As the founder and CEO, Joe Woodard empowers small business advisors to transform small businesses. He works toward this vision as the host of the annual Scaling New Heights conference, the host of Woodard Alliance, the head of Woodard Institute and various speaking and writing engagements he performs throughout the accounting and bookkeeping professions.
In this episode, Joe discusses how to design a subscription pricing model that prioritizes building strong relationships with clients, empowering them, and generating a long-term impact on their businesses. This approach also helps increase the lifetime value of clients.
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Why you have to check out today’s podcast:
- Get an in-depth discussion on pricing result versus pricing transaction
- Understand how charging relationships works in a subscription pricing model
- Uncover how to price human connections that go beyond financial reasons
“Be bold with pricing. You are worth more than you think you are, and definitely more than your clients think you are.”
– Joe Woodard
Topics Covered:
01:29 – Talks about getting differentiated from the rest with his degree in classical Greek
03:37 – How his career path ended in Pricing
04:25 – What is so significant about the subscription business model?
06:16 – How do you price a relationship?
10:08 – Going in-depth into pricing for a relationship
13:40 – Measuring the service-provider-client relationship
15:12 – Going beyond financial outcomes when measuring the economics of relationship
16:25 – Discussions around Mark’s objections: ‘I don’t see how you price for it [relationship]
17:02 – Pricing human connection that transcends economics
20:57 – The danger about price segmentation in relation to pricing relationship
22:03 – Pricing segmentation’s end-goal in a subscription model
23:38 – Healthy subscription versus toxic subscription
25:48 – Driving customer lifetime value plus creating experiences for engagement
27:43 – Joe’s pricing advice
29:19 – Connect with Joe
Key Takeaways:
“We’re intensely focused on the customer’s outcome, and our outcomes become a means to that outcome. And therefore, we are pricing the relationship we have with the client because it’s about the outcomes we’re driving in that relationship.” – Joe Woodard
“I am delivering, within the context of a relationship, value. And part of that is, I’m giving you attention at the individual level. Not a newsletter, not cookie cutter answers. There’s something where you’re individually being touched.” – Joe Woodard
“Relationship economics is about the business outcomes or the business benefits that are gained by being in a relationship.” – Joe Woodard
“The intensity of the relationships increases based on the value that you’ve added in the amount of attention that you’re able to give.” – Joe Woodard
People / Resources Mentioned:
Connect with Joe Woodard:
- LinkedIn: https://www.linkedin.com/in/quickbooksadvisor/
- Website: https://www.woodard.com/
Connect with Mark Stiving:
- LinkedIn: https://www.linkedin.com/in/stiving/
- Email: [email protected]
Full Interview Transcript
(Note: This transcript was created with an AI transcription service. Please forgive any transcription or grammatical errors. We probably sounded better in real life.)
Joe Woodard
Be bold with pricing.
[Intro]
Mark Stiving
Today’s podcast is sponsored by Jennings Executive Search. I had a great conversation with John Jennings about the skills needed in different pricing roles. He and I think a lot alike. If you’re looking for a new pricing role, or if you’re trying to hire just the right pricing person, I strongly suggest you reach out to Jennings Executive Search. They specialize in placing pricing people. Say that three times fast.
Mark Stiving
Welcome to Impact Pricing, the podcast where we discuss pricing, value, and the synergistic relationship between them. I’m Mark Stiving, and our guest today is Joe Woodard. He hosts Scaling New Heights, the world’s leading training conference for small business advisors. And he’s been recognized many times as one of the top 100 influential people within the accounting profession. And that’s probably because he has a degree in classical Greek. And don’t we all wish we had one of those? Welcome, Joe!
Joe Woodard
It’s so valuable.
Mark Stiving
It really is.
Joe Woodard
As a matter of fact, Mark, I often make an example of my degree in Classical Greek to talk about the Cobb value curve, which I’m sure that you’ve talked about on episodes here on the show. But quick refresher for those that aren’t familiar with it, you can Google it right now if you’re not driving. But the Cobb value curve has an X axis and a Y axis. And the X axis represents how plentiful a service or product is in the space. And the Y axis is relative value added from engaging that service or buying that product. So if you imagine yourself going to the left on the Cobb value curve, you’re differentiated. You don’t do what a lot of people do. And if you go higher on the Y axis, you’re higher in relative value.
So what you do is valuable to people. So I use it as a cautionary tale to talk about why both axes are important because in the Cobb value curve, I’m all the way to the left. Almost nobody can do what I do, which is to translate Aristophanes or Plato from the original Greek. But it has no relative value added because it’s a dead language and nothing new is being written. And everything that’s been written is translated a thousand times over. So I’m nestled in that bottom left-hand corner of the Cobb value curve, which is why I became an accountant.
Mark Stiving
Nice. So, are you still looking for that one person who wants to hire you to do this?
Joe Woodard
No, I gave up on that a long time ago, but I used to have career ambitions around it. I thought that I might become a professor of Greek in college or something like that, and then it occurred to me. But why just perpetuate the problem that every Greek major only has one career aspirations. That’s to create other Greek majors. So yeah.
Mark Stiving
So we could pass on uselessness. Excellent!
Joe Woodard
Excellent. There’s a whole cautionary tale at passing on uselessness, too. That could be all episode, but, right.
Mark Stiving
So, Joe, I know that you’re really big into accounting, but, but, if I ask you the question I always ask in the opening, I’d love to hear how you answer it, and that is, how did you get into Pricing?
Joe Woodard
Yeah, so I had to get into pricing because I service accountants. So first the progression was I was an accountant with a strong technology focus in my career. Then I became a trainer of accountants, and it was when I became a trainer of accountants and now a trainer and coach of accountants that I realized I cannot train them to where they need to be, and I can’t coach them to where they need to go if we don’t tackle this pricing problem. It’s one of the biggest issues in the profession.
Mark Stiving
Nice. And when we talked briefly before we started here, you had mentioned that you’d read Ron Baker’s newest book and we’re gonna talk a little bit about subscription pricing and accountants or business professionals. So before I ask any hard questions, why is this such a big deal?
Joe Woodard
Yeah, it’s a big deal because through subscription modeling, you price the relationship with the customer, with the client rather than pricing the transactions that you experience on behalf of the client. And it turns the pricing to the correct direction, which is about client-driven outcomes. I’ll give you an example of the power that it’s had in our own practice. Even though we’re not an accounting firm anymore, we’re a coaching program. Mark, we used to sell courses, right? And you would buy a course and it was 500 or a thousand or $2,000, whatever the course was, depending on its duration, which is a time-based measurement that was silly or based off of the relevancy of the topic or the impact of the topic and the substance and depth of the material or whatever.
So we have these different price points for these different courses we sold. And you would come and you would go to our website and you’d put in a credit card, you’d buy the course, and you’d attend the course. And that’s called a transaction. And in that we’re pricing our product. We’re not pricing a relationship, we’re not even pricing the attendee. You know, that’s really the evolution of this. Do you price the transaction? Do you price the client? Do you price the relationship? Which is the next evolution of pricing the client? We were pricing our product and selling as much of our product as we could.
Mark Stiving
Yeah. Before you go too far, the two thoughts that jump into my mind is you just said we’re pricing the blank. Doesn’t matter how you fill that in. And in my study of subscriptions, we almost always say that’s the pricing metric. So the pricing metric is, what do I charge for? So used to charge for a course or used to charge for a seat, or used to, you know, charge for an hour of time, right? These are pricing metrics and what do I charge for?
Joe Woodard
They are.
Mark Stiving
Yeah. So how do I charge for a relationship?
Joe Woodard
Yeah. So then it gets into the description piece. So that’s appropriate just because instead of now charging for a course, we don’t even sell the courses. You can’t even buy them unless you are a member. So now we sell memberships where the membership program includes as one of its many aspects of value courses, but it’s broader than that because what we created in this membership program is a value proposition that says, by joining you will achieve X in your practice. Well, that’s a market difference from by signing up for the course, you will receive education. Now it’s about perceiving outcomes. And it even changed our metrics, Mark, from what’s the profitability of each individual class that we’re selling with fully weighted costs and all this, and burden costs. It went from that to the most important measurement that matters.
It is our goal for every member who joins Woodard to generate three, at least three times as much monetary value as the money they’ve invested in that year’s membership. And that’s all relative because our lowest membership programs 35,000 a year, and our highest membership program is 40,000 a year. So if somebody’s buying at that level, I’ve got to generate at least $120,000 worth of new wealth and however that’s measured, it has to be monetary as the basis of the measurement. Now we’re intensely focused, Mark, intensely focused on the customer’s outcome and our outcomes become a means to that outcome. And therefore we are pricing the relationship we have with the client because it’s about the outcomes we’re driving in that relationship.
Now, think about if I’m a tax preparer and instead of me pricing a tax return, I’m pricing instead the financial benefits of the tax strategy that I deploy across a monthly subscription plan where I’m touching the client at least every quarter, if not every month, with something that’s income tax related. Now all of a sudden, now I’m motivated differently, I’m motivated to go find those tax credits, investigate them and research them, build intellectual properties and capital around them in my business, because I can’t get my job done, I can’t deliver my product, which is increased wealth if I’m not smart on credits. But the reason that tax preparers aren’t smart on credits is because they’re driving to the wrong measurement, which is how fast can I get a tax return out to comply with the IRS requirements? Yeah, it’s a whole different thing.
Mark Stiving
And I could see on my tax guy who I love him a lot, don’t get me wrong, right? I pay him every year to do my taxes and he sends me an email once a month that says, here are some things you might consider, but that’s just a newsletter. It isn’t written for me, about me, thinking about me. So I could certainly see how that’s a huge value add if someone said, ‘Hey, be part of this, or I’m gonna focus on you year after, you know, month after month, not just at tax time’, right? So I could see that a lot, but, but I’m gonna say, I still don’t think you’re pricing the relationship. I understand the words you said because when you price, even your membership today, right? If I wanna buy your $3,500 membership, you are charging me for a membership for annual something, right? And so that’s not a relationship that you’re pricing. Now, mind you, what you’re delivering is a relationship or what you’re delivering a relationship is part of the delivery. And what I love about what you’re doing though is that you are saying, ‘I’m gonna clearly understand the value that you need to get from me, and I’m gonna deliver value to you.’
Joe Woodard
I want to define pricing the relationship, right? Because it is in its purest sense, it would just be about you desiring to be in my presence so much that I am as a human being worth $3,500 a month. I mean, if you were to take it down to its absolute essentials, what does pricing relationship mean? I wanna buy a friendship. And that’s not what the model means. Of course. It means that I am engaged with you. I love the word you talked to, you didn’t use the word attention, but you used a lot of synonyms for it. What people ultimately seek out of us as professionals is our attention, not our existence because we would have to be pretty full of ourselves to think that I’m worth $3,500 a month times 300 members in my coaching program.
No, our 3,500 a year, it’s that, I am delivering within the context of a relationship, value. And part of that is I’m giving you attention at the individual level. Not a newsletter, not cookie cutter answers. There’s something where you’re individually being touched. Now, obviously at $3,500 a year, we can’t meet weekly or even monthly with every member. It’s very self-directed. But every member does at least engage with our coaches in meaningful ways that I would call a relationship. So, to answer your question, relationship economics is about the business outcomes or the business benefits that are gained by being in a relationship. And it’s a very loose term because it could also apply to more intangible or distant relationships. Like do I have a relationship with Delta, emotionally or psychologically I do because there’s certain brand loyalty there. They’re an Atlanta-based company. I’m from Georgia. I’ve flown them all my life. I’ve got friends who are pilots. I’m a very high ranking flyer with them.
So I have relationship loyalty to Delta Corporation, but it’s not a relationship. So the gradations of this. Now, obviously in the professional world, the intensity of the relationships increases based on the value that you’ve added in the amount of attention that you’re able to give. The people that are paying us $40,000 a year for example are getting a lot of one-on-one attention. They’re meeting with our coaches, or sometimes even me, every week I’m chatting back and forth with Microsoft teams between meetings. I’m constantly focused on them in meaningful ways that add value throughout the year. So if you call that the extreme kind of relationship economics, that we’re actually human to human all the time, and sometimes connection is even, there’s tearful stuff, there’s emotional stuff there. You almost sometimes as an accountant feel like you’re a little bit counselor and a little bit, you know, tax professional. But as I’m coaching these firms, it gets really, really real. But then you go all the way to the point of, do the people that go to Scaling New Heights, my annual conference every year, do they feel like they have a relationship with us? Yeah, they do. It’s just not as high touch as the relationship of our program.
Mark Stiving
Yeah. So, no offense, but you haven’t convinced me yet, right? Okay. By the way, I agree completely that we have relationships with people all the time. You know, I have relationships with my clients, but I never price a relationship. And, you started this off with saying, well, we’re changing the word to business outcomes. And so does that mean I have a relationship with PayPal because every time I give PayPal a thousand bucks, it’s because I made 50,000 bucks.
Joe Woodard
I didn’t say I was changing the word. I said I’m changing the metric. So the measurement of a professional relationship between a professional service provider and a client is wealth generating or transformative outcomes.
Mark Stiving
Yeah, by the way, even then you’re not.
Joe Woodard It could be non-financial outcomes too. It could be emotional, infrastructural, but financial is the metric we drive because we want them to get a financial ROI.
Mark Stiving
Sure. Absolutely. I live in that world. I mean, I love the world of financial outcomes and so I want to sell you a financial outcome. So let me define three words that I like a lot, one is pricing metric. And so the pricing metric is what do we charge for? There’s a value metric. A value metric is, how does a customer measure the value that we’re delivering to them? And then in the world of software, SaaS, in the middle of that, we have something called a usage metric.
Joe Woodard
Yep.
Mark Stiving
So what are you using and how do I measure that?
Joe Woodard
Yep.
Mark Stiving
And so in none of those three, could I ever put a relationship? I think a relationship delivers those three, but I don’t think it ever gets measured or monitored somewhere. So I’m gonna price based on, ‘Oh, you want to be part of my program?’ I’m gonna price based on, ‘Oh, you want to go to my seminar, whatever it’s called.’, My Alzheimer’s is kicking in. But my conference, that’s the word I was looking for. So I’m gonna price based on something else. I might be delivering a relationship, but you’re going to use attendance courses, consulting, coaching, and then the financial delivery is I want a bigger financial outcome.
Joe Woodard
That’s the measurement that we know ultimately reduces churn and creates the economic justification for us to continue to be in a relationship. But it doesn’t capture the whole of what we’re doing with people. That those are measured in different ways, non-financial ways. So I may have distracted things by saying, our primary metric that we’re driving to is 3X revenue is a financial measurement, but it’s not the only measurement we drive to. For example, just this past week, just five days ago, I got this email from one of our members. She said, ‘I woke up early this morning and in my prayers of gratitude, I included my career success. I wanted to let you know that if you and your team ever get overwhelmed or wonder if you’re doing the right thing, that your guidance has been invaluable to me in so many ways. I feel competent, empowered, and equipped to handle the come what may in business. Although I’m a solopreneur, I am not alone. Thanks to Woodard, keep up the good work and know that you are all appreciated.’ That’s the product I’m selling.
Mark Stiving
I absolutely love that. But, I don’t see how you price for it.
Joe Woodard
You price subjectively for it. And all price is subjective.
Mark Stiving
Yeah. But in the end, you’re gonna put something on your invoice.
Joe Woodard
Yeah. Membership dues monthly, right?
Mark Stiving
Yeah. Right.
Joe Woodard
So, I find this fascinating, by the way. I agree a hundred percent that when we shift to subscriptions, especially in a business model like accounting or even like what I do, the relationship matters a ton.
Joe Woodard
Yeah. Right.
Mark Stiving
There’s no doubt. I just struggle with the idea that says I’m pricing for the relationship.
Joe Woodard
Yep. I get you and I understand what you’re saying because it’s supposed to transcend economics. There’s a human connection that should transcend economics. And by the way it does, right? So to say that you price it in a viable way that allows you to sustain operations doesn’t mean that you’re, that I’m saying to that person who sent me that wonderful email, ‘Now, let me go up on your price because I’m invaluable to you.’ Right? It’s not like that. So subscription economics is a pricing of the relationship. It’s an economizing of the relationship. Might be a better way to phrase it, but it has many different aspects to it, including the financial, of course. But the emotional, the psychological, you saw mostly in that email, the emotional and the psychological benefits. Now that’s a business person.
So if that business person wasn’t receiving a financial ROI, it may have saddened them that they can’t continue work with us, but they would have to leave. And if I’m not receiving a financial return on investment from my membership, it would sadden me, but I wouldn’t have the operating capital to sustain our vision, mission, and purpose. I think, Mark, what it ultimately comes down to, and having freshly read Ron Baker and Paul Dunn’s book, they do a beautiful job marrying value and pricing and all of the mechanics of subscription portfolios to purpose and vision and mission. So the mission we have over here at Woodard is to empower small business advisors to transform small businesses. And Paul, I was just on the phone with him like, a month ago talking about the book, and he said, ‘Every vision statement has an unspoken, so that.’ And he challenged me, what is yours, so that, so we empower small business advisors to transform small businesses so that these business owners can invest more into their lives, their families, spouses, children, hobbies, whatever it is they want to do.’
Like, we can liberate the small business owner, or even just any business owner, where right now they’re often confined to, enchained to their business operations for their very survival. Well, that gets you out of bed in the morning, right? So if you take the letter that just came from that person, all of it is connected. She felt empowered. She has more of a transformative impact on her clients. The clients hopefully have a better impact on their families and their personal lives, and they’re more whole and happy and independent and healthy. Everybody, though to your point, still has to make money in the relationship or it’s a personal relationship, not a business relationship. It’s a relationship though, still the same,
Mark Stiving
But I absolutely agree it’s a relationship. So let me slightly shift topics. And I think you might find, I’m only asking you really hard questions, by the way, Joe.
Joe Woodard
No, it’s great. I love it. I love it.
Mark Stiving
I often teach price segmentation, and by price segmentation, I mean let’s charge different prices to different customers. And I always say the words based on their willingness to pay, but their willingness to pay is almost always based on how much value do they get from us. And you can define value financially, emotionally, psychologically, however you want. But it’s almost always dependent on how much value they get from us.
Joe Woodard
Correct.
Mark Stiving
And one of the things that I often see when we go to subscriptions is we stop doing that, right? So we have the program for $3,500 a year, and so I don’t really care who gets a ton of value, who gets a little value. How do I do price segmentation in this? For example, the lady who sent you that email, in my mind, as soon as you were reading that, I’m thinking, well, how do you raise prices? Right?
Joe Woodard
Well, exactly right. I mean, and that would be the danger. That’s the give and take of it is, you know, your mission -vision first? So you’re just doing nothing but celebrating the fact that somebody sends you the awesome thing and then the profits sustain the vision. And as long as that’s in order, it helps to balance out that whole give and take of, you know, the marriage between the outcomes we’re driving and, and trying to drive prices too high. Because the last thing I’d wanna do is price it so high that she regrettably has to leave. That’s counterproductive to vision-mission, purpose. Yeah. So, economics. So to answer your question, that is the trap because people, because subscription is supposed to ultimately be, and I know we’re agreeing to disagree on are you pricing the relationship, right? But since subscription is supposed to drive, if we could phrase it this way, a very customer-outcome-centric-pricing strategy, the danger of it is that you price your segmentations and you’re back to pricing your product, right?
And it goes full circle back into the opposite direction you’re trying to go. So the point of the segmentations in our mind is not about how profitable we can make each segmentation, though that’s an important measurement. And it’s not about what we can take away in order to increase profits, or for whatever reason. It’s to enfranchise people incrementally. So what if that person that sent me that email cannot, she’s a solopreneur. What if she just cannot, under any circumstances ever imagine affording more than our $295 a month plan. I’m rounding with a 3,500, it’s 35 in change. So $295 a month, right? If she could never afford it, this current place in her business, anything more than that, I’m offering that so she’s enfranchised into the journey at the level that’s ripe for her. It’s right-sized for her. So if we are indeed supposed to price the customer, what subscription does, by creating tiers or segmentation, it allows the customer to price themselves by giving those pricing choices.
Mark Stiving
So what I just heard you say is by creating different versions of our product, versions of our offering, we can allow our customers to self-select into the version that best fits them. And so we are doing some version of price segmentation there, which by the way, I agree with completely, but I will say that there are some people in your $3,500 a year program who get a lot of value and there’s some people who get almost no value.
Joe Woodard
Correct.
Mark Stiving
Just trying to check.
Joe Woodard
And let me address that. Because if you are only measuring the financial benefits of the portfolio and you’re not measuring the outcomes at the individual level, then you’re gonna fall into that trap, again, pricing your product and not pricing the customer. So we have in Woodard a dedicated person who does member nurture and it is their goal to find those people who are less than engaged, less engaged than they should be, and nurture them toward engagement. We do that through inspirational fireside chats and strategy meetings going into each quarter, one-on-one phone calls. This person’s always available like a college counselor that guides them through the courses. Now what’s gonna happen in reality Mark, is some percentage of people, just like a gym membership are gonna sign up and never darken the doors. But unlike a gym membership, which is the example, you should not be, the gym membership says, let’s see how many memberships we can sell in hopes that as few people as possible show up. And they put these really long multi-year terms on them. That’s the opposite. That’s, toxic subscription. Healthy subscription is shorter term or even no contract term, but shorter term is better because it forces people runway to build up value, like a short term, like no more than a year where you’re trying to get them to engage as much as possible. You want to incur cost on their behalf, right? Because now you’re not just after the profit margin, you’re after the outcome.
Mark Stiving
Yeah. I absolutely love that, Joe. Just so that, you know, I spent a lot of time in software and when we saw SaaS come out, we saw a new department that nobody had ever seen before, and that’s called the customer success department. And the customer success’s job is to onboard new customers, make sure the customers are getting value from the product. Usually, they’re doing it, data-driven if you have lots and lots of customers, but we’ve put people on programs where we can make sure they’re getting value out of our product. I absolutely love the fact that you’re doing essentially that you’ve called it something different but essentially that, and that’s fabulous.
Joe Woodard
Yep. And Netflix does it too, by the way, because they do incur a streaming cost every time you watch a movie. And they embroil the costs probably every time you watch a movie. But they want to incur costs on your behalf. They’re constantly begging you to go watch Netflix because they’ve got leading indicators that say that the more somebody watches, the more they upgrade their package, stick around longer, they’re driving to that long-term value, that lifetime value.
Mark Stiving
Yep. Absolutely. My favorite example is, I’m sure you’ve heard of the Porsche subscription in Atlanta.
Joe Woodard
Yes. Right.
Mark Stiving
Yeah. But, here’s my favorite thought on this one. So imagine you’re a Porsche dealer and someone comes in and buys a Porsche, takes it home, puts it in the garage, and never drives it. Do you care? No, you got your money. Who cares?
Joe Woodard
Yeah, you have your money,
Mark Stiving
But if someone’s paying you 2000 or 3000 bucks a month to be able to drive a Porsche and they take it home and never drive it, suddenly you’re thinking, well, I’m gonna lose this customer.
Joe Woodard
Exactly. So what I’m gonna do is I’m gonna try to create experiences. I’m gonna invite them to the Porsche track. I’m gonna invite them to a food and beverage event to schmooze them into checking out the newest version of a car. So they’ll swap cars. I’m gonna do everything I can to keep them engaged. Now we’re getting to the heart of it. However we were, you know, talking about what ultimately are you pricing, which was a fantastic debate. The essence of this is still the same, right? In a subscription model. Porsche’s now in a relationship with their driver, whereas before the car was the transaction and the car was being priced. Now I’m back to my argument, I’m arguing their pricing of the driver because the driver is what they’re after.
Mark Stiving
Nice. Joe, this has been fabulous. Thank you very much. Got to ask the last question though. What’s the one piece of pricing advice you would give our listeners that you think could have a big impact on their business?
Joe Woodard:
Be bold. You are worth more than you think you are, and definitely more than your clients think you are. When I’m talking to solopreneurs, especially those who work out of their home, ask your significant other, whoever lives with you and sees how hard you work every day and the strain that you and the love you give your clients, the price cause they see it, they see what you can’t see. And don’t be afraid of losing clients, do it systematically, methodically, but I mean, don’t do a hundred percent of your clients for a 50% increase cause there’s too much risk. But as you roll your way through the client base and you’re mitigating risk, be aggressive, be incremental, and be okay with the fact that a double digit percentage of your clients are gonna leave. That’s fun math. If you go up by 20% on 80% of your clients, but 20% leave and the 20% that you didn’t like anyway are probably ones that are gonna leave, probably you’re gonna come out a lot better and you’ll have 20% of your life back. So be bold with pricing.
Mark Stiving
I just love that advice. That is so good. And what’s fascinating is most solopreneurs do undervalue themselves. There’s no doubt in my mind,
Joe Woodard
Especially the non-credentialed ones.
Mark Stiving
Yeah. But it turns out most companies undervalue their products, too. Yes. It’s just fascinating to watch people terrified to raise prices or charge what they really deserve for their products.
Joe Woodard
So I agree. I agree.
Mark Stiving
Fabulous advice. Joe, thank you so much for your time today. If anyone wants to contact you, how can they do that?
Joe Woodard
It’s very easy. My name is Joe Woodard with one W. I’m not Woodward. I’m Joe Woodard with one W and my website is woodard.com.
Mark Stiving
Perfect. And to our listeners, thank you so much for your time. If you enjoyed this, would you please leave us a rating and a review? You can learn how by going to ratethispodcast.com/impact pricing. And finally, if you have any questions or comments about this podcast or pricing in general, feel free to email me, [email protected]. Now go make an impact!
Mark Stiving
Thanks again to Jennings Executive Search for sponsoring our podcast. If you’re looking to hire someone in pricing, I suggest you contact someone who knows pricing people contact Jennings Executive Search.
Tags: Accelerate Your Subscription Business, ask a pricing expert, pricing metrics, pricing strategy
