Business owners focus on Revenue when they should be focused on Profit. If they focused on Profit, they would raise their prices more often.
(This is Part One - The Mind Games of Pricing. Next week we'll do Part Two - The Mechanics of Pricing)
The old statement is wrong - "If you're worrying about sales, profits will take care of themselves". Neither Revenue nor Sales are a good place to focus financially - we need to focus on profit (actually cash flow, but that's another blog.)
What barriers do you encounter in communicating your pricing to potential clients?
Competition, market conditions, aging industry, complex service, fear, not understanding how to price? Probably a little of most of the above.
When we aren't sold on our pricing, what does that communicate to the potential client? It communicates that all of the above (competition, market, fear, etc.) are all good reasons not to buy my product or service from me. The best way to create pricing problems is to not believe in our own pricing.
A caterer friend gave his "best, lowest" price to a potential client, skimmed off any "excess" profit, and the client's response was "Is there any way you can go lower?". When we aren't confident in our prices, we mentally set up shop in a place that attracts bottom-feeders like the guy above. Getting a lot of pushback on your prices? It's possible its because your prices are too low!
Joel Spolsky, co-founder and CEO of Fog Creek Software, said "I often meet people at parties and conferences who are starting companies, and they will invariably ask me, "Say, Joel, do you have any advice for start-ups? Since I know next to nothing about these people or their businesses, or even their industries, I usually just say, "Yes! You should raise all your prices!"
And we both have a good laugh, bwa ha ha, then the founder ignores me. But my advice was most likely right. That's because almost every start-up I have ever seen has set its prices too low.
Of the three business owner Profiles - Market Focused, Systems Focused, and Product Focused, the Market Focused entrepreneur is most likely to have good pricing, and the Product Focused craftsperson will have the worst. The problem - the overwhelming number of businesses that are started by Product Focused craftspeople. (The Systems Focused manager loves accounting-driven pricing that ignores all market conditions; they also start the fewest businesses.)
What makes for the most profitable company? One that focuses on providing VALUE, not COST! Lower pricing is not value, it is simply lower prices (and may communicate less value).
FIND VALUE OUTSIDE OF PRICE!
If relationships are equal, there are only two other buying questions - 1) How much does it cost? (price question), or 2) Can you do it? (value question). If you're getting the "How much does it cost?" question too often, you're not focused on adding value or you're not confident in the extra value you're delivering. Either one will lose you clients much more than your pricing itself.
What does having slightly higher prices communicate to the customer? We are confident in how our product performs.
How do we get confidence?
- Understand the value to your clients. Ask them - why do you buy from me? What are you buying that you don't think I even know I'm selling? It's the best question you'll ever ask them.
- Stop thinking about how YOU think you perform (internal/craftsmen view), start pricing based on how you benefit them (see #1 above.)
- Get some support - have somebody hold your feet to the fire on WHEN you will raise your prices.
Raising your prices is usually the fastest way to create new PROFIT. If you're already covering all your costs, then every penny of higher prices falls directly to the bottom line. Want to make more money in less time? This is one of the best ways to do it.
Next week we'll cover the actual mechanics of how to set and stick with a good price.
By Chuck Blakeman, Author of the #1 Rated Business Book of the Year, Making Money is Killing Your Business
Make Your Own Business Rules