I was having a coffee with my wife Sharon at Starbucks, and we got talking about Howard Schultz, the CEO. He said something in a memo to Starbucks partners that I absolutely love: "We're not in the coffee business serving people. We're in the people business serving coffee." Wow. Just think about that for a moment. What Do You Really Sell? This got me thinking about our businesses. Not what we DO, but what we really SELL. Consider these examples: Holiday Company → Not hotel beds → Really sells: DREAMS Bookseller → Not words → Really sells: ESCAPES Restaurant → Not food → Really sells: MEMORIES Wouldn't it change the way you market if you thought this way? The Hidden Benefit Ted Nicholas once told me about what he called "the hidden benefit" the second-level benefit that's deeper than first imagined. This isn't just about features and benefits. It goes much deeper than that. I wrote in my notes: "The idea is far more stretching than just features and benefits. It's like a twirling, swirling whirlpool, deeper than first imagined." My Example Part of my business is: I help people write, create and market informational products, grow their fees, and get properly rewarded for the positive difference they make. But what do I really sell? Significance. That might seem strange. But when I know I sell significance, doesn't it change the way I market it? Real World Application When I was doing some work in Hong Kong, I was advised by Chinese people living there that perhaps the second-level benefit for that audience was RESPECT. So I wrote the copy focusing on respect, not on the amount of money somebody might make. It worked brilliantly. Your Challenge Take some time, some precious, precious time, to think about your business. What is it that you really do? Not the WHAT... but the deeper WHAT. What hidden benefit do your clients actually buy? Share your thoughts below 👇 What do YOU really sell?

Do you offer just ONE version of your service? If you do, you're almost certainly leaving money on the table. And here's the thing, your clients are WANTING to give you that money. You're just not giving them the option. Here's what I mean... The Deluxe Principle Think of your current service as your "Premier" offering. Now ask yourself: What could I ADD to create a higher-level "Deluxe" version? Could it be: → More time with you? → Additional templates or resources? → Follow-up support? → A "done with you" element instead of just information? → An online portal with extra content? → Priority access? Not filler material. Quality extras that genuinely enhance the client's experience and outcomes. Why this works Many of my clients who've implemented this report something surprising: The MAJORITY of their clients now opt for one of the deluxe versions rather than the standard offering. Most clients, when given the choice, will choose to invest MORE — if the extra value is clear. The Step-Up Model Here's a simple way to think about your tiers: Level 1: Information — You share your knowledge. Client implements on their own. Level 2: Information + Advice — You add templates, extra videos, some guidance on implementation. Level 3: Information + Advice + "Done With You" — You're actively involved. Coaching calls, accountability, hands-on support. Level 4: Information + Advice + "Done For You" — You become part of their team. You handle the implementation. Each level up = more value for them, higher fees for you. The Numbers I've consistently found that Deluxe versions can be priced at 5x to 10x the standard fee. Here's an example from when I launched my mentoring groups many years ago: - Monthly Mentoring Group: £500/month - "Take Me to Market" (my deluxe offering): £2,500/month - If you attracted just TWO deluxe clients per month at £2,500 each — that's an extra £60,000 per year. Same expertise. Same you. Just packaged differently. One more thing...

Here's something that could change how you handle every client conversation from now on. I often ask people in my training sessions this question: "What is it that wealthy taxi drivers do that less wealthy taxi drivers forget to do?" I get all sorts of answers. Charge higher fares. Build rapport. Get bigger tips. All reasonable guesses. But none of them are right. The answer is so simple it's almost annoying: Wealthy taxi drivers always book the return journey. Think about it. When a taxi driver drops you at a restaurant, the wealthy ones don't just drive off and hope you'll remember to call them later. They say: "What time do you think you'll finish your meal? I'll come and pick you up. If you're running early, give me a call. If you're a bit late, let me know and I can fit in another fare. But I WILL be here for you at the agreed time." And when they turn up exactly as promised? You use them again. And again. And you tell your friends about them. Now here's the thing... How many of us are doing this in our own businesses? Be honest. How often do you finish a call with a prospect, agree to send a proposal, and then... just send it? No follow-up booked. No next step scheduled. Just hoping they'll get back to you. And then you wait. And chase. And wait some more. Every time you chase a client, you damage your positioning. You go from being an authority they want to work with to someone who needs their business. Here's the fix: Never end a client interaction without having the next one scheduled. It's that simple. - After a discovery call → Book the proposal review BEFORE you hang up - Sending a proposal? → The follow-up meeting should already be in both diaries - Finished delivering work? → Book the review call - Project complete? → Schedule the check-in - When you do this, there's no ambiguity. No awkward chasing. No wondering what happens next. You're providing certainty. And certainty is worth paying for. Here's your challenge: Think about your last 3 client interactions. Did you book the return journey?

Selling today isn’t about pressure, it’s about presence. Let’s explore together how we can show up in a way that invites trust and genuine buying decisions. How have you shifted the way you sell in the last few years, and what’s worked best for you?