Should I Raise My Prices

Good morning, everybody. How are you? Chad Thibodeaux. Welcome to another Monday Morning Mentor. I'm actually in Salt Lake City today at one of my clients' house, and that's why I'm surrounded by all of his stuff. And somebody pointed out that I have a BYU basketball over here, wanted to know if I was a big BYU fan. Well, I am an ASU fan, but BYU is doing relatively good this year. They had a big game the other day against Notre Dame, and just for the record, the game's actually not over. There's still 1 second Yeah. Left to go in the game and I'm sure that referee is going to call that pass interference. But anyway, I have digressed. Today what I want to do is I want to talk with you about prices. Should you raise your prices? Because there's a big internal debate we have that if we charge too much then maybe people won't buy. But if we don't charge enough, how in the world am I gonna make enough money in order to make a living? And this is like the big internal debate. So a lot of times we have a tendency to default on the extremes. We either charge way too little or we charge way, way too much. Well, here's what you have to know. If you're gonna create a pretty significant living for yourself, you're gonna have to charge high rates, or you're going to have to have a lot of volume, right? So you're going to have to have a lot of something. You're either going to have to have high rates or high volume, one or the other. And in the perfect world, you have high rates and high volume, then yeah, then you, you've made it. But most of us don't do that. And so you either have to have high rates or high volume. But we need to not just raise our price for the sake of raising our price, and we don't need to lower our price just because we want to make more sales. Your price should reflect the value of the problem that you solve. Okay, write that down. Your price should reflect the value of the problem you solve. It should reflect the value of the result that you help someone achieve and the level of help you provide. So that's sort of the three three components. Okay, the three components is excuse me three components is. What's the value of the problem I solve? What's the result I help someone achieve? And what's the level of help that you provide? So there's 4 Ps that I want you to think about. I like Ps, by the way. If you ever study my training, I do a lot of Ps and Ss. There's 4 Ps when it comes time for pricing that I like to look at. One of them is problem. What does leaving the problem unresolved cost them? So when I'm pricing my stuff, I ask myself, What does the cost of leaving the problem unresolved cost them? Then I go to the promise. What can you credibly help them accomplish? Okay? So what does leaving the problem unresolved cost them and what can you credibly help them accomplish? And then proximity. How closely will you help them accomplish it? So like, in other words, how close are they gonna get to you as you're helping them? And fourth one is people. Who else becomes part of the experience? A few years ago in my Kavu program, back in 2018, 2019, 2020, it was firing on all cylinders and I had an incredibly large program and it was not inexpensive. And I remember this guy by the name of Greg, Greg Atkins. I call him my $100 million man because he's just done so much volume and he lives in Australia. And he's got the Australian accent. It's beautiful. He joined our Kavu program and he flew out to my home. This is back when I had this big, gigantic, massive 8-bedroom, 7-bathroom home in the Gilbert area, and we called it the Kavu Castle. He flew out to the Kavu Castle and he came and he sat within the tribe. And at the end of the mastermind of that weekend, he goes, you know what? I've been looking for 3 years for my people. And you are my people. And he paid, I think, $50,000 for the coaching program, but he never did coaching calls. He very seldom showed up on these weekly calls, and he would only come to the events. That's it. And at the end of the year, we were going to do the re-up process, and he goes, heck yeah. And I asked him, I was like, well, are you going to use any of the program this year? And he starts laughing. He goes, You know, he goes, the community of people that you have put together is worth every penny of the program. And he was like, hey, listen, don't get me wrong. I love having you. I love having you as my coach and my mentor. But if you weren't even a part of it, if it was just your people that were a part of it, it would be worth the amount of the product. This past weekend I was speaking at a an event called Build the Man, and it's an awesome group of people. And Jason, the guy who runs this, has attracted just some of the best people around the country, these men who are just rock-solid humans, and got them together. And they call themselves the Brotherhood. And what was fascinating is like the, the money they pay— and it's $100,000 to be in their Brotherhood— the money that they pay For that particular brotherhood, you would think that you would have to give them all this stuff, like, here's the curriculum, and here's this, and here's that. No. They pay $100,000 to be in a room with other people who are going after the same things that they're going to. Even though they don't have a formal weight loss program, everybody in there loses weight. In fact, they get ripped and shredded. Because they're around other people who do that. And even though they don't have an intentional business plan that grows other people's businesses, everybody's business went up because of the room that they were in. And so don't underestimate the power of the room. So those are the 4 things you're gonna think about when you're coming to price. Your product, the problem, what does leaving the problem unresolved cost them, what can you credibly help them accomplish, How closely will you help them accomplish it? And who else becomes a part of the experience? So in other words, who is in the room? So let me give you 3 offers. The first offer could be something like buy a book, right? So the book teaches you a framework you can use to build a presentation that helps you sell an offer, right? Let's say the second offer is like you get the framework, you get the video training, you get the group coaching, you can ask questions, you can get feedback, you can hear other people are applying it. And in the third offer, we work together privately. We look at your audience, your offer, and your presentation. We work through the decisions that apply specifically to you. Now I want you to see those 3 offers. Just look at those 3 offers. One is you buy a textbook or a book that teaches you a framework. Another one is you get the book that teaches you the framework plus you get the video training that explains it, you get group coaching, you can ask questions, get feedback, etc. And then the third one is, is we work with you one-on-one privately. All three of those offers are going toward the same goal. All three of them are going toward the same goal, but it's the quality of the four Ps that shift that determine your price point. Okay, because like if all we have is a if all we have is a A book, right? We may pay $15, $20, $30 for that particular book, but that book has got the same information. I remember Myron Golden said— saying something like, if you paid me $80,000 to coach you for 2 full days, and he opens up his book, he goes, I'm just going to teach you the same stuff that's in this book. I'm going to charge you $80,000 for it, or you can pay $80 for the book. Which one do you want? Because the book, even though $80 is a lot of money for a book, It's got the same information in it as one-on-one coaching. But what's the difference between the two? And we're going to get to that in a minute. But the difference is proximity. Okay? Proximity. So let's look at this. Let's break these 4 Ps down. Because proximity is ultimately the difference between how much you charge and how little you charge. Okay? I'm going to go ahead and share my screen with you and I'm going to see if I can show you this. On the screen. Um, I've, I've showed you this premise before, but it's, it's just, it's a really good, um, it's a, it's a really good reminder. And actually I'm wondering, I just realized my, my pencil is not connected. I'm in a borrowed studio today. So gimme one second. Okay. This is gonna unplug just for a second. So I'm gonna, I'm gonna go and show you how you, how you price it. I'm gonna just draw this little illustration on. So remember, The Law of Proximity. What is the Law of Proximity? The Law of Proximity says the closer someone gets to me, the more money I charge. Why? Because the closer somebody gets to me, the faster they go, and the closer somebody gets to me, the better results they get. Okay, so, so process that. The Law of Proximity says the closer they get to me, the more money I charge, because the closer they get to me, the faster they go, and the better results they get. And so because of that, you can charge more You can charge more money. And I want you to think about that when it comes time for your thing. So let's look at the problem. So we said the 4 things that you've got to think about when you're coming to price your problem or price your product is problem, promise, proximity, people. And so which ones go up? So let's get into this. I think this works. Is this not gonna work for me? Tap to connect. Hmm. I don't know why my pencil's not working. Let's see. I got the right plug. There we go. Now it's working. Sorry about that. Okay, let's try this again. I'll have to edit all this out of the recording. All right, so here we go. So let's look, let's look at the— let's look at this. Okay, so we said the 4 Ps that you were looking at is— so just look at 4 Ps. Okay, the 4 Ps that we're looking at when it comes time to price our problem, our product. The first one is the problem, right? Okay, the second one is the promise. The third one is proximity. And the fourth one is people. So when you're pricing here, like this one, I just want you to see how all 4 of these are there, but they're not all equal. Okay, they're not all equal. But your, the personality of your audience is, is different, right? So they're all gonna want different things, right? So some of the audience, you know, they just really want to get their, their problem solved. Okay. Gosh, if I could just get this problem solved, then all would be well. Uh, they just, they really want their, their problem solved. Why is this doing this? I had a little— what can you guys see on the screen right now? Yeah, you can see it. I don't know why this little thing popped up, and I don't know how to get— I don't know how to get rid of it. Hold on, I'm having a tough day today. Not that. Not that. Me.

Chad, I think there's—

oh, you found it. I got it. Okay, there we go. Okay, so let's look at this. So these are not all equal, but some people are going to want their problem solved, right? They're going to want to come in and say, I have this problem, get it solved. And you— the very fact that you have a solution for that problem is going to determine where they want it. Well, you know, if they have a problem, there's 3 things they're looking at. Number one, they're wondering, okay, can I solve this problem myself? Okay, well, the people who believe that they can solve that problem themselves, they're not going to pay you a ton of money. Okay, they're gonna be looking for the cheapest way to get that particular result because it's a DFY. I call these the Home Depot people, right? These are the people that you see hanging out at Home Depot that, you know what, hey, I think I can lay this hardwood floor. Hey, I think I can install this sink. Hey, I think I can Whatever. They're the DFY people. These people aren't going to pay you a ton of money, the DFY. Then there's the people that just like, get it off my plate. Will you? I don't care how much it costs. Just, just, I'm sorry. I don't care how much it costs. Just do it for me. So I messed up a little acronym here. So this is the done for you right here. Just get it done for me. Okay. And then the DIY people, are the people up here who aren't going to pay a lot of money, right? So the DIY people, if you have a book, if you have a course, let me just go learn it and I'll do it. They, they're not going to value the solution to that problem very much because they believe that they can just fix it themselves. But the people who just want it off their plate, okay, want it off their plate, they're going to pay you significant money. What I find is the majority of the people are going to land right here In this hybrid zone, okay? Where they want a little bit of both, okay? Now, the people who come down and they want the problem, well, now they're in a different story, right? So, because let's look at this. So when you go or want the people, they're in a little different area. So let's look at the problem. So the problem, you have to understand what the person is already paying to live with the problem, right? So you already know that. The people is a little different. Okay, actually, let's go to the promise first. The promise is a little different. The promise is the buyer needs a clear picture of what your help is intended to accomplish, right? So the there are people who are going to buy just the problem, but then there are people who are going to come in and they're going to laser focus. They're going to laser focus on this. They're going to laser focus on this promise that you give them. So this is why when When you create like headlines or you create payoff statements or things like that, this, this is designed for that particular audience, a particular audience that just, okay, give me hope that everything is going to work. Because once we understand the problem and now they're looking at the result, they're going to see your offer buried in that statement. Okay. Someone who asks what you do and you start listing everything that they receive, you're going to miss those particular people. So you can raise and lower your prices based upon your promise because your promise gives the investment a purpose. Okay, the promise also needs to be something that you ultimately can support, but people will pay you more money based upon the promise because they're looking at that promise as an investment. They're looking to say, okay, if I had that happening in my life, it would be worth this to me, and they would be willing to, willing to pay that. I might spend a lot more time on that. Okay, but can the right person clearly explain what they're buying and why the result matters to them? That's what you're trying to do in the promise. Okay, can my audience clearly explain what they're buying and why the result matters to them? If they can, then you, you have a problem. So there's 3 levels, or I'm only gonna give you 2, 2 levels of this promise right here. Okay, 2 levels of promise. So the first one is— are what I call the impulse people. These are the people that if you tell them a good hook, they're just gonna buy. They're just gonna buy. And then on the other end, you have the skeptics. The people who are looking for the promise, but they've invested so much money in other things that they're skeptical that the Promise is true. So if you can convince them that you, you can support the promise, then they'll reluctantly, but then they'll take a chance on you. But these are the people— I know this is gonna sound so odd— your product has gotta be incredibly more expensive than other things that they have done because it's the expense of the product that makes the promise believable. I don't know if that makes sense, but let me give you an example. Let me give you an example. There is a fallacy that says, if I can price my stuff affordably, Where people can have it, then the believability is greatly reduced. I just, it's true. I mean, this is what people think, but it, but, but we have to be able to remove that fallacy. Okay. So if my stuff is not expensive, then it can't be very good. If my stuff is expensive, it must be great, right? That's, that's, that's the, the, the little parameters that we use, right? So when I had a, $3,600 coaching program and I had a $50,000 coaching program. I could sell the $50,000 coaching program all day. I very seldom could sell the $3,600. The reason was, was because the believability on the $50,000 was much greater than the believability on the $3,600, because we believe that if it's expensive, it must be good, and if it's not expensive, it must be bad. Well, that's the mindset of the skeptic. So the skeptic is gonna come in, and if you've got, let's say, a $50,000 program, then you're gonna do it. I remember a buddy used to have a book, and he was selling his book for $2,500. A book, not a coaching program, not a training, not a course, a book. And he was charging $2,500 for this book, and he would get people to buy that book because it was so expensive. People was like, there must be magic or gold inside of, inside of that book. And he would get people to spend $2,500 on that particular book because they assumed it was expensive, it was good. And then you get the book and you're like, I probably would've paid $12 for this. But a skeptic who is buying your stuff based upon a promise, if the skeptic sees a super high price, they're more likely to buy because it's expensive, because of this, this fallacy they have in their mind that if it's expensive, it must be good. If it's inexpensive, it must be bad. This is why when you sell, let's say, a $5,000 program, they're like, great, where can I send you money? And if when you sell a $500 program, they want to ask you a million questions because the mindset of the person is there. And really the mindset isn't that they have a strong mindset, it's just they buy into the idea that if it's expensive it must be good, if it's inexpensive it must be bad. Well, that's the promise. The third one then is proximity, okay, is proximity. So if we come down here to proximity, I'll use, uh, let's use blue for proximity, okay. If you come down here for proximity, this is the idea that we said earlier, the closer someone gets to you, the more personally involved you and helping them get the result, okay? Because if they're close to me, I should charge a lot. Because if they're close to me, they should be able to go fast and they should get a better result. So I have to charge a lot. Now, if you're charging the same amount of money for your proximity as you do for, let's say, a do-it-yourself problem, well then you've got an issue. Because you, as the provider, have really undervalued and diminished your value And allowed your audience to diminish your value. You are worth way more than that. So you can't charge— if you're giving somebody all these coaching sessions and you're showing up and you're charging just a little bit of money, you're communicating to your audience, I'm not very good. So you can't do that. So when it comes time for the promise, as we showed on this just a while ago, when it comes time for the promise over here— If you can connect the promise that they're gonna get with the proximity they're gonna get, this is the most expensive real estate you have in pricing your product. Is this side? Is this side right here? Okay. This right here is the least. Okay. Let me pull this off. This right here is the least pricey. This right here is the most pricey. Okay. That's, that's super close. And so proximity, you wanna be able to talk with people about proximity. Now there's, there's a couple types of of people here when it comes time for proximity. Okay, this is, uh, the first one is what I call the dependents. I think that's how you spell it, dependents. Maybe there's an A in there. Dependents. Okay, these are people who are really codependent upon you. So in other words, they don't feel like they can move forward without you. It reminds me of you, if you guys have ever seen that movie called What About Bob? It's one of my favorite movies. But Bill Murray, the, the Bob who plays Bob, um, finds himself always going back to the therapist and to the counselor. And he ends up like, you know, following him on vacation and showing up at his house because Bob is convinced that Bob cannot get a result in life unless the therapist works with him directly. That's, that's a codependent, unhealthy relationship. So there are people Who, regardless of what they pay, feel like they have to have your time 24/7, 365. And in fact, they feel entitled to your time, and if you don't give them your time, they get incredibly upset at you. Okay, those are the codependents. Those are the ones who are likely to pay you if it has one-on-one, but they're not necessarily the ones that are likely to get the result. If they pay you one-on-one. Thank you, my brother. I appreciate you. And I was laughing this morning because I'm like, you know you're in a Mormon house when you go look for coffee and there's no coffee. So Adam, you're the man. He went and got me some coffee. So thank you. So you've got to be careful of codependents. So they will pay you, but once they pay you, if you don't give them everything that they want, they're the first ones to charge back. They're the first ones to talk bad about you. And this is why in the coaching world, and this is a big red flag, but you need to understand this, the people you help the most are the ones that are most likely to refund. They're the ones who are most likely to charge back. The reason is, is because they fall in that codependent stage. They can't do anything without you. Now here's the negativity about that. The negativity is, is if their business does well, It's because of them. But if it does poorly, it's because of you. That's that codependent level of proximity. We do not want those people. We don't want the people who feel like the only way we can get a result is if I'm with you. We gotta stay away from those no matter how much money they're paying us. The types of, the types of, of people that you're, you're wanting to hang out is not the codependent, People. You don't want those around. But what you're looking for right here is you're looking for the people who see, who see the value of closeness. And the word that we're going to use here is the word partner. They look at you as a partner in their business and they wouldn't consider doing it without you. Because they value you, they respect you, they look up to you, and they want you close to them because they believe that they can get a result and then get to get a result quickly. But they, they, they partner with you. So in other words, they— you don't have to do all the work, but they want your wisdom close, and then they go and do it. Okay. And so the codependent wants a partner. The people who value closeness wants a partner. But one person, when they look at the partner, they understand that this partner is here to guide me, not here to do it. Okay? And then that person, when they value, when they truly value your closeness in that proximity, then what happens is they feel disappointed when they don't show up for you. So I had a client here just a couple weeks ago that those of you guys who know my coaching know that I can be, if you don't get the work done, I get on you a little bit, right? I don't want you wasting any valuable time, and I don't want you wasting my time or yours. And so I'm pretty hard when we give you an assignment, you don't get it done. I'm pretty hard on you. And so this particular person had booked a call. We coached them, we gave them some homework, went back and they booked another call. And I'm on the call with them and I'm like, okay, well, let's review your homework. And they're like, well, we— I didn't do it. I'm like, fantastic, okay, not a problem. I said, what you're gonna do is I'm gonna go ahead and abort this call, and then you're gonna go do your homework, and then when you get your homework done, then you're gonna come back and you're gonna book another call. But don't book a call with me unless you do your homework. And I was expecting some negative pushback on that. And so we aborted the call, they went and did it, and about 2, 3 days later, I see a booking on my calendar and they booked again and we got on there and this particular gal was like, hey, thank you for holding me accountable. Thank you for doing that. And I'm like, okay, that's a person who values my proximity. And those are the types of people that you want. So you don't want the codependents. Okay. The people who, who just don't believe they can get a result without you. And then when they get a result, it's all them. And when they don't get a result, they blame you. And then even after a year working with you, they'll do a chargeback. You don't want those people. You want people who value you. The 4th one then, and this is probably my favorite, okay, when it comes time for pricing, okay, you can raise and lower your prices based upon the quality of people in the room, okay? You can raise and lower your prices based upon the quality of people in the room, okay? So when you bring people together, like in some kind of community, their experience It becomes part of the value of the offer. Like I was telling you a little bit earlier with Greg, right? So Greg was like, Chad, you don't even have to be part of the program. If all you had was these people, and I had 4 events a year where I get to hang out with these people, and then we were connected in some kind of community group, I'd be great. I'd be great. And that's when I learned the value of community. And just that event that I was speaking at this weekend, just that group of guys. It was worth $100,000 to them just to be in a room with 12 people that were all trying to achieve the same thing. So this is a different type of proximity. It's not proximity to you as the coach. It's you as the coach or the facilitator, so they have proximity to people. And what I learned is the better the room, the more money you can charge. And it matters in group coaching, masterminds, events, whatever. Okay, but if you're in a good room, you can charge more money. And so I want you to see what's happening here, okay, is a lot of us spend— well, I'm sorry, let me, before I go on, let me talk about the 3 types of people, okay, 3 types of groups, okay. The first type of group that you have is what we call the learning group. Where this is just people who come together in a room and they're just, they're wanting to learn. Okay. The second type of people is what we call experience, where they're just coming together for like some kind of experience. And the third type is what we call for community. Okay. Partnership fellowship. Okay. So the community is the most powerful type of group that you can put. Now tell me what I'm, let me tell you what I mean by community. And I think the best way I can do that is tell you what I don't mean by community. What I don't mean by community is just everybody's in a room together. I don't mean that. A community is when a group of people are in proximity to each other and they all have a common goal in which they are trying to achieve, and they believe that their success is equally dependent Upon their ability to do the work, your ability to coach them, and the community's ability to help to put them over the top. That's the type of community that you want. We're all in it together. I care for my brother. I care for my sister. Their their success matters to me. They're not my competitor. They're my partner, and I'm going to help them. They're going to help me. When you have communities like that, you see some really cool things. So in the Kaboo group, we have had people. Meet and get married from our coaching program in our community of people. We've had countless businesses formed because of the program. We have had people, like I remember the very first year we got into coaching, we had 14 couples in there and 11 of them were going through a divorce and we were able to help 9 of the 11 not get divorced. Power of community. And so when you think about community, it's not just money. That I value. It's the person that I value. And what's great about community, and the reason why if you can create one, um, they love it, because you all have a commonality when you're in that particular type of community. You all want the best for each other when you're in that type of community. So if you guys have ever been to a Chad event, you know that one of my favorite things to do is to get people in And then make sure they have community together. So a year ago, May, for one of my former clients, we did it. I introduced him to my Small Event Big Profit, and I think we had like 40, 45 people at that particular event. And what was great was we had a ton of coaching, a ton of teaching, a ton of implementation. But what's interesting is nobody remembers any of that. Most people don't remember anything that I said, and I taught for Gosh, 15, 16 hours. Nobody remembers that. What they remember are the friendships and the relationships that they made that carried over and above the event when they left. Many of those people are still together today. That's the power of people. So when it comes time for should I raise my prices, what I want you to do is I want you to put it through this test. Okay, am I offering with the problem? Am I offering a done for you? Am I offering a hybrid, or am I doing it do it yourself? Okay, so depending on those three, you can increase your rates or decrease your rates. Promise. Okay, does my promise cause an impulse? So in other words, oh my gosh, I have to have that. Does it cause, or does it cause more people to be skeptical? If it causes more people to be skeptical, I have got to massively. Increase my rates because of the of the concept that if it's expensive, it must be good. If it's inexpensive, it must be bad. Okay, I've got a drastic increase. If it creates impulse, you want to be a little bit lower because we have a tendency to impulse by low to medium priced objects. Okay, it's it's like why you know we'll go and you know it's it's why there's a three day cancellation period. on lots of things because if we impulsively buy something expensive, the chances of having buyer's remorse tomorrow is incredibly great. And that's why they, the, the law puts in a 3-day cancellation period is for that right there. So most impulsive buys are courses, are books, those types of things. That's a little bit lower, more skeptical where people are skeptical. They've been burnt a little bit. They're not, not sure. Then it's gonna have to be higher because they will value The increase of price, they'll compare it to the— it must be good. Okay. The third one is proximity. How close are they getting to me? In other words, how much time am I investing in them? Okay. If, if you have a program, I always tell coaches this. In fact, if you guys are watching this, write this down. If you have a program and you have to get on a call more than 12 times in your entire program, you need to rethink your coaching program because You're probably not as good as you think you are. Okay? You should be able to, in the course of a year, you should be able to get on a call with someone 10 to 12 times and be able to get them as many results as they need. If they need more than that and you need more than that, A, you've either not done the work so you don't really know how to coach, so you haven't got a formulated plan, so you've got to fix that, or B, you're creating a set of codependents where they don't believe that they can get a result without you. And I promise you, before the end of the year, they will drop out, they will charge back, they will blame you for everything. Because at this particular level, the more you help somebody, those are the first ones to turn on you. Okay, so you want to be able to change it. So how do they get close? So they may get close on a call, they may get close in person, they may get close in an event. They— maybe you give them Voxer access or WhatsApp access to you. Maybe you have a VIP day, or maybe you have a Um, like a, a higher-end get-together at, at one of your events, whatever it is, you have to pro— you have to process that. What I would tell you is don't make all the proximity to you one-on-one on a Zoom call, no more than 12 times over the course of a year. Spread that out. But the closer they get to you, the faster they should go. And the closer they get to you, the better result they should get. So therefore, the closer they get to you, the more money you should charge. That's, that's proximity. Charge more, okay? Charge more if they value closeness and they see you as a partner. Charge less if they're codependent. And when I say charge less, you're gonna charge less because you're gonna offer less, okay? You're gonna offer less. And then the 4th one is, am I creating a learning community, an experiential community, or a— I said community, that's not the word I'm looking for. I'm looking for collaboration. That's the word I'm looking for. That third C is collaboration. Or am I looking for a collaboration-type community where they collaborate together and do life together? Which one do you do? If it's a learning community, that's the least valuable. If it's experiential, that's the second most valuable. And if it's a collaboration, not a community, but a collaboration-type community, if that's what it is, that's the most valuable because people see a direct correlation between that community and their results. So the way you figure out whether you should raise your price or not is, are you firing at the top cylinder of all 4 of those? If you're firing at the top cylinder of all 4 of those, I want you to increase your rates. If you're firing in the middle, I want you to be moderate. And if you're firing at the bottom, I want you to be, I want you to be lower. Those are the questions that, that you ask. So look at your problem. Does the person have a meaningful reason To get their problem solved? Do you understand, and do you understand what leaving it unresolved costs them? Look at the promise. Can you clearly explain what you help them accomplish? Do they have a credible approach and relevant evidence? Look at the proximity. How personally involved are you? Does that involvement help them move faster and improve their work, or does it make them codependent? Okay. Look at the people. What experiences are you creating? Who belongs in it? What does it take to lead that particular room well? And I believe that when you evaluate that, that that allows you to raise your rates. So understand the problem, clarify the promise, price the proximity, protect the room. Okay. I'll say that one more time. Understand the problem, clarify the promise, price the proximity, protect the room. All right guys, that's the training I wanted to give you guys today on whether you should increase your rates or not. I didn't wanna just tell you yes or no, I wanted to give you the formula that I want you to look, the lens that I want you to look at your program through, see if you're firing on all of those cylinders. Make sure you understand that problem, make sure you know how to clarify that promise, price to proximity, and be sure to protect that room. All right guys, God bless you guys. If you guys are on the Night School program, or on the MyCAVO program, you guys stay there.