Hello everyone. Daniel Turner here, and welcome to offer optimization. Now that you understand what you need to have an offer that converts from lesson one, in this lesson, we're gonna sharpen your offer. Sharpening your offer is just like sharpening the tip of the spear for your AI service, which is how you're gonna pierce through the market to dominate your niche. So let's get into it. When it comes to offer optimization, there are ten core levers you need to sharpen your offer. Every lever here matters, so make sure you're clear on every single one. Let's break them down. So the first one is you need to identify your perfect prospect. Who exactly is your offer for? You need to define them so clearly on their demographics. Right? The industry, the age, the gender, the profession, the psychographics, their goals, their pain, their mindset, the context, the revenue stage, the team size, the business model. So you needed to find them so clearly on exactly who they are. An example here is an agency owner is doing twenty to fifty k per month who wanna remove themselves from delivery. So the clearer the picture, the more aligned your offers prospects, the better it's gonna convert them. Now the second one here is you needed to find the core problem. So what's the main problem you're offering to solve? Not a list, one specific problem. Example here is I can't scale because I'm stuck in delivery, if we're taking this example here. Right? So the more specific the problem is, the more aligned your offer will be. Third one here is you need to define the core outcome. So what is the specific outcome your offer delivers? So you gotta be crystal clear. Strip it down to the clearest possible statement of value. So if we take that same example, here it would say, we automate your delivery admin so you can work on the business, not in it. So these agency owners, they're stuck in the weeds. Right? They wanna be able to focus on strategy. Now in terms of the outcome, as we know, this is the backbone of your offer. Everything else is built around this. So how you bridge their problem from the outcome is by defining your delivery mechanism. So your service is a mechanism. What are the three to five simple steps you walk your prospects through to get the result? Because the process is stronger than a pro promise because they can see it. Right? So if we take an example here that you offer to automate entire content calendars creators, you have to break that down so that they can see it. So the delivery system here is day one, we identify your brand's tone. Day two to four, we build your content engine. Day five to six, you review thirty days of prescheduled post. Day seven, we launch and monitor engagement. So you've just broken this down and you can see it. Right? You can visualize it. You know exactly how they're gonna get what you're offering. So your customers need to see the road map. This is what builds trust and conviction in your AI service. The fifth one here is to articulate the ROI. So why should your prospect act on your offer? Here, you need to make a sharp contrast. So ask yourself, what will their business gain? Could be more profit, time, leads, freedom. And what will their personal life also gain? So less stress, more time with family, status. So then ask, what does inaction cost them? Because the biggest thing you're competing with in b to b is the status quo. Prospects choosing to do nothing. So an example on how you'd make a sharp contrast is no more whatever their problem is at nine PM on a Friday night. They're thinking about those painful times on a Friday night. They've finished work, it comes to the end of the week, and they've got to stay up late to fix that problem. That's the contrast. Or get your weekends back. We'll take care of problem. They'll think about all the weekends they've spent working and how you're going to relieve that problem. That's the contrast. That's articulating ROI. So the status quo is your biggest enemy, so make the cost of doing nothing feel painful. The aim of the game is to make the cost of inaction heavier or more expensive than a cost of action. Now the sixth thing here is you wanna price for leverage, not in security. So underpricing is a self imposed ceiling. Most AI founders price their services far too low, not because of the market, but fear. Now we talked about the pricing philosophy in lesson one. When it comes to services for businesses, price communicates value. So don't go don't price cheaply. So your job is to price in a way that one, reflects the ROI you offer, two, builds margins into your business to support your growth. So think, what do I need to charge to hit my revenue target sustainably? And then also think, what what price reflects the transformation I'm delivering from their problem to their outcome with the delivery process? Price is positioning, so you need to charge accordingly. Now the seventh one here is price to signal quality. This goes into the six points. So high price equals high perceived value like I mentioned. So use pricing strategically to attract higher intent buyers to signal exclusivity or premium positioning and to create enough cash flow for you as an AI founder to deliver results and support business growth. So an example here is like, okay, if I charge ten ks for this offer, what would I need to add, remove, or enhance it to make it worth it? Because that's your new service road map. Price high. Now the eighth one here is to optimize for the growth stage. So your price is not permanent. It evolves with the business. So in the early stage, you may need to price for fast traction, early testimonials, and validating your service. If you do not have enough clients and enough reviews and enough testimonials, then sure, maybe price a little bit lower. But in the later stage, you wanna price for margins. As you continue to deliver for more and more prospects, your service delivery increases through experience. So you wanna gradually increase your price. Alright? So price is a strategic lever, not a fixed number. So just as you offer market and brand growth, like I mentioned. The ninth one here is benchmark against competitors. So knowing the pricing landscape is important, not to copy, but to know when not to play small. So think, who else serves this market, and what are they missing that I provide, which is usually your experience of your unique selling proposition. Then price in a way that reflects your edge. Right? And the last one here is to reverse engineer your targets. So set targets then price backwards. So what I mean here is think, okay, how much do I want to make per month and how how many clients can I realistically serve? So example is if your goal is to make twenty k per month and you can serve four clients, well, your offer needs to be five ks. That's how you dictate your price. What do you want to make? What can you service? And then that is what you need to price. So use this to bake into your office structure and pricing model. Don't guess designer. Alright, so the next steps here is I've added this worksheet. Now before we move on to lesson three, if you could please fill out this worksheet. There's only eight questions, and it shouldn't take you longer than ten minutes. But this clarity is how you're gonna price with confidence. Right? This isn't busy work, so the confidence is key. Confidence sells. If you know exactly who you help, the outcome you deliver, the problem you solve, you have your delivery, process, you're gonna be able to charge higher. Right? So make sure you have that clarity and you fill out the sheet. So summary here on offer optimization: use these ten leavers to sharpen your offer. This clarity on the value of your service will give you confidence in your offer. So confidence in your offer leads to confidence in your pricing. Right? Now up next, we've got, honestly, my favorite lesson, inside the program and it's gonna be offer secrets. I'm incredibly excited to be showing you this lesson, so I'll see you there.