Blair Enns "Price the Client Not the Job"

Thank you, everybody. It's nice to see a full room here. Electricity gets really important at this point in the day, doesn't it? All the outlets are taken. How many of you? I was here in Boston in May speaking to, to one of the partner parties, conferences, whatever, just show of hands. Were any of you in that room at that time? Oh, very. So a lot of fresh blood. Okay. This is going to be great. So clearly the topic of pricing is a subject of interest. I'm Blair Enns. My company is Win Without Pitching. It's a training company for creative entrepreneurs. Sales training for creative entrepreneurs. And within the spectrum of sales training, there's the subject of pricing. When I was here in May, I gave one of my more eclectic talks. It's called the 6 constraint. There's this beautiful place where I write the laws. It's called Blair Topia. And that talk is based on the laws of Blair Topia. In Blair Topia, all the creative firms are really, really successful. And one of the reasons they're successful is they have to follow my laws. So the six constraints are around the things that I would impose on you if I could to make you more successful. And some of them are quite contrary. And maybe one or two of them will come up. But within that topic, I. I touched on this subject that I'm going to spend 45 minutes on today. And the subject is to price the client, not the job. And when I was talking to the folks at HubSpot about coming back and talking to you guys here today, I really wanted to talk on this subject because this very specific aspect of pricing is something. It's a challenge that I see repeated across many HubSpot partner firms. So. So how many of you are with agencies or with marketing firms that are HubSpot partners? Yeah. Great. Okay, perfect. This is going to go great. Some of you, I'm going to show some pictures from your websites. Four of you, but don't worry, the names are redacted. All right. Price the client, not the job. Here's the agenda for speaking points. I'm going to talk to you about the key principles of value pricing. I'm not going to go too deep into this theme of value pricing, but we'll start with that. The key principles of value pricing. And then I'll get to this. To me, it's a foundational point of what I really want to talk about today. And that is, is yours a customized services firm or is it a productized services firm? And if you haven't previously contemplated that question, I'd like you to think about it now, just for a minute, or between now and when I get to it, we'll go into that a little bit more deeply. Then I'll talk about what do I mean by pricing the client and specifically how do you go about doing it. And I'll give you some examples of how you can do this well and reap more reward for it. Have a far greater impact on your clients, businesses, deliver greater value and earn greater financial reward for yourself. And then I'll finish with just a couple of minutes on how you might use these principles to go deeper into your client's organization. So beyond selling inbound marketing services, I really believe that some of you, maybe a lot of you, should be looking at additional services. And I know some of you already are. But inbound marketing is connected to other or the challenges that you help your clients address. Those challenges are connected to other challenges for which you are perfectly positioned to help your clients solve if it's something that you decide that you want to do. So we'll talk about what some of those opportunities might be, those adjacent opportunities, and then you just have to decide, I really don't want to get into that business. And that's fine. That's an entirely personal thing. Okay, let's begin at the beginning. Key principles of value pricing. I'm going to make this just mildly interactive first. I just, I want to, I'm not going to go too deep into the subject. We could talk about the theory of value pricing all day, but how many of you feel like you're, you're kind of, you're familiar with the principles of value pricing? Kind of the theory makes sense to you. You understand it. Okay, so a lot of you are kind of putting your hands up a little bit. Let's say half. Maybe it was more than half. How many of you, if you could put your hands up high, that would be great. How many of you feel like you've got value pricing nailed you value price your services? A lot fewer, right? There's maybe four or five and maybe a few halves. Do you ever think about why that is? Most of us are familiar with the theory. Many of you have probably sat through talks from people like me talking about the theory of value pricing, but it's difficult to implement, isn't it? And it's. I was, Tim Williams, who does a lot of work on value pricing, he was speaking earlier this morning and he and I had lunch together and we were talking about that, about how, you know, you can teach the theory to people, but the application is often difficult. And I was saying I think it's because pricing is inextricably linked to selling and negotiating. And you can't really teach pricing theory in a room like this without talking about selling and negotiating. And I think that's where it really falls flat. Because value pricing in a business like yours, it really comes down to the value conversation. And if you are not practiced at it, the value conversation is difficult one to pull off. It's difficult to pull off. Comes with a little bit of practice. Okay, so I'm going to talk about value pricing, but let's just take a minute to talk about the many different ways on which you could price your services. So you can price first of all based on inputs. And what do I mean typically when I say the inputs, what are the inputs that go into solving your client's problems? On your end, what cost? Time and materials. Right? It's time and materials. It's mostly time. Time and materials. There are probably other types of inputs, but it really comes down to those two things and primarily time. You could also price based on the opposite of inputs. You could price based on outputs. And so when I say price based on outputs, what do I mean? Deliverables. Yeah, deliverables. So in an inbound marketing firm, deliverables like what? Blogs, social posts, words of content created, marketing plan generated, et cetera. Right. These are all deliverables. You can also price based on the market. Now this, it's not inputs or outputs or the market. Market pricing is one of the three kind of fundamental pricing strategies that's also known as neutral pricing. So you can have penetration pricing, which means you're lowering your price. You look at the market and say, I'm going to go to market cheaper than my typical competitors. I'm going to try to, I'm going to try to win business based on price. The opposite of that is known as skim pricing. So we're going to be. Or prestige pricing. They're not exactly the same thing, but the principle is that you're going to go into the marketplace and you're going to charge more. Therefore the assumption is you're going to have some sort of premium offering and you're going to skim some of that cream off the top. And when you choose to have your pricing in line with what your competitors are charging, that's known as market pricing. So you can have market based pricing and still be pricing on inputs and still be pricing on outputs. I'm really talking about the different ways that you think, think about Pricing different ways that you go about it, and then you can have value pricing. Have you stopped to consider the question, what is value? Yeah. And what's the answer you came up with? You don't know? Depends on who you're talking about. That's a great question. I used to have this before I started researching the subject of pricing theory. I had cobbled together my own theory of value. And my theory of value was value equals quality times quantity divided by price. So that's an economic equation, right? That's an economic equation. But then you start learning about pricing theory and the reigning theory of value, starting from about 17. Well, not about. From 1776 when Adam Smith wrote the wealth of nations was the productivity theory of value. You value something based on the amount of labor or inputs it takes to create it. That's the value. And that reigned for almost 100 years until the Austrians got a hold of it. And then three different people, three different economists, at about roughly the same time, arrived at what's known as the subjectivity theory of value that says all value is subjective. So all value is subjective means value is in the eye of the beholder. And that's what you mean by, well, depends who you're talking to. Right. We all value things differently. And when I first read that, I thought, yeah, that sounds pretty close. But I don't think it's. I don't think it's fully true because in a B2B sale, you're talking to your prospective client and they have specific business, business objectives that they're trying to hit, and they're usually economic. Right. And you could ask different individuals within the client organization about the value, and they would cite those similar economic principles. But there's, if I'm honest, it's not one of the better books on value pricing. I think it's called value based pricing. It's written by a couple of British gentlemen named McDavitt and Wilkinson. And in that book they talk about the value triad, which is a really interesting model. I think it's interesting to help explain how you deliver value to your clients. And what the value triad says is you can take all of the value that you deliver and you can put it into one of three buckets. The first is revenue gains. So you help you deliver value to your clients by helping them make more money. Might be sales, top line, it might be profit, bottom line. Number two is cost reductions. The second way you deliver value is you help them reduce costs. And both of those are economic measures of value. The third area is the really interesting murky area known as emotional contributions to value. This is highly personal and highly subjective. So companies don't buy from you, people do. You're dealing with the person who is charged with hitting certain economic goals or delivering certain economic value, drives sales to certain point or drive cost or the cost of acquisition down to a certain point. Those are economic revenue gains, cost reductions. But that person is a human being and they're going to make their decision based on things other than those two economic drivers. They're going to make decisions based on the prestige of your firm. Maybe some individuals will. Some individuals don't care. Right. You're the famous firm that everybody's talking about. It's really important that they work with you. They're going to make their decision based on how you make them look to their boss. Right. They're going to make their decision based on how much work you are able to take away from them and how much peace of mind you are able to deliver to them. They're going to make their decision based on some sort of risk equation that says you're the risky option or you're the less risky option. All of those are emotional contributions to value. And I finally accepted that all value is subjective when I saw that emotional contributions to value are essentially magnifiers of economic value. They're magnifiers. They're not only magnifiers of the value, they are magnifiers of the. What I'll say the split, because we'll get to this point in a few minutes. But at some point, once you determine the value you might deliver to your client, then you have to talk about price. And that, that price discussion is essentially what is a fair share for me of the economic value that I will deliver to you. So the greater the emotional contributions to value, the greater the share the client is like, likely to let you take. Does that make sense? So if this is true, if all value is subjective, then it stands to reason that when it comes to pricing, you should be pricing the client and not the job or the work. So that's what I wanted to talk to you about today. The importance of, let there be light. The importance of pricing the client. So it's called price the client, not the job. That is, to me, the first rule of pricing. We'll talk about rules two and three. I'm going to describe a client to you. I'm going to describe a little bit about a client or what a client needs. And then I want you to take about 30 seconds and think to yourself. What you would charge this client. Think about what you would do and what you would charge this client. And you're free to come up with a range, because whenever you're pricing, you should be thinking in ranges and you should be talking in ranges. So the client is somebody who just. All they want is as many good quality leads as they can drive. So through their website, they want to drive as many quality inbound leads as possible. So that's point number one. Point. Point number two is they want you to take care of the details. So they want you to create the content, they want you to create the marketing funnel, they want you to build the landing pages, they want you to take care of lead scoring, et cetera. All of the things that you might do for various clients. They just want you to take care of it. So based on that little information, we want to drive as many leads as possible, and we want you to take care of all the details. Just get a number in your mind or a range. What would you charge? Now do some of you, at least some of you have a sense of what the range would be? Nobody? Seven to 10,000. Anybody else? Sorry, 30,000amonth. Anybody else? Do I hear 40? Yeah, a retainer plus cost per lead, maybe? Yeah, you don't have enough. Okay, let me give you a little more information. I'll tell you who the client is. It's Buff Wheeland Chevrolet. I don't know where. I don't know anything about Buff Wheeland Chevrolet. I just really like the name and I found it on the web. So that's the client. Now you know a little bit more about the client. Now you get to adjust your price because we're pricing the client, not the job. Does it change the number that you had in mind? Or does this client, based on the little that you know about this client, does this client fall somewhere within the range that you were thinking? It changes. It goes up. Goes up? Could be. What? Yeah, okay. What if it's this client? Okay, this is why we price the client, not the work. Because I told you what the client wanted. You did some sort of computation around inputs and outputs, said, well, I'll do all these things. It'll take these number of hours. We'll charge this for it. And you, without knowing who the client is, you should have no basis for giving me a price. Your answer should be, I have no idea. You've given me absolutely nothing to tell me what I would charge that client. And. And if I said to you, it's the Chevrolet division of General Motors now, What's the price? Well, now just give me. You can probably estimate a range now, you can probably have enough information to say that it's probably six figures a month. Is that fair? But Buff Wheel and Chevrolet and who knows where, it's probably not six figures a month, is it? It's probably four figures a month. We price the client, not the job. And this is a common error that I see among HubSpot partners. There's so many assumptions made and the assumptions are made based on inputs and outputs without stopping to think about who the client is, what the client. We haven't even discussed what the client values. But we get a sense of the scale or, sorry, of the economic value of the problem we are now being hired to solve. Right now these are multi million dollar, probably eight or nine figure problems. And if you do the same amount of work for Buff Whelan as you do for the Chevrolet division of General Motors and you yield the same results in terms of percentage increase in sales, do you think you should be paid the same price? Hell no. The second rule, so that's the first rule of pricing, is you always price the client, not the job. And it's just so easy to go, inputs, outputs, bang. Here's what it's going to cost you. And you're leaving so much money on the table. So much money on the table. Let's talk about the second rule of pricing. The second rule of pricing is always offer options. I think most of you are probably pretty good at this already. All right, so this is a stick. Well, it's not a stick. It's a picture of a stick. I want you to tell me the length of the stick, not as you're seeing it on the screen. This is a projection. I want you to look at it and tell me in real life, how long is that stick? 4 inches. Do I hear 5? Do I hear 40? 40. The answer is the same as the previous question. You don't know. Why don't you know? There's no context. And this is an incredible piece of insight. Human beings cannot subjectively perceive absolute values. You can't look at something and say, this is that long. You can't say this something is this bright, this dim, this light this dark. Even I can convince you that light is heavy. I can convince you that expensive is inexpensive as long as you allow me to control the comparisons. So all value is subjective. Point number one, human beings cannot subjectively perceive absolute values. Point number two, put that together and what that means is your client can't look at a proposal for $10,000 a month and say, yes, that's worth $10,000 of value. That's worth it. He has to do something. What does he have to do? Sorry? He has to compare. He needs context. He has to compare. So he takes your proposal for 10,000amonth and he goes and gets the comparisons. Where does he get the comparisons? Competitors. Competitors, yeah. He also thinks back to, what did he pay you previously? What else has he spent $10,000 on? But he goes out and gets three bids. So this idea of the power of options and the fact that the brain. The brain is wired to answer the question, which of these options is the best value? It's not wired to answer the question, is this of this much value? It has to make a comparison. It needs context. That point was driven home to me when I was reading William Poundstone's wonderful book called Priceless. And I'm sitting up in bed and reading this book, and this image from Edward Aldousen is in the book. And he kind of just matter of factly says, talking about the need for context, he says on this checkerboard, there are two squares. One is lettered A and one is letter B. And he says, they're both the same color. Can you see that? That they're both the same color? They don't look like they're the same color, do they? So he said, no. Go get some pieces of paper and cover up all the squares except those two. And when you finally cover up the last square and you're just looking at those two squares, you might even hear a click in your brain. And suddenly those two squares will look the same. Here's proof that they're the same. Those two squares are the same color. Your brain cannot judge, subjectively judge absolute values. Your brain is always making comparisons. Your client's brain is always making comparisons. Never. It's a rule in pricing. You never give one option. You always give them. Enable their brain to answer the question. It is wired to answer, right? Just mathematically, if you go from one option to three options, you go from. If there's one option, there's really two choices. There's a 50%. 50% of your options are positive. Where you get hired. If you go to three options. What's that? I'm horrible at math. Two of the three. Three of the four. Is that right? This is so pathetic. There are three types of people in the world. Those who can count and those who can't. 75% of your options end up with you being hired. And those of you who do this know this. You see it, you slide across the table, three options, and their brains go to work trying to figure out which is the best value. They're not going, I don't know if this is worth it. They're going, which of these is the best value? So your job as salesperson, you're pricing the client. You're always offering options because your job is to control the comparisons that the client is inevitably, inevitably going to make. Airlines are super great at this, aren't they? Airlines are masters. How many times a day in this country do you think the price of an airline seat changes? 15 million. So I flew from Vancouver to Newark recently. I think it was on these dates. And look, I could have paid 530, I could have paid $537, or I could have paid $3,300, you know, six times more. And you think you're on a plane. Everybody on that plane is, for the most part, paid a different price, often orders of magnitude different, because they all value different things. Some of them are price buyers who just absolutely. They'll give up everything. They'll give up every luxury. They'll give up the ability to board early. They'll give up the ability to bring extra luggage, they'll give up peanuts, they'll give up oxygen. They're willing to hold their breath, right? They'll give up every. And some of you have clients like this, right? These are known as price buyers. They don't care about the value, they just want the cheapest price. And the mistake we make in the agency business is we give the same price to the same people regardless. Like, forget about options for a second. We put the prices in front of them and we don't think about whether this is a price buyer, what they value, or whether this is really a value buyer, first class buyer. Basically, all your clients fly first class. So airlines are great at this. They segment the customer base. They always provide a minimum of three options. The psychology of choice says some people need choice. They really only need two choices. But, but if I give you two choices, if I give you a cheap choice and an expensive choice, you're going to choose the expensive choice X percent of the time. And if I add a cheaper choice, that percentage of time that you choose the expensive one is going to go down. If I add a more expensive one, I can't count, I can't control my digits. If I add a more expensive option, the percentage of time that you choose the previously most expensive option goes up. So as a rule of Thumb, you always want to offer three options. Airlines are great at this. They segment their customer base because they're talking about millions of customers. Minimum of three options. And they publish prices on their website. And those with the yield management or revenue management pricing model, like airlines, those prices are changing constantly. SaaS companies do this too, right? I think this is QuickBooks Online. I don't remember. They're great at this. They segment their customer base because there are millions or many thousands of customers. They come up with a minimum of three options. They price them on their website. Marketing SaaS companies do this too, right? HubSpot does this. It's great. Three different prices, three different sets of value based on three different buyer segments. They publish the prices on their website. My question to you is, should marketing firms do this too? But what I mean is segmenting your audience and publishing your prices on your website. I'm not talking about the three options. So I'm showing some examples from some firms. Names aren't included. I apologize if your firm's in the room. These are examples of HubSpot marketing partner firms doing what SaaS companies and airlines do. They're segmenting their audience in some way or another. They're saying, we've got these different packages, right? You can choose these three different levels. You notice when you look at the details of what's included, it's almost all based on inputs or outputs. There's no conversation about who the client is, Right? You're making assumptions about who the client is and what they value. Now this one's. This is last. Oh, sorry. This is the last one. I'll show you. At least they've got this down here. Build your own inbound marketing package. Don't see everything you're looking for. But again, this idea of looking for really speaks to outputs, doesn't it? So should I think you know where I'm going with this. Should marketing firms be pricing this way? Well, that depends. It's not an absolute no. That really depends. And it depends on the answer to this question. Is yours a customized services firm or a productized services firm? So let's help you decide. A customized services firm typically has between 8 and 12 active clients. A productized services firm has dozens or even hundreds of active clients. In a customized services firm, the principle is typically, it's not mandatory, it's not even necessarily desirable, but the principal is typically active in the business. In a productized services firm, the principal is focused on the business and not in the business. In a customized services firm, again, it's Typical. The principal is involved in selling, and in a productized firm, the principal's not actively involved in selling. In a customized services firm, you've got team selling. So it's consultative selling. You might have a dedicated business development person doing the legwork, and then you bring in the closer to close. The closer might be the principal. It's most like a technical sale. You bring in the big brain and you crack open the big brain in the room to reveal the amazing contents. So it's team selling in that way. In a productized services firm, you have a dedicated sales team. And so in a customized services firm, firms that I typically work with, independent customized services firms, there's usually one sales, one business development person, then the principals involved, and there might be a marketing person, et cetera, but it's really one salesperson. In a productized services firm, you scale up your sales team fairly quickly and you actually. It's a different type of salesperson. It's more of a transactional sale. You kind of play them off against each other in a positive way. A few other attributes of both of these higher margins and fees, for sure. On the customized side in exchange for higher volume on the productized side, it's a consultative sale in a customized services firm versus a transactional sale. Entirely different salespeople. Entirely different salespeople entirely. There's far less commoditization on the customized side. On the productized side, there's all kinds of. You feel if you're productized or being pushed towards a productized model, you feel the forces of competition every day. Everybody's copying you right when maybe you're copying others. A customized services firm is really difficult to scale. I wrote an article on this not too long ago. The answer to the question, I think Lee Clow or Jay Shia asked the question, how big is too big in a creative firm? How big is too big? And my answer is two offices is too big. Typically, customized services firms and creative firms in particular have a hard time scaling past one office. Not impossible. It's difficult. Productized services firm are built to scale. They're built for scaling. In a customized services firm, you have a less leveraged HR model. You have a whole bunch of expensive people running around because you're really selling the contents of their big brains. In a productized firm, it's more about the codification of systems and processes. And as the people change, that's okay because you're probably pretty good at training. Here's how it works. Get in, do your job, go. And they tend to Be less expensive than a consultative firm. This is a really important point here. In a customized services firm, yours is a culture of innovation and adding client value. In a productized services firm, yours is a culture of efficiency. The timesheet rules. We don't have enough time to talk about this today, but you can't have both. You cannot have a culture of efficiency and a culture of innovation. Innovation comes at the cost of efficiency. In a customized services firm, you exit via an employee sale. A sale to an employee typically. Or you wind it down or if. How many of you were. Some of you were with me in May. How do you exit from your firm? Death. That's one of the constraints in Blair Topia. You can never sell your business and you can never retire. You just think about that. That's an aside. You just think about that. If I could make that possible for you, if I made that a law of physics, in your life, you would thrive because of it. Because you would have to make all kinds of changes, wouldn't you, about your business and about your life. Think about that. So that's how you exit in a consult in a customized services firm. In a productized services firm, you. You're far more likely to exit via an external sale. So my question to you is, are you caught in the mushy middle? Are you a bespoke services firm with high fee, high margin, big brain, people sitting down with clients saying, tell me what's going on in your business. Tell me about the objectives, the conditions we're trying to improve, et cetera, and having these deep conversations, not thinking about inputs or outputs yet. Or do you have a rack of products that you're selling? You need to make a decision. Most marketing firms are customized and should be. And should be. Did I show a. No, not yet. Why? Because every firm is unique. Every client is unique. Every client sees their situation as requiring specific situations. Everybody values something different. Your client is interested in revenue gains, cost reductions, and the big murky area of emotional contributions to value they're not interested in. Number of posts. Right. That's a means to an end. But, and here's the problem, and I'll use this term broadly, SAS VARs. What I really want to say is HubSpot Partners. HubSpot does such a great job for you in saying here, here's, here's a whole bunch of the elements that take to operate your inbound marketing business. So you quite rightly look to HubSpot for a lot of examples. And I think what's going on is you're looking at how they price and you think that's how we should price too. That's not how you should price. You should not be putting these packages together without. You should be putting packages together with options, but on a client by client basis. So that means there's no way you would be publishing packages on your website unless you fully embrace this idea of moving to a productized service business. And I think the challenge here is most of you are being pushed that way or you're going that way. And you haven't really thought it. You don't really know it. You haven't consciously made the decision that we're going to be a productized services firm. I know as a former consultant who now runs a productized business, I was caught in the middle for a lot of years, and it's really hard to do both well. It's hard to operate in that mushy middle. So this is a decision. It's not, oh, hey, I guess we're productized. It's a decision. There's a great book on this. John Warillo Built to Sell. And the example he. The only thing I don't like about the book is the example he uses. It's a business novel, is a design firm and they focus on building logos, which I don't think is a productizable service, or at least not something I would recommend. But other than that, it's great. It's a story of a principal who wants to sell his business. He's fed up, he's frustrated. He goes to his business advisor and he says, I want to sell it. And his advisor says, there's nothing to sell. So he shifts to a productized services business. So the key here is, where are we here now? Let's get into the specifics. I only have a few minutes left, but this is pretty quick. You. It's not. Sorry. The equation is, and the steps are, first you determine the value that you might create for the client in a conversation with that client. Then you come up with a price range. And then, and only then, you start thinking about inputs and outputs. You start with the value. You have a value conversation with the client. I'll give you a model for that. What do you. What's important to you, Mr. Client? What do you value? And then you figure out, okay, well, if I could deliver on that, how much would you pay me? And once you have that done, then you think about inputs and outputs. So real quick, I'm running a bit behind here. So questions for the client. These, these first three questions Whoops. This is the standard model for the value conversation objectives. What are your business objectives? How will we know when you're successful? What's the value of this to you? I really like that. First question is, what's the desired future state look like? What do you want? Go past business needs. What do you Tell me about the future? Tell me about the place you're trying to get to, Mr. Client. Okay, how will we know when we're there? What does it look like, metrics wise? Okay, sales are at this point, cost per acquisition is here. Your day has been freed up to focus on these other things. If we got there, what would that be worth to you? This is the hardest part of the conversation. If we got there, what would that be worth to you? Get a range between X and Y. Okay, I'm going to come back with solutions for you based between X and Y. That's the conversation that needs to happen. And then that's the pricing guidance, is how you arrive at the price range. And effectively you're saying, well, if I deliver on this value for you. Wait a minute, are you saying you're guaranteeing you're going to deliver? No. Hypothetically, if I delivered on this value, I don't know if I can guarantee it yet. If I delivered on it, how much would you be willing to pay me? Would you be willing to pay me this much? This is a real short formed, hurried version of the conversation, but this is the conversation. And then you ask yourself, what solutions can I bring in at this range and how much can I spend on them? That's how value pricing works. You determine the value the client's looking for. You determine how much you could get paid if you delivered on that value. And then you work backwards from there, and you come up with three options within that range. And you come back to the client and say, all right, there's three different ways we can help you. That's what I mean by price the client. So these are some things that your clients value. I'm going to move real quickly here. Right. I had a conversation at dinner the other night with a client of mine who was a HubSpot partner. And I was kind of beating him up over his three different options of inputs and outputs. And he said, well, there's always got to be some measure of inputs. Like what's. It's always got to be like level or outputs. It's always got to be level of outputs. I said, why do your clients hire you? Will they drive web leads? Well, why can't that be the third option. If they want 100 leads a month, why can't you say, you know, for this price, huge amount of premium for price certainty and for essentially guaranteeing for this price, we'll deliver 100 quality leads a month and let the client let go and let you take responsibility for the outcome.