name: offer-suite-evaluation-runner description: > Runs the full quarterly offer suite evaluation — QBR-informed performance review, pricing analysis, offer restructuring recommendations, and updated offer documentation. Mid-quarter after QBR results are in. metadata: author: "Kathryn Brown, Practice Builders" version: "1.0.0" date: "2026-04-28" sop: "Offer Suite Evaluation" category: "Practice Strategy" frequency: "Quarterly" estimated-time: "45 min" trigger: "Mid-quarter, after QBR results"

Offer Suite Evaluation — Runner

You are executing the Offer Suite Evaluation SOP for an independent consultant. Most solo practices run the same offer suite for years without examining whether it still matches client demand, market position, or the owner's capacity tolerance. This runner gives you the read before you lose a proposal on stale pricing or discover your offer structure is wrong only when you're overextended.

Do not skip steps. Do not ask questions across multiple turns — collect everything upfront.

What you'll have when this is done: A documented evaluation of each offer's performance this quarter, a pricing review with specific adjustments identified, and updated offer documentation reflecting any structural or pricing changes — ready for the next proposal and the next Capacity Planning Review.

Step 1: Collect All Inputs

Ask the user for the following (all at once, in a single prompt):

QBR Results — for each current offer:

• Offer name
• Total revenue this quarter
• Number of engagements sold
• Close rate (proposals sent vs. won)
• Average scope relative to the SOW (on track, over, under)
• Whether the work required more time than priced (yes/no, and by how much)

Current Offer Documentation — for each active offer:

• Name (formal name, or how you describe it)
• Deliverable — what the client gets
• Current price (or price range)
• Duration — how long the engagement runs
• Client type — who typically buys this
• Frequency — how often you sell this per quarter
• What clients typically do after this engagement (upsell to another offer, leave, or nothing)

Quarter Context:

• Any pricing objections received this quarter
• Scope creep patterns — which offers consistently run over?
• Proposal losses — which offers were you pitching when you lost?
• Notes on what prospects said when they declined

Ideal Client Profile:

• Updated ICP summary (if the Ideal Client Profile Review SOP ran this quarter, use that output)
• Any shifts in who's buying vs. who you're targeting

Practice Parameters:

• Revenue target for next quarter
• Current capacity — available hours per week for delivery
• Any known capacity changes coming (engagements ending, time off, new commitments)

Market Context:

• Awareness of competitor pricing or positioning shifts
• Any market signals — new entrants, changing buyer behavior, industry trends
• Your current positioning: budget, mid-market, or premium

If the user doesn't have exact numbers, accept estimates and note where precision would improve the analysis.

Step 2: Review QBR Results by Offer Type

For each offer, build a performance baseline:

Write 2-3 sentences interpreting the table. Flag:

• Underperformers: Low revenue or low close rate relative to effort
• Overdeliverers: Offers where time consistently exceeds price — you're subsidizing the client
• Stars: High revenue, healthy close rate, scope on track
• Dead weight: Offers you rarely sell but still maintain and pitch

This baseline feeds both the pricing analysis (Step 3) and the offer redesign (Step 4).

Step 3: Pricing Review (Pricing Review Analyzer — Condensed)

Using the QBR data, pricing inputs, and market context from Step 1, produce the following sections.

3A. Current Pricing Snapshot

The effective hourly rate is the reality check. Calculate it from actual hours worked (from QBR), not SOW hours. Many consultants discover their retainer clients pay \$75/hour effective while project clients pay \$250/hour effective. This table makes the disparity visible.

3B. Value Gap Analysis

For each service, compare:

• What the client pays (your fee)
• What the client receives (outcome value — revenue gained, time saved, cost avoided)
• The ratio between the two

A healthy consulting engagement delivers 3-10x the fee in value. Above 10x = significantly underpriced. Below 3x = possibly overpriced or under-delivering.

Write one paragraph per service. Name the specific outcomes and estimate the value range. Be honest about what you can and can't quantify.

3C. Market Position Check

Based on the market context inputs, assess:

• Where you sit in the market (budget, mid-market, premium)
• Whether your positioning matches your pricing
• Signals from the market (win rate, pushback frequency, prospect comments)

Key signal: If you're winning every deal, you're underpriced. If you're losing every deal on price, either your pricing is genuinely too high or your value communication is weak. Differentiate between a pricing problem and a positioning problem.

3D. Engagement Economics

Calculate and present:

• Average client lifetime value (LTV): Total revenue from average client relationship
• Effective utilization: Billable hours / available hours
• Revenue concentration: What percentage of revenue comes from your top 3 clients
• Acquisition cost: Rough estimate of time/money to land a new client

Red flags: Utilization below 60%. Revenue concentration above 40% in one client. LTV declining year over year. Flag any that apply.

3E. Pricing Recommendations

Limit to 3-5 recommendations. Prioritize by revenue impact. Include at least one "hold the line" recommendation where current pricing is correct.

For each recommendation:

• Signal: What in the analysis triggered this
• Do This: The specific pricing change (with numbers)
• Expected Impact: Directional outcome (never promise specific revenue)
• Risk: What could go wrong and how to mitigate

3F. Implementation Sequence

Order the recommendations by:

1. Immediate (new clients): Changes to apply to new proposals now
2. Next renewal cycle: Changes to roll into existing client renewals
3. 90-day preparation: Changes that require groundwork first

Rule: Never recommend changing fees for existing clients mid-engagement without explicit renewal or change order language.

Step 4: Offer Suite Design (Offer Suite Designer — Condensed)

Using the current offer map, pricing analysis output from Step 3, updated ICP, and next-quarter revenue target, produce the following sections.

4A. Current Offer Audit

Map every current service into a diagnostic table:

Analyze for:

• Overlap: Services that solve the same problem at similar price points
• Orphans: Services that don't lead to any next step
• Gaps: Missing tiers in the commitment ladder (no low-commitment entry? no ongoing offer?)
• Pricing conflicts: Prices that don't create a logical step-up

Write a diagnostic paragraph naming the top 3 issues.

4B. Client Journey Map

From the entry and exit data, map the actual client journey:

• Discovery: How prospects first encounter you
• Entry: What they buy first and why
• Expansion: What they buy next (if anything), and what triggers it
• Exit: When and why they stop engaging

Identify:

• Conversion gap: Where the most prospects drop off without buying
• Expansion gap: Where the most clients leave without buying more
• Value ceiling: The highest revenue per client, and what limits it

4C. Proposed Suite Architecture

Design a 3-4 tier offer suite (never more than 4):

Tier 1: Entry Offer

• Purpose: Low risk, low commitment. Lets the prospect experience your thinking.
• Price range: 5-15% of the core offer
• Duration: 1 session or 1 week
• Outcome: A clear deliverable that demonstrates your value AND identifies the next problem
• Bridge to Tier 2: The output should naturally reveal the need for the core engagement

Tier 2: Core Offer

• Purpose: The main engagement. Where most revenue comes from.
• Price range: Mid-point of your pricing
• Duration: 1-3 months
• Outcome: A specific, measurable result
• Bridge to Tier 3: Completion should create momentum that an ongoing relationship sustains

Tier 3: Ongoing Offer

• Purpose: Recurring revenue. Maintains the value created in Tier 2.
• Price range: Monthly fee, typically 30-60% of the core offer's monthly equivalent
• Duration: Open-ended with quarterly review
• Outcome: Sustained results, ongoing optimization, access to your thinking

Tier 0 (Optional): Free Entry

• Purpose: Qualify prospects before the paid entry offer
• Examples: Content, workshop, assessment tool, email series

For each proposed tier, specify: offer name, deliverable, price, duration, and the exact bridge to the next tier.

4D. Pricing Architecture

Step-up logic: Each tier should be 3-5x the previous tier. Smaller gaps don't create enough differentiation. Larger gaps create sticker shock.

4E. Leave Alone / Watch For

• Leave alone: Offers that are currently profitable and well-subscribed, even if they don't fit the architecture perfectly. Don't kill revenue to achieve theoretical elegance.
• Watch for: Entry offer cannibalizing the core offer. If the entry-to-core close rate is below 30%, the entry is either attracting the wrong prospects or delivering too much standalone value.

Step 5: Evaluate Recommendations Against Capacity

This is the step most people skip — and the reason they add an offer, then realize they can't deliver it.

For each recommendation from Steps 3 and 4:

• Does this change require more delivery hours than currently available?
• If a new offer is being added, what's the estimated hours per engagement?
• What is current utilization? What would it become with this change?

Filter rule: An offer that requires more delivery hours than you have available is not a growth lever — it's a liability. If any recommendation pushes projected utilization above 75%, it cannot proceed without identifying what stops or shrinks to make room.

For each recommendation, assign one status:

• Proceed: Fits within current capacity
• Proceed with offset: Requires reducing or retiring something else (name it)
• Defer: Good idea, bad timing — revisit when capacity opens

Step 6: Final Decisions and Documentation Updates

For each offer, record the decision:

If a price increase applies to any offer, flag the Fee Review and Adjustment SOP for execution before the next proposal goes out.

Step 7: Assemble the Offer Suite Evaluation

Present one unified document containing:

# Offer Suite Evaluation: [Practice Name]
## Q[X] [Year]

### Performance Baseline
[Table and narrative from Step 2]

### Pricing Review
[Pricing snapshot from Step 3A]
[Value gap analysis from Step 3B]
[Market position check from Step 3C]
[Engagement economics from Step 3D]
[Pricing recommendations from Step 3E]
[Implementation sequence from Step 3F]

### Offer Suite Analysis
[Current offer audit from Step 4A]
[Client journey map from Step 4B]
[Proposed suite architecture from Step 4C]
[Pricing architecture from Step 4D]
[Leave alone / watch for from Step 4E]

### Capacity Filter
[Evaluation from Step 5 — proceed/defer status for each recommendation]

### Decisions
[Decision table from Step 6]

### Updated Offer Documentation
[For each offer with changes: updated name, deliverable, price, duration, bridge]

### SOPs to Trigger
- [ ] Fee Review and Adjustment — [if any price increases decided]
- [ ] Capacity Planning Review — [if offer changes affect projected utilization]
- [ ] Ideal Client Profile Review — [if offer changes shift target buyer]

Quality Check

Before presenting the output, verify:

Identify the weakest section. Rewrite it. Verify the rewrite before presenting.

Rules

From the SOP:

1. Never review offers in isolation from capacity. Adding a new offer when you're already at utilization ceiling doesn't expand revenue — it breaks delivery. Offer decisions and capacity decisions are the same decision.
2. Never delay price adjustments because they feel awkward. If your realization rate is consistently below target, the price is wrong — not your delivery. Every quarter you delay a warranted increase is a quarter of underpriced work.

From the Pricing Review Analyzer:

1. Never recommend across-the-board percentage increases without specific justification per service.
2. Always calculate effective hourly rate from actual hours — it's the most revealing metric.
3. Include at least one "hold the line" recommendation where current pricing is correct.
4. Don't recommend price decreases unless the data clearly shows overpricing relative to outcomes.
5. Flag revenue concentration risk if any single client is above 30% of total revenue.
6. Every recommendation gets a Signal + Do This + Expected Impact + Risk structure.
7. Never promise specific revenue outcomes — frame as directional expectations.
8. Never recommend changing fees for existing clients mid-engagement without explicit renewal or change order language.

From the Offer Suite Designer:

1. Never design more than 4 tiers. Complexity kills conversion.
2. Always include a bridge between tiers. An offer without a next step is a dead end.
3. Price based on outcome value, not hours. A 2-hour diagnostic that identifies a revenue leak is worth more than a 20-hour project that organizes files.
4. Don't kill working offers to achieve theoretical elegance. If it generates good revenue, formalize it into the suite.
5. The entry offer must be easy to say yes to. If it requires a proposal, a contract, and a 30-minute sales call, it's not an entry offer.
6. Every offer needs a name. "I could do a strategy session" is not an offer.
7. Never let the highest tier be open-ended without a review cadence.
8. If the entry-to-core close rate is below 30%, the entry offer is giving away too much standalone value.

Output format:

1. Escape dollar signs as \$ for Notion compatibility.
2. Present as a single unified document, not separate skill outputs.
3. Keep it scannable — short paragraphs, tables for structured data, bold for emphasis.
4. If data is incomplete, work with what's available and note assumptions. Never fabricate data.

Copyright (c) 2026 Kathryn Brown, Practice Builders Licensed under the Practice Builders Skill License v1.0 See https://practicebuilders.ai/license for terms.

This skill is part of the Consulting Practice SOP Manual, a Practice Builders product. Redistribution, resale, or derivative use without written permission is prohibited.