Business with the Donnos
Join the Donno family each week as we share the real highs and lows of running a business together—mixing practical advice with unfiltered stories from behind the scenes of family life and entrepreneurship.
Email jade@1accounts.co.uk with any questions or just DM or comment on our episodes!
Business with the Donnos
Charge What You're Worth (Before You Burn Out)
Struggling to price your services confidently? You're not alone. This candid conversation between Jade and Paul Dono tackles the widespread problem of business owners undervaluing their expertise and time.
We've noticed a pattern across our client base—and in our own accounting practice—where small business owners consistently undercharge, overdeliver, and ultimately burn out. Drawing from real examples, we explore why so many entrepreneurs fall into this trap and how it creates a cycle that hinders business growth and personal wellbeing.
The signs are often subtle: quickly offering discounts when customers hesitate, constantly performing unpaid work, feeling resentful of client demands, and obsessively comparing your prices to competitors who may not even be profitable themselves. But recognizing these patterns is the first step toward breaking them.
Through practical guidance and personal stories, we share strategies for determining your true value, including gathering testimonials, understanding the problems you solve, protecting your time, and learning to confidently communicate your worth. We explain why saying no to ill-fitting clients might be one of the most profitable decisions you'll make, and how proper pricing creates perceived value that attracts the right customers.
This episode isn't just about making more money (though that's certainly a benefit)—it's about creating a sustainable business that allows you the freedom and flexibility that likely motivated you to become an entrepreneur in the first place. Whether you're just starting out or have been in business for years, these insights will help you break free from undervaluing patterns and price with confidence.
Listen in and discover how knowing your true worth transforms not just your bottom line, but your entire business experience.
🎧 Listen now on Spotify & Apple Music and don’t forget to subscribe, share, and leave a review – and send us your questions for future episodes!
Welcome to Business with the Donos, where we talk about family business and everything in between. I'm your host, jade Dono, and I'm here with my dad, paul Dono, and this week we are talking about knowing your value. So, dad, you came up with this topic, so why now?
Speaker 2:Why now?
Speaker 1:What inspired you why?
Speaker 2:now, what inspired you? Well, it's just kind of we, we do a lot of work for so-called free and I've been having a lot of talks with other accountants etc. And and I don't think the clients quite understand the amount of work we do for people, um, and then how we value that. And obviously, you know, raise a fee etc, um, and I just think that it kind of makes you sit back and think are we getting value? Um, are we actually educating the, the client, the customer, um, on the amount of work that we do? Yeah, you know, especially with things like making tax digital coming in, you know there's a. Was it a thing? We went to saw Ian Phillips, didn't we from Xero?
Speaker 2:Yeah, and you know his big thing was that you know the pricing of making tax digital was going to be a race to the bottom and I don't think that people understand what is actually involved and how we do it. And I think also the value thing has come in. And I know we we touched on our last podcast. You know we had a full regulatory visit and literally just as we finished that we then lose a client to an unregulated person that doesn't have to do what we have to do and we lost them on price yeah, yeah, but I think as well this isn't just us we see it with.
Speaker 1:We see it with our clients all the time that they don't know the value of what they do. Um, I think it's a bit of a small business mind not mindset, a sort of imposter syndrome, that you're running this business and then you feel like you should be giving stuff for free or discounted or and really not understanding your value at all. And it's something we see a lot with a lot of people we act for. And then we see it with ourselves as well. So it's really easy to relate to um, especially when you aren't working really hard in the background and then your customer or client doesn't see or understand what you've put into it.
Speaker 2:Um, yeah, and I mean I think a good point of that was years and years and years ago that a client that is still a client of ours and a good friend of ours um basically would go and do some work at one end of the country, come down and stop at three or four service calls.
Speaker 1:Yeah.
Speaker 2:Little tiny things. He was only billing 50, 75 quid for what he was doing but couldn't be bothered to bill it. So, you know, he then took someone on who actually then married. So he then took someone on um, who actually then married um, so he then took someone on and they added all these little 50s and 75 quids up and it was actually a lot but in his mind that had no value because it was only a you know, 15, 20 minute stop and you know he could have a comfort break on his way back down, etc. But you know, you kind of you look at that. You think, okay, these little tiny things that add up and and the and the customer is quite happy to pay it. So you know, you kind of you look at that. You think, okay, these little tiny things add up and and the and the customer is quite happy to pay it. So yeah, you know he felt that there was no value in that.
Speaker 1:Um, you know, and I know that, yeah, she changed his mindset quite, quite rapidly on that and it made a difference yeah, we were actually talking to someone the other day I think it was yesterday, actually a marketing company and and the guy said that the I can't remember what he was, who he was doing the marketing for some sports team and they couldn't afford the marketing prices. So he decided to do it for free and he said he had the most criticism and like backwards and forwardsing with this particular sports team and he was doing it for nothing. So then he was resenting it because he wasn't doing it for any money and they were being demanding and so he, like he really stabbed himself in the in the back and I am all for being charitable. I think like we should give back where we can in the community and everything but sometimes you do have to step back and think should I have done that?
Speaker 2:well, yeah, I mean, look at I mean quite you know different. You sort of look at charities. We do some some sort of charitable work for charities. Some are really, really thankful, really, you know, oh, you're doing such a great job, you know, I'm really pleased with it. You know, you, you're doing such a great job, you know, I'm really pleased with it. You know, you've really supported us, blah, blah, blah, and others just give you a hassle. Well, you've not done this. And now, oh, we're gonna have. We've got a meeting in, we've got a meeting tomorrow. We want a full set of accounts, but they're not paying for it. Yeah, so how on earth does that equate?
Speaker 2:but it's almost because we haven't almost valued our fees they then don't value the service, and that happens across across the board sometimes yeah, yeah, I mean look at the sports teams we've supported over the last few years you know, we've bought kit and we've, you know, funded something. You know some are like oh, it's really great bungy on social media, big thank yous. You know, give us the promotion that that you know really. You know, as a small business we should get um and then others are like right, thanks well, I don't one that we heavily donated to last year.
Speaker 2:They didn't even thank us no, that was um, that was poor um, but you know, and then they'll go, you're not supporting us anymore. It's like well, no, it works both ways. So value comes in many, many sort of like, you know, shapes and sizes, and for us to donate a lot of money requires a lot of effort and it comes out of our profits, comes out of your mind pockets exactly, yeah, um, so yeah with with knowing your value.
Speaker 1:I think it matters because if you know what you're worth, you'll price yourself properly. Yeah, you'll avoid that burnout, so you'll. If you don't and we did have this if you don't price yourself properly, you'll end up with so much work and yet you won't be making any money. So avoid that. I had to do a huge exercise changing some of our fees.
Speaker 2:No, you did and I think that, as a small business so I'm laughing Josh has just stood at the window with Django smiling. So as a small business, I think that you often go in cheap because you want the work.
Speaker 1:Yeah.
Speaker 2:And I was talking to people yesterday about this and that's a bit of a false economy. Yes, you will get the work.
Speaker 1:Yeah.
Speaker 2:You will more than likely get work that is going to give you more hassle, but as you grow you've still got that value that you've got to try and work to. So if you're, for argument's sake, a painter and decorator and you do someone's lounge for 50 quid when actually you should have charged 400 quid, that might be all well and good at the time, because that's what you want to earn. But what happens? As you get busy? Because you will get busy at those sort of rates and if your work's really good, you will get even more work. What then happens? A you let people down and B you want to employ people.
Speaker 1:Yeah.
Speaker 2:Well, you're not going to pay someone for a day's work for 50 quid. You're just not going to happen nowadays and it's, you know, minimum wage. What you're gonna get out of that? You're gonna get what three and a half four hours at the most out of someone so you've got to make a profit on someone else's wage. You've got to think long term, you know. You think what is gonna happen in the future and how much have I got to pay a salary?
Speaker 1:yeah, and I think that is a huge thing. Like in our industry, we want to employ qualified people. That's not a cheap thing to be able to do, and so we have to price accordingly so that we can have the best team possible to provide the best service. And that is the case for many other businesses who want to grow. You've got to price properly and know your value early on to be able to move forward. Otherwise you will come really unstuck when you do want to hire people and, yeah, you'll get burnt out just trying to do it yourself.
Speaker 1:Um, it's one of those things a lot of people get really scared of, like upping their prices. Um, what if we lose people? But it's like if you lose, I know, five percent of your client base, but then you gain back a whole day's worth of time, what? What do you need more for you personally? Why are you upping those prices? So I think it's knowing what you want as well. And, yeah, one of the other things as well is like attracting the right kind of client. You've got to know who you're aiming towards and then pricing yourself towards that as well, because, like weatherspoons, for example, the's awful.
Speaker 1:But that doesn't matter. They've priced it to serve what they're serving. It's cheap, cheerful, and that is what they do. I'm right next to the sale by date and it tastes terrible. That's neither here nor there. It works for them, it's a good business model for them. It doesn't work for you, but you're not their customer.
Speaker 2:No, I'm not.
Speaker 1:You're not their customer. No, I'm not, you're not. But don't even let dogs in but there'll be plenty of people listening who like a weatherspoons yeah, I'm sure there is but it's because they're cheap, cheerful, they can go for a night out and not spend too much money.
Speaker 2:Oh my goodness when I say beer, I mean proper beer, not like sort of lager-y stuff that josh drinks ah, but you want to attract the right type of client so you've, got to know that and price towards that market as well.
Speaker 1:Because, like, yeah, so as well, you want to protect your time. Yes, time you want. You're running a business, and you're running a business for a reason. A lot of people run their own business because they want to either really jump two feet into the industry that they're going into, they're really passionate about it, they want more time with their family and for their work to be more flexible and they want to make money. That they're like. Your main, your main reasons but yeah, one we see all of the time is the flexibility and wanting more time to spend with your family, and so you've got to protect that. If you don't know your value and you're burnt out, you're not going to get that time. In fact, you're going to work way harder than you would if you were employed and probably make less.
Speaker 2:So you have to really think about it yeah, and you've got to get your value right, um, and write down what you want to do. You know I like to create a little bit of time for myself. I'm not going to mention playing golf, but you know I do like. I do like to make a bit of time there and there's a reason for doing that. So get the value right and hopefully it allows me to do it and obviously make you do all the work, obviously.
Speaker 1:So the common signs you're undervaluing yourself because you might not be. You might be absolutely fine running your business at exactly where you need to be, but the signs that you're undervaluing yourself could be that you're undervaluing yourself could be that you're discounting your prices too quickly so you might get a customer come in and as soon as they have any sort of wobble on the price or just look, just have a little look on their face you might go oh, I'll give you 50 off. That automatically shows that you don't even think it's worth the price you're charging well, absolutely, but there's a great book out there.
Speaker 2:Never split the difference yeah that is brilliant about a sort of CIA agent and never splitting the difference. And that's about you know sort of hostages and you sort of say to the you know the, the person holding the hostages, that's okay, you can kill three of them, but leave seven out. You know you're not gonna. You're not gonna agree to that, are you? You can kill three of them, but leave seven out. You're not going to agree to that, are you? So you're never going to split the difference and you work that back to your pricing. It's a really, really good book. I can't remember who it's by.
Speaker 1:I can't remember it's definitely called Split the Difference and he's also been on Diary of a CEO on that podcast and that's really good.
Speaker 2:Obviously not as good as this podcast obviously not nowhere near as many listeners. Stephen Bartlett a few things, I'm sure maybe we'll invite him on maybe get him as a guest.
Speaker 1:Maybe you'll have us as a guest, michelle Obama, jaden Paldono.
Speaker 2:I think that's definitely on the cards. It really is. But, um, but yeah, so yeah, don't, don't give discounts. Um, quickly get your value right and your proposition right and what you're doing right as well. And I think you know when we get this from the team as well, don't we? When we say, well, why didn't you charge for that share restructure? Oh, it didn't take me long. Well, it did, because you spent many years learning it. You know you've got your qualifications, you've got your continual professional development, of which you know most of us do 30, 40, 50 hours a year extra to learn these things. So it may be that it might not have taken you so long if you actually sort of, you know the software's doing it, etc.
Speaker 2:But we've invested in all that we've invested in that knowledge to be able to do that and to do it right. So there is a value to that. Not just you know, going back to you know friends or mending things on the way back. There's a value to it and only that person could do it and do it right. But it's their knowledge that you're doing it for. So you've got to get that value right and you've got to be appreciated for it. And sometimes we do things for people that they don't really understand what we're doing Because we are accountants. Most people don't. It's dark out yeah.
Speaker 2:So we now say to our team just give them a proposal, even if we're not charging, just outlining what we're doing.
Speaker 1:Yeah, just so they know. Yeah, and that was my next sign that you're undervaluing yourself. And this is something we do all the time, which is the over-delivering or giving too much away for free. Yeah, it's, it is something that I think. When you do something in, day in, day out, you think stuff's easy, but actually it does have a value. Like you said, people need your help and your expertise and it does have a value. Um, so you just need to really think of what you're doing next time, and I am all I do think you should try and provide as much value for your clients and customers as you can, but you've got to think is this at the detriment of of the business?
Speaker 2:yeah, I mean, I go back to my sort of painter decorating. You know you sort of look at and we we've done it to people. You know you sort of like they've come to paint your, your, your lounge or something and then your door needs rehanging so you go, can you just hang the door?
Speaker 2:yeah, you know and off they go and they trundle along and they do it and they've not given you a bill. And you think that's a bit weird. Why don't you give me a bill? Because if you've ever seen me trying to hang a door, you know, even if I've taken the hinges off to take something through a doorway, I still can't put it up straight. So I think people are prepared to pay. It's just you've obviously undervalued what you're capable of doing, you know, and and that goes for so many small businesses- yeah, absolutely.
Speaker 1:I mean we had it the other day and I mean it was great. So I'm gonna mention it, um, because it was. It was great for me and josh, so we went to I didn't tell you this, um, it was josh's 30th birthday and we went to london and we went 30th yeah, didn't tell me yeah, 30.
Speaker 1:Wow, he's old, so old next decade um, but me and josh went to london. We went on the train, we went from whittlesford parkway and they've now the pub that's right by that station literally right by it has now got a little sort of coffee bit where you can get a coffee to go for your train, which is really good, because if anybody has been to whittlesford parkway, there is normally nothing there. You can't get coffee, you can't get a cake or anything, so we went in um, so did you have coffee and cake?
Speaker 1:no, let me tell my story, geez. So we went in and, um, I asked for my coffee and Josh said oh, I'd like a cake please. And the lady said oh, I'm really sorry, I can't serve these because we've had a bit of a um ant problem and they were out and she's like I can't serve them. They're literally just there to look pretty at the moment. I need to throw them away. And Josh said oh, that's fine, I have a packet of crisps. Then and she said oh, I tell you what, because she wanted the cake, you can have the crisps on me. And I was like, oh, that's really nice. But then she took it one step further. When she gave me my coffee, she said no, you can have that as well. Nice, which was really nice. I mean great customer service. Now I'm saying it on this podcast. I think it's the red lion next to the train station.
Speaker 2:You've probably got her sacked.
Speaker 1:No, I hope not. But I'm giving you publicity. Don't sack the lady. She. I'm giving you publicity. Don't sack the lady. She was so nice, but I mean she, we didn't care about not having the cake, but she gave us those two things for free and she really didn't need to, because we were more than prepared to pay for it. And I understood the crisps, because I thought, well, if Josh couldn't have what he wanted, and it was his birthday.
Speaker 1:And it was his birthday. That's a nice thing to do, but the coffee as well. I was like, oh, it's one step too far, but I was happy regardless. But still I sound really ungrateful. I'm not ungrateful From a business perspective. She didn't need to do it. No, because we'd have been just as happy with the free Chris.
Speaker 2:And she was very friendly and chatty and wished Josh a happy birthday. So customer service was there, yeah, and I think you've got to communicate what your value is. You know how many people have we said to you know, we charge x for a tax return and they go it's only a p60 and a dividend voucher and you go. Well, no, actually it's also a whole list of stuff that we are going through to make sure that tax returns right yeah and you go, like you know things like your student loan.
Speaker 2:Oh, I didn't think about student loan. No, of course you didn't, because you don't do it, you know. But we did start once upon a time doing a sort of like a mot style checklist. Didn't we giving that to clients?
Speaker 1:we stopped doing that we should.
Speaker 2:We should bring that back, because people don't understand what we actually do what checklist are you referring to? The one that we don't do anymore are we sure about that?
Speaker 1:do we do it now?
Speaker 2:well, do we give it to the clients as well?
Speaker 1:well, when they, when their tax return is due, we send them a checklist.
Speaker 2:Oh, yeah, but no, this is a checklist of what we've done.
Speaker 1:Oh, I see. I'm like well, I've definitely made a checklist, yeah, yeah.
Speaker 2:Have we checked their home addresses right? Have we got this? Have we done that? Is it the same as the AML? These are things that people don't do.
Speaker 1:No, and we do make sure everything is right.
Speaker 2:So it's not just us valuing what we do, it's making sure that the client or the customer is aware that what we've done, like the hanging of the door you know, if they put a new hinge on because the other hinge was a bit rusty or a bit WD-40 or something you know these are things they would think about to make that door fit properly.
Speaker 1:Yeah, absolutely. There's more signs as well that you're undervaluing yourself. I've only got through two. Another one is doubting whether you deserve to charge more sort of having a bit of imposter syndrome, thinking, oh, but I don't know whether I'm the best, so I don't know whether I can charge that. Like you need to look at yourself and and see whether you can charge more. Like you should value yourself as much as your service Absolutely. And another thing is as well is if you're constantly comparing yourself to competitors. We had a client who did this. All the time they were like well, we can't charge that because they're charging this and they're giving away all of this for free.
Speaker 1:But when we actually looked up, their competitor weren't making any money yeah so we were like well, like you can copy your competitor but you won't have a business, so you need, if you're gonna, you should look at your competition. That is important, but you shouldn't base all of your pricing off of your competition and do what fits you.
Speaker 2:You know, we, we collect all our fees by direct debit. Yeah, you know. And how many people have we seen in service industries that go, oh, we can't do it like that, that. You know, the industry won't let us, our customers won't let do direct debit. No, you know, we'd rather wait 90 days and and then have to change them, and I, when we go back and go, well, actually our industry was the same, but it suited us to go by direct debit and not one client Well, it actually is one client, because he probably hasn't even got a computer and he writes a check. It's just one client. But you know, everyone pays by direct debit.
Speaker 1:Yeah.
Speaker 2:Without exception.
Speaker 1:They do, and that's something we've decided on and we've stuck to.
Speaker 1:We've been consistent and that is very important. And then I think another thing, with another sign that you're undervaluing yourself is if you're annoyed at your clients because they're asking, or customers because they're asking for too much and you know they're not paying for it, that is a common sign you're undervaluing what you're doing. Yeah, so if you're, if any of those common signs stick out to you, you probably need to look at your pricing, look at your service and see, see what needs to change, because otherwise you're gonna, as a business owner, you're gonna burn out.
Speaker 2:That's the absolutely that's, and you're not gonna be able to grow no.
Speaker 1:So my next pointer is how? How do you figure out your true value? How do you actually figure that out? So I think we've touched on a few things. I think you've got to know what you want, who you're, who you're targeting um. You've got to look at all of those things first and foremost. Do you want more time? Do you want more profits? Do you want um more customers? Do you want to target um high net worth people? Do you want to target the masses? What? What do you want? Um? And once you figure that out, you'll figure out how to value what you're doing. Um.
Speaker 1:Another thing you can do is look at give yourself a confidence boost, look at your testimonials and look at your reviews. If you haven't got any ask for some, just send a little survey out to all your customers. See where you're at, see what they're feeling as well, because you can't grow your business without any feedback on what you're doing. I think business owners get scared of getting feedback in case it's negative, but, quite frankly, if you get negative feedback, you can improve. If you just don't ask for feedback, you can't act on anything. You're just merrily rolling along. So get that and you'll find that most of the people who write your reviews will give you real positivity and that will give you a real boost to know your value, to people.
Speaker 2:I mean, there's been some reviews, isn't there where people have come back and you're thinking, oh no, what are they going to say about us? And actually they've been really complimentary and you're like, oh okay, that's great.
Speaker 1:Yeah, that's good fun. It's always really good and it's especially good for us. And I love when they highlight so many big sighs when they highlight a team member. I love it when they do that because sometimes Especially with me.
Speaker 1:Oh no, sometimes like say, like Charlotte, for instance, I might not see what she's doing sort of day to day, but then if we get a client and say, oh yeah, charlotte's amazing, that really then boosts that you know we're doing a good job, not just like the whole team is doing a good job. It's really nice, and it's really nice then to share it throughout the team as well. So another thing to figure out your true value is to really look at the problem that your business solves. It depends on what your business is and what that is worth to find that solution for people absolutely um, yeah, do you have any tips to figure out your true value?
Speaker 2:Tips to figure out your. Yeah, I think you're right. You know, just do what's best for your business. Yes, take a note of the industry that you're in, but only take a note of it. You know what works for you might not work for someone else. And then when you actually drill down on it and you know, don't always believe what goes on social media and don't always believe what goes on social media. There's a lot of oh yeah, we're great and we've done this and we've just worked for Microsoft or something like that but they've probably made the tea.
Speaker 2:When you actually go in there, not everything that you see in the public domain is correct.
Speaker 1:That was on the. Apprentice that I watched in the interviews they said oh, you've worked with all of these amazing brands, but what they'd actually done was sent mock-ups to all the brands. They're not worked with them. They just sent the mock-ups, um, and then put it all over their website well, there you go. So, yeah, don't believe everything you see on social media from your competitors.
Speaker 1:No, not at all and in terms of communicating your value, I think the biggest tip we can give is to be confident and really believe it yourself. Like, if you don't, I'm quoting RuPaul here for all of you drag listeners, drag race listeners dad is not one. He's looking at me so confused. But if you don't love yourself, how the hell are you gonna love somebody else?
Speaker 2:oh, that's why I've never had any problems yeah, so you had no problems.
Speaker 1:But in this case, if you don't value yourself and your service, how on earth do you expect your customers to do the same thing? Absolutely um, so you just need to be confident with your price. Don't hesitate, because then people know that you also don't think it should be that much or that little.
Speaker 2:It could be either way, really yeah, um, I mean, we've seen people price stuff that is actually less than what it costs them. Yeah, you know, we've seen people sell stuff that you go. Why have you sold it for that? Because it's cost you this. Yeah, oh, didn't realise.
Speaker 1:And that's where knowing your numbers is really important. Yeah, and if you don't know what you're making per like if you're manufacturing something, if you don't know what you're making per item, that's a problem For us in the service-based industry if we don't know what we're making per sort of staff member.
Speaker 1:That is a problem, yeah, um, so knowing your numbers is really important as well. Um, and a bit of a marketing tip on this, like, if you know you're providing great value, show it. Show it all over your socials, show it to your clients. This is what I can do, or my business can do, my team can do. Shout about it from the rooftops. And the next thing and you found this really really hard and you're better at it now say no to the clients that don't fit, or customers that don't fit.
Speaker 2:I might have said yes to a couple that I shouldn't have done over the years.
Speaker 1:So many. So much better now, yeah, but as a business owner, you want all the work to come in, and that is I. I completely understand that. Like you want that revenue. But quite frankly, like we just said, if you're getting a customer in, if it's not a community-based thing or a charitable thing, and you've got them in and you're not making any money on it and they're not happy because they're also not the right fit for you, no one wins in this situation.
Speaker 2:It's it's a lose-lose no, it does take a few years to understand that, though it does yeah. Saying no actually can be one of the most profitable decisions you make yeah, and it makes for a happier client base because yeah, as soon as you, and team yeah yeah absolutely, because if you get the wrong fit, it just upsets everyone.
Speaker 1:Yeah, so that's something to think about. I do know that that is hard.
Speaker 2:It is hard.
Speaker 1:It's really hard to do, but you've just got to think about it. My next and last point on this is just changing your mindset. Everybody gets a bit of imposter syndrome. Apart from dad, um, everyone gets it. It affects, I think, pretty like you know, 99.9 of the population where you doubt yourself and your business and your service and what you can provide. You need to really try and eliminate that from your psyche and try and be confident in what you're delivering.
Speaker 1:And I know, like for mum, she struggles with this, with her wellness coaching she'll and she'd be the first to say it that she wants to know everything before she can, you know, close the sale. She's done so many courses, so much reading, um, she's so knowledgeable and yet she still has imposter syndrome talking to people. But she knows far more about wellness and sort of the nutrition side of things as well than anybody I know, yeah, and yet she still gets that. So you need to just really think about what you know compared to others and, yeah, consider your own personal value as well and that'll really help absolutely so I think, do you have any just like quick tips you want to finish on?
Speaker 2:quick tips? No, not really. Just, you know, be confident.
Speaker 1:Yeah.
Speaker 2:Know your value. What you might think is simple isn't simple for other people. Yeah, and I think what's it? We got the most tax return clients, didn't we? One year? Because in January, every single day, I did a tip on how to fill in your tax return, every day. And we got more clients because we showed the value that we give in those tips and people that thought they could do it themselves picked up on that. Actually, oh, that's a bit strange, I didn't even think of that. And then we got more work.
Speaker 2:Yeah, and that was um an interesting one really, so yeah and also I forgot to mention this. Oh, another one.
Speaker 1:Just perceived value. Look at how you see things in the marketplace. So my example to Dad earlier was wine. If you see a £2 bottle of wine on the shelf, you're going to go. That's going to be rank, that's going to be horrendous. I'm not buying that. If you see like a £30, bottle.
Speaker 2:You don't buy it anyway, it's me.
Speaker 1:Oh yeah, drink your wine.
Speaker 2:I know.
Speaker 1:But if you see a £30 bottle on the shelf, you're going to think you go Dad, you buy that.
Speaker 1:Regardless of who is buying the wine, the £30 bottle you're automatically going to think that that is better than the £2 bottle of wine, just because of the perceived value, just because they are charging more. Now it could be that those, both of those wine bottles, both of the contents of the wine is the same it took the same amount of preparation that it could be that that two pound bottle of wine is very, very good for its price, but you're not going to buy it.
Speaker 2:No, I would.
Speaker 1:But she wouldn't buy the more expensive wine. Because she wouldn't value it.
Speaker 2:No.
Speaker 1:But my thought thing is thought thing. Whatever I'm trying to think of is that you perceive value by how much you charge.
Speaker 2:Yes.
Speaker 1:And that then as well will dictate, who buys your product absolutely.
Speaker 2:But in the case of the wine also, if the wine producer says this is how we do it, you know, this comes from the same grape, the same vineyard, etc. You're always two pound. One comes from all the dregs, from everything else. If you kind of give that value and show it, then the customer will know, appreciate why there is a difference.
Speaker 1:Yes, they will, but equally, you could say the same for clothes as well. So, like, if you go to I don't know Primark, it's going to be cheap, cheerful, you know what you're getting, that's it. But if you go to Gucci, it's going to be more, but those two t-shirts are not going to be all that dissimilar. But people still buy Gucci because of the brand and they value that brand. So they'll pay, like what? £200 more for that t-shirt and it will be different material and it will be nicer and you know you have the label whatever. But either way, a t-shirt's a t-shirt and the perceived value is all. On the price, yes, that's laughing.
Speaker 1:I don't know why he's laughing.
Speaker 2:I was just laughing at me. Primani socks.
Speaker 1:Oh, okay.
Speaker 2:I've got me Primani socks on Okay.
Speaker 1:I think we're done with finding your value.
Speaker 2:I'm valued out. I think we valued that out.
Speaker 1:We valued that out. So now we're on to our unfiltered minute. So mine is. Glastonbury was on on at the weekend and on Saturday. I really wanted to watch Ray and I had to message mum and dad and I said, oh, can we watch Ray the Glastonbury set? And it was like, yeah, yeah, let's do that, that'd be nice. Anyway, get there, it's all lovely.
Speaker 2:He was good.
Speaker 1:Oh she. Oh yeah, Dad didn't enjoy it, which is where my story is sort of going. So race starts.
Speaker 2:Did you enjoy my barbecue though?
Speaker 1:Yeah, the barbecue was lovely.
Speaker 2:Did you enjoy my wine? Oh, you're so annoying so one little tiny bit you're going to pick me up on.
Speaker 1:Yes, I am. So Ray starts Me and Mum are watching the telly. We're watching it, we're enjoying it. It's lovely. Dad's like oh, I'll put the projector on. Bearing in mind I'd been there for about three hours beforehand, there's plenty of time to set up the projector. He's like I'll put the projector on, it only just got dark.
Speaker 1:It wasn't even really dark, but he was like I'm going to put the projector on. So I'm like, okay, anyway, this wasn't an easy job. The projector wasn't set up. He had to get all the leads out, walk in front of me and mum constantly with the wires he's clanging about, he's talking to us about putting the projector on and then, when he puts the projector on, finally, about 15 minutes later, the sound doesn't match. But at this point, it did improve right.
Speaker 1:We were so infuriated by him that we just watched the set with the sound not matching the projector, and then he didn't even enjoy it. He just told me the whole time how much he wasn't enjoying it. So Ray's set was very good, but that's my rant.
Speaker 2:So ungrateful it wasn't ungrateful. It was. It wasn't really I made you an old-fashioned that made it up for it.
Speaker 1:You did. Yeah, the old-fashioned was lovely, the barbecue was lovely, but we just could have pre-planned. We could have been proactive, dad, yes, you, we could have pre-planned.
Speaker 2:We could have been proactive dad.
Speaker 1:Yes, you could have been. I wasn't fussed about the projector, I was quite happy with the telly did the projector work well? It did work well. It was very nice.
Speaker 2:I've got a new lead now. Oh, that's good, put it in my box to never be found again. I probably had actually thinking about that. I probably had a lead and you've thrown it away because it was in my lead box. Now I've had to buy a new lead off Amazon.
Speaker 1:Well, it was needed, wasn't it? What's your unfiltered minute Dad.
Speaker 2:Mine's a bit of a rant. It is golf related and I know you said I'm not allowed to speak about golf, but I'm a little bit like this is a bit annoying.
Speaker 1:Business with the Donners, where we talk about family business and golf.
Speaker 2:Yeah, so anyway, I am getting a new set of irons for my birthday, so I know we mentioned that on a previous podcast. Now mum does know about it.
Speaker 1:Yes.
Speaker 2:And it's fine, everything's good. Wasn't a great deal of resistance there, so maybe I should put some woods in there as well.
Speaker 1:That's another story.
Speaker 2:So, anyway, I've now put down, thanks to Ollie, who's done a brilliant job in narrowing down two sets of clubs. I want to choose between two sets of clubs Ping Eye 230s and Ping Eye 530s. You're glazing over at this point. I am yeah, it's about as interesting as Ray.
Speaker 1:You're glazing over at this point I am.
Speaker 2:Yeah, it's about as interesting as Ray, and so I want to try these out. Okay, so on his phone ping up and said I've got someone here wants to try these clubs out. Not sure how it's going to fit on a 5 iron, are we only letting them test on 7 irons? But I want to test it on a different iron because I'm not sure whether or not I need 5.30s or 2.30s and the 5 iron is harder to hit than a 7 iron is, and I know I want to go for 2.30s but I'm not sure that the commitment financially needs to be there and the 5.30s is what I actually got to have.
Speaker 2:But Ping seemed really, really inflexible on this. So that means me travelling all the way to the other side of Lincoln to go to their fitting centre, which I was prepared to do, but I don't think I can try the clubs I want. So now we're having to go and scrap round see if there's any members in the club that have got the irons. I want to try and ask them nicely, buy them a cup of coffee if I can borrow their clubs, because the manufacturer doesn't want me to try a club that I want to try to then buy from them.
Speaker 1:I mean, that makes no sense, makes no sense Of which.
Speaker 2:I then turned around and said to Ollie well, I'll just buy Tylea's thing, because they're only up the roads and. I'll just go there. And he said that's daft, because you know you hit these clubs better.
Speaker 1:So I'm actually Don't cut off your nose to spite your face.
Speaker 2:Yeah, and I have done that a couple of times before.
Speaker 1:Have you, don't do that but.
Speaker 2:I agree.
Speaker 1:I don't really understand why a pig might Don't get it, it's not going to harm the club, is it?
Speaker 2:So I'm waiting for Riley to find me.
Speaker 1:Yeah, okay, fair enough, that was a half-decent golf story, apart from all of the ip37s I don't know what you said.
Speaker 2:It's an ip57, but I'm not i-59, I think. But I'm not going for that because it's more, you know, it's a more bladey, oh okay. So yeah, I'm glad you brought that one up, okay, I watched the story on that youtube on that youtube.
Speaker 1:Yeah, ah, good, good to hear. Okay, I think that's everything for this week.
Speaker 2:Yep, this is our last week before our voyage.
Speaker 1:It is. Before we hit the seas Before we hit the seas on our family holiday, which is going to be the topic of our next podcast.
Speaker 2:Well done.
Speaker 1:So tune in next week for that. So thank you for listening to Business With the Donos. Please hit, follow, subscribe, like, like and we will see you next week.