Understanding Cost Analysis

I used to think charging less would get me more clients. After my trip to the US I realised it just made them trust me less. when i was cheap, clients questioned everything. "why this approach?" "can we try something else?" "i'm not sure about this." so when i raised my rates, they trusted my decisions completely. same work. different psychology. so here's what i've basically realized about pricing: when someone sees a low price, their brain doesn't think "great deal." it thinks "what's the catch?" they start looking for problems. inexperience. desperation. corners being cut. low prices trigger fear of loss, not excitement about savings. but when they see premium pricing, something else happens. "if they can charge this much, they must deliver results." "other people are paying this, so the value must be there." "the risk of not solving this problem costs way more than the investment." premium pricing signals confidence in your work. think about it. rolex doesn't make better watches from a functionality standpoint. but the price tells you everything about what owning one means. same thing with services. a premium project isn't necessarily 10x better in execution. but the price signals experience, systems, proven results. and here's the shift that changed everything for me: i stopped anchoring clients to the price and started anchoring them to the outcome. not "this costs X" but "this will generate Y for your business, and the investment is X." when they're thinking about ROI, the price becomes secondary. your pricing isn't just a number. it's a signal to the market about who you are and what you deliver.

𝗖𝗼𝘀𝘁, 𝗤𝘂𝗮𝗹𝗶𝘁𝘆, 𝗧𝗶𝗺𝗲 - 𝗶𝘀 𝘁𝗵𝗲 𝗴𝗼𝗹𝗱𝗲𝗻 𝘁𝗿𝗶𝗮𝗻𝗴𝗹𝗲 𝘀𝘁𝗶𝗹𝗹 𝗿𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝗳𝗼𝗿 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁? Balancing these three elements used to be the core mission of any procurement strategy, right? It was a recognition that simply going for the lowest price wasn't the ultimate goal and would eventually bring along consequences and compromises with regards to other factors: 𝗖𝗼𝘀𝘁 - Prioritising cost may lead to lower quality and perhaps later product defects and services issues which in the long-run lead to higher total cost 𝗤𝘂𝗮𝗹𝗶𝘁𝘆- Solely focusing on quality may prolong timelines and have a detrimental impact on budgets, making any goods unaffordable. 𝗧𝗶𝗺𝗲 - Speed before anything else instead may lead to premium pricing and lower quality expectations with an impact on overall customer satisfaction. But given the evolution of Procurement and changing business imperatives, is balancing the triangle still enough today? The simple answer is 👉🏽 𝗻𝗼𝘁 𝗮𝗻𝘆 𝗹𝗼𝗻𝗴𝗲𝗿! Modern procurement strategies must also consider Sustainability, Innovation, and Risk Management, all critical factors that have turned the golden triangle into a hexagon: 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 is no longer optional to meet ethical and responsible sourcing, carbon footprint and compliance needs requiring balance with cost, time, and immediate competitiveness. 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 is a driving force for competitive advantage often requiring upfront investments or longer lead times compared to existing solutions. Balancing immediate cost savings with long-term innovation is a constant challenge. 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 and volatile supply chains are increasingly demanding a monitoring of geopolitical, environmental and financial factors to avoid disruption. Anticipating and mitigating these risks is critical for Procurement decisions. Modern Procurement teams must embrace a more holistic approach that balances all six factors: 𝗖𝗼𝘀𝘁, 𝗤𝘂𝗮𝗹𝗶𝘁𝘆, 𝗧𝗶𝗺𝗲, 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗥𝗶𝘀𝗸. One approach ito get there is to leverage technology like AI and Data Analytics to model impacts and predict risks to support decision-making when complexity or criticality of a supplier switch or big tender demands it. The future though is no longer about balancing the triangle but mastering, at least, a hexagon. ❓How do you see Procurement dealing with an increasing range of factors to consider for decision-making ❓How can technology support the vetting of different scenarios and impacts Let's discuss in the comments. ♻️Share the post in your network if you found it insightful. #procurement #goldentriangle #costmanagement #procurementexcellence

‘F*ck this. I quit.’ The exact words I said to my cofounder. I was SURE we’d sell for NINE FIGURES. I could already see the TechCrunch headline. Two years earlier, Ampush was a machine. We ran Facebook ads for Uber, Dollar Shave Club, and Blue Apron. Then reality hit. The offers came in. Not bad, mid-to-high eight figures. But not what I expected. I had convinced myself we were worth WAY more. My friends' SaaS companies sold for 10–20x revenue. I thought we’d get the same. We didn’t. Because marketing agencies are different. If we didn’t sell, then what? I was already BURNED OUT. Seven years in, the work didn’t excite me anymore. And what if the market kept getting worse? What if we waited too long? What if we got stuck running this business FOREVER? We found a solution: Sell a portion now and the rest later. Red Ventures bought 20% for $15M. They had the OPTION to buy the rest in two years. Two years to prove our worth. To get the full buyout. To finally cash out. Except... that buyout NEVER came. Two years later, Red Ventures changed strategy. They passed. I had spent YEARS aligning my company, and my EGO, around this deal. And just like that, it was GONE. I hit rock bottom. I looked at my co-founder and said, “F**k this. I quit.” I had built an amazing business. A highly profitable, fast-growing agency. But I had completely MISUNDERSTOOD what it was actually worth. I wish someone had told me the TRUTH about agency valuations... 1️⃣ AGENCIES ARE NOT SAAS. DON’T EVER EXPECT 10X REVENUE MULTIPLE. 2️⃣ Your agency’s valuation = a multiple x EBITDA (not revenue). If you’re not profitable, your business is worth NOTHING. 3️⃣ Typical agency multiples are 3x–7x EBITDA. The higher end is for agencies with recurring revenue, deep specialization, or proprietary tech. 4️⃣ Client concentration KILLS your multiple. If one client is more than 40% of revenue, buyers get scared. 5️⃣ Cash flow matters more than revenue. If you’re not throwing off cash, your valuation will SUFFER. 6️⃣ If your agency can’t run without you, it’s worth LESS. Build a leadership team. Otherwise, buyers will see a risky business that falls apart when you leave. 7️⃣ Most agency buyers are PE-backed roll-ups. Agencies aren’t sexy venture-backed businesses. They’re valuable to buyers looking for SCALE and CASH FLOW. I let my ego get ahead of reality. I was so sure I’d get nine figures that eight figures felt like FAILURE. If you’re running an agency today, be honest with yourself. • What’s your actual EBITDA? • What’s your realistic multiple? • Are you building something buyers WILL want? When the time comes to sell, don’t be SURPRISED like I was. If you’re looking to sell your agency and want a guide to help you value your business, comment ‘Marketing Agency Valuation’ below 👇

Are you measuring what matters in your organization? A comprehensive measure of organizational effectiveness includes much more than profit margins and growth rates. The market and media often celebrate companies that show rapid financial growth or high profitability, leading to a cultural bias towards these metrics as signs of success BUT the tide is slowly turning- more businesses are recognizing the long-term value of a holistic approach to effectiveness and success. Many more businesses are embracing the concept of the "Triple Bottom Line," which measures success not just by financial profit ("Profit"), but also by the company's impact on people ("People") and the planet ("Planet"). HOWEVER 🚨 There is more work to be done! The prioritization of non-financial elements of organizational success can get pushed aside when financial pressures hit or quick results are valued. You have probably heard the phrase "What gets measured gets managed". This is generally true. Quantifying and measuring non-financial aspects of effectiveness, such as employee well-being, social impact, and workplace culture, is hugely important but remains challenging. 💡 Here's some straightforward steps to move you towards a more holistic approach to measuring success: 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐜𝐥𝐞𝐚𝐫 𝐠𝐨𝐚𝐥𝐬: Define what holistic success means for your organization. This could include specific targets related to employee well-being, social impact, and environmental sustainability. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬: Talk to employees, customers, and community members to understand what aspects of your business matter most to them. Their insights can help shape your holistic success framework. 𝐂𝐡𝐨𝐨𝐬𝐞 𝐫𝐞𝐥𝐞𝐯𝐚𝐧𝐭 𝐦𝐞𝐭𝐫𝐢𝐜𝐬: Based on your goals and stakeholder feedback, pick metrics that are meaningful and manageable. For example, employee satisfaction can be measured through regular surveys, while environmental impact can be tracked through energy consumption or waste reduction metrics. 𝐔𝐬𝐞 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤𝐬: Look into established frameworks (like GRI or B Corp standards for sustainability; Gallups Q12 Engagement Survey for employee engagement or the Denison Organizational Culture Model to measure workplace culture). There are existing frameworks for most known elements of organizational effectiveness so it's just a matter of looking into them. 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐢𝐧𝐭𝐨 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐦𝐚𝐤𝐢𝐧𝐠: Ensure that these holistic metrics are part of regular business reviews and decision-making processes, not just side projects. 𝐑𝐞𝐩𝐨𝐫𝐭 𝐭𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭𝐥𝐲: Share your progress openly, including both successes and areas for improvement. Transparency builds trust and credibility. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠: Be prepared to adapt and refine your approach as you learn what works and what doesn't. This is a journey, not a one-time task. #organizationaleffectiveness #measurewhatmatters #leaders

More Ad Spend ≠ More Sales Scaling is a trap that no one talks about. Most marketers think scaling is simple: Increase ad spend → Get more customers → Grow revenue. But that’s not how it works. In fact, blindly increasing budget is one of the fastest ways to kill your ad performance. Here’s why: 1. Rising CAC (Customer Acquisition Cost) – More budget means entering higher-cost auctions and reaching less-qualified audiences. If your targeting, creatives, and funnel aren’t optimized, you’re just paying more for worse results. 2. Creative Fatigue – Scaling too fast with the same ad creatives leads to audience burnout. People stop engaging, CTR drops, and suddenly, your winning ad becomes a money pit. 3. Lack of Offer Optimization – If your offer doesn’t convert at a small scale, spending more won’t fix it. It's the classic problem of a poor product/service cannot be fixed with great performance marketing strategy. 4. Misleading ROAS Metrics – A campaign might look profitable at ₹ 10000/day but break down at ₹50000/day due to diminishing returns. If you’re not tracking LTV and profitability, you could be scaling unprofitably. So what should you do instead? 1. Test Before You Scale – Validate your offer, audience, and creatives before increasing spend. 2. Scale in Stages – Increase budget incrementally while monitoring CAC and conversion rates. 3. Optimize Your Funnel First – If your website, checkout process, or backend conversion flow isn’t solid, no amount of ad spend will save you. Scaling isn’t just about spending more. It’s about spending smarter. Have you seen this happen before?

The Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) has released a comprehensive report highlighting the intricate connections among #biodiversity, #water, #food, #health, and #climatechange. This "Nexus Report" emphasizes that addressing these global challenges in isolation is ineffective and may exacerbate existing issues. Here are five key takeaways from the report: Interconnected Crises Amplify Economic Losses: 👉 The report estimates that neglecting the interlinked crises of biodiversity loss, climate change, water scarcity, food insecurity, and health risks results in unaccounted costs ranging from $10 trillion to $25 trillion annually, equivalent to about a quarter of global GDP.Sectors such as agriculture, energy, and fishing contribute significantly to these losses by failing to consider the broader environmental impacts of their activities. 👉 Delayed Action Increases Future Costs: Procrastination in addressing these interconnected issues leads to escalating expenses.For instance, inaction on climate change could add $500 billion annually to future costs, while postponing measures to combat biodiversity loss may double the associated costs if delayed by a decade. 👉 Misaligned Financial Incentives Perpetuate Environmental Harm: Current government subsidies, totaling approximately $1.7 trillion annually, often support environmentally detrimental practices, including fossil fuel production, overfishing, and unsustainable agriculture. These subsidies, along with $5.3 trillion in private financial flows that damage biodiversity, exacerbate the crises they aim to mitigate. 👉 Holistic Approaches Yield Significant Benefits: The report underscores the necessity of integrated policy efforts that consider the complex interconnections among biodiversity, water, food, health, and climate change. Implementing holistic solutions can unlock $10 trillion in business opportunities and support 395 million jobs globally by 2030. Proven strategies, such as agroforestry and nature-friendly renewable energy schemes, demonstrate that it's possible to address multiple environmental challenges simultaneously. 👉 Addressing Inequalities is Crucial for Transformative Change: Persistent economic and political inequalities, often rooted in historical contexts like colonialism, hinder efforts to halt biodiversity loss. The report calls for transformative change that includes recognizing and addressing these inequalities to create a more equitable and sustainable future. https://lnkd.in/dyz2_-HM

🔥 Let me tell you about an extremely expensive mistake I see companies make every day. When I gave my TEDx talk "Save your company money; give your employees a raise," seven years ago, I shared a shocking statistic: 27% of employees were actively considering leaving their jobs at the time. The number has risen to 40% in 2024. Here's the kicker: replacing just ONE employee costs companies 100-200% (with outliers quoting as much as 400%) of that person's annual salary in Recruiting costs Training time Lost productivity Customer dissatisfaction Lost business opportunities Brain drain Do the math: For a €100K position, you're potentially looking at €200K or more in replacement costs. And guess who makes up a disproportionate number of these departures? The high-achieving women who are chronically underpaid and undervalued. Many companies are spending seriously on hiring women, and they often reach 50% or even more women at the point of intake. Only to completely drop the ball on retaining their talent, with the serious financial repercussions mentioned before, whilst ignoring the simplest solution: Promote. Your. Women. And Pay. Them. More. This isn't about DEI initiatives or moral imperatives (though those matter). This is about your bottom line. This is about business intelligence. Your CFO needs to see this math: Investment: €20K raise for a valuable female employee to get her to parity with her male peers. Alternative: €200K+ replacement costs when she leaves. And she will: there are plenty of companies out there ready to snap them up at market rate. The ROI isn't just clear - it's staggering. 🎯 If your C-suite needs help understanding how to: Identify flight risks before it's too late Calculate the real cost of turnover in your organization Create retention strategies that actually work Build compensation structures that make business sense Let's talk. I consult with forward-thinking companies ready to turn this knowledge into competitive advantage. I train teams of leaders who want the benefit of an engaged, motived work-force. Because the most expensive thing you can do? Is letting your talented women walk out the door. Message me directly or reach out via support@womeninnegotiation.org to discuss how we can protect your company’s bottom line. #BusinessStrategy #RetentionStrategy #WomenInBusiness #TalentManagement #ROI

💰 The Real Cost of Losing Good Employees Here's the truth most leaders don't want to face: You're literally bleeding money by ignoring your people. Let's break down the REAL costs: 1. Direct Replacement Costs • Recruiting: $4,129 per hire • Training: 1-2 months of salary • Lost productivity: 1-2.5x annual salary 2. Hidden Costs (The ones that REALLY hurt) • Knowledge gaps: 3-6 months to get a new hire up to speed • Team morale drop: 70% of remaining employees become flight risks • Client relationships: 25% at risk of leaving with the employee 🔑 Key insight: It costs 1.5-2x an employee's salary to replace them. For a $100k employee, that's $150-200k down the drain. So, what are smart leaders doing? ✅ Regular market-rate adjustments ✅ Building clear paths for growth. ✅ Meaningful recognition ✅ Flexible work arrangements ✅ Investing in skill-building. Remember: The cost of prevention is ALWAYS lower than the cost of replacement. 🎯 Quick action item: Calculate your potential turnover costs. Then redirect 30% of that budget into retention strategies. Your bottom line will thank you. ♻️ Share this with your network 🔔 Follow Sanjiv Beri for more insights visual credit: Linda Reddy

An unacknowledged loop costs more than any front-facing glitch. 𝐇𝐢𝐝𝐝𝐞𝐧 𝐟𝐚𝐜𝐭𝐨𝐫𝐢𝐞𝐬: They’re the invisible vampires of your organization, quietly draining time, resources, and budgets while you’re focused on the shiny, visible processes. On paper, everything looks great—clear plans, detailed KPIs, and a confident team. Yet deadlines slip, and costs balloon. Why? Because beneath the surface, there’s an uncharted underworld of rework, ad-hoc fixes, and undocumented processes keeping the ship afloat. This “hidden factory” might be a production operator manually fixing defects or a marketing coordinator managing spreadsheets because the CRM can’t handle reality. It’s work that doesn’t show up in reports but shows up in your margins. 𝐖𝐡𝐲 𝐝𝐨𝐞𝐬 𝐭𝐡𝐢𝐬 𝐦𝐚𝐭𝐭𝐞𝐫? Armand Feigenbaum, the OG of Total Quality Control, nailed it: You can’t fix what you don’t measure. Hidden factories consume 𝟐𝟎-𝟒𝟎% 𝐨𝐟 𝐚𝐧 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧’𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 and can be the difference between thriving and surviving. 𝟓 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐒𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐭𝐨 𝐄𝐱𝐩𝐨𝐬𝐞 𝐚𝐧𝐝 𝐑𝐞𝐝𝐮𝐜𝐞 𝐚 𝐇𝐢𝐝𝐝𝐞𝐧 𝐅𝐚𝐜𝐭𝐨𝐫𝐲: 𝟏) 𝐔𝐬𝐞 𝐒𝐦𝐚𝐫𝐭 𝐌𝐞𝐭𝐫𝐢𝐜𝐬: Track hidden work with tools like MES and advanced KPIs (e.g., DPMO). 𝟐) 𝐋𝐢𝐬𝐭𝐞𝐧 𝐭𝐨 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬: Create systems to capture frontline feedback and reward solutions. 𝟑) 𝐒𝐭𝐫𝐞𝐚𝐦𝐥𝐢𝐧𝐞 𝐏𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬:  Map workflows, eliminate waste, and simplify handoffs. 𝟒) 𝐁𝐞 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞:  Use predictive tools and preventative maintenance to avoid surprises. 𝟓) 𝐓𝐫𝐚𝐢𝐧 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬𝐥𝐲: Teach Lean and Six Sigma to empower a culture of improvement. 𝐅𝐨𝐫 𝐚 𝐝𝐞𝐞𝐩𝐞𝐫 𝐝𝐢𝐯𝐞: https://lnkd.in/ehy-XhAr ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

How to uncover your pricing cheat codes Think your product might be too expensive? Before you lower your price, read this story: A company we worked with had a $350 product with a confusing home page. We re-wrote the copy to be super clear using the “now you can” headline formula, and their conversion increased by 40%. For the second experiment, we bumped up the price to $499, and guess what? It made 𝘢𝘣𝘴𝘰𝘭𝘶𝘵𝘦𝘭𝘺 𝘯𝘰 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘪𝘯 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘪𝘰𝘯. I’ve never been so happy to see an inconclusive A/B test. 😁 𝗧𝗵𝗲 𝗽𝘂𝗻𝗰𝗵𝗹𝗶𝗻𝗲: Once people clearly understand the impact a good product will have on their lives, 𝘵𝘩𝘦𝘺 𝘣𝘦𝘤𝘰𝘮𝘦 𝘢 𝘭𝘰𝘵 𝘭𝘦𝘴𝘴 𝘱𝘳𝘪𝘤𝘦 𝘴𝘦𝘯𝘴𝘪𝘵𝘪𝘷𝘦. 𝗛𝗼𝘄 𝘁𝗼 𝗰𝗼𝗻𝗱𝘂𝗰𝘁 𝘁𝗵𝗲 “𝗱𝗼𝗼𝗿-𝗶𝗻-𝘁𝗵𝗲-𝗳𝗮𝗰𝗲” 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝘁𝗲𝘀𝘁 How do you unpack your customer's pricing psychology and find out exactly what they’d be willing to pay extra for? I call this the “door-in-the-face” pricing test. Next time you’re pitching somebody on your product or doing a validation interview try this: 1. Go through your normal sales pitch or customer interview process until it’s clear they understand the product, are excited about it, and ready to buy.     2. Then, instead of offering them your normal terms, keep it light and friendly, but suggest a surprisingly high price, like “What if I told you it cost $1,000 per month?” (They’ll probably say “no.” That’s perfect).     3. If they say “no,” again keep it friendly and say: “Fair enough, that’s a high price, we’re still figuring out the actual cost. But tell me, 𝘸𝘩𝘢𝘵 𝘸𝘰𝘶𝘭𝘥 𝘰𝘶𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘥𝘰 𝘵𝘰 𝘣𝘦 𝘸𝘰𝘳𝘵𝘩 $1,000 𝘱𝘦𝘳 𝘮𝘰𝘯𝘵𝘩?” Then just be quiet.     4. Stay silent and give them a moment to think about it. Listen carefully because they’re about to give you the cheat codes to premium pricing. They may say something like:    - “𝘐𝘵 𝘸𝘰𝘶𝘭𝘥 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘳𝘦𝘱𝘭𝘢𝘤𝘦 ___ 𝘴𝘰𝘧𝘵𝘸𝘢𝘳𝘦”    - "𝘔𝘺 𝘵𝘦𝘢𝘮 𝘸𝘰𝘶𝘭𝘥 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘣𝘦 𝘢𝘣𝘭𝘦 𝘵𝘰 𝘥𝘰 ____”    - “𝘐𝘧 𝘪𝘵 𝘮𝘦𝘢𝘯𝘵 𝘸𝘦 𝘤𝘰𝘶𝘭𝘥 𝘴𝘵𝘰𝘱 𝘱𝘢𝘺𝘪𝘯𝘨 𝘢𝘨𝘦𝘯𝘤𝘪𝘦𝘴 $50𝘒 𝘱𝘦𝘳 𝘮𝘰𝘯𝘵𝘩 𝘵𝘰 𝘥𝘰 ____, 𝘵𝘩𝘢𝘵’𝘴 𝘢 𝘯𝘰-𝘣𝘳𝘢𝘪𝘯𝘦𝘳”     5. If your product already does those things they mention, happy days – rewrite your home page! If not, start bringing your Head of Product to these pitch meetings. 😏 By the way, sometimes they just say yes. Twice now, people have heard my super high price and just said “that’s fine.”  In-fact, they even explained their business case to me. They mentioned other comparable services in their budget that cost them more than what I was asking, so the amount I proposed seemed fair in comparison. (Naturally, I added those comparisons to my pricing page.) I hope that’s helpful! But it’s a teeny little idea – less than 1% of the insights I share in my weekly newsletter – linked from my profile Matt Lerner