What value should I be offering clients, and how can I clearly communicate that value instead of just trying to sell?
The value you deliver always comes down to three pillars: top‑line revenue, bottom‑line profit, and reduction of chaos. Think of it this way: you build a system that could generate $15k a month for a client while they spend 100 % of their time on it. If you can achieve the same $15k with half the time, or even scale it to $150k with full effort, you’re dramatically improving the top line. You also boost the bottom line by cutting unnecessary software subscriptions, reducing payroll, or trimming headcount. Finally, you lower chaos by giving founders organized systems that let their teams run themselves. If you can’t demonstrate any of those three, you shouldn’t be selling. That’s why many AI‑agent businesses fail—they sell tools without provable value.
You’ve already built a DM qualification skill that let you charge 40% more on a client deal, plus LinkedIn content automation that generates one to two inbound leads per day. That gives you solid social proof, but you need to frame it in concrete, dollar‑sign metrics. Instead of talking about the system itself, talk about the results it can deliver – for example, 20 to 40 meetings per month and an estimated pipeline value of $25,000. Position yourself as helping small‑to‑medium business owners who aren’t massive enterprise CEOs – think a 30‑something running a three‑person agency who wants to relax a bit. Provide clear value to that audience. As for offers, you can sell virtually anything: the DM qualification skill, LinkedIn and content automation systems, management services, social‑media brand growth, niche video editing, AI‑enabled video editing, or even content edited with tools like Hyperframes or Remotion. Lead sources are typically scraped from LinkedIn Sales Navigator where prospects voluntarily share a lot of information.
I’m honest: $500 for a reasonable business isn’t too much. The challenge is that younger entrepreneurs, like 15‑year‑olds, may struggle because clients question their experience. The key isn’t just the system itself but building perceived value. Identify the client’s exact pain point, press on it, understand their problems, and then pitch your solution as a fix. Show the real value versus a low quote, and charge based on the value you deliver, not just the mechanics of the system.
To hit $10k/month with an AI content service for coaches, you need to solve a problem that currently costs the client $50k or more per year and then charge about 20% of that value. Examples include fixing inefficient ad‑set targeting that wastes >$50k/month in opportunity cost, improving ineffective ad creative, or building speed‑to‑lead systems that instantly capture and automate follow‑up via SMS or a call center. If a coach’s business is already making a few hundred thousand per month, boosting their top‑of‑funnel by just 10% (e.g., growing a $500k/month business by $50k/month) lets you charge $10k/month. In short, focus on delivering a measurable 10% increase in revenue through front‑end efficiencies, and the economics work out.
I find you can't simply convince a prospect; you have to lead them to the conclusion themselves. Think of it like the inception scene in Inception—you plant the idea of ROI rather than shouting, “This will give you a 33x return.” I guide them through questions that make the problem clear. For example, I might say, “It sounds like your ability to get clients is being impacted.” They’ll acknowledge it’s a big problem, and I ask how long it’s been happening. If they say three months, I point out they’re losing a few clients each week—maybe 12‑13 clients in three months, which at an average order value of $5,000 equals $20,000 a month slipping away. I let them see that $20,000 is essentially being poured down the drain. By asking them to confirm the average order value and the number of lost clients, they arrive at the $20,000 figure themselves. My sales calls focus on highlighting these pain points, then clearly outlining the problem before introducing a solution. I position the solution as fixing that $20,000 monthly liability, which makes the price they’re willing to pay obvious. The key is to let them discover the opportunity and see automation as the biggest lever to close that gap.