At Acquisition Ace a premium version of the main offer sold 1,000+ times in a little under a year. It cost nothing extra to fulfil.
Acquisition Ace: one package we designed sold 1,000+ times. Diego also builds Ben Kelly's website. Result from a named client with written permission. Typical clients of this cohort saw a range of outcomes; nothing here is a guarantee. How we handle claims.
That premium version is now the main offer, and the old main offer sits under it. Two programs, one back end. It worked because we knew which parts to share and which to keep apart.
What can two coaching programs share?
Everything clients never see. One client board in Monday.com with a program column, so every client sits in one place. One SOP library, with a line in each SOP where a program differs. One set of tools: Skool, Stripe, Trustpilot, Loom.
The data is shared too, because the most useful number crosses programs. A client who buys program two after program one is a resell or an upsell. Their lifetime value only shows if both programs sit in one data set.
What has to stay separate?
Everything that defines what a client bought. Each program needs its own promise, a defined result, its own milestones with a time per stage, and its own training levels. Clients in two programs with the same milestones do not know which one they are in.
| Shared across programs | Separate per program |
|---|---|
| Client board, with a program column | The promise and the defined result |
| SOP library | Milestones and the time per stage |
| Tools: Skool, Stripe, Trustpilot, Loom | Training levels and who can see them |
| Client data and lifetime value | Client success rate and on-track rate |
| Client success team, if the audience is the same | Coaches, if the subject is different |
Access matters most between a cheap and an expensive program. If the cheap one gets the same calls or community, clients ask why they would buy the big one. It kills the reason to upgrade, and it happens faster than you think.
The offer is almost the whole business. How you structure it and communicate it is partly marketing. But fulfillment has to decide what can and cannot be delivered, and the offer is built from that. An offer built purely from marketing that the team cannot deliver breaks the whole business.
Do you need a separate team for each program?
Not for client success, if the audience is the same. A client success manager carries up to 200 to 300 clients, and at 300 they are busy. What breaks that number is the one-to-one calls and the chat support in each program, not how many programs there are.
Coaches are different. A program on a different subject needs coaches who know it. Most coaches are fractional, so a second program often means a second small group of fractional coaches under the same client success team.
Give each program a named owner on the client success team, even when the people are shared. Someone has to notice when one program's overdue count climbs while the other's falls.
How do you keep the numbers for each program apart?
Filter the board by the program column. Each program gets its own client success rate, on-track rate per stage and time to value. A blended success rate across a $5,000 program and a premium one hides the program that is not working.
Track them over time, month by month. A new program usually starts with a lower success rate while its stages settle. Seeing it beside the older program shows whether it is improving or just new.
When is a second program a mistake?
When it comes from marketing and the team cannot deliver it. When it needs complex software or a round of random hires the first program never needed. And when it sells the same thing cheaper to the same people.
Before adding one, write down what the second program's winners will buy next. If the answer is nothing, you have built a second front end, and the back end still ends after one sale.
Diego Miescher
