Before“What should I sell next?”
She was not short on ideas.
In fact, she had several things she could monetize.
Programs.
Frameworks.
Training.
Advisory.
Content.
Methodologies.
The problem was that she had not yet separated them by what each one demanded from her.
Some offers required her presence.
Some required her judgment.
Some could potentially become intellectual property.
Some could become recurring revenue.
And some had the potential to become a true business asset.
Because she helps other people think strategically for a living, she assumed she should be able to see the answer inside her own business.
She could not.
And that surprised her.
DuringThe conversation changed from offers to assets.
The 50 Shades of Paid® framework helped her stop looking at the business as a list of things she could sell.
Instead, she began asking:
Which parts of this business still require me?
Which parts could become intellectual property?
Which parts could produce recurring revenue?
Which parts could be licensed?
Which parts could have value independent of my calendar?
That was a very different conversation from:
“What should I sell next?”
Because the goal was no longer simply to create another offer.
It was to understand what kind of revenue each piece of her expertise could become.
THEN SHE SAW AN OPPORTUNITY HIDING IN PLAIN SIGHT.
One of the clearest opportunities was corporate training.
More specifically, taking the intellectual property she had already developed and packaging it so corporations could buy and use it.
That opened the door to a different model.
Not just:
hire me to coach your people
but potentially:
bring my methodology into your organization.
That could mean facilitated corporate training.
Licensing.
Internal use of her frameworks.
Repeat engagements.
And a much larger buyer than the individual clients she had traditionally served.
The opportunity had been sitting there.
She just had not categorized it that way.
AfterShe tested the opportunity instead of overthinking it.
She took bold action.
And despite hearing that corporate sales cycles were usually long, she secured three corporate training opportunities.
That result gave her evidence that the market was willing to buy her expertise in a different form.
It also shifted how she thought about her own business.
She no longer had to assume that every valuable idea needed to become another coaching offer.
Some of her knowledge could become something organizations purchased at scale.
