Value Proposition: A Key Element of Your Business Model

What makes up your value proposition

Novelty

You solve problems no one has tackled before — or solve them in a fundamentally new way.

Examples:

• A developer specializing in LLM integration into existing products — this specialty didn't exist a year ago
• A product manager with expertise in AI-first products
• A consultant helping traditional businesses transition to Web3
• A UX researcher working with neural interfaces

Novelty creates a temporary monopoly: until the market gets saturated with specialists, you can command premium rates.

Performance

You do the same thing as others, but faster, better, or at greater scale.

Examples:

• A senior developer who ships in a week what a junior would take a month to build
• A copywriter who delivers text that needs zero edits
• A designer whose mockups don't need rework after testing
• A project manager who delivers on time 90% of the time (versus the industry average of 60%)

But performance has a ceiling: there's always someone who works even faster. That's why it's rarely the only element of a value proposition.

Customization

You tailor solutions to each specific client rather than selling a template.

Examples:

• A business consultant who builds strategy around your specific situation instead of regurgitating textbooks
• A developer who architects systems for your actual load requirements, not "the way it's usually done"
• A career coach who works with your unique story instead of following a script
• A marketer who studies your unit economics before recommending channels

Customization takes more time and deeper engagement — and that's exactly why it commands higher fees.

"Doing the client's job"

You take ownership of an entire area of responsibility so the client can focus on their business.

Examples:

• Fractional CTO: a startup gets a technical director without a full-time hire — you own the entire technical strategy
• Online course producer: the expert just records content, everything else (platform, funnel, launch) is your domain
• DevOps engineer on retainer: the company doesn't think about infrastructure, you just "make everything work"
• Outsourced CFO for small businesses

The Rolls-Royce model — selling "flight hours" instead of engines — works for individual specialists too: you're not selling hours of work, you're selling outcomes and peace of mind.

Brand and status

Working with you sends a signal to the market.

Examples:

• A designer whose name in a portfolio adds credibility to the product
• A consultant who's ex-McKinsey or ex-Google — your former employer's status transfers to the client
• An investor-advisor whose name on the cap table attracts other investors
• A well-known open-source project maintainer

Brand takes time to build, but it creates a durable advantage: clients come to you and willingly pay a premium for the association.

Price

You deliberately operate in the lower price segment but compensate through volume or automation.

Examples:

• Template solutions: pre-built Webflow sites, standard pitch decks, off-the-shelf integrations
• Courses instead of consulting: you teach hundreds of people instead of working with one client
• Productized services: "Landing page audit for $299" with a clear scope

This is a viable model, but it requires scale. One cheap project won't pay the bills — you need volume.

Reducing client costs

You help clients spend less — on infrastructure, people, tools.

Examples:

• Cloud cost optimization consultant: companies overpay AWS/GCP by 2–3x, and you find where
• HR consultant who designs processes so the company hires fewer people
• Business process automation specialist: implementing no-code solutions instead of custom development
• Financial analyst who uncovers hidden expenses

If you save a client $100,000 a year, your $20,000 fee looks like a great deal.

Risk reduction

You reduce the likelihood of failure, financial loss, or reputational damage.

Examples:

• Technical due diligence before acquiring a startup
• Security audit before product launch
• Legal review of contracts
• MVP testing before scaling
• "Second opinion" on architecture from an independent expert

Clients pay for risk reduction especially willingly when stakes are high: major investments, public launches, regulatory requirements.

Accessibility

You make available what only large players could previously afford.

Examples:

• Fractional model: small businesses get a CFO, CMO, or CTO for a few hours a week instead of a full-time hire
• Group consulting: instead of $500/hour one-on-one — $100/hour in a group of 10
• Async consulting: clients pay for written responses instead of calls
• Micro-services: not a full rebrand for $50,000, but a "logo audit" for $500

Democratizing expertise is a powerful trend, and you can build a sustainable business on it.

Convenience

You're simply easy to work with.

Examples:

• You're in the right time zone and available when it's convenient for the client
• You have a clear process: the client always knows what's happening and what's next
• You work in the client's tools instead of making them learn yours
• You handle communication with all stakeholders, not just the person who hired you
• You have fast onboarding: work can start tomorrow, not after a month of approvals

Convenience is underrated, but it's critical for busy people. If you're easy to work with — you get referrals.

How this connects to price

Each element of your value proposition adds to your price.

A specialist who:

• works in an emerging niche (novelty)
• takes ownership of project management (does the client's job)
• has reputation and referrals (brand)
• reduces the risk of failure (risk reduction)
• is easy to work with (convenience)

...can charge 10–30x more than a specialist with the same technical skills but without these elements.

Instead of a conclusion

Your price isn't "what an hour of work costs" or "what the market charges."

Your price is the sum of the value you create for the client: cost savings, risk reduction, speed, convenience, status, peace of mind.

The question isn't "what am I worth," but "what value do I create and how can I increase it."