offer-design

name	offer-design
description	Design or improve a product/service offer using Hormozi's Grand Slam Offer process ($100M Offers). Use when creating or pricing an offer, building a value stack, choosing guarantees, adding scarcity/urgency/bonuses, naming an offer or promotion, picking a market or niche, or when conversion is low and price resistance is high.

Offer Design — Grand Slam Offer procedure

When to use

Run this when designing a new offer, repricing an existing one, or diagnosing why an offer isn't converting. The goal is an offer that cannot be price-compared — the buyer's decision becomes "this vs. nothing," not "this vs. the cheaper alternative." Work the phases in order; each depends on the previous.

The procedure

Phase 1 — Market check (before touching the offer)

Market > offer > persuasion. Verify all four before polishing anything:

1. Massive pain — a desperate need, not a want. The pain is the pitch.
2. Purchasing power — a separate test from pain; desperate-but-broke is not a market.
3. Easy to target — the avatar gathers somewhere (lists, groups, channels, associations).
4. Growing — tailwind, not headwind.

Then commit to one narrow avatar. Specificity alone multiplies acceptable price ("made exactly for me" raises perceived likelihood): the same substance addressed to a sharper niche supports ~5-100x pricing. Do not niche-hop; do not broaden until the niche is saturated.

Phase 2 — Value equation audit

Value = (Dream Outcome x Perceived Likelihood of Achievement) / (Time Delay x Effort & Sacrifice).

• Amateurs inflate the numerator (bigger claims). Pros crush the denominator: compress time-to-first-win and remove buyer effort before making any bigger promise.
• Engineer an emotional win as close to purchase as possible — the short-term experience keeps them in long enough to reach the long-term outcome.
• All four variables are perceived. Communicate every improvement or it doesn't exist (the dotted next-train map beat faster trains).
• Sell the vacation, not the flight: name and pitch the outcome, never the vehicle, membership, or feature list.
• If competing against free (open source, DIY, freemium): fast beats free — sell speed and certainty.

Phase 3 — Build the offer (five steps)

1. Dream outcome. State the result the avatar actually wants, with a compressed timeframe.
2. Problem list. Exhaustively list every problem they hit before, during, and after — in the sequence they'll meet them. For each activity, check four flavors: not worth it financially (dream outcome), won't work for me / can't stick with it / external factors (likelihood), too hard or confusing (effort), takes too long (time). Expect dozens. Any single unsolved perceived problem can kill the sale.
3. Solutions. Reverse every problem into solution language: "how to X even if Y." Solve all of them — don't get romantic about how you want to solve them.
4. Delivery vehicles. For each solution, brainstorm every possible delivery: 1-on-1 / small group / one-to-many; DIY / done-with-you / done-for-you; medium (live vs. recorded); response speed. Scoping tool: what would you deliver at 10x the price? How would you still guarantee success at 1/10th?
5. Trim & stack. Score each vehicle cost-to-you vs. value-to-them. Kill high-cost/low-value and low-cost/low-value. Prioritize one-to-many assets (build once, deliver at ~zero marginal cost); reserve 1-on-1 for the biggest value adds. Bundle survivors into named mini-products, each with a justified value tag; the stack's total value must dwarf the price.

Sequencing rule: create flow, monetize flow, then add friction — over-deliver manually first, productize after.

Phase 4 — Enhancement layers (in this order)

Apply only honest versions; theatrical scarcity or fake deadlines torch trust, and trust is the asset.

1. Scarcity (quantity): state a real cap. Always sell out; always announce the sell-out.
2. Urgency (time): attach a real deadline. Never raise prices silently — announce the increase.
3. Bonuses: never discount — add. Decompose the offer into named, price-tagged bonuses; total bonus value should eclipse the core. Each bonus kills a specific objection or solves the next problem before they hit it. Tools and checklists beat extra trainings (lower buyer effort = higher value). Other businesses' products make free bonuses (and can pay you commissions).
4. Guarantee: reverse the risk — it's the single biggest objection. Structure: "If you don't get X in Y time, we will Z." Decide by arithmetic (net sales after refunds), not fear; tie conditional guarantees to the actions that cause success. Name the guarantee vividly.
5. Sell fewer units than demand; pent-up demand makes each promotion compound. The longer you delay the ask, the bigger the ask you can make.

Phase 5 — Naming

M-A-G-I-C — pick 3-5 components, any order:

• Magnetic reason why (Free, 88% Off, Spring, Grand Opening...)
• Announce the avatar (who it's for — the narrower the better)
• Goal (the dream outcome)
• Interval ("21 Day," "6 Week" — never pair a quantified claim with a duration in ads; it implies a guarantee)
• Container word (Challenge, Blueprint, Bootcamp, System, Sprint, Accelerator...)

Rhyme/alliteration is garnish, never forced. Test 2-3 names like ads; keep the winner as control. When results decay, refresh up the fatigue ladder — creative -> copy -> name/wrapper -> duration -> promo enhancer — and touch the offer structure itself last.

Rules and quick reference

Value equation variables (all perceived): Dream Outcome (raise), Perceived Likelihood (raise — proof, track record, guarantees), Time Delay (crush — fast wins), Effort & Sacrifice (crush — done-for-you outprices do-it-yourself).

Guarantee types:

• Unconditional — trial in disguise; strongest seller, most refunds; best low-ticket B2C.
• Conditional — "if you do the key success actions and don't get X, we Z"; variants: outsized refund, service-until-outcome (work free until X), modified/extended service, credit-based, delayed second payment, cover-ancillary-costs.
• Anti-guarantee — "all sales final" with a damaging-admission reason; doubles as a high-ticket qualifier.
• Implied — performance pricing (pay-per-result, revshare, ratchets); best alignment, hardest to track/collect.
• Stack guarantees (unconditional short-term + conditional long-term); go more conditional as ticket size and B2B-ness rise. A guarantee covering a poor product backfires into refunds.

Scarcity catalog: total business cap ("25 clients, period" + waitlist), growth-rate cap ("5 new clients/week"), cohort cap ("100 per class, 4x/yr"), limited bonuses, never-available-again. Honest capacity stated plainly ("81% to capacity") counts.

Urgency catalog: rolling cohort starts, rolling seasonal promo wrappers (same offer, new deadline), expiring pricing/bonuses (the promotion expires, not the service), exploding opportunities (decay of the window itself).

Pricing rules: charge based on value, not cost or competitors — competitors you'd copy are broke. Never be second-cheapest; there is strategic benefit only in being the most expensive. Price so it stings, then let the guarantee carry the risk. Never discount to close — add the bonus that answers the stated objection. Higher price raises client investment, results, and margin (virtuous cycle) — but only if fulfillment can absorb the promise. Demand is fractal: roughly 1 in 5 will pay ~5x — a useful prior for tiering, test before restructuring.

Where it doesn't transfer

The book's evidence base is high-ticket ($2k-$42k), sales-call-closed, direct-response, ROI-quantifiable offers. Keep the principles, translate the tactics:

• Self-serve / PLG / low-ticket checkout: no one is there to reveal bonuses or "ask again." Fold the stack into the pricing page as clearly-named components; skip mid-pitch choreography. Heavy stacking on a pricing page reads scammy — dial the register down, keep the structure.
• Subscriptions and communities: value must re-clear price every month; a category-of-one still churns without habit. Front-load the denominator work (fast time-to-first-win = activation). Caps on ~zero-marginal-cost products are theater, and communities want network effects, not gates — use honest cohort starts and expiring promos instead.
• Diffuse-value products (education, community, brand, tooling): "$X in Y days or Z" guarantees get vague and unenforceable. Prefer service-based or credit-based guarantees tied to completed actions.
• B2B / expert / hype-allergic audiences (developers, enterprise, non-US): rhyming challenge names cost credibility with procurement; buyers do diligence. Keep avatar + goal + container, drop the infomercial register. Never-discount-add transfers fully to enterprise deals.
• The numbers (36:1 ad return, 22.4x, 2-4x guarantee lift) are self-reported and survivorship-flavored — directionally plausible priors, not benchmarks.

Source

Compiled from $100M Offers — Alex Hormozi (2021). The skill is the procedure; the book carries the depth (worked examples, edge cases, the author's reasoning). If this stage is where your venture lives right now, buy and read it.