Speed Up Your Sales Cycle with a Productized Offer with Spencer Powell | Ep #787

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Do you have a sales system in place for showcasing your agencies services at a low-cost price point that creates an easy “yes” for your prospects? Many agencies are giving away insights in order to land big projects. However, a well-crafted foot-in-the-door offer helps you close clients faster by giving them a taste of what it’s like to work with your agency, but also allows you to qualify whether a prospect is the right fit for your agency and team.

Today’s featured guest shares how productizing his offer helped streamline his sales process and communicate a clear value proposition. Furthermore, after building his strategic foot-in-the-door offer, he’s been testing different pricing models to make it an easy “yes” for prospects while still attracting high-quality clients.

Discover practical insights on scaling your agency, improving your sales strategy, and boosting conversion rates with intentional, value-driven offers.

Spencer Powell is the founder of Builder Funnel, a digital marketing agency with roots in direct mail. He shares his journey transforming his family's direct mail business into a digital marketing powerhouse, discusses strategies for converting clients faster and easier, and talks about his recent experience building a foot in the door offer, which he is currently in the process of adapting and testing.

Spencer has been on the show before talking about the game-changing move to get paid for strategy instead of giving away ideas and research for free.

In this episode, we’ll discuss:

• How a productized offer can revolutionize conversions.

• Building a successful foot-in-the-door offer.

• How could rethinking the entry-level pricing benefit sales?

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Spencer's marketing roots run deep as part of a family legacy. His grandfather established a direct mail company that his father later acquired in the 1990s. Demonstrating entrepreneurial spirit early on, Spencer launched his own social media business as a side hustle immediately after college.

The family business reached a turning point when Spencer's father attended an industry event where he heard direct mail was becoming obsolete. Recognizing the need to evolve, he invited Spencer to help transition the agency into the digital era. Together, they developed the agency’s brand, realizing that having a niche would be an important to create a competitive advantage. This new direction proved so promising that they eventually sold off the direct mail division to concentrate fully on growing their digital brand. As the final step in this transformation, Spencer ultimately purchased his father's ownership stake and continued driving the business forward.

Like many agency owners, Spencer allowed himself to be in the sales seat for far too long, with an offer that included building custom proposals for all incoming prospects – a time-consuming process with unpredictable returns.

The first step out of this was productizing his offer, which led to the creation of the "Remodeler Marketing Blueprint," a fixed-fee service providing clients with comprehensive one-year marketing strategies. This productized approach served dual purposes: it systematized the sales process while establishing a clear value proposition. Clients were offered to either implement the strategies independently using provided resources or hire the agency for full execution.

By doing so, his agency not only streamlined their sales process but also established a clear value proposition and the agency's conversion rates soared from 15% to 70%. Despite this success, a one-year marketing plan was still a huge undertaking and there was opportunity to develop an even more accessible entry-level offering that could serve as a true foot-in-the-door product.

Per Jason’s suggestion, Spencer and his team borrowed the structure to build a foot in the door strategy and set up a discovery call – ranging from 15-30 minutes – which they use to assess if the prospect is a good fit, in the right industry, and are asking for services that the agency offers.

If this discovery call is a success, the team will move on to selling a marketing framework call, a $497 call where they do an exhaustive run through of their website, look into their SEO and ads, and walk them through their Attract, Convert, and Measure framework. At the end of the call, the client will either take what they’ve learned and implement it themselves, move on to the next step of working with his agency, or ask for their money back.

The framework was a success, with 35.5% of those who participated in the framework call converted into clients last year. Jason emphasized that the initial discovery call should evaluate whether prospects would be good long-term agency partners rather than just qualifying them for the framework call. Following this advice, Spencer encourages his sales team to book as many calls as possible, to get the practice they need to start discerning which prospects would actually move ahead to work with the agency and which never intended to get beyond that call.

Implementing these steps was a real game changer for Spencer, who can now continually tweak, update, and improve it by recording the sales calls and review them with the team to highlight successes and room for improvement.

All in all, the structure of an offering ladder will make it easier for the prospect, the sales team, and overall for the agency to offer value and better qualify clients.

Now, Spencer is in the process of reviewing his agency’s foot-in-the-door pricing, by lowering it from the current $497 to around $197. Why charge less? Spencer finds that prospects often need to consult with higher-ups before committing to the current Price, which either slows down the process or could be the end of that interaction. However, these sorts of instances could indicate they’re not speaking with a decision-maker, which agencies ideally should be when it comes to selling a foot in the door.

For now, early results indicated a promising trend, with a notable increase in the number of scheduled calls and successful conversions. On one hand, this is a positive development, but it could also mean that the lower price point is also attracting prospects who are not the agency’s ideal client.

The team is exploring different ways to frame this pricing adjustment, such as positioning it as a limited-time offer or explaining that while the agency barely breaks even at this price point, it serves to identify genuinely interested prospects. They're also careful to clarify that this special rate doesn't reflect their standard hourly billing, which is substantially higher.

It’s something that Spencer will continue to evaluate with his team. If the lower price helps them acquire more clients monthly, it may prove beneficial in the short term and something they can revise in a couple of months looking, for instance, at client retention and how those relationships ultimately played out.

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