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?
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.
