Marketing Masterclass | Offer Design Pilot

01 · Choose the change

Start with the person you're helping.

Your offer helps someone decide whether what you sell is right for them. It explains what they'll get, what it costs, what they'll need to do, and what happens next.

Before you build the package, picture the person who needs it. What are they trying to change? What's making that difficult?

“You need to change someone.”
Seth Godin, This Is Marketing. Short extract on the author's book page; that selection reports page 28. Q1

Start with your best answer. Write down what you know and what you still need to ask a real customer.

Let's practice with RollCall, a fictional mobile bicycle maintenance service. The people it hopes to help ride to work but keep putting off maintenance. A trip to the bike shop is one more thing to fit into a busy week.

For these customers, an appointment at the office might be the useful difference. RollCall needs to find out whether that convenience matters enough for them to choose the service. If another group cares about something else, its offer may need to change.

Too broad to guide a decision

Audience: Anyone with a bicycle.

Promise: Quality maintenance and excellent service.

This leaves the location, schedule and package almost entirely undecided.

A testable starting point

Audience: Commuters at participating offices who struggle to arrange shop visits.

Promise: A defined maintenance service completed at their workplace during a booked workday slot.

Now location and scheduling have a reason to exist.

Your turn. Write one sentence.

I help [a person in a specific situation] achieve [a change they want] when [something is getting in the way].

Use your audience brief from Module 1. If you're starting here, write your best answer and circle the parts you still need to check. You can improve it as you learn.

02 · Find the value

Give them a better way to get there.

Hormozi's value equation gives you four things to work on: the result someone wants, their confidence in getting it, the time they'll wait, and the effort they'll put in. He calls these the desired outcome, perceived likelihood of achievement, time delay, and effort and sacrifice. The aim is to increase the first two and reduce the other two. [1]

Ask yourself where the customer is getting stuck. Then look for a change that would make the offer more useful to them.

RollCall application: A maintained commuter bike without arranging a separate shop trip. Confirm that this convenience matters before expanding the package.

Conceptual adaptation of the four drivers in $100M Offers, chapter 6. Select a driver to inspect an original application. This is a diagnostic, not a numerical predictor of price or sales.

Find what's getting in the way.

Think through the whole experience: before they buy, while you do the work, and afterward. What could make someone hesitate or stop them from getting the result?

RollCall's customers might wonder what the price includes, how they'll hand over the bike, or whether extra charges will appear. For your own project, write down the words customers use and what was happening when the concern came up.

Give yourself a few options.

Write down more than one way to solve each problem. Hormozi's process moves from problems to solutions, then to ways of delivering those solutions. [2]

For RollCall, that could mean workplace service, weekend collection or a reserved shop appointment. Compare what helps the customer and what each option asks of the business. Then choose.

“People value this perceived likelihood of achievement.”
Alex Hormozi, $100M Offers, chapter 6. Book-narration transcript, Part 3, around 14:18. Source details Q2

Help people see what working with you will look like. Show a sample report, explain the steps, or share relevant evidence from work you've actually completed. Label samples clearly so people know what they're looking at.

03 · Inspect an example

Let's build the offer.

Here's how RollCall could turn those concerns into a useful package. Follow the reason behind each choice. The business and price are made up for this example.

Customer obstacle	Possible responses	Chosen response and reason
I cannot make a shop trip.	Evening collection; office service; reserved shop slot.	Office service, because the proposed audience is already gathered there. Requires workplace permission and a viable route.
I do not know what this includes.	A long task list; an eligibility check; a sample work report.	A short scope plus eligibility check and sample report, so the customer can inspect fit and expectations.
I worry the bill will grow.	All-inclusive pricing; separate approval for additional work.	Defined base price and written approval before additional work. Parts remain separately priced.
What if an adjustment needs attention afterward?	Unlimited visits; one scoped follow-up; no support.	One follow-up within seven days for the work performed, with its cost allowed for in the delivery model.
I still need to coordinate the handoff.	A lengthy intake call; a short booking form and instructions.	Eligibility questions and clear arrival/handoff instructions, with a contact path for exceptions.

RollCall · Hypothetical offer sheet

Your bike serviced while you work.

A defined tune-up at your participating workplace, with a written inspection summary and approval before any additional work.

$129 illustrative base price

For: Commuters with eligible conventional bicycles at approved office locations on the route.

Includes: One booked 45-minute service slot for routine brake and gear adjustment and drivetrain lubrication; a written work and condition summary; one follow-up adjustment within seven days, limited to the adjustments performed.

Excludes: Parts, major repairs and electrical work. Work beyond the agreed service slot requires a separate quote and approval.

Before booking: Confirm bicycle eligibility, workplace access, the published service window and the handoff instructions. If the bicycle is outside scope before work starts, the customer can decline a separate quote without paying the base service charge. Arrange any follow-up through the same booking contact.

Next action: Check your office's next route date and request an available appointment.

Proof to provide: A clearly marked sample report now; relevant qualifications and actual customer evidence only when verified and available. This fictional business has no real testimonials.

Keep each part useful.

Before adding a bonus, ask which problem it solves. An unrelated ebook or merchandise bundle does little to help this commuter arrange maintenance. Unlimited follow-up also adds work the business needs to plan and pay for.

Keep the parts that help the customer get the result. Change or remove the rest, then test whether the package fits the people you want to help.

“Teach what you know.”
Austin Kleon, Show Your Work!, chapter 6 title as listed on the author's book page. Q4

RollCall can start by showing how the service works: a sample inspection summary, the handoff process, and the kinds of work that need a separate quote. As it completes real appointments, it can collect evidence of the experience customers actually had.

Transfer the same reasoning to a B2B service.

Imagine a fictional project-planning consultant. The buyer wants a usable implementation plan and worries about staff time and endless revision. Candidate components include a short intake, a bounded workshop, a draft plan, and one defined revision round.

An outcome promise such as doubling project profitability would need evidence and control the consultant may not have. A scoped planning deliverable is something the consultant can define and deliver. The same exercise asks which obstacle each component resolves and what it costs to fulfill.

Transfer the reasoning to a physical product.

Imagine a fictional desk organizer sold to people with small shared workspaces. Fit uncertainty could be addressed with actual dimensions and a printable footprint. Setup effort could be addressed with clear assembly instructions and labeled parts.

A bundle of unrelated accessories adds complexity unless those accessories solve an observed problem. Product dimensions, compatibility, delivery timing and return terms need to match what the seller can provide.

04 · Check delivery

Check that you can deliver it.

“Most things that are hard to sell are typically easy to fulfill.”
Alex Hormozi, $100M Offers, chapter 10. Book-narration transcript, Part 4, around 15:24. Source details Q3

Every part of the offer takes something to deliver: time, money, attention or materials. Hormozi's trim-and-stack process asks you to consider how you'll provide the value you've promised. [2]

Let's put that into practice with a cost and capacity check. RollCall charges $129 in this example. Here are its assumed costs for one booking; use your own figures when you work through the exercise.

Illustrative cost per booking	Amount
Labor: 1.25 hours × $30	$37.50
Consumables	$7.50
Allocated travel cost	$10.00
Payment fee allowance	$4.00
Follow-up cost allowance	$6.00
Total modeled variable cost	$65.00
Price less modeled variable cost	$64.00

Know what the remainder means.

The $64 contribution still has to cover customer acquisition, fixed overhead and other costs. It is not net profit.

The $6 follow-up allowance is an assumption. If follow-ups happen more often or cost more than planned, revise it using actual experience.

Check time separately.

Each booking reserves 45 minutes of service and 30 minutes for setup, handoff and reporting: 1.25 hours in total. With an eight-hour day and two additional hours for route travel and administration, four bookings take 7 hours. Five require 8.25 hours.

The one-hour remainder is unallocated time in this illustration. Follow-up work also needs time on a later route; its cost allowance does not create schedule space.

Let your schedule set the limit.

If you can handle four appointments on this route, offer four. Once they're booked, give people the next available date. Keep availability tied to the work you can actually do.

Use this decision sequence.

1 · Name the obstacleWhat customer difficulty does this resolve?

2 · Compare optionsWhat other delivery method could solve it?

3 · Check the burdenWhat time, cost and responsibility does it add?

4 · Keep, change or cutExplain the choice and record what needs testing.

If the package doesn't fit your time or costs, adjust it. You might narrow the work, change the delivery method or choose a different customer group.

If you offer a guarantee, spell out when it applies, what you'll do, how long customers have to ask, and how you'll cover the cost. Check the final terms for your business before you use them.

05 · Build yours

Your turn. Build your offer.

Choose one thing you want to sell and work through the prompts below. Start with what you know. Mark the gaps, then use your customer conversations to fill them in. When you're ready, turn your answers into a one-page draft.

You can save your answers in this browser or download a text copy. Nothing is sent to an external service.

A · Define the customer and change

Project or business name Offer name Who is this for, and in what situation?Picture the person you're helping. What is happening in their day? Write down what you know and what you still need to ask. What change does this person want?Describe a result they'll recognize and that you can support. What do they do instead today?Include doing it themselves, using an alternative provider or postponing the problem.

B · Find the problem and choose a solution

For each of the four drivers, write down one thing that could get in the customer's way. Come up with at least two ways to help. Then choose one and explain your reason. Use what you've heard from real customers where you can.

What could keep them from the result?How could you help, and which option would you choose?Compare at least two ways to improve their situation.

What might make them doubt it will work?How could you build confidence?What evidence could they inspect? What part of the offer needs to be clearer?

Where might they wait too long?How could you make the wait shorter or clearer?Write down when they get the first useful result and when the whole job is complete.

What might take too much effort?How could you make it easier?Be clear about what you'll handle and what the customer still needs to do.

What did you leave out, and why?

C · Define the exchange

What exactly is included?List what you'll provide and where the work ends. Check which customer problem each part solves. What is excluded or separately priced? What must the customer provide or do? When does delivery happen?What needs to happen before you start? When will the customer get something useful, and when will the work be complete? What proof can you show today?List the samples, demonstrations, relevant qualifications or actual customer results you can share. Make clear which kind of evidence each one is. What are the support, remedy and cancellation terms?State the trigger, time window, scope and remedy. Use none if no additional guarantee is offered. Verify actual customer-facing terms before use. How much can you deliver?Use the time, resources and support commitments you've planned for. What should the customer do next?

D · Check what it costs to deliver

Use the same currency for all three figures. Include the costs that come with each sale: labor, materials, transaction fees and expected support. Then add what you spend to bring in one new customer. The amount left still needs to cover fixed overhead, tax and any costs you haven't included.

Price per saleCost to deliver one saleCost to bring in one new customer

Enter your three figures to see what's left.

Which costs, time constraints and assumptions still need checking?

E · Plan your first conversations

Who will you speak with, and what will you show?Choose people who fit your audience. Describe the offer plainly and use real terms. What will you write down?Record what they understood, what they asked, what concerned them, and what they did next. When will you review, and what would change your decision?Choose a date or stopping point. Write down what would make you keep, change or pause the offer before you see the responses.

Answers have not been saved on this device.

Your one-page offer draft

The draft assembles your entries. It does not validate claims, pricing, customer demand or contractual terms. Missing essentials are listed when you generate it.

Complete the worksheet, then choose “Generate my offer sheet.”

06 · Check your thinking

Check your work.

Read through your offer as if you're seeing it for the first time. Use these checks to spot anything that needs another pass. Customer conversations come next.

I can describe who I'm helping, what they want, what they do today, and what I still need to check.
I can explain which customer problem each part of the offer solves, and I considered another way to help.
It's clear what I'll provide, when I'll provide it, what's excluded and what the customer needs to do.
I have evidence for the claims I make, and I've labeled samples and fictional examples.
I've worked through the costs, time and support needed, and marked the figures I still need to check.
My availability, deadlines and remedies match what the business can actually provide.
I have a specific next action, a field test and a review point.

0 of 7 work checks marked. Use these to review your draft before talking with customers.

Give the unclear part another pass.

Use section 1 to sharpen who you're helping, section 3 to check what's in the package, and section 4 to work through delivery. If a claim goes beyond your evidence, narrow it or gather the evidence before you publish. Keep working on the part that needs attention.

Three decisions to practice

1 · Customers mainly worry about surprise charges. Which change addresses that concern?Add an unrelated bonus guide.Specify the included scope and require approval before extra work.Make the headline more enthusiastic.

2 · Five appointments exceed the modeled working day. What should happen before selling that schedule?Publish the five slots and assume the work will get faster.Add a countdown so customers book quickly.Change the capacity, resources or delivery design, then check the schedule again.

3 · Prospects say the service sounds great but take no next step. What have you learned?They expressed approval; investigate comprehension, relevance and commitment before claiming demand.The offer is validated and ready to scale.The price must be too high.

Read the answer key and reasoning

1 · B. Defined scope and approval address cost uncertainty directly. The other changes do not resolve the named obstacle.

2 · C. The current time model does not support five appointments. Capacity needs a workable delivery plan.

3 · A. Approval is an observation about what people said. A request for an available appointment is a different observation. Neither a lack of action nor a compliment identifies the cause by itself.

07 · Test it

Try it with real people.

Now put the offer in front of a few people it could help. Start with three conversations so you can hear questions, spot confusion and decide what to improve. You'll need more evidence before concluding that demand is established.

Choose three people who fit the situation. Write down why they fit. Include people who will give you an honest view.
Show them the same offer sheet. Give them time to read it. Before explaining more, ask what they think it includes, what it costs, and what they would do next.
Ask about their experience. What have they done about the problem recently? What's difficult about the way they handle it now? Which part of your offer would help, and what wouldn't fit?
Give them a clear next step. If you're ready to deliver the service on the stated terms, offer a real way to book. If you're still planning a pilot, explain that and ask whether they'd like to hear when it's ready. Keep a booking and an expression of interest separate in your notes.
Review what you learned. At the review point you chose, look at what people said, what they understood, and what they did. Decide what you'll keep, change or test next.

Observe	Record	Possible next investigation
They cannot explain the service.	Their interpretation before clarification.	Which scope, audience or message detail caused confusion?
They understand but do not care.	Their current behavior and priorities.	Does the chosen problem matter enough to this audience?
They care but doubt delivery.	The specific uncertainty.	What evidence, narrower scope or demonstration would address it?
They want it but cannot use the process.	The eligibility, timing, handoff or payment obstacle.	Can delivery change while preserving a workable cost and capacity model?
They take the intended next action.	The exact action and conditions.	Can you deliver the promise and repeat the experience? One action alone does not establish repeatability.

Decide what you'll look for.

For this assignment, you could decide to rewrite the included scope if two people misunderstand it. If they understand but take no next step, ask more about fit, priority and confidence. This gives you a practical way to choose the next change; it doesn't establish a statistical result.

Bring this to Module 4: Your offer sheet, the words customers used, the evidence you can show, and the questions still open. You'll use that work to explain the offer clearly.

Book connections and attribution

Trace the principles to their sources.

This pilot uses selected book content and clearly identified original applications. It is not based on a full-text review of all ten books. The source map records coverage and the checks still required before the complete playbook and PDF.

$100M Offers, chapter 6, The Value Equation. Author's published book narration, Part 3. Four drivers and their direction; examples in this workbook are original.
$100M Offers, chapters 9 and 10, Problems and Solutions, and Trim and Stack. Author's published book narration, Part 4. Problem-to-solution and delivery tradeoff. The worksheet, cost arithmetic and case details are original applications.

Quote	Source and locator	Verification status
Q1	Godin, This Is Marketing. Author-hosted reader quotation selection, reported page 28.	Short wording matches the published selection. The printed page has not been independently inspected.
Q2	Hormozi, chapter 6. Transcript of book narration, Part 3, within the 14:18 block.	Exact transcript wording checked. Audio or print reconciliation remains a publication check.
Q3	Hormozi, chapter 10. Transcript of book narration, Part 4, within the 15:24 block.	Exact transcript wording checked. Audio or print reconciliation remains a publication check.
Q4	Kleon, Show Your Work!. Author's book page, chapter 6 title.	Exact chapter title checked. No page locator or body quotation claimed.

Build an offer people can choose.