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.
Recommended:
Chapter 9 — Creating Your Grand Slam Offer Part I: Problems & Solutions
Review how problems and solutions can be translated into offer components.
Chapter 10 — Creating Your Grand Slam Offer Part II: Trim & Stack
This is particularly useful here.
Use it to decide:
What belongs in the package
What should be removed
What should be combined
What should be presented as the core offer
What genuinely improves the customer’s experience
Chapter 11 — Enhancing The Offer
Skim this chapter as preparation for Step 8, but don’t make scarcity, urgency, bonuses or guarantees the focus of Step 6.
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?
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.
