An offer should explain why a buyer would change what they are doing today. This lesson follows the gap between a customer’s current problem and the result they want, then shows how proof, risk reduction and pricing influence that decision.
Carlos Sanabria treats pricing as a starting hypothesis to test. The buyer’s cost of leaving the problem unsolved provides context, rather than a guarantee that a particular price will work.
What you'll learn.
- Validate the problem and desired outcome before writing an offer.
- Use relevant proof and realistic risk reduction to support a buying decision.
- Evaluate pricing against the customer’s current costs and alternatives.
Validate the gap your offer will close.
Begin with the friction in the buyer’s day-to-day work. Surveys, conversations and relevant community discussions can help you understand what is holding them back. Avoid filling in those details solely from your own assumptions about their role.
Next, describe the desired state. What would their work look like if that friction were reduced? Your offer sits between the current problem and that outcome. A feature list can support the explanation, but the reason to buy comes from the change the buyer values.
Make the outcome concrete.
The recording uses slow deployment and repeated delays as an example. The customer wants to release features and iterate faster. An offer for that buyer should address that delivery problem directly, rather than leading with an unrelated description of the vendor’s capabilities.
Use the same exercise on your product: name the current obstacle, the consequence of that obstacle and the improvement you can reasonably help deliver. If those statements remain vague, return to customer research before polishing the pitch.
Reduce the buyer’s uncertainty.
A prospect who sees your ad or receives an unfamiliar email has little reason to accept the promise at face value. Carlos discusses guarantees and trial periods as possible ways to reduce the barrier to an initial commitment.
Those are examples to evaluate, not commitments every business should copy. Choose terms you can actually honor and support the offer with relevant customer results or feedback. Proof helps a buyer judge whether the promised outcome is plausible in their situation.
Test price in the context of the problem.
Consider the costs the buyer already incurs: delays, wasted effort, missed opportunities or an expensive workaround. Understanding those costs helps explain the value of solving the problem and gives you a reasoned starting point for a pricing conversation.
Then test the offer with real buyers. Their response may reveal that the problem is less urgent, the proposed result is unclear or the price needs adjustment. Pricing is part of the learning process, alongside the audience and the offer itself.
A stronger offer connects a verified problem to a credible improvement. Give the buyer enough evidence to assess the promise, reduce avoidable uncertainty and test pricing against the value of changing their current situation.
