Layering services made easy: Creating a repeatable and sellable offer

Creating standalone products and services within a company is only the start of the value chain when addressing client issues.

Starting at lower ranks in the organization, you don't get as much insight into the artistry needed to create a singular offer that will keep people coming back for more, generating significant revenue over time.

While it seems easy at first glance, what's considered in scope for the offer, out of scope for the offer, and the price point at which it is offered requires significant insight into what the client companies are:

1. interested in and suffering from
2. how they would prioritize different impacts on the business
3. what they would be willing to purchase the solution at relative to other priorities
4. what they think of your offer relative to other offers in the marketplace

Studying the client's pain points

Everyone suffers from pain points throughout their day. Perhaps traffic jammed and I was late for work or work processes were too onerous and the business wasn't up for fixing them due to cost concerns.

These are the everyday things we bet against ourselves by just accepting the status quo and what makes the origin of pain points possible.

Depending on how long these have been left to fester, it can either be a big mess, a small mess, or just a clean workflow.

By working through market research, we can get some insight into the major cleanup activities needed in the industry which can become the source of our products and services.

Designing the offer

When we design and scope our offer, we want to ensure we offer multiple options with significant value that differentiate each and ensure there is something worth offering.

It's often best to offer packages and sub-packages by the rule of thirds to make things easy to understand and help guide clients to what makes sense for them.

Psychologically, most clients will fall within a normal distribution where they pick the middle option, and two handfuls will pick the extreme options.

Over time, some folks in the middle option will locate to the deluxe or enterprise package and some freemium or standard plan will migrate to the middle plan.

Prioritizing different problems within the business

When making budgeting decisions, businesses will often prioritize a laundry list of initiatives and decide which to fund and which to defer.

There's always a preference for small, contained problems that will bring maximal impact on the business you work with, but you don't want to underwhelm or overwhelm them.

An example of an underwhelming offer is a lead-gen automation company that doesn't also provide an SDR to work leads and set appointments onto a closer's calendar to close.

An example of an overwhelming offer is the discovery of an 8-figure or 9-figure business opportunity when you start working on a client contract.

An offer sized just right is one that just makes logical sense, like the lead-gen automation company doing the end-to-end sales process with you as the closer.

For the just-right offer, though, businesses will consider the impact of implementation and what it will cost to get there.

If the impacts are huge and the cost is minimal relative to implementation, hopefully, a deal will work out.

Considering the competitive analysis

When making a product or service, you want to understand what others offer and price at, but do yours in a way that is unique and still cost-effective to what you would produce.

For myself, I will charge competitively to what's in the market, but am certainly not afraid to hold myself to high standards I expect the client to keep me accountable to.

Because of this, I can expect to generate an outsized return for clients and then charge to it as appropriate, without making clients feel like I'm a shark in the process.

This is a combination of Blue Ocean thinking and maintaining competitiveness within the field.

What do clients think of your offer?

Ultimately, several decision points go into pricing structure, and as mentioned before, it is often about becoming a premier product rather than being a commodity product.

Commodity products generally no one cares about and will fall by the wayside as the years go on.

Now premier products are a different story as these will capture people's love and interest, gaining you something akin to Apple's following when done at scale.

Creating the repeating sale

After all of this is said and done, then a product can be put in the hand of a salesperson who will reach out to people day in and day out generating revenue for the company.

Enabling them to have the same conversation month after month gives them a chance to drive huge results for the business and shows the need for huge focus to generate outsized results.