June 16, 2025 • 38 mins
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Host: Brandon Welch
Co-Host: Caleb Agee
Executive Producer: Carter Breaux
Audio/Video Producer: Nate the Camera Guy
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
When you start to stand for something bigger than
you.
That is way unreasonable.
That has gravity.
Big things have gravity andthey attract other things to
them and they revolve aroundthem, and that is exactly what
big brands do.
Welcome to the Maven MarketingPodcast.
Today is Maven Monday.
(00:21):
I'm your host, brandon Welch,and I'm joined by Caleb Ron
Burgundy Agee.
Speaker 3 (00:25):
I don't know if I want to be associated with Ron
Burgundy.
Speaker 1 (00:28):
What you should know behind the scenes.
Maybe I don't know, if we hitlike 50 Mastermind subscribers,
we'll post us doing this orsomething.
But, we pull a little Anchormanaround here before the ah, you
know the.
Everybody come see how good Ilook, you know yeah.
Speaker 3 (00:43):
You know, everybody come see how good I look.
You know, yeah, the wholeAnchorman opening scene, the
opening scene where he's like Ilook good Ow now brown cow.
Speaker 1 (00:49):
You know all that so if you know.
Speaker 3 (00:51):
you know the arsonist had oddly shaped feet.
Speaker 1 (00:54):
I was with a good friend of mine last night at a
very nice restaurant and wewalked in without a reservation
and he said I don't know if youknow this, but I'm kind of a big
deal there was like threehostess girls and they probably
were I don't know 18, 19 yearsold and they had no idea what he
was talking about.
(01:14):
That was an anchorman and theythought he was being serious and
it was like he would get theeye roll and he's like, oh, you
don't know about anchorman.
Speaker 3 (01:21):
And you looked it up and it came out before they were
born.
Speaker 2 (01:25):
Yeah, I don't think they were born when it came out.
Come on, yeah, come on folks.
Speaker 1 (01:30):
So what kind of world is this right?
So watch Anchorman and afteryou do that, come back to the
podcast, because we're going totalk about how to raise your
prices and get away with it.
Happily.
People wanting to give you moremoney, happily giving you more
money, and you're going.
That's preposterous.
Nobody feels good about givingyou more money, and we're going
(01:53):
to not only prove to you whythat is not the case.
You can actually make themenjoy spending more with you.
We're going to give you somereal case studies of customers
that we've helped do that, andthen some national brands, and
then give you a few principlesto walk away with.
And how could this episode beany less on mission?
(02:15):
Yeah.
Any more on mission.
Sorry, that's more becausewe're sorry long day.
More on mission.
This is an on mission episodeyes, we remixed that and because
, as you may or may not know,this is the place where we help
you eliminate waste inadvertising, grow your business
(02:36):
and achieve the big dream.
And all of those things have todo with getting more resources.
To be able to give moreresources.
Speaker 3 (02:47):
We were talking about a keyword that may be behind
the curtain a little bit, butthat's a way about talking about
money without talking aboutmoney a little bit.
Speaker 1 (02:56):
You don't have to pay us more, just be like.
That's going to require moreresources.
Speaker 3 (03:01):
You do have to talk about the price later on, Ben
Franks.
Speaker 1 (03:03):
Alexander Jackson's.
Alexander Hamilton, andrewJackson some more resources.
You do have to talk about theprice later on.
Ben ben franks.
Alexander jackson's no wait,alexander hamilton.
Andrew jackson I was like longday folks.
Alexander jackson, caleb, givehim a little teaser, all right.
Speaker 3 (03:15):
So we're going to talk about how you can charge
more for what you do.
Um, you don't need fancierfeatures, you don't need better
targeting, you don't need allthese.
You don't need to educate thepublic.
We talked about that last week.
You really need to stand forsomething, and that is the key.
That, in its essence that's thebottom line today is, if you
want to be able to charge morethan your competitors, or charge
(03:37):
more than the going rate forwhatever you sell, you have to
stand for something, and thennot only that, people have to
believe that you stand forsomething, and then not only
that, people have to believethat you stand for something.
Speaker 1 (03:46):
Yeah, beliefs equal bucks, and that's not why you
should have strong beliefs.
But you actually, if you're anentrepreneur, if you've started
something, if you're doingsomething in your market a
certain way, you have a strongset of beliefs.
Whether you've ever looked atit like that or anybody's ever
helped you realize that before.
It's true.
(04:07):
So people don't pay more forstuff.
They pay more for meaning, andmeaning like this whole human
experience of like, when we feelalive, when we feel, I guess,
collaborative, when we feelloved, when we feel safe, when
we feel like ourselves, it'sbecause we are bonding with
(04:29):
other people that somehow rollthe way that we roll, and that
is easily accessed when you canshare and talk about your
beliefs.
And so when Caleb started, hesaid we don't need more features
, we don't need more targetingfor the right person.
It's not about finding peoplewho want to pay more.
It's about making everybodyaware of how deep and special
(04:52):
you are for the reasons that youstarted your business in the
first place.
Speaker 3 (04:57):
Yeah, and it's happened to everybody.
You have a prospect, you have acustomer and you've been
working on it, You've pitchedthem and then they say I'm going
with these other guys and youask why?
And they say, well, they'recheaper.
And right inside your heartbeats a little faster, there's a
little explosion and you'relike, oh, but I know.
(05:20):
And whether you bite yourtongue or not, at least inside
your head you're saying I knowyou are not going to get the
same experience, because I valuewhat I would do for you.
Whatever service you're selling, whatever product it is, I know
you would get a betterexperience with me.
That's why I'm charging a littlebit more.
And those guys are going bottomdollar because they're going to
(05:40):
cut some corners.
And there's this indignant.
You know you get a little bitfrustrated in that moment, but
what the reality is is thatperson did not believe in the
value you were going to bring,that it was equated to the price
that you were charging.
Speaker 1 (05:58):
Yeah, you didn't.
They didn't transfer the value.
Yeah, and some people areunqualified to pay more, but a
lot more are qualified to paymore when they want to, when
they feel like it.
And kind of the inverse of thisepisode is you do not want to
be a commodity, and if you'restruggling with price or if
you're struggling withprofitability, you're probably
too far in the commodity phase.
We said in the book if youdon't define what makes you
(06:22):
valuable, the only thing they'llhave to define you by is your
price.
And so we talk a lot abouttomorrow marketing.
A lot of people talk aboutbranding.
Well, really, it's all kind ofthe same thing of your
reputation preceding you, yourcharacter, your character, your
personality, your experience,your reviews, the aura, the
(06:48):
hospitality, everythingpreceding you, so that the
market goes, ooh, that's a place.
We wait to do business therewhen we can afford it or when
we're ready to spend more moneybecause we value it right.
Speaker 3 (07:00):
Yeah, Think about the really nice restaurant in town.
You can't go to date nightevery Friday night at that
restaurant, or at least noteverybody can.
But you save up and you valuewhat you wait for.
You value those things.
Speaker 1 (07:18):
It's a gesture.
They're reminiscent of theMaven Method, but we're going to
look at them through a littlebit different lens, One you'll
recognize.
The first way to do this is toget very, very serious about
your vision, values and vows.
Whether you realize it or not,you have them Certainly.
If you ever have that momentwhere you're like, dang it, why
did I lose that customer?
That's because there's a beliefyou could do it better, and
(07:40):
behind that is a specific beliefin the way that they ought to
be served better, and behindthat is a specific belief in the
way that they ought to beserved.
Or if you ever could rememberback to when you started the
business in the first place,like, what were the things that
the straws that broke thecamel's back that went, dang it.
I have to go do this on my own,and usually it's the best
entrepreneurs and I think mostof the entrepreneurs I've ever
(08:02):
met.
It was a reason bigger thanmoney.
It was a reason, even though we, you know, may have stars in
our eyes like, oh, I'm going toget rich, we find out really
quickly.
That's way, way, way harder.
It's way way more work, but thething that pushed us is like the
status quo was not good enough,and so the clearer you are
about your vision, values, vows.
Vision is the world you'retrying to create for your
(08:24):
customer or for some other thirdparty.
Your values is what you willalways do, no matter what, and
what you will never do, nomatter what, like what you stand
for, what you believe in, andthen your vows are the specific
guarantees you make to yourcustomer.
Simon Sinek says when you standfor something, people who value
that will stand with you.
Speaker 3 (08:42):
Yeah, and his start with why talk?
He says people don't buy whatyou do, they buy why you do it.
And I might have paraphrasedthat a little bit, but
essentially-.
Speaker 1 (08:54):
That's exactly what he says.
Speaker 3 (08:55):
He says people don't buy what you do, they buy why
you do it.
And he does these concentriccircles that's a fancy word for
inside of each other, and why isat the core right and for
inside of each other?
And why is at the core right?
And if we sit around in thewhat we're going to miss them.
But people buy why you do itand that's a belief and it's a
great talk if you've never heardit.
Speaker 1 (09:12):
So Harvard Business Review, which I love.
If you're an entrepreneur andyou want to be like, just like
challenging yourself a lot,Harvard Business Review is a
great magazine to have around agreat magazine to have around.
It's one of the very few thingsI read consistently.
64% of consumers say sharedvalues is the primary reason
they have a brand relationship.
That's in an article called theNew Science of Customer
(09:33):
Emotions, if you want to Googleit.
So let's give a few examples ofwhat these beliefs might sound
like.
And I think the key here we'retrying to say is like you need
to really articulate the soyou're not just a company
selling products and servicesfor money.
If you are, you're going to getstuck in the lowest commodity
(09:54):
rate.
You're going to only be able tocharge what the market will pay
for a commoditized product orservice.
But if you are sharing withwhat you believe, like a
pediatric dental office, sharingtheir vow that we will always
speak to your child on theirlevel first, because confident
kids make confident patients, orwhat's an example of some vows
(10:16):
from Frank and Maven?
Speaker 3 (10:18):
Our vows.
Speaker 1 (10:20):
We will never let your website be held hostage by
nerds.
Speaker 3 (10:23):
Yep, we will always start with a business outcome
driven strategy.
Speaker 1 (10:28):
Yes, if we're not growing it, we're using you and
we'll fire ourselves.
It's one of our vows.
So you start to see thesestatements of like wow, that
must be really important to anowner.
And if that's important to anowner, that's important to you.
Know, the parent sees that, orthe the, the customer sees that,
and they go, they go.
Wow, I've been waiting forsomebody.
(10:48):
I didn't know I was needingthat, but I'm like I've been
waiting for somebody who seesthe world.
Finally, somebody said it rightApple has some sort of a vow.
It's like in everything we do,we believe in challenging the
status quo.
They're standing forprogressive design, making
humanity better, and those bigthings are attractive, right?
Speaker 3 (11:10):
Yeah, I think we have a few examples of some national
brands.
You know that if you value them, you pay two, three times as
much as the competitor for whaton on a spec level, features
wise is pretty much the sameright.
So but don't, but don't you daretell me that your dell is the
(11:30):
same as my Mac you twitched alittle bit when I said that, but
, reality-wise, if I wanted tobuy just a computer, a machine
that processes things, I couldpay far less, the only
difference being the operatingsystem in the box that holds it
all on paper.
But Apple demands to charge twoor three times the amount of a
(11:53):
PC.
Speaker 1 (11:54):
Yes.
Speaker 3 (11:55):
Yeah.
So why does it work?
Because they shared theirbeliefs.
They're not selling a computer,yeah, they're selling identity.
Speaker 1 (12:02):
Yeah, possibly some status.
Definitely experience From thetime you take the plastic off of
the box to open it.
They're selling that experience.
You take the plastic off of thebox to open it.
They're selling that experience.
To the chime that every Macthat's ever been turned on makes
(12:23):
To the operating system.
They're selling a premiumidentity, yeah, and then they
connect, they hook those thingsinto your life with your text
message, with your contacts,with the way they do beautiful
photos for contact photos, theway they do clean lines and just
simplicity in their operatingsystem.
(12:43):
You're going.
That makes me feel good and soyou want more of that, and so
try to get a Mac to go to a PC.
It'll never happen.
A Mac user, sorry.
Speaker 3 (12:52):
Yeah, it's hard.
Yeah, it really is.
Speaker 1 (12:54):
I would do that and what are they believing?
People like us think different,yeah, so what's?
Another example, anotherexample.
Speaker 3 (13:01):
Now I feel like I'm going to be honest.
Brand-wise I feel like they'vefallen off a little bit.
But Starbucks demands a highercost, a much higher cost than
most like, than the McDonald'scoffee you'd pick up, or or even
Duncan's like on your waythrough.
Starbucks can charge five, six,$10 if you're on the coast, for
a latte, um, which is wild,right and um, they're doing it
(13:26):
pretty quick, you know, but they, they sell um really an
experience and it's, and it's asymbol of that coffee shop vibe.
You think about Friends and allthese shows that have spent
their time and that's like theStarbucks era, kind of pulled
out of the early 2000s, late 90s, like just the place you gather
, the place you work, the placelife revolves and you go there
(13:49):
on your way to work or school orwhatever.
Speaker 1 (13:52):
Well, the rest of the world was saying get coffee
faster so you can start your day.
They're saying enjoy abeautiful atmosphere, Take a
moment for yourself, right?
Speaker 3 (14:00):
Yeah, and think about the even.
They're like writing notes oncoffee cups.
There's always a new designthat comes out at Christmas and
springtime and there's quotesand it's all an experience.
Yes, and they don't have to doany of that.
They're just selling muddywater like the other guys down
the street Right.
Arguably not really better thanmost of the ones down the
(14:23):
street, but they get to demand aline around the building
because of the experience theybuilt and the belief that we
have in them.
Speaker 1 (14:31):
Yeah, yeah, it's them , yeah, yeah, it's brilliant,
and people are loyal to thatStarbucks everywhere they go.
Yeah, even if they're prettywell aware that there's actually
probably a better cup of coffeeand driving distance.
It's that Starbucks forged thatentire belief for really a
couple generations, right.
Speaker 3 (14:50):
That's right.
Speaker 1 (14:50):
So third one we put down here Patagonia versus
Columbia.
This one's really interestingbecause I have some Columbia
wear.
I love it.
It's comfortable.
I also have some Patagonia wearand I love it, but I kind of
love the Patagonia a little bitmore because of how I feel when
I wear right.
I don't even know why, but ifyou were to look at Patagonia
ads, they're all very.
(15:12):
I don't even know why, but ifyou were to look at Patagonia
ads, they're all very earthy,they're very sustainable,
they're very adventure-seeking,they're very like when you put
that on, you're almost posing asa mountaineer as an explorer,
and their little logo remindsyou of and of its very self.
it's an exotic place, right?
Patagonia is a place in SouthAmerica, right?
(15:34):
Yeah?
So versus Columbia, which ismore practical.
It's like you know, I'mthinking back to school.
I'm thinking, you know, youneed to get a jacket for your
kid, sort of thing, or you needa jacket for yourself, don't you
?
Yeah?
And Patagonia easily chargestwo to three times more.
Speaker 3 (15:51):
If not more Easily, depending on the thing you're
buying.
Speaker 1 (15:54):
I have a wonderful mother-in-law who gives me my
Patagonia stuff for Christmas.
That's why I have so much of it.
But they stand for activism.
They stand for ethics,sustainability and really
they're selling.
We're here to help you enjoythe planet, Like their belief is
.
You ought to be protecting thisbeautiful environment we get to
(16:14):
be a part of, and they'reshowing people enjoying it and
valuing it.
Speaker 3 (16:19):
Last example yeah, tesla reinvented the electric
vehicle.
I'll just address the politicalthings aside at the moment.
We have to acknowledge theychanged the landscape for EVs
entirely and now they've loweredthe prices some but they still
(16:40):
demand a premium for theirvehicle.
Because of how they've, becauseof what you believe about them,
you really are part of thisrevolution that they've brought.
Where they're changing, theywant to bring electric vehicles
to everyone.
They want to make it everybody'scar, and I think they almost
want it to be the model T of the, the next generation.
(17:02):
Well, yeah, I think.
Speaker 1 (17:03):
I think he's even said said that and but what?
They weren't to go back to thechapter eight, which is one of
our favorite like things to goback to the chapter eight, which
is one of our favorite thingsto go back to in the Maybe
Marketers.
What are you really selling?
It wasn't transportation.
Speaker 3 (17:15):
No.
Speaker 1 (17:16):
It wasn't cars, it wasn't four wheels.
They're selling an identitythat has something to do with
progress.
Yeah, and Elon's unapologeticabout the fact that I want
everybody in the world to beable to have an electric car,
just like Henry Ford was.
And just like it was reallyunreasonable for John F Kennedy
to say we're going to the moon,and just like it was really
unreasonable.
(17:36):
But they did right.
Speaker 3 (17:37):
Yep.
Speaker 1 (17:38):
And Elon's kind of doing the same thing with his
rockets.
We want to go to Mars and whatyou realize is that when you
start to stand for somethingbigger than you, that is way
unreasonable.
That has gravity, it does.
Big things have gravity andthey attract other things to
them and they revolve aroundthem, and that is exactly what
big brands do.
I like that, you like that.
Speaker 2 (17:57):
I like that.
I might pull quote that.
Yeah, that's a good one.
Speaker 1 (18:00):
You know what For Christmas?
I'm going to just take thatlittle excerpt and just put it
on a canvas and gift it to you.
Speaker 3 (18:07):
camera guy, write that down that was good stuff it
was good, uh, okay.
Speaker 1 (18:11):
So we're talking about beliefs, we're talking
about things that are biggerthan you, pull you towards them
and really, price and resourceswe'll call them become less
irrelevant because when thingsare a part of us, just like in a
much, much bigger way, ourchildren or our best friends, or
our churches or our communitiesor our country um, we just kind
(18:31):
of become surrendered to them.
Speaker 3 (18:33):
Yeah, it's not even a thought at that point.
It's just that that's part ofme there are things you buy,
even certain groceries we buythat is just non-negotiable.
We're going to buy that oneevery time we buy the unbleached
eggs, the farm fresh, freerange.
We pay way too much for them,but we're going to do that every
(18:54):
time because it's a value thatwe have.
Speaker 1 (18:56):
So that leads us to point two.
How you do that is you startbuilding that bond long before
the actual need arrives.
You start talking about thesethings to where, like if you,
let's just say, starbucks andMcDonald's coffee were on the
same shelf and you hadn't everseen or experienced any of those
(19:20):
things, and you saw, okay, beanwater for $6 or bean water for
$2, you would go, ah, $2,because I waited to the moment
of need.
Speaker 3 (19:28):
I'm thirsty and.
Speaker 1 (19:29):
I need a hot drink, right.
Speaker 3 (19:30):
Yep.
Speaker 1 (19:32):
But because of the things that they've done, that
precede them, which we calltomorrow marketing.
But the principle here is earnthem before the finish line and
continue earning them before thefinish line.
Speaker 3 (19:44):
Love this quote from Donald Miller.
He says it's not who shows upbest at the time of the sale,
it's who showed up mostconsistently before it.
Oh, so good.
Speaker 1 (19:53):
Donnie.
Speaker 3 (19:54):
Come on, Donnie.
Speaker 1 (19:55):
Bringing it home.
So you could do this a lot ofways.
If you're a local servicebusiness, probably the most
efficient way to do it at scaleis broadcast advertising and
building magnetic personalitiesand standing for values inside
your campaigns.
Don't just run ads that talkabout products.
Run campaigns that bond peopleto your personality and your
(20:16):
value.
Set your style, yourcharacteristics, your better
world you want to create forthem, and do it often, do it
every day.
Buy as big an audience as youcan afford to reach every day.
If you're less of a servicebusiness for a town or region
(20:39):
and you're more of a nichebusiness I'm thinking of maybe
my photographers, maybe some ofmy specialty, you know hobby
type businesses where you knowyou serve a lot of people but
they're not in the samegeography.
Social media is the best way todo that.
Speaker 3 (20:56):
Yeah.
Speaker 1 (20:57):
And just have regular content.
You're going to have to pay forit, to like to promote it and
have that be the word on thestreet.
Also, you can do it by showingup to support causes, and I'm
thinking like Little League,like putting your community
branding, so to speak.
Speaker 3 (21:16):
Join the barbecue for a cause, those little local
events.
Every town has something and bea part of it.
I mean, do it because youbelieve in it.
Speaker 1 (21:27):
Yeah Well, you'll be found out as a fake if you're
just doing it for the logo onthe thing.
Speaker 3 (21:32):
But yeah, I think showing that kind of support
that's a way to show up forpeople and show up with people
before they need you.
And you're not asking them tobuy anything from you.
You're just you're there andthey know you're there and
that's a beautiful thing.
Speaker 1 (21:46):
Yes, the Christian business event that we went to
this week.
I fully plan to sponsor thatbecause I'm like this is really
cool, this is a really cool room.
I want everybody to know that Isupport that.
I have zero businessexpectations for it.
However, it will by way of justthat conversation piece that
(22:08):
will connect us to organizers ofthe event, who will some way
somehow connect us to otherpeople who see the world the way
we do, and we want to dobusiness with people that see
the world the way we do rightYep.
So supporting research, theEhrenberg Bass Institute found
that most purchases come frompeople who were reached long
before the point of purchase.
That's why brands that maintainconsistent visibility win more
(22:31):
market share over time.
Great study called the Long andthe Short of it by Peter Field
and Peter Field.
And who's the other fella?
Why did it just go blank?
Peter Field and Les Bennett Les.
Bennett they did like a 20-yearstudy on the brands that
actually grew and became marketleaders, and it was literally
(22:52):
because they branded more, theydid more priming, they did more
bonding with emotional campaignsthan they did promotions.
Speaker 3 (23:00):
Yeah.
Speaker 1 (23:00):
And so, yeah, that has to be so, and they got away
with charging more that studyconfirmed it as well.
Speaker 3 (23:05):
That's right.
Yeah, so has to be so and theygot away with charging more.
That study confirmed it as well.
That's right, yeah, so earnthem before the finish line.
That was point number two.
Point number three spend anunreasonable amount on customer
service.
I love this one, truthfully.
This is a belief we have here.
We're not actively pursuing awhole lot of customers on a
regular basis, our agency, wedon't market ourselves as much
(23:28):
because we just have a verylimited supply of mavens and we
want to make sure we help asmany people as we can.
Speaker 1 (23:35):
We have limited resources.
Speaker 3 (23:36):
We have limited resources, there you go.
Speaker 1 (23:38):
And what?
Speaker 3 (23:39):
we want to do is, though, take care of the people
who trust us with their dollars,who trust us with their
business, and we try our best togive them the most spectacular
customer service we can givethem.
Speaker 1 (23:51):
It's like a wedding when we take on a new client.
It's like we're celebrating.
Okay, we have gone through alot of courtship, we are
deciding to take on a missiontogether and go into the world
together and change something,and so actually, this would be a
great time to talk about how weare doing that for more people
(24:13):
with limited resources, but I'llfinish the sentence.
So people forget what you said,people forget what you did, but
people will never forget how youmade them feel.
Maya Angelou, one of myfavorite quotes Anybody within a
(24:35):
hundred mile radius can feelgenerosity, or they can feel
hospitality through theirfriends, through the way your
parking lot looks, through theway your business appears online
, to the care that you put intoyour messaging on your website,
to the types of stuff you shareand indicate what you believe in
on social media, and just theexperience for your company is
(24:58):
more than just hospitality.
Now we go way over the top withthis I'm in a group of CEOs that
I meet with monthly.
We kind of share our P and L's.
Not long ago and I had an aridiculous amount of our um
expenses.
They're like you spent thatmuch money on customer
(25:18):
experience.
They're like what is that?
And I'm like, well, I don'twant to, I don't want to say it,
cause it would, it would justunromance the whole thing.
But it's just all the littlethings we do for clients, yeah,
and, frankly, people that welove in and around our clients,
not even people that pay usevery time it's like no.
Actually, I would say Oftentimesit's.
Speaker 3 (25:38):
Oftentimes it has nothing to do with that.
Speaker 1 (25:40):
Yeah, If a student meanders into our world and
spends a day with us as aninternship or a job shadow day
and we figure out what they'reinto.
I've spent $300 on books justoverloading them and.
I don't want that badge, butI'm just giving you examples of
like put good things in theworld.
Speaker 3 (25:59):
Bunch of swag, we buy lunch.
We have all these things thatwe want to make their experience
amazing.
We want everybody's experiencewith Frankenmaven to be
spectacular and some.
Speaker 1 (26:09):
Sometimes you just know when a company gets it and
you're like, you get it, yougave me something and and like,
if you want to get psychologicalabout it, there is a law of
reciprocation.
I don't, I prefer not to eventhink about the return.
Speaker 3 (26:20):
Think about that.
I'd never do like.
Speaker 1 (26:22):
That's not even it just feels good, it's cool.
But I've got a client right nowwho just hired a company to
bake cookies and put customizedthank you messages on cookies
after they buy this product.
He was just here today, thisproduct is a $5,000 to $10,000
(26:43):
average sale, and so he's goingto spend $125 for every customer
and they're going to getcookies like the day after their
thing is done, isn't?
that awesome.
Yeah, and this company monitorsthe CRM and when the button's
clicked like yep, it's done,they go make the cookies and
they send the cookies and theysend the thank you note and it's
handwritten and it's awesome.
So think about the joy, thinkabout the.
(27:09):
It doesn't have to be expensive, by the way, it just has to be
intentional.
Speaker 3 (27:12):
Yep, and maybe a little bit.
We've talked about generosityin different parts of this at
different times, but make thatexperience over the top, make it
unexpected.
There are cheap things you cando.
That will still be surprisingto people as well, and because
you spent maybe your time oryour intentionality, or just the
(27:32):
thought that it took to putinto it is like whoa, why did
you do that?
I had no clue you were going todo that.
Speaker 1 (27:38):
We did an episode on this four or five months ago
about all the little things youcan do to rock their world.
But handwritten notes is aneasy one.
Always surprise them on theirbirthday.
Even better if you can figureout their anniversary Over the
moon, if you can figure outtheir kids' birthdays and send
them a card we're talking adollar or two folks Anniversary
(28:00):
of them being your customer.
Celebrate them and yourrelationship with them.
This is what we do in realhuman life we celebrate our
anniversaries and we celebrateall these things.
When you're celebrating withyour people, customers or
internal, good things happen.
A PwC survey found that 86% ofbuyers 86% are willing to pay
more for better customerexperience.
(28:28):
And 32% of all, customers wouldwalk away from a brand they love
after just one bad experience.
There's also some research thatsays the amount of if you have
one bad interaction.
It takes 13 exposures to goodinteraction to overcome that
psychologically.
That's whether you're yellingat your kids or your team or you
know.
(28:48):
It would definitely apply tocustomers and all those things.
So, hey, if you're a roofer,you're going.
Hey, what do I?
How do I make my customerexperience better?
Other than all those fun thingswith the notes and all that
dude, send a personalized dronevideo, take a really cool
picture of their house, saythank you, you know, spend 50
bucks on a photographer and aframe, um, include a link so
(29:10):
they can share a cool picture oftheir house like, or um, just
anything with intention, justthose extra phone calls so
unreasonable amount.
That's point number three.
Spend unreasonable amounts onyour customer experience.
Speaker 3 (29:24):
Number four, last point Number four is stay in the
circle.
Follow up with past customers.
Often your next great customeris probably either the one or
the friend of the one you justhad.
Speaker 1 (29:36):
Yes, it is.
Write that down.
Write that down.
Nate the camera guy, CatherineBarchetti, reminds us to make a
customer, not a sale.
Speaker 3 (29:45):
That's a good quote.
Speaker 1 (29:46):
That's a really good quote.
We should put that on the wall.
So the easiest way to do thisis email marketing.
If you're not doing it, you'remissing.
I don't care what you sell, youshould be doing some form of
email marketing.
I don't care if you have 10past customers or 10,000, send
them something, or 10,000, sendthem something.
The saw this thought of you.
(30:07):
Or you know, even if you're insome really boring like say
you're a plumber or something,send recipes, for you know
cookies.
Send 10 things you know thismonth going on in your town.
Send three causes we aresupporting and we want you to
support them too.
(30:28):
Send them funny jokes and memes, send them stories of inspiring
people and sometimes, once in awhile, send them an offer, send
them a product, send them adiscount of some sort to keep
adding value to that.
What are some other ways thatwe can stay in the circle?
Speaker 3 (30:49):
Yeah, you can also create like a referral program
is a good way to.
It's a little bit more obvious,but you can incentivize people
to bring their friends.
The reality is, we're talkingabout how you can charge more a
loyal, happy fan I won't evencall them a customer, a fan that
leaves you skipping away, right, they're just like well, that
(31:12):
was such a beautiful experiencebecause you did your best, you
showed up, you gave them greatcustomer service.
They are going to go andanytime they hear somebody talk
about I need a roof or I know Iwe're going on date night next
week, it's like have you triedthat new Mexican restaurant
across town?
It's like that's that's thefirst thing on their mind is
(31:33):
because they're a fan and theyhave they have a story to tell.
Everybody wants to be the personwho connects, like I got a guy
right.
We want to have a a guy or agal that we get to refer people
to it's exciting.
Guy or a gal that we get torefer people to, it's exciting
if we found somebody.
We trust an electrician, wetrust a plumber, we trust
whatever that is.
We want to be the one toconnect them.
And so you staying in my mindhelps the potential of Brandon
(31:59):
doing business with you, becauseI'm going to be like, hey, you
should call so-and-so.
Speaker 1 (32:03):
Yes, yes, you know about my carpet guy.
Speaker 3 (32:06):
Yeah.
Speaker 1 (32:07):
Talking about unreasonable.
Speaker 3 (32:10):
Was he?
Is this the bread guy?
The bread guy, okay, yeah, yeah.
Speaker 1 (32:14):
He puts his carpet.
I'm like you know, my carpetswere clean, they were fine and
he does a great job.
But he leaves a loaf of breadand he charges really good money
for that, or charges a lot ofmoney for that extra bread.
Right, I gave him a lot ofbread for extra bread.
Speaker 3 (32:27):
A lot of cheddar on that bread.
Speaker 1 (32:29):
And then he follows up, he.
And then he follows up.
He texts hey, brandon andValerie, I'm going to be in your
area this month.
You want me to stop by?
And it's like he probably got acouple extra sales for us Now
we don't have any carpet anymore, so too bad for him.
Speaker 3 (32:40):
Sorry, bread guy.
Speaker 1 (32:41):
I would pay for the bread, though Bain Company found
that increasing customerretention by just 5% just 5%
more than you're doing it nowprofits increased by 25% to 95%.
Speaker 3 (32:54):
That's what you call leverage.
Yeah, I tried to whistle justnow and it didn't work very well
.
You're welcome.
Yeah, nate's going to add thatin for me.
Yeah.
Speaker 1 (33:03):
Nate's going to add it in Yet Okay.
So 5% gets you as much as a 95%increase in profits.
Crazy Yet 44% of businessesadmit that they don't track or
follow up with past customers.
That's according to Forbes andBain and Company's study.
Speaker 3 (33:20):
Half of you listening right now.
Speaker 1 (33:21):
Half of you just need to stop and go do something.
Speaker 3 (33:23):
Go send a text to one customer and you'll be ahead of
half the other businesses out.
Go lick a stamp.
Speaker 1 (33:29):
Yeah, put it on something.
Speaker 3 (33:31):
Yes, do something.
Speaker 1 (33:33):
Yeah, exactly.
So okay, we're talking abouthow to charge more Important to
know, and I think we kind of setthis up this way.
But you're not charging morebecause you're greedy.
You're not charging more justbecause you want to see what you
can get away with.
You're charging more becauseyou're great, and great takes a
lot of resources.
That's right.
I love the phrase.
I learned this from BrendanBurchard.
It takes money to sustain themission, and if your mission is
(33:56):
to be excellent and to do anexcellent thing for your fellow
community or your fellow human,your fellow people you serve,
you can't do that with no moolah.
So it's a reverse, it's anupside down kingdom in that way.
Speaker 3 (34:12):
When we talk about revenue with our team, we have a
fairly open, just revenueconversation.
Every week we revisit that andwe always say money isn't the
mission, it's a measure of themission.
Yes, and it reminds us that,yes, this is the resource that
keeps us all paid and housed andour children fed it's, but it's
(34:36):
really a measure of the missionwe're trying to fulfill, which
is helping entrepreneurs, notwaste money on average.
Speaker 1 (34:42):
Yeah, that's why we're doing this unreasonable
thing.
Yeah, Uh yeah, we don't makeany money doing this.
So, um, how do you make peoplehappily pay you more?
You make them want it.
You make them want you right.
Not by adding, not byexplaining, not by targeting,
but by believing in somethingbigger that they want, Believing
(35:03):
in your vision for a betterworld, living your values
without compromise and keepingyour vows like they're sacred.
And then we talked about thosevision, values, vows.
We talked about reaching thembefore the sale, like long
before the sale.
We talked about staying intheir circle and we talked about
giving unreasonable amounts ofyour profits back to the
(35:25):
customer experience.
That's right?
Speaker 3 (35:27):
Hey, we've got something that we've been
talking about just a few times.
Actually, I feel like we'vebeen talking about it for a
while.
We have been talking about itfor a while, but it is here.
It is here it has arrived.
Speaker 1 (35:36):
We had our first mastermind call and it was
awesome, man.
It was amazing we have somereally really cool people in
there doing cool things, and Ican already kind of feel like
how this community is going tocome together and how, you know,
the members are going to beable to help each other.
(35:57):
And then we're just here tofacilitate and workshop on your
stuff.
Our mastermind members lastweek got homework that you can
see if you join us by the nextcall, which will be….
Speaker 3 (36:04):
It'll be Wednesday, the 25th 10 days from this
podcast launch date.
Speaker 1 (36:09):
So Wednesday the 25th , and yeah, it's the Maven
Marketing Mastermind.
Yeah, wednesday the 25th, andyeah, it's the Maven Marketing
Mastermind.
Yeah, and go ahead.
Speaker 3 (36:16):
If you would like to get in, we've extended our
founding member offer throughthe end of this month, through
the end of June.
If you want to get in beforethat next call, you need to do
it before the 25th of Wednesday.
Double check me on that.
It is.
You need to get in before that.
You can sign up atmavenmethodtrainingcom and we're
(36:39):
really excited about it.
If you need somebody to help,just look over your shoulder,
ask questions, look at your adcopy, look at your social posts,
look at these things thatyou're doing.
We would love to do that andit's going to be just a great.
It's a group call two times amonth and if you sign up this
(36:59):
month, you'll get it for 99 amonth for life forever.
Speaker 1 (37:08):
You will get your questions answered and you'll
definitely get value that Ithink will easily pay for the
small investment that it is.
But I think the biggest thingyou're gonna learn is by
watching other people get theirquestions that's right answered,
and then by other peoplejumping in to help us.
And then you know leslie is on.
You guys haven't seen enough ofleslie.
She's going to be on thepodcast very, very soon, but
she's on and that's a gift initself yeah, shout out to leslie
(37:30):
.
Speaker 3 (37:30):
Uh, on the Mastermind , one of our members there said
that Leslie's episodes are in.
I think all of her episodes arein their top five list, which
is that's pretty awesome.
Love it, love it Good job,leslie, we'll get her in here
soon.
Speaker 1 (37:48):
Well, thank you for listening.
If you know somebody that needsto hear this, that needs the
encouragement to raise theirprices or to be unapologetic
about it, please send this tothem.
We've gotten new reviews, whileon Spotify or Apple, I know
there's more of you listeningthan have given a review, so
help a brother out.
Help some brothers out.
It just helps us reach morepeople it helps us fulfill our
(38:10):
mission of growingowner-operated companies.
Speaker 3 (38:14):
Yeah, slide over to YouTube.
Give it a thumbs up.
Speaker 1 (38:16):
Yes, it helps the algos.
Speaker 3 (38:17):
All of this helps.
Speaker 1 (38:18):
Yeah, and then drop anything you want us to talk
about next week in the commentsor send an email to mavenmonday
at frankenmavencom.
We'll be back here every week,every week, answering your
real-life marketing questionsfor two years now, because
marketers who cannot teach youwhy are just a fancy lie.
Have a great week.
When you start to stand for something bigger than
you.
That is way unreasonable.
That has gravity.
Big things have gravity andthey attract other things to
them and they revolve aroundthem, and that is exactly what
big brands do.
Welcome to the Maven MarketingPodcast.
Today is Maven Monday.
(00:21):
I'm your host, brandon Welch,and I'm joined by Caleb Ron
Burgundy Agee.
Speaker 3 (00:25):
I don't know if I want to be associated with Ron
Burgundy.
Speaker 1 (00:28):
What you should know behind the scenes.
Maybe I don't know, if we hitlike 50 Mastermind subscribers,
we'll post us doing this orsomething.
But, we pull a little Anchormanaround here before the ah, you
know the.
Everybody come see how good Ilook, you know yeah.
Speaker 3 (00:43):
You know, everybody come see how good I look.
You know, yeah, the wholeAnchorman opening scene, the
opening scene where he's like Ilook good Ow now brown cow.
Speaker 1 (00:49):
You know all that so if you know.
Speaker 3 (00:51):
you know the arsonist had oddly shaped feet.
Speaker 1 (00:54):
I was with a good friend of mine last night at a
very nice restaurant and wewalked in without a reservation
and he said I don't know if youknow this, but I'm kind of a big
deal there was like threehostess girls and they probably
were I don't know 18, 19 yearsold and they had no idea what he
was talking about.
(01:14):
That was an anchorman and theythought he was being serious and
it was like he would get theeye roll and he's like, oh, you
don't know about anchorman.
Speaker 3 (01:21):
And you looked it up and it came out before they were
born.
Speaker 2 (01:25):
Yeah, I don't think they were born when it came out.
Come on, yeah, come on folks.
Speaker 1 (01:30):
So what kind of world is this right?
So watch Anchorman and afteryou do that, come back to the
podcast, because we're going totalk about how to raise your
prices and get away with it.
Happily.
People wanting to give you moremoney, happily giving you more
money, and you're going.
That's preposterous.
Nobody feels good about givingyou more money, and we're going
(01:53):
to not only prove to you whythat is not the case.
You can actually make themenjoy spending more with you.
We're going to give you somereal case studies of customers
that we've helped do that, andthen some national brands, and
then give you a few principlesto walk away with.
And how could this episode beany less on mission?
(02:15):
Yeah.
Any more on mission.
Sorry, that's more becausewe're sorry long day.
More on mission.
This is an on mission episodeyes, we remixed that and because
, as you may or may not know,this is the place where we help
you eliminate waste inadvertising, grow your business
(02:36):
and achieve the big dream.
And all of those things have todo with getting more resources.
To be able to give moreresources.
Speaker 3 (02:47):
We were talking about a keyword that may be behind
the curtain a little bit, butthat's a way about talking about
money without talking aboutmoney a little bit.
Speaker 1 (02:56):
You don't have to pay us more, just be like.
That's going to require moreresources.
Speaker 3 (03:01):
You do have to talk about the price later on, Ben
Franks.
Speaker 1 (03:03):
Alexander Jackson's.
Alexander Hamilton, andrewJackson some more resources.
You do have to talk about theprice later on.
Ben ben franks.
Alexander jackson's no wait,alexander hamilton.
Andrew jackson I was like longday folks.
Alexander jackson, caleb, givehim a little teaser, all right.
Speaker 3 (03:15):
So we're going to talk about how you can charge
more for what you do.
Um, you don't need fancierfeatures, you don't need better
targeting, you don't need allthese.
You don't need to educate thepublic.
We talked about that last week.
You really need to stand forsomething, and that is the key.
That, in its essence that's thebottom line today is, if you
want to be able to charge morethan your competitors, or charge
(03:37):
more than the going rate forwhatever you sell, you have to
stand for something, and thennot only that, people have to
believe that you stand forsomething, and then not only
that, people have to believethat you stand for something.
Speaker 1 (03:46):
Yeah, beliefs equal bucks, and that's not why you
should have strong beliefs.
But you actually, if you're anentrepreneur, if you've started
something, if you're doingsomething in your market a
certain way, you have a strongset of beliefs.
Whether you've ever looked atit like that or anybody's ever
helped you realize that before.
It's true.
(04:07):
So people don't pay more forstuff.
They pay more for meaning, andmeaning like this whole human
experience of like, when we feelalive, when we feel, I guess,
collaborative, when we feelloved, when we feel safe, when
we feel like ourselves, it'sbecause we are bonding with
(04:29):
other people that somehow rollthe way that we roll, and that
is easily accessed when you canshare and talk about your
beliefs.
And so when Caleb started, hesaid we don't need more features
, we don't need more targetingfor the right person.
It's not about finding peoplewho want to pay more.
It's about making everybodyaware of how deep and special
(04:52):
you are for the reasons that youstarted your business in the
first place.
Speaker 3 (04:57):
Yeah, and it's happened to everybody.
You have a prospect, you have acustomer and you've been
working on it, You've pitchedthem and then they say I'm going
with these other guys and youask why?
And they say, well, they'recheaper.
And right inside your heartbeats a little faster, there's a
little explosion and you'relike, oh, but I know.
(05:20):
And whether you bite yourtongue or not, at least inside
your head you're saying I knowyou are not going to get the
same experience, because I valuewhat I would do for you.
Whatever service you're selling, whatever product it is, I know
you would get a betterexperience with me.
That's why I'm charging a littlebit more.
And those guys are going bottomdollar because they're going to
(05:40):
cut some corners.
And there's this indignant.
You know you get a little bitfrustrated in that moment, but
what the reality is is thatperson did not believe in the
value you were going to bring,that it was equated to the price
that you were charging.
Speaker 1 (05:58):
Yeah, you didn't.
They didn't transfer the value.
Yeah, and some people areunqualified to pay more, but a
lot more are qualified to paymore when they want to, when
they feel like it.
And kind of the inverse of thisepisode is you do not want to
be a commodity, and if you'restruggling with price or if
you're struggling withprofitability, you're probably
too far in the commodity phase.
We said in the book if youdon't define what makes you
(06:22):
valuable, the only thing they'llhave to define you by is your
price.
And so we talk a lot abouttomorrow marketing.
A lot of people talk aboutbranding.
Well, really, it's all kind ofthe same thing of your
reputation preceding you, yourcharacter, your character, your
personality, your experience,your reviews, the aura, the
(06:48):
hospitality, everythingpreceding you, so that the
market goes, ooh, that's a place.
We wait to do business therewhen we can afford it or when
we're ready to spend more moneybecause we value it right.
Speaker 3 (07:00):
Yeah, Think about the really nice restaurant in town.
You can't go to date nightevery Friday night at that
restaurant, or at least noteverybody can.
But you save up and you valuewhat you wait for.
You value those things.
Speaker 1 (07:18):
It's a gesture.
They're reminiscent of theMaven Method, but we're going to
look at them through a littlebit different lens, One you'll
recognize.
The first way to do this is toget very, very serious about
your vision, values and vows.
Whether you realize it or not,you have them Certainly.
If you ever have that momentwhere you're like, dang it, why
did I lose that customer?
That's because there's a beliefyou could do it better, and
(07:40):
behind that is a specific beliefin the way that they ought to
be served better, and behindthat is a specific belief in the
way that they ought to beserved.
Or if you ever could rememberback to when you started the
business in the first place,like, what were the things that
the straws that broke thecamel's back that went, dang it.
I have to go do this on my own,and usually it's the best
entrepreneurs and I think mostof the entrepreneurs I've ever
(08:02):
met.
It was a reason bigger thanmoney.
It was a reason, even though we, you know, may have stars in
our eyes like, oh, I'm going toget rich, we find out really
quickly.
That's way, way, way harder.
It's way way more work, but thething that pushed us is like the
status quo was not good enough,and so the clearer you are
about your vision, values, vows.
Vision is the world you'retrying to create for your
(08:24):
customer or for some other thirdparty.
Your values is what you willalways do, no matter what, and
what you will never do, nomatter what, like what you stand
for, what you believe in, andthen your vows are the specific
guarantees you make to yourcustomer.
Simon Sinek says when you standfor something, people who value
that will stand with you.
Speaker 3 (08:42):
Yeah, and his start with why talk?
He says people don't buy whatyou do, they buy why you do it.
And I might have paraphrasedthat a little bit, but
essentially-.
Speaker 1 (08:54):
That's exactly what he says.
Speaker 3 (08:55):
He says people don't buy what you do, they buy why
you do it.
And he does these concentriccircles that's a fancy word for
inside of each other, and why isat the core right and for
inside of each other?
And why is at the core right?
And if we sit around in thewhat we're going to miss them.
But people buy why you do itand that's a belief and it's a
great talk if you've never heardit.
Speaker 1 (09:12):
So Harvard Business Review, which I love.
If you're an entrepreneur andyou want to be like, just like
challenging yourself a lot,Harvard Business Review is a
great magazine to have around agreat magazine to have around.
It's one of the very few thingsI read consistently.
64% of consumers say sharedvalues is the primary reason
they have a brand relationship.
That's in an article called theNew Science of Customer
(09:33):
Emotions, if you want to Googleit.
So let's give a few examples ofwhat these beliefs might sound
like.
And I think the key here we'retrying to say is like you need
to really articulate the soyou're not just a company
selling products and servicesfor money.
If you are, you're going to getstuck in the lowest commodity
(09:54):
rate.
You're going to only be able tocharge what the market will pay
for a commoditized product orservice.
But if you are sharing withwhat you believe, like a
pediatric dental office, sharingtheir vow that we will always
speak to your child on theirlevel first, because confident
kids make confident patients, orwhat's an example of some vows
(10:16):
from Frank and Maven?
Speaker 3 (10:18):
Our vows.
Speaker 1 (10:20):
We will never let your website be held hostage by
nerds.
Speaker 3 (10:23):
Yep, we will always start with a business outcome
driven strategy.
Speaker 1 (10:28):
Yes, if we're not growing it, we're using you and
we'll fire ourselves.
It's one of our vows.
So you start to see thesestatements of like wow, that
must be really important to anowner.
And if that's important to anowner, that's important to you.
Know, the parent sees that, orthe the, the customer sees that,
and they go, they go.
Wow, I've been waiting forsomebody.
(10:48):
I didn't know I was needingthat, but I'm like I've been
waiting for somebody who seesthe world.
Finally, somebody said it rightApple has some sort of a vow.
It's like in everything we do,we believe in challenging the
status quo.
They're standing forprogressive design, making
humanity better, and those bigthings are attractive, right?
Speaker 3 (11:10):
Yeah, I think we have a few examples of some national
brands.
You know that if you value them, you pay two, three times as
much as the competitor for whaton on a spec level, features
wise is pretty much the sameright.
So but don't, but don't you daretell me that your dell is the
(11:30):
same as my Mac you twitched alittle bit when I said that, but
, reality-wise, if I wanted tobuy just a computer, a machine
that processes things, I couldpay far less, the only
difference being the operatingsystem in the box that holds it
all on paper.
But Apple demands to charge twoor three times the amount of a
(11:53):
PC.
Speaker 1 (11:54):
Yes.
Speaker 3 (11:55):
Yeah.
So why does it work?
Because they shared theirbeliefs.
They're not selling a computer,yeah, they're selling identity.
Speaker 1 (12:02):
Yeah, possibly some status.
Definitely experience From thetime you take the plastic off of
the box to open it.
They're selling that experience.
You take the plastic off of thebox to open it.
They're selling that experience.
To the chime that every Macthat's ever been turned on makes
(12:23):
To the operating system.
They're selling a premiumidentity, yeah, and then they
connect, they hook those thingsinto your life with your text
message, with your contacts,with the way they do beautiful
photos for contact photos, theway they do clean lines and just
simplicity in their operatingsystem.
(12:43):
You're going.
That makes me feel good and soyou want more of that, and so
try to get a Mac to go to a PC.
It'll never happen.
A Mac user, sorry.
Speaker 3 (12:52):
Yeah, it's hard.
Yeah, it really is.
Speaker 1 (12:54):
I would do that and what are they believing?
People like us think different,yeah, so what's?
Another example, anotherexample.
Speaker 3 (13:01):
Now I feel like I'm going to be honest.
Brand-wise I feel like they'vefallen off a little bit.
But Starbucks demands a highercost, a much higher cost than
most like, than the McDonald'scoffee you'd pick up, or or even
Duncan's like on your waythrough.
Starbucks can charge five, six,$10 if you're on the coast, for
a latte, um, which is wild,right and um, they're doing it
(13:26):
pretty quick, you know, but they, they sell um really an
experience and it's, and it's asymbol of that coffee shop vibe.
You think about Friends and allthese shows that have spent
their time and that's like theStarbucks era, kind of pulled
out of the early 2000s, late 90s, like just the place you gather
, the place you work, the placelife revolves and you go there
(13:49):
on your way to work or school orwhatever.
Speaker 1 (13:52):
Well, the rest of the world was saying get coffee
faster so you can start your day.
They're saying enjoy abeautiful atmosphere, Take a
moment for yourself, right?
Speaker 3 (14:00):
Yeah, and think about the even.
They're like writing notes oncoffee cups.
There's always a new designthat comes out at Christmas and
springtime and there's quotesand it's all an experience.
Yes, and they don't have to doany of that.
They're just selling muddywater like the other guys down
the street Right.
Arguably not really better thanmost of the ones down the
(14:23):
street, but they get to demand aline around the building
because of the experience theybuilt and the belief that we
have in them.
Speaker 1 (14:31):
Yeah, yeah, it's them , yeah, yeah, it's brilliant,
and people are loyal to thatStarbucks everywhere they go.
Yeah, even if they're prettywell aware that there's actually
probably a better cup of coffeeand driving distance.
It's that Starbucks forged thatentire belief for really a
couple generations, right.
Speaker 3 (14:50):
That's right.
Speaker 1 (14:50):
So third one we put down here Patagonia versus
Columbia.
This one's really interestingbecause I have some Columbia
wear.
I love it.
It's comfortable.
I also have some Patagonia wearand I love it, but I kind of
love the Patagonia a little bitmore because of how I feel when
I wear right.
I don't even know why, but ifyou were to look at Patagonia
ads, they're all very.
(15:12):
I don't even know why, but ifyou were to look at Patagonia
ads, they're all very earthy,they're very sustainable,
they're very adventure-seeking,they're very like when you put
that on, you're almost posing asa mountaineer as an explorer,
and their little logo remindsyou of and of its very self.
it's an exotic place, right?
Patagonia is a place in SouthAmerica, right?
(15:34):
Yeah?
So versus Columbia, which ismore practical.
It's like you know, I'mthinking back to school.
I'm thinking, you know, youneed to get a jacket for your
kid, sort of thing, or you needa jacket for yourself, don't you
?
Yeah?
And Patagonia easily chargestwo to three times more.
Speaker 3 (15:51):
If not more Easily, depending on the thing you're
buying.
Speaker 1 (15:54):
I have a wonderful mother-in-law who gives me my
Patagonia stuff for Christmas.
That's why I have so much of it.
But they stand for activism.
They stand for ethics,sustainability and really
they're selling.
We're here to help you enjoythe planet, Like their belief is
.
You ought to be protecting thisbeautiful environment we get to
(16:14):
be a part of, and they'reshowing people enjoying it and
valuing it.
Speaker 3 (16:19):
Last example yeah, tesla reinvented the electric
vehicle.
I'll just address the politicalthings aside at the moment.
We have to acknowledge theychanged the landscape for EVs
entirely and now they've loweredthe prices some but they still
(16:40):
demand a premium for theirvehicle.
Because of how they've, becauseof what you believe about them,
you really are part of thisrevolution that they've brought.
Where they're changing, theywant to bring electric vehicles
to everyone.
They want to make it everybody'scar, and I think they almost
want it to be the model T of the, the next generation.
(17:02):
Well, yeah, I think.
Speaker 1 (17:03):
I think he's even said said that and but what?
They weren't to go back to thechapter eight, which is one of
our favorite like things to goback to the chapter eight, which
is one of our favorite thingsto go back to in the Maybe
Marketers.
What are you really selling?
It wasn't transportation.
Speaker 3 (17:15):
No.
Speaker 1 (17:16):
It wasn't cars, it wasn't four wheels.
They're selling an identitythat has something to do with
progress.
Yeah, and Elon's unapologeticabout the fact that I want
everybody in the world to beable to have an electric car,
just like Henry Ford was.
And just like it was reallyunreasonable for John F Kennedy
to say we're going to the moon,and just like it was really
unreasonable.
(17:36):
But they did right.
Speaker 3 (17:37):
Yep.
Speaker 1 (17:38):
And Elon's kind of doing the same thing with his
rockets.
We want to go to Mars and whatyou realize is that when you
start to stand for somethingbigger than you, that is way
unreasonable.
That has gravity, it does.
Big things have gravity andthey attract other things to
them and they revolve aroundthem, and that is exactly what
big brands do.
I like that, you like that.
Speaker 2 (17:57):
I like that.
I might pull quote that.
Yeah, that's a good one.
Speaker 1 (18:00):
You know what For Christmas?
I'm going to just take thatlittle excerpt and just put it
on a canvas and gift it to you.
Speaker 3 (18:07):
camera guy, write that down that was good stuff it
was good, uh, okay.
Speaker 1 (18:11):
So we're talking about beliefs, we're talking
about things that are biggerthan you, pull you towards them
and really, price and resourceswe'll call them become less
irrelevant because when thingsare a part of us, just like in a
much, much bigger way, ourchildren or our best friends, or
our churches or our communitiesor our country um, we just kind
(18:31):
of become surrendered to them.
Speaker 3 (18:33):
Yeah, it's not even a thought at that point.
It's just that that's part ofme there are things you buy,
even certain groceries we buythat is just non-negotiable.
We're going to buy that oneevery time we buy the unbleached
eggs, the farm fresh, freerange.
We pay way too much for them,but we're going to do that every
(18:54):
time because it's a value thatwe have.
Speaker 1 (18:56):
So that leads us to point two.
How you do that is you startbuilding that bond long before
the actual need arrives.
You start talking about thesethings to where, like if you,
let's just say, starbucks andMcDonald's coffee were on the
same shelf and you hadn't everseen or experienced any of those
(19:20):
things, and you saw, okay, beanwater for $6 or bean water for
$2, you would go, ah, $2,because I waited to the moment
of need.
Speaker 3 (19:28):
I'm thirsty and.
Speaker 1 (19:29):
I need a hot drink, right.
Speaker 3 (19:30):
Yep.
Speaker 1 (19:32):
But because of the things that they've done, that
precede them, which we calltomorrow marketing.
But the principle here is earnthem before the finish line and
continue earning them before thefinish line.
Speaker 3 (19:44):
Love this quote from Donald Miller.
He says it's not who shows upbest at the time of the sale,
it's who showed up mostconsistently before it.
Oh, so good.
Speaker 1 (19:53):
Donnie.
Speaker 3 (19:54):
Come on, Donnie.
Speaker 1 (19:55):
Bringing it home.
So you could do this a lot ofways.
If you're a local servicebusiness, probably the most
efficient way to do it at scaleis broadcast advertising and
building magnetic personalitiesand standing for values inside
your campaigns.
Don't just run ads that talkabout products.
Run campaigns that bond peopleto your personality and your
(20:16):
value.
Set your style, yourcharacteristics, your better
world you want to create forthem, and do it often, do it
every day.
Buy as big an audience as youcan afford to reach every day.
If you're less of a servicebusiness for a town or region
(20:39):
and you're more of a nichebusiness I'm thinking of maybe
my photographers, maybe some ofmy specialty, you know hobby
type businesses where you knowyou serve a lot of people but
they're not in the samegeography.
Social media is the best way todo that.
Speaker 3 (20:56):
Yeah.
Speaker 1 (20:57):
And just have regular content.
You're going to have to pay forit, to like to promote it and
have that be the word on thestreet.
Also, you can do it by showingup to support causes, and I'm
thinking like Little League,like putting your community
branding, so to speak.
Speaker 3 (21:16):
Join the barbecue for a cause, those little local
events.
Every town has something and bea part of it.
I mean, do it because youbelieve in it.
Speaker 1 (21:27):
Yeah Well, you'll be found out as a fake if you're
just doing it for the logo onthe thing.
Speaker 3 (21:32):
But yeah, I think showing that kind of support
that's a way to show up forpeople and show up with people
before they need you.
And you're not asking them tobuy anything from you.
You're just you're there andthey know you're there and
that's a beautiful thing.
Speaker 1 (21:46):
Yes, the Christian business event that we went to
this week.
I fully plan to sponsor thatbecause I'm like this is really
cool, this is a really cool room.
I want everybody to know that Isupport that.
I have zero businessexpectations for it.
However, it will by way of justthat conversation piece that
(22:08):
will connect us to organizers ofthe event, who will some way
somehow connect us to otherpeople who see the world the way
we do, and we want to dobusiness with people that see
the world the way we do rightYep.
So supporting research, theEhrenberg Bass Institute found
that most purchases come frompeople who were reached long
before the point of purchase.
That's why brands that maintainconsistent visibility win more
(22:31):
market share over time.
Great study called the Long andthe Short of it by Peter Field
and Peter Field.
And who's the other fella?
Why did it just go blank?
Peter Field and Les Bennett Les.
Bennett they did like a 20-yearstudy on the brands that
actually grew and became marketleaders, and it was literally
(22:52):
because they branded more, theydid more priming, they did more
bonding with emotional campaignsthan they did promotions.
Speaker 3 (23:00):
Yeah.
Speaker 1 (23:00):
And so, yeah, that has to be so, and they got away
with charging more that studyconfirmed it as well.
Speaker 3 (23:05):
That's right.
Yeah, so has to be so and theygot away with charging more.
That study confirmed it as well.
That's right, yeah, so earnthem before the finish line.
That was point number two.
Point number three spend anunreasonable amount on customer
service.
I love this one, truthfully.
This is a belief we have here.
We're not actively pursuing awhole lot of customers on a
regular basis, our agency, wedon't market ourselves as much
(23:28):
because we just have a verylimited supply of mavens and we
want to make sure we help asmany people as we can.
Speaker 1 (23:35):
We have limited resources.
Speaker 3 (23:36):
We have limited resources, there you go.
Speaker 1 (23:38):
And what?
Speaker 3 (23:39):
we want to do is, though, take care of the people
who trust us with their dollars,who trust us with their
business, and we try our best togive them the most spectacular
customer service we can givethem.
Speaker 1 (23:51):
It's like a wedding when we take on a new client.
It's like we're celebrating.
Okay, we have gone through alot of courtship, we are
deciding to take on a missiontogether and go into the world
together and change something,and so actually, this would be a
great time to talk about how weare doing that for more people
(24:13):
with limited resources, but I'llfinish the sentence.
So people forget what you said,people forget what you did, but
people will never forget how youmade them feel.
Maya Angelou, one of myfavorite quotes Anybody within a
(24:35):
hundred mile radius can feelgenerosity, or they can feel
hospitality through theirfriends, through the way your
parking lot looks, through theway your business appears online
, to the care that you put intoyour messaging on your website,
to the types of stuff you shareand indicate what you believe in
on social media, and just theexperience for your company is
(24:58):
more than just hospitality.
Now we go way over the top withthis I'm in a group of CEOs that
I meet with monthly.
We kind of share our P and L's.
Not long ago and I had an aridiculous amount of our um
expenses.
They're like you spent thatmuch money on customer
(25:18):
experience.
They're like what is that?
And I'm like, well, I don'twant to, I don't want to say it,
cause it would, it would justunromance the whole thing.
But it's just all the littlethings we do for clients, yeah,
and, frankly, people that welove in and around our clients,
not even people that pay usevery time it's like no.
Actually, I would say Oftentimesit's.
Speaker 3 (25:38):
Oftentimes it has nothing to do with that.
Speaker 1 (25:40):
Yeah, If a student meanders into our world and
spends a day with us as aninternship or a job shadow day
and we figure out what they'reinto.
I've spent $300 on books justoverloading them and.
I don't want that badge, butI'm just giving you examples of
like put good things in theworld.
Speaker 3 (25:59):
Bunch of swag, we buy lunch.
We have all these things thatwe want to make their experience
amazing.
We want everybody's experiencewith Frankenmaven to be
spectacular and some.
Speaker 1 (26:09):
Sometimes you just know when a company gets it and
you're like, you get it, yougave me something and and like,
if you want to get psychologicalabout it, there is a law of
reciprocation.
I don't, I prefer not to eventhink about the return.
Speaker 3 (26:20):
Think about that.
I'd never do like.
Speaker 1 (26:22):
That's not even it just feels good, it's cool.
But I've got a client right nowwho just hired a company to
bake cookies and put customizedthank you messages on cookies
after they buy this product.
He was just here today, thisproduct is a $5,000 to $10,000
(26:43):
average sale, and so he's goingto spend $125 for every customer
and they're going to getcookies like the day after their
thing is done, isn't?
that awesome.
Yeah, and this company monitorsthe CRM and when the button's
clicked like yep, it's done,they go make the cookies and
they send the cookies and theysend the thank you note and it's
handwritten and it's awesome.
So think about the joy, thinkabout the.
(27:09):
It doesn't have to be expensive, by the way, it just has to be
intentional.
Speaker 3 (27:12):
Yep, and maybe a little bit.
We've talked about generosityin different parts of this at
different times, but make thatexperience over the top, make it
unexpected.
There are cheap things you cando.
That will still be surprisingto people as well, and because
you spent maybe your time oryour intentionality, or just the
(27:32):
thought that it took to putinto it is like whoa, why did
you do that?
I had no clue you were going todo that.
Speaker 1 (27:38):
We did an episode on this four or five months ago
about all the little things youcan do to rock their world.
But handwritten notes is aneasy one.
Always surprise them on theirbirthday.
Even better if you can figureout their anniversary Over the
moon, if you can figure outtheir kids' birthdays and send
them a card we're talking adollar or two folks Anniversary
(28:00):
of them being your customer.
Celebrate them and yourrelationship with them.
This is what we do in realhuman life we celebrate our
anniversaries and we celebrateall these things.
When you're celebrating withyour people, customers or
internal, good things happen.
A PwC survey found that 86% ofbuyers 86% are willing to pay
more for better customerexperience.
(28:28):
And 32% of all, customers wouldwalk away from a brand they love
after just one bad experience.
There's also some research thatsays the amount of if you have
one bad interaction.
It takes 13 exposures to goodinteraction to overcome that
psychologically.
That's whether you're yellingat your kids or your team or you
know.
(28:48):
It would definitely apply tocustomers and all those things.
So, hey, if you're a roofer,you're going.
Hey, what do I?
How do I make my customerexperience better?
Other than all those fun thingswith the notes and all that
dude, send a personalized dronevideo, take a really cool
picture of their house, saythank you, you know, spend 50
bucks on a photographer and aframe, um, include a link so
(29:10):
they can share a cool picture oftheir house like, or um, just
anything with intention, justthose extra phone calls so
unreasonable amount.
That's point number three.
Spend unreasonable amounts onyour customer experience.
Speaker 3 (29:24):
Number four, last point Number four is stay in the
circle.
Follow up with past customers.
Often your next great customeris probably either the one or
the friend of the one you justhad.
Speaker 1 (29:36):
Yes, it is.
Write that down.
Write that down.
Nate the camera guy, CatherineBarchetti, reminds us to make a
customer, not a sale.
Speaker 3 (29:45):
That's a good quote.
Speaker 1 (29:46):
That's a really good quote.
We should put that on the wall.
So the easiest way to do thisis email marketing.
If you're not doing it, you'remissing.
I don't care what you sell, youshould be doing some form of
email marketing.
I don't care if you have 10past customers or 10,000, send
them something, or 10,000, sendthem something.
The saw this thought of you.
(30:07):
Or you know, even if you're insome really boring like say
you're a plumber or something,send recipes, for you know
cookies.
Send 10 things you know thismonth going on in your town.
Send three causes we aresupporting and we want you to
support them too.
(30:28):
Send them funny jokes and memes, send them stories of inspiring
people and sometimes, once in awhile, send them an offer, send
them a product, send them adiscount of some sort to keep
adding value to that.
What are some other ways thatwe can stay in the circle?
Speaker 3 (30:49):
Yeah, you can also create like a referral program
is a good way to.
It's a little bit more obvious,but you can incentivize people
to bring their friends.
The reality is, we're talkingabout how you can charge more a
loyal, happy fan I won't evencall them a customer, a fan that
leaves you skipping away, right, they're just like well, that
(31:12):
was such a beautiful experiencebecause you did your best, you
showed up, you gave them greatcustomer service.
They are going to go andanytime they hear somebody talk
about I need a roof or I know Iwe're going on date night next
week, it's like have you triedthat new Mexican restaurant
across town?
It's like that's that's thefirst thing on their mind is
(31:33):
because they're a fan and theyhave they have a story to tell.
Everybody wants to be the personwho connects, like I got a guy
right.
We want to have a a guy or agal that we get to refer people
to it's exciting.
Guy or a gal that we get torefer people to, it's exciting
if we found somebody.
We trust an electrician, wetrust a plumber, we trust
whatever that is.
We want to be the one toconnect them.
And so you staying in my mindhelps the potential of Brandon
(31:59):
doing business with you, becauseI'm going to be like, hey, you
should call so-and-so.
Speaker 1 (32:03):
Yes, yes, you know about my carpet guy.
Speaker 3 (32:06):
Yeah.
Speaker 1 (32:07):
Talking about unreasonable.
Speaker 3 (32:10):
Was he?
Is this the bread guy?
The bread guy, okay, yeah, yeah.
Speaker 1 (32:14):
He puts his carpet.
I'm like you know, my carpetswere clean, they were fine and
he does a great job.
But he leaves a loaf of breadand he charges really good money
for that, or charges a lot ofmoney for that extra bread.
Right, I gave him a lot ofbread for extra bread.
Speaker 3 (32:27):
A lot of cheddar on that bread.
Speaker 1 (32:29):
And then he follows up, he.
And then he follows up.
He texts hey, brandon andValerie, I'm going to be in your
area this month.
You want me to stop by?
And it's like he probably got acouple extra sales for us Now
we don't have any carpet anymore, so too bad for him.
Speaker 3 (32:40):
Sorry, bread guy.
Speaker 1 (32:41):
I would pay for the bread, though Bain Company found
that increasing customerretention by just 5% just 5%
more than you're doing it nowprofits increased by 25% to 95%.
Speaker 3 (32:54):
That's what you call leverage.
Yeah, I tried to whistle justnow and it didn't work very well
.
You're welcome.
Yeah, nate's going to add thatin for me.
Yeah.
Speaker 1 (33:03):
Nate's going to add it in Yet Okay.
So 5% gets you as much as a 95%increase in profits.
Crazy Yet 44% of businessesadmit that they don't track or
follow up with past customers.
That's according to Forbes andBain and Company's study.
Speaker 3 (33:20):
Half of you listening right now.
Speaker 1 (33:21):
Half of you just need to stop and go do something.
Speaker 3 (33:23):
Go send a text to one customer and you'll be ahead of
half the other businesses out.
Go lick a stamp.
Speaker 1 (33:29):
Yeah, put it on something.
Speaker 3 (33:31):
Yes, do something.
Speaker 1 (33:33):
Yeah, exactly.
So okay, we're talking abouthow to charge more Important to
know, and I think we kind of setthis up this way.
But you're not charging morebecause you're greedy.
You're not charging more justbecause you want to see what you
can get away with.
You're charging more becauseyou're great, and great takes a
lot of resources.
That's right.
I love the phrase.
I learned this from BrendanBurchard.
It takes money to sustain themission, and if your mission is
(33:56):
to be excellent and to do anexcellent thing for your fellow
community or your fellow human,your fellow people you serve,
you can't do that with no moolah.
So it's a reverse, it's anupside down kingdom in that way.
Speaker 3 (34:12):
When we talk about revenue with our team, we have a
fairly open, just revenueconversation.
Every week we revisit that andwe always say money isn't the
mission, it's a measure of themission.
Yes, and it reminds us that,yes, this is the resource that
keeps us all paid and housed andour children fed it's, but it's
(34:36):
really a measure of the missionwe're trying to fulfill, which
is helping entrepreneurs, notwaste money on average.
Speaker 1 (34:42):
Yeah, that's why we're doing this unreasonable
thing.
Yeah, Uh yeah, we don't makeany money doing this.
So, um, how do you make peoplehappily pay you more?
You make them want it.
You make them want you right.
Not by adding, not byexplaining, not by targeting,
but by believing in somethingbigger that they want, Believing
(35:03):
in your vision for a betterworld, living your values
without compromise and keepingyour vows like they're sacred.
And then we talked about thosevision, values, vows.
We talked about reaching thembefore the sale, like long
before the sale.
We talked about staying intheir circle and we talked about
giving unreasonable amounts ofyour profits back to the
(35:25):
customer experience.
That's right?
Speaker 3 (35:27):
Hey, we've got something that we've been
talking about just a few times.
Actually, I feel like we'vebeen talking about it for a
while.
We have been talking about itfor a while, but it is here.
It is here it has arrived.
Speaker 1 (35:36):
We had our first mastermind call and it was
awesome, man.
It was amazing we have somereally really cool people in
there doing cool things, and Ican already kind of feel like
how this community is going tocome together and how, you know,
the members are going to beable to help each other.
(35:57):
And then we're just here tofacilitate and workshop on your
stuff.
Our mastermind members lastweek got homework that you can
see if you join us by the nextcall, which will be….
Speaker 3 (36:04):
It'll be Wednesday, the 25th 10 days from this
podcast launch date.
Speaker 1 (36:09):
So Wednesday the 25th , and yeah, it's the Maven
Marketing Mastermind.
Yeah, wednesday the 25th, andyeah, it's the Maven Marketing
Mastermind.
Yeah, and go ahead.
Speaker 3 (36:16):
If you would like to get in, we've extended our
founding member offer throughthe end of this month, through
the end of June.
If you want to get in beforethat next call, you need to do
it before the 25th of Wednesday.
Double check me on that.
It is.
You need to get in before that.
You can sign up atmavenmethodtrainingcom and we're
(36:39):
really excited about it.
If you need somebody to help,just look over your shoulder,
ask questions, look at your adcopy, look at your social posts,
look at these things thatyou're doing.
We would love to do that andit's going to be just a great.
It's a group call two times amonth and if you sign up this
(36:59):
month, you'll get it for 99 amonth for life forever.
Speaker 1 (37:08):
You will get your questions answered and you'll
definitely get value that Ithink will easily pay for the
small investment that it is.
But I think the biggest thingyou're gonna learn is by
watching other people get theirquestions that's right answered,
and then by other peoplejumping in to help us.
And then you know leslie is on.
You guys haven't seen enough ofleslie.
She's going to be on thepodcast very, very soon, but
she's on and that's a gift initself yeah, shout out to leslie
(37:30):
.
Speaker 3 (37:30):
Uh, on the Mastermind , one of our members there said
that Leslie's episodes are in.
I think all of her episodes arein their top five list, which
is that's pretty awesome.
Love it, love it Good job,leslie, we'll get her in here
soon.
Speaker 1 (37:48):
Well, thank you for listening.
If you know somebody that needsto hear this, that needs the
encouragement to raise theirprices or to be unapologetic
about it, please send this tothem.
We've gotten new reviews, whileon Spotify or Apple, I know
there's more of you listeningthan have given a review, so
help a brother out.
Help some brothers out.
It just helps us reach morepeople it helps us fulfill our
(38:10):
mission of growingowner-operated companies.
Speaker 3 (38:14):
Yeah, slide over to YouTube.
Give it a thumbs up.
Speaker 1 (38:16):
Yes, it helps the algos.
Speaker 3 (38:17):
All of this helps.
Speaker 1 (38:18):
Yeah, and then drop anything you want us to talk
about next week in the commentsor send an email to mavenmonday
at frankenmavencom.
We'll be back here every week,every week, answering your
real-life marketing questionsfor two years now, because
marketers who cannot teach youwhy are just a fancy lie.
Have a great week.
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