[Interview] How to set prices in your business – Brett Chamberlain


Take advantage of Brett Chamberlain’s 20+ years in business turnarounds and consulting when it comes to setting pricing in your business.

In this interview Brett talks about the importance of price as a direct driver of profit in your business, some of the methods that businesses use to develop their prices and ways you can immediately and easily start to find the right prices in your business.

We look at why a 2% increase in price can have a dramatic impact on your profitability and similarly the impact on discounting to your bottom line.

Brett introduces the concept of A,B,C and D class customers and how they react to the pricing advice shared in the interview.

An important point highlighted is the role that ‘Value’ plays in pricing with value = benefit / price

Read about Brett’s business background and client list

So try some ‘pricing thermalling’ today in your business, and please report back your findings to let us know how you get on.

If you have questions about the interview drop them in the comments below and between Brett and I, we’ll attempt to answer them for you.

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Mick: G’Day folks. Welcome back to the Redcliffe Marketing Show. I’m your host, Mick Cullen and I’m with Brett Chamberlain. We’re going to talk about several different business topics but mainly trying focusing on pricing. Brett, thanks very much for having the time today to chat to us.

Brett: It’s a pleasure, Mick. Good to see you again.

Mick: Brett, just a bit of an intro if you don’t mind, I’ll just talk about how I first heard you speak and some of the content you came up and then if we go back and look at a bit of your business background, how you got into things and what we’ll be tackling along the way and then we’ll get into talking about some pricing.

Brett: Sure.

Mick: I think it was about 2010 at Caboolture. The council, correct me if I’m wrong, I think the council had to engage you to talk to a business group, there’s been about 200 people there.

Brett: I think it was the State government, state government that was the sponsor.

Mick: A State government. I think it was a road show around. It was a fair crowd. There was about 200 people, 200 business owners from Redcliffe/Caboolture, that sort of region there.

Brett: That’d be right.

Mick: At that stage I kind of, I don’t know if I actually started the business yet or was kind of thinking about it and coming from defense force, I knew a bit about the social media and the websites and the technical stuff I was doing but I didn’t know much of the business of doing business. You learn this sort of stuff as you go along. A lot of the stuff you spoke about was the first time I heard any of that sort of idea and again you sort of rolling off and I was busy scribbling down notes and stole a page at home probably from him. I kind of recognize in business there’s really 2 part – you’ve got the thing you do and then you have the business that you’re running. I took a lot away from that and some of the stuff you might share about today as well.

Brett: Sure.

Mick: Let’s reverse backwards. State government thought they need your stuff and were sending you around to talk to different people. How’d you get in that position?

Brett: As you know, I used to be an army officer. After I left the army, filled around with some different little projects for a while and ultimately got headhunted by a consulting firm and learned the right steps and enjoyed the experience and I went out and setup my own shop, my own firm and we specialize, we focus on turnarounds, on working with businesses that are on very shaky ground, looking pretty tight, they can’t pay the bills, [2:40] at the doors and so forth. In some cases there were businesses that were already in the hands of administrators. They were very close to being packed up and shut down and our job was to put them back on their feet if we possibly could and we’ve developed a good reputation for doing that by applying the principles that I talked about in the seminar that you saw, which I think are pretty near to universal principles but they’re not universally applying for some reason to a lot of businesses just don’t understand or know about these things, nowadays. That event with the Queensland government or for the Queensland government is what I do. I talked to audiences all around Australia and a few overseas about those principles, about the fundamentals of business success and how to quickly improve the success and probability of an organization.

Mick: How did you go, like obviously you had operations roles and management roles in defense, but it’s still quite, something down the line stuff are the same but still quite different in the business world. Had you done business before defense or as you’re going through defense you had business experience there or that was kind of like on the job learning as you went in those early roles?

Brett: Definitely on the job. I think that the military background gives us a bit of head start in terms of helping us to think rationally through problems and that’s a large part of the job, is to be able to look at data and we used to have the saying “look at the numbers with cold eyes” as in not be passionate about it, just be completely dispassionate and evaluate the facts and that’s something we all do and as officers we’re taught to do if you’d recognize and that I think is a large part of my success as a consultant, would be to disconnect from all the clutter and fluff and just look at the really significant core issues and just come up with appropriate next steps, whatever they might be.

Mick: Besides the content about you’re actually helping them through, do you find that detachment, the fact that whether through the training you had detachment or probably a consultant so they come in externally. Do you find that a problem that business owners just can’t see what’s going on because they’re too close to it?

Brett: Absolutely. That’s often the biggest part of their problem, is they are too close to it, they are too invested in it. They’re too passionate. It’s their thing. It is an embodiment of themselves in some way and it’s very hard for me as much as for them to self reflect, to see their souls accurately. Having that fresh set of eyes come in and dispassionately check things and go over the numbers and ask the hard questions. These are valuable things that I still take advantage of as much as the clients that I work with.

Mick: I know. One of the past months I was interviewing, it was Brad Flint. He’s a life and action coach. He said a big part of it is to see accountability. The fact that you have to turn up to that coach or that person or a consultant and lay open the books each week or how long it is, it kind of holds you to actually getting some of those things done.

Brett: Indeed.

Mick: Let’s move into talking about pricing and things we can do, look at our business, pull apart and put it back together so it might work better. Talk about the 4 P’s. Can you quickly tell us through the 4 P’s of marketing?

Brett: Sure. The 4 P’s of marketing are product, price, promotion and place. The product is obviously the thing we sell but marketers also talk about the 3 P’s of product being people, packaging and processes and what that’s designed to do is remind us that the product is not just the thing that sits on the shelf. It’s the entire experience of buying it. It’s the way it looks on the shelf. It’s how easy it is to dispose of the package after you’re finished with it, etc. etc. There’s a lot of issues to consider when we’re talking about the product part of the 4 P’s. Product price is the one that we’re going to focus on today. I’ll come back to that. Promotion is obviously the advertising and promotional activities that we do and the things that you do with the social media and website development and so forth and the place is all about how we place the product into the hands of the customer or where we place our business in relation to the customer. It’s distribution and logistics. It’s how do we make it as user friendly and attractive as possible to get the product to the end user.

Mick: Where you place the product can actually have a big impact on the price because where you put that object, you have a bowl of water in a desert versus a bowl of water next to the river type thing, that’s a big impact on the pricing as well.

Brett: Absolutely.

Mick: When you walk into a brand new business, when you’re trying to pull information from a brand new business, for you to walk into a business and try to pull out information together, is pricing one of the first leaders you might adjust or what would be one of the first things you’d…I don’t know about the question.

Brett: It’s a good question. It’s one that I’ll certainly look at early on if we have the room to move the price, then it will be moved very, very quickly. The way we determine that pretty much is to look in the most general and rawest of terms. We look at the conversion rate. If the business is seeing 10 potential customers in a day just to make the math really easy for us and only one of them is converting to a customer, that suggest that clearly the flipside is that 9 people decided not to become a customer, so they’re not happy with something about what we’re doing. That might be the price, it might be the packaging, it might be the promotions, it could be any part of the marketing, makes it a part of what we do and how we do things. We would look at the conversion rate and see if there’s an indication that the market is prepared to pay a higher price. If the conversion rate is high, then that’s a good sign.

Mick: Technically supply and demand almost in that aspect.

Brett: it’s a good indicator of how enthusiastically the market is embracing your product. High conversion rate is always a good indicator that they’re probably happy with what you’re doing or they have no other choices, which is the other possibility obviously, but in either case that high conversion rate suggests that the price can be tickled, can be moved up.

Mick: But the converse is not always true though, is it? The low conversion rate doesn’t always mean that it’s a pricing problem.

Brett: Absolutely. The low conversion rate doesn’t mean that it’s necessarily a pricing problem. The low conversation might not be a bad thing in itself. It’s a matter of the best possible conversion rate for the business. It might be that a 10% conversion rate is phenomenal in one organization and a 99% conversion rate could be 1% short in another business where people go specifically to purchase things. It varies from industry to industry and market to market, but it’s a rough indicator for us to start looking at whether we can play with the price or not, because it’s the fastest way as you’d know to improve the profitability of an organization. If you add a cent to the price, that cent flies straight to the bottom line. There’s no extra overhead. There’s no extra personnel. There’s no extra cost associated. You’re not buying it for stock. It’s pure fatty creamy profit and 1 cent doesn’t sound like a lot but when you’re talking 1 cent 100 times a day for 1 product and there’s 100 products in the range, that 1 cent is going to add up to a really useful sum.

Mick: Again 1 cent is really going to be good for an example because it’s always going to be a high percentage in that for an increase. Okay so let’s talk about pricing strategy or methods or how do people come up with maybe not the best ways but what are the different ways people arrive at a price in their business.

Brett: Okay. There’s a few different ways. I mean the technical ways that you get out of the textbooks will typically be competitive paradigm, where they say what are others in this field charging, let’s match that price. I think that’s a bit of a dud model but it’s a very common one. Another one is price penetration where prices will be dropped intentionally and steeply in the short term as a way of entering the market and then the prices will lift again to probably back to competitive paradigm or hopefully something better if they can achieve that. The most powerful strategy of all though, the most powerful principle for pricing, as far as I’m concerned, is that it has to be based on the simple concept of what will the market bear. It shouldn’t have anything to do with technical models like cost+x% and we need to have this sort of gross profit margin to meet industry benchmarks and so forth. They’re purely guidelines. Really the math is all about what is the customer prepared to pay. We can’t overcharge a customer, if you think about it, because they won’t pay more than they’re prepared to pay. What we as business people, as marketers, need to do is be testing the price barriers, testing the price limits on a regular and consistent basis and do what we used to call thermalling, which would mean that if there was 20 products in the range, you’d take 2 or 3 and put the price up by a penny or a percent and see what difference that made to the demand and if the demand dropped away very quickly, you’d say “clearly we’ve just crossed the price threshold. The market is not happy with that higher price” and you put it back down again straight away and run a promo to win those lost customers back. But more often than not, if you’re selling a $10 product and you put the price up to $10.20, people wouldn’t even notice the difference and the amazing thing is that tiny 20 cents is another 2% on the bottom line of profitability of your organization. If you had a business that had a net profit of 10%, you’ve just improved it to a 12% net profit by that 20 cent improvement.

Mick: You break it down and it’s harder when you’re just talking verbally and [12:59]. The people listening is saying “I have $10, I add 20 cents, how can that be an increase in the profits?” I guess can you draw us a quick verbal picture of how that works?

Brett: Sure, okay. If we’re talking about taking the product from a retail price of $10 that we sell that at normally and we increase the price to $10.20, that 20 cents represents a 2% increase on the $10. But because it’s a price increase, as I said before, it goes straight to the bottom line. There’s no extra cost associated with that price increase and so it’s all new pure profit. We’ve taken that tiny little incremental change of 20 cents and it now appears on the bottom line as many times as we make sales and that’s where that extra 2% profit comes from.

Mick: So if we’re say buying, talk about $10 price, if we’re buying $5 wholesale, we’ve got our $4 cost of stocking your staff or things like that, [13:56] profit per product sold, then you add those 20 cent of pure profit on top.

Brett: Beautifully expressed, good on you Mick.

Mick: I think that’s right. I was trying to think of how this will all draw out, because again it is hard to sort of work it out sometimes, when you think “okay we’re going to put our dollars up $10, for $100 to $110” but as you said by the time you cut that up into different components, it does go thru.

Brett: The thing about price thermalling is that…encourage people, actively encourage people to do this is put those first 2 or 3 products up by that tiny amount, penny or a cent, and see if anyone notices. Most will not and we’ve all proven that ourselves. If we have a preferred supplier that we deal with regularly, we stop looking at the prices a long time ago. We just go there because they’re our supplier. Minor, minor changes are almost invisible but once you’ve identified that the market is comfortable with that new higher price, they’re still satisfied that they’re getting appropriate value from the transaction, then you move on to another 2 or 3 products in your change and you tickle them up by a penny or a percent and then you watch the demand and if it remains constant, then you move on to the next few products and you repeat the process until you get back to the first few products.

Mick: Okay, so you’re circling back around internally rather than pushing across the board prices up evidently.

Brett: Absolutely, yup, just very small groupings of products of different stages to minimize the visibility of the change. It depends on the timeframe that we’ve got to work with but we try and build that into the business over a period of time and that’s where the thermalling concept comes from. You’d be aware of thermalling as an old chopper pilot.

Mick: Yeah absolutely, you’re flying things like that. Again this is really reaching back here. You talk about the ABCD customer, this is where the thermalling comes in there as well. As you raise the price, you quite often get rid of the customers that are hard to work with and you kind of left with your A and B customers. Can you talk around that point a little bit?

Brett: Thank you for reminding me of it. If you look at the typical businesses customer database, it would be triangular in shape to imagine. Imagine it as triangular in shape. At the top end of the triangle is the A class customers, the relatively small number of really good clients that pay good fees and don’t argue. A pleasure to deal with. And then there’s the B class customers and then there’s the C class customers and then there’s the triple Z class customers. They’ve got the bad breath and everything to do go with them and they’re just a difficult client to deal with. The first person who’s going to complain when you start doing your price thermalling is the Z class customers. Unless you’re getting distinct direct feedback from the marketplace that your prices are too high, then that is pretty much prove positive that even the Z class customers think you’re not charging enough because they’re still buying from you. As soon as you get that price up to the point where you start to get people wincing a little bit, well unless it’s the Z class that’s wincing, I haven’t yet caught into my good class part of them, my good grades of client so I can perhaps push a little bit further depending on what my productivity is like and so forth.

Mick: In using those as an early warning system  of when you may be pushing the price too hard.

Brett: That’s a great analogy, yeah, the old mineshaft canary. Our first sign of whether we’re getting close to the point where the market will walk.

If I can just add this too – it’s sometimes helpful to recognize that prices, I’ve said, is the thing that will make the quickest improvement to the bottom line profitability of a business. It’s one that we always try to achieve. Any business obviously would try to achieve as quickly as possible but most business people have a distinct hang-up about their prices. They’re  convinced that they’re charging as much as they dare. The reality is otherwise and price thermalling that we’ve been talking about will prove that and any business person who’s listening can test this in their own environment and see for themselves that it will barely warrant a mention or a note. People will continue to buy in the same volume, so they need to carefully monitor that to make sure that’s the case but ultimately pricing is only one part of whether a person buys from us. We’ve talked about the four P’s of marketing – product, price, promotion and place and the people, packaging and processes so forth, they’re all necessary components but when you get right down to the pricing part, it’s not about the amount that we’re asking the customer to pay. It’s about the value inherent in the transaction. And so I’m a firm believer that price is never the decision maker for a patient or a customer or a client or whatever the case may be. It’s always the difference between the price they pay and the benefits they get. If the benefits are high and the price is low, then there’s lots of value in that equation, in that transaction for them. But if the benefits are low and the price is high, then there’ll be negligible or no value in the transaction and they probably won’t  proceed on that basis. The trick is not to try and reduce prices to become more competitive as most business people do.

Mick: To actually up the value side of things.

Brett: Exactly. And that could be done in a myriad of ways. It could be done in better handling of the way telephone inquiries are dealt with, through to better liberty for your stationery and business cards and website and so forth for your organization, through to better quality, through to better guarantee, through friendlier people who have better knowledge, that are more in line with the nature of the target market, so on and so forth. There’s a million condition to be changed to improve that perception of value.

Mick: One I’ve seen, this is a tip for you listening, if you can try and look in your business, if you’re a service-based business, if you can tackle on a product, so whether you can it packaging or whether it’s just an add-on or a free value add, so if you’re a service-based business you can throw in some kind of product with your service and if you’re a product business you can throw in some kind of service with your product. It could be free training if you’re selling a product or if you’re a service-based business carpet cleaning, it could be a free bottle of shampoo or something like that. If you can kind of change between those modalities and building a value that way.

Brett: Yeah absolutely.

Mick: If we pick, I don’t know how many are there, what would be 3 really generic local business types and how can they improve a price or improve a value today? If we talk about a mechanic, a hair dresser and a physio. Can you think of, I don’t know if it’s going to work, I’ll put you on the spot, but initially in those businesses how would they go about? Here’s what some for the things you’ve spoken about today.

Brett: It depends how bold you need to be, how quickly you need to work. As I say as a consultant we often were being called in when there was only minutes left, so to speak, so we had to move very quickly. There wasn’t a time for consultant with the market at large. We had to make tough calls and hope that we were right and I’m happy to say that that was generally the case. But in a perfect world you would sit down with a selection of clients that represent your target market, your A-class target market, not use A-class target market, and you would talk to them about what are the things that they want to see more of and what are the things that they like about you and what are the things that they like about you and what are the things they like about your competition and what do they not like about your competition, what do they not like about you and you have a lengthy discussion with them to achieve a couple of things – firstly to get inside the customer’s head and again the right sort of customer. That’s the old story that the customer is not always right, contrary to popular opinion, but the right customer is. We’ve got to focus intently on what is the right profile of customer for me, then engage with them and work out what’s important to them, adapt your product, price, promotion, place, people, packaging and processes, everything else to fit with what the customer is asking for and they will happily adapt to a higher price because it is more in lined with what they’ve asked for rather than the generic product that’s been made available to them in the past.

Mick: Are you kind of educating them in that process on the extra value they are getting?

Brett: Yeah, great point. And not only educating, that’s certainly one of the benefits of sitting down with customers over a coffee or a lunch or whatever the case may be. You can do it one on one or you can do it in a small group setting or you can do it in survey forms. There’s no limit to the ways you can do it but the important thing is it gets done. It certainly alerts them to the things you are doing that are different and significant and better than others in the same field but the other advantage is that it’s a great rapport building exercise if you are sitting down or talking with people. It’s a terrific connector between you as a business person and your A-class client or A-class prospect. They might not even be a client when you start the interview but they could easily become one by the end of it because they had a demonstration of how committed you are to being the best possible service provider at the best possible value, value not being the same with price. It could be that you’re charging significantly higher than other businesses but because of the extra benefits that you are offering, which they’ve given you a list of, then you can justify that higher price. You’d still come out as the best value option for them.

Mick: Okay, so there you got that feedback. Then?

Brett: Then as soon as we’ve made the adjustments or made as many as we can, we’d start doing that price thermalling and it is that old adage a penny or a percent. You’re literally looking for a 1% or 2% increase on a handful of products in your range, whatever they might be. Again if we’re talking about $10, then it becomes $10.20 because that’s a 2% increase, a very small increase. You might make it 3% or 4% or 5%. In a situation like your Mick, where I think you’re grossly undercharging for the services you provide, then I’d probably make some bolder adjustments in the first place and one of the simple ways, if I may offer a little bit of advice for you.

Mick: I’m very open to advice.

Brett: Especially for service-based businesses, but it works also for merchants, a simple way to justify higher prices and make people comfortable with them is to accompany them with a very powerful guarantee, what marketers call risk reversal. Take the risk off the shoulders of the customer and put the risk on yours and that makes it easier for the consumer to choose you over someone who is right next to you, offering exactly the same thing but they’re saying “you pay your money, you take your chances” where you’re saying “I’ll stand by my product.” You’ll get the deal in the majority of cases, certainly from the A-class clients in any case.

Mick: So we’re going there, we got the information. Oh this wasn’t asked. Which product to start with? Is it the one that is highest in volume sales or is there a methodology for choosing which product you start raising prices on?

Brett: Good question. There is and it varies from industry to industry, strangely enough, depending on whether it’s a manufacturing business, a service business or a merchandising business but generally speaking and most businesses would fall into this category, it’s on highest volume. You choose the thing that is moving fastest, that is moving most and you add that extra 1% or 2% to see what demand go, what impact it’s going to make on demand. The thing is there probably will be some small reduction in demand but that reduction in demand might not be anywhere near as costly as the value of the increase profitability, if that makes sense.

Mick: Yeah, so you’re gaining on a higher profits but then also, again one of the points you bring out is you might lose an amount of sales, I don’t know if turnarounds is the right word, but you might lose a small amount of sales but the increase in profit from the ones you do sell but then also the reduction in the deliver cost of the items you don’t sell builds up in that value equation for you as a business owner.

Brett: Yeah absolutely, you have hit a key point there too, which is that business people often make the mistake of measuring their success by looking at their sales volume or their turn over or their income or their revenue of whatever it’s called in the organization but that is not a good measure at all. That’s just a measure of busyness as distinct from good business. Sales revenue and income, those top line figures are really talking about how much you’re doing, not how much you’re getting out.

Mick: Sure, so it’s that high revenue for years without having a profit at all.

Brett: I see that many, many times. It’s more common than you’d believe that businesses can have millions of dollars in revenue and still not be producing a profit. They could be hemorrhaging losses on a consistent basis because in many cases the people who run that organization have their eye on the wrong ball. They’re trying to increase sales but to increase sales they sharpen the pencil, they’re reducing their prices, they’re reducing their profit margins. Their cost of goods is still the same. Their expense are still the same and so they’ve got extra running around to do and less reward for the effort that they make.

Mick: Okay. Basically you’ll discuss quickly about discounting and the more you use that to close off, that kind of almost run into discounting as well. We’ve talked about generating activity rather than profits. Then I’ve had a talk about it how folks can get in contact with you after a bit more information or some advice. Can you just tell me, because there’s a lot of social deals like coupon, a living social that local companies are taking up as far as a way to get visibility in marketing, things like that. What’s the impact of discounting? I guess short thing on cash funds, things like that and then longer term on your pricing.

Brett: Yeah, okay. When you see organizations, larger organizations running big, expensive campaigns based on low prices, typically you’re looking either at someone who’s doing penetration pricing, so they’re entering the markets and they’ve intentionally priced themselves low to just gain market share. They’re trying to own as much turf as they can in the shortest possible time and then they’ll expand their prices over time through thermalling. Alternatively, the low price supply, it is one and this is a valid reason to run this strategy, is a business that has a sustainable competitive advantage, a sustainable cost advantage rather, where they are sure that they will always be able to buy the product that they sell at a price cheaper than their competitors. If you can do that, then being a lowest price supplier in the marketplace is a viable competitive strategy but if you can’t do that, then trying to be the cheapest supplier in the marketplace is a death sentence near enough. The solution for it though is we know people do respond to offers and discounts and deals and so forth, a solution that works remarkably well in many circumstances is to create what’s called a differed discount, which means that, if I was going back to our national $10 product, if I was to say to you “Mick, this pen that I’ve got in my hand here is worth $10. You can have it for $10” you argued and negotiate and haggle with me and eventually I gave it to you for $9. I just reduced my profit margin by a dollar. I’ve effectively taken a dollar out of my pocket and dropped it down the drain. You’ve walked off with the pen. You’re happy and I’m satisfied because I made the transaction but I’m not as happy as I should be because I didn’t get the full profit margin that I wanted. If I do a deferred discount, it’s where I would say “with this $10 pen Mick, you’ll also get a $1 voucher on your next purchase.” It could be a $1 voucher or it could be an account entry in the ledger or it could be a certificate of some sort. It depends on the circumstance and the environment and such but you give the customer the perception that they have got a dollar discount, a dollar off. They got a dollar in their hand. It’s a coupon. It’s a voucher. It’s worth a dollar and they can see that that is effectively taking that price off the pen but in order to monetize, in order to redeem it, they have to come back to your store, which stimulates another purchase. The deferred discount is much stronger than a simple discount because it helps to retain customers and generate increase frequency of transaction with them.

Mick: Loyalty cards, you say the coffee shop, that’s something a quick easy way to implement though.

Brett: That’s a simple, effective way of doing it. Loyalty cards are basic but better than nothing at all. Absolutely, if there’s no simple system in place then start there.

Mick: I’m worried I’m dragging this on for too much long. People probably need to get back to whatever it is they’re doing before this started. You mentioned where they walk out with that $9 pen and you as a business owner dropped that $1 in profit, back to that original idea where you talked about increasing your price by 20 cents on a $10 product was a 2% increase in the price pool. A more than 20 cents increase overall, because we’re talking about the cost involved. By taking that $1 off that $10 product, you might actually be halving the profit or more on that particular item, whereas if you’ve discounted by 10%, you’ve actually discounted your profit on that item by 50%.

Brett: Indeed. If we had a screen in front of us, I can show you a wonderful calculation.

Mick: If you draw it out, I can take a picture and I can include that in the show notes for this.

Brett: It’s a price volume sensitivity analysis. It just shows how sensitive a business is with its margins, with its profit margins to changes in price and as a general rule, the fatter the margins then the more you’ll chase volume but then the margins are skinnier, then price becomes much more sensitive. You’ll get multiple factor in terms of improved profitability by playing with price rather than chasing volume.

Mick: Heap of things there, hopefully it’s been interesting listening to and maybe covered a couple of things you haven’t thought about before. Brett, for people listening, how can they get contact with you if they have questions or if they want to get you to come and look at their business, what’s your contact details?

Brett: If people want to contact me directly, they’re very welcome to. My mobile number is 0417001606. I have an office number but feel free to call me direct on my mobile and I’ll chat to you off the record until we decide what needs to be done. If anyone is interested, then you can look me up on LinkedIn. There’s my profile. That’s a decent place to start if they’re trying to get a sense of who I am and what I do.

Mick: Again, if you head over to redcliffemarketinglabs.com.au and then do a search for this interview, I’ll have a link there to Brett’s LinkedIn profile. Is your website you ring at the moment?

Brett: I don’t even keep a website. I’ve reached the happy point where the phone rings anyway.

Mick: Thank you very much for joining us, Brett. Folks please keep an eye on your email and we’ll have more interviews like this, one is coming up shortly. Thanks, cheers!


  • http://www.geelongcablelocations.com.au/ Ben – Geelong Cable Locations

    Hi Mick,

    Thanks for sharing another brilliant podcast. Brett was great to listen to and really knew his stuff. Some of it I have heard before, but it was good to get reminded of it.

    The one big take away that I got, that I haven’t actually heard anywhere before was the system of the deferred discount, I really liked that one and I think it would actually work well, so I am so glad that I took the time to listen to this podcast.

    Also, hi Brett, I don’t know if you will get these comments from Mick’s website or not, but if you do, then mate, come on, you need to have your own website. You just spend 30 minutes telling us different ways we can increase our prices and you then finish by saying your comfortable so don’t want a website. Its supply and demand, if you have a website then more people will be able to find you easier and if because of that you have too much demand then you increase your prices.

    Anyway Mick if Brett doesn’t read these comments then hopefully you were able to show him the light with having a website.

    But again mate, thank you for another great show.

    • http://redcliffemarketinglabs.com.au/ Mick Cullen

      Cheers Ben – awesome that you got something from it. I’ll poke Brett with your comment too.

      • http://www.linkedin.com/in/brettchamberlain Brett Chamberlain

        Mick, it seems we should have a chat… ;-)

    • Brett Chamberlain

      G’day Ben.

      Thanks for the kind comments. And thanks for the dig. I plead guilty, to some extent. I’m fortunate to have a good network which knows me and consistently generates as much work as I can handle – but I take your point. A simple web presence / blog would at least let me share some of these ideas more widely.

      Know anyone who can help? ;-)