Chapter 3
Price for the full work and capacity
Finish this chapter with a full-cost pricing and capacity sheet you can use immediately to price for the full work and capacity, while avoiding selling an hour instead of a defined decision and outcome.
What you’ll get
- A completed full-cost pricing and capacity sheet, not a list of abstract ideas.
- One explicit decision rule for price for the full work and capacity.
- A 45-minute execution sequence you can repeat yourself or hand to a teammate.
- A quality gate that tells you whether to move forward, run one small test, or revise the input.
Use this chapter as a working session
Open the document, spreadsheet, or Tapmy workspace where this decision will live. Replace sample language with the exact offer, buyer, channel, price, and evidence you have today. If a fact is missing, label it as an assumption and assign the smallest test that can resolve it.
| Time | Work | Concrete output |
|---|---|---|
| 0–10 min | Collect buyer words, traffic data, sales conversations, support questions, and current page copy. | A short evidence list with source and date. |
| 10–20 min | Make the single decision this chapter is designed to resolve. | A one-sentence decision and reason. |
| 20–35 min | Build the full-cost pricing and capacity sheet with real names, numbers, links, and owners. | A usable operating asset. |
| 35–45 min | Review it from the buyer’s point of view and run the quality gate. | A keep, test, or revise decision. |
Count time beyond the meeting
Estimate:
- preparation and material review;
- meeting time;
- notes and follow-up;
- scheduling/admin;
- rescheduling risk;
- payment costs and taxes relevant to you;
- expertise and decision value;
- opportunity cost of reserved calendar capacity.
A 60-minute session may require more than 60 minutes of delivery time. Price the complete service.
Choose capacity before availability
Decide the maximum number of sessions you can prepare for and deliver well each week. Then open only those slots. Scarcity should reflect real capacity, not fabricated urgency.
Create tiers only when the output changes
Examples:
- focused 30-minute decision session;
- 60-minute audit plus action plan;
- multi-session implementation package.
Use How to Build an Offer Ladder if calls are part of a broader customer journey.
Decision gates
| Evidence state | What it means | What to do next |
|---|---|---|
| The input is specific, current, and tied to a real buyer action | The full-cost pricing and capacity sheet is ready to use. | Put it into the Tapmy journey and measure the next observable behavior. |
| One important input is assumed | The direction is testable, not yet proven. | Run the smallest test that can confirm or reject that assumption. |
| The asset serves several audiences, offers, or goals | The scope is too broad. | Narrow to one buyer, one job, one offer, and one reporting window. |
| The result depends on a claim you cannot show or deliver | Trust and delivery risk are higher than the upside. | Rewrite the promise around a supportable outcome. |
Quality standard
- The full-cost pricing and capacity sheet names one buyer and one job.
- Every number has a timeframe, currency, or denominator where needed.
- Every link and handoff has an owner.
- The next action is visible without rereading the chapter.
- The decision can be measured through customer behavior.
- No claim is stronger than the evidence.
