A value ladder for web services: a practical workshop

In the class, I compare simple websites with more customised projects. The distinction should involve more than calling them basic, intermediate or advanced. Explain which pages, functions and integrations each includes.

As an exercise, prepare a sheet for each offer with its result, limits and required client information. If you cannot describe the difference without discussing price, the scope probably needs more detail.

After delivery, a recurring service may make sense. In the recording, I connect it to later client changes and needs. To organise it, specify the included tasks and how they are requested.

Fixing an incident differs from adding a feature. Define how you assess each case, when you respond and what happens when a request exceeds the agreement. That helps the fee represent work both parties understand.

During the session, I show project pages and discuss visits during that period. This illustrates the link between publishing content and people exploring an offer. Visits alone do not establish how many sales occurred.

A service page should help assess fit: who it is for, which problem it addresses and how work begins. Link cases, guides or videos that explain your approach before asking for a meeting.

The ladder does not require every client to buy more. One may only need a small website; another may later need integration or support. The next service makes sense when it responds to that situation.

Review questions arising after delivery. They are a better basis for expanding the offer than adding levels without knowing whether anyone needs them. Keep it clear where each commitment ends and another begins.

Write three columns: initial delivery, possible extensions and recurring work. Place each task in one column and explain what triggers it. Then review whether you can sustain the tasks with your available time and resources.

Amounts mentioned in the live session are examples from the recording, not recommended rates for your case. Your offer needs to consider complexity, effort and your own costs. The exercise seeks clarity, not a copy of someone else's price list.