So, do you have the guts? We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com. Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/

This one is the 5 of Diamonds from the Selling Value card deck.  We typically give our salespeople some level of discount authority. And the reason we do that is, let's say they walked in, and they asked the factory, or headquarters, 'Hey, could I have a 5% discount?' And we always say yes to that. Then all we've done is slowed down the sales process.  Instead, we give them some level of discount authority. Knowing that, you know, if you come in for 5% or less, I'm going to give it to you anyway. So, you just have permission to go give 5% or less. The problem, of course, is that salespeople typically give the max that they're allowed to give.  There's all these different levers that they could pull. They could sell value, and they can discount price. And discounting price is one of those levers that they're going to pull because it's easy. See how easy it is for me to discount the 5% and it doesn't hit my commission that much. So, it's okay for me to give that 5% discount.  What we want to do as a company is sit back and say, what are the right levels of discount authority? What should I let my salesperson discount to? What should I let my sales managers discount to, my sales directors discount to? There are different levels, and we want them to be incented to discount as little as possible. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com. Now, go make an impact.   Connect with Mark Stiving:  Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 5 of Clubs from the Selling Value card deck. Most salespeople are paid on commission, and typically that commission is a percentage of the revenue. So, 2% of the revenue, 5% of the revenue, somewhere in that ballpark. The problem is, that incremental revenue, if I want to grow my revenue by 1%, the salesperson is only going to get 2%, or their commission rate, of the 1%. And it's a really, really tiny number. However, for the company, that 1% could be a really big number especially if your overall margins are relatively small, because that incremental 1% of revenue is a hundred percent profit. But we don't incentivize our salespeople to get that next 1% very much. Ideally, what we would do is, we would create a sales incentive structure so that covering costs, maybe they don't make anything, but anything from cost to list price, the amount of commission, the amount of incentive payment they get goes up for the higher the price they get.  I, typically, like to have a target price. I also have a list price and a floor price. And I'll set three different commission rates. Anybody who can sell at list gets a really high commission rate. Anybody who sells at Target or above gets a mid-level commission rate. Anybody who sells above the floor and below the target, it's a really low commission rate.  But the key is, we want to give our salespeople incentives to negotiate for that last 1%. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, and talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com. Now, go make an impact.   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

This one is the 5 of Hearts from the Selling Value card deck. It's true, customers hate price increases. Heck, I get an annual price increase from Intuit for my QuickBooks, and I hate it. But there's nothing I can do about it. I just have to sit around and stew about the fact that I really despise that Intuit raises my price every year.  However, when we blame costs, then people hate us a little bit less. So, we know as pricing people, as salespeople, we know that our prices really have nothing to do with our costs. But our customers don't really know that, and our customers believe the cost drive pricing. So therefore, if we're going to raise prices, the only real reason customers accept is that our costs went up. Imagine if Intuit sent me that email every year, and instead of it said, 'Hey, we're raising your price by $8, $10,' whatever it happens to be. Instead they say, 'Hey, our costs have gone up this year. We need to pass that on. We're going to increase your price by $10.' sure, I still dislike it. But I dislike it a little less. It's like they have a reason other than, 'Hey, I want you to pay more so that I can make more money.' So, think about blaming costs when you increase prices. We hope you enjoyed this example of Pricing Table Topics. What you just heard was done without a script. If you want to get better at speaking about pricing and value, grab a deck of our cards, pick a card, read the saying, then talk for one to two minutes about what that card says. You'll become a better speaker and expert. If you have any questions or feedback, please email me, mark@impactpricing.com. Now, go make an impact.   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

Mark Stiving is the Founder and Chief Pricing Educator at Impact Pricing LLC, as well as the host of the podcast Impact Pricing and author of the book Selling Value. Today, Mark talks about what value is and how it relates to both buyers and sellers. He digs into how sellers must be keen in determining if a buyer is in a will I or which one buying decision. He defines the different types of values such as inherent value, relative value, and economic value, and says that understanding each is important to sell better from your buyer's perspective. Mark also shares the 4 value-based characteristics that buyers and sellers should look for and the concept that buyers trade off price for value. HIGHLIGHT QUOTES Defining inherent and economic value for a business - Mark: "Inherent value is what's the value of solving the problem? If you're gonna go buy something, I don't care what it is, as a consumer, as a business, if you're gonna go buy something, the reason that you're buying it is that you believe it has more value than the price you have to pay for it."  "If we go back to economic value, as a company, I'm only gonna buy something for a hundred thousand if it makes me at least a hundred thousand more in profit, preferably about a million more in profit, but it better be at least a hundred thousand or I'm not gonna spend that." Relative value shows what you can do that your competitor cannot - Mark: "What is the value of my product relative to my competitor's product? What are the things I do differently? What are the problems that I can solve that they can't solve? What's the dollar, the economic value of the problems I can solve that they can't solve?" The difference between WILL I and WHICH ONE decision - Mark: "Typically, when a buyer buys something, we make two different purchase decisions. The first decision we make is, will I buy something in this category? Am I gonna buy a new car? Yes. No. Well, if the answer's no, great. I'm not shopping. As soon as I say yes, then I switch to, well, which one am I gonna go buy?"  "And now I'm shopping BMW, Porsche, Lexus, you know, whatever the brands are that I might consider and the styles inside there. So I'm now making a which one decision. When people are making a which one decision, they're very price sensitive. When people are making the will I decision, price isn't driving that decision. Something else is." Find out more about Mark in the links below: LinkedIn: https://www.linkedin.com/in/stiving/ Website: https://impactpricing.com/ Email: mark@impactpricing.com Podcast: https://podcasts.apple.com/us/podcast/impact-pricing/id1449435549 More on Andy: Connect on LinkedIn Get Andy's new book "Sell Without Selling Out" on Amazon Learn more at AndyPaul.com Sponsored by: Revenue.io | Unlock exponential growth with an AI-powered RevOps platform | Revenue.io Scratchpad | The fastest way to update Salesforce, take sales notes, and stay on top of to-dos | Scratchpad.com Blueboard | World's leading experiential rewards & recognition platform | Blueboard.com Explore the Revenue.io Podcast Universe: Sales Enablement Podcast Selling with Purpose Podcast RevOps Podcast