6 - Packages, Prices and Punches

Hello and welcome to the video on packages prices and punches. Now you probably know what packages are, you probably know what prices are and you probably have no clue what punches are. So I will explain and by the end of this video you will know exactly what you're selling to your blue ocean audience to the customers that view you as the only option. You will know exactly

how you're pricing it and you will know exactly how you will articulate the value in a way that punches through the resistance to buying. So it's not enough just to have secret treasure and it's actually hard to have secret treasure. So this might be a little disheartening but it shouldn't be because it's yet another way to distance yourself from your competitors. Quote unquote competitors because if you

do this right you won't really have any but it's not enough. It's not enough just to know exactly what your customers lay in bed at night thinking about. You have to package it, price it and explain it the secret treasure in a way that punches through their buying resistance. You see even if you go up to them and say you know I know what you want. You

want full-house rewire jobs. They might say hell yes but how much is it gonna cost. How does this work? How can I trust you? Who have you done this for in the past? Even if you have exactly what they want most people will still have some resistance to buy and we want to punch right through it. Part of that is the sales process which we'll cover in

the next module but the way I teach selling you sell as much upfront as possible. That's why I focus on the first interaction and then engineering the first interaction the first point of contact because by the time you get into a sales conversation the person is typically already sold or not sold. The sales conversation is actually pretty far into the buying process, the psychological process that prospects

go through. Too many people focus on the sales conversation when really the first point of contact and the initial description of your services is so so crucial and when you do it right you can almost not have to sell you can have the easiest sales conversations in the world. If you do it wrong it doesn't matter even if you can be a wizard salesman you can still

lose customers because they didn't have the right first point of contact with you and you didn't knock out their resistance to buying when it was easiest to do so. So it's not enough just to have secret treasure. You have to package it, price it and explain it in a way that punches through buying resistance. So I like to tie everything back into the metaphor. Every seafarer, especially

pirates, need a good right hook. Need a way to knock out this resistance to buying this mortal enemy on the high seas of the market and we're going to give you three. Three right hooks, three punches to knock out resistance to buying. We'll get into that in a minute. This slide was just a picture I wanted to throw in. So look at it. Pow. Three right hooks

to knock out the resistance to buying. Okay we'll explain how to do this. But first I want to remind you in this program we teach you how to be like Apple, like Prada, like Tesla, like Premium, high-end companies, companies that dominate their markets that have loyal fans of followers who view them as the only option that represent a higher level benefit in a lifestyle. Don't be thrift

convenience, we're all purpose. Don't be the convenience store that tries to sell everything to everybody under one roof. We've already talked about how that's a terrible business strategy and it applies not just to your positioning, which we've already worked on with your niche definition and your storm piercer. Now we're going to apply it to your packages and it might be a little different than you think, but

that's a good thing because it is for most people and it will be a powerful shift in the way you look at your offers. So here's how to create packages like Apple, Prada, Tesla, and other premium high-end brands. Brands that are able to attract a loyal following of customers that see them as the only option and charge a premium with high margins and have extremely high quality

products and extremely satisfied customers. There are three pieces to this. The first is you want a minimal, essentialist offering suite. Again, contrast the Apple store with the convenience store. Apple doesn't sell that many things. They sell a couple laptops, a couple phones, and a couple extras like phone chargers and headphones. Not very much if you look at it in this picture compared to the convenience store. So

you want a minimalist, essentialist offering suite and we'll explain why in more detail and how to do that. Second, you want premium prices anchored by high perceived value. So you want to charge a lot for your services. You want to make a lot of money. You want to have high margins and you want these prices to be anchored by high perceived value, meaning the value that your

customers perceive and get because perceived value is value, is just a perception. The value that your customers perceive should be much higher than your premium prices, so that your premium prices make sense. There's just a fraction of the value that your products, that your services actually deliver. So number two is premium prices anchored by high perceived value. Apple product Tesla all have high premium prices. They have

huge margins, but the perceived value is just so tremendous that people don't care. They get more than enough value to justify spending the money. And three, you want powerful, punchy value hooks. And Apple is actually the best for this. If you watch any Apple commercial or look at any billboard or piece of advertising, they're amazing at coming up with these brief little articulations of the value proposition.

Like the iPad or the the iPod, excuse me, when it first came out, was a thousand songs in your pocket. That's just an amazing way to articulate the value proposition in one short powerful punch. And we'll talk about more ways to do this, but you want to have powerful punchy value hooks that knock out any of this into buying early on in the buying cycle in the

buying process. So that's how to create packages like Apple, Prada, Tesla, and other premium brands have a minimalist essentialist offering suite, have premium prices anchored by high perceived value, and a powerful punchy value hooks ways of articulating the value that your services provide. Okay, let's start with your minimalist essentialist offering suite. I want you to have three offerings as the base of your offering suite, just three,

bare minimum, happy medium, and maximum. And you don't have to name them this. In fact, you shouldn't. But this is the mental labels that you should put on them. Bare minimum is the bare minimum that you could provide in order to deliver the core transformation, the core secret that your business is positioned around. Happy medium is the bare minimum plus some extra plus a significant value add

or two. And the happy medium is what most people will buy. And the maximum, this is all out. This is what if you just wanted to deliver the most insane results possible pack everything into the package, charge a premium, charge very high prices, and deliver everything. I want you to have just these three offerings. And that doesn't mean it's all you can offer. We'll talk about upsells

about additional offerings later, because depending on your business model, they might be relevant. But here's why, here's why we only have three offerings. When consumers have too many options, they're less likely to choose one. First of all, they're more likely to be indecisive and waiver in the sales processor on the sales call, and not know what to pick. Too many options creates resistance to buying and indecision

ends. And this is the crucial one. They're more likely to be unhappy with their choice, because they'll constantly think about what if I had chosen that or what if I'd chosen this combination of services. And what about that? If there are too many options, the consumers are less likely to choose one, and they're more likely to be unhappy with their choice, even after they've chosen. That is

why we offer three core service tiers. Now, most people, as I mentioned before, will choose the happy medium. Whenever you have three packages or three services, three products, with varying prices, most people will choose the medium one, the medium one, I think something like 60 or 70% of people, but I don't remember this statistics, but something like that, we'll choose the medium just because it's sitting, it's

sitting nicely in the middle. That's why I call it the happy medium. That's how most people's brains process it, not too expensive, not too bare, just right. Now, some people will buy the most expensive regardless. I do this a lot. I'm one of these consumers, and there are lots of them. They often tend to be the most successful clients, because they'll just come in and say, give

me your best. I don't care about price, price is no option, I want you to blow me away. And they'll just buy your most expensive package, almost regardless of how much it costs. You know, it can be a factor of 10 times more expensive than your happy medium package in some cases, and they'll still buy it. And some people will be begging to work with you because

you've positioned your business around their one biggest secret. They'll just be dying to work with you, but they'll only be able to afford the bare minimum. And that's where you have it. So you don't have to turn everyone away. You will be turning people away. Don't get me wrong. Most people, anybody who's not a good fit for your niche. But if they're a good fit, and you

think they'd be an awesome client, but they just can't afford anything, except for the bare minimum, then we sell them the bare minimum. So that is how to create a minimalist essentialist offering suite. I'll get into pricing in a minute. And the key thing to remember here, because this might seem like, it might seem really simple. It might seem like, well, this is, this is, you know,

my, my work is complex and there are a lot of nuances and it varies, you know, I like custom tailored packages. But here's the thing, customers only benefit from your work when they buy from you. And if you're missing customers, because they're indecisive, or if customers are unhappy later on, because they're not sure if they chose the right thing, then it doesn't matter how custom tailored your

services doesn't matter how many options you had at the beginning. All that matters is that you deliver outcomes to customers, deliver transformations, you solve problems for customers. And selling three core offerings is the best way to deliver the most transformations for the most customers. Now, when we get into operations, we'll also see why this is incredibly important for scalability. If you have to create custom plans, or

you have too many different packages or service offerings, it's going to be hard to scale, because you're not going to have a replicable value delivery system, you're not going to have documentation and a system that can just deliver your offerings, you're going to have to customize it and tweak it. And it's just a whole mess. Having just three offerings makes it easier for you, easier for the

customer. And it's a huge win, win. Complex packages suck. I want you to think about this is my favorite example, a Chinese food menu. Whenever you go to, you know, a standard Chinese food place, you'll get this huge, huge menu, enormous, just page after page of all these things, half of which you don't even read through. And you just pick something, but you know, you never, you

never can know if you picked the best thing, if you pick the right thing for you, you just kind of end up picking something, unless you've tasted everything on the menu. And you know that your favorite is kung pao chicken or something, I don't know. This is the perfect example of complex package. And guys, most agencies are like this, you come into them and they have this

whole suite, you can do this, you can do this, you can mix and match these, you can do this in this and this. And they think that they're being kind to the customer, but they're not, they're making their life extraordinarily difficult. And what happens when you go into more premium, higher-end agencies, is they'll direct you into exactly what the best fit is for you. And they'll give

you a couple options. Because they know best, they won't let you dictate the terms, they'll just give you a couple options and you pick which one is the best fit. So contrast this Chinese food menu with the menu at an extremely high-end restaurant. Often when you go to high-end restaurants, they won't have that many options, they won't have that many appetizers, they won't have that many menu

items. Those have a couple and you can't customize them, you can't ask for them, you know, with a different sauce, they come as they are. And you're either eating there and picking one of them or you're leaving. That's how a lot of high-end restaurants operate, that's how your business is going to operate. Complex packages suck. They make life harder for you, they make like harder for the

customer, the customer has more difficulty choosing, they're more likely to be unhappy and you just have to scramble and deliver something new and you're always going to have difficulty scaling. Complex packages suck. Now I want to touch on something because packaging can take some work, it can take some iteration, it can take some testing. So the rule of thumb that I want to give you is premium

package creation is fluid but never fuzzy. In other words, your packages will constantly change while you're in the early stages and probably even later on you'll always be adding things tweaking them, making them more valuable. But you'll be tweaking the three core offerings, you won't be adding more services, you'll just be making them better. And so they'll naturally change, they'll naturally iterate, maybe your first iterations will

be pretty wrong and you'll test it and you'll figure out they need something different or you need to deliver the value a little bit differently and they'll constantly evolve but they should never be fuzzy. This is just like your legacy statement which we will talk about in our future video. You should always have packages and they should always be well defined but they can constantly change. So

they should be fluid, adaptable, iterating but never fuzzy, you should always know what they are in their current form. Premium package creation is fluid but never fuzzy. Now prices, I want to give you a rule of thumb for prices as well. Prices should hurt a little. They should, they should sting a little because when a price doesn't sting, the person doesn't value it as much as they

could. Now we don't want to bankrupt people, we want prices to make sense. They should be no-brainers given the value but they should hurt. You know let's take an iPhone and I know some people watching this might disagree that iPhones are worth the money. Certainly a valid opinion but there are a lot of people who think they are worth the money so it's a good example because

value is subjective of course. The price of an iPhone for most people hurts a little, it's pretty expensive but they buy it anyway because they receive enough value. Same for, you know, to go back to another example, product prices certainly hurt a little for people who are not used to bad-hand shopping and even for people who are. But if you're shopping at product, you respect the value

enough. So your prices should hurt just a little but they should be no-brainers given the value. They should be absolute no-brainers and the customer should be dying to say yes. So we'll talk about how to engineer this. Now the one other thing before we get into pricing that I want to mention is why retainers are the best engine fuel. Tying this back to our analogy, you know,

cash flow, clients are the lifeblood of your business. They're the engine fuel that's powering your engine and generating your momentum and retainers are the best engine fuel. The healthiest core package suite is based around monthly ongoing retainers where you deliver value month after month to customers and keep them on for an average of about a year. That's what we're going to try to engineer. This means that

you found a way to deliver irreplaceable value on an ongoing monthly basis so that if they cut you off, they cut off an essential part of their business. They lose this secret. If they truly entrust you with a secret and you can deliver their secret on an ongoing monthly basis, then you have an incredible fuel pouring into your engine. So here's why retainers are the best engine

fuel. Retainers increase your customer lifetime value. Instead of customers just buying, you know, $2,000 worth of services from you, they'll start buying $2,000 per month of services from you, meaning if that were all they bought from you, your average customer lifetime value just went from $2,000 to $24,000 by creating retainers. They also minimize revenue fluctuation. A lot of freelancers or even agencies are on this feast and

famine cycle where someone still do $1,000, someone still do $10,000 and lead gen can fix that, but retainers actually can fix that even before we talk about lead gen. Retainers can just fix revenue fluctuation because you get a client and they stay on with you for months. So it's just your revenue looks like a staircase instead of a rollercoaster just goes up and up and up with

every new client. You don't have clients dropping off as frequently. And finally, and this is actually the most important. Retainers ensure that you're actually providing continual essential value to your customer instead of hopping around and selling many customers full of gold. And I've seen this and this is ugly. So what do I mean by this? Well, in order to sell a retainer and keep a customer on

for a range of 12 months, you have to be doing something extremely important to them. They have to have entrusted you with secrets. You have to be delivering something of immense value to them. Now, if you have trouble selling retainer packages, the brutal truth is that you might actually not be selling something that's that important to them. I see this a lot with designers in particular, they'll

try to sell ongoing design retainers. And if they don't position it right, if they don't, you know, position design as the solution to a secret to the secret to a fundamental need problem pain in the business, then the companies like, why would I need a designer on retainer? I'll just call you when I need to sign work. And this happens in many different business models design is

one example, retainers web, or excuse me, web development is another example, videography, another example, even copywriting. And feels like funnel building in some cases, you know, why, why would I need you to manage my funnel? Why can't you just set it up? These are the sort of questions that businesses will ask if you're not actually providing the right value. You know, you need to, you need me

to manage your funnel because I'll keep it at 10k per month. You need me to keep doing your web development because it gets you more full house, your wire jobs. If you cut off the web development, cut off your full house or wire jobs. If you're having trouble selling retainers, the brutal truth is that you might not be selling something valuable enough. And I want you to

be selling something valuable enough in order to have a storm pierce or in order to have a business that can weather through the storms of the market that can weather through various unexpected events. In order to have a business that your customer's view is the only option. And just rave about you have to be able to provide ongoing value. You have to be able to sell something

that is extremely valuable. Now, maybe your retainer won't be 12 months. That's just an average, but. Creating retainers. Allows you forces you to deliver secrets on an ongoing basis. It forces your business to become irreplaceable. The only way that you keep a company on retainer for 12 months is by providing an irreplaceable part of that business. And that is also the only way to have a storm

piercer business. Now, I want to talk briefly about the opposite because I've seen it and it's ugly and it's actually not, in my opinion, the most ethical way to do business. And it's certainly not the most valuable. And this is you just take your functional capability and you just sort of sell it to people. So this is what a lot of freelancers do. They're just copywriters, right?

Or they're just videographers or, you know, web developers, whatever, we've already mentioned, you know, you know, all the standard categories are typically site. So what these people do is they just say, you know, I'll give you web development, et cetera. I'll give you videography. But because they don't offer retainers, because they typically don't understand secrets, they don't take care to make sure that their services actually solve

the most important problem for the business. They just try to, you know, extract cash from it. Oh, you know, this business thinks they need a website. So I'm going to sell them a website. I'm going to take cash. But I know that what they actually need is lead generation or a funnel. That's actually a little bit unethical, in my opinion. A lot of people do this and

they sort of pull wool over the heads. You know, there are a lot of new, for example, brick and mortar businesses who were just delving into the web and they think, you know, I want customers online. So I just need a website and they call up a web developer and they say, I need a website. And the web developer just goes, okay, $3,000. Let's go. And they

pay $3,000. And then guess what? Nothing happens. They don't get any customers from it. And then they're pissed and they're frustrated and they call the guy back up and they say, why isn't, why aren't I getting customers? And they say, Oh, well, you need traffic and you need some SEO. You need some, some Facebook ads and you need some content marketing. And the guy goes, then why

did you sell me a website? You know, he goes, well, that's what you asked for. The most valuable businesses aren't like that. That's, that's not the best way to do business. You want to always act in the best interest of your customer, which means in some cases, telling them they're not a good fit for your service. And in all cases, telling them what you think is the

best option. So creating retainers forces you to become valuable enough to a business. And it keeps you from selling full gold and just hopping around from customer to customer and not actually making an impact on the world. So many freelancers do this. They're just hired guns that do whatever the customer tells them, even though the customer doesn't actually know what they need. You are the authority. You

are the product of the Tesla, the Apple. You know what they need. You know their secrets. You know exactly how to deliver them. And you give them their secret treasure. You keep them on retainer because they entrust you with an irreplaceable part of their business. This is the single biggest reason why retainers are the best engine fuel because they force you to become irreplaceable. They force you

to become a storm piercer. Okay, let's talk about pricing. So I'm going to give you some starting points for pricing. And this is variable guys. This depends on the industry in the niche. So the pricing is just a rule of thumb. So let's start with your minimum tier. And I'll explain why this has hidden. Typically, when I sell something, I won't mention the lowest tier, unless the

person can afford the middle tier. I'll start by mentioning the highest in the middle tier. And then if they just can't afford the middle tier, then I'll say, well, you know, we do have this option for special cases, because I only sell my minimum tier in special cases. Now this might not be your business model. So the hidden part is optional. In fact, you should probably experiment.

But what I've found is that often, even if the happy medium package is the best fit for people, there's some percentage that will just slip down and say, okay, well, I want the cheapest. When in reality, they'd get the most value, the best fit is the happy medium package. So what I've done for my business is reserve that for special cases, because in most cases, the happy

medium package is the best fit for people. If I see somebody who is really a good fit, but just can't afford my happy medium package, then I'll say, okay, well, you know, you sound like you might be a special case. And I do have this package for people who qualify in special cases. So that's optional. That's the way I do it. You can experiment. So let's go

through your packages and just break them down. And I'll give you rules of thumb for pricing. So as I said before, the minimum package, your bare minimum is the absolute minimum service you could provide that would still deliver the secret of the business that would still deliver the three core transformations, the three punches of value that we'll talk about in just a minute. What is the bare

minimum service that you could provide that still delivers their secret? And the starting point for this is typically around 1k per month, $1,000 per month. That is the lowest that you should go. You should not go lower than that. You can go higher than that. 2k per month could be an example of a minimum. I've clients as high as 6k per month or greater. So you can

go quite high with minimum packages. But the starting point is 1k per month. You shouldn't go lower than that. Next is is happy medium. And this is what most people will pick. So think about what should your most commonly bought product provide? What is it that most people will benefit from? What will your typical value delivery look like? And this should include everything the minimum offer has,

but it should also include significant added value. This is what most people will buy. And the starting template for this, the starting point is 2k per month, around $2,000 per month. Again, you can go higher, but I wouldn't go lower than that for your happy medium. Finally, your maximum. What is the absolute maximum that you could provide to deliver them? Just absolutely insane, mind-blowing, unforgettable results. And

the starting point for this is 3.5k per month. Now that's low. This can go as high as 10k per month, even 20k per month, depending on your industry. I've often seen 5k per month or 8k per month or something like that. Because as I said before, a lot of people, the people who buy this are often the people who just buy whatever the most expensive packages. So

you can often make it quite expensive and deliver them a ton, just a tremendous amount of value. So these are the three price ranges we should be looking at. And we'll give you feedback on this in the group and in something you'll test. Again, your packages are fluid. Never fuzzy, but fluid. So this is something you can play around with, but these are good starting points. Okay,

now I want to talk about upsells. On top of your base product suite, you can have upsells to add on a per project basis. You know, this is kind of like selling a phone charger along with an iPhone. It's not the core product, but it's something valuable that people ask for. And in many cases, need. Well, in the case of an iPhone, you need one. So maybe

it's not the best example. Upsells are optional. But here's when you use upsells. If after your packages are created, you still have your brain going, you know, but you know, they what if they need this? They usually ask for this too, or in some cases, they need this too. What if they would buy this also? What if they're in this particular situation? If your brain is just

going off left and right with with possible contingencies, then you might need one or two upsells. I wouldn't have more than three upsells. These are things you could do on a per project basis. And I'll give you an example of this. Different hunger media offers three packages, three tiers for millennial impact strategy, filter on content packages and consumer insights and crafting strategy. But an upsell they have

is they'll actually film something for a company that showcases the positive impact the company has in the world. And this is not included in any package, but it's an upsell that businesses often find extremely valuable. Now, I want to clarify something crucial about upsells. Do not create upsells out of fear of missing out out of fear of focus. Don't create them because you just want to still

find a way to sell everything you sell right now. That is not the reason to create upsells. And for that reason, I typically recommend most people start out without upsells and later add them in when customers ask for them repeatedly. So only only create upsell packages. These went off upsells when they genuinely add value to your customers and fall perfectly in line with your store abuser. They

shouldn't come out of left field and be unexpected. They should make total sense. They should be things the customers ask for. Identify things that your customers really want. So to summarize, on top of your core product suite, you can have upsells. But only when there are things that your customers ask for consistently, they fall in line with your storm piercer and they genuinely add more value to

customers. You should not use upsells because you're afraid of slimming down your service offerings. Okay. Now let's talk about punches. So what are punches? Well, punches are super important because your business now has a blue ocean and has a storm piercer, it has a niche, and you have a secret. Hopefully a couple secrets, but one big a secret that your business solves. Now, punches are the three

core benefits that your business provides. And these should ideally correspond to the three most most treasured secrets within the one big secret that you solve. So you should go your business solves one big problem. And in order to solve that big problem, you solve three smaller problems that are still painful and important. So it's like a pyramid one problem on top three problems beneath. Should have a

picture of a pyramid, but that's okay. Then you want to articulate the three benefits in a way that that punches their resistance in the face. Here I wrote punches them in the face, which is another way to think about it. You want them to just be shocked by the value. When they hear the benefits, they should think, where have you been all my life? Where have you

been? I need you. I need this. This is amazing. That's how they should react. You want to punch them in the face of value and knock out the resistance to buying. And for each benefit, you want to come up with a transformation story that demonstrates this benefit in action. This works best if they come from mass clients from previous success stories, but outside stories work also. So

I'm going to give you an example. These are the punches for ZenOS. ZenOS helps purpose driven entrepreneurs conquer overwhelm, scale beyond six figures, and build a legacy. So these are the three punches conquer overwhelm, scale beyond six figures, and build a legacy. If I say that to the right person, you know, an entrepreneur who's just hugely driven by impact and focus, but they're on a hamster wheel

and they're just overwhelmed by everything and they're just barely at six figures and they don't always make six figures, but they really want to make an impact. If I tell them, oh, well, I can help you conquer overwhelm, scale beyond six figures, and build a legacy. They'll just water at the mouth. They'll say, yes, sign me up. I'll pay whatever. These are my three punches. These drop

naturally out of legacy building and the overarching positioning of ZenOS. Now, another example, we'll use different hunger media. Different hunger media helps emerging brands attract, retain, and understand millennial customers. So very simple, attract millennial customers. A lot of businesses struggle to attract millennial customers. They don't even know how to get their attention in a positive light, retain millennial customers. Many businesses know how to sort of hook

the attention of millennials, but they just lose them. They don't know how to keep them and retain them into loyalty. And three, understand millennial customers. How can they make sure that understanding them is not just luck and create an demand and actually put themselves into the shoes of millennials instead of just sort of swinging in the dark? These are the three core problems that fall out of

millennial impact strategy. This is what millennial impact strategy is. You can think about the pyramid with millennial impact strategy on top and then underneath the track, retain, and understand millennial customers. Now, each punch needs a story to back it up, and this just comes down to persuasion and being able to articulate why the punch matters. So it's social proof. And it's also storytelling. Human brains latch onto

stories. So as I said before, the best stories come from previous clients. For each punch, you should pick a client that achieved that transformation and tell their story. But and this is crucial. Only share the parts of their story that are relevant to the punch. Nothing more. If I'm telling a story about somebody who conquered overwhelm, I'm not going to talk too much about their legacy. I'm

just going to talk about their journey from overwhelmed to having Zen call. If Matt is talking about a business that learn how to retain millennial customers, he's not also going to talk about, you know, how they attracted them and then how they understood them, not with this structure. He's going to simply talk about, well, they had some millennial customers, but they were losing them and we showed

them how to retain them. And this is how. So keep your stories focused. Only include things that are relevant to that specific punch. Otherwise, the client, the person, the prospect will get distracted and will easily lose the court point. Now, if you don't have any previous client stories that showcase a specific punch, which can happen when you're pivoting or when you've just defined your storm piercer and

your blue ocean for the first time, then just research research to find any story that showcases it. You know, you can use big brands. You can use bigger companies. You can even use, you know, metaphors, if you want. But I recommend specific stories and if you do research, you'll be able to find something and use that as a stand in until you have a client story. Client

stories are the best, but especially if you mention well-known brands, like mentioned, like Chipotle or Apple or something like that, then they'll pack a powerful punch in terms of social proof and storytelling. And finally, as you get better at sharing these stories, so you'll share these when you talk to people, when you write copy, et cetera, they'll naturally become more fluid and powerful and they'll just sound

more natural. They'll sound more perfectly crafted. They'll just flow out of your mouth. So write them out to start. It'll go through that in the worksheet, then practice them with your friends, explain what your business is to your friends, practice them with your prospects and practice them in your messaging when you talk about your business and what you do. These three punches and their corresponding stories will

define what your business offers. This pyramid, this triangle with your storm piercer at the top and your three punches on the bottom defines your business. And once you've defined this, once you have your big secret, your storm piercer, your blue ocean and then the three core problems and solutions that you provide, the three core transformations, three punches, it gives you such clarity. You can talk about your

business and make decisions about your business and think about your business in such a simple, clear and powerful way that I sometimes wonder whether the bigger benefit of this exercise is for the clients or you because as much as it helps the clients understand what you do and buy into it, I think it might actually help you more. So it's an incredibly powerful exercise just to help

you think about your business and what it does. You're actually setting boundaries around your business, what it does and how you explain about it. And that term boundaries is going to come up in the next module to crucial pieces of NOS, but for now you just need to know that you need a pyramid with your blue ocean, your storm piercer on top and then your three punches,

your three outcomes, your three transformations on the bottom and stories to back them up. When you've completed the worksheet that goes along with this video, they're actually, no, there's just one worksheet. When you've completed the worksheet, post your packages, prices, punches and punch stories in the Facebook group for feedback. And we'll give you feedback on all of it. And all of this stuff, this stuff in this

module needs to be tested on the the battlefield, so to speak, on the playing field. So we'll give you initial feedback, then you'll go out and test it, you actually sell some stuff, you actually tell some stories, and then you'll get better, you'll come in and pivot. So you might end up posting a couple times more than once or a couple times in the group. And that's

okay. You want it to be fluid, you want all these to be fluid, but never fuzzy. So that's it for this video. I know it's a long one, but it's crucially important because now you know how to create packages, prices, and punches like Apple, Prada, and Tesla. How to sell stuff in a way that makes your customers water at the mouth. And how to build a loyal

following of rating customers who love your services because they solve their deepest, darkest secrets. Go out there and create some packages, prices, punches, and share them in the group.