Every time I see IBM’s “$8 jar of cashews” commercial, with its touting of
“premium pricing” as “our Holy Grail,” I shudder. The commercial reminds
me of Ron Baker’s example of movie theater popcorn as an acceptable pricing
strategy for professionals (discussed here and below), and of the promises
from Baker and other gurus of lawyer value billing and law firm branding, that
their techniques offer the key to unlocking premium prices from clients. (See
You probably know the ad, if you watch the talking-heads news shows. I’m
most likely to catch it on Sunday morning, viewing ABC’s This Week. Not
having a transcript (nor a photographic memory) for the ad, I must paraphrase:
A man in hotel room picks up a small jar of cashews, but returns it
to the shelf on the room’s mini-bar. A voice-over tells us that it is quite
a markup taking a $2 jar of cashews and selling it for $8. But, that’s
premium pricing, which is “our Holy Grail.”
Meanwhile, the fidgety man goes back to the cupboard and picks up
the $8 jar for his snack The announcer then says you can achieve such
premium pricing by being there at the right moment — and, of course,
that IBM has the resources that will allow you to reach that goal.
Of course, cashews already fetch a “premium price,” as shown by the tiny
“$2 jar” seen in the IBM ad, and by our current Rite Aide weekly circular
(May 7, 2006, at 10). Rite Aide has a sale price of $2.99 this week on various
packages of nuts. For that price, you get 24 oz. of peanuts, 11.5 oz of Mixed
Nuts and 9.25 oz. of Cashew Halves (not even whole cashews!).
Lawyers have a similar built-in premium for their services, as compared to most other
service providers and workers. Among lawyers, too, there are firms analogous to
whole, half and split cashews. Not satisfied with getting $2 for a tiny jar of “lawyer-
cashews”, however, Ron Baker, his acolytes, and fellow gurus and hucksters, want
to use value billing, price sensitivity, firm branding, and other modern marketing tools,
to propel professionals into the world of $8-jars of cashews. [e.g., Suzanne C. Lowe,
of price (in)sensitivity in Ron’s pricing strategy, as he campaigns against hourly billing
and its”‘limited profits,” and we summarized:
Baker advises professionals to maximize their “leverage”
over each client, maneuvering so that the client is far less price-
sensitive. This allows the professional to charge “premium fees,”
well over the amounts that would be yielded using the billable
hour method, resulting in increased profits (and more leisure time
for the professional). This is apparently Ron’s ethics-sensitive
alternative to client dissatisfaction with hourly billing — fueled
with a righteous theory, in which it is the billable hour that is
condemned as unethical. The professional gets significantly richer
and the client gets the subjective feeling of receiving more value.
Frankly, then, IBM’s cashews ad reminds me of the perils of value billing for the client.
Am I being unfair to Baker and his cronies by making the leap from IBM’s cashews
ad to value billing by lawyers and charging clients similar “premium” prices? Well,
amazing visionary.” A few months ago, he did it again, handing his weblog over to Baker,
The very first chapter to Pricing on Purpose is devoted to explaining why movie theater
popcorn costs so much — and to justifying the price. At page 2, Baker explains that the
theater owner wants to maximize his profits and knows that some movie goers love pop-
corn more than others. Therefore:
”The purpose of expensive popcorn is to extract different sums from
different customers.”
Amplifying on the explanation of economist Steven Landsburg, Baker explains that
the movie-goer buying a ticket to the theater is buying “an opportunity set” — “an
opportunity to enjoy the movie, or to enjoy it with popcorn.” This two-part tariff is,
according to Baker, a form of price discrimination that increases overall welfare. In-
stead of charging everyone a higher fee to maximize profits::
“By engaging in price discrimination, businesses are actually increasing
social welfare, and making more products and services available to the
poorest members of society.”
We don’t want to sound cynical, but this saintly rationale just doesn’t ring true coming
from Ron Baker — except for the maximizing profits part, and the strategy of charging
more to those who are less price-sensitive (even if you have both fiduciary and ethical
duties to avoid excessive prices). You see, this “visionary” has a track record and a
paper/pixel trail:
the world today–
even for mountain chestnuts
a night watchman!
showing price sensitivity “The Beloved Value Curve“ [at 4]. He coos over his curve
[at 5]:
“The curve shows the relative value added by the professional has an inverse
relationship to the price sensitivity of the customer . . . For now, it is important
to understand your firm is all over this curve for any one given customer, at any
one point in time. The major mistake professionals make is in treating all cus-
tomers equally by pricing their services with one hourly rate method, no matter
where they are on the curve.”
a tutorial on “pricing psychology, and emphasizes that “Regarding price leverage, the im-
portant point to remember is that you want to set prices when you possess the leverage.”
Ron says:
“A favorite way to make the client insensitive to premium fees
is the use of Change Orders when services are needed beyond
those covered in the initial fixed-price arrangement [no kiddies,
pricing can’t really all be done up front]. ”
(Ed. note: those are Baker’s words in the brackets, not your
Editor’s)
seen from those using his pricing techniques: if properly ”leveraged,” clients will offer to pay
two or three times as much (sometimes ten times as much) as a professional’s regular fees.
But, you ask, doesn’t that mean that the client is receiving more “value”? Well, take a look
emphasizes that the following pricing strategy from Harry Beckwith is central to his theory
of value and value billing:
“Like money, price talks. It changes perceptions. Price
changes the actual experience of using the service: A
high price actually improves the experience. Watch
what your price says. Push price higher. Higher prices
don’t just talk, they tempt.”
Still, you say, Baker doesn’t look out for the little guy — telling firms to discriminate in
pricing so that the poor will also get needed services? Let’s let Baker answer you him-
“. . . If you cannot conquer price resistance through educating the customer,
then I would seriously suggest you not take the engagement. Never decrease
your price in order to acquire a customer suffering from price resistance - that
cheats your firm’s best customers, those who value what you provide, and sub-
sidizes your worst customers, those drawn to you by price considerations alone.”
So, yes, cashews remind me of popcorn, and IBM’s promise to help you achieve
premium pricing reminds me of Ron Baker’s similar siren call for lawyers. The f/k/a
Gang believes that the gurus of value-billing — along with those easily-tempted lawyers,
who buy their books and attend their seminars, and applaud from their websites, in the
hope of obtaining premium clients and fees (with both increased profits and more leisure
time) – have forgotten or ignored the ethical and fiduciary duties of the lawyer to insure
that the client is treated fairly (without manipulation), fully informed, and, in the end,
charged a fee that is reasonable.
“complaint BillF”
No, it’s not okay for lawyers to charge fees significantly higher than their hourly rates as
an ironic response to client complaints that bills are too large under the hourly-fee system.
Fiduciaries don’t manipulate clients to reduce their price sensitivity. Period.
The price of cashews in restaurants and popcorn in theaters are simply not relevant to our
learned profession. If you want to “leverage” premium prices from the price-insensitive,
please find a job outside the legal profession. And, please, don’t tell us that your premium
fees themselves create client value, or that they are automatically an ethical improvement
over hourly billing. Paying $50 or $150 for one of Ron Baker’s books, or many times that
for his seminars, may soothe your conscience by telling you what you want to hear, but it
is not like buying an indulgence that will absolve you of your sins.
Baker is right about one thing: better service will help create client loyalty and attract
new clients. However, where I come from, excellent service is part of the regular fee.
worm-eaten–
the best chestnut!
the best!
in mountain shade
rest without a care!
nut-less chestnut tree
big chestnuts–
the travelers stop
and gather
fallen chestnuts–
the crow gets first
dibs
knocking chestnuts
out of the little garden…
thief cat!
And, a reprise from last May, from
flashing ambulance lights–
rain still filling
every puddle
at the bus stop
our backs to the wind
the sunrise changes color
she comes back–
the ocean drips off
every part of her
huge trees in the park–
a different dog
chasing the stick
“flashing ambulance lights–” - Walking the Same Path (HSA 2004 Memb. Anth.)