The price you want

You have a good product, some customers, and then you start losing opportunities because they say you are too expensive.

Two options.

You cut the prices (discounts, special offers, etc. fall into this same category). It’s a risky game, of course everybody else can follow you there.

You work on perceived value. And you can go about it like this.

  1. Express value – Many times features are disguised as value, often mere functional value, so you need to start digging what the customer really wants.
  2. Reframe value – It might be that the problem you are solving is not worth the price you are asking, so you need to figure out if there is a deeper feeling, ambition, desire that you can leverage.
  3. Work on brand – Your story, your tone, your appeal can make your product desirable and unlock a fear of being left out.

Cutting prices is short-term (and short-viewed), working on perceived value takes resources and time.

The sooner you start working on 1, 2, and 3, in parallel, the better positioned you will be to ask the price you want.

In context

In it’s most popular form, Goodhart’s law states that when a measure becomes a target, it ceases to be a good measure.

You do not have a healthy company because your revenue increases year after year. Revenue is just one measure of the health of a company, and it should be put in context.

You do not have a great place to work because your engagement score says so. Engagement score is just one measure of how your employees feel, and it should be put in context.

You do not have a terrific team because they meet their targets quarter after quarter. Numbers are just one measure of how well your team is doing, and they should be put in context.

You do not have a successful campaign because you are getting clicks. Clicks are just one measure of the success of a campaign, and they should be put in context.

The point is, measures are easy to game, and the more you put them at the center of every conversation, the more people will be inclined to game them.

It takes time and effort to take the whole picture into consideration. It takes awareness, it takes courage, it takes honesty. It is the only way you can truly assess how you are doing and make adjustments, so that you don’t wake up one day in a place where you had never wanted to go.

Irrelevant

Nobody likes the idea of being irrelevant, and yet a growing incapacity to focus and control our attention is making us more irrelevant than ever.

What will you do about that?

People who multitask all the time can’t filter out irrelevancy. They can’t manage a working memory. They’re chronically distracted. They initiate much larger parts of their brain that are irrelevant to the task at hand. […] they actually think they’re more productive. They actually think they tend to – and most notably, they think they can shut it off, and that’s been the most striking aspect of this research. […] unfortunately, they’ve developed habits of mind that make it impossible for them to be laser-focused. They’re suckers for irrelevancy. They just can’t keep on task.

Clifford Nass, The Myth of Multitasking

Appropriate

When you are taking decisions that will impact (negatively) others, it’s not a bad thing to ask yourself: Do I really have to?

Often things make a lot of sense on paper: cutting costs, increasing profits, getting some surplus to invest in expansion. But is it appropriate in the here and now? Can it be avoided? Can the policy be changed?

Of course, decisions like these are rarely taken lightly. Just make sure you are considering all perspectives, not just the one that is more common, easier, more anticipated.

What works

Things that work in marketing:

  • Building your brand
  • Creating content that resonates with you audience
  • Being featured in publications your audience trusts (not because you paid them)
  • Being found when people experience the pain you are addressing

Things that do not work in marketing:The greatest illusion

This one is from Rand Fishkin, worth remembering after the summer.