Personal Takeaway from Mark Suster’s today

2. Sales people will often blame your pricing
They lost the deal because your competitors dropped price. Customers seldom buy on price. They buy on perceived value. Sure, you need to be competitive on price. But a sales person needs to be able to demonstrate the business case of why using your product will deliver more total ROI than your competitors. Otherwise you need not keep building out great features – just always drop your price! Of course that’s not true.

If your team (and you) see a competitor massively undercut you on price you sure better be able to sell to your customer that the temporary offset in a cheaper price will be eroded by the much great benefit of working with you.

“Sure, they can sell at 50% of our price. Their customer support is much smaller and therefore won’t be able to respond to your needs as quickly. We have 12 developers and they have 3. That matters because over the next 12 months our product will continue to pull further away from them. That’s why we raised $5 million from top-tier VCs.


Please call our references. We worked with customer X who saved 38% of their costs in the first year and increased sales by 14%. The pay-back period on our product was 16 months. We have lots of cases of demonstrable business success.


If we just dropped prices to match our less funded competitors we wouldn’t be able to keep innovating and adding value for our clients. If short-term price is your primary drive then our competitor might actually might be a better fit for you. We’re definitely a premium product, which is why we don’t just drop prices to match their moves to “buy” business.


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