Compare service offers before choosing what to launch

Pick offers that represent different decisions

Compare genuinely different service choices, such as a one-time assessment, a repair visit and ongoing support. Rewording the same package three times mainly tests presentation. Keep the comparison small enough that a person can explain each option without reading a long proposal.

State why each offer might exist. One may suit a customer who needs diagnosis; another may suit a known task. This prevents you from treating different buying situations as a popularity contest.

Use the same information on every card

For each offer, include the customer situation, deliverable, important exclusions, required inputs and next step. If you include indicative pricing, make the assumptions explicit and use comparable units. Give each card a neutral name so decorative branding does not dominate the discussion.

Avoid showing a complete description for your favorite option and vague wording for the others. The goal is to discover which service makes sense, with presentation differences controlled as far as practical.

Ask what the person would do

Describe a realistic situation and ask which option, if any, they would explore. Ask them to explain the deliverable and what information they would need before deciding. Discuss alternatives they have actually used for a similar problem.

Allow none of these as an answer. A forced choice creates apparent interest even when the person would postpone or solve the problem another way. Record the reason and the buying situation rather than only the chosen card.

Add a delivery worksheet

Estimate the resources needed for each option: preparation, travel, work time, materials, coordination and follow-up. Identify dependencies that could make your advertised timing unrealistic. Check whether you can deliver the offer with your current capacity.

Separate known costs from assumptions. Customer enthusiasm cannot compensate for a service you cannot fulfill consistently. If one option needs a capability you do not have, keep it as a future possibility instead of calling it launch-ready.

Make a provisional choice

Compare the cards on clarity, fit with actual buying situations and delivery readiness. Choose the option with a defensible next experiment, not simply the largest number of favorable comments. Document why you chose it and which uncertainty remains.

If reactions split because customers need different outcomes, you may need a clear routing question rather than one winning offer. Test that question before adding an extensive menu of packages.

Test with real enquiries next

Publish or share the selected offer with a small, appropriate audience and track actual questions, quotes and completed work. Keep the earlier interview reactions separate from purchasing behavior. Update your delivery estimates when a real job reveals missing steps.

Do not use a handful of conversations to forecast market size or guaranteed sales. The comparison gives you a practical starting decision and a clearer list of things to verify.

Illustrative comparison for a home-organization service

A hypothetical owner creates cards for a planning consultation, a half-day room reset and monthly upkeep. Each shows the same five fields. Interview participants explain different situations: one needs a plan to do themselves; another needs hands-on help before a move.

The owner can currently deliver consultations and resets but lacks capacity for recurring visits. They launch the reset with a question that routes plan-only requests separately. This choice combines customer fit and delivery readiness; the interviews do not establish a reliable percentage of customers for either offer.

Questions about this task