The Death of List Price

Business901 Podcast Transcription
Implementing Lean Marketing Systems

The Death of List Price
Guest was Robert Doctors

Related Podcast:
The Irrelevancy of List Price

Copyright Business901


Robert Docters is the managing
partner for Abbey Road, LLC, a
consulting firm specializing in
pricing strategy. He previously
served as a senior vice president
of strategy and pricing at
LexisNexis, and before that was
an SVP at Ernst & Young.

A few leading companies have
jettisoned ideas about pricing that
other companies believe are
indispensable. The result has been superior performance against
competitors who persist in a simplistic 1990s belief in “value.”

Contextual Pricing describes how buyers are influenced by
comparison points and contextual messages more than by actual
price levels. Identical products can sell at radically different prices
to the same target customer—if context is strategically managed.
This fact is how Procter & Gamble, GE, Coca-Cola Company,
Amazon, Google, Microsoft, and others make sure they get the
best possible price. The use of context is changing the way
companies price and sell in the new global economy.

Through its illuminating case-by-case studies, Contextual Pricing
delivers a wide range of pricing techniques and customer insights
that you won’t find anywhere else. You’ll learn how to avoid
common pitfalls when raising or lowering prices and discover how
you can compete in traditional or emerging digital marketplaces—
and beat the competition through superior tactics, not through
lower margins.


Joe Dager: Welcome everyone. This is Joe Dager, the host of
the Business901 podcast. With me today is Rob Docters. Rob is a
recent co-editor of Contextual Pricing. Rob could you go ahead
and tell me about what you're doing, right now and a little
background on why you wrote a book on Contextual Pricing.
Rob Docters: Sure Joe. I lecture and have been speaking at a
number of conferences where people have been interested in
pricing. Sometimes in an academic way, sometimes we review
how they should improve the pricing in their businesses. Actually,
there is some increasing interest in the topic.
Pricing hasn't always been a popular topic as you have
mentioned. In fact, you could say that in some cases, it's viewed
as an alien topic and you can understand why. Thankfully pricing
is not really a popularity contest. There is a cartoon strip called
Dilbert. They had a pricing discussion in one of those cartoons.
The lady with the funky hair said, "Well, let's give customers what
they want." Then one of the other ladies at one of the tables said,
"OK, what they want is a better product for free." That sums up
what a lot of people think about pricing is that it's an insult to the
customer to charge a price. I don't agree with that.
Joe: What do you agree with then?
Rob: Well, it's interesting because pricing has to wear a number
of hats. It's how our capitalist system runs. It's the invisible
hand. It's the thing that frankly anybody who goes out to the
supermarket has to face day in day out. It's so many things. It
has been a bit of a mystery for a lot of buyers. It is certainly a
notion of higher prices is a familiar enemy to many.

My now-wife introduced me to her mother and her mother asked,
"What do you for a living, Rob?" I said, "Well, I help companies
with their pricing." She was baffled and she said, "What does that
mean?" and I said, "Well for instance, you live in the Verizon

telephone service area. Well, I helped them stick the bundle that
gives cellular plus land line and I helped them price it."

She frowned a little bit, I said, "Well, for instance I helped the US
Postal Service the first time they did a jump in price that was
more than one penny." I helped them do that. Then our firm
became deeper, at which point my then-fiancée, now-wife
intervened and said, "I believe it's time for dinner," and she cut
that conversation right off.
The point is it's not a popular topic, but it's a really important
topic. Not only is it important at a macro level of how our
economy works, but it's the difference between life and death for
a lot of companies.
Joe: I think it is a mystery for many and I'll take it really to the
basics here for me. It used to be pretty simple, that you build a
product, you added up the material, the labor in it, and you put
your overhead in it, and how much profit you wanted. There was
your price. It was that simple. You might put in for discount,
distribution and a few other things, but it was what it was.
I think that's in a world that we lived in where there was excess
demand. Now, I always look at that you have to create demand,
and one of the ways you create demand is through pricing
strategies. Pricing has taken a whole different context. Not to
steal from the book. I think to me it has. Am I way off base
there? Have I any foundational truths to what I'm saying?
Rob: I think there is a foundational truth there. For instance,
there was a time when, if your name was Henry Ford and you
had just invented the car or made it popular for the first time,
you set the price. The Model T Ford was the price you set, and
that was good for a good 15-20 years. The Model T dominated
automobiles. Then Henry set the price, and his attitude was "You
can have any color you want as long as it's black, and you can


have any price you want as long it's the one I've set." That was,
of course, a long time ago. Henry got to do that for 20 years.

Apple, of course, released the iPhone, and they didn't get 20
years of non-competition. There was already competition two
years, two and a half years later. For some of their other
products, the interval has been even shorter. Now, those have
been very profitable brief periods of time, but considering that
that's one of the most innovative new products that we've seen in
a while, it's amazing how little price insulation there is.

So, really, the differences between the model of “build it, price it,
and they will buy" is the difference between a more competitive
world and one that's less competitive. So, that leads to the
question, OK, so how do you price them?
Joe: Let's just take a second, and can you define what you
mean? Is there a simple definition of contextual pricing?
Rob: We view pricing, or contextual pricing, as really an
assimilation of a lot of thoughts on pricing. If we had been having
this conversation in the 60's, we would probably be talking about
cost base pricing because the economists obviously worried about
pricing and they really only saw two things. They saw the cost of
the good and then they worried about the special case of
monopoly, and that in turn binge somewhat on pricing.
We would be saying, "OK, the way you're price is, you figure out
how much it costs and then you try to add as much of the bonus
to it as you can. In the late 70's and early 80's, there was the
thought of hey, it's not only the cost, not even mainly the cost,
it's the value that it brings. How do people perceive this thing?
How much is it worth to them?

Then in the late 80's, it started running out of gas, or actually the
early 90's. There was a whole group of academics saying that it
really varies a lot. They came up with all sorts of marked

evidence and experiments that show, for instance, people value
the same thing very differently. For instance, if I tell you "Joe, I
have allocated 30,000 frequent flyer points to you and if you do
not take a flight in the near future you are going to lose them."
That actually has a very different impact on you than if I say
"Joe, if you take a flight in the near future, I am going to give you
30,000 frequent flyer points." The research has shown all sorts of
interesting things, like people fear loss more than they value
gain. You would actually resent losing your 30,000 points more
than you really valued gaining them.
There is a whole series of interesting situational, sort of narrow
experiments conducted by Academia. So, as my co-authors and I
were thinking about this book, we were saying, we've got this
one group of people who are thinking about in cost terms,
another group who are thinking about in value terms, a third who
is thinking about it in reference terms, but sometimes each of
those are right.

Sometimes cost matters. I've done work for steel mills and I
assure you cost is incredibly essential to their pricing. I've done
work with some fashion items and some high tech work and value
matters a lot and I've done work for some online entertainment
and I assure you that context matters or reference matters. If
you pull them all together, what I would say is, the context
differs.
In some contexts, cost matters, in some contexts, value matters,
in some contexts, the reference matters. So, this is an attempt to
synergize those three views into something that works almost all
the time. What we found was that there are a number of
companies that have already been moving in that direction. Not a
lot, but a few leaders have already started to do what we call
contextual pricing.
Joe: Can you give me an example of one?

Rob: One of the most interesting ones we thought was The
Coca-Cola Company. They were amazed, themselves, at this
experiment. What they did was, they did a promotion at
Wal-Mart, and Wal-Mart let them put some Coca-Cola, not only in
the beverage aisle where it's always been, but in the sporting
goods aisle.
They had a promotion where they had taken all the Coca-Cola
plastic bottles and recycled them and provided that to some
clothing manufacturers who created some sporting gear, some
sweatshirts, sweatpants, that sort of thing. To complement those
recycled goods, they gave crates of Coca-Cola.
Now, what was really interesting was, the prices that they got, by
putting 6-packs and 12-packs of Coca-Cola in the sporting goods
and clothing aisle, had been among the highest they'd ever
gotten in retail.
Consumers could simply walk over a few aisles and get the same
Coca-Cola, and one thing you know is one bottle of Coca-Cola will
contain exactly what another bottle of Coca-Cola will contain. Few
things we are sure of in this world, but one of them is the
consistency of Coca-Cola. They would pay much less in that other
aisle. So it was in this case, the context of, "Are you next to
Pepsi, or are you next to some clothing?"
That was a very inspirational experiment, which we had nothing
to do with, but we thought that that was a harbinger of other
interesting possibilities. Then we looked further and we found out
that, for instance, with many goods, it matters who you're selling
to; same goods, same everything, but a different person.
So, for instance, if you sell long-distance phone services, like
voice services, selling it to people who have to pay for their own
access, their own broadband access, you actually get more
money than if you're trying to sell it to people who get free
access.

The context in one case is, you've got this broadband bill, and
paying for the voice on top of it is just a small increment. But if
you pay zero for broadband, the increment is now the entire
focus of your attention, for voice, and you become very price
sensitive. The same way that a car radio in a BMW is highly price
insensitive, a car radio in an economy car is very price sensitive.
Joe: You alluded to that, but a definition of contextual pricing, I
think in your book, was defined as an outcome. You based it on
four factors. Could you touch upon those four factors?

Rob: Contextual pricing is a function of the frame of reference
as seen by the customer. In other words, he looks at it from the
point of view, "Well, what do I know about this service or good?
What are my alternatives?" These may include competition, or
may include just not doing it, or something in quite a different
category. He or she looks at their own minimal effort, they look
at their different emotional reactions.
It's the amalgam of all the perspectives that they have on a
particular purchase choice that's come together. Usually, there's
one that predominates. It's usually not that they're thinking
about certain things. It just varies, what the thing is that drives
their purchase. The important piece, of course, is that if you know
what that perspective is, then, in fact, you have the right pricing.
If you don't know what that perspective is, you base it on
something that happens within the four walls of your company,
be it costs, be it whatever your advertising was, and that sort of
thing. You'll probably have the wrong price and you will miss the
opportunity to get a really remarkable return.
In some industries, failing to get that remarkable return is fatal.
Interestingly enough, sometimes it's the most competitive
pricing. For instance, in commodity plastics, if you don't take
advantage of rush orders by your clients, or some special


requirement they have, you will go bankrupt, because the
average commodity plastics sale is below full cost.

It's above variable cost, but it's below full cost, and what they do
is, they live on this stuff, the crummy below-full-cost sales,
basically to keep the wheels going, and then every so often a
customer walks in with the magic words and says, "Rush order, I
really need it now. Can you please make the following tweaks?"
Then, yes, they will command a nice premium, even though it's a
cut-throat nasty business because that's the moment when the
context has changed and they can command a nice price
Joe: I have been talking to a couple people about it, and I had
to come up with a way of remembering what I call the definition
or the factors that you talked about there. I just use C.O.P.S.
Capabilities, objectives, perception, and situation. But you used
some great terms in your book that I really enjoyed. One of them
that I thought was rather unique, that you say that life without
list price is easier. That probably grabs a few numbers’ guys
wrong.
Rob: It does, it's funny. I stand by that statement, but I also
know why they are not so happy with that idea. The fact is not
only do people like certainty, and sure it is convenient to have a
list price. But the truth is, it's believing in something that just
doesn't have the reliability that people ascribe to it. Because the
fact is almost never do people get their list price.
I mean, as you mention, Henry Ford got it for quite a while, Apple
got it briefly. But that's a very small minority of the total range of
companies in the world. Most of us, unfortunately, have a very
bitter experience of being out priced by a competitor.

The fact is the times we can get our list price we value highly. It's
funny, one of the things I wish my editor had done at McGraw Hill
was put the footnotes where they should be at the bottom of

each page. Unfortunately, thanks to the advent of E-Books, there
is no such thing as the bottom of a page anymore, so they all
ended up being in chapters.
I think some of the more interesting aspects kicked below the
main text, were in the footnotes, and one of them was, the New
York Times reported, that there was lot of superstition in pricing
and they gave a great story. Eric Clapton's guitar, used for Layla
and lot of other songs, recently sold, and it sold for over a million
dollars. The person who bought it said, "Well, of course, I've now
got Clapton's guitar. I can't wait to start playing."
What's even weirder is there were many replicas of that guitar,
they were selling for $30,000 and $40,000 even though Eric had
never touched them. The Times quoted a number of psychologists
who said that is superstition. In primordial times, people believed
that if they have a replica of something like a voodoo doll, they
can control some of the power of that.
I really believe that there are a lot of residual beliefs that the list
price is what will bring people profitability. I think they're
completely wrong, and I think they're out of date. In fact, some
of the companies that cling most tenaciously to list price fair
rather badly, if they no longer have the market power to support
it. But the truth is people change slowly.
There is a great quote in my book. One of the things I'm very
happy with is quotes at the beginning of each chapter. It's a
quote by Max Born, the famous German physicist. What he says
is, "The way science progresses are not that scientists learn a
new truth. Science progresses by all the scientists dying because
a new generation comes behind that never learned the false
truth." In this case, the reason it's simpler is because list price is
a myth in most companies.
For instance, marketing may set a list price, but immediately
that's split up by channel. Different ways of selling it get different

prices in many cases. Then there are special circumstances like
volume purchases. Then you get the final level of insult upon it,
which is sales discounting. So, for instance, it's quite frequent
that you have companies who end up with many more times
prices than they actually have customers because it just
proliferates.
That's, of course, a disaster on all fronts. It destroys the value of
the message. Obviously, you lose revenues that way. It makes it
confusing, and you're going to see a problem for like their list
price, find it annoying that the price that they think is the list
price has no relationship to what the revenues are coming in the
door.
Joe: When I first looked at the book, I thought, "Here we go.
Here's another one of these feel-good approaches that...
...we price it over here. We price it over there, and then we just
justify everything, of why we did it that way. Are there tools? Is
there a process you can use that a normal company can really
achieve contextual pricing?
Rob: There are. There are actually some very simple
frameworks, and it's interesting because some companies as I
say, like Proctor and Gamble, have been doing this all by
themselves without any consultant's help. That is, I honestly
think that product developers need to come up with a single price
because, frankly, they're busy developing the product. That's the
last person who should ever be granted that rather self-indulgent
luxury.
Marketing knows that in some markets they're going to be strong
and in some they're going to be weak. Let's acknowledge that
right up front. Let's say, "Here's the price that we would expect
where we're strong, and here's where we expect where we're
weak. Here's where loyal subscribers will pay more, and we
expect that new customers, with no idea of what the value of

what we're selling is, will pay less. In large bids, we're going to
get less, in other cases we're going to get more."

There usually aren't more than half a dozen or so circumstances,
which are pretty well known to everyone in the company, that
represent the range of prices. Once you get a dozen prices that
actually work, you can stick with them.
Primitive approach, which is saying, "Here's one price," but no
one will stick with it, means that every time anyone touches it
there's a new price. Better to start with a dozen or maybe 20
prices and just hold the ground, because you can. You've already
got your price in case you have low market power. You've already
got your price in case you've got high market power. Just stick
with them.
What literally happens is a proliferation into thousands of prices
occur from larger companies, if they pretend, initially, that there's
one price and then "wink, wink," allow it to proliferate into a
million prices.
Joe: Do you stand the risk of alienating a customer, though,
when he sees that, "I could have bought it over here for this, and
I walk into this store, like the Coca-Cola example, the next aisle I
could have bought it for that." Do you stand that risk of alienating
him?
Rob: The answer is, let me be blunt, yes. Any time you have
price variation you have that risk. But of course you've got price
variation now, so let's not kid ourselves in thinking, "I am perfect
now, and what's the consequence of being imperfect?"

I also have another theme in the book, which is, not only does
the circumstance of being in a strong position versus a weak
position suggest a high or a low price, one of the things that we
see over and over again, is that inside the company they focus on
the actual price level when in fact that's not usually the most

important decision they've got on their hands. It's often the price
structure.

What do I mean by price structure? It means the terms under
which I sell. For instance, let's talk about one of the most brilliant
pricing innovations in a long time. It doesn't come from Apple, by
the way. It's singularly product-oriented in how they price rather
than brilliant in their pricing, but a highly competitive area, jet
engines.
For a long time, if you wanted a jet engine, Joe, you'd have
plunked down $2 million and good news, that was your jet
engine, they carved your name on it. But then they came up with
a really cool idea, which was, airlines don't really care if they own
the engine, all they want is an engine to be working as the plane
chugs from point A to point B.
What they did was instead of selling by the engine, they started
selling by the hour of jet engine time. Instead of paying $20
million for a big jet engine, you might pay $20 million for 5,000
hours of jet engine time.
Actual numbers in both cases would be no more than a few
million dollars. In any case, the point was a lot of airlines said
"Wow that was exactly what we wanted! We now don't have to
worry about spare parts, or all the other stuff with ownership."
We just know our fleet will be in the air X many, hundreds of
thousands or millions of hours in the next year that is how many
hours of jet engine time we will have to buy, and it's now Rolls
Royce's problem on how to get that done. The result was Rolls
Royce picked up market share and when all the math was done,
they got a better pricing on their engines.

So, yes, at a given moment someone at another airline would
look over at Delta and said "I wonder whether the price they are


getting is higher or lower." But it is really hard to compare $X
millions per engine to $X per hour of jet engine time.

There are consumer examples as well. In cars, one gets rented
by the mile and one by the day, and who knows who's paying
more. The same thing with bananas in the store, some sell by the
banana and others by the pound. Who's getting the better deal, if
you have a calculator and you got the time for checking, you
could figure it out. I blame sellers for having the same structure
they ought to vary it with the situation and concept.

Joe: This goes along with what I talk about, and most of my
listeners will recognize this with the service design and the value
and use concept. There is little value to a product or service; it is
just an enabler of use. The easier you make use and the higher
value of the use, contextual pricing supports that. Doesn't it?
Rob: Completely. The non-business example is a life jacket is
worth a lot to you, Joe, if you are on a sinking ship. However, it is
worth nothing to you at your next fancy dress party. In fact, it’s
worth is negative. Same goods, same everything, it's the context.
In a business example, for instance, we found that a provider of
financial information...
When we actually looked at their numbers, it turned out when
they sold that financial information to an individual manager or
someone who was an analyst; they weren't getting as much
money as when they sold it to someone who's managing a huge
portfolio.
The reason is, in the case of the huge portfolio, that piece of
information is important to optimizing that 100 billion whatever
dollar portfolio. If you send it to an individual money manager,
you might produce a $10,000 trade or some advice to clients but
even though it's exactly the same information, the context in one
case is far more valuable than in the other.


Joe: If I need to change my pricing structure and look at
contextual pricing, what would be the compelling reason for me
to go that direction, right now?
Rob: Better margins in a nutshell. Because, think about it, once
you've set a list price, the traditional way of doing it. It's really
tough for anyone in your organization to sell above that list price.
I've set a list price on, whatever, my plastic clam shells for
holding food in a supermarket. The next moment a customer runs
in saying "Rush order, rush order, I desperately need clam shells.
I'll pay you a million dollars per clam shell!"
You look in your book and you say "I'm sorry. I can only charge
you $0.30 for this clamshell because that's our list price." You
immediately cut off the benefits by setting a list price. By the
way, what's amusing is, we've found in a lot of investoral -- this
just shows that the world has many different types of people in it.
There are some sales people who enjoy selling above list price.
The first few times, I thought that was just flukes in the data, but
every time I've run into this I just have to chuckle because I've
talked to these guys -- not really guys but a lot of gals -- and
they said "Yeah, I like the challenge of selling at the highest price
possible." It's a little tougher for them to do that with a list price
in the works, but they do it anyhow. Most don't bother and they
sell at list price or below. So don't forget when you set a list
price, you're depriving some people of aspirational pricing.
The first part is, I would say, you're now suddenly going to get a
bunch of add-ons because people understand the situation when
they're in it. Somebody, who's coldly setting up a price schedule
that's harder for them to do unless they think about context and
most don't.

That's one aspect. The second aspect is you tend to change a lot
of other behaviors because suddenly your sales force isn't going
to be measured on their adherence to list price. They'll do what

IBM has done for years, which is they measure sales forces by
their total revenues. So if I'm the IBM account rep selling to
Smarter Blog Corporation, I'm being measured whether my $20m
that I got last year went up or down. Again, list prices can only
be an impediment to that.
Joe: Is there something that you'd like to add that maybe I
didn't ask you about?
Rob: It's interesting, because I think everything goes full cycle.
There was a time when all pricing was contextual. What we need
is an harmonica in the background and some nice Country and
Western music maybe, but think back to the wild west, or, if you
like, early England, et cetera.
There was one store in town, and what happened was, you
walked in, and you picked up your frying pan, or your branding
iron, or whatever you were buying, you walked up to the counter,
and you said, "How much is this?"

The clerk, who was usually the owner, looked at you and thought,
"Looks like Joe the cowboy, and you've had some successful
cattle runs lately, I'm going to charge more. Furthermore, that is
the last branding iron, better charge more."
That was contextual pricing, because the person staring you in
the eyes really understood where you were coming from, what
motivated you, what was important. That was very successful as
a business model.
At some point, actually it was a Quaker, who decided that was
unfair, and it was actually a Quaker who invented the idea of
price tags. Suddenly prices tags started going into stores. Again,
you had a move away from contextual pricing.
Then you got stupid computers, by that I mean that computers
weren't very smart for a lot of their history. In the 1960's, a huge


computer was dumber than my Apple Computer today. You had
dumb computers who couldn't handle much complexity, so
everything got dummy downed even further.
Now, we're at the other side of that valley of profit death. We
now have smarter computers, smarter systems, and I think an
increasing realization that pricing had better be smart or you've
got problems.
So, you have people doing very clever things. One of my favorite
examples is Toys"R"Us. Toys"R"Us, as we all know, is a toy store
that's facing just crushing competition from Wal-Mart, who have
managed their supply chain and other things really well. They've
lowered costs. They've got more throughput, blah, blah, blah.
In response to smart other things, Toys"R"Us got smart, and one
of the things they do in some of their stores is, there are no price
tags on the toys, which brings us right back to the 1850's. What
you do is you pick up the toy you like, and there are little kiosks.
You take the toy over to the kiosk, the kewpie doll or whatever,
you scan the bar code and it says "kewpie doll, $13.00 or
whatever."
Why is Toys"R"Us doing that? What they're doing is varying their
prices over the time of the day. Sometimes that kewpie doll will
come up as $8.00, sometimes it's $20.00, whatever. They
measure how many of those kewpie dolls make it between the
scanner and the checkout counter.
If none of them make it to the checkout counter, they know
they're priced too high, and if too many of them do they know
they're priced too low. It's a clever way of getting around all the
dumbifying assumptions of a list price by measuring demand
directly.
Lots of industries do that. The airlines do it. Every six minutes
airline prices are recalculated on most major airlines, because

they measure supply and demand. In other industries, there's
increasing sophistication of sales force tools, sales force
psychometer. There's a lot of information that previously was
known to the salesperson, but that's sometimes where it ended.
Increasingly, I believe, businesses are smarter and smarter, and
we have a whole chapter that talks about how systems get
smarter. I think contextual pricing has become easier and easier
in addition to some of the reasons I mentioned why it's easy.
Joe: I have to tell you that I did enjoy reading the book. I'm
somewhat of a numbers guy. When I read it, that part of it was
fine, but even since then I've had more time and I've reread
several other chapters, and it's amazing how much more I
acquired from it.
I wanted to compliment you on that. Though I think when you
first read it, it comes across as a good read, some good
information to go forward with, but there's a deeper side to it that
I don't think you get in the first read. I want to take my hat off to
you on that, it was a very good book to read.
Rob: That's very kind of you. We tried to pepper it with a little
bit of humor, we quote comedians like Mitch Hedberg and a whole
bunch of other folks, So hopefully, it breaks up that a little bit.
Pricing books are not known for being great reads.
Rob: There've been some very nice reviews that said, "Hey, this
isn't what I expected out of a pricing book."
Joe: No, it certainly isn't, but I think it's got the depth for
someone really to spend some time with. Again, I want to
compliment you for it.



Joseph T. Dager
Lean Marketing Systems
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say: In the past 20 years, Joe and I
have collaborated on many difficult issues. Joe's
ability to combine his expertise with "out of the
box" thinking is unsurpassed. He has always
delivered quickly, cost effectively and with
ingenuity. A brilliant mind that is always a pleasure to work with." James R.

Joe Dager is President of Business901, a progressive company providing
direction in areas such as Lean Marketing, Product Marketing, Product
Launches and Re-Launches. As a Lean Six Sigma Black Belt,
Business901 provides and implements marketing, project and performance
planning methodologies in small businesses. The simplicity of a single
flexible model will create clarity for your staff and as a result better
execution. My goal is to allow you spend your time on the need versus the
plan.

An example of how we may work: Business901 could start with a
consulting style utilizing an individual from your organization or a virtual
assistance that is well versed in our principles. We have capabilities to
plug virtually any marketing function into your process immediately. As
proficiencies develop, Business901 moves into a coach’s role supporting the
process as needed. The goal of implementing a system is that the processes
will become a habit and not an event.

Business901 Podcast Opportunity Expert Status


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