The Psychology Behind Pricing and Value Stack to Maximize Your Sales

Summary

Special Ops Podcast Episode Summary
Episode Title: The Psychology Behind Pricing and Value Stack to Maximize Your Sales
Release Date: June 17, 2025
Host: Emma Rainville

---

Introduction to Pricing Strategies

In this insightful episode of Special Ops, host Emma Rainville delves deep into the intricacies of pricing strategies and the concept of value stacking to optimize sales. Joined by seasoned entrepreneurs Richard and Saka, the trio explores how strategic pricing can influence customer behavior and ultimately drive business profitability.

The Fundamentals of Pricing

Emma kicks off the discussion by emphasizing the critical importance of setting prices that ensure profitability:

Emma Rainville [01:32]: "The pricing always needs to be high enough that you actually make money in the end."

Richard challenges this notion by highlighting the nuances in different business models:

Richard [02:02]: "We're not in the retail space. We're in the online space and direct response and E-commerce is very different."

This conversation underscores that while profitability is paramount, the approach to pricing must be tailored to the specific dynamics of the business sector.

Understanding Customer Lifetime Value (CLTV)

A significant portion of the discussion centers around Customer Lifetime Value (CLTV) and its role in pricing decisions. Richard elucidates the complexity of tracking CLTV:

Richard [02:45]: "The issue is that the CRMs, none of them have good data on day one value, AOV, CLTV over six months, affiliate payouts with what comes in from email from that same traffic source."

Emma adds to this by stressing the necessity of understanding where the money flows within the business:

Emma Rainville [03:59]: "It's really a question of getting those numbers locked in and understanding where you need to set your pricing in that sense."

The trio agrees that a comprehensive understanding of CLTV is essential for setting effective pricing strategies that account for both initial acquisition costs and long-term revenue.

Value Stacking Explained

Saka introduces the concept of value stacking, which involves creating additional value around a product or service to justify its price point:

Saka [04:02]: "So for me, I think one of the things that I see a lot that people are not doing in terms of pricing is the value stack behind the pricing."

Richard reinforces this by highlighting the importance of making the purchase decision a no-brainer for customers:

Richard [05:07]: "You need to be able to create enough value that it's a no brainer. And regardless of, like I said, doesn't matter what price you end up choosing as long as people see that value, people are going to take out a credit card and they're going to purchase."

They discuss various strategies for effective value stacking, such as offering bonuses and creating compelling reasons for customers to perceive high value in their offerings.

Psychological Pricing Tactics

The episode delves into the psychology behind pricing, particularly the use of specific price points like $47 instead of $50. Emma draws parallels with traditional retail pricing:

Emma Rainville [08:55]: "It's really a case of perceived value. To go for an offline example, the standard here has always been like 99 pence or 99 cents in retail."

Richard and Saka discuss how odd pricing can create a psychological impact on consumers, making prices seem more attractive or affordable. They also explore cultural differences in pricing perceptions, noting how rounded numbers are preferred in some regions:

Saka [11:38]: "In Nigeria, in Mauritius, the way I think of money is $20, $25, $50. It's usually like a round number."

This segment highlights that while certain pricing strategies are widely effective, understanding the target demographic's cultural context is crucial for optimal pricing.

Practical Examples and Case Studies

The entrepreneurs share real-world examples to illustrate their points. Richard recounts experiences where understanding the full scope of a customer's value led to better pricing decisions:

Richard [07:23]: "If I'm trying to sell a $7 info product, the next thing should be something $47 to $97 somewhere in there."

They discuss the importance of correlating the core product with appropriate upsells, ensuring that each step in the sales funnel aligns with the customer's willingness to spend.

Emma introduces an innovative approach to value stacking that focuses on long-term relationships with customers:

Emma Rainville [21:25]: "The approach is more like, okay, I am taking a huge loss on this front end, and I could tell you, well, I'm gonna throw in all these thousands of dollars worth of training, but I am gonna be teaching you a lot because I want to make an offer to you, and I want to make sure you are the right kind of person."

This strategy aims to attract customers with an initial low-priced offer, building trust and providing immense value upfront to secure future high-value transactions.

Enhancing Value Stacks for Maximum Impact

As the discussion progresses, Richard and Saka delve deeper into crafting effective value stacks. Richard emphasizes the importance of tying the value stack directly to the product's outcome:

Richard [24:05]: "It's all about the outcome of the product. That has to be the focal point."

They also explore the role of bonuses in enhancing perceived value:

Richard [26:02]: "Additionally, I like two types of bonuses. A bonus just to be a bonus... The second thing I like to have is a fast-acting bonus and it has to be something very tangible."

Emma complements this by advocating for meaningful and substantial value additions that resonate with the target audience's needs and aspirations.

Concluding Insights

The episode wraps up with actionable insights and strategies for listeners to implement in their own businesses. Emma and her guests reiterate the importance of:

• Comprehensive Data Analysis: Understanding all facets of customer behavior and revenue streams.
• Strategic Value Stacking: Creating compelling value propositions that align with pricing.
• Psychological Pricing: Leveraging pricing tactics that resonate psychologically with consumers.
• Tailored Upsells: Ensuring each upsell aligns with the customer's purchasing capacity and needs.

Emma encourages listeners to access a free downloadable playbook available at Special Ops Podcast for a detailed guide on implementing these strategies.

---

Notable Quotes:

• Emma Rainville [01:32]: "The pricing always needs to be high enough that you actually make money in the end."
• Richard [02:45]: "The issue is that the CRMs, none of them have good data on day one value, AOV, CLTV over six months..."
• Saka [04:02]: "The value stack behind the pricing."
• Emma Rainville [08:55]: "It's really a case of perceived value."
• Richard [24:05]: "It's all about the outcome of the product."

---

This episode of Special Ops offers a comprehensive exploration of pricing psychology and value stacking, providing entrepreneurs with the tools and insights needed to maximize their sales and build sustainable, profitable businesses.

Transcript

[Emma Rainville]

The pricing always needs to be high enough that you actually make money in the end.

[Richard]

Like that seems it doesn't always need to be. We get asked a lot about the thought process when choosing a price for a product or service.

[Saka]

How does that correlate with someone coming in at a $7 pricing and then you're trying to offset them to $1,000.

[Richard]

Nine? So stupid. So if I'm targeting someone who spends $7, that's not the same person that's going to spend 5,000.

[Emma Rainville]

I want to make money from you on the back end because I've got something that you cannot pass up on the back end.

[Richard]

So why do people Jo.

[Emma Rainville]

Because they. People in them?

[Richard]

No, because the people who are not. It's very important to understand your numbers, but not only understand your numbers, understand how you should be looking at your numbers.

[Emma Rainville]

Are you really making money in the end?

[Richard]

Welcome to another episode of Special Ops. I'm Emma Rainville, your host and today I'm still in London and I'm with Richard and Saka. We took a day during team building to film some episodes for you and today we're super excited. We're going to do a quick podcast on pricing. We get asked a lot about pricing and how we pick pricing and what goes into the thought process when choosing a price for a product or service or event. So here we are today with Richard and succor. I say it like that because he fixed his name. Joshua, because you spelled it soccer instead of sucka. Anyway, okay, who wants to go first? Who wants to give their overall thoughts on pricing? I can't if neither of you.

[Emma Rainville]

Sure. Yeah, yeah, yeah. The one thing I'm thinking of when I. When it comes to pricing is the one thing that everyone does wrong. And the. It's. It's such a basic thing. The pricing always needs to be high enough that you actually make money in the end. Like that. I mean, that seems.

[Richard]

It doesn't always need to be.

[Emma Rainville]

It doesn't always.

[Richard]

It doesn't always need to be.

[Emma Rainville]

In the end, it does.

[Richard]

In the end. We're talking about. In the end, it does. You have to think through the entire thing. Thing.

[Emma Rainville]

Yeah.

[Richard]

Yeah.

[Emma Rainville]

I mean, it's. It seems like an incredibly basic point, but there are so many.

[Richard]

Well, we're. We're not in the retail space. We're in the online space and direct response and E commerce is very different. And we can lose money on day one because we're going to make a ton of money on day 45 and over six months, make even More money and the acquisition of a customer is expensive, particularly on long term products. So I just want to explain that when you're saying that. But yeah, you're right. Over, over the term of six months. You should make a lot of money.

[Emma Rainville]

Yeah. I mean it's just a question of are you actually doing that? Because a lot of, a lot of entrepreneurs, they don't quite have the, have the numbers to understand. Okay, where is the money going? As you were saying yesterday, a lot of people will price based on gut feeling, more or less like it's okay. This, this seems like it should cost.

[Richard]

I have money in the bank. The issue is that the CRMs, none of them have good data on like none of them have good data on day one value aov, CLTV over six months affiliate, including affiliate payouts with what comes in from email from that same traffic source. Right?

[Emma Rainville]

Absolutely. I mean like it, I mean it really, it really comes down to where, where does the money go? And if essentially your, your pricing needs to reflect the money that you want to make in the end of the day, like it doesn't have to be this immediate. Okay, we need to charge them exactly what it's costing us plus the fee that we want to make on each customer. But you do need to be factoring in what you're spending. Like are you going to be spending a hundred dollars per customer just to bring them through the door? And will you make $100 back from them in the long run or will you make $200 from 75% of your audience? That's also a great way to be. But if you're making that $200 from 40% of your audience and the rest of them, you're making maybe $60. Are you really making money in the end, it's really a question of getting those numbers locked in and understanding where you need to set your pricing in that, in that sense.

[Richard]

Right. Second.

[Emma Rainville]

Yeah.

[Saka]

So for me, I think one of the things that I see a lot that people are not doing in terms of pricing is the value stack behind the pricing.

[Richard]

What I mean is so good. Yeah.

[Saka]

They're not creating enough reason. Right. It doesn't matter what amount you set. You can set as much price. They always going to have a customer for whatever price point you set.

[Richard]

But the key thing that's as Perry Bel would say, that's a writer downer right there. You're always going to have. Say that again.

[Saka]

You're always going to have a customer regardless of the price point to set.

[Richard]

I. That is so, so Good. That is so good. Go ahead.

[Saka]

And so what the mechanism behind selling that price is the way you stack the value, the way you, the sales page, the sales letter, whatever you do to sell it, you need to be able to create enough value that it's a no brainer. And regardless of like I said, doesn't matter what price you end up choosing as long as people see that value people are going to take out a credit card and they're going to purchase. So a value stack is very, it's, it's becoming back I think previously used to be very popular.

[Richard]

It's very popular.

[Saka]

On your checkout page you have that.

[Richard]

Hey, this is the, here's the bonuses you're getting, here's the fast acting bonus. People aren't doing it anymore.

[Saka]

Yeah, I've seen that happen less and less now and I think that's something that, you know, it's a big mistake.

[Richard]

Well, the market, the market is being flooded due to Covid.

[Saka]

Right.

[Richard]

Like a lot of people are moving on to moving to online because at the height of COVID I want to say, please don't come at me in the comments of my statistics. Statistics are wrong. I'm doing off memory. But I believe that at the height of COVID at the beginning of COVID it was like $313 billion and at the height of COVID it hit like $370 billion. And so people flooded the market because they couldn't work in an office anymore and they were losing money or whatever. And so they just don't understand, they haven't studied the psychology pricing and value ads. And that's so true, so important.

[Saka]

Yeah, so that's for me that's the one of the major things. And then also like you said, just as you said earlier, we always going to make money down the line. So when you're thinking about pricing on the front end, you need to also be thinking about pricing down the line. You know, are you putting an order bump in there? Are you putting upsell down? So whatever it is you're going with, how does that correlate with someone coming in at a $7 pricing and then you're trying to upsell them to a $1,000.

[Richard]

So stupid.

[Saka]

So you need to be able to create a correlation behind your Right.

[Richard]

Because your core product has to fit the demographic for your upsell. And if I'm trying to sell and I hate that you just said that because we actually met with, we met with a potential client that has a $7 product to a 5,000. But it's very to a 5,000. It's very true. If I want you to come into my world, my or my order bumps need to correlate with the outcome that I want. And so if I'm targeting someone who spends $7, that's not the same person that's going to spend 5,000. It's just, I mean it could be, but, but that's probably not the next thing you want to get. So if, let's say it's a $7 info product, the next thing should be something 47, 47 to 97 somewhere in there. And then the next thing, and then the next thing. Because you know, that's a really great point. I love that.

[Saka]

Yeah, so those are the things, you know, and of course on the long run, because there's always going to be. Once they are in your world, you need to make sure you create more value and more products for them to, you know, continuously buy from you. And also price that according to that initial price point that you have. Because again, no matter what, if they're coming at a seven dollar pricing on the front end, chances of them being able to spend as much as you want, it's not necessarily there. So just keeping track of your initial entry point for a customer, if you want to segment that on your back end so you know that, you know, people in this bucket are most likely not going to spend more than this certain amount of money. So like you said, a lot of our CRM don't have that enough information. Would have been good to be able to set up a campaign where I'm sending $1,000 offer to someone that has overall like average order value of that particular segment is above $100. And then I'm able to send them a $1,000 offer. You know, just around how you choose the price based on how much the person is able to spend. It's really important.

[Richard]

That's so good. So the next thing I want to kind of dive into. Both of your perspectives are really great. The next thing I want to dive into is setting the dollar amount. And so we know that if you put $50, 49 or $47 is always, and I mean always going to be $50 always by magnitudes, Richard, you do a lot of split testing. Why do you think that is?

[Emma Rainville]

I mean it's, it's really a case of perceived value. To go for a offline example, the, the standard here has always been like 99 pence or 99 cents in retail. Yeah, because you know that that single cent, single Penny makes all the psychological difference. I think it's basically the same factor on a slightly different level because as. As you know, money that you spend online is not money that you spend from your hands. Like, you. You're not giving someone the money. It. You're typing in your card details and you're pressing a button. The reason that we see the difference between the 47 and then the $49.99 which we have in our retail contacts, for instance, is because the fact it's such an odd number, the seven, which you don't see in any kind of retail context anywhere. It just gives them that.

[Richard]

Well, you see it in Costco.

[Emma Rainville]

In Costco. Okay, well, that's. It's a membership thing here.

[Richard]

3, 4, 7, 9.

[Emma Rainville]

Really?

[Richard]

Yeah. And I, I got so excited because I thought there was going to be like, new. Some new. I'm such a dork. I thought it was gonna be some, like, new philosophy on the whole thing. And really it's just about when the products come into the store, whether the product's new or whether it's like the. It's on sale, whether it's not going to be reordered for a while or whether it's its last time to be in the store.

[Emma Rainville]

Skew tracking.

[Richard]

Yeah, yeah, yeah. The whole thing.

[Emma Rainville]

Yeah.

[Richard]

I was so excited, though.

[Emma Rainville]

Yeah. I mean, like, again, just to go back to the retail versus the fact that 7 is maybe not that odd a number, but still not something you see ever.

[Richard]

Right. You don't see it. You're absolutely right. You don't see that.

[Emma Rainville]

It's very often it kind of has that shock effect in the way that the 99 cents is meant to and no longer.

[Richard]

Yeah. I don't remember the last time I tested 47 and 49 and 49. 1.

[Emma Rainville]

Yep.

[Richard]

I can't remember the last time.

[Emma Rainville]

Yeah, I mean, I. I think it's just. There's still a slight shock factor to it. I think probably that will expire past a certain point. Maybe the. Maybe at some point. 46 will be your.

[Richard]

I don't know. It's been. It's been 3, 7, 9 for a very long time. 3, 7, 9, 19, 21, 27, 37, 39, 47, 49. I can keep going, but it's been. Those have been the price points for a very, very long time. I think that there's something in us psychologically and. But I do think you might be right is as we more and more and more get away from retail shopping and every. It's not just The US it's everywhere. As people get away from shopping in stores, more and more and more and more may. It may have that same effect. Maybe we'll see.

[Saka]

Yeah. On my side, it's something where I'm gonna share about how when I see.

[Richard]

For the seven, every time he says I'm going to share something weird, the.

[Saka]

Way I think about it is so back home, the way we. We money spent like in Nigeria, in Mauritius, the way I think of money is $20, 25, 50. It's usually like a round number. And so if you're telling me something is 47 for me, just feel like I'm saving $3 because in my pocket it's like $50. Like everything is rounded up. It's just something that people do. It's like.

[Richard]

So it's only one bill instead of three.

[Saka]

Like one bill. And then she's like, I'm just getting $3 back in my pocket. So something. And I know a lot of people are like that interesting. Like I thought.

[Richard]

I know. I don't think that's a Nigerian prince. I think that thought philosophy because if you think about the way American dollars and pounds, I believe are both the same, it's like five, ten, twenty, fifty, hundred. Well, you.

[Emma Rainville]

We don't. We don't have 100. That's the only difference.

[Richard]

Well, that's. I was gonna say something terrible, but I was kind of want the comments. The comments that soccer is gonna have to go delete.

[Emma Rainville]

I am curious about how the pricing works in countries where we have a very, very different dollar system. Like Japan, for instance, like where you have the yen. That's.

[Richard]

Yeah. I don't know how to even talk about that.

[Emma Rainville]

It's just something.

[Richard]

Yeah, that's something we might want to study at some point. Yo. We interrupt this POD to tell you like. And subscribe. What are you doing? Why haven't you liked. Why haven't you subscribed? Just subscribe. What's the problem? In all seriousness, subscribe so that you get notifications every time we drop new content. Additionally, if you have not signed up for our visionary vault. What the hell? Www.specialopspodcast.com Go sign up. It's free. We never try and sell you. And we're putting all kinds of stuff in there to help you with the operations of your business because we're passionate about it and we want to share operational excellence with our direct response, e commerce and online selling family. All right, when we're looking at. I just want to go back over this again because when we're looking at most of the funnels or shopping sites in E commerce and direct response for online sellers, most of the time what we're going to see is a product that the ad spend or the affiliate payment is almost as much, sometimes more. We've seen it more. We've seen a $49 cost, $60 per conversion. Because the CLTV over six months on that $60 was 2722 something to that effect. Like 20. I think it was like $2722. Right. Over six months. So why on earth wouldn't I spend $60 to get that? But that 2722 had a lot of factors. It was the upsells, it was the continuity, it was the retargeting, and then it was the affiliate sales. So many people don't look at that. I remember when I first came into the industry and I started learning about things. At first I was like, we don't count that. Because that's what I had been taught. And I was sitting in my office one day like, why wouldn't we count that? Could you imagine if I cut a traffic source that wasn't bringing me in a ton of money, but that traffic source was bringing me a like a ton of money on my products. But they bring me a ton of money on affiliate products. And that happens sometimes. We've seen that happen. Where I think it was Taboola was not really converting on our retargeting or our upsells, but when we put our affiliate offers to those people, they bought all of it. I don't know why they didn't like our product, but they were our demographic. There's the product. Obviously our messaging was often the product wasn't for them, but they really liked our affiliate offers and we made tons of money off them. We almost killed it. I think it was you that found it because we did the traffic spreadsheet and he was like, no, no, no, no, no, no. We're actually losing $4 over six months on this side, but we're making 2,000 or 3,000, whatever it is, on this side. So this is definitely a keeper. So it's very like you were saying earlier, it's very important to understand your numbers, but not only understand your numbers, understand how you should be looking at your numbers. So how much did they buy on day one? Which are average order value on day one, how much do they buy on retargeting them? Other products that we have, how much do they spend on continuity over six months? And you should look at these Numbers over six months, how much did they. And per traffic source, not per product. That's so important. You could do amazing on Facebook, amazing on Instagram, terrible on LinkedIn, terrible on X. And then you're bucketing them together when you could have just killed two traffic sources and made a ton of money. So day one, average order value, what all of your retargeting of your own products is over the course of six months, what they are spending in continuity with you over the course of six months and then all of the money that's being brought in from affiliate offers on that traffic source as well. And you look at that as a whole for that customer and then perhaps if I'm only spending 49 or $50 for acquisition that customer, maybe I can bump it up to 60 bucks or maybe I need to bring that down or bring the product price up because I haven't priced it properly. But you won't truly understand what you can spend on that product. What you have, you know how well you've priced that product unless you do that. So thank you for bringing that up. I just wanted to kind of pull that together for everybody. I'd like to talk about, you were talking about value stacks. I think that that's so important. And you've created a ton of value stacks. I've created a ton of value stacks. So I'd like to talk about that for a moment and just like. And I'll start with Saka and move to Richard, what is your bar? So like if a product is X dollars, do you want to value the value stack at a certain multiple of X, is it perceived on what they get from a deliverable. Like how do you look at that?

[Saka]

For me, it depends on what you're selling. So just depends on the type of product that it is. So if it's like we do a lot of challenges recently and for the challenge, I think the value stack would be the amount of value you're getting it to be. We do a lot of three day challenge at the moment. And essentially what I would do in, in my own case, how I look at this is you're paying $97 and you're getting times three of that because each day, at the end of each day, you're getting $97 worth of information on day one, day two, day three each day and then I've divided it by three by the amount of days. So for a challenge, for example, this is an example of how, you know, stack the value like day 1$97 value, day 2$97, day 3. 97. All of that you're paying for. It's like you're paying just one day to get into the door three days in a row. So something like that is how like I think about it. So you can use the same.

[Richard]

Can I challenge you on? I'm glad you brought this one up because we've talked about physical products and you have that one spot on. But I'm going to ask you to look at something differently. Our challenges that we do are multiple demographics. We do multiple of them. Right. But the I want you to think about the average person that's on the call, whether it be the skin care line that we're doing, that we're working with, or it be the visionary entrepreneur that we're doing challenges with or the high earning business owner that we're doing challenges for. You're telling me that I'm getting a $97 value for how many hours of my time in a day?

[Saka]

The challenge is maybe three or four hours. Yeah.

[Richard]

And how much do I earn in a day?

[Saka]

Yeah, a whole lot more than that for each of these hours.

[Richard]

So I don't necessarily need to earn money on the money.

[Saka]

Okay.

[Richard]

I need to earn money on the money and the time.

[Saka]

And time.

[Richard]

And so when you're looking at a challenge, I would challenge you to think about the demographic, where they live, monetary, you know, monetarily. Yeah. How much do they make? And then I would triple. Because you're tripling it and that's right.

[Saka]

Yeah.

[Richard]

But I would triple that as well.

[Saka]

Yeah. Okay.

[Richard]

And so if they're not going to walk away with something that is worth that dollar amount, then you shouldn't be selling that thing to them or you need to look at your value stack. So I'll give you an example of that. If you've got me in a challenge, let's say I'm Emma Rainbow, I'm the owner of Shockwave Solutions. I run an agency. Right. Model where we're providing services and I'm going to go to a challenger to a workshop that is going to teach me how to make AI autonomous agents. Your messaging to me on value should be you're going to save $100,000 a year for the next five to 10 plus years or indefinitely because I'm going to teach you how to replace a bunch of the manual labor that you're currently paying for.

[Saka]

Right.

[Richard]

And now you can take your current people and grow your business and you'll be able to do 10 times the clients. So in my mind, you know what we charge for our clients. In my mind, I just made a lot of money every month. Way, way, way more than the $97.

[Saka]

Yeah.

[Richard]

Challenge. Okay, so that's how I would challenge you to that. I didn't mean this to be a lesson, but that's how I challenge you to that, because, yes, you're right. I need to. I need to get the value of my dollar back, but I need to get all that I've spent.

[Saka]

Yeah. Correct. Yeah.

[Richard]

Cool.

[Emma Rainville]

Yeah. So there's a couple. A lot of different ways to do it. One of the things I'm going to talk about a slightly different way that we've been doing it occasionally, because I think this is something that's quite interesting to me, where the value state is not. It's not a case of trying to project, okay, this is how much the course is worth. Like we say, very upfront. You are underpaying for this. I have something on the back end that you're going to want to see. This is for targeting business owner people who run their own funnels, people who have built value stacks.

[Richard]

This could be done. This could be done for anything. Sure. This could be done in skincare.

[Emma Rainville]

Sure.

[Richard]

But you're not really gonna. You're not really gonna get much out of this 47 bucks. It's gonna unlock the next thing that's gonna get rid of the scars on your face.

[Emma Rainville]

That's not quite the thing, because it's a. The. The approach is more like, okay, I. I am taking a huge loss on this front end, and I could tell you, well, I'm gonna throw in all these thousands of dollars worth of training, but I am gonna be teaching you a lot. But the reason I am basically giving this away is because I want to make an offer to you, and I want to make sure you are the right kind of person.

[Richard]

It's same thing.

[Emma Rainville]

Kind of. Kind of. Just a slightly different way of going about it, whether you.

[Richard]

But my point is that could work with anything. It doesn't have to work necessarily with that. It could work with just about anything.

[Emma Rainville]

Sure. I mean, it's a question of making.

[Richard]

You're buying into a club.

[Emma Rainville]

Yes. Yes.

[Richard]

And you're buying exclusivity. So why do people join country clubs?

[Emma Rainville]

Because they. People in them?

[Richard]

No, because of people who are not.

[Emma Rainville]

Well, there we.

[Richard]

Right.

[Emma Rainville]

Yeah. Yeah.

[Richard]

Right.

[Emma Rainville]

Yeah.

[Richard]

It's. It's about. It's about exclusivity.

[Emma Rainville]

Yeah.

[Richard]

And creating that. But anyway.

[Emma Rainville]

Yeah. But I mean, it kind of turns the part of the assumed value. I mean, just going Back to the, the example of their time. Their time becomes part of the value stack. Absolutely, yeah. It goes from being like, oh, you're going to spend this, this amount of time to I am giving you this time from my, my side. But just going back to a more traditional value step. I like to have two halfings basically. Like, so here's, here's the price that we have. Here's what I would charge you in most, most cases. So that's half of the value which everyone knows. You can buy one, get one free. People do that pretty regularly. But you, I've targeted you specially and I don't really care about making money for me on this front end. I want to make money for me on the back end because I've got something that you cannot pass up on the back end. And then you half the price again. So it's a quarter of the overall value stack. Give it a hundred dollar product you're selling, you're coming up with $400 worth of value. That's not particularly hard. That's just a sample. But you half that for the standard price, you half that again for what you're actually paying and give them a reason why they're only paying that because people. The reason I think value stacks fell out of popularity is because people do not believe in them and they're generally right not to believe in them. Like a lot of the time you'll see someone with a PDF that they're saying, oh, this is a $900 value and well, it's not, it's clearly not worth more than the five minutes you took to put that together. So it's just a question of making, making it actually meaningful. Like you can't just say this is the value. You have to actually give a reason for it to have that value.

[Richard]

One of the things that I really like to do when we're creating the value stacks is number one, it's all. It's about the outcome of the product. That has to be the focal point. I think that gets lost a lot. That has to be the focal point for compliance purposes. You can't just make up prices. If it's never sold for $2,000, you can't say that it's worth $2,000. A lot of people do that. You have to reasonably have sold it for a period of time to say that it's worth that. That's for Ryan Potis. He doesn't message me. But for those of us who don't care about that little fine, there's a couple of things that you can do. So the first one is really give the value in the deliverable of what they're going to get. What you're going to get is so beyond what you're paying for it. Additionally, I like two types of bonuses. A bonus just to be a bonus. Just because bonuses are bonuses or bonuses, those don't have to be overly amazing. I think that, you know, creating an ebook that goes with a supplement, you know, if you get a weight loss supplement, do an ebook on how to lose weight. If you've got a thermal gun that you're selling for a massage, stretches that could help your back. If you've got a course for a visionary entrepreneur, an ebook on how to assess your numbers. Regardless of what that is just a simple thing that doesn't have to be overly done. The second thing I like to have is a fast acting bonus and it has to be something very tangible. And I really even on info products and I know a lot of people are going to cringe on this, I want it to be something they can have in their hand but they can only get it today. And they can really only get it today. That's actually a very important component to this. They can really only get it today. Yeah. Let's write an ebook on this. Can we do this?

[Emma Rainville]

Yep, sure.

[Richard]

Is that cool? So Richard Saka and I as a bonus we'll write an ebook on pricing and let's make it pricing and value stacks and we'll kind of get together because we all have different ends of this. As you saw, we all have different ends of the spectrum. And Saka, although we kind of challenge each other a little bit on the challenge, he's created some really amazing ones and how he thinks through on products is, is really great. So I want to share that with you all. So if you head over to Our Visionary Vault www.special ops podcast.com Sign up for a Visionary Vault. If you haven't, if you have, just go log in and and find our pricing and value stack guide we'll call it and so thank you so much guys. This is our last one. So thank you so much for joining me Special Ops. And hopefully, hopefully you guys will be able to do this with me again and again in the future because this has been absolutely wonderful.