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💲Pricing Tip: Don't change your price point 👇 Instead, introduce more pricing tiers and adjust your offering. Think "Good, Better, Best" instead of one size fits all. You're probably giving some customers more than they need or expect... or even want. Reconsider your offering and rebalance the value proposition...

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Richard Grove

33,117 subscribers

43,938 次观看 • 1 年前 •via X (Twitter)

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3 条评论

JohnTheBeagleDad 的头像
JohnTheBeagleDad1 年前

no greedy

Eddie M. - I stand with Ukraine. 🇺🇦 的头像
Eddie M. - I stand with Ukraine. 🇺🇦1 年前

I tip.for good service and if the bill's low I've tipped 100%.

Zakria Chaudhry 的头像
Zakria Chaudhry1 年前

Yeah

相关视频

Most founders accidentally train their customers never to pay them. Madhavan Ramanujam (the "pricing guru" of Silicon Valley - having worked with LinkedIn, Uber, and 30+ unicorns) calls it the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that 20% away for free to gain distribution • You are left trying to monetize the remaining 80% of features - the ones users don't actually value. The result? You build a charity, not a business. In this week's episode of The Library of Minds, we discuss the science of monetization and deconstruct how to architect ‘Profitable Growth’ - the core framework from his new book, Scaling Innovation. 03:33 - Netflix vs Blockbuster: The Pricing Decision That Changed Tech 08:06 - Why Most Startups Get Pricing Wrong 11:39 - Freemium vs Paid: When Free Destroys Value 15:38 - Pricing Models Matter More Than Price 16:28 - The AI Pricing Framework: Autonomy vs Attribution 21:49 - The Biggest Pricing Mistake Ever 25:05 - Why Steve Jobs Was a Pricing Genius 26:44 - Behavioral Pricing: How Founders 10× Deals Without Changing Product 31:02 - Data vs Conviction: How Great Founders Make Pricing Decisions
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Most founders accidentally train their customers never to pay them. Madhavan Ramanujam (the "pricing guru" of Silicon Valley - having worked with LinkedIn, Uber, and 30+ unicorns) calls it the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that 20% away for free to gain distribution • You are left trying to monetize the remaining 80% of features - the ones users don't actually value. The result? You build a charity, not a business. In this week's episode of The Library of Minds, we discuss the science of monetization and deconstruct how to architect ‘Profitable Growth’ - the core framework from his new book, Scaling Innovation. 03:33 - Netflix vs Blockbuster: The Pricing Decision That Changed Tech 08:06 - Why Most Startups Get Pricing Wrong 11:39 - Freemium vs Paid: When Free Destroys Value 15:38 - Pricing Models Matter More Than Price 16:28 - The AI Pricing Framework: Autonomy vs Attribution 21:49 - The Biggest Pricing Mistake Ever 25:05 - Why Steve Jobs Was a Pricing Genius 26:44 - Behavioral Pricing: How Founders 10× Deals Without Changing Product 31:02 - Data vs Conviction: How Great Founders Make Pricing Decisions

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“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right
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“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right

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Is Per Seat Pricing Dead in a World of AI: "There are two logical replacements: 1. Value-based pricing. 2. Consumption-based pricing. Talk to customers about consumption based pricing. They do not love it. The problem with value based pricing is customer and vendor have to align on the attribution of value." How do you think about this and the future of pricing in SaaS Marc Benioff Des Traynor Bret Taylor Jesse Zhang

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Candy prices change in front of customers at Walmart because of these new electronic pricing tags This means you could pick up an item, put it in your cart, and by the time you get to the checkout the price could be higher How is this not fraud Americans don’t want electronic pricing tags that change during the day. We all fear this leads to dynamic pricing Side note, these candy bar backs used to be $1 not that long ago. Now they’re $3.16
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Candy prices change in front of customers at Walmart because of these new electronic pricing tags This means you could pick up an item, put it in your cart, and by the time you get to the checkout the price could be higher How is this not fraud Americans don’t want electronic pricing tags that change during the day. We all fear this leads to dynamic pricing Side note, these candy bar backs used to be $1 not that long ago. Now they’re $3.16

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Some updates on pricing and tiers moving forward.
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Some updates on pricing and tiers moving forward.

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Corporate greed is fueling price gouging and surveillance pricing. Companies are deciding YOU should pay more because of your search history, location or other personal data they've collected. I introduced the Stop Price Gouging in Grocery Stores Act to ban surveillance pricing.

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Ford’s national employee pricing program is becoming a branding asset. Alex Perdikis, CEO-Owner of KoonsMotors, breaks down its structure and results. "Everyone that buys a Ford in America gets employee pricing, and it's not dealership employee pricing, and it's not some gimmick, you actually get Ford Factory employee pricing." "You go into COVID situation, you know where that happened, 2020, everything's getting shut down. We all kind of work together, with a lot of the executives at Ford, coming up with different programs." "Ford's positioned really, really well because they build so many cars in America. And we're the largest, in terms of manufacturer, that builds cars, and actually truly builds cars in America." - Thank you to our partner TransUnion! Check them out by visiting

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Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

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FTC pricing changes are becoming one of the biggest conversations in auto retail. Colin Kubik, Partnerships at Car Dealership Guy, explains how dealers inside CDG Circles are already adapting pricing strategy and operations. " A lot of dealers understand that they have to pivot, right? And so many are moving to putting that doc fee into, like, internal packs or going to single-number advertising pricing." Daily Dealer live hosted by Sam D'Arc — listen to the full episode here: - Thank you to our partner Podium! Check them out by visiting:

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Rain admits to network struggles, defends pricing model in Parliament Rain South Africa has acknowledged ongoing issues with its network quality, describing the situation as a “headache” during a presentation to Parliament’s Portfolio Committee on Communications and Digital Technologies on Thursday. “Every single day we are trying to get better,” said a Rain representative. “We understand our limitations, and we are constantly working to improve.” Responding to criticism about the cost of Rain’s services, the representative argued that the company offers unmatched value particularly for households. “We believe we are providing the best value in the market. Our products are geared toward home connectivity, not just for individuals looking for a gig or two. When our customers leave, they take their internet with them.” He emphasized that Rain’s pricing should be considered in context. “If we want to ask whether it’s expensive, we need to look at the value we’re providing. Are others offering the same kind of service?” The remarks came as part of Parliament’s broader inquiry into service quality, pricing models, and customer experiences across South Africa’s major telecom providers.

MDN NEWS

81,512 次观看 • 1 年前

When pitching your business, it’s essential to resist the temptation to focus solely on your product or service. While it may seem natural to highlight its features and benefits, effective pitching goes beyond mere product promotion. Instead, strive to convey the value proposition of your business in a way that resonates with your audience on a deeper level. This means understanding their pain points, desires, and aspirations, and positioning your offering as the solution to their needs. By framing your pitch in terms of the problem you solve and the transformation you enable, you create a compelling narrative that captures attention and generates interest. Remember, people don’t buy products – they buy solutions to their problems and experiences that enhance their lives. So, whether you’re pitching to investors, customers, or partners, focus on the bigger picture and the impact your business can make, rather than getting bogged down in product details.
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