8. •1h: Initial meeting with new lead.
•30m: Followup phone call meeting.
•1.5h: Project scoping meeting at our office.
•2h: Write proposal
•30m: Followup meeting a few days later
Here’s the problem…
14. • Listen. What is the project, and what does the client think should be done? (Your
competitors do this)
• Identify the trigger. What event, or series of events, brought this project to life?
• Highlight the problem. What problem lied at the bottom of this trigger?
• How painful is the problem? What effect does this problem have on the
business?
• What’s the cost? What impact has this had on the client’s business
• What should tomorrow look? If this problem went away, what would tomorrow
look like?
Step 1: “Socratically” get to the root of
the problem.
15. • Start by identifying the client’s revenue model, and work backward to find out
how you’re able to make a difference
• What’s the average value or impact of what you can control? (leads, sales, opt-ins,
workflow overhead, etc)
• Figure out how you can optimize that, and use back-of-the-napkin math to figure
out what that means for the business
Step 2: Identify the project’s Financial
Upside.
16. • When you ultimately present your price, it should be the cost to go from here (the
“today” they told you about) to there (the “tomorrow”)
• This price won’t exist in a vacuum. It’ll be pegged to the financial upside we’ve
identified with the help of the project lead
• Offer packages, and price and package these offerings based on “completeness”
• Packages provide “A or B (or C)” vs. “Buy or don’t buy”
Step 3: Anchor your costs around that
upside.
17. • Your proposal is the summation of the problem behind the project (identified via
Socratic questioning) and how you can solve the problem, along with the
associated Financial Upside
• The first number they see won’t be their costs, but rather their potential gains
• Written like a sales letter rather than an line-item order sheet
• Positions yourself as a premium consultant laser focused on the problem at
hand, rather than just someone with technical chops
Step 4: (Re)present your paths to the
solution
22. • Change the way you sell to your project leads. Instead of focusing on
the PROJECT, focus on the PROBLEM.
• Quantify the value that you bring to the table. What would it mean, in
real & concrete figures, to solve your client’s problem?
• Create processes that move leads through your funnel.
• Develop the right templates to leverage throughout each step of the
sales process.
To get started:
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• 21 case studies, totally over 6 hours,
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• Contract and Statement of Work
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