I nearly told someone to build a new offer this week.

Like, was halfway through typing the sentence and everything.

“You need something in the middle.”

And then I looked at it and thought… do you though?

Because her offers did have one of those gaps that makes my business-coach brain start getting ideas. Something cheap at one end, something expensive at the other and absolutely sod all in between.

You KNOW the one.

It looks unfinished. Almost offensively so. Like obviously we need to pop a nice £1,500 something-or-other in there and complete the set. And this is where I had to stop myself because, if I’m being truthful, I’ve given that advice before. Probably more than once. Low price here. High price there. Build a bridge. Lovely. Very strategic. Looks a bit like maths if you squint.

Except I hadn’t actually checked whether anybody wanted the bloody bridge. And that’s the bit I’ve changed my mind on.

Say twenty people buy your workshop, click through to the £5,000 programme and don’t buy.

My old instinct would have been VERY interested in that gap. “£5k is too much of a jump. We need something at £1,500.”

Except… based on what?

All we actually know is that twenty people didn’t buy the £5,000 thing.

Maybe they don’t understand why it’s worth £5,000. Maybe they’re completely the wrong people for it. Maybe they want the outcome but don’t want or need six months of intensive support. Maybe they’re nosy and clicked the sales page while eating their lunch.

People do things. None of that automatically means there’s a lovely group of people sitting there with £1,500 waiting for you to invent something. Now, if twenty workshop buyers start messaging you saying, “Is there a way I can get help implementing this without committing to six months?”

HELLO.

Now I’m interested.

Because that’s different. They’re not just not buying something. They’re telling you, in fairly plain English, what they want to buy and currently can’t.

A gap in your prices is not the same thing as a gap in demand.

And that’s basically what I’m looking for in the Opportunities part of the Gold Report inside In Control.

I’m not sitting there looking at your offers thinking, ooooh what else could we sell? Quite the opposite. I would really rather we didn’t give you another thing to build unless there’s a bloody good reason for it.

I’m looking at what your customers have actually been doing. Are people repeatedly asking for the same kind of help that neither of your current offers gives them? Are buyers getting to the end of one thing and asking what comes next? Are qualified prospects telling you they want the result, but genuinely don’t need the level of support in your premium offer?

If that pattern is there, brilliant. Now we’ve got something worth designing around because we already know who it’s for, what they’re asking for and why what you’ve currently got isn’t quite doing the job.

If it isn’t there, I’m not prescribing another offer because the pricing looks aesthetically annoying. We’re going to work out why the thing you’ve already got isn’t selling first.

Much less exciting than NEW OFFER!!!, admittedly. Potentially saves you six weeks building something nobody asked for though, so swings and roundabouts.

I think that’s probably the biggest shift in how I look at this stuff now. I don’t want to start with “what could we sell?”

I want to start with “what are people already trying to buy that they currently can’t?”

Because those are two very different questions, and one of them has a much better chance of ending with something people actually buy.

It’s also why In Control starts before we ever get on a call. I analyse your sales, customers and offers first, so I’m not turning up to the kick-off with a lovely blank notebook ready to brainstorm at you.

I’ve already been looking.

If you want me doing that with your business, In Control is £2,800 + VAT instead of £3,300 + VAT if you apply before 19th August. Places open as the current four clients finish their 90 days.

You can pay £2,800 + VAT in full, or 3 x £933.33 + VAT.

Zx

P.S. If you’ve ever spent weeks building a new offer only for it to sell exactly as badly as the thing it was supposed to fix, you’ll understand why I’ve become a bit twitchy about prescribing another one before I’ve looked at what your customers are actually doing.