154. Charge Higher Prices & Get Your Clients to Thank You For It with Scott Sorrell
Ever wonder about how to set your prices – whether your prices are too high or maybe you feel like you’re not charging enough?
Well, spoiler alert: You could be making more…a lot more!
My guest this week, Scott Sorrell (a.k.a. “Mr. Charge Higher Prices”) will convince you that you need to raise your rates.
Scott has identified more than 80 different techniques, methods and strategies for getting customers to pay more, investors to invest more and donors to give more.
Listen up as he breaks down 5 of his most powerful but easy-to-implement methods.
Get ready to re-think everything you thought you new about how to set your pricing!
Episode Resources
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Transcript
Scott Sorrell:
price is often kind of neglected because we assume we should just charge a low price and see what happens. When sometimes that, because price is a signal to the marketplace of your value, of your quality, that’s often a big mistake because when you set your price too low or even average, people assume the quality is low or even average. We actually believe it or not can make people happier about their purchase and doing business with us when we charge more for our product or services.
Brad Powell:
Welcome to the Standout Business Show, where it’s all about making a bigger difference by doing business differently. I’m Brad Powell, and today we’re talking about how you can charge higher prices and get your clients to thank you for it. So if you’ve ever wondered about how to set your prices and this is whether you’re worried about your prices might be too much or maybe you feel like you’re not charging enough Well, spoiler alert, my guest today, scott Sorrell, and he’s also known as Mr Charge Higher Prices he’s about to convince you that you need to raise your rates. About to convince you that you need to raise your rates. Scott has identified more than 80 different techniques, methods, strategies for getting your clients to pay more, investors to invest more and donors to give more, and today he’s going to break down some of his most powerful but easy to implement methods. So if that sounds good, let’s start the show. All right, scott, welcome to the show.
Scott Sorrell:
Hey, brad, and thank you to our studio audience that was giving us such fantastic applause. That was amazing. And, brad, I have to say that the hero image of you on the Standout Business Show you just look like a badass wilderness explorer. I mean that is amazing. I wish I had a picture of myself like that.
Brad Powell:
Well, you know, that was actually taken in Italy, in southern Italy, while I was doing a little bike tour.
Scott Sorrell:
Okay, well, there you go, Badass, european wilderness explorer.
Brad Powell:
Right, right. Well, you know, it’s an image you know from National Geographic background to being an hour-bound program director, I’m still cultivating that outdoorsy image.
Scott Sorrell:
Very cool.
Brad Powell:
All right. Well, we’re going to talk about pricing, and I know that this is a big stumbling block. I mean, I know for myself personally that every time I am sitting down and thinking, okay, I’ve got this offer that I’m making, what should I charge for it? Often it seems like I’m almost throwing darts at the wall and saying, well, you know, it could be this much, or actually it could be something over here, and unfortunately, a lot of it seems a little bit random. So to start the conversation first of all, just why don’t you describe some of the big errors that people make when they’re thinking about how to charge for things?
Scott Sorrell:
Well, the biggest error I see people make and that was my big stumbling block too is based on how you grew up and the kind of money you had or the kind of money you didn’t have. I grew up in a very middle-class family, firstborn son of a rookie cop, in just an average town in the middle of California, and we had three boys and the family was stretching a dollar, and so we shopped at places like Kmart and we went to all-you-can-eat buffets to get as much as we could for our dollar. And so when I grew up, like many do, I started selling with my own wallet. And when your wallet is on the emptier side, you assume and you project on others. You know the psychological concept of projection. You project onto other people what your own, you know motives, intentions etc are. Well, in this case, we often project onto other people our own wallets and then we say, well, you know, gosh, I wouldn’t pay this, I would pay a much lower price, and therefore we set that price. So I would say that oftentimes we sell with our own wallet and we don’t realize we should sell based on WTP.
Scott Sorrell:
Wtp is an economic term which most of my students, my audiences, would know, and that is willingness to pay. And your willingness to pay needs to be discovered through research, through looking at competitor analysis, finding out, even doing marketplace research. I mean, every aspect of marketing starts with the customer. Product price place promotion and finding out what the customer wants, what they’re willing to pay for it, where they would like to acquire it and how they would like to hear about it. Product price place promotion those are the four aspects of marketing. And price is often kind of neglected because we assume we should just charge a low price and see what happens when sometimes that, because price is a signal to the marketplace of your value, of your quality, that’s often a big mistake, because when you set your price too low or even average, people assume the quality is low or even average.
Brad Powell:
Yeah, I think you know it reminds me of like when you’re going to say, stay at a hotel, and if it’s, you know, Hotel Six, and the price is $25 a night, you’re thinking, well, I don’t think I want to stay in this hotel. Probably, you know, there’s probably bedbugs or something awful in there. It smells like you know, tobacco or something like that. And so I think there’s something around, just in our minds, just in our minds every person who is in the consumer mode of, like they’re about to buy something. We all have some idea of what makes for a better experience in what we’re purchasing, and pricing has a lot to do with that in terms of, oh, I’m going to buy this because I know. Like, for instance, you know, apple puts out stuff and they never have the least expensive item on the market. It’s usually the most expensive thing and they sell a bunch of stuff around the value of this item. And the same thing with, I hope, another brand Starbucks.
Scott Sorrell:
Are these your sponsors for the podcast? I hope they’re paying you something right?
Brad Powell:
well, if they should be like, if you’re listening, starbucks I go to your place almost every day and and look, here I am drinking and you know. But the thing is that before starbucks and before businesses like theirs, you know you could go to like here locally in Boston, dunkin Donuts and coffee was, I don’t know, less than a dollar. You know 50 cents for a cup of coffee and but now it’s four bucks, five bucks going up. You know every time you turn around. So talk a little bit about that. What’s going on in people’s brains when it comes to that set point of the willing to pay part that you’re mentioning?
Scott Sorrell:
Well, it really comes down to what your parents told you, my parents told me. Everybody says, and that is you get what you pay for. And we’ve heard that over and over. But it’s true that price equals quality, price equals quality. And you may say, well, price is a signal of the quality, of the value of something. And when you understand that it’s all about perception, you start to realize there’s no such thing as real value. Everything is perceived value, all value is perceived. All value is.
Scott Sorrell:
You bring it in through the eye gate, through the ear gate, et cetera, and then your brain interprets it and says, ah, the value of this must be very high because the price is very high. That’s not necessarily the case, but it’s a mental shortcut. It’s what we call a heuristic, which is another word for a rule of thumb. A rule of thumb is just a mental shortcut, because we have to take mental shortcuts every day, every moment of the day. Otherwise we’d sit there wondering gosh, which brand of green beans should I buy on the shelf? Should I get the one that has the generic white label that says green beans with the store brand? Or should I get the Del Monte? Or the Huntsman Green Giant that has the full, color, beautiful picture of which I’m going to go and do research. You’re not going to do that, you’re not going to spend hours doing research on green beans. And I’ll tell you a secret Both of them were packaged at the same packaging plant, coming down the same production line in the same can, and then they went down two different conveyors and had two different labels wrapped on the can. And because I know that I typically buy the more generic brand of vegetables and that kind of thing, now there are certain times when there is a difference, but when you’re buying things like Tylenol or store brand acetaminophen or Advil or store brand ibuprofen, there’s no chemical difference, difference. My wife, when we had our first baby and we had to go get children’s Tylenol, that kind of thing, I would come home with the store brand and she would scream, she’d think I was trying to kill our child because I was buying the store brand and I said, okay, it’s a chemical, it’s called acetaminophen, and I would explain.
Scott Sorrell:
But the power of branding and the power of the perception of value according to price is so strongly inculcated in us that that’s automatically where we go to and we can take advantage of that as sellers, as marketers, as business owners, by making sure we have a nice high price point.
Scott Sorrell:
And let me be clear, this is not to fool the customer. This actually is a way, psychologically, to get them to imbue our brand with more value, and studies show, research shows that people who pay more for something, as a matter of fact, the exact thing they’ve studied this with automobiles. They’ve studied this even with utilities, but let’s say with automobiles, people who buy the same brand and model and color and option on cars have or give you know after you buy a new car. You fill out the survey form it’s called CSI, customer Satisfaction Index, and those who paid more for the exact same car rate the car, the salesperson, the dealership and the entire experience higher on the star rating on average than do those who paid a lower price for exactly the same vehicle. So we actually believe it or not can make people happier about their purchase and doing business with us when we charge more for our product or services.
Brad Powell:
That is absolutely fascinating, and this is part of the key, I guess, for getting people to thank you when you charge more is because they’re going to think well, I’m really getting something amazing because it’s better it’s totally must be better, because I’ve paid this much for it. Well, I want to talk a little bit about, like most of the people in my audience are people who are selling things that are more intangible. They’re not selling physical products. They may not even be selling an online course. They’re selling their service. They’re selling their coaching capabilities or the consulting capabilities, and or in some you know, in some cases there might be an agency which is you know, I’m going to build you a website or do some graphic design for you, but a lot of the services, even with that, are still in the intangible realm, and so attaching a price and attaching a value to that is a little bit trickier than saying you know, this is the new 2024 sedan that is in the showroom. So what do you say to folks who are selling things that are basically invisible?
Scott Sorrell:
selling things that are basically invisible. Well, that’s a great word, and there’s a book I read a long time ago called Selling the Invisible, which is a powerful book. But, brad, I find it easier to sell services at a higher price than products, because a product, a widget, you’ve got something in front of you that has specific features and it’s got an exact color, exact dimensions and specific things it can do, like I don’t know. Just take a garden rake Okay, it’s a rake, it’s got a long handle, it’s got a I don’t know what you call it it’s got the metal thing comes out, it’s got the tines right and then it pulls the leaves.
Scott Sorrell:
Well, there’s probably only a certain price range for which you can sell that garden rake. Maybe if you go to a discount store, you can get a garden rake for I don’t know $10, $12, possibly, I don’t know. Or if you go to Home Depot or Lowe’s and, let’s say, you’ll spend $20, $25 for that rake. Or out here in Newport Beach, where I am, there’s a gardening place called Armstrong which is a great nursery, and you’d probably pay $50 for a rake. Now, there may be some subtle differences in the product, especially on the very low end, but there may be no difference at all between the one that Home Depot is selling and the one that the high-end Newport Gardening Store is selling. Physically, the only difference is the experience around you, what it’s wrapped in, the environment, and people are willing to pay a higher price for that up to a certain point.
Scott Sorrell:
But a service, on the other hand, has a wide range because usually it’s attached to a person or a company that has a certain air about it, a certain branding panache, and whereas, let’s say certain branding panache and whereas, let’s say, as a professional speaker, I get some what I would consider ridiculous rates for standing on the platform for an hour and speaking, now, if you look at it as just words, words, words in my hot air, that’s worth relatively little, it’s worth nothing. I mean, my family wouldn’t give you two nickels to hear me speak, right, because they hear it all the time. It’s just this audio coming out of dad. But based on the value that occurs after I present to a company and when I’m on the platform teaching, whether it’s a keynote speech, whether it’s a training series, whether it’s doing coaching, and they implement my specific techniques, because I have, like you said, I’ve identified more than 80 specific techniques for getting the WTP higher to raise the perception of value, which raises willingness to pay, and they make thousands, tens of thousands, hundreds of thousands and literally some companies, millions of dollars more based on my speech. They don’t care how many thousands of dollars I’m charging to be on the platform, because the price they’ve paid for it is immaterial. The investment has paid off enormously.
Scott Sorrell:
However, if I were to lower my price and I say, you know, I want to be more accessible to client companies out there, I want to cut them a break. You know, maybe the economy is a little bit soft. I’m going to lower my speaking fees to $500, just so almost anyone could afford me. Guess what would happen, brad? My phone would be silent. It would be crickets. Why? People would go oh, what happened to Sorrel? He must not be any good anymore. Wow, that’s a low price. He must not produce any results for his clients. Boy, he’s scraping the bottom. He’s lowered his price probably because he can’t get any more business, and that would send a signal again, signal to the marketplace of quality. So even if I did that out of the goodness of my heart, it would torpedo my results. The results would be the diametric opposite. Instead of getting more speaking engagements to benefit more people and more companies, I would get no opportunities at all.
Brad Powell:
Yeah, I think what you’re talking about there, in terms of when you do something like that you’re making a presentation or you’re offering your service, whether you’re a speaker or a consultant if the result they’re getting is huge, like it’s actually exponentially greater than whatever it is that you’re charging, then it becomes kind of a no brainer for whoever’s hiring you, because it’s like yes, well, I’ll do this all day long, because look what’s happening to our company, look what’s happening to our business as a result of this interaction. You know. So why don’t we drill down a little bit and have you start sharing some of the techniques for increasing that willingness to pay?
Scott Sorrell:
Well, one technique, and you’ve heard me do this from the stage before at a presentation, I think in Boston, maybe in I can’t remember Houston or some other place.
Brad Powell:
Both and maybe a few more.
Scott Sorrell:
Yeah, maybe a few more. Yeah, maybe a few more. It’s called raise the ceiling, and by ceiling I mean the price ceiling. And the example I give is if you have a $1,000 product to sell let’s say you’re holding your product here, it’s a $1,000 product what are you able to sell to your customers? Well, of course, as the easy answer of course is, you’re able to sell a thousand dollar product, a one thousand dollar product, that’s what you’re able to sell to your customers. Now you have to ask yourself OK, now I want to sell. I actually want to sell a two thousand dollar product to my customers. Then what do you need to add to your product lineup? And most of my audiences they’ll shout out well, you need to add a $2,000 product to your lineup. And I tell them what the smartest, because that’s what the smartest companies in the world tell me you have to add a $2,000 product to your lineup. And I tell them the same thing Wrong. If you now want to sell a $2,000 product to your customers, you need to add a $2,000 and a $3,000 product to your lineup and have good, better best, because buyers tend to gravitate to the middle of your price range. It’s just a psychological fact we found is, if you give dual purchase options a $1,000 and a $2,000 product where do buyers tend to purchase? They buy the $1,000 product because, as I always say, they don’t want to hit their head on your price ceiling. So you need to raise the ceiling by adding that $3,000 product which gives them a comfort level of buying in the middle. Now that $3,000 product which gives them a comfort level of buying in the middle. Now that $3,000 product. As my audiences and my students because I also serve as an adjunct professor of marketing at various universities, and what my students, my audiences, will tell you is I’ve taught them that that very top end product, the highest end, with all the what I call the bells and whistles, the whipped cream, the nuts, the cherry on top, the red carpet concierge service, the CEO’s cell phone number I mean you’ve priced it there.
Scott Sorrell:
It’s called the decoy. That’s the technical term, the decoy. Now, what does a decoy do in real life? I mean, think of ducks. Right, you’ve got this flock of ducks that have been flying all night. They’re exhausted, they’re flying south for the winter and the lead duck, you know, looks down below, says we got to rest and says, oh, look at that little pond. It’s got two of our friends, two ducks that are floating on the surface. That must be a safe place to rest right, and of course they don’t see the hunters and the duck blind there, and so they wheel down and then all hell breaks loose because the decoys have done their work. But what does a decoy do in real life? It attracts attention. That’s what it does. It attracts attention. That’s what it does. It attracts attention.
Scott Sorrell:
In this case I guess I’ll do it on the same side it attracts the attention upward in your price range. Now here’s what’s interesting. People see the top-end product or service and they say, wow, I would love to have that. It’s got everything I would ever want, just can’t afford it. Too rich for my blood, it’s too expensive. But then they look at the bottom end product or service and they say, wow, that’s kind of a stripped naked version. It really doesn’t have much of anything. It’s much lower quality. I’m going to select right in the middle, because it’s got some of the quality of the top but not quite the price of the bottom. And what I find is they judge the top end offering on price, they judge the bottom end offering on quality and then they come to a compromise in the middle. It’s fascinating. So that’s what I call raise the ceiling. And there are other benefits to offering what I call price tiers T-I-E-R-S price tiers and that is it gives your customer choices.
Scott Sorrell:
I found a long time ago in matter of fact, I didn’t discover this until I had a coaching session there was a company that hired me. They flew in their sales reps from all over the world into Los Angeles and I did a one-day training for them how to charge higher prices and get your customers to thank you for it. And, as happens oftentimes, they said wow, that was amazing, can you do some ongoing training for us and some coaching? And so I did ongoing coaching for their sales reps. And one sales rep was in Ohio. I was on the phone with him one day and he said and this company was selling industrial safety and cleaning supplies, so safety and sanitation and big companies sells all over the place. You see their stuff in bathrooms, paper towel dispensers, urinals, you name it. And so I was coaching one of the reps in Ohio and he said Scott, I went into this factory, this manufacturing plant, and they needed nitrile gloves, just the thin protective gloves that often are used in assembly work etc. And he said I showed them what we have, the price was great and I left.
Scott Sorrell:
And then the purchasing agent, the buyer. He said I could not get a hold of her again. I’d call, I’d text, I’d fax, I’d email, sending smoke signals, right, nothing Couldn’t raise her at all. And so I said okay, listen, do this. And I told him exactly what to do. I said give her a call back, leave her a message or send her an email that says hey, listen, I’ve got a couple of other options I’d like to show you that you might be interested in. Based on our conversation, I think these might also fit your needs Immediately. He got a call back and was invited in and then he did the three-part presentation. He showed the tiers, what he’d already showed, and he showed the mid-range and the high and she bought.
Scott Sorrell:
Now in her case, what they really needed was that low-end nitrile glove. So she bought a whole bunch of those. But also she bought a lot of the mid-range glove. Now she didn’t buy any on top. The mid-range were more protective, but the top-end glove were the super heavy rubber, corrosion-prot, protective kind of gloves. They didn’t need any. So that wasn’t even in her list of requirements. But it was fascinating that not only did she buy in the middle, she bought in the low.
Scott Sorrell:
And then I asked him, I said take me through the interaction with her. And as he walked me through the interaction with this woman, I realized that and he hadn’t picked up on this. But as he described it, a light bulb came on in my head and I said listen, here’s what just happened. And I just learned this too, because you learn a lot from your customers. And in this case, I learned a lot from the customer via the story from the sales rep.
Scott Sorrell:
And I said she was so completely focused on her choices. She, like you, said she ignored you and she was studying the various choices and it dawned on me that the first time he had presented to her he was in control. She said oh, these are my needs. And he said well, this is what you should buy, closed, ended, right, take it or leave it, yes or no, this is what you need. Now he didn’t say that, you know, like pointing his finger at that kind of thing, but basically he said I’m the expert, this is what you need.
Scott Sorrell:
She never called him back as soon as he said I have some more choices.
Scott Sorrell:
She said, come on in. He gave her these options and she became so enamored with her choices that she regained control, the perception of control. She felt like she was in the driver’s seat again and she was able to make the choice as to what she wanted to buy, as opposed to someone telling her what she needed to buy. And that blew my mind, because I realized that when you offer one option, the salesperson comes across as being in control, but when you offer multiple options, then the customer feels like they’re taking back control. Now you and I both know, brad, that a true professional, as a true sales professional, he was still in control, because she may have felt she was in control, but who controlled the range of her choices? The salesperson did. But it’s a fascinating psychological study to understand that power and control is very important and it makes them even more matter of fact, it makes them even more satisfied with their purchase because they’re the one that made the choice, as opposed to you. Good stuff right.
Brad Powell:
Yeah, that’s amazing. That’s so critical in terms of giving power, like literally empowering your prospect and allowing them to make a choice, because if they’re feeling like they’re able to make the best choice for themselves, this is where they’re feeling really good about the choice they make. Instead of being told what to do Nobody likes to be told. They want to figure it out for themselves, like, oh, I see my options here and I’m going to make the best choice to do. Nobody likes to be told. They want to figure it out for themselves. They’re like oh, I see my options here and I’m going to make the best choice.
Scott Sorrell:
Yeah, I always say nobody likes to be sold, but everybody loves to buy.
Brad Powell:
Right, all right. So I thought, in just a little bit of time we have left here, that I want to put myself in the hot seat for just a moment.
Scott Sorrell:
All right.
Brad Powell:
Because what you’re talking about, I have a three-tiered pricing and I’m just going to say here’s what I’m doing and you can tell me whether I’m in the zone or if I should be starting to charge higher prices. We treat this like a game show, so, okay, so my tier, like my, really quick. My offering for the main offer that I do is that I do video marketing for people, and the way I do it is I sit for an interview, just like we’re doing here, and I interview someone by prompting them and I help them pull out their best thought leadership and their best insights, and then I’ll take that footage and I’ll turn it into short video clips and so, after just an hour long interview with me, they get a whole month’s worth of social media content that’s distributed across all their channels.
Scott Sorrell:
Now, brad, to break in. I might caution you not to name your numbers right now, because if you do, and someone watches this later and you and I have actually raised your prices, raised the price.
Brad Powell:
Yeah, okay.
Scott Sorrell:
So, all right, they may feel like wow, I wish I would have called Brad three years ago Yesterday. His price was 10% of what he’s charging now.
Brad Powell:
Right, okay, so I have three tiers, tiers and the tiers are defined a little bit more around delivery, like what I’m delivering, but the basic one is that I’ll interview you and, like this base, the baseline tier is I’ll interview you and I’ll give you the footage, like it’ll be edited, and I’ll give you the final clips and then you can do with them whatever you want. And the second tier and I’ll give you the final clips and then you can do with them whatever you want. And the second tier is I’ll interview you and I’ll have the footage and I’ll edit it down and I’ll distribute it for you, so that you basically just show up for one hour a month and you don’t have to do anything else. It’s all done. That’s more of a done for you thing.
Brad Powell:
And then the third tier is that I will come to your location and I’ll spend a day with you, not just an hour, and not only will I interview you but I’ll interview other team members that you have and I’ll shoot a bunch of B-roll and so you end up with a much more visually interesting and cinematic bunch of content. That and you’ll actually get more content out of that single day. And that’s the highest tier and I have priced that at a level where I don’t think many people are going to take me up on it, because, honestly, I don’t want to actually be traveling all over the place all the time. I’d much rather do a remote interview. Traveling all over the place all the time, I’d much rather do a remote interview. So if somebody says yes to that, then I’m feeling like, okay, it’s really worth my time to do it because I’m getting paid well. So anyway, what do you think about those tiers?
Scott Sorrell:
Well, that’s great. And when you, Brad, I have to tell you, when you used the word cinematic, it’s a wonderful word. In my mind I was thinking of the word robust, and then you said cinematic, that’s a wonderful word. In my mind I was thinking of the word robust, and then you said cinematic. That’s beautiful and it calls to our attention how important naming is and the words we use, the descriptive words, and the fact that you’re pricing your top-end package way I shouldn’t say way above. You’re pricing it nice and high so that it is worth your time to travel wherever you’re going. It reminds me of my contractor that I’ve used for years.
Scott Sorrell:
He went to bid a job. He told me this story. He went to bid a job and it wasn’t a big job. It was like a small, small, you know, cursory remodel of a guy’s place or his room and it was about a $50,000 job. And he said, when he met the guy and he bid the job, he said he just didn’t like, the guy did not want to do business with him, and so he quoted at $75,000 and the guy was pulling in multiple bids and unfortunately, Bill got the job and he said, oh, okay, great. And so he said what was amazing about it and what really made it easier to work with this guy that he decided he had not wanted to work with, was that every time the guy wanted what we call a change order.
Scott Sorrell:
You know, in contracting it’s like, oh, and I want that light switch over there. Or, you know, could you do? Could you upgrade? You know, I don’t want that paint. Could you upgrade it to a better you know better level of paint? Or or, oh, you know what, I want a fancier trim on that.
Scott Sorrell:
Instead of, like most contractors at that point, saying, well, that’s a change order, we’ll have to charge you this and nickel and diming, the customer Bill was able to say, yes, okay, yes, no problem. Yes, Okay, Happy to do it. Yes, and he said it made for the smoothest interaction and while it may have cost him, say, an extra $5,000 for all the change orders, it was still $20,000 more in profit than he expected to make because he had priced it in such a way that he was able to make substantial more money, have an incredibly smooth experience and the customer absolutely loved him for it because he didn’t keep coming back and saying, oh well, we’re going to have to bill you this. We have to bill you that it was. It was all inclusive. So the fact that you have a nice all inclusive price for your top end product means that you can go the extra mile for them without any hesitation, without any fear and without any guilt, Because you are providing the most top-end service you possibly can. Why? Because it’s cinematic.
Brad Powell:
That’s right. Everyone is looking for that cinematic look yeah.
Scott Sorrell:
So, and Brad, I would say one thing I say is tails equal sales T-A-L-E -S.
Scott Sorrell:
Tails meaning stories. Stories sell. So for your lower-end products, your good and your better and your best products have stories, not just about your delivery of it but the results on the back end. I mean when people and companies hire Mr Charge Higher Prices, they’re not looking to say how much can I possibly spend for this guy to come in and give a keynote speech or do a half-day training or a full day of sessions. They’re looking to see what kind of value is on the back end. And because I make my companies literally millions more dollars I mean my clients have been At my website chargehigherpricescom you’ll see tons and tons of logos of large corporations that have been in my audiences, as well as plenty of smaller companies I work with.
Scott Sorrell:
Because I love working with smaller companies too, because I can really move the needle. I mean if I’m, if I’m making Cisco systems, when I’m doing a training, say, for one of their divisions, if I make them an extra, say, 50 million dollars, when you look at that, in contrast to billions and tens of billions of dollars of revenue, that’s not really moving the needle much. Now. It is driving that much to their bottom line and they’re happy about that, especially in that division, but overall, you know, not so much Well worth it. But it’s not really moving that needle when I get to work with smaller entrepreneurial companies and I can really peg that needle like up into the red. You know, and when I say the red I mean like tachometer, like it’s just going gangbusters and they’re making you know tens, hundreds of thousands of dollars more of profit. I’m not talking about revenue, I’m talking about profit. It is exciting. It’s even more exciting for me because I know I’ve changed not just someone’s income but I’ve changed their lives, and that’s what’s important to me.
Brad Powell:
Yeah, I love that. It can be absolutely life-changing, for sure. Well, that’s actually a really good note for us to wrap this up on. So if people are inspired by this, they’re thinking I want Mr Sorrell, mr Charge Higher Prices, to come and talk to my group. What’s the best way for them to reach out to you?
Scott Sorrell:
Well, they can reach out through my website, chargehigherpricescom. They can also email info at chargehigherpricescom. Info at chargehigherpricescom. Matter of fact, I’ll be happy to take calls on my cell and, it’s funny, I’ll give out my cell number in front of and you’ve seen me do this in front of audiences of hundreds of people, and I’ll get maybe one or two calls. People think I don’t want to bother him. He’s Mr Charge Higher Prices. He’s so important. And yet you know what they text me. They call me. I always respond. I’ll text them. You know they’ll even call with a little coaching question. Man, I love to build into people’s lives. This is for me. This is not about money, although money is important, you know, because my wife prefers not to live on the street but so my cell phone is area code 949-650-0006. Scott Sorrell, mr Charge Higher Prices. But yeah, feel free to text me, call me, email me, go to the website, fill out the contact form and anything. Just let me know how I can help you All right?
Brad Powell:
Well, I’ll make sure that all your stuff in terms of your contact info is in the show notes, and Scott, thanks so much for coming on today. This is truly fascinating.
Scott Sorrell:
Absolutely Brad, and maybe we can do it again one of these days.
