Package the Experience

💡 Key Idea: Packaging answers four questions: What do I get for the price? What's the path to live? How do I sign up? What does the surrounding design & UI/UX of the experience look like? Keep it minimal, copy proven patterns in your category, and differentiate on value and outcomes, not on clever packaging.

✋ Permission Slip: You don't need elaborate packaging or complex pricing tiers. A tidy one-pager with crisp copy beats a busy site that exposes unfinished polish. If design budget is light, keep the site and collateral simple and clear.

📊 Outcome

By the end of this step, you'll know how to package your offering in a way that reduces friction, builds confidence, and makes it easy for prospects to say yes.

🎯 1: Decide What Your Customer Gets for the Price

Make this a short block your buyer can repeat.

• Usage limits: Credits, messages, contacts, or meetings. Say the meter plainly
• Seats, if relevant: Only include seats if your buyer thinks in seats
• Included touches: Setup call, copy review, one mid-point tune-up. Keep this small
• What's not included: Call out anything that would surprise them, like custom integrations or managed outbound
• Success, high level: One line is enough here. You'll go deep in Module 4

Public Pricing or Not

• Publish pricing for SMB or mid-market motions where speed matters. Buyers expect a number
• Use a clear "starts at" when scoping varies, so discovery stays honest
• Keep pricing private when deals are custom or security heavy, but give a firm "from" anchor on the call so it's not a black box

Example: Ora.im An AI agent that researches, writes, and sends personalized emails, with daily message limits and a low-friction start via email entry and instant login link.

🛤️ 2: Choose a Path to Live

Pick the path that matches buyer risk, your proof, and time to first result. Be explicit about when to use each option and when not to use it.

A) Free Trial

• Use when: Time to value is minutes and self-evaluation is realistic
• Avoid when: Buyers won't push alone, or value shows only after real setup
• Set: 7-14 days, the one action they must take to feel value, a decision date

B) Discounted Trial

• Use when: You want a little commitment while still reducing risk
• Avoid when: Discounts will anchor low long-term
• Set: Short length, clear success check, automatic roll-forward terms

C) Straight Subscription

• Use when: Setup is light, proof is strong, the buyer already believes
• Avoid when: Value appears only after real setup or change management
• Set: Plan, start date, a quick checkpoint instead of discounting

D) Proof of Value (Micro Pilot)

• Use when: The buyer wants a tiny, guided test before a paid pilot or subscription
• Avoid when: You need services or integrations to show value. Keep it near zero marginal cost
• Set: One workflow, one metric, 10-14 days, scheduled readout

E) Paid Pilot

• Use when: There's some setup, the buyer has risk, you can show results in 30-45 days
• Avoid when: Setup is trivial and belief is already high, or a pilot fee will trigger procurement
• Set: Length, one or two metrics, what's included, conversion terms, decision meeting on the calendar

Note on paid pilots: Opinions are mixed. Pilots add friction, they also create commitment. Match duration to time-to-value. If you need 60-90 days to prove impact, make the pilot or minimum commitment that long. If you set it too short, you invite false negatives and early churn.

F) Design Partnership

• Use when: The product is early and you need depth with one or two real users
• Avoid when: The buyer pushes bespoke features that won't generalize
• Set: Start and end date, weekly calls, specific feedback, case study rights, a pre-agreed path to paid

✅ 3: Make It Easy to Sign Up

Remove guesswork. Make the first two steps painfully clear.

Provisioning

• Manual provisioning: Highest control, often fastest to implement
• Magic-link into a preconfigured space: Can reduce friction so buyer doesn't get stuck at signup.
• Self-serve account creation with a short checkl

This list isn’t exhaustive. There are plenty of other ways to provision new accounts, and often you’ll mix approaches. The key is to pick a setup that matches your buyer’s expectations and lines up with the value of your product and contract size. If you’re selling into enterprise with a six-figure deal, a lightweight self-serve flow probably won’t cut it. If you’re PLG, a manual provisioning process will kill momentum. Match the experience to the context.

Legal

• Stripe or Paddle checkout with Terms of Service and Privacy links. Good for SMB and trials
• Click-through order form in-app or on a simple page. Good for mid-market with light review
• E-sign one-page order form via DocuSign or PandaDoc. Good when a signature is expected without a full MSA
• Invoice plus MSA: For security-heavy or enterprise buyers. Expect review time

Billing Start

On signature, on go live, or on a shared date. Say it out loud.

Immediate Next Step

Calendar invite for setup, or instant access with a two-line checklist and a single in-app task to feel value.

🎤 On the Call: How to Present the Offer

A 3-Minute Flow You Can Read

1. Recap outcomes, briefly "Your top pains were A and B. We just walked through how you go from before to after on both."‍
2. Propose the path with a recommendation "Given your setup, I recommend we start with a paid pilot for 30 days so you see results quickly. If you prefer a faster start, we can go straight to a monthly plan. Which is better for you?"‍
3. Say what they get for the price "This includes one AI agent, daily sends up to the cap, one mailbox, one ICP, one sequence, a setup call, and a mid-point tune-up. No hidden fees."‍
4. State the price with the value math "Based on three qualified meetings a month and a 20k ACV, that's about $6k of expected value per month. We charge $1k per month for this start."‍
5. Reduce friction "We provision your account, connect your inbox and CRM on the setup call, and start sends on day three. If we don't hit X by day 30, we stop."‍
6. Ask for the decision and book it "If we hit X by day 30, are you comfortable moving forward at $1k per month and starting this week? Who signs? Can we put a 20-minute decision on the calendar for two weeks from today?"

📱 What to Show on Screen

Try to keep it to one page. What you get, the path, the price, the next steps. Just bullets. No shiny deck.

🔀 If They Hesitate: Quick Forks

• Price pushback: Rerun the value math with their numbers. Get curious about whether the assumptions are realistic. Ask why the price feels off. If value is there but budget is tight, reduce scope before price. Offer a lower volume band rather than a discount.‍
• "Can we try it free?": Offer a 7-14 day proof of value with one action and one metric. Ask for commitment in return: a midpoint check-in and a wrap-up call on the calendar. You cover the fee for the test, they pay with time and focus.‍
• "I need to loop in my boss or other stakeholders": Confirm who signs. Ask, "If we get them on board, are there any other barriers?" Your goal is to surface every blocker to trial or close and address each one now.‍
• "We would use it if it had X": Treat this as product signal. If multiple buyers in the same ICP ask for X, it's useful. If only one buyer asks, be cautious. Park custom requests unless they generalize.‍
• Wrong persona: Ask who owns the problem, ask for an intro, and pivot to discovery with their view of impact.

📧 What to Send After the Call

A short email that restates the outcome, the path you proposed, the price, the success metric, and the next meeting time. Add a Loom link if helpful.

✏️ Assignment

1. Define what customers get for your price in one clear paragraph
2. Choose your path to live based on your product's time-to-value and setup requirements
3. Write your 3-minute offer presentation using the framework above
4. Create your one-page offer summary to show on screen during calls

🚀 What's Next

Now that you know how to package and present your offer, we'll move to Module 4: The Simple Close and How to Get Paid, where you'll learn how to confidently ask for the decision and handle common objections.