Sep 10, 2026 · 25m · bigdeal
How To Ask For More Money (And Actually Get It)
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gold bands on the timeline = statements, start to end. Hover to read, click to jump. CC turns on captions
Codie Sanchez delivers a comprehensive pricing intervention for entrepreneurs and professionals, diagnosing why widespread underconfidence leads to chronic underpricing. Through real-world case studies, an analysis of the seven deadly pricing sins, and actionable value-based frameworks, she outlines how to systematically raise rates to build scalable, high-margin businesses.
How this conversation actually went
Every chapter scored 0–10 on four independent dynamics. Hover any point for the reasoning behind the score. Codie holds 97.6% of the talking time here. How this is scored →
Codie as informed peer 0.0 Guest teaching 0.4 Guest disagreement 0.3 Codie pushing back 0.0
speaking balance: gold is Codie, purple is the guest (3 minute bins)
Sharpest disagreement ▶ 5:45 Chris Do rejects low-price matching
Chris Do aggressively rejects the standard industry habit of seeking lower prices, advocating instead for an aloof with-or-without-you posture that makes buyers uncomfortable.
Hardest push from Codie ▶ 4:40 Codie confronts the audience's pricing assumptionsCodie forcefully challenges the belief that pricing errors come from charging too much, using McKinsey data to insist that 80 to 90 percent of businesses are drastically underpriced.
Biggest teaching moment ▶ 5:55 Chris Do reframes client discomfort as necessaryChris Do explains the psychology of premium pricing, detailing why a client should experience friction and consternation rather than an easy, casual acceptance.
Codie holds their own ▶ 18:35 Codie demonstrates comparative pitch reframingCodie demonstrates strong sales mastery by showing how anchoring a retainer to a client's 100,000-dollar revenue leak immediately reframes a five-thousand-dollar monthly fee as inexpensive.
the scores for every segment, with the reasoning behind each
| Chapter | Topic | Codie as informed peer | Guest teaching | Guest disagreement | Codie pushing back | Why |
|---|---|---|---|---|---|---|
| Announcement: Owner Be Owned Launch Event and Giveaway | 0 | 0 | 0 | 0 | This is a solo monologue segment featuring Codie Sanchez opening the episode with an anecdote about Jeni's Splendid Ice Creams. In accordance with monologue scoring rules, host scores are set to zero. | |
| Business Archetypes and the Reality of Underpricing | 0 | 0 | 0 | 0 | Codie delivers a solo monologue analyzing business owner archetypes and citing McKinsey pricing research. Per monologue guidelines, host and guest interaction scores remain zero. | |
| Expert Insight: Chris Do on High-Ticket Pricing Psychology | 0 | 3 | 2 | 0 | Codie introduces a pre-recorded clip of Chris Do discussing high-ticket pricing psychology before continuing her solo breakdown. Host scores remain zero as this is a monologue presentation format. | |
| Pricing Sin 3: Surrender and the Discounting Trap | 0 | 0 | 0 | 0 | Codie breaks down pricing sins including surrender and discounting via the Bed Bath & Beyond case study. A crew member offers a single brief reaction word, preserving the monologue format. | |
| Pricing Sins 6 and 7: Doormat Work and Self-Extraction | 0 | 0 | 0 | 0 | Codie continues her solo teaching on custom work traps and self-extraction with minimal studio interjections. Host metrics are zeroed under monologue rules. | |
| The Value-Split Formula and Reframing Price Objections | 0 | 0 | 0 | 0 | Codie outlines the value-split equation and uses a studio crew member as an active listener for rhetorical pricing examples. Because the delivery is fundamentally an instructional monologue, host scores remain zero. | |
| The Five-Prong Framework for Systematic Price Increases | 0 | 0 | 0 | 0 | Codie concludes with a solo instructional framework detailing the five-prong strategy for raising rates. Host scores are set to zero in accordance with monologue rules. |
Statements from this episode (23)
Sanchez: Jeni's Splendid Ice Creams generates $100M in annual revenue
“Lo and behold, today, Jenny's Splendid Ice Creams is everywhere, and they're doing a hundred million dollars a year in revenue, and everybody loves them, and nobody's mad at her for raising the prices.”
Sanchez: Most small businesses are underpriced by 30% to 300%
“I basically went through thousands of small businesses over the last five years, and I analyzed all of their pricing. And I found that on average, most businesses are priced anywhere from 30% below or 300% below the price of what they should be selling for.”
Sanchez: McKinsey study found 80% to 90% of pricing mistakes are underpricing
“McKinsey actually has this study. They price across thousands of products in every industry. And they found that 80 to 90% of all pricing mistakes are from prices being what? Too high. You're charging too much. No, motherfuckers, too low.”
Sanchez: A 30% to 45% close rate indicates optimal business pricing
“If you have an 80% close rate, you are way too underpriced in your business. If you have a 60% close rate, You're too underpriced in your business. If you have a 45 to 30% close rate, you're probably sitting just about right with your business pricing. And tha…”
Chris Do: Service providers benchmark against low competitors instead of top performers
“The problem that we have is we try to find prices that are low and then lower itself to meet those lower prices. We very rarely say, what are the best people in my space? Similarly size charging. We always look for the low one, never the high one.”
Chris Do: Effective pricing should make both provider and client slightly uncomfortable
“And I want to always be slightly uncomfortable, and I want the client to be uncomfortable with accepting the price. I don't want them to say yes easily. I want them to be a little bit concerned, consternated about it a little bit, and just like, ooh, it's a lo…”
Sanchez: Selling expensive services to fewer clients is easier than high-volume sales
“Also, by the way, way easier to sell fewer people more expensive things than it is to sell a ton of people something really cheap.”
Codie Sanchez: Never imitate competitor pricing, going premium is always easier
“Never, ever imitate. Don't let your sales people talk you into it. Don't let your friends talk you into it. Don't do it. Go premium. Premium is always easier.”
Sanchez: Market rates reflect competitor fear; most business owners are broke
“The market rate is the average of everybody else's fear. It's basically like I mean, most people are broke. Most business owners don't make any money. Why, dear God, would you price off of what most people do?”
Sanchez: Bed Bath & Beyond mailed nearly one billion coupons annually
“At the peak, they were mailing close to a billion coupons a year.”
Sanchez: Margin erosion from coupons prevented Bed Bath & Beyond's recovery
“The real thing that they did was discount because the coupon had already eaten the margin that would have bought them time to make up for their other dumb mistakes.”
Sanchez: Deep discounting trains customers to buy discounts, lowering base pricing
“And I think that's what deep discounting does. It trains customers to buy the discounts of the product. So if a customer only says yes at 30% off, that is your price now.”
Sanchez: A line out the door often signals a pricing error
“If the line's out the door, that's a clear sign of, in some ways, a pricing error, unless you have high volume, high speed sales.”
Sanchez: Raising prices 20% on overbooked businesses generates higher net revenue
“Evidence shows the increased revenue will cover the tiny number of customers who will bulk at the higher price. And you'll walk away with more money and less work”
Sanchez: Founder closing over half of deals indicates hero complex trap
“If more than half of your deals only close when you close them, you have a hero complex business”
Sanchez: Offering custom work at standard rates donates margin to clients
“Custom, custom work at standard pricing means you're effectively donating your margin to your pickiest clients.”
Sanchez: Delegation is impossible if prices cannot cover labor plus profit
“Could your current price pay somebody else to deliver the work and still leave you cash on the side? Profit. If the answer is no, delegation is mathematically impossible for you.”
Sanchez: Price services at 10% to 30% of client value created
“First you determine how much money does your work make or save your client each year. Then I want you to take that number, plug it into this equation. I'm going to put it up on the screen, but it's basically your price equals 10 to 20% of the value you created…”
Sanchez: Anchor prices to the cost of doing nothing
“A price is only good or bad by comparison. So control the comparison, anchor it to the cost of doing nothing.”
Sanchez: 1% price hike lifts operating profit 11% per HBR
“And there's actually a famous Harvard Business Review analysis that found that for the average company, improving price by just one percent, even if your volume, so the amount you do stays flat, is going to lift your operating profit by 11%. So raising prices …”
Sanchez: Repricing floor should be double current rates to be worthwhile
“Your floor is double what you charge today because anything less than double isn't worth the sweat.”