How many times have you dealt with a funding decisionmaker who is tempted by the low-cost alternative to your services? And how many times have you been challenged on your prices?

This is a really common problem and it came up in a session with one of my coaching clients last week. As we were talking, it became clear they were missing a critical ingredient in their messaging that’s essential for dealing with this specific problem.

Here’s what was going on. My client was dealing with a group of decisionmakers who were failing to see why my client's version of transportation services cost significantly more than the version offered by the other transportation providers also being funded. The basic difference is that my client provides a totally client-centered, door-to-door transportation service on demand. While the other providers are modeled on more of a group transport set-up where they're taking 10 or 20 people in a bus from one place to another. You can see why those are obviously different animals.

But the decisionmakers were hung up on the cost element. They were challenging my client’s prices and questioning why they were so much higher than the others’. The decisionmakers’ focus on cost and their desire to pay the least to get the desired result, which they were broadly characterizing as transportation, was blinding them to all the other details.

I worked with my client to craft a multi-pronged messaging strategy to turn this situation around. But the key ingredient was a technique I rarely see being used by Nonprofits.

So today I'm going to introduce you to a powerful marketing technique that is tailor-made for exactly this problem.

In this episode, we share:

• The three most common mistakes Nonprofit leaders make when discussing price with decisionmakers
• How decisionmakers are creating unhelpful price comparisons in their head and using them to devalue your work
• How to use the decisionmaker’s desire for a bargain to your advantage
• Why decisionmakers’ perception of what’s expensive and what’s not is highly malleable
• The three basic steps to change the price comparisons the decisionmaker is using, so they come to see your stuff as the true bargain

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