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May 20, 2025 52 mins

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If you're undercharging, it’s costing you more than you think. In this episode, we break down the psychology of pricing and how tiny tweaks can boost your conversions by up to 15%. Learn how to confidently charge what you're worth with smart strategies like price anchoring, value-first positioning, and irresistible package design. Stay tuned!


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Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
One small tweak can make all the difference when it
comes to pricing.

Speaker 2 (00:03):
Yeah, pricing and positioning 100%.

Speaker 1 (00:06):
All the time gets stuck on.
When it comes to pricing, thenumber one thing is you are
greatly undercharging.

Speaker 2 (00:12):
In what world would you ever think that buying 53
digital download pictures for$130 is a good deal?
But you get them because thepsychology is so strong in how
they position everything.

Speaker 1 (00:23):
Everything is marketing psychology, and if you
know these, these principles,you can apply them to so many
things.

Speaker 2 (00:29):
You need to at some point pay yourself an hourly
rate, 100%, even if it's fourbucks an hour like.
Start paying yourself something.
We don't know how to justifythe price until we've actually
justified the price to ourselves.

Speaker 1 (00:40):
True.
What's up?
Amelia It's's Kim and Chris andyou're listening to the
Business Lounge Podcast.

Speaker 2 (00:46):
In each episode, we'll break down all the latest
in online marketing, give youall the deets on what's working
now to turn your content intocustomers, boost your leads and
sales and scale your businessfast.

Speaker 1 (00:57):
All without compromising on what you care
about most faith, family andfreedom.
And listen, it's all real, rawand unfiltered.
So let's start the show.
What is up, familia?
Welcome back to the BusinessKnowledge Podcast.
I am pumped.
Today we have a cool topic andwe might do a little bit of
banter before right, but I wantyou guys to know that we don't

(01:18):
do banter, we don't do banter atall.

Speaker 2 (01:21):
Strictly business.

Speaker 1 (01:24):
We're going to talk today about pricing strategies.
We see this problem all the timein coaching, and so, if you
didn't know, there's actuallysome really cool studies that
have proven that you canactually increase your
conversions by up to 15% just bychanging the way that you
present your prices, which isreally crazy.

(01:46):
But if you want to learn how toactually organize your pricing
and present it in a way that isexciting to people, that makes
them feel like, oh my gosh, Ihave to jump on this right now
you're going to want to listento this episode because it might
not be the sexiest thing, butit's absolutely something that
can totally break like make orbreak your entire uh service or

(02:12):
course or and this works withlike high ticket things, low
ticket things across the boardso I'm really excited.
That's it.

Speaker 2 (02:18):
It's gonna be a good yeah, we've, uh, we've actually
had some clients that we'veworked with that uh, just by
making this subtle tweak aloneand learning some of the
mechanisms like price anchoring.
For example, we had a client Ican't give specifics because
it's kind of a HIPAA thing, butwas working with people wanted
to raise the price substantiallybecause they were like higher

(02:39):
end let's call them athletes perse and so was previously
charging a certain rate, wantedto greatly increase that because
it felt worthy of an increasein the price, and so he used a
price anchoring.
He actually learned it from aboot camp that he attended to
learn that that one strategyalone took that there and got

(02:59):
immediately what he was askingfor, and it was a sizable
increase yeah like a 7x increasein price for people who was
already.
So it's not just stuff you canuse for new sales, it's also you
can price justify an increaseif you feel like you're not
charging what you're worth.
Which who's ever heard that?
Who's ever?
Who's ever sold something thatthey felt like it was under what

(03:19):
they were worth?

Speaker 1 (03:20):
that's never happened , ever, especially in the
history of business.

Speaker 2 (03:24):
Everybody feels very, very well compensated and
treated fairly and thecompensation yeah so so that, so
that alone could, should besomething like you can use this
literally this some of thethings we're gonna teach you
today, just today.

Speaker 1 (03:37):
I love this because, like y'all, everything is
marketing, psychology,everything I know for us even in
negotiations with, like oureveryday kind of situation,
right, whether it's like Christrying to figure out how to sell
his parents, having someonecome in and help them, you know,
once in a while with thingsaround the house, or, uh, you

(03:58):
know us negotiating.

Speaker 2 (03:59):
They watch this show.

Speaker 1 (04:00):
I know, I know they do.

Speaker 2 (04:02):
Hi mom, hi dad.

Speaker 1 (04:02):
We sold we sold you exactly when we're trying to
like negotiate renovationsbecause we're doing renovation
projects or whatever.
Everything is marketingpsychology and if you know these
principles, you can apply themto so many things, like I can't
wait for us to be parentsbecause we're so going to use
this on our kids guys, if ifyou're, even if you're happy

(04:24):
about what you're getting paidin business.

Speaker 2 (04:26):
Stick around just for selling the kids on things you
want them to do, Like marketing.
I tell people this for thenerds in the room, not just me.
I always say that adding themarketing infinity stone to my
infinity gauntlet, like Thanos,was like the last.
You're such a nerd Like I'mpowered up, I'm ready.
It's like I like had all theother skills, but it was like

(04:46):
man having the marketing thing.
You feel like you can sellanything to anyone and it feels
dangerous.

Speaker 1 (04:51):
It's true.
With great power comes greatresponsibility going down the
further nerddom you got to.

Speaker 2 (04:56):
You got to sell with an integrity, yeah you have to
and um guy, uh, never split thedifference.
Chris voss, he talks about that.
He's like what I'm going toteach you is going to come with
some responsibility, like youneed to be responsible with what
I'm going to teach you, becauseyou can be dangerous.

Speaker 1 (05:10):
I like that.

Speaker 2 (05:10):
So it's 100 true, and you can use it in all areas of
your life, not just in yourbusiness, and you can get what
you want which is alwaysimportant if you need to keep
the doors open.

Speaker 1 (05:22):
I think this is like kind of leading into like the
mistakes, the pitfalls, thethings that we see people all
the time get stuck on when itcomes to pricing.

Speaker 2 (05:30):
And I think.

Speaker 1 (05:31):
For me, especially because we coach so many women,
the number one thing is you aregreatly undercharging, and for
the most part, this is becausewe don't actually sit down to
think about how much time andenergy we're putting into our
services, our courses, ourmembership, our offers, and so
one of the first things we dowhen we onboard clients is we

(05:53):
will send them an actualcalculator, a revenue calculator
.

Speaker 2 (05:57):
It breaks their brains.

Speaker 1 (05:58):
I want you to put all your offers into this thing
right.
It's going to spit out somecalculations on your time into
this thing.
Right, it's going to spit outsome calculations on your time,
but essentially just pulling outa piece of paper.
If you want to do this rightnow and start writing your
offers, like if you haveservices and you have multiple
packages, or if you havedifferent courses, or if you
have, um, let's say that you docoaching and consulting what are

(06:21):
your offers?
How much are you charging forthem right now?
And then how much time does ittake for you to actually deliver
on those offers?
I think most people are blownaway when they find out that
they're spending 14, 15, 20, 30hours rendering you know a
service that for 150 bucks Rightand so then you want to

(06:41):
calculate, based on that pricepoint, how many hours you know
you are actually investing intothat offer, and then make sure
you divide the hours that you'reworking to deliver that offer
by how much you're charging.
So, for example, if you'respending 10 hours and you're
charging a thousand dollars,that's one hundred dollars an
hour.

Speaker 2 (06:59):
Yeah, we never so, as , as founders of companies or
leaders of companies, whateveryou want to call yourself,
whatever vernacular works foryou, we never measure our time
no we don't, and we never put adollar association with it.
You know we're forced to dothat and I actually tell people
this you need to at some pointpay yourself an hourly rate,
100%, even if it's $4 an hourLike.

Speaker 1 (07:20):
Start paying yourself something we see people that
are five years in and they've,they have.
I'm not joking you.

Speaker 2 (07:31):
They have five thousand dollars in payroll and
they're not paying themselves.
They have literally equippedtheir.
They have five virtualassistants, yep, which I'm here
for it like get the help youneed, but, good riddance, like
you got to be paying yourselfsomething and so we don't treat
ourselves like an employee ofour own business.
Right, and you would never,would never, hire somebody as a
CEO of a company and be like oh,by the way, like you're doing
this for free and there's nevergoing to be a payoff.

(07:52):
You're just going to work fivetimes more than you did in the
job that I hired you from.
You're going to make nothing ornext to nothing, and yet you're
going to have to demand moreand more.
You're gonna work 90 hours aweek.
It's just totally unfair, andso a lot of our offers.
We don't know how to justifythe price until we've actually
justified the price to ourselves.
How are you going to justify theprice of somebody else if you
haven't done the math to figureout?

(08:12):
Hey, this offer, at the rateI'm charging, I'm literally
making minimum wage or less.
You'd be shocked, seriouslyyou'd be shocked how many people
they're like.
But I said I charged $500 forthis program.

Speaker 1 (08:21):
I was like nope.

Speaker 2 (08:22):
Yeah, and you deliver for six months, yep.

Speaker 1 (08:25):
What are you doing, and so?

Speaker 2 (08:26):
divide not only the time to market it, put it
together, deliver the service.
Some of it's a one-time thing.
You develop the product andthen it's over like a course or
whatever.
So you have to factor that init's R&D.
Put it as R&D.

Speaker 1 (08:37):
You still got to host it.
That kind of thing.

Speaker 2 (08:42):
The hustle work.
You're doing the podcast youshowed up on the webinar that
you hosted.
You've got to factor that stuffin for your justification of
your pricing.
Now, I'm not saying you pass iton to the consumer, but
definitely with the deliverables.
And so a lot of people aredelivering a six-month or let's
say, a five-week sprintaccelerator-type program where
it's a group coaching capacityand they're only charging 12.

(09:09):
They're like I'm charged 1200but when you break down the time
commitment you're really makinglike 20 an hour.

Speaker 1 (09:12):
You were making less than you were in a job and now
you work for a crazy person, akayou right, and if you can't
tell, we both have made thismistake in our businesses, you
know like from the movingcompany days I think that was
like the first one we're like no, we're gonna put everything
into the business and we'regoing to invest in the business,
and it's like I just calledfeed the beast.
Yeah, we just we, just never,we, just never got paid until
the beast stomped me to the curb.

(09:33):
Exactly, and so like we learnthis the hard way, but we also
see so many people like stayingtrapped in it and it sucks
because it's like you're expert,you're someone who can deliver
value, deliver results.
You should be chargingaccordingly, and there's a way
in which you can do that,because I think there's also an
argument, chris, for some peoplecome to us with the opposite

(09:53):
problem and this is very rare,but sometimes it happens,
especially with the dudes.
they come out with these figuresthat they're going to charge
when they've never worked withanyone they've never had a
single client before and they'relike like oh, I'm going to
charge people $10,000.
We're like hold up, wait aminute.
You have no proof, you have nolike framework, you haven't
solidified your process, youhaven't validated your market.

(10:15):
And there's also something tobe said about market.
You know resistance to pricing.
I think for us we've seen this acouple of times too, with
clients where just shiftingtheir market being like listen,
you have a great service, butyou're selling it to people who
can't afford it and therefore,you're killing yourself to

(10:35):
deliver on the expectation thatthey have, because, listen, I
don't know if you guys haveheard of this, and Chris and I
have been definitely witnessesof this but the people who
usually you charge the least tohave the most crazy expectations
.
It's ridiculous, right, thelower your price the lower
quality your client base isgoing to be.
That doesn't mean, though, thatyou just jump up to $10,000

(10:57):
having no experience.
You have to go through a pathof validating what you do and
being a true expert, and there'ssomething to be said about that
?

Speaker 2 (11:04):
Yeah, there's something that I'm working on.
It's called the mastery growthcurve.

Speaker 1 (11:07):
Oh, it's so good.
It's a nerd thing you have toshow them.
I'll show it to you guys.

Speaker 2 (11:11):
I'll do a video on it because it's so important,
because a lot of people, thereason they tell themselves they
can't charge what they're worthor what the market's charging,
is because of what Kim just saidthey what Kim just said?
They've never done it before.

Speaker 1 (11:21):
Right.

Speaker 2 (11:22):
And so they completely mitigate themselves
and their value.

Speaker 1 (11:25):
Or they've been doing it for like five years and
they're like I still need tolearn more.

Speaker 2 (11:28):
Yeah, because it's comparisonitis.
You're in the same industry assomeone else that's been doing
it for a lot longer than you,and so you're like I have no
business charging what they'recharging.
Now, a lot of the bros, thebrosefs, they come in and
they're like, oh well, thisperson's charging six grand a
month, so I'm going to chargefive, like they'll just go right
in underneath their price andI'm like, bro, you've never done
this before, like you'll belucky to get two, so anyway, so

(11:51):
there's definitely some thingsyou can do.
But that mastery growth curveit kind of tells you where you
are and kind of how to nicheyourself and position yourself
for each level of that growthcurve, and so that should help.
When I release that video, ifyou're in like a more coaching,
well, in any capacity actually,it'll be beneficial.
But not a physical product Ithink that's kind of
straightforward but more of likean expert, uh, there's gained

(12:12):
knowledge to be acquired in yourpursuits, uh, with what you do
in mastery.
Hence mastery growth curve, um,but yeah, so that should be
helpful as well to kind of helpyou justify where you are in
that evolutionary cycle.

Speaker 1 (12:24):
I think also like the third mistake.
We see a lot, so we talkedabout.
You know how a lot of peoplewill either do one or the other.
They're over charge, right rightfrom the gate or they will
undercharge perpetually.
But then we also see people whoI want to touch a little bit on
the previous one I mentioned,which is you just have a
mismatch between the market andyour offer and you want to make

(12:46):
sure that you are operating inthe magic zone where what you
bring to the table is somethingthat people value enough so that
you can charge and make a lotof money doing it.
And I think sometimes we livein La La Land, especially as
women.
I'm sorry girls, but we have tocall it out like we gotta be

(13:07):
honest about you know our attackthe bros attack the bow.
It's not an attack.
Use that word, I'm such a bro.

Speaker 2 (13:16):
It's not an attack, has to be so abrasive severe
violence.

Speaker 1 (13:21):
Yeah, it's not an attack, it's a call up.
It's a call up.
It it's a call up, it's beinglike listen, this is a problem.
Let's be better, because Ithink sometimes we just get so
caught up, really, you know, inthis cycle of trying to help
people who can't afford our help.

Speaker 2 (13:37):
Yeah.

Speaker 1 (13:37):
And that's a huge mistake.
That doesn't mean that youdon't get to help people who
can't afford your products orservices, but you have to
reframe your mindset because youdon't have a business, you have
a very expensive hobby and evenmaybe like a charity, and I
think sometimes our heart, likeour, our helper, and our heart
is always to like serve and helppeople, and I think, I think

(14:00):
you and I both have enneagram, Ithink it's threes uh, you're a
one, two, I'm a three, two.

Speaker 2 (14:04):
I alwaysrees You're a one, two, I'm a three, two.
I always get that confused.
Yeah, she's a one, two, I'm athree, two.
So we share the helper, so wecan get out of control.

Speaker 1 (14:09):
We will absolutely get each other riled up about
helping people, and the realityis first-.

Speaker 2 (14:16):
Save your syndrome.

Speaker 1 (14:17):
Exactly Not everyone who you want to help wants your
help.
Number one we want to helpwants your help number one and
number two not everyone whoneeds your help can afford your
help, yeah, and so one of thethings that I always try to
coach our girls on is likelisten, your content is still a
ministry you can help people,and we do have we do have guys
too.

(14:38):
Your content can help people forfree, and there's a lot like
this is how I think about it.
I've put out thousands ofcontent pieces in the last 10
years Crazy good advice, supervaluable stuff.
People can get results just bywatching our YouTube videos.
They don't have to come youknow and work with us right away
, unless they're trying to likeshortcut their their growth, and

(15:00):
so a lot of people can affordit Like I want to help them
through my content.
I don't want them in ourprograms.
Why those people complain themost.
They have the most crazyexpectations.
They turn into nightmareclients really quickly.
Why?
Because to them even just acouple hundred dollars is like
the world right.

Speaker 2 (15:18):
We were shocked by that.

Speaker 1 (15:21):
We want to work with people who can easily afford
your service or product.
So it's an easy yes.
Their expectations are notridiculous.
They don't expect you to have amagic wand and fix all of their
problems.
Um, and they have thedisposable cash to reinvest for
the long term.
Remember when people would yellat me for nine bucks for nine
bucks, like they'll come back.

Speaker 2 (15:38):
No legit guys.
They'll come back five yearslater after buying a nine dollar
product and like ream usbecause their access expired.
I paid $9 for that.
They don't even say $9.
I paid for this in 2019 and nowI don't have access.
This was a total scam.
It's like you paid nine wholedollars, like you spent that at
Starbucks this morning.

Speaker 1 (15:59):
I know there's people who leave us negative reviews
on the show, on this podcast.
Go look at them.

Speaker 2 (16:04):
They're in all caps.
So that's like the screamingversion of like.
When you're online andscreaming, you just be like bam.
When you know, when you engageall caps, you're ready to drop
some thunder.
You know what I mean?
Like here, I am thunder, yeahno, they're about to drop bombs
all over it.
That all caps button is likelocked and loaded baby.

Speaker 1 (16:25):
So ridiculous, so stupid.
It's freaking true.
Sorry, go ahead.

Speaker 2 (16:30):
I was going to say this, and this is in conjunction
with that.
We always say know your person,and what we mean by that is
know your ideal client avatar.
The reason, guys, is whenyou're actually trying, when you
know who you serve and you knowthe ways that you serve them
and you're in alignment withthose things, the conversation
about money is so much freakingeasier.

(16:51):
It's unbelievable.
Yeah, so that's not a cry tosay like just serve, so for us,
right, we don't necessarily workwith newbies, no, we don't.
The content part of it, thefree content, that's for the
noobs For sure.
Like dip your toe, figure itout, stay in the kiddie pool,
whatever you want to do, but thepeople that really pay us and
hire us, they're earners.
They're earners and learners,baby, they want it all and they

(17:14):
want it applied for themspecifically.
Because now to them, time ismore valuable than money,
because they're actually to apoint where that makes sense for
them yes, but a point wherethat makes sense for them.
Yes, but you have to know whereyou fit.
So we have a client recentlyshout out to Nikki, one of our
clients dietitian, and she saidI think I have permission to
share this.
I don't know why I wouldn't,but she was saying she's like
for the love.
Yeah, the people that aren'tall in, that's not their mindset

(17:37):
.
She's like I'll get on a calland, like I can't get them to
follow any of it, it's like didyou drink water?
No, I didn't drink water.
And it's like what?
Like I can't even get you todrink water Like human survival,
like literally your existenceis reliant upon you consuming
this liquid.
But I don't like it.
I you consuming this liquid,but I don't like it.

(18:01):
I don't like how it tastes, youknow so like there's no
meaningful progress.
The problem is is that ifyou're a rah-rah life coachee,
you want to help people getmotivated, you know whatever,
then great, you can do it.
Water's great, h2o right like,so that would be your game.
And then what you would do ishave a volume game, so you would
serve newbies that have thatneed that motivational thing
right and get a community of1,000 people paying $17 a month

(18:24):
and start a membership aroundthe water drinkers.
But the problem is for thisclient, nikki, she's a super
nerd.

Speaker 1 (18:33):
She is one of the best, I would say she's probably
the best dietitian I have evermet.
She talks about stuff that I'venever the best dietitian I have
ever, ever met.
She's incredible.

Speaker 2 (18:40):
She talks about stuff that I've never heard a
dietitian even think.
I don't even know if thedietitians and other dietitians
I know know how to pronounce thethings that she's talking about
.

Speaker 1 (18:46):
There's dietitians, and then there's like Nikki,
who's into all the science andresearch of biohacking.
She's incredible.

Speaker 2 (18:53):
She's talking about genotypes and stuff that things
that I nerd out about.
Like I'll read like medicaljournals in my spare time, like
a weirdo, but like I'll be likeNikki what do you think about
this?
And like she knows, like sheknows all the things and she's
basically grok for me, it's likehey Nikki, she's grok Ask ask
Nikki.
So you know that so for and sosometimes a lot of you.

(19:16):
You're trying to serve too manypeople.
Oh my gosh, you're trying to soit's called.
it's called a total address,home market.
So you're trying to addresseverybody Right and so everybody
said my earliest, earliestexposures to entrepreneurship.
They says the riches are in theniches.

Speaker 1 (19:31):
Right.

Speaker 2 (19:31):
And so, or if you've got niche, whatever, the riches
are in the niches, whatever youwant to say, but the riches are
in the niches, the reachies, thereachies Still make it work, oh
my God.
So if, if that alone, guys, ifyou're in alignment.
So I told Nikki, I'm likeyou're the pesky problem solver,
you're, and I would use that.

(20:04):
You're the person when theprodding and because we both
have had health because we bothhad health things that we've had
to deal with and we're seriousabout being our best and
sometimes we feel underservedbecause there's people that
don't understand how to solve areally, really deep problem that
only like a really serioushealth nerd will solve.
Now here's the kicker if nikkiputs out content because she's
like everybody health, a dietfor everybody then I'm not going

(20:25):
to resonate with her content,right I'm not going to be
excited for her because it's waytoo watered down and basic for
me and so.
But if she positions herself aslike when you can't solve the
problem, I'm the nerd geniusguru that helps you figure out
what that is and like boomimmediately I'll pay ten
thousand dollars.

Speaker 1 (20:42):
That's what I was gonna ask you.
How much money would you drop?

Speaker 2 (20:44):
I would pay her ten thousand dollars if I had when I
had my pesky problem.
Guys, it cost me over fiveyears and it was.
I had to be my own advocate andkim has had to do the same
thing.
Like that's opportunity for abusiness owner a whole for an
executive, for an entrepreneur,that opportunity costs, like I
said, time and money.
And so now, instead of sayinglike, hey, please buy my $19

(21:06):
recipe book because you'retrying to sell everybody, well,
guess what?
The person that you want towork with the me's of the world,
that will drop the $10,000,.
I'm not interested in yourstrawberry smoothie recipe.
What I'm interested in isfiguring out my X, y or Z
problem that no one has beenable to solve, that I'm willing
to spend $10,000 for.

Speaker 1 (21:23):
Come nerd out with me and tell me all about genotypes
and map out my whole genetic.
I don't know.

Speaker 2 (21:31):
Predispositions right , yeah.
So positioning, knowing whereyou fit in your market alone is
going to solve like half theproblems of pricing Right and
that's something that you.

Speaker 1 (21:40):
So you talked about two things that were really
important.
So when you know your pricingand you know your person, that
allows you to position yourmessage correctly.
So, we got to do the seven Psof marketing in the next episode
.

Speaker 2 (21:53):
Yeah, we'll do the seven Ps.

Speaker 1 (21:54):
But what we really want you to understand is that
you got to know your person.
If you don't know your personyour pricing is going to have a
mismatch.
If you're not clear now, here'sthe thing.
Do you remember?
I will never forget.
Um we came, so we had this withthis client.
Um, they were in our, in ourmembership the business lounge.
And um we flew out to austinfor a different event.

(22:17):
We didn't live here yet andthey were like absolutely.

Speaker 2 (22:21):
TBL Academy.
Now, by the way, tbl Academy,the business lounge, is a
company.
Now, guys, Now it's a company.
If you didn't know that, we dida whole sign about it.

Speaker 1 (22:28):
I'm pointing Uh-oh, the business lounge is a company
, uh-oh.

Speaker 2 (22:31):
We have Academy, which is the membership.

Speaker 1 (22:33):
Oh he coaching and one-on-one coaching.

Speaker 2 (22:35):
I just want everybody to be known Soft pitch.
No, that's just a littlecommercial break.
Okay, back to the clients inAustin.

Speaker 1 (22:45):
Okay.
So anyway, we met up with them.
They were just reallystruggling.
I remember they were likelisten, we're sleeping in like
friends' couches right now.

Speaker 2 (22:57):
That's how bad the situation was.

Speaker 1 (22:57):
They had a social media agency at the time and I
was like, hey, so tell me whatyou're doing.
Um, and so they were like, look, we're offering this service,
this service, this service, thisservice.
Um, I was like, okay, cool,that's a lot Like they were
actually showing up live forevents for their clients.
They were filming all thecontent.
It's like how much are youcharging?

(23:23):
And they're like three to $500a month.
I was like, wait, what A month.
It's like listen, you have amajor niche disconnect between
your offer and what kind ofperson is willing to pay for
that, and so I remember beinglike you have the wrong audience
.
You're targeting restaurantowners, small businesses that
have just gotten like opened andyou know they're getting
started their startups.
They don't have the actualdisposable cash, the cash flow,

(23:45):
to invest in an agency.
You need to go to establishedbusinesses like you know
surgeons or attorneys or cardealerships.
I I just rattled off a bunch ofdifferent potential niches yeah
and they were like okay, we gotit.
They made the change.
Within four weeks they weremaking six figures in that

(24:05):
business, just because, likethey were charging ten thousand
dollars yeah, they were superenergetic super excited.
They both got apartments.
Like things turned aroundbecause they did one thing they
both got.

Speaker 2 (24:15):
they got a place, they got a home, they got a home
.

Speaker 1 (24:17):
Yes, they got a home, important, important.
So it just goes to show youlike one small tweak can make
all the difference when it comesto pricing.

Speaker 2 (24:26):
Yeah, pricing and positioning 100%.
And keep in mind, guys, so weknow this.
So if you're at a point now andyou're like, oh my gosh, I've
been undercharging for a longtime, one, please note, it can
change fast.

Speaker 1 (24:37):
It can.

Speaker 2 (24:38):
Two, and this is the name of the game, and I think
this is something that I've justmaybe as men, I think we do
this more just, instinctively,but we leverage, it's true, we
leverage.
And so, whatever your situationis now, let's say you're like,
oh my gosh, I've worked withlike 100 people that have only

(25:01):
paid me 200 bucks a off blah.
Um, get, go get case studiesright.
Or rather, go get testimonialsand then build case studies
around those right, because whatwe want to do is we want to
leverage every opportunity thatwe can.

Speaker 1 (25:06):
So you're talking about the other p, which is
proof.
Proof.

Speaker 2 (25:09):
I love that so yeah, so if you're gonna go pitch
somebody new like the cardealership, and you're like, hey
, kim and chris said position,person pricing, pricing 10 grand
.
And they're're like, well, whois you Right?
And then you're like, well, I'mnobody Like, but I should, but
I'm worth it.
Kim and Chris said I'm worth it.

Speaker 1 (25:27):
Kim and Chris said Kim and Chris said.
It's like no y'all, that's nothow it works, and Nikki did this
, so don't do that.

Speaker 2 (25:34):
Something that we do that's really smart is we want
to find out.
What are we selling at everylevel?
Yeah Right.
So what do I need?
What can I leverage at whereI'm at right now to build the
thing?
I need to go sell the thingthat I want.

Speaker 1 (25:46):
Absolutely.

Speaker 2 (25:46):
And I did this on LinkedIn.
I remember telling Kim like 15years ago, maybe like 13 years
ago, it doesn't matter.

Speaker 1 (25:53):
We've only known each other for 14 years.

Speaker 2 (25:54):
Yeah, well in my dreams before I met Kim, because
she was in my dreams always, ohhoney.
So I remember I was justconnecting with people on
LinkedIn.
She was like what are you doing?
You don't even use LinkedIn.
I was like I don't know, butone day it's going to pay off.
I'm just constantly leveragingconnections or relationships or
exposures to things and then itturned into me getting an insane

(26:17):
lineup on my podcast and it wasall inroads through linkedin
connections that I had made.
I met damon johns, like now hisright hand man.
At the time he was like I don'tknow, he wasn't an intern but he
but I connected with him and hewas like in the shark branding
type, you know and you stayed intouch for years and I stayed in
touch with him and then later Ihad an ask and he's like oh,
yeah, dude, like oh, because myshow was trending when I first

(26:37):
started, was trending on a newand noteworthy, and then I was
like leverage, and soimmediately I went nuts.
I'm like I've got eight weeksbecause I heard like eight weeks
is like the new and noteworthytime frame, right, and so I was
like cool, like if I get thisperson, then I can leverage that
to get this person and then Ican leverage that to get this
person.
And sometimes it was like amulti leverage situation.
So I like create roads to TonyRobbins and then who are the
people that know Tony that Ihave direct access to, that

(26:59):
could get me to Tony eventually.
Sometimes it was years ofbuilding to these people, right,
but the bottom line is this isthat I leverage new and
noteworthy, I leverage aplatform to make a connection,
then I leverage whatever to gofrom Damon to Barbara Corcoran
to Grant Cardone, to all theseguys that I've had.
All these people, these amazingpeople, guys and girls that I've
had on my podcast, and allthese guys that I've had, all
these people, these amazingpeople, guys and girls that I've
had on my podcast and that'sjust one example about leverage.

(27:19):
So always be thinking about um,what's the current situation?
I have that I can leverage, soif you've got an in with
somebody and that's anopportunity for you to make
money, because if you're notmaking money, it's a hobby, like
Kim said.
So how do you use that as anopportunity, even at a muddy
boots or a founding member rate,which is a discounted rate, to
get some proof, to learn theropes, to hone your skills, to

(27:40):
then take those case studies andbe like I need 10 case studies,
okay, I'm going to charge avery deeply discounted price.
I'm going to charge $300 amonth, I want to charge $1,000.

Speaker 1 (27:48):
That's my eventual goal.

Speaker 2 (27:50):
Perfect, the first 10 seats.
It's a 70% off discount.
Founding member or muddy bootsrate Boom, close those out.
You know you're giving themsomething of insane value, but
it comes with strings attached.
You want to do follow-ups, youwant testimonials, you want to
use them as a case study?
Right, Boomski, and then youhave the ability to say Boomski.
And then you have the abilityapparently I'm Russian, you have

(28:12):
the ability to then go takethat to somebody that you do
want to charge $ials.
So people kind of did you afavor, but you also did them a
favor with the discount.
So we see people do that allthe time to kind of get their
feet wet, so to speak.

Speaker 1 (28:24):
Yeah, we always talk about the competency confidence
loop, and that's super important.
I think, like the morecompetent you become, the more
confident you feel.

Speaker 2 (28:34):
And so sometimes-.

Speaker 1 (28:35):
And the more momentum you get, the more motivated you
feel sometimes you just need towork with a couple people for
free and that's what we did, youknow, when we first started on
both of our businesses.
When I first started the agency, I just started working with
chris like he gave me theopportunity was like run with
marketing.
I had no idea what I was doing.
I was in school for dietetics,no one had taught me marketing
and so I just started goingthrough webinars and listening

(28:56):
to podcasts and trying toimplement everything that I was
learning and eventually Istarted buying courses and like
current kind of learning that.
But I leveraged that portfoliointo having an internship and
then I started working.
This was a paid opportunity,but if you can get paid to learn
, that's even better.
Some people, some of you guys,are like trying to enter a whole
new industry or like pivotingyour business and you don't have

(29:20):
the humility to say I don'tknow what I am doing.
I need to learn from someonewho actually does go shadow
people, go like volunteersomewhere, like just say hey,
like I would like to work withyou on the weekends and figure
out like what you do.
A lot of times I think we'rejust so in our heads about
perception and I think the priceof becoming an expert is

(29:40):
actually starting from thebottom sometimes.
So I worked with people forfree.
I took on clients for a lotless Like.
My first client was like $80 amonth.
It was our gallery and I wasmanaging their entire Pinterest
account for $80.
I was like I'm gonna go crazy,why did I do that?
But I learned a ton and then Ileveraged that into a portfolio

(30:01):
where I could charge more and Ithink sometimes we think that we
stop becoming, um, you knowpeople who who learn new things
because we reach a certain level.
Chris, you and I, every time werelease an offer, even after all
these years of doing onlinebusiness and different
businesses and differentindustries, we still will
discount something new and belike guys, we're starting this

(30:23):
new program.
Do you want to be like our betafounding members?
You're going to get an amazingdeal and then we get to test our
strategy.
Then we get testimonials and weleverage that into an actual
product and sometimes, guesswhat?
The offer or the productdoesn't work out.
We're like, ah, we're going toscrap this and do something
different, but we've learned andthat really makes a difference.
I think you have to be willingto actually leverage things in

(30:44):
your life that sometimes,because you don't have the
expertise, you're going to haveto leverage your time and put a
little sweat equity into it.

Speaker 2 (30:52):
Yep, it's funny because they feel like they're
getting such a good deal andthey are, but they're also
paying us three and a half timesmore than they used to.

Speaker 1 (30:58):
A hundred percent, and sometimes you're.
Oh, are you saying that we'retaking advantage of people?

Speaker 2 (31:01):
I'm saying when you do the things right and you
deliver the service and youdevelop the expertise, people
will start paying you three anda half times more and still
think that they're getting adeal.

Speaker 1 (31:08):
I still think you're undercharging.

Speaker 2 (31:22):
Cause when you use the selling mechanisms, they
sometimes realize, like, wait aminute, I am paying three and a
half times more for somethingdifferent.
It's totally different incapacity, but we definitely
anchor the price stack bonusesand it makes it an absolute
no-brainer, specifically whenyou deliver on what you promise
you're going to deliver on.

Speaker 1 (31:31):
So let's talk about that practical aspect.
Let's get to the practicalapplication of it, because I
think we see this all the time,chris.
Let's start off with likepackages, how people especially
because we have a lot of serviceproviders how people make
mistakes with positioning theirpackages and we did this at the
beginning when I had my agency.
But we'll see like three plansright, and they'll be like
$1,000, $2,000, and $3,000.

(31:53):
And the pricing psychology forsomething like that is
completely off, because none ofthe packages seem attractive,
they're all kind of like bland,and for me at least, I know
we're always talking about priceanchoring and why it's so
important that you figure outwhich package is going to serve
the majority of people.

(32:13):
It's going to get the best valuefor people, and then how can
you price it to where it looksmost attractive?
So we see a lot of softwarecompanies, for example.
They do this.
They have, like you know, thebest value package and it's
usually in the middle Um, and sothey discount that the heaviest
um and they feature it in a waythat's more attractive.

(32:34):
I think sometimes people do notunderstand the psychology of
price anchoring and so they'lljust kind of assign random
prices to their packages andthere's no, there's nothing
special about the way theypresent it.

Speaker 2 (32:49):
I think you have to figure out which is the one that
is your, your most profitable.
A hundred percent, that's whereyou start, what do you want?
What is the thing you reallywant to sell, and then build
around that.
So Kim and I just got back.
We went on a cruise for our10-year anniversary and we did
the.
She made it.
We did the dolphin, the swimwith the dolphin stuff in Mexico

(33:09):
, right, which was awesome and Ihighly recommend.
But what's crazy is that one.
So we bought the experiencefirst, which was like 100 bucks
89 bucks I think, because theswim with the dolphins thing was
like 200 or 220 dollars.
So they're capitalizing on theonset of people that like, I
don't care, I want to do thedolphin thing, I want to swim
with the dolphin, I'll pay 220dollars, don't care.

(33:30):
And there's people like us thatare like do I really want to
spend 220 dollars just to swimwith a dolphin?
I'll do the experience, whichis 89 bucks, right, so still
it's.
It's still a lot of money justto be in there and be like, yay,
dolphin.
But so we were like, let's dothat, that sounds awesome, right
, so something that I want.
They anchored it like a reallyhigh price for those that don't
care, this is what I want to do.
And then a lower price.
It was under 100 bucks andagain usually gonna look

(33:52):
different.
It's case by case, but I'm justgiving you an example, right?
So 89 bucks.
Well, guess what they did?
We're in the line and the guywas looking at people and I
could tell, unless there waspeople with little kids that
wanted to, probably wanted to dothe swim thing, you know, not
just because kids they're, youknow, they don't get dragged by
a dolphin in the water whenthey're seven.

Speaker 1 (34:07):
That's kind of scary so, yeah, a dolphin that's like
300 pounds yeah, literally, andthe kids, I mean, they're moving
the dolphins are moving.
It was awesome, yeah, it wasreally cool, but anyway.

Speaker 2 (34:19):
So we're in the line and the guy's like hey, like you
know, do you guys want to?
For like 30 bucks extra perperson?
Do you want to, like you're?
Gonna get six extra exercisesfor 30 bucks he was hustling the
, I mean he really did a goodjob.
Like he really did a good job,I'm like that's a no-brainer.
So now we went from 89 a personto, let's call it, 120 for easy
math, 120 per person, right.
So they've already upsold us.

(34:40):
Now other people are findingout they pay the 220, that we
only paid an extra 30 bucks eachand that really pissed them off
.
So be careful with some of thatstuff because, they're hearing
the conversation we're having.
We're all in line I would notdo that no, so so be careful
about how you do that.

Speaker 1 (34:53):
But sometimes you'll get people into the lower tier
and then but the example is tosend them right, the example's
still good, so, anyway.

Speaker 2 (35:00):
So we do the thing we swim with the dolphins.
Everybody's excited.
They took a billion pictures.
Well, then they bring you tothese kiosks and they literally
select all of your pictures andthere were 53 pictures that they
took of us doing all the posesand swims and all the things
with the dolphins, right betweenthe two of us.
And then they show you a chartof what it costs, right?
And so what they want you to dois they want you to just buy
all 53.

(35:20):
That's what they want you to doand that's why they gave you
the whole list of them.
And you go through and you pickwhat you want.
Well, the pricing and thepsychology of the pricing is so
crazy.
You would think people wouldjust walk away and throw their
hands up, but that's not whathappens.
For one picture, it's $28.
$8 per like.
So if I got one and Kim got one, right, we've all, we've

(35:41):
basically already spent 60 bucks.
Easy math.
Let's call it 60 bucks, right?
Or buy the whole thing for 130.
I mean, you get 53 for 130, oryou get two for 60.
Right.
And then if you do three, Ithink it's like 95.
Right, like.
It makes absolutely no sense tonot just go ahead and buy, so
going into it after you havethis incredible experience.
Now did they ascend you afterdown, selling you on the dolphin

(36:03):
experience versus the swim withthe dolphins, which was
brilliant, but then they'regoing to sell you something
because now you have thisincredible experience, like I
have to show these pictures.
I swam with a dolphin right,like literal, a huge, like an
actual, real dolphin.
Uh, so I'm gonna buy thepictures and some people maybe
take the $28.
But guess what?
They just made $28 freakingdollars off of a digital picture
.
You download it on your phone.
It's not even a physicalpicture, but it's, so it's

(36:26):
anchored as such and they do itand they present it in such a
way that we spent the $130 andwe're like it's a no brainer.
In what world would you everthink that buying a hundred or
53 pick digital downloadpictures for $130 is a good deal
?
But you, you get them likebecause the psychology is so
strong and how they positioneverything in the timing that

(36:46):
they present the offer theypresent to you.
You go from oh, my gosh, theaudacity, to oh, this is a great
right, and I love that becauseit's a psychological principle.
Yeah.

Speaker 1 (37:00):
I was like pulling up some of these kind of stats,
and this particular article saysthat the cognitive bias behind
price anchoring is so powerfulbecause individuals start
relying heavily on the firstpiece of information, aka the
anchor.
In that case it was like the$28.
They showed us, one picture is$28, right, and so we were

(37:21):
already associating the value ofthe one picture to the price.
And so when they actually toldus later on, oh, you can get all
of them for 130 bucks, we'relike well, that makes too much
sense because they actually helpeducate us on the value of one
photo.
If they would have just pricedeach photo at $5,.
We'd be like, oh well, let'spick our best five.

(37:43):
That makes a lot more sense,but we ended up buying it
because it made sense how theypositioned the actual pricing.
Now it says this is reallyimportant to kind of know.
It also says that not just thefirst piece of information
becomes the anchor, but it alsoinforms how they make decisions
from that point on.
For example, if a high initialprice is presented, subsequent

(38:06):
prices are perceived relative tothat anchor influencing
purchasing behavior, and so youcould do this.
I don't want you to only think,well, you got to start with a
low price.

Speaker 2 (38:16):
or high price.

Speaker 1 (38:17):
It's not about low versus high.
It's about the relative valuethat something has.
So, for example, in some of oursales presentations, when we
talk about our pricing, we'lltalk about the value and what we
charge our highest payingclients first, so people can
anchor and understand.
They got to be educated on howour business works, what our

(38:38):
time is actually worth.
If you don't educate people onthe value that you're presenting
, they're coming out, you know,with no preconceived notions of
what you do and they have noidea.
So in the case of the clientthat you were talking about
before, when he was trying toincrease his prices, one of the
things that you helped him do iseducate people on why he

(38:59):
charges what he charges.
So then when he talks about hisprice being higher, they
understand oh shoot, he workswith no athletes, for example
yeah she works like Nikki, forexample.
She works with busy executivesand she charges tens of
thousands of dollars to workwith those people so they have
an understanding of who you areand what it is that you offer.

Speaker 2 (39:21):
Yep, no, a hundred percent.
That the how you start, guys.
If you go straight, I'm tellingyou right now, I've done
pitches and I've done a millionthings like this.
But if you go straight to yourprice, you're people are going
to be like it's too expensiveand you're going to believe that
.
And then guess what happens?
You start pushing your pricedown and it's never enough.
It had nothing to do with theprice not being appropriate or

(39:42):
being too expensive.
There's guys in Mexico hustling$130 pictures, digital download
pictures to swim with dolphins.
You can do this right, but it'sa matter of how you're framing.
It's all about framing and youcan build your credentials.
You can actually even usecompetitors Like we would do
that a lot right.
So when we ran, our firstbusiness was a moving company if
you're not familiar with ourstory and I would use the

(40:04):
nationwide van company, the vanlines, because they're not
touching your job for less than$20,000.
They do the big monster moves.
And so we would say we don'tcharge $20,000 because we're not
a national van line.
In fact, we don't even charge afraction of that.
We actually charge that.
And then you have to validatewhy.
How do you get away with that?
Because otherwise it seems toogood to be true.

(40:24):
And so well, we have a hybridapproach, so we actually you can
rent the U-Haul and we justprovide the labor and we show up
and we meet you where you're atand we can be more.
We don't have all this fixedoverhead that they have where
they're requiring these bignationwide moves and these large
insurance policies, and sowe're able to be more malleable
with meeting you with whereyou're at and accommodate your

(40:45):
move, because we're built to dothat kind of thing, a hundred
percent.
And then when they hear a price,when I anchor it now you're
thinking $20,000, right Now,when I tell you that it wasn't
$20,000, it wasn't even half ofthat and we can actually
accommodate a move that fitstheir needs.
We can actually move an entirefour to five bedroom home,
multiple stairs, across town.
We do everything, we'll evendrive the van for you and in
fact it's only going to cost youright under 700 for the entire

(41:07):
thing, which actually, if youdid it on your own, you're
probably going to spend at least400 just in supplies and boxes
to begin with.
So you're really paying 300 forthe labor and they're like oh
done, deal right, so they don'trealize that I just sold them a
$700 move where I'm going tomake a ton of money off of it.
They don't know that, right,but I've walked it down and I've
anchored it and I've justifiedit and I've built it in, and
then we'll even say bonuses andguess what?

(41:28):
We actually can sell youbonuses or say bonuses, sell you
boxes that are lightly used andyou'll pay a fraction of what
you pay if you got them atu-haul or walmart or wherever
you got home depot, wherever yougot them right.

Speaker 1 (41:39):
So I love the price justification aspect of it
because it's just educatingpeople.
It's like, hey, this is how wenormally operate, this is what
our competitors charge this ishow much it would cost you to do
it on your own.
Here's our price point.
Now you've set the table andyou actually have a presentation
that makes logical sense.
Because, remember, we purchaseeverybody, human behavior, we

(42:01):
purchase based on emotion and wejustify with logic, right.
So you need to give both anemotional and a logical argument
.
Now for people who are, you know, kind of going back to the
packages, one last thing Iwanted to say.
Before we kind of talk aboutbuilding value, stacking bonuses
and all that good stuff, whenyou are trying to position your

(42:23):
packages, to summarize, makesure that you price the package
next to the one that you want tosell appropriately, just as in
the example that you shared.
So, going back to our previousexample, where we have like
$1,000, $2,000 and $3,000.
Example where we have like athousand dollars, $2,000 and
$3,000.
If you want to sell the middlepackage because it's the best
value for your clients, you'regoing to really over deliver for

(42:44):
them and it's going to make alot more sense, profitability
wise, for your business Thenwhat you do is, essentially, the
price gap between the middlepackage and the top package
needs to be substantial, right.
Because you're pointing peopleto that middle package, and then
the middle package and the toppackage needs to be substantial,
right, because you're pointingpeople to that middle package,
and then the little packageneeds to also be closer to the

(43:05):
middle one.
So, for example, I will pricemy first package at like $900.
The second package I will priceat like, let's say, $1,200 or
$1,100.
And then my third package Iwill price at 5,000, so that
it's very obvious, right, thatthe best deal is the middle one,
because they're getting so muchmore than the little package,

(43:28):
but the price is like $300difference exactly, it's only
$300 difference but, thedifference between the, the big
package is it's just yeah, waytoo much you want.

Speaker 2 (43:36):
You want to get them thinking about the decision
between which offer they'regoing to go with, rather than
whether they're going to buy ornot.

Speaker 1 (43:42):
And even ideally, chris, I would present two
instead of three, wouldn't you?

Speaker 2 (43:46):
Yeah, you can present two instead of three.
It just depends on what you'reselling, yes, but sometimes we
over.

Speaker 1 (43:52):
For service providers it's too much of a decision
fatigue.
And you don't want people tohave to exert so many calories.

Speaker 2 (43:59):
Making a decision yeah, so we'll have this happen
a lot, where people I, I've beenlovingly clung at this brain,
brain method, uh but they thinklike, well, I don't know, people
might want everything, andagain this comes back to knowing
your person, what we startedwith, um, and so they just put a
list of services and they'vegot 17 services that they render
and all these, well, I can dothis and I can do this and I can
do this, and nobody knows whatthe hell you do for one.

(44:19):
But then, on top of that, youhave no ability.
It's fatigue, it's decisionfatigue.
They don't know which one tobuy.
And so, yeah, sure, there'snuance and there's things that
they have to like.
I have questions about this.
Do you do this, do you dothis-on menu and things you can
do?
Right, but, I think, yeah,depending on what you're selling

(44:40):
, it's typically going to be twooptions.
Uh, and even if you're sellinga physical product, you could
have just the item, or the itemplus the complimentary item,
like the spaghetti to themeatball, and you get both for
this Right and they I talkedabout.
Billy Mays, you know, but wait,there's more more.
All the infomercial stuff fromback in the day in our group
coaching session yesterday, andif you look at what they did and
how they sold those products,there is always something where

(45:03):
like, oh, but for right now, ifyou call the number on your
screen, you can get three forthe price of one right bundle
the bundle right, so the bun orit comes with a
value pack.
It comes with the other thing,so not only does it plug the
leak, but also it, you know,evaporates the water out of the
tank or whatever.
You know what I mean.
Like whatever it comes with it.
And so you then start havingthem psychologically make

(45:23):
decisions about whether theywant the one thing or the both
things, and now they're not eventhinking anymore about whether
they're going to buy or not.
They're like but that's toogood of a deal and that puts
them over the top.
And so we often talk aboutbonuses with like hey, we'll
actually even give you the boxesbecause they're lightly used
and you don't have to go buyyour own.
We'll include that in the movecost.
So right now, for example, um,our group coaching, the bonuses

(45:46):
are so juicy that they'reactually buying because of the
bonuses, and that's like I thinkmost of our offers most, most
of them but?

Speaker 1 (45:55):
but I think, like most people buy for the bonuses,
most people are buying, buyingfor the bonuses, especially in
the online space.

Speaker 2 (45:59):
The bonuses make it the absolute no-brainer.
Yes, and they slam, dunk it andthen the offer is like, oh, but
I'm getting it.
But also the bonuses are whatthey really get excited about.
In a lot of cases we could do awhole episode on bonuses alone.
I know we could, we should andcould.

Speaker 1 (46:13):
Because so, oh my gosh, I have to add more things.
It's like no you can pullsomething that is valuable from
your core service, your coreoffer.
Position it as a bonus, becausemost of the time it is, and
stop putting so much into yourcore offer that you're like
dying with the delivery processit usually is going to be an
objection.

Speaker 2 (46:32):
So let's say you have three major objections.
You hear from people about whythey don't buy your product.
Counter those objections with abonus, like if they're not tech
savvy, for example, and youhave a program that they require
some tech savviness.
Like make it a tech call thatyou're going to give them.
Or you have pre-designedtemplates that they can just
upload and use.
Like make it easy.
Remove those objections thatyou know you're going to have

(46:52):
because you've had theseconversations.

Speaker 1 (46:53):
Yeah, or like if you're a I don't know a web
designer and you have a hardtime getting people to give you
updated photos.
Partner with a photographer,pay for like a $50 or $100
photography session.
Nothing crazy, just someheadshots.

Speaker 2 (47:07):
And you pay for it.

Speaker 1 (47:08):
And that's perceived value.
That's so much more, and socollaborations are great ways of
doing.
Bonuses too.

Speaker 2 (47:14):
So it's interesting you say that because the
perception of value according toa study by Journal of Marketing
, price anchoring can increasesales by up to 15%.
So just the perception of valuealone presents prices in a more
attractive way.

Speaker 1 (47:25):
And if you check out what Robert.
Cialdini said I love this.
He says implementing.
He doesn't say thisspecifically, but he's talked
about how implementing pricinganchoring strategies can lead to
20% increase in sales.
Pricing anchoring strategiescan lead to 20% increase in
sales, and so just by followingsome of these principles, you
could boost up your sales by 30%, 35%, maybe even more.

Speaker 2 (47:47):
I know for us it's made a huge difference, too,
when we learn these principles.

Speaker 1 (47:50):
So, yael, I hope that you found this episode helpful.
Should we land the plane now?

Speaker 2 (47:53):
Land it.
Land the plane I think wecovered everything we wanted to
cover.

Speaker 1 (47:58):
Yeah, we covered a lot of things, so let us know in
the comments what questions doyou have about pricing?
What questions do you haveabout products?
We'd love to do a Q and a andkind of answer some of those
questions for you we also have.
Are we doing marketingmakeovers?

Speaker 2 (48:12):
We could do marketing .
Yeah, If you want to.
If you want to, where do youwant me to put those?
Where do you want me to putthose?

Speaker 1 (48:17):
Oh, we'll put a form underneath the video.

Speaker 2 (48:18):
All right, we're going to put a form.

Speaker 1 (48:19):
And you can enter with your conundrum, whether
it's with your business or yourcontent.
And we'd love to give yourbusiness a little bit of a glow
up, a marketing glow up, yeah,guys if you are ready to take
next steps.

Speaker 2 (48:32):
You're like I'm all in.

Speaker 1 (48:44):
I'm ready, ready, let's go fast, let's do it.
Let's like personalized advice.

Speaker 2 (48:45):
There's what like an 866 return on investment in
coaching.
I love that.
It's a ridiculous, likeridiculous study and we've seen
that to be true in our ownbusiness.
No, it's the number one thing.
It's the number one thing,people think we're nuts.

Speaker 1 (48:49):
We spend crazy amount crazy, like stupid money.

Speaker 2 (48:51):
I remember a friend of mine.
I told him uh, he was like whydon't you go like use, I think?
I think I was trying to figureout where to spend $50,000 at
the end of the year because wewere going to get blown away
with taxes.
And I'm like I need to dump$50,000 of tax exposure.
And he's like dude, buy a Tesla.
I was like no, I think I'mgoing to go pay Ryan Levesque
for one-on-one coaching.
He's like what?
He's like $50,000?
.
I'm like, yeah, but it's a fullday and Levesque.

(49:16):
And then we 10x that yeah we 10xthat We've never not gotten a
return on investment.
Yeah, so definitely somethingthat if you're interested and
you're looking for that and youknow you want to improve your
sales or you're getting thatobjection a lot, this is what we
do all day, every day, guys.
We help people all the time todo it, so we'll always include
that in every episode.
We'll include that it's anapplication for coaching.

(49:36):
It doesn't mean we're going tosay yes to everybody.

Speaker 1 (49:38):
We're going to tell you we're honest yeah, if you're
not ready for it, we'll be likelisten, you need to go through
watching the free stuff.
Go through the free stuff.
Yeah, for sure, um, but we loveyou.
Thank you so much for beinghere with us.
The application is going to bein the description box below.
We will see you in the next oneand, hey, there's also going to
be a video right herehandpicked for you.
For what?
Where to go next?

(49:59):
So we're gonna handpick one ofthe episodes for you.
Make sure that you keepwatching um the podcast, because
we're gonna keep bringing youawesome topics that you probably
don't hear a lot about um inthe online space, so we're
pumped about that.
And then there's there's someinteresting uh state of the
creator economy reports comingout that we're going to unpack.

Speaker 2 (50:22):
Do you have to dress formal for the state of the
economy presentation?

Speaker 1 (50:26):
No, I mean, it's the creator space.
Come on we got to show up likewe do.
But, that's going to be fun.
There's really interestingstuff happening right now behind
the scenes, so you want to makesure that you're staying up to
date on that, so subscribe,leave us a comment.
We love you and we'll see youin the next episode bye for now.
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