how to increase offer valueBy Evunn August 21, 2026August 21, 2026

How to Increase Offer Value: Make Your Offer More Compelling | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

I would make Step 8 the offer-strengthening step, not another offer-design exercise.

The distinction is important:

Step 5: What is the offer?
Step 6: How is it packaged?
Step 7: Why is it valuable to this customer?
Step 8: How do we make the offer more compelling and increase confidence in buying it?
Step 9: What should we charge?
Step 10: Will people actually buy it?

So I would write it this way.

Step 8 — Increase Offer Value & Customer Confidence

The Problem We’re Solving

“My offer solves a real problem, but customers may still hesitate because they don’t see enough value or feel confident enough to buy.”

You now have a complete offer.

You know:

Who it’s for
The problem it solves
The solution
The desired outcome
The transformation
What the customer receives
How it is packaged
Why it is valuable

But a valuable offer can still be difficult to buy.

A customer may think:

“This sounds useful, but will it actually work for me?”

“Is it worth the money?”

“What if I don’t get the result?”

“Why should I choose this instead of another option?”

Step 8 is about improving the offer itself so that the customer sees greater value and has greater confidence in achieving the desired outcome.

The EVUNN Mindset Shift

From “Add More Stuff” → “Increase The Value And Reduce The Risk”

When experts hear that an offer needs more value, they often respond by adding:

More sessions
More PDFs
More videos
More bonuses
More support
More features

But more isn’t necessarily more valuable.

The goal isn’t to make your offer bigger.

The goal is to make the customer’s desired outcome:

More valuable → more believable → faster to achieve → easier to achieve → less risky.

This is where $100M Offers becomes especially useful.

📖 Book — $100M Offers

$100M Offers

Author: Alex Hormozi

For Step 8, this is the primary book.

You’ve already used Chapters 6, 8, 9 and 10 when designing the offer.

Now focus on the offer-enhancement section.

What To Read

Chapter 11 — Enhancing The Offer: Scarcity, Urgency, Bonuses, Guarantees, and Naming

Essential

This gives you the overall framework for strengthening an offer.

But don’t automatically apply every tactic.

Use only what genuinely improves the customer experience or reduces uncertainty.

Chapter 12 — Enhancing The Offer: Scarcity

Recommended

Learn when genuine scarcity can help a customer make a decision.

Do not manufacture fake scarcity.

Chapter 13 — Enhancing The Offer: Urgency

Recommended

Understand legitimate reasons why a customer may need to act now rather than later.

Chapter 14 — Enhancing The Offer: Bonuses

Recommended

Learn how additional components can increase value.

But ask:

Does this bonus help the customer achieve the outcome?

If not, leave it out.

Chapter 15 — Enhancing The Offer: Guarantees

Essential

This is particularly useful for thinking about risk reduction.

The question isn’t:

“What guarantee can I copy?”

It’s:

“What legitimate risk is preventing this customer from feeling confident enough to buy?”

Then determine whether there is an appropriate way to reduce that risk.

Chapter 16 — Enhancing The Offer: Naming

Skim

A clear name can make an offer easier to understand and remember.

But naming is not the main objective of Step 8.

Your EVUNN Action

Strengthen The Offer

Bring forward the Customer Value Proposition and Packaged Offer you completed in Steps 6 and 7.

Now look for opportunities to make the offer stronger.

1. Identify The Customer’s Buying Uncertainty

Start with the customer.

Ask:

“What might make this customer hesitate before buying?”

Possible reasons include:

They don’t trust the solution yet.
They’re unsure it will work for them.
The outcome feels too far away.
The process looks difficult.
They don’t understand what’s included.
They don’t know whether the investment is justified.
They have tried similar solutions before.
They are worried about wasting money.
They aren’t sure they can implement the solution.

Don’t guess if you already have customer evidence.

Use what you learned during customer discovery and validation.

2. Identify The Biggest Value Gap

Now ask:

“What is preventing the customer from seeing the full value of this offer?”

You may discover that the problem isn’t that your offer needs more features.

Perhaps:

The outcome isn’t clear enough.
The transformation takes too long.
The process requires too much effort.
The customer needs more support.
The proof is weak.
The offer feels risky.
The delivery is complicated.

Identify the one or two biggest gaps.

3. Increase The Desired Outcome

Return to your Customer Outcome.

Ask:

“Can the offer create a more meaningful version of this outcome?”

For example, instead of merely:

“Learn how to generate leads.”

Perhaps the meaningful outcome is:

“Build a repeatable process for generating qualified leads.”

The goal is not to exaggerate the promise.

It is to make the real value of the transformation visible.

4. Increase The Likelihood Of Success

This is one of the most important areas for expertise-based businesses.

Ask:

“What could make the customer more confident that they can actually achieve the outcome?”

Potential mechanisms include:

Proven process
Clear methodology
Demonstrations
Case studies
Examples
Templates
Feedback
Expert guidance
Implementation support
Checkpoints
Progress tracking

Use only mechanisms that are appropriate and credible.

5. Reduce The Time To Value

Ask:

“How quickly can the customer experience meaningful progress?”

You don’t necessarily need to shorten the entire transformation.

Instead, identify an early meaningful win.

For example:

Long-term outcome:
Build a repeatable client acquisition system.

Early win:
Identify and contact the first 20 qualified prospects using the new system.

That early progress can increase confidence.

6. Reduce Customer Effort

Ask:

“What unnecessary effort can we remove?”

You might:

Simplify the process
Provide templates
Provide examples
Pre-structure decisions
Create checklists
Automate repetitive tasks
Provide implementation guidance

The objective isn’t to remove all customer effort.

Some transformations require the customer to do the work.

The objective is to remove unnecessary friction.

7. Add Value-Enhancing Components

Now consider whether the offer genuinely needs additional components.

Possible additions include:

Tools

Templates, checklists, calculators or frameworks.

Support

Reviews, feedback or implementation assistance.

Resources

Relevant examples, guides or reference materials.

Access

Appropriate access to you, your team or a community.

But use this rule:

If removing it would not reduce the customer’s ability to achieve the outcome, question whether it belongs.

8. Consider Bonuses Carefully

A bonus should not simply be:

“Here’s another PDF.”

Ask:

“What related obstacle could this bonus help the customer overcome?”

A useful bonus might:

Save time
Remove an obstacle
Make implementation easier
Increase confidence
Help the customer avoid a common mistake

The bonus should support the core transformation.

9. Reduce Legitimate Risk

Identify the customer’s biggest perceived risk.

Then ask:

“What can I legitimately do to reduce that risk?”

Possible mechanisms might include:

A clear scope
Trial or introductory experience
Demonstration
Case studies
Proof
Milestone-based delivery
Appropriate guarantee
Clear expectations
Transparent limitations

Don’t promise outcomes you cannot control.

A guarantee should increase confidence without creating an irresponsible promise.

10. Use Scarcity And Urgency Only When They Are Real

Scarcity can be appropriate when there is genuinely limited capacity.

For example:

“Only five consulting clients can be accepted this month.”

That’s real if you genuinely have five available places.

Urgency can be appropriate when there is a genuine reason for acting now.

For example:

A workshop begins on a fixed date.

Avoid:

“Only 3 spots left!!!”

when there are actually unlimited places.

EVUNN should teach ethical offer design, not manipulation.

11. Give The Offer A Clear Identity

Now consider the name.

A good offer name should help the customer understand:

What is this?

and potentially:

What does it help me achieve?

Don’t spend hours trying to create a clever name.

Clarity beats cleverness.

12. Recalculate The Offer

Now compare the original offer with the strengthened version.

Ask:

Did we increase value?

Did we increase confidence?

Did we reduce unnecessary effort?

Did we reduce legitimate buying risk?

Did we improve the customer’s experience?

Did we avoid unnecessary complexity?

If you simply added more components without improving these things, you’ve probably made the offer bigger rather than better.

Your Offer Value Test

Before moving on, ask:

Outcome Test

Is the desired outcome genuinely valuable?

Confidence Test

Does the customer have good reasons to believe the offer can help?

Speed Test

Can the customer experience meaningful progress quickly enough?

Effort Test

Have we removed unnecessary effort?

Risk Test

Have we addressed the biggest legitimate buying risk?

Value Test

Does the offer now feel more valuable than it did before?

Integrity Test

Are all our claims, guarantees, scarcity and urgency genuine?

That last test is important.

EVUNN should help experts build credible offers, not artificially inflated ones.

Your Step 8 Deliverable

By the end of this step, you should have an:

Offer Value & Confidence Blueprint

Containing:

Customer Buying Concerns
↓
Value Gaps
↓
Desired Outcome Strengthened
↓
Success Mechanisms
↓
Early Value / Quick Win
↓
Effort Reduction
↓
Value-Enhancing Components
↓
Risk-Reduction Mechanisms
↓
Relevant Bonuses / Support
↓
Ethical Scarcity/Urgency — Where Appropriate
↓

Strengthened Offer

This is important because you now have two versions of the offer in your thinking:

Original Offer → Strengthened Offer

You can clearly see what changed and why.

Your Phase 2 Master Offer Blueprint

Your work now flows:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap
↓
Designed Offer
↓
Packaged Offer
↓
Value Proposition
↓

Strengthened Offer

Now the offer is ready for one of the most sensitive decisions:

“What should I charge for this?”

That’s Step 9.

🔓 EVUNN Execution Toolkit

Offer Value & Confidence Builder

Your offer is already designed. Don’t redesign it.

Use the EVUNN Offer Value & Confidence Builder to identify the biggest sources of customer hesitation and strengthen the offer through better value, clearer progress, reduced effort, appropriate support and legitimate risk reduction.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now have a designed, packaged and strengthened offer.

But one major decision remains:

“What should I charge for it?”

Pricing shouldn’t be pulled out of thin air or based solely on what competitors charge.

You need to determine a price that makes sense for:

The value of the outcome
The customer’s willingness and ability to pay
The nature of the problem
Your delivery model
Your economics
The position of the offer

Step 9 — Develop The Pricing Strategy

The question we’re now trying to answer:

“What should I charge for this offer, and why?”

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

value propositionBy Evunn August 21, 2026August 21, 2026

Value Proposition: How to Show Customers Why Your Offer Is Valuable | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Yes. If I were building EVUNN, I would write Step 7 so that it uses the work already completed in Steps 1–6, rather than making the user start another discovery exercise.

The key output should be a Customer Value Proposition that becomes an input for Step 8 and eventually Phase 3.

Step 7 — Define The Value Proposition

The Problem We’re Solving

“I have an offer, but I can’t clearly explain why this particular customer should see it as valuable.”

You now have:

A validated problem
A promising solution
Problem–Solution Fit
A defined customer outcome
A transformation roadmap
A designed offer
A packaged offer

But there’s still a gap.

You know what you’re offering.

Your customer needs to understand why it matters to them.

That’s the job of your value proposition.

A value proposition connects:

Customer Need → Your Offer → Desired Outcome → Value

It answers:

“Why should this customer care about this particular offer?”

The EVUNN Mindset Shift

From “Here’s What I Do” → “Here’s The Value You Get”

Experts often describe their expertise:

“I provide business consulting.”

“I offer executive coaching.”

“I provide marketing services.”

“I train professionals.”

But your customer isn’t buying your expertise.

They’re buying what your expertise helps them accomplish.

So instead of starting with:

“What do I want to tell people about my offer?”

start with:

“What does this customer value, and how does my offer create that value?”

📖 Book — Value Proposition Design

Value Proposition Design

Authors: Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith

This is the primary book for Step 7.

You don’t need to read the entire book.

Your goal is to use its Value Proposition Canvas to connect your customer’s needs with your offer.

What To Read

1.1 Customer Profile — Essential

Focus on:

Customer Jobs
Pains
Gains

You have already done much of this work in Phase 1.

Do not start from scratch.

Bring forward the strongest evidence from your:

Problem Opportunity Finder
Buyer Motivation Mapper
Jobs-to-be-Done Canvas
Customer Discovery Interview Kit
Problem Validation Toolkit

Your job now is to select and prioritize, not rediscover.

1.2 Value Map — Essential

Focus on:

Products & Services
Pain Relievers
Gain Creators

This connects the offer you created in Steps 5–6 with the customer’s actual needs.

1.3 Fit — Essential

This is the most important section for this step.

Ask:

Does our offer actually create meaningful value for this customer?

2.3 Understanding Customers — Recommended

Use this only where your existing customer evidence isn’t strong enough.

Don’t turn Step 7 back into customer discovery.

2.4 Making Choices — Recommended

This helps you decide which pains and gains deserve priority.

Your value proposition should not try to solve everything.

Your EVUNN Action

Build Your Customer Value Proposition

Don’t begin by writing a sentence.

First establish the value logic.

1. Bring Forward Your Customer

Start with the customer you selected during your earlier work.

Complete:

This offer is designed for: __________

Don’t broaden the customer definition at this stage.

Use the customer group connected to the validated problem.

2. Identify The Customer’s Most Important Job

Ask:

“What is this customer ultimately trying to accomplish?”

Use the Jobs-to-be-Done work you already completed.

Prioritize the job most directly connected to your offer.

3. Select The Most Important Pain

You may have identified many pains during Phase 1.

Don’t bring all of them forward.

Select the pain that:

Is important
Is connected to the validated problem
Your offer can genuinely address
Matters enough to influence behaviour

Complete:

The most important pain this offer addresses is: __________

4. Select The Most Important Gain

Now ask:

“What does this customer most want to achieve or experience instead?”

Use the Customer Outcome from Step 3.

Complete:

The most important gain/outcome this customer wants is: __________

This keeps Step 7 connected to the work you’ve already done.

5. Map Your Offer

Now bring forward the Packaged Offer from Step 6.

List:

Products & Services

What does the customer actually receive?

Pain Relievers

For each major pain, ask:

“How does my offer reduce or remove this pain?”

Gain Creators

For the desired gain/outcome, ask:

“How does my offer help create this result?”

6. Find The Strongest Fit

Now put the two sides together:

CUSTOMER

Job
↓
Pain
↓
Gain

OFFER

Product/Service
↓
Pain Reliever
↓
Gain Creator

Now ask:

“Where is the strongest connection between what this customer needs and what my offer provides?”

That is your customer–offer fit.

You don’t need to claim that your offer solves every customer problem.

Find the most important value connection.

7. Identify Your Core Value

Complete:

Our offer creates value for [customer] by helping them [solve important problem] so they can [achieve desired outcome].

Then make it more specific.

Ask:

“Why is this valuable enough for the customer to care about?”

Think about consequences such as:

Time saved
Money gained or protected
Risk reduced
Frustration removed
Capability gained
Progress accelerated
Confidence increased
A meaningful goal achieved

Don’t automatically use all of these.

Use what is actually relevant to your customer.

8. Write Your Customer Value Proposition

Now—and only now—write the proposition.

Use this structure:

For [specific customer] who [important problem/need], [offer] helps them [desired outcome] by [how the offer creates that result].

Your first version doesn’t need to be perfect.

It needs to be true, specific and grounded in your previous research.

9. Run The Value Proposition Test

Before moving forward, test it.

Relevance

Does it address something the customer actually cares about?

Specificity

Could a competitor say exactly the same thing?

If almost anyone could say it, make it more specific.

Outcome

Does it communicate a meaningful result?

Evidence

Do you have customer evidence supporting the problem and desired outcome?

Credibility

Can your offer realistically produce the promised result?

Value

Would achieving the outcome actually matter enough to influence a buying decision?

Important: Don’t Confuse These Three Things

This distinction is important for the rest of EVUNN.

Value Proposition

Why is this offer valuable to this customer?

↓

Positioning

How should this offer be perceived relative to alternatives?

↓

Messaging

How do we communicate that value and position to the market?

You are doing Value Proposition here.

Positioning and messaging belong later in Phase 3.

Your Step 7 Deliverable

By the end of this step, you should have a:

Customer Value Proposition Map

Containing:

Target Customer
↓
Customer Job
↓
Important Pain
↓
Desired Gain/Outcome
↓
Your Offer
↓
Pain Reliever
↓
Gain Creator
↓

Strongest Customer–Offer Fit

↓

Customer Value Proposition

This becomes a reusable business asset.

You should be able to return to it whenever you:

Change your offer
Review your customer
Create marketing
Write a sales page
Create content
Talk to prospects
Test your offer

Your Phase 2 Master Offer Blueprint

At this point, the work you’ve created should flow together:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap
↓
Designed Offer
↓
Packaged Offer
↓

Customer Value Proposition

This is the point where you can clearly explain:

Who you’re helping → what matters to them → what you’re offering → what value it creates.

But there is one more question.

“Is there anything we can change about the offer itself to make the value stronger and reduce the customer’s hesitation to buy?”

That’s Step 8.

🔓 EVUNN Execution Toolkit

Customer Value Proposition Canvas

Don’t leave this step with scattered notes.

Use the EVUNN Customer Value Proposition Canvas to bring your customer and offer work together in one place.

You’ll map:

Customer Jobs → Pains → Gains

against:

Your Offer → Pain Relievers → Gain Creators

and finish with your Core Customer Value Proposition.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now know why your offer is valuable.

But knowing the value isn’t the same as making the offer as compelling and low-risk as possible.

The next question is:

“How can I strengthen the value of this offer and increase the customer’s confidence in buying it?”

Step 8 — Increase Offer Value & Customer Confidence

That’s where we’ll work on value enhancement, proof, risk reduction, bonuses, guarantees, delivery confidence and other mechanisms that can make the offer easier to say yes to.

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

offer packagingBy Evunn August 21, 2026August 21, 2026

Offer Packaging: How to Package Your Product or Service for Customers | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

I would make Step 6 clearly different from Step 5.

Step 5 answers:

What is the offer?

Step 6 answers:

How should I package and structure that offer so the customer knows exactly what they are buying and can experience the transformation?

For your audience—coaches, consultants, trainers, freelancers and professionals—I would make this especially important because many experts have a good service but have packaged it around their own time rather than the customer’s desired result.

Step 6 — Package The Offer

The Problem We’re Solving

“I have a clear offer, but I don’t know how to package it into something customers can easily understand, buy and experience.”

In Step 5, you designed your offer.

You defined:

Who it is for
The problem it addresses
The desired customer outcome
The transformation
What you will provide
The value the offer creates

But you still have important decisions to make.

For example:

Should you sell:

10 hours of consulting?

or:

A 6-week business transformation programme?

Should your offer include:

Weekly calls + templates + implementation support?

Or:

A done-for-you service?

These aren’t merely delivery decisions.

The way you package your expertise changes how the customer understands, evaluates and experiences the offer.

The EVUNN Mindset Shift

From “How Much Of My Time Am I Selling?” → “What Is The Best Way To Deliver The Transformation?”

Experts often package their expertise around what is easiest for themselves:

“I charge ₦X per hour.”

“I offer four coaching sessions.”

“I provide consulting on a monthly retainer.”

But the customer isn’t buying your hours.

They’re buying progress toward an outcome.

So instead of asking:

“How should I package my services?”

ask:

“What structure will make it easiest for this customer to experience the transformation I’ve designed?”

That might lead to:

A productized service
A fixed-scope consulting engagement
A coaching programme
A group programme
A workshop
A digital product
A toolkit
A done-for-you service
A hybrid offer
A retainer

The right format depends on the customer, problem and transformation.

📖 Book — $100M Offers

$100M Offers

Author: Alex Hormozi

You already used this book in Step 5 to design the core offer.

For Step 6, don’t reread the entire book.

Use the sections that help you think about how the components of the offer are assembled and presented.

What you don’t need yet

Don’t make pricing the focus here.

That’s Step 9.

And don’t make offer validation the focus.

That’s Step 10.

Your EVUNN Action

Package The Offer Around The Transformation

Bring forward your Offer Blueprint from Step 5.

Now determine how the customer will actually experience it.

1. Define The Core Offer

Start with one question:

What is the primary thing the customer is buying?

Complete:

My core offer is ____________________.

Avoid creating a collection of unrelated services.

There should be one clear core offer.

2. Map The Customer Experience

Take your Transformation Roadmap from Step 4.

Ask:

“How should the customer experience this transformation?”

For each major milestone, determine what the customer needs.

For example:

Transformation Milestone

↓

Customer Action

↓

What I Provide

↓

Expected Progress

This ensures your package is built around the journey rather than your preferred delivery method.

3. Decide What Is Included

Separate your offer into:

Core

What is essential to achieving the outcome?

Support

What helps the customer successfully implement?

Resources

What tools, templates, frameworks or materials make the work easier?

Access

What access to you, your team or your platform is actually necessary?

Don’t add something simply because you can.

Ask:

“Does this help the customer move through the transformation?”

4. Define The Delivery Format

Now decide how the offer should be delivered.

Consider:

One-to-One

Best when the customer’s situation requires significant customization.

Group

Best when customers share a similar problem and transformation.

Productized Service

Best when the problem and solution can be delivered through a repeatable process.

Digital Product

Best when customers can achieve meaningful progress primarily through self-directed implementation.

Done-For-You

Best when the customer wants the result but doesn’t need—or doesn’t want—to perform the work themselves.

Hybrid

Combine the formats where necessary.

The key question is:

Which delivery model best supports the transformation?

5. Define The Customer’s Commitment

A transformation requires participation.

Be explicit about:

What must the customer do?

What must they provide?

How much time will they need?

What decisions must they make?

What implementation is required?

This protects you from designing an offer that promises a transformation the customer isn’t positioned to achieve.

6. Define The Scope

Your package needs boundaries.

Specify:

Included

What the customer receives.

Not Included

What falls outside the offer.

Duration

How long the experience lasts.

Access

How and when the customer interacts with you or the product.

Support

What happens between major delivery points.

A clear scope makes the offer easier to understand and easier for you to deliver repeatedly.

7. Choose The Packaging Model

Now compare possible structures.

For example:

Option A — Fixed Project

One defined problem → one defined outcome → one defined project

Option B — Transformation Programme

Current state → milestones → desired outcome

Option C — Productized Service

Standardized process → repeatable delivery → defined result

Option D — Retainer

Ongoing problem → continuing support

Option E — Product

Defined problem → self-directed solution

Then ask:

Which structure best fits the customer’s problem and transformation?

Don’t choose a model simply because everyone in your industry uses it.

8. Build The Customer-Facing Package

Now turn your decisions into a simple package.

Your customer should be able to see:

What You Get

Core Offer:

Key Components:

Tools/Resources:

Support:

Delivery:

Duration:

Customer Commitment:

Expected Outcome:

What’s Not Included:

At this point, someone should be able to understand what they are actually buying.

9. Apply The Trim & Stack Test

Now use the principle from $100M Offers.

Look at every component.

Ask:

Does this belong?

If it doesn’t contribute meaningfully to the outcome, remove it.

Can two components be combined?

Simplify where possible.

Is something important missing?

Add it only if it improves the customer’s ability to achieve the outcome.

The goal is not:

More stuff.

The goal is:

A better customer experience and a clearer path to the outcome.

10. Create Your Package Statement

Bring everything together.

Use:

[Offer Name] includes [core solution] delivered through [format] over [duration], helping [specific customer] move from [current state] to [desired outcome].

For example:

Client Acquisition Sprint includes a six-week implementation process, weekly strategy sessions and practical acquisition tools, helping independent consultants move from inconsistent referrals to a repeatable client acquisition system.

This is your package definition, not necessarily your final sales-page copy.

Your Packaging Test

Before moving on, ask:

Clarity Test

Can the customer immediately understand what they’re buying?

Transformation Test

Does the package support the transformation roadmap?

Necessity Test

Does every major component have a reason to exist?

Delivery Test

Can I realistically deliver this consistently?

Customer Effort Test

Is the customer’s required effort reasonable?

Scope Test

Are the boundaries clear?

Repeatability Test

Could I deliver this to another customer without reinventing everything?

That last question is especially important for expertise-based businesses.

You don’t want to create a package that can only work when you personally reinvent the process for every client.

Your Step 6 Deliverable

By the end of this step, you should have a:

Customer-Ready Offer Package

Containing:

Core Offer
↓
Offer Components
↓
Delivery Model
↓
Customer Journey
↓
Customer Responsibilities
↓
Duration
↓
Scope
↓
Support & Resources
↓

Customer-Ready Package

Your Phase 2 Master Offer Blueprint

You now have:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap
↓
Designed Offer
↓

Packaged Offer

Now we’re ready to answer a different question:

“Why should this particular customer see this offer as valuable?”

That’s Step 7.

🔓 EVUNN Execution Toolkit

Offer Packaging Worksheet

You’ve designed your offer. Now turn it into a clear, structured customer experience.

The EVUNN Offer Packaging Worksheet helps you decide what belongs in the package, how it should be delivered, what the customer receives, what they need to do, and where the boundaries of the offer sit.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

Your offer is now designed and packaged.

But a customer doesn’t automatically see the value simply because you’ve created something useful.

The next question is:

“Why should this particular customer believe this offer is valuable to them?”

That takes us to:

Step 7 — Define The Value Proposition

The question we’re now trying to answer:

“Why is this offer valuable to this particular customer?”

This is where you connect the customer, problem, solution and desired outcome into a clear statement of value.

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

how to create an offerBy Evunn August 21, 2026August 21, 2026

How to Design an Offer: Create a Valuable Offer Customers Want | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Step 5 — Design The Offer

The Problem We’re Solving

“I know what my customer needs, but I don’t know how to turn my solution into an offer that is clear, valuable and worth paying for.”

You’ve already done the work that should come before offer creation.

You have:

A validated customer problem
A Most Promising Solution
A Problem–Solution Fit assessment
A defined Customer Outcome
A Transformation Roadmap

Now you need to turn those pieces into an actual offer.

This is where you move from:

“I can solve this problem.”

to:

“Here is the specific offer I will provide to help this customer achieve this outcome.”

Your offer should not simply package your expertise.

It should package your expertise around the customer’s desired transformation.

The EVUNN Mindset Shift

From “What Can I Sell?” → “What Offer Creates The Most Value For This Customer?”

Experts often begin with what they already know how to deliver:

“I’ll offer consulting.”

“I’ll create a course.”

“I’ll provide coaching.”

“I’ll run a six-week programme.”

But those are delivery formats, not offers.

Your offer needs to answer:

Who is this for?

What important problem does it solve?

What outcome does it help create?

What transformation does it provide?

What exactly does the customer receive?

Why is this worth paying for?

This is where $100M Offers becomes particularly useful.

📖 Book — $100M Offers

$100M Offers

Author: Alex Hormozi

You’ve already done the customer and problem work.

Now use Hormozi’s framework to think about how to construct the offer around the customer’s desired outcome and increase its perceived value.

You do not need to read the entire book for this step.

Your job is to extract the parts that help you design the core offer.

What To Read

Section III — Value: Create Your Offer

Chapter 6 — Value Offer: The Value Equation

Essential

This introduces the framework for thinking about perceived value.

Pay particular attention to the relationship between:

Desired outcome
Perceived likelihood of achievement
Time delay
Effort and sacrifice

This is highly relevant to the offer you’re designing.

Chapter 7 — Free Goodwill

Skim

Use this to understand the role of giving value before or around the offer.

Don’t let this turn your offer into a collection of free bonuses.

Chapter 8 — Value Offer: The Thought Process

Essential

Use this to understand the thinking process behind constructing an offer around the customer’s desired outcome.

Chapter 9 — Value Offer: Creating Your Grand Slam Offer Part I — Problems & Solutions

Essential

This is particularly relevant to EVUNN.

You have already identified the customer’s problem and your proposed solution.

Now use this chapter to think about how those pieces can become components of the offer.

Chapter 10 — Value Offer: Creating Your Grand Slam Offer Part II — Trim & Stack

Essential

Use this to decide:

What belongs in the offer
What should be removed
What should be combined
What genuinely adds value

The goal isn’t to make the offer bigger.

It’s to make it more valuable and coherent.

What To Read Later

Section IV — Enhancing Your Offer

Chapters 11–16 are useful, but I would not make them the focus of Step 5.

They cover:

Scarcity
Urgency
Bonuses
Guarantees
Naming

These are important offer-enhancement decisions, but EVUNN has deliberately separated offer creation from offer strengthening.

You’ll deal with these more deliberately in:

Step 8 — Offer Value Builder

That prevents Step 5 from becoming an exercise in making an offer look attractive before you’ve properly designed it.

What You Can Skip For Now

Section I — How We Got Here

Chapters 1–2

Useful background, but not necessary for completing this step.

Section II — Pricing

Chapters 3–5

Important, but pricing has its own place in EVUNN:

Step 9 — Pricing Strategy

Don’t let pricing distract you from designing the offer.

Section V — Execution

Your First $100,000

Not relevant to this step.

Your EVUNN Action

Build Your Offer

Start with the work you’ve already completed.

Don’t start from a blank page.

Bring forward:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap

Now turn those into your offer.

1. Define Who The Offer Is For

Complete:

This offer is designed for [specific customer] who is struggling with [specific problem] and wants to achieve [specific outcome].

Be specific.

Your offer should not try to serve everyone who could theoretically benefit from your expertise.

2. Define The Core Promise

What is the primary result your offer is designed to help the customer achieve?

Use the Customer Outcome from Step 3.

Don’t invent a completely new promise.

Your offer should remain connected to the outcome you’ve already identified.

3. Define The Transformation

Bring forward the Transformation Roadmap from Step 4.

Ask:

“What must happen for the customer to move from their current state to the desired state?”

These transformation milestones become the foundation for what your offer needs to provide.

4. Decide What The Customer Needs

For each transformation milestone, ask:

“What does the customer need in order to make this change?”

They may need:

Knowledge
Skills
Tools
Templates
Guidance
Feedback
Practice
Accountability
Implementation support
Done-for-you assistance

Don’t include something simply because you are capable of providing it.

Include it because it helps the customer progress.

5. Build The Offer Components

Turn those needs into actual components of the offer.

For example:

Core Solution

Implementation Tools

Guidance

Feedback

Support

But don’t copy this structure automatically.

Your offer components should come from your customer’s transformation journey.

6. Apply The Value Equation

Now examine the offer through four questions:

How desirable is the outcome?

Does the customer genuinely care about achieving it?

How likely are they to believe they can achieve it?

What can increase their confidence?

How quickly can they experience progress?

Can you reduce unnecessary delay?

How much effort or sacrifice is required?

Can you make implementation easier?

This gives you a much more useful question than:

“What else can I add?”

Instead ask:

“How can I increase the value of the transformation?”

7. Trim The Offer

More isn’t automatically better.

Look at everything you’ve included and ask:

“Does this help the customer achieve the desired outcome?”

If the answer is no, remove it.

Your offer should be:

Useful → Relevant → Coherent → Focused

Not simply:

Big → Complicated → Full of bonuses

8. Stack The Offer

Now organize the components that genuinely belong.

Your customer should be able to see:

What They Get

Core Solution
What directly addresses the problem.

Transformation Support
What helps them move through the journey.

Implementation Resources
What makes taking action easier.

Support/Guidance
What increases the likelihood of success.

The exact structure will depend on the type of expertise-based business.

9. Define The Delivery Format

Only now decide how the offer will be delivered.

It could be:

Consulting
Coaching
Training
Workshop
Course
Productized service
Done-for-you service
Digital product
Toolkit
Hybrid offer

The delivery format should serve the transformation.

Don’t design the transformation around the format.

10. Write Your Offer Statement

Bring everything together:

[Offer Name] helps [specific customer] move from [current problem/state] to [desired outcome] through [core solution/transformation].

For example:

A 6-week Client Acquisition System that helps independent consultants move from inconsistent referrals to a repeatable process for generating qualified prospects.

The statement isn’t your final marketing message.

It is your internal offer definition.

Your Offer Design Test

Before leaving this step, ask:

Customer Test

Can I clearly identify who this offer is for?

Problem Test

Does it solve the validated problem?

Outcome Test

Does it lead toward the customer’s desired outcome?

Transformation Test

Does the offer support the transformation journey?

Value Test

Would the customer consider the outcome valuable?

Coherence Test

Do all the components belong together?

Clarity Test

Can I explain what the customer is buying without a long explanation?

If the answer to any of these is no, refine the offer before moving forward.

Your Step 5 Deliverable

By the end of this step, you should have a:

Complete Offer Blueprint

Containing:

Target Customer
↓
Validated Problem
↓
Most Promising Solution
↓
Customer Outcome
↓
Transformation Journey
↓
Core Offer
↓
Offer Components
↓
Value Drivers
↓
Delivery Format
↓

Clear Offer Statement

You have now moved from a solution idea to a designed offer.

Your Phase 2 Master Offer Blueprint

Your work now connects:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap
↓

Designed Offer

The next step isn’t to redesign the offer.

It’s to determine how that offer should be structured and packaged for the customer.

🔓 EVUNN Execution Toolkit

Offer Design & Value Canvas

You’ve already identified the problem, solution, customer outcome and transformation. Now turn them into a coherent offer.

The EVUNN Offer Design & Value Canvas helps you define the customer, core promise, transformation, offer components, value drivers and delivery format—so you finish this step with a complete offer blueprint rather than scattered ideas.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now have a designed offer.

But you still need to decide how that offer should be packaged and experienced by the customer.

What exactly do they receive?

How is it structured?

How is it delivered?

What is included—and what isn’t?

That’s the next step.

Step 6 — Package The Offer

The question we’re now trying to answer:

“How should I structure and package this offer so the customer clearly understands what they’re buying and can successfully experience the transformation?”

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

Customer Transformation JourneyBy Evunn August 21, 2026August 21, 2026

Customer Transformation Journey: How to Map the Path to their Desired Outcome | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

I would make Step 4 the bridge between the desired outcome and the actual design of the offer.

The key distinction is:

Step 3 = Where does the customer want to get to?
Step 4 = What has to happen to get them there?
Step 5 = What will I actually offer to help them get there?

So I would write it like this:

Step 4 — Map The Transformation

The Problem We’re Solving

“I know the outcome my customer wants, but I don’t know how to map the journey that gets them there.”

In Step 3, you defined the customer’s desired outcome.

You now know:

Where the customer wants to go.

But a desirable outcome isn’t a transformation by itself.

If your customer is currently struggling with a problem and wants a meaningful result, something has to happen between those two points.

They may need to:

change a behaviour
learn something
make a decision
overcome an obstacle
complete a series of actions
adopt a new process
build a capability
change how they approach the problem

Your job now is to understand the sequence of change.

The EVUNN Mindset Shift

From “What Am I Selling?” → “What Transformation Must Happen?”

Experts often jump straight from:

“My customer has this problem.”

to:

“I’ll sell them six coaching sessions.”

or:

“I’ll create a course.”

But that starts with your delivery format.

EVUNN takes a different approach.

First ask:

“What has to change for this customer to achieve the outcome?”

Then:

“What does the customer need to do, learn, decide, stop, start or accomplish along the way?”

Only after you understand that journey should you decide how your expertise should be packaged and delivered.

What Is A Transformation Journey?

A transformation journey maps the movement from:

Current State → Desired State

But don’t simply list your service modules.

For example, this is not a transformation roadmap:

Module 1 → Module 2 → Module 3 → Module 4

That’s your curriculum.

Instead, map what changes for the customer:

Unclear about what to sell
↓
Identifies a specific customer problem
↓
Develops a relevant solution
↓
Builds confidence in the solution
↓
Creates a compelling offer
↓
Gets the offer into the market
↓
Achieves the desired outcome

The journey should describe customer progress, not simply what you teach or deliver.

Your EVUNN Action

Map The Customer’s Transformation

Start with the Customer Outcome you defined in Step 3.

Then work backwards and forwards to understand what has to happen.

1. Define The Starting Point

Where is the customer today?

Describe their actual situation.

Avoid vague statements like:

“They need help.”

Instead:

“They rely almost entirely on referrals and don’t have a consistent way to generate qualified leads.”

2. Define The Desired State

Take the outcome from Step 3.

What does the customer’s situation look like when the desired outcome has been achieved?

3. Identify The Major Obstacles

Ask:

“What is preventing the customer from getting there already?”

List the major barriers.

These could be:

knowledge gaps
skill gaps
uncertainty
lack of resources
behavioural barriers
poor processes
wrong assumptions
decision-making problems

4. Identify The Necessary Changes

For each obstacle, ask:

“What needs to change for this obstacle to be overcome?”

This is where the transformation starts becoming actionable.

5. Identify The Milestones

What meaningful progress points should the customer reach along the journey?

For example:

Current State

↓

Problem Clearly Defined

↓

Solution Chosen

↓

New Capability Developed

↓

New Behaviour Adopted

↓

Desired Outcome Achieved

The milestones will depend entirely on the problem and outcome you’re working with.

6. Identify The Customer’s Required Actions

Ask:

“What does the customer actually have to do?”

This is important for expertise-based businesses.

Your customer isn’t transformed simply because you teach them something.

They may need to:

make decisions
implement a process
talk to customers
practise a skill
change a behaviour
create something
test something
adopt a new system

Your transformation roadmap should make this visible.

7. Identify Where Your Expertise Creates Value

Now bring your expertise into the journey.

Ask:

“Where can my expertise help the customer move from one milestone to the next?”

This is where your solution begins to become a real transformation mechanism.

The Transformation Roadmap

Your completed roadmap should look something like:

Current State

Where the customer is now.

↓

Obstacle 1

What is preventing progress?

↓

Milestone 1

What needs to change?

↓

Obstacle 2

What prevents the next step?

↓

Milestone 2

↓

Obstacle 3

↓

Milestone 3

↓

Desired Outcome

Where the customer wants to arrive.

The number of stages should not be predetermined.

Don’t force every business into a five-step or seven-step transformation.

The customer journey determines the structure.

A Critical Distinction

Transformation ≠ Delivery

This is particularly important for your audience.

Suppose you’re a consultant.

You might deliver:

4 consulting sessions.

That’s your delivery structure.

The transformation might be:

Unclear strategy → clear strategic priorities → validated direction → execution plan.

Your four sessions should be designed around that transformation, not the other way around.

Likewise, a coach might deliver:

12 coaching sessions.

But the customer transformation might be:

Lack of confidence → clear decision → new behaviour → measurable result.

The delivery format comes later.

Your Step 4 Deliverable

By the end of this step, you should have a:

Customer Transformation Roadmap

Containing:

1. Current State
Where the customer starts.

2. Desired State
Where they want to end.

3. Major Obstacles
What prevents progress.

4. Transformation Milestones
What needs to change along the way.

5. Customer Actions
What the customer must do.

6. Your Intervention Points
Where your expertise can help.

7. Evidence of Progress
How you’ll know the customer is moving forward.

Your Phase 2 Master Offer Blueprint

You now have:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓

Customer Transformation Roadmap

This is a major milestone.

You now understand not only what you’re solving, but also what transformation your eventual offer needs to help create.

🔓 EVUNN Execution Toolkit

Transformation Roadmap Journey

Turn the customer’s current situation and desired outcome into a clear journey of transformation.

The EVUNN Transformation Roadmap Journey helps you identify the obstacles, milestones, customer actions and points where your expertise can create meaningful progress.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now know:

The problem → the solution → the fit → the outcome → the transformation.

But you still haven’t defined exactly what you’re going to sell.

The next step is where you turn the transformation into a concrete offer.

Step 5 — Design The Offer

The question we’re now trying to answer:

“What exactly should I offer to help this customer achieve this transformation?”

Now your expertise, solution and transformation journey come together to form the foundation of your actual offer.

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

Customer outcomeBy Evunn August 21, 2026August 21, 2026

Customer Outcome: How to Define the Result Your Customer Wants | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Yes. I would make Step 3 a clear transition from “Does my solution fit the problem?” to “What does the customer actually want to achieve?”

I would also make sure it doesn’t duplicate the Transformation Roadmap in Step 4. Step 3 defines the destination; Step 4 maps the journey to that destination.

Step 3 — Define The Customer Outcome

The Problem We’re Solving

“I know the problem I want to solve, but I’m not clear on the result my customer actually wants.”

In Step 2, you tested whether your Most Promising Solution actually addresses the customer’s problem.

Now you need to go one level deeper.

A customer doesn’t usually pay simply because they have a problem.

They pay because they want to change something about their situation.

They want to:

achieve something
become something
stop something
improve something
save something
gain something
move from one situation to another

For example:

“I don’t know how to market my consulting business.”

is a problem.

But:

“I want a predictable way to attract qualified consulting clients.”

is closer to the outcome.

That distinction matters because your offer shouldn’t simply promise to solve a problem.

It should help the customer understand:

“What will be different for me if this works?”

The EVUNN Mindset Shift

From “What Problem Do I Solve?” → “What Result Does The Customer Want?”

Experts often describe their businesses around the problem they solve:

“I help businesses with marketing.”

“I help professionals with leadership.”

“I help founders with strategy.”

But customers don’t buy problems being solved in the abstract.

They want a meaningful change in their situation.

So instead of asking:

“What problem does my solution solve?”

ask:

“What does the customer want to be able to do, achieve or experience after this problem is solved?”

Your expertise describes what you can do.

The customer outcome describes what they want to accomplish.

What Is A Customer Outcome?

A customer outcome is the meaningful result the customer wants to achieve as a consequence of solving the problem.

It should be more specific than:

“Improve their business.”

And more meaningful than:

“Complete six coaching sessions.”

The first is too vague.

The second describes your delivery, not the customer’s outcome.

A useful outcome describes the customer’s desired change.

Think:

Current Situation → Desired Situation

For example:

Current:
“I rely mostly on referrals and don’t know where my next clients will come from.”

Desired:
“I have a reliable way to generate qualified leads every month.”

That desired state becomes the destination your solution and eventual offer are designed to help the customer reach.

Your EVUNN Action

Define The Customer’s Desired Outcome

Start with the validated problem and your Problem–Solution Fit work from Step 2.

Then answer:

1. What does the customer want to change?

What would they like to be different?

2. What are they trying to achieve?

What result are they actively pursuing?

3. What would success look like to them?

If the problem were meaningfully solved, what would they see happening?

4. What would they be able to do that they cannot do now?

Look for changes in capability, confidence, behaviour or circumstances.

5. What would improve in their situation?

Identify the meaningful difference between their current and desired state.

6. Why does this outcome matter to them?

Go beyond the surface-level result.

Ask:

“Why is this important?”

Then ask again:

“Why does that matter?”

This helps you uncover the deeper outcome behind the obvious one.

7. How will they know they’ve achieved it?

Define observable indicators of success.

Avoid vague outcomes such as:

“Feel better.”

Instead, look for evidence that something has actually changed.

Separate The Outcome From Your Solution

This is one of the most important exercises in this step.

Your customer outcome should not be your method.

For example:

❌ “Complete my 12-week coaching programme.”

That’s your delivery mechanism.

❌ “Learn my marketing framework.”

That’s an activity/feature.

❌ “Attend six strategy sessions.”

That’s your service.

Instead:

✅ “Consistently generate qualified leads without relying entirely on referrals.”

That’s closer to a customer outcome.

The distinction is:

Your solution is what you provide.

The customer outcome is what they want to achieve.

Build Your Outcome Statement

Use this structure:

From:

[Customer’s current situation]

To:

[Customer’s desired situation]

So That:

[Why the outcome matters]

For example:

From: Struggling to consistently attract qualified clients
To: Having a predictable way to generate qualified leads
So That: They can grow their business without constantly worrying about where the next client will come from.

Your Outcome Hierarchy

Don’t stop at the first outcome you identify.

Work through three levels:

Level 1 — Functional Outcome

What do they want to accomplish?

Example:

Generate more qualified leads.

↓

Level 2 — Practical/Business Outcome

What does that enable them to do?

Build a more predictable client acquisition process.

↓

Level 3 — Deeper Outcome

Why does that matter?

Grow the business with greater confidence and less uncertainty.

You don’t necessarily need to promise the deepest outcome in your offer.

The exercise is to understand what the customer is really trying to change.

Your Step 3 Deliverable

By the end of this step, you should have:

Customer Outcome Statement

Current Situation:

Desired Situation:

Functional Outcome:

Business/Practical Outcome:

Why It Matters:

Evidence of Success:

Your Phase 2 Master Offer Blueprint now becomes:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓

Customer Outcome

This gives you the destination your offer needs to help the customer reach.

🔓 EVUNN Execution Toolkit

Customer Outcome Builder

Turn the problem you’ve validated and the solution you’ve explored into a clearly defined customer outcome.

The EVUNN Customer Outcome Builder helps you distinguish the customer’s desired result from your method, service or product—and define what meaningful success looks like.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now know where the customer wants to get to.

But knowing the destination isn’t enough.

You need to understand how the customer gets there.

What has to change first?

What obstacles must they overcome?

What milestones must they reach?

What does the customer need to do—and what does your solution need to help them do?

That’s the next step.

Step 4 — Map The Transformation

The question we’re now trying to answer:

“How does my customer move from their current situation to the outcome they want?”

This becomes the foundation for designing the actual transformation your offer will deliver.

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

Problem solution fitBy Evunn August 21, 2026August 21, 2026

Problem-Solution Fit: How to Test If Your Solution Solves a Real Problem | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Absolutely. I would rewrite Step 2 so it explicitly picks up the Most Promising Solution from Step 1 and tests it against the validated problem. It should also remain distinct from Step 10, where you validate whether the complete offer will actually be bought.

Step 2 — Test Problem–Solution Fit

The Problem We’re Solving

“I’ve chosen a promising solution, but I don’t know if it actually fits the problem my customer cares about.”

In Step 1, you explored three possible solutions and selected the Most Promising Solution.

But promising doesn’t mean proven.

Your solution may sound logical to you because it draws on your expertise. But the real question is whether it meaningfully addresses the customer’s problem.

A solution can be:

technically good but irrelevant
useful but not important enough
capable of solving only part of the problem
based on an assumption about what customers need

So before you turn the solution into a complete offer, you need to examine the fit between:

The Customer’s Problem → Your Proposed Solution

The question is not:

“Is my solution a good idea?”

It’s:

“Does this solution meaningfully address the problem this customer needs to solve?”

The EVUNN Mindset Shift

From “My Solution Makes Sense” → “My Solution Fits Their Problem”

Experts naturally evaluate ideas from their own perspective:

“This is what I know how to do.”

“This should help them.”

“I’ve used this approach before.”

But your expertise doesn’t prove that the solution fits the customer’s situation.

Instead, ask:

What part of the customer’s problem does this solution address?

Which pain does it relieve?

Which desired gain does it support?

What important part of the problem does it leave unresolved?

You’re not trying to prove your idea is right.

You’re trying to discover how well it fits.

Book — Value Proposition Design

Value Proposition Design

Authors: Alexander Osterwalder, Yves Pigneur, Gregory Bernarda & Alan Smith

In Step 1, you used this book to explore possible solutions.

Now you use the concept of Fit to examine whether your Most Promising Solution actually connects to what the customer needs.

The Value Proposition Canvas connects:

Customer Profile

Jobs
What the customer is trying to accomplish.

Pains
What makes that difficult, frustrating or risky.

Gains
What they want to achieve or experience.

with:

Value Map

Products & Services
What you’re proposing to provide.

Pain Relievers
How your solution addresses their pains.

Gain Creators
How your solution helps create their desired gains.

The objective is to find a meaningful connection between the two.

Which Parts Of The Book Should You Read?

You don’t need to read the entire book again.

1.1 Customer Profile — Review

Go back to:

Jobs
Pains
Gains

Much of this should already exist from Phase 1.

Your task is to make sure you’re still solving the right problem for the right customer.

1.2 Value Map — Essential

Review:

Products & Services
Pain Relievers
Gain Creators

Use this to examine exactly how your Most Promising Solution is supposed to create value.

1.3 Fit — Essential

This is the most important section for Step 2.

Focus on whether your Value Map actually addresses the Customer Profile.

3.1 What To Test — Recommended

Use this section to identify the assumptions behind your proposed solution.

Ask:

“What must be true for this solution to actually work for the customer?”

3.2 Testing Step-by-Step — Recommended

Use this as a reference for thinking about how those assumptions could eventually be tested.

3.3 Experiment Library — Skim

You don’t need to study every experiment.

Use it only when you need an idea for testing a specific assumption.

3.4 Bringing It All Together — Recommended

Useful for connecting your customer profile, value map and testing process.

What You Can Skip For Now

You can skip:

2.5 Finding The Right Business Model

Business model development isn’t the focus of this step.

2.6 Designing In Established Organizations

Not central to the expertise-based businesses EVUNN is helping build.

4. Evolve

This is more relevant after you’ve developed and tested the business.

Your EVUNN Action

Test Your Most Promising Solution

Take the Most Promising Solution you selected in Step 1.

Now place it against the validated customer problem from Phase 1.

1. What customer problem does it address?

Be specific.

2. Which customer job does it help them accomplish?

What are they actually trying to get done?

3. Which pain does it relieve?

What difficulty, frustration, risk or obstacle does it reduce?

4. Which desired gain does it support?

What does the customer want to achieve?

5. How exactly does your solution help?

Describe the mechanism—not just the feature.

6. What does your solution NOT solve?

Identify the gaps.

Don’t force a fit.

7. What assumptions are you making?

For example:

“Customers will use this.”

“This approach will produce the desired result.”

“Customers have the resources to implement it.”

“This solves an important enough part of the problem.”

8. What evidence do you already have?

Separate:

What you know
from
What you believe.

Your Problem–Solution Fit Decision

Now make a decision about your Most Promising Solution.

Strong Fit

The solution directly addresses an important customer problem and the connection makes sense.

→ Continue to Step 3

Partial Fit

The solution addresses part of the problem, but important gaps remain.

→ Refine the solution and reassess

Weak Fit

The solution doesn’t adequately address the customer’s problem.

→ Return to Step 1 and explore another solution

Remember:

Returning to Step 1 isn’t failure.

It’s better to discover a weak solution now than after you’ve spent weeks building an offer around it.

Your Step 2 Deliverable

By the end of this step, you should have:

Your Most Promising Solution
The specific customer problem it addresses
The customer jobs, pains and gains it connects to
The specific pain relievers and gain creators
The gaps in the solution
Your key assumptions
The evidence you currently have
A Problem–Solution Fit Decision

Your Phase 2 Master Offer Blueprint should now contain:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit

This becomes the foundation for Step 3.

🔓 EVUNN Execution Toolkit

Problem–Solution Fit Canvas

Ready to test whether your solution actually fits the problem?

The EVUNN Problem–Solution Fit Canvas helps you connect your customer’s problem, jobs, pains and desired gains to your proposed solution—and identify the gaps and assumptions you still need to investigate.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

What Should I Learn Next?

You now have a solution that has been examined against the problem.

But solving a problem isn’t necessarily the customer’s ultimate goal.

The customer isn’t simply trying to “remove a problem.”

They’re trying to get somewhere better.

So the next question is:

“What meaningful result does this customer actually want to achieve?”

Step 3 — Define The Customer Outcome

The question we’re now trying to answer:

“What does success look like for the customer?”

That outcome will become the foundation for the transformation you eventually build into your offer.

To understand their experience, use Book 3. Title: Practical Empathy

Author: Indi Young

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook with Audible free trial |Buy at the Bookshop

The Big Idea from Practical Empathy

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

What Does this Book Help you Achieve?

Practical Empathy helps you:

Listen without immediately interpreting
Understand people’s experiences more deeply
Separate what people actually say from your assumptions
Make sense of what you hear
Identify patterns across people’s experiences
Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

Your Step 3 Outcome

By the end of this step, you should have:

A deeper understanding of the experience behind each problem of the 3 problems generated in step 1
A clearer distinction between what you know and what you’re assuming
Initial insight into what people think, feel and do
A better understanding of their frustrations and desired outcomes
A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

Design the productBy Evunn August 20, 2026August 21, 2026

Design the Solution: How Do I Develop a Product or Service That Solves a Problem? | EVUNN

PROBLEM: I know the problem I want to solve, but I don't know what solution I should create.

To find the right solution for the validated problem, first brainstorm solutions

Step 1: Design The Solution

You have already done the hard work of identifying and validating a problem.

But knowing that a problem exists doesn’t tell you what you should sell.

You may have several ways your expertise could help like starting: a consulting service, a coaching programme, a training programme, done-for-you service, digital product, a workshop, a toolkit, or a combination of services and products.

The challenge is deciding:

What solution should I create to address this specific problem?

The EVUNN Mindset Shift

From What Can I Sell? → What Would Solve this Problem?

When you have expertise, it’s easy to start with what you already know how to deliver.

You might think, I can coach them, I can create a course, I can provide consulting, but your existing expertise is not the solution.

The solution should be designed around the customer’s validated problem and needs.

Instead of asking: What can I sell?

Ask: What could I create that would help this customer overcome this problem?

This keeps you from packaging your expertise before understanding what the solution needs to accomplish.

To create solutions that really solves the problem, use this Book - Value Proposition sign

Authors: Alexander Osterwalder, Yves Pigneur, Gregory Bernarda & Alan Smith

Buy at the Bookshop

The Big Idea from Value Proposition Design

A valuable solution isn’t simply something you know how to deliver. It should connect to what the customer is actually trying to accomplish.

This book provides the Value Proposition Canvas, which connects:

Customer Profile (Jobs-to-be-done, Pains, Gains) with Value Map (Products & Services, Pain Relievers, Gain Creators)

The goal is to find fit between the two.

This gives you a useful way to move from my customer has this problem to:

“Here is what my solution needs to do to help them.”

Which Parts Of This Book Should You focus on?

You do not need to read the entire book for this step. Focus on:

Part 1. Canvas

This is the most important section for this step.

Part 1.1 Customer Profile

Review:

Jobs
Pains
Gains

You have already gathered much of this information during Phase 1.

Your job here is to bring that customer understanding into the solution-design process.

Part 1.2 Value Map (Essential)

Focus on:

Products & Services
Pain Relievers
Gain Creators

This is where you begin translating customer needs into potential solution components.

Part 1.3 Fit (Essential)

Understand how the Value Map connects to the Customer Profile.

This introduces the idea that your solution should address things that actually matter to the customer.

Part 2. Design

You only need selected parts here.

Part 2.1 Prototyping Possibilities (Recommended)

This helps you explore different possible solutions rather than immediately committing to your first idea.

Part 2.2 Starting Points (Recommended)

Useful for generating possible starting points for solution design.

Part 2.3 Understanding Customers

Skim this part.

You’ve already done substantial customer understanding in Phase 1, so don’t duplicate that work.

Part 2.4 Making Choices (Recommended)

Useful when you have several possible solutions and need to decide which direction to pursue.

Parts You Can Skip For Now

Part 2.5 Finding The Right Business Model (Skip for now)

Business model design belongs elsewhere in the EVUNN roadmap.

Part 2.6 Designing In Established Organizations (Skip)

Your audience at this stage is primarily building or developing an expertise-based business, so this isn’t essential.

Part 3. Test (Don’t study this section yet)

Testing becomes much more relevant later when we reach Step 10 – Offer Validation

You don’t want to confuse designing a potential solution with validating the final offer.

4. Evolve (Skip for now)

This is more relevant to continuous improvement after you’ve taken the solution into the market.

You are simply asking: What could I create that would genuinely help this customer solve this problem?

Buy the book at the Bookshop

Your Step 1 Outcome

By the end of this step, you should have:

Generated 3 potential solutions

Each connected to the:

Validated Problem
↓
Customer Pain
↓
Desired Gain
↓

Final Result – Select 1 Most Promising and strongest Solution out of the 3 to take into Step 2.

🔓Your EVUNN Execution Toolkit

Ready to turn your validated problem into potential solutions?

Use the Solution Design Canvas. It guides you through the customer pains, desired gains, solution possibilities and assumptions behind each option helping you create solutions to solve the validated problem.

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute

What Should I Learn & do Next?

You now have a potential solution but there’s still an important question you haven’t answered yet: Does this solution actually solve the problem well enough?

A solution can sound logical to you and still fail to address what the customer actually needs.

That’s why the next step is:

Step 2: Test Problem–Solution Fit

The question we’re now trying to answer: Does my proposed solution actually address the problem my customer cares about?

Problem ValidationBy Evunn August 18, 2026August 19, 2026

Problem Validation: How to Test a Business Problem Before Building | EVUNN

PROBLEM: I've identified and framed a problem, but I don't know if it's worth building a business around.

To build a solution people will gladly pay for, you must validate the problem with real people with the problem

Step 9: Problem Validation

You’ve done the investigation. You’ve also:

Identified potential problems
Understood customer motivation
Developed empathy
Explored the customer’s job
Conducted customer discovery
Prioritized the strongest problem
Mapped the problem
Framed it clearly

But there is still a difference between: People have this problem and this problem is worth building a business around.

That’s what validation is for.

The Evunn Mindset Shift

From Belief → Evidence

At this stage, don’t try to prove that your idea is right.

Try to find out whether it is right. Don’t ask how can I make this idea work?

Ask:

“What would I need to learn to decide whether this problem deserves further investment?”

Your goal isn’t certainty. Your goal is to reduce the biggest risks before you commit significant time, money and effort in building a solution.

You don’ t want to spend tine and money creating a solution no one will want to pay for.

To be sure you are solving the right problem people will pay for, validate the problem with real people using Book 9. Title:Testing Business Ideas

Author: David J. Bland & Alexander Osterwalder

Time Investment: 5+ hours (Audiobook)

Buy at the Bookshop

The Big Idea from Testing Business Ideas

Test your most important assumptions before investing time and miney in your business idea.

The book is often associated with startups, but its underlying method works equally well for coaches, consultants and professionals.

Why? Because an expertise-based business also rests on assumptions like:

People have this problem,
It’s important enough for them to act,
They want a better solution,
They will choose my approach.
They are willing to invest in solving it.

You don’t need to build a startup to test these assumptions. You need to design small experiments that produce useful evidence.

How this Applies To Coaches And Professionals

A coach doesn’t necessarily need to build an app. A consultant doesn’t need to develop a complicated MVP.

A lawyer doesn’t also need to create a technology platform.

Your experiment could be:

A paid pilot
A workshop
A consultation
A landing page
A waitlist
A pre-sale
A prototype service
A structured offer test
A customer commitment
A small real-world experiment

The principle is:

Find the cheapest and fastest way to test the assumption that matters most to the survival of that business idea.

Which Parts of Testing Business Ideas Should You Focus on?

You do not need to read the entire book. Focus on the sections that help you design and run useful experiments as follows:

Section 1: Design

Shape The Idea – p. 15 (Essential)

Use this to clarify what you’re actually trying to test. You don’t want to test a vague business idea.

Section 2: Test

Hypothesize – p. 27 (Essential)

Turn your assumptions into explicit hypotheses.

Ask: What must be true for this problem and business opportunity to work?

Experiment – p. 41 (Essential)

Learn how to design a test that can generate evidence.

Learn – p. 49 (Essential)

The purpose of an experiment isn’t simply to get a positive result.

It’s to learn something that changes your decision.

Decide – p. 59 (Essential)

Determine what you will do with the evidence.

Continue? Change direction? Investigate further? Stop?

Section 3: Experiments

Select An Experiment – p. 91 (Essential)

This is particularly useful for EVUNN toolkit users.

You need to choose the simplest appropriate experiment for the assumption you’re testing.

Discovery – p. 101 (Recommended)

Use this to understand experiments designed to discover whether your assumptions are actually true.

You have already conducted customer discovery in Step 5, so focus on the parts that add new evidence rather than repeating that work.

Validation – p. 231 (Essential)

This is the core of Step 9.

Focus on experiments that can provide stronger evidence that the problem and opportunity are worth pursuing.

Section 4: Mindset

Avoid Experiment Pitfalls – p. 313 (Recommended)

Useful for avoiding false confidence and poorly designed experiments.

What You Can Skip For Now

You can skim or skip:

Design The Team – p. 3
Manage – p. 65
Lead Through Experimentation – p. 317
Organize For Experiments – p. 323

These become more relevant as the business grows and involves teams.

Buy at the Bookshop

Your Step 9 Outcome

By the end of this step, (after using the book and Evunn toolkits, you should have:

A clearly defined problem hypothesis
The key assumptions behind it
The riskiest assumption identified
An experiment designed to test it
A clear measure of what would count as evidence
Results from your experiment
A decision based on what you learned

Your possible outcome isn’t necessarily validated, let’s build.

It could be:

Proceed → The evidence is strong enough to continue.

Refine → The problem needs to be reframed or narrowed.

Investigate further → The evidence is insufficient.

Stop → The problem isn’t strong enough to pursue.

That’s what good validation looks like. You aren’t trying to prove yourself right.

You’re trying to avoid building the wrong business.

Ready To Validate Your Problem?

You’ve spent the roadmap moving from assumption to evidence. Now it’s time to test the problem in the real world.

The EVUNN Problem Validation Toolkit helps you turn your problem into testable assumptions, identify the riskiest unknowns, choose an appropriate experiment, define what evidence matters and make a decision based on what you learn.

Don’t spend months building an offer around an untested problem.

Stop learning. Start building

One Payment. All Stage 1 Toolkits. Yours For Life.
No monthly subscription. No recurring fees. Just the tools you need to execute

You’ve Completed The Problem-Finding Journey

You started with: I have expertise, but I don’t know how to turn it into an offer people will pay for.

You’re now at:

“I understand a real problem, I know who experiences it, I’ve investigated it, and I have evidence that it’s worth solving.”

That is the foundation for building an offer around your expertise that people quickly pay for.

What’s Next?

You’ve validated the problem. Now, its time to build the solution.

Lets turn the validated problem into an offer people will pay for.

Problem framingBy Evunn August 18, 2026August 19, 2026

Problem Framing: How to Define the Right Problem to Solve | EVUNN

PROBLEM: I understand the structure of the problem better, but I still don't know exactly which problem I should solve.

To find nail the specifc problem you are solving, narrow down the main problem you chose into something more specific using framing

Step 8: Problem Framing

In Step 7, you mapped the problem.

You uncovered the people, situations, behaviours, causes, consequences, workarounds and unmet needs surrounding the problem you chose..

But a problem map can reveal more problems than you started with.

Now you need to narrow your focus. Problem mapping expands your understanding. Problem framing focuses your decision.

Your goal is to turn a broad or confusing problem into a clear, specific problem worth validating.

The Evunn Mindset Shift

From Describing The Problem → Defining The Right Problem

It’s tempting to jump straight to a solution like: they need a coaching program, they need an app, they need a course.

Don’t do that yet. First ask:

“What exactly is the problem we are trying to solve?”

A strong problem frame describes the customer, situation, struggle and desired progress without prescribing the solution.

To narrow down the specific problem you should solve, use Book 8. Title: What's Your Problem?

Author: Thomas Wedell-Wedellsborg

Time Investment: 5+ hours (Audiobook)

Listen to Audiobook on Libro | Buy at the Bookshop

You’ve encountered this book earlier in step 1 of this roadmap.

But you are now returning to the reframing tools inside it that became more valuable after you’ve completed your customer research and problem map.

You are no longer trying to generate possible problems.

You are using evidence to determine whether your current definition of the chosen problem is actually the right one.

What Does This Book Help You Do?

The relevant chapters help you:

Challenge your initial definition of the problem
Look beyond the obvious frame
Examine the problem from different perspectives
Rethink the goal
Identify overlooked possibilities
Separate the problem from your assumptions
Move toward a more useful problem definition

Should I Read it Now?

Yes, but selectively.

You already read the introductory material in Step 1.

Now return to the reframing section with your chosen problem and problem map in front of you.

Your question is no longer: What problems could I solve?

It is: Have I defined this problem correctly?

Which Chapters Matter Most to me right now? Focus on these:

Chapter 2: Getting Ready To Reframe (Essential)

Prepare yourself to question the way you’ve currently defined the chosen problem.

Chapter 3: Frame The Problem (Essential)

This is directly relevant to the work you’re doing in this step.

Chapter 4: Look Outside The Frame (Essential)

Look beyond the obvious interpretation of the problem.

Chapter 5: Rethink The Goal (Essential)

Ask whether you’re solving the right problem, or simply pursuing the goal you’ve assumed matters.

Chapter 6: Examine Bright Spots (Recommended)

Look for situations where the problem doesn’t occur, occurs less severely or has already been overcome.

Chapter 7: Look In The Mirror (Recommended)

Challenge your own assumptions and consider how your perspective may be shaping the problem definition.

Chapter 8: Take Their Perspective (Essential)

Return to the customer’s perspective rather than framing the problem around your expertise.

Chapter 9: Move Forward (Recommended)

Use the reframed understanding to move toward a clearer definition of what should actually be solved.

Chapters 10–11: Overcome Resistance (Optional for now)

These are useful for understanding resistance to reframing but aren’t essential to producing your problem frame.

You’re defining the problem before designing the solution.

Listen to Audiobook on Libro | Buy at the Bookshop

Your Step 8 Outcome

By the end of this step, you should have:

A clearly defined target person
A specific situation in which the problem occurs
A clear description of the struggle
The progress they are trying to make
Evidence-based obstacles or contributing factors
The consequences of the problem
A distinction between the problem and possible solutions
A reframed problem statement
A list of assumptions that still need to be tested

Your output:

ONE clear problem frame ready for validation.

You have now moved from something is wrong to this is the specific problem we believe is worth solving, for this specific person, in this specific situation.

🔒 Turn Your Research into a Clear Problem Frame

You’ve gathered the evidence, prioritized the opportunity, mapped the problem.

Now turn everything you’ve learnt into one precise problem definition.

The EVUNN Problem Framing Canvas guides you through the questions needed to challenge your assumptions, narrow the problem and create a clear problem frame ready for validation.

Don’t build a solution around a problem you haven’t clearly defined.

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn & do Next?

You’ve now defined the problem you believe is worth solving. But there is still one last important question.

Are we right?

A well-written problem statement isn’t proof that the problem is worth building a business around.

It is still a hypothesis. So, a good problem statement isn’t the same as a validated problem.

You still need evidence that the problem is real, important, persistent, actionable & Worth solving

Next? Step 9: Problem Validation

The question now becomes: How can I test whether this problem is important enough to build a business around before I invest heavily in a solution?

This is the final step before you move from problem investigation → business building.