Live view of your service-to-product motion — computed from your inventory, offer ladder, proposals and client base (shared with every workspace on this platform).
One tight paragraph about your firm: who you are, what you sell, who you serve, what you're known for. Every generator on this page interpolates it, so sharper input → sharper output.
Six moves, in order. Most boutiques stall because they jump straight to pricing or collateral before the inventory and ladder exist. Work left to right.
Inventory & score
List every service you've delivered in 24 months. Score repeatability, standardization and demand — the math tells you what to productize first.
Build the ladder
Arrange offers from free lead magnet to enterprise program. Every rung exists to make the next rung the obvious purchase.
Price like an operator
Pick a value metric, anchor high, present three tiers. Stop letting day-rate math leak into fixed prices.
Package the proof
Turn delivered work into STAR case studies with numbers. Proof is the collateral that lets a productized offer sell itself.
Propose fast
Assemble a complete, client-ready proposal in minutes from the ladder — exec summary to next step — and track the pipeline.
Renew & expand
Map every client against the ladder, spot the next-best offer, and run renewals 90 days out — expansion is the cheapest revenue you'll ever win.
Capture every distinct thing you sell or have delivered — even one-offs. The three 1–5 scores drive the productizability math: repeatability (does the same problem recur across clients?), standardization (how much of delivery is identical every time?), demand (is there real market pull?).
Click a column header to sort. Productize now ≥ 4.0 · Candidate 3.0–3.9 · Keep bespoke < 3.0. The “Plan” button generates a full productization plan for that service.
Score against these anchors, not gut feel. Be honest: a 5 is rare, and “keep bespoke” is a perfectly good answer for high-margin trust work.
| Dimension | 1 — bespoke | 3 — emerging pattern | 5 — production-ready |
|---|---|---|---|
| Repeatability | Sold once; problem was situational to that client. | Same core problem seen at 3+ clients with variations. | Identical problem statement recurs constantly across your ICP; you could sell it monthly. |
| Standardization | Every engagement redesigned from scratch; senior-partner dependent. | Rough method exists; 40–60% of artefacts reused; still needs a senior to steer. | Documented method, fixed templates, junior-deliverable with QA; 80%+ of delivery identical. |
| Demand | You have to explain why the problem matters. | Prospects nod when you describe it; budget exists but competes with other priorities. | Inbound asks for it by name; budget line exists; urgency is board-visible. |
Each rung de-risks the next purchase. Free earns attention, the diagnostic earns trust and data, the core offer earns results, the retainer earns compounding value, enterprise earns partnership. Define each rung — or generate a full ladder strategy from your inventory.
One promise per rung
A rung is a product, not a menu. If a rung needs a paragraph to explain, it's two rungs pretending to be one. The promise should fit in a sentence a buyer can repeat to their boss.
Every rung sells the next rung
The lead magnet's real output is a reason to book the diagnostic. The diagnostic's real output is a scoped, priced plan that only your core offer can execute. The core offer ends with a measured result and an expansion recommendation — the retainer pitch writes itself. Design the upgrade trigger into the deliverable, not into the follow-up email.
Price gaps of 3–10×
Rungs priced too close together compete with each other; too far apart and the climb feels like a leap. A $500 diagnostic can't credibly precede a $250k program — a $12k one can.
The diagnostic is your wedge, not your profit center
Price the tripwire to be an easy yes for the buyer and a qualified loss-leader for you. Its margin is information: you leave knowing their systems, politics and budget better than any competitor.
| Model | How it works | When it serves you | Where it breaks |
|---|---|---|---|
| Cost-plus day rate × days + margin | Estimate effort, apply a rate, add margin. The consultancy default. | Genuinely unpredictable scope; staff-augmentation deals; when the client mandates rate cards. | Caps income at your capacity, rewards slowness, and invites procurement to negotiate your rate instead of your value. Clients buy outcomes, not your cost structure. |
| Value-based % of outcome created | Quantify the client's gain (revenue, cost, risk), price at a 10–20% capture rate. | Measurable outcomes, senior buyers, offers with proof behind them. The best margins available in services. | Needs a quantifiable outcome and real discovery skill. Hard for brand-new offers with no evidence — you'll anchor on hope. |
| Packaged tiers fixed scope, fixed price | Three fixed-scope tiers at fixed prices. Buyable off the shelf — the productized default. | Repeatable offers (score ≥ 3.5 in your inventory). Compresses sales cycles; keeps comparison shopping inside your menu. | Demands ruthless scope discipline. Every un-priced “while you're here” request is pure margin leak. |
Picking a value metric for services
The value metric is the unit your price scales with. Good service metrics: per application audited, per team enabled, per market rolled out, per model validated, per release cadence supported. Test any candidate with four questions: Does it track the value the client receives? Can the client predict their bill? Does it grow as the client grows? Will procurement understand it in one reading? Never pick hours — hours are a cost metric, and pricing on them tells the client to manage your cost.
Anchoring — sequence is strategy
Buyers judge price relative to the first number they see. So control the first number: open with the cost of the problem (“unplanned release defects cost you roughly $2.1M last year”), then present the top tier, then the recommended tier. The recommendation now reads as restraint. Never open with your cheapest option — everything after it sounds expensive.
Three-tier psychology
- The middle wins. With a credible premium anchor above it, 55–70% of buyers choose the middle tier. Put your margin there.
- Make “Good” genuinely complete — but visibly lighter. A crippled bottom tier reads as bad faith and poisons the whole menu.
- Cap “Best.” An everything-tier nobody buys still does its job as an anchor, but keep it believable or it anchors nothing.
- Name tiers by outcome, not size. “Assess / Transform / Scale” beats “Bronze / Silver / Gold” — the name should advance the sale.
Seven consultancy pricing mistakes (and the fix)
Build a Good/Better/Best menu for one offer. Inclusions one per line. The middle tier is highlighted as the recommended option in the preview and exports.
Sanity-check a fixed price from both directions: what it costs you to deliver (floor) and what it's worth to the client (anchor). Price in the gap between them — never below the floor, rarely below 10% of the anchor.
Produces a decision-ready internal pricing memo for one offer: willingness-to-pay discovery questions, three price points with rationale, tier recommendation and objection handling.
Clients live in the platform's shared account base (tagged client) — the same accounts you target in GCC Penetration and Executive Outreach. Add one here, or tag an existing account as a client.
Click any cell to cycle its state. The matrix is your whitespace map: every client without a “next-best” marked is expansion revenue you haven't planned.
Every client with a next-best offer marked, ready to action. Generate a full expansion play — talk track, trigger moments and a ready-to-send email.
Structured STAR input — situation, task, approach, results. Numbers beat adjectives: “cut regression cycle from 9 days to 36 hours” sells; “significantly improved efficiency” doesn't. Toggle anonymize if the client can't be named.
Preview renders the client-ready STAR one-pager with DOC and print exports. “Polish” generates a 500-word narrative version plus pull-quotes and a LinkedIn post.
Fill the structured fields; the builder assembles a complete client-ready document — executive summary, understanding, approach, deliverables, timeline, investment, why-us and next step. Pick the offer from your ladder so pricing and promise stay consistent.
Change status inline to track the pipeline. “Punch-up” runs an editorial pass — tighter exec summary, sharper why-us, added risk-reversal.
One row per running engagement. Renewal work starts 90 days out — green means expand, amber means intervene, red means run the save play this week.
Renewals you should be actively working right now. “QBR pack” generates the quarterly-business-review outline — and a save-the-renewal play for anything amber or red.
Click a card to edit it. Health is a leading indicator — move a client to amber the day a sponsor changes or usage dips, not the week before renewal.