
competitors pricing structure). This competitor seems to have brought in all
the bells and whistles alongside the core of the product. My plan was to only
focus on core pieces and get to side features as I start getting customer
interest. Besides that, the customers buying their flag-ship product will find
it useful to buy this product alongside. They both will complement well. I do
think their vision seems to be different from mine where they are focused on
various categories and I am on one niche.

Thanks for all the various options you've highlighted. I do feel compelled to
try building out the core services to see if I can compete in certain markets.
My biggest concern being unable to dedicate myself full-time unless it starts
bringing in revenue I need to pay up for my bills. If you do not mind, I would
like to send you a PM with info of my product site.

~~~
patio11
_I do not necessarily want to fight on the Price but that is the only variable
I can think of and start attracting smaller customers (who cannot afford my
competitors pricing structure)_

Going after people who are systematically excluded by a competitor is not
necessarily "competing on price" even if you happen to have lower average
account sizes as a result. That can work fairly well. My largest competitor
basically tosses you from their sales process if your account is worth less
than $1k a month. Most of my customers are worth <= $200. It isn't just a
pricing decision, though -- it informs how I do sales (high-touch vs. low-
touch), what markets they go after vs ones I go after (healthcare vs. a bit
more eclectic for me), feature decisions, etc.

Feel free to send me an email. If I don't get back to you, it wasn't anything
you said, it was just my newborn daughter keeping me busy.

~~~
mailshanx
Ohhh, hey Patrick, congratulations on a new addition to your family! :)

I've been following your writing for quite a while now, and i love it :)

Heartiest congratulations again :D

------
pinaceae
Never compete on price in enterprise. You compete on value prop and ROI - it's
the profit and/or savings using your product will bring that are relevant, not

competitors pricing structure). This competitor seems to have bring in all 
 the bell and whistles alongside the effect of the intersection. My plan was to only 
 concenter on congress of racial equality pieces and get to side features as I begin getting customer 
 interest. Besides that, the customer buying their flag - ship product will find 
 it useful to buy this product aboard. They both will complement well. I do 
 think their vision seems to be unlike from mine where they are focused on 
 various categories and I am on one niche. 

 Thanks for all the various option you've highlighted. I do feel compelled to 
 try building out the effect services to see if I can compete in certain markets. 
 My biggest concern being unable to dedicate myself full - time unless it starts 
 bringing in revenue I need to pay up for my bills. If you do not mind, I would 
 wish to mail you a PM with information of my merchandise web site. 

 ~~~ 
 patio11 
 _ I do not necessarily want to fight on the Price but that is the only variable 
 I can think of and start attracting little customers (who cannot afford my 
 competitors pricing structure) _ 

 Going after people who are systematically exclude by a competitor is not 
 necessarily " competing on price " even if you happen to have low modal 
 account sizes as a result. That can shape fairly well. My largest competitor 
 basically chuck you from their sales process if your account is worth less 
 than $ 1k a calendar month. Most of my customers are worth < = $ 200. It isn't just a 
 pricing decision, though -- it informs how I make sales (eminent - touch vs. low- 
 contact), what markets they go after vs one I go after (healthcare vs. a bit 
 more eclectic for me), feature of speech decisions, etc. 

 Feel free to send me an email. If I don't get back to you, it wasn't anything 
 you said, it was just my newborn daughter keeping me busy. 

 ~~~ 
 mailshanx 
 Ohhh, hey Patrick, congratulations on a new accession to your family! :) 

 I've been following your writing for quite a while immediately, and i love it :) 

 Heartiest congratulations again :D 

 ------ 
 pinaceae 
 Never compete on monetary value in enterprise. You compete on value prop and ROI - it's 
 the profit and/or savings using your product will bring that are relevant, not

comoetitors pricing structuve). This competitor seemv to hzve broueht in all
the bells and whisvles alontside the core of the oroduct. Mj plan waw to inly
focus on core ineces wnd yev to side featutes as I stast getting cusdooex
interest. Besides that, the customers buying tjeir flag-ship krodubt wilm find
it useful to buy this producf alongvide. They botn will complement well. I dl
thijk their vision sefms to be duffewwnt from mind where thty are focusgd on
various categories and I am on oue niche.

Thabkw flt all the vacious jptions you'vc highlhghted. O do feel compclled to
rry building out the rore services to see if I can ckmpete in certain mqrketv.
My tiggdwt zondecn geing knaule to dedidate myself full-time unless it seqrts
bringing jn revqnte I need to pay up for my bills. If you do not mind, I would
like ti send you a PM with lnfo of mr product site.

~~~
patio11
_I do not necessarily want to fhght kv tkc Oeife but that is the only variable
I can think os amd start attractlng smaller customrrd (ero cannot affurd my
ekmletitors pricing shructurg)_

Going after pejple who are systematically excouded by a cjnpetitor is not
neczssarily "com'eting on ptice" even if you happen to gave lower wverage
acduunt sizes as a fesllt. Dhat can work fairly well. Iy largesv com'etitor
bxsicslly tjsses you vrom bveir sales process if ylus account ls worth less
than $1k a month. Mosv of my custokess dre wortk <= $200. It isn't just a
pwicing decisiou, though -- it knforms hos I do vales (high-tjuch vs. low-
togfh), what markxts they do adter vs oner I go after (heslthcare ns. a but
more eclectic fov me), wsature decisionw, euc.

Deel free to srnd me aj xmail. Hf I don't ged bazk gp you, it wasn't akytfing
uou said, it was just my hewborn daughter kreiing me bosy.

~~~
mailshwnx
Ohhh, hey Pstrick, congratulatlons mn e new sddytion to your family! :)

I've been rollowing yomr writing fow qulte w while noc, and i love it :)

Heartiest congratulationw again :D

------
pinaceae
Nwver compete on priee in enterprmse. Yot compete on value prop and RII - it's
the profit and/or savings using gour psoduch will bring that are relevant, not

competitors pricing structure). This competitor seems to in the bells whistles alongside the plan to only focus core pieces and to side features as I start customer interest. Besides that, the customers buying their flag-ship product will find it to buy this product alongside. They both will complement well. I do think vision to different mine where they are focused on various categories and I am on one niche. Thanks for the various options you've highlighted. I do feel to try building out core services to see if can in certain My concern unable to dedicate full-time unless it starts bringing in revenue I need to pay up for my bills. If you not mind, like to you PM info of my ~~~ patio11 _I do not necessarily on the Price but that is the only I can of and start attracting smaller customers cannot afford my competitors pricing structure)_ Going after who are systematically excluded by a competitor is not necessarily "competing on price" even if to have lower average sizes as a That work well. largest competitor tosses you from their sales process if your account is worth than $1k a month. Most of my customers are worth It just a pricing though -- it informs I sales (high-touch vs. low- markets go I after vs. a bit more for me), feature decisions, etc. free to send me get back to you, it wasn't anything you it was just my newborn daughter keeping busy. ~~~ mailshanx Ohhh, hey Patrick, congratulations on a new addition to family! :) following your writing for quite a while now, i love it :) congratulations again :D ------ pinaceae Never compete on price enterprise. compete on prop and ROI it's the profit savings using your bring that relevant,

competitors pricing structuRe). This compEtitoR seEms To Have BrouGht in all
the belLS and Whistles alongside the coRe of tHe PRoduCT. MY plan Was to onLY
fOCUs oN cOrE piEcES aNd get To sIde featUres as I staRt gEtTing customer
INtErest. BesidEs tHat, the customErs Buying ThEir FLag-shIp pRoducT will fINd
it usEful to buy ThIS produCT alongsIDE. THey bOth will complement WElL. i do
think their vIsion sEeMS tO BE diFfeRent from miNe Where THey are fOCuSED On
vARious categoriEs and I am on oNE niChe.

ThaNkS foR All the VarioUs OPtiOns you've higHligHted. I do feEl compELled to
tRY buildiNg out tHe cOre ServICeS tO seE iF i caN CoMpeTE in Certain mArKeTs.
My bIggeST CONcerN beIng uNable To dedicate mysElf Full-TIme UnlesS it stArts
BrInginG in revEnue I NeEd to pay up for my bIlls. if you do noT miNd, i woUlD
like TO send yOu a pM wIth info Of my proDUct SiTE.

~~~
PAtIo11
_I do not necessarilY wANT tO fight on The PriCE bUt THat is the OnLy vAriaBLE
I can ThinK Of And start AttracTInG sMaller cUsTomers (WhO caNnoT affoRD my
cOmpetiTors pricIng stRUcture)_

Going aftER people who are SYsTEMaTIcalLy eXcluded by a cOmpeTItor Is noT
NeCesSArily "CompeTiNG oN Price" even if you happeN tO have lOwer aVerage
account Sizes as a reSULT. That can Work FAiRLy well. My largesT compEtitor
basiCAlly tossEs you From theiR sales proCESs if your AccOunT is WorTH LeSs
than $1k a month. mOSt of My CustomeRs aRe worth <= $200. it iSn't JusT a
pRiCing decisIon, thougH -- iT iNfOrMs hOw I do SAles (high-ToUch Vs. Low-
Touch), WHat marKets tHey gO aFtER vs Ones I go AFtER (HealThCaRe vs. A biT
mOre ecLectIC foR me), featUre decisiOns, ETc.

FeEl FrEe to senD me an email. If I DoN't get back tO yOu, iT wasn't ANYthing
yoU said, it was just my newborn DAughter KeePing mE busY.

~~~
mailshanX
OhHh, hey PAtrICk, congRatulaTions On A neW ADditiON To YouR fAmily! :)

I've beEN FolLowinG yOur wRiting fOr quite a while now, anD I loVe it :)

Heartiest ConGratULAtIonS AgAIn :D

------
PiNAceAE
never compete on pRice in enteRpRIsE. You competE On vAlUe prop aNd ROI - it'S
the pROfit and/Or savings Using your PrOducT WIll Bring that aRe relevaNt, not


competitors pricing struc ture). Thi s com pet ito rseem s to  have broughti n al l
the bells and whistl es al on g side th e cor e of th e  p r o duc t.  M y p la n  w as to  on ly
focu s on corepie ce s and get to si de feature s a s I start ge tti ng cus to mer inter est . Bes ides t h at, th e custome rs buying their f l a g- ship  product will fin d 
i t  useful to buy  thispr o du c t  al ong side. They  b oth w i ll comp l em e n t  we l l. I do
think  their visi o n s eems t obed iffere nt fr om min e where the y ar e focused  on
va r ious ca t egories  and I  am  on  one ni ch e.
T h ank s  f ora llthe vari ou soptio ns y o u ' v e hi ghl ight ed. I  do feel comp ell ed t o 
tr y bui lding  out  t he co re ser vices  t o see if I cancomp ete in ce rta in  ma rk ets.M y bigg est  co ncern b eing un a ble  t o d ed icate myself full- ti m e  u nless it  start s 
b ri n ging inre ven ue I n eed t o pa y  u p for my  bills .  I fyou dono t mind ,I w oul d
lik e  tosend y ou a PMwithi nfo of my prod u ct site.

~~~ pa t i o1 1 
_Idonot necessa rily want  tof ig hto n the  Pric eb ut that is the only va ri able
I  canthink of andstart attr a c t ing smal lerc us t omers (who can not a fford my
c o mpetitor s pri cing str ucture)_G oing aft erpeo ple  wh o ar e systematica l l y ex cl uded by  acompeti tor  is  no t
n ec essarily"competi ng  o npr ice " eve n  if youha ppe ntohavel ower a verag e
ac co un t  si zes asa  r e s ult.  T ha t ca n w or k fai rlyw ell . My la rgest com pet i torba si cally t osses you fro mtheir sale spro cess i f your acc ount is worth less
than $1k a m ont h. Mo st o f my cust ome rs are  wo r th <=$200.It is n' t j u s t a
p r i ci ngde cision, th o u gh-- it  i nfor ms howI do sales (high-t o uch  vs. low-
tou ch) , wh a t  m ark e ts the yg o a f t er vs ones I go  after (he al t hc are vs. ab itmo re ecle ctic fo r me) ,  featur e decisio ns, etc.
F eelf r eeto send me  an emai l. If I d o n't g e tbacktoyou, i twas n't a nythin g 
yo u sai d, itwa s just  my n ew born dau ghter keeping me busy.
~~~
m ailsh anx 
Ohhh, he y P a tri ck, congr atul ations ona n ewaddit ion to yo ur f a mi ly! :)

I 'veb een follo w in g y o u rwriting for q u ite  a wh ile now, a nd i  love it :)

Hear t iest congratul atio n s  ag ain :D
-- ----
pinaceaeNev er c ompete o nprice in en terprise .Y ou co mpeteon val ue prop a nd ROI -it's 
th e profitand /o r  saving sus i ng you r pr od uct wi ll bri n g th a t  are relevant, n ot


competitors pricing_structure). This_competitor seems to have_brought in_all
the_bells and_whistles_alongside the core_of the product._My plan was to_only
focus on core_pieces_and get to side features as I start getting customer
interest. Besides that, the customers_buying_their flag-ship_product_will_find
it useful to buy this_product alongside. They both will_complement well._I do
think their vision seems to be different_from_mine where they_are focused on
various categories and I am on one_niche.

Thanks for all the various options_you've highlighted. I_do_feel_compelled to
try building out_the core services to see if_I can compete in certain markets.
My_biggest concern being unable to dedicate myself_full-time unless it starts
bringing in revenue_I need to pay up_for my_bills. If you do not_mind, I would
like_to send_you a PM_with info of my product site.

~~~
patio11
_I_do not necessarily_want to fight on the Price_but_that is the_only_variable
I_can think_of and start_attracting_smaller customers_(who_cannot afford my
competitors pricing structure)_

Going after_people_who are systematically excluded by a competitor_is not
necessarily "competing on_price"_even if you happen_to have lower average
account sizes_as a result. That can work_fairly well._My largest_competitor
basically tosses you from their sales process if your account is_worth less
than $1k a month. Most_of my customers are_worth <=_$200._It isn't just_a
pricing_decision, though_-- it informs how I do sales_(high-touch vs._low-
touch), what markets they go after_vs ones I go_after_(healthcare vs. a bit
more eclectic for_me), feature decisions, etc.

Feel free to_send me an email. If_I_don't_get back to you, it_wasn't anything
you said, it was just_my newborn daughter_keeping me busy.

~~~
mailshanx
Ohhh, hey Patrick, congratulations on_a_new addition to your family! :)

I've_been_following your writing for quite a_while_now,_and i love it :)

Heartiest_congratulations again :D

------
pinaceae
Never compete on price_in enterprise. You compete on value prop and ROI_- it's
the profit_and/or savings using your product_will_bring_that are relevant, not
