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Great topic what is the title for the original video. I'm interested on this specific topic lately

💥 "Promo sm"

Hey, nice podcast. I own a startup which aims to grow the audiences of podcasts like these, albeit only if the team behind the pod puts in the work as well. Do you have a contact email & we will happily help you grow in return for feedback. [ This would be amazing for us to iterate and push a better and better service ]

Yeah it's fu*ked up how food prices are. They have got me by the balls.

Someone needs to get Jeet a better coffee cup 🦅

Hi Adele, Great video, thank you. I like the idea of getting away from the desk and other distractions to plan. I also like the poker player analogy. I'm wondering, if buyers were asked how they would rate themselves, would an outsize proportion would call themselves poker players? I can play poker...I'm not a poker player. Anyone who plays with me can tell that pretty quickly (and they love that). Good salespeople may love dealing with a bad poker player. A series on types of buyers and how to identify them would be interesting. I also love the poker analogy because so much business language comes from gambling, but their meaning is often weakened. Table stakes, for example, is the amount of cash you need to be able to play that table. Do we offer at least the minimum value needed in all the areas the customer cares about? If not, our differentiated value may not resonate. Double-down, which, in business, signals that you're doubling your zeal or resolve in a position or project, is another favorite. Ok, it's from blackjack, not poker, but the business meaning loses the enormous risk entailed. I double my bet in exchange for one card, betting that a single card will give me a winning hand. It seems like risky business to double your commitment while dramatically reducing your odds of winning. I'm really enjoying this series. Thank you again. Nick

Hi Richard. Thank you for this. It’s great to boil this down to three main strategies.It seems that a dominant strategy would also be driven by the company’s overall strategy. If they price at a skim strategy, they also should (using Treacy/Wiersema) be on a product innovator or Customer Experience strategy (Tesla, Nordstrom). If they’re using penetration pricing, they’re probably in a Operational Excellence strategy (Walmart, Amazon). But that doesn’t speak to organizations that employ different strategies for different products or markets. Regardless, I agree that internal consensus is critical, with buy-in not only from senior management, but from the sales team as well. If sales doesn’t believe in the value offering in a skim strategy, they’ll lack the “arrogance” (rule 1) to maintain pricing and dilute the brand. If they don’t own the penetration strategy, they may not understand the inherently precarious margins, where every addition dollar of discount could massively affect profit margin. Thank you for the video, I look forward to more! Nick PS. I confess I had to go back to my Econ notes for “cross elasticity if demand.” :)

Hi, Ellen, Thank you for a great video! It’s interesting that you used an example of value from manufacturing (JIT delivery of raw materials), then the question for the client was “What kind of marketing challenges and opportunities do they have?” At first glance those seem disconnected. But the fact is that the only way to understand your value to your customer is to understand how THEY add value for THEIR customers. I also liked your advice to “stay curious.” I read once that the best way to get out of the “autopilot” that nominally engaged sales and service people feel is to focus on curiosity and whimsy. Be curious and genuinely care about what you learn; and have fun at work and be fun to work with. The account manager who I enjoy meeting with and who cares about my business will get the time. Thanks again! Looking forward to more! Nick

Hi Travis. Excellent video! MINI and, of course, Apple, are good examples of that confidence in their value that they don’t resort to discounting. Also a good point to try that “arrogance” with a low volume customer. You said quite often they are the least profitable, as it could take nearly the same amount of time and resources selling and serving 10 units to a customer as it takes to serve 1000. Isn’t it also true that these small customers can be the loudest when crying about their low budget? Thank you. Just getting started (start with rule one, how traditional, right?). Looking forward to seeing more! Nick

i agree.

Very poor audio level. can't hear properly.