Are Your Customers Confused By Your Offers?

In this episode, Tara breaks down the challenges of building offers that don't match your value ladder. Using a client as an example, we explore 2 different approaches to use instead of making up something that will potentially serve 1 person but doesn't allow you to scale.

About Me:

Hey, it’s your host, Tara Bryan. And I am on a mission to help more business owners learn to infinitely scale their businesses by leveraging the power of online without sacrificing the customer experience or results. 

I like to geek out on all things business strategy, marketing, interactive digital and user experience. This podcast is all about what is working, lessons learned and actionable tips to create and grow a thriving online business. 

Join us each week as we dive into different strategies, tactics and tips you can apply immediately to your business.

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Mentioned in this episode:

https://taralbryan.com/step/15-learn-to-scale-call

Episode Transcript

Tara Bryan (00:01):
Welcome to today's episode of the course building
secrets podcast. I am thrilledthat you are here today. Hey, in
this episode, I want to talkabout your offers. So here is
the, the biggest challenge thatpeople have is not so much their
core or signature offer, it'sthe next offer. And usually,
that's a sort of sort of somesort of back end continuity

(00:24):
program, some way that you're,you're helping your customers
continue the experience. Andhere is the biggest challenge
that you have most of the timeis that if you aren't doing an
awesome job of teeing up theoffer and the value and sort of
the why that somebody needs tokeep moving forward, and what

(00:46):
that commitment looks like, thenwhat you what you tend to,
here's why I can't afford that,or, you know, I can't, I can't
do that right now, I'll do it inthe future. So I was working
with a client the other day, andthey're struggling with this
very issue of you know, theyhave a continuity program on the
back end, it's a high ticketprogram. And it is one that, you

(01:11):
know, is a commitment for theirpeople to continue working with
them. And they weren't gettingthe actual traction that they
wanted as they were movingforward. And so what happened
was, we're gonna do a super lowoffer for the people who
couldn't afford the real offerthat they had. And it was a

(01:31):
significantly lower price point.And so they had this lower price
point, and then the price pointthat they wanted people to pay
for the continuity program. Andthe challenge becomes, why would
somebody pay the full amount ifthey're getting the same access
to you and to the program? Andall of the things that are in
the continuity program at thisdiscounted rate? Like what's the

(01:54):
incentive for them to actuallyjoin the full program? So before
you make a decision on Well, I'mjust going to add a lower ticket
option so people can continue, Ifeel bad that they're not able
to pay or whatever the questionbecomes, how do you make sure
you're not cannibalizing yourcore offer? And so the very
first place that I have peoplestart is look at your offer, is

(02:19):
it? Are you showing the valuethat your offer has, right, so
if you haven't, at a certainprice, price point, don't just
like make up a price point andput it out there, you have to be
really confident that the valuethat you're giving is, you know,
oftentimes 10x, what the priceis that you're charging? And if

(02:40):
you can show that to people, andyou can show them the price, to
not joining right, like how muchis it going to cost them to not
join? And how do you relate itto something else, a lot of
times, you could be like, well,you know, you could go back and
get your MBA for $40,000 a yearor whatever it is. Or you can

(03:02):
join this right, like that's athat's a comparison pricing,
value stack. Or you say you'regetting all these things where
they feel like they're getting adeal at your price point. Or
they feel like, if they're notdoing it, it's going to cost
them time it's gonna cost themin something else, right. So
work on that language first. Andthen if you still want to do so,

(03:28):
lower ticket option for peoplewho maybe can't afford it, I
would recommend somealternatives. One is, and this
is sort of what we had talkedabout what the client is
creating a bridge offer, right?If they're in transition, if you
know, the first part of what youhave, you know, the first
problem you've helped them solveis to move from, you know, a to

(03:49):
b, but you really want them toget to C. And between B and C as
you know, like there's kind of alaw and income or there's a law
and something, then maybe youjust create a bridge that has a
limited amount of time thatthey're able to pay that amount,
that lower amount or and theyhave less access. Because at the

(04:11):
end of the day, you want todrive them towards the highest
value offer where you're giving,you know, you're giving the real
experience, right? You don'twant to have multiple people in
multiple different versions andat price points because then it
just gets too muddied and youcannot then lift them out of one

(04:32):
and into the other. And so youcould create that bridge offer
that that's, you know, limitedby time limited access. So that
then they're still incentivizedto join the core continuity
offer. That's one way to do it.The other way to do it is you
could keep the price point whereit is and provide a scholarship.

(04:54):
Have them apply for ascholarship. Why is it that they
can't afford the program and andyou offer a couple of
scholarships each cohort, oreach time or whatever. And what
that does is again, it putspeople in a place where they
have to ask for it, they have toapply for it. And you grant them
access to the program, again,maybe not full access, but to

(05:15):
grant them access to theprogram. And then they're able
to join when they're ready tojoin. And so by doing that,
again, you're you're drivingthem towards the actual offer
that you want to do. And thesimplicity of that helps you not
only manage it, but it alsokeeps you in strategy for making

(05:36):
sure that you're notcannibalizing your offer, you're
not confusing your buyers, yougive them too many choices, they
don't know. And naturally,people want the best deal,
right, they want to pay the lessthe least amount to get the get
access to get into the programto get whatever right and so
just be really careful when youlook at offers and you look at

(05:59):
adding kind of additionaloffers. Or the second thing I'm
gonna say is random offers rightlike one off offers for like
this one random person who cameto you with this, you know,
specific reason why X y&z Right,like, the more you go off and do
customized solutions, the lessyou're moving into actually

(06:24):
growing and scaling the programthat you want to scale, you want
to bring people to you who wantsto pay, who wants to be a part
of it, and who are going toparticipate, you don't want to
convince people that they shouldjoin, right. And so if you're
spending all of your time onthese ad hoc, like one on one
off requests, because you wantto accommodate people, the

(06:48):
question becomes, you know,like, who's in charge, right?
And, and so staying true to youroffer, believing enough in your
offer, and the value and theexperience or giving people
actually does better for you asthe business owner, right,

(07:08):
because you're not trying tofigure out how to customize all
these random requests, whichgets very confusing very
quickly, and becomes anadministrative nightmare. But
it's also gives a very cleardirection and experience to your
people. And so, a lot of timeswe think, Oh, well, we really

(07:31):
want to help them by customizinga new offer, or giving them this
extra little thing or bringingthem in early or whatever. But
it actually doesn't serve them.If you do that, right. What
serves them is when you say hereis the approach, here is how it
works. And here's how I know Ican guarantee success. So come

(07:55):
on in and do this, if you wantto do it different, you need to
go find someone else, it's goingto free you up in lots of
different ways, right, theenergy of having to manage it,
the effort. And at the end ofthe day, when you look at the
bigger picture, nine out of 10times it causes more chaos than

(08:16):
it's worth. So there you go.That is my quick building secret
for today is when you look atyour offers, especially that
second back end offer, make surethat it's clear, and you believe
in it, and you can help drivepeople into it. To help them get
success, the more you monkeyaround and try and customize it

(08:38):
because you know, one person hasa request or they can't afford
it or whatever else. Instead ofstarting with creating something
to match what their request is,think about how you can change
your, the way that you'reexplaining it the way that you
have positioned it and and howyou can get better at that so

(09:03):
people know exactly what they'regoing to get when they come in,
and why they need to join at theprice point that everyone else
is at. Alright, there we go.Hopefully that serves you if you
have questions about this, oryou want to talk through your
offers, like if there'ssomething kind of funky about
what what you've been doing andyou've found yourself in a
position where a lot of myclients have found yourself in a

(09:25):
position where you have the yourcore offer. And then you've got
all these people who are doingkind of different things. Give
me a shout We this is one of thethings that we help people do
and they simplify their systemssimplify their process and
simplify their offers so thatthey can provide the best
experience for their people. Andso let me know if you want to

(09:49):
talk through that. There's alink to get on my schedule.
Somewhere in the podcast. We'dlove to talk to you about that.
Alright, there you go. Have agreat day.