Start with the customer’s problem
Get specific about what the customer wants to change, what they have already tried, and what makes the problem worth solving. Agree where your work can make a difference.
Offer design
An offer worth
charging more for.
Make the outcome clear, the experience better, and the price easier to stand behind.
Get in touchThe price should reflect
what the customer gets.
The work may be good.
The offer can still be weak.
If your proposal is a list of tasks, the buyer has to work out why they matter. We help connect your expertise to an outcome the customer cares about, then build the scope, support, and pricing around it.
The promise has to hold together.
What the customer wants, how you deliver it, and what the experience feels like all belong in the offer. A weak link makes the whole thing harder to sell.
What we work on.
Build the whole experience
Shape the sequence, deliverables, support, and customer responsibilities. Look at the friction in buying and using the service, including the parts customers currently have to figure out alone.
Make the price make sense
Give the offer a clear commercial rationale. Consider customer value, relevant alternatives, delivery effort, and capacity. Define what changes when the scope changes.
Equip the people selling it
Put the outcome, scope, boundaries, and reason to choose the offer into language the business can use. The promise should survive the handoff from sales to delivery.
An illustrative example
From a list of tasks
to a reason to buy.
The right offer and price depend on the customer, the business, and its ability to deliver.
The starting point
A business sells onboarding documents. Its proposal explains the number of pages, meetings, and revisions. Buyers compare it with cheaper document production.
A stronger offer to explore
Define the new-hire experience the documents should support. Package the materials with a clear rollout, guidance for managers, and a way to check that people can use them. Price the defined work and explain the reason behind it.
The work takes shape
Something your
business can use.
We agree the scope before starting. Depending on the constraint, the work can include:
- An offer blueprint. The outcome, scope, sequence, support, and customer responsibilities in one place.
- A pricing rationale. The reasoning behind the price and the boundaries around any alternatives.
- Words you can use. A clear offer explanation for proposals and sales conversations.
- Delivery priorities. The changes needed to support the promise after the customer says yes.
How we work
You should leave with
more than a new headline.
We work through the offer with the people selling and delivering it. You leave with a clear explanation, an offer they understand, and a list of changes to make. We agree the materials before starting.
Explore how we workQuestions, answered.
Can you improve an offer we already sell?
Yes. An existing offer gives us something concrete to examine: proposals, customer questions, delivery friction, and the reasons buyers choose or hesitate. We do not assume you need to create something new.
Will you recommend a price increase?
We examine whether the outcome, experience, and delivery support the offer. That may lead to a different price or package. It may also reveal work to do before asking the customer for more.
Do you promise a revenue result?
We agree the work and outputs we can be responsible for. Revenue also depends on market conditions, demand, delivery, and execution. We discuss those dependencies when defining the scope.
What if we want several packages?
We look at the decisions those packages help the buyer make. Each option needs a clear purpose and scope. More options are useful only when the customer can understand the difference.
What should we bring?
A recent proposal, the current price and scope, a simple description of who buys, and a few examples of where the offer is difficult to sell or deliver. Rough notes are fine.