what are your competitive advantages?
by jackie meyer
we have shifted your mindset and model: you’re focusing on advisory value and pricing for roi. now, let’s get practical about structuring your services in a way that attracts the right clients, maximizes value per client and simplifies your operations. enter tiered service packages.
more: eight steps to roi pricing | shift your value proposition from compliance to advisory | how niches lead to growth | vision vs. mission, and why you need one | ten questions to check your entrepreneurship | more revenue in fewer hours
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offering your services in tiered packages (rather than ad-hoc or one-size-fits-all) can be a game-changer. it provides clarity for clients, helps you avoid scope creep and increases your revenue by capturing different levels of client needs.
at meyer tax consulting (my firm), we developed a structured tiered approach, which i’ll use as an example. you can model your own tiers similarly, customized to your niche and strengths.
why tiered service packages?
there are numerous benefits to packaging your advisory services into tiered levels:
- clarity for clients: clients can see exactly what’s included at each level. this sets expectations and allows them to choose the level that fits their needs and budget. no more confusion about “does this include x?” – it’s in the package description.
- simplified pricing: instead of custom quotes every time (though roi pricing still underpins, you can bake typical roi into tiers), you have preset prices or at least price ranges. this predictability is good for you and the client.
- increased value delivery: by bundling services, you can often deliver more total value. for instance, a “comprehensive” package might include everything a client truly needs to get the best result, whereas if you sold things piecemeal they might skip something crucial. packages encourage clients to go for a higher level of service that benefits them.
- streamlined operations: standardized packages mean you can create repeatable processes for each tier. onboarding a “gold” client will follow a known checklist of steps that all gold clients get. this improves consistency and efficiency.
- scalability: when it’s clear what you do at each level, you can train staff to handle a lot of it, and you can onboard more clients without reinventing the wheel each time. it’s the franchise mentality applied to your own firm.
- upselling path: tiers naturally create an upsell ladder. some clients might start at a mid-tier and later move to a higher tier as they see the value or as their needs grow. you’ve already defined what that next level looks like.
now, how to design your tiers? start with your competitive advantages – what makes your firm special – and ensure each package highlights those.
1. define your competitive advantages
ask yourself: what sets my firm apart and provides unique value? these should shine through in all your packages (especially the higher ones).
at meyer tax, some of our differentiators were:
- proactive, roi-driven advice: we aimed for a 200-300%+ roi for clients. this was a selling point – “we don’t just do taxes; we actively find ways to put money back in your pocket.” it became a promise baked into packages.
- specialization: we focused exclusively on executives (from corporate to startups). that focus was a selling point because it meant we understood things like stock options, executive comp, etc., deeply.
- transparent, all-inclusive pricing: no surprise bills; our packages were all-inclusive personalized pricing, quoted up front. clients appreciate that.
- flexible engagements and collaboration: our packages included not just working with me, but sessions involving estate attorneys or financial planners as needed (at certain tiers), meaning it was a holistic offering. that’s unique.
- certified expertise and tools: led by a certified concierge tax advisor (ccta) and using our taxplaniq™ system ensuring measurable roi. that instills confidence.
write down your own list. these advantages should be woven into the package descriptions. for example, if technology integration is your edge, your package might mention the advanced software or dashboards clients get access to.
2. develop tiered service packages
decide on how many tiers make sense (often two or three is good: e.g., silver/gold/platinum or basic/advanced/premium). too many choices can confuse. too few and you may miss revenue (some people always want the top option if there is one).
each package should cater to different needs and budgets. typically:
- top tier – a comprehensive package with in-depth, white-glove service, everything included. for clients with complex situations or who want maximum support. highest fee, highest value (and typically highest roi too, ironically, because they let you do everything needed).
- middle tier – a concierge or standard advisory package. high-touch and personalized, but not as many bells and whistles as top. it’s for those who need strong support but maybe not every single service. mid-range fee.
- entry tier – an essential package covers the basics in an advisory-focused way. still more than compliance-only, but streamlined. lower fee, for smaller clients or those who want to start small.
(names can be whatever fits your brand – the key is internal consistency: e.g., bronze/silver/gold, or basic/professional/elite, etc.)
let’s illustrate with conceptual examples, integrating value pricing:
- comprehensive tax planning and management (top tier):
ideal for: clients with very complex financial lives or large potential savings.
includes: in-depth tax strategy development, implementation of all identified strategies (could be dozens), quarterly strategy review meetings, ongoing monitoring of financial/tax changes, unlimited consulting calls, coordination with other advisors (attorney, investment advisor), audit defense, plus all compliance (tax returns, etc.) done for them. essentially a family office service for taxes.
estimated roi: highest – because they’re getting every strategy. fee is highest, but as a percentage of benefit it might be equal or better than lower tiers because you’re unlocking all value.
fee example: let’s say $50,000/year and up (varies by complexity/size, but you may not advertise price, you discuss individually). - concierge accounting and tax advisory (middle tier):
ideal for: successful small business owners or professionals who want proactive planning and regular support but might not need ultracomplex strategies.
includes: ongoing tax planning (maybe two or three big strategies implemented), monthly/quarterly check-ins, basic business financial advice, all their tax prep and bookkeeping (if you offer bookkeeping) perhaps, priority support (maybe not unlimited, but plenty), and possibly some nice touches like an annual business performance review meeting.
roi: very good but maybe focusing on the most relevant areas. fee is mid-level.
fee example: $20,000/year (could be paid around $1,700/month for easier budgeting). - essential tax optimizer package (entry tier):
ideal for: emerging entrepreneurs or new high-income individuals who haven’t done planning before. they have some complexity but not a ton.
includes: one annual strategy session to identify low-hanging fruit (maybe one or two strategies implemented), phone/email support limited to key times, their tax returns done, and a midyear checkup. not much hand-holding beyond that. possibly does not include things like audit support or coordination with attorneys (or those are add-ons).
roi: solid, focused on easiest wins (maybe they get 2x roi instead of 4x that higher tiers might achieve, simply because not everything is being done).
fee example: $7,500/year (maybe $625/month). compare to what they might have paid a typical cpa (maybe $2,000 for tax returns with no planning) – if you save them $15,000, they see why $7,500 is worth it.
(these numbers are illustrative – actual fees will depend on your target market. adjust the scale to your audience: if your niche is ultra-high-net-worth, your tiers might be $50,000/100,000/200,000. if it’s smaller fish, maybe $3,000/6,000/12,000. the pattern holds, though.)
each tier clearly spells out what’s included. this avoids ambiguity. for instance, top tier might say “includes up to two entity setups if needed” whereas entry tier says “entity choice recommendations provided, but filings at additional cost” – this way you don’t eat a bunch of extra work in lower tiers.
also, consider what’s not included in lower tiers or where limits are. e.g., maybe audit support is only in top tier; or bookkeeping included only in middle and up, etc.
by offering packages, you let clients self-select. some will always go for top because they want the best (and those are usually dream clients if they have the means). some will start in middle – which is great. some might only afford entry, which is fine too; they still get value and you still get paid well relative to old hourly model.
meyer tax’s packages:
3. implement a clear onboarding process
when you have tiers defined, build a standardized onboarding for each. specifically:
- for any new client: they should fill out some intake (info needed for chosen package). perhaps have a pre-qualification as we discussed – by now you likely did that before they chose a package.
- tier-specific onboarding: for example, a top-tier client might have an in-depth kickoff meeting with multiple team members, while an entry-tier client might just have a shorter call with you and then be handled mostly via email. outline these steps so you deliver a consistent experience appropriate to the tier.
- pre-onboarding “homework”: perhaps part of the package is some pre-work by client (like answering a questionnaire about goals or uploading docs). build that into a checklist.
this ties to client experience automation. think of things like automated welcome emails, a welcome kit pdf explaining how to schedule with you, etc.
(as an aside – consider client onboarding guidelines as a deliverable – in one of your early communications, set the tone: how to contact, what turnaround to expect, what you need from them to succeed, etc. high-tier clients, you might call and personally white-glove them through. lower-tier, maybe a nice email with bullet points.)
ensure anything promised in the package is kicked off properly.
4. leverage client testimonials for package promotion
as you onboard clients into these packages, collect feedback and results. then utilize testimonials in your marketing. for instance:
- “since signing up for the comprehensive plan, i saved $85,000 in taxes in one year and the meyer tax team made the process seamless. best investment i’ve made for my finances!” – such a testimonial helps sell future prospects on your top tier.
- or a simple stat: “clients on our platinum package saw an average roi of 250 percent on fees last year, meaning for every dollar they paid us, they got $2.50 back in benefits.” this is powerful social proof.
put testimonials on your website under each package description or mention in proposals.
5. pricing tiered packages with the roi method
even with packages, i still recommend customizing the final price to the client using roi.
think of your packages like templates – each has a baseline scope and perhaps a baseline price for an “average” client scenario. but you adjust up or down based on that client’s complexity/urgency/etc.
for example, comprehensive package might normally be $50,000/year if say $150,000 savings typical. but if a particular client has $300,000 potential benefit (and high complexity), you might price their comprehensive at $90,000/year. it’s the same “package” (scopewise they get everything) but priced according to their size and roi.
conversely, if a smaller client wants comprehensive (they want white-glove even if their numbers are smaller), maybe you charge $30,000 because their savings might only be $100,000.
the package defines what; the roi analysis defines how much.
by clearly outlining what’s included at each tier and tying it to roi in your proposals, clients can see:
- exactly what they get (reduces uncertainty)
- the potential roi (justifies cost)
- the differences between tiers (justifies why paying more gets more)
a quick scenario: you present three options in a proposal – essential for $x, concierge for $y, comprehensive for $z. under each name, bullet key differences. many clients will gravitate to the middle (common psychology), some will want top, few will pick bottom if middle is within reach.
if you’re worried about pricing transparency, you don’t necessarily list prices on your website (unless you have a productized model and want to). you can say “starting at $x/month” to set an anchor, but usually conversation is needed. the packages can be described without price, with a note “custom quoted after initial consultation.”
6. ensure engagement letters and ach setup
don’t forget the nuts and bolts:
- have strong engagement letters for each type of package, spelling out scope and responsibilities (yours and the client’s). include the tier name and term (most of these likely annual engagements).
- set up automatic payment collection (ach or credit card on file). if you go subscription style, charge monthly or quarterly automatically. this protects cash flow and makes life easier. many firms now set clients up on autopay for their packages – clients are used to subscriptions (netflix, gym, etc.), so why not for their advisor? it also subtly reinforces ongoing value, not pay-per-hour.
with clear packages and smooth admin, you present as a well-oiled modern firm.
7. regularly review and refine packages
periodically, evaluate if your packages need tweaking:
- are clients frequently asking for something not included? maybe it should be added to a package or create a new tier.
- is one tier far more popular? maybe the lowest tier is too good a deal or highest tier is too pricey – adjust accordingly.
- are you profitable at each tier? do an internal analysis: for each package client, track roughly how much time/effort was spent. ensure the pricing indeed yields strong profit given that effort. if not, adjust features or pricing.
- stay updated on what competitors offer (though many won’t have as sophisticated packaging, if they do, see how yours compares).
the beauty is, once set up, these packages make selling and delivering services far easier. you’ll notice prospects nodding along “yeah, i think the gold package makes sense for me” rather than you trying to pitch disparate services.
example scenario illustration
let’s put ourselves in a prospect meeting context:
imagine you’re speaking with a high-net-worth client, john, who runs two businesses and has lots of moving parts. after understanding his situation, you say:
“john, i have a couple ways i work with clients like you. i think in your case, our comprehensive tax planning and management package would fit best. that’s our top-tier service where we handle everything: proactive tax strategy, implementation, ongoing advisory throughout the year, plus all your tax filings and even coordination with your other advisors. clients in this package essentially have a virtual cfo for taxes – we handle it all.
“based on what you’ve shared, i see roughly $200,000 in potential tax savings and efficiency improvements for you annually. with our typical roi-based pricing, the fee for this comprehensive service would be about $70,000 per year, which is about one-third of the projected benefit.
“now, if that’s more commitment than you’re looking for, we do have a concierge advisory package as a middle option. it’s less hands-on – we’d still do key tax planning and be available for consults, but it’s more limited in scope (for example, it doesn’t include real-time bookkeeping or quarterly in-person meetings). that might save you some fees; those typically run around $30,000 to $40,000 a year for someone in your situation, but it also might leave some tax opportunities on the table simply because we won’t be as deep day to day.
“given the complexity and the potential savings i see, i honestly think the comprehensive route nets you the most after all fees. but i wanted to mention the other option. which approach resonates with you?”
see how that conversation flows? we gave options (creating a price anchor high and one mid), but we guided toward the one we feel is best for him. we framed it around value and let him choose.
if he’s truly price-sensitive, he might pick the $40,000 option. still fine – that’s likely more than you’d have gotten trying to custom sell without tiers, and you can still do good work (just define clearly what might not get done).
if he values the full deal, he goes $70,000. great.
if he balks at both, maybe he’s not our ideal client or we discuss an essential tier (maybe not originally offered because we think he needs more).
this approach is professional and client-centric. it never feels like “i’m upselling you stuff you don’t need.” it’s “i have solutions at different levels – you decide what you need.”
benefits for your practice recap
implementing tiered packages transforms more than just sales – it changes your operations:
- predictable revenue: packages are often on annual or monthly pricing. this gives you a steadier cash flow than one-off projects. it’s easier to project income and manage your own budget.
- less admin hassle: with fixed packages and automatic billing, you spend less time invoicing or chasing ar.
- efficiency: you can templatize deliverables for each tier, improving speed and reducing errors. for example, all gold clients get a “tax strategy plan” document – you have a template, you fill in specifics. much faster than doing something bespoke from scratch each time.
- team delegation: junior staff can be trained “this is how we onboard a silver client; these are the five tasks you do.” it’s clear. freed from constantly having to think “what do we owe this client?”, they follow the package checklist.
- client relationships: because packages encourage ongoing work (especially if you price annually or monthly), you inherently build longer relationships and become that trusted partner over time, which leads to more referrals and possibly expanding services (maybe they start to ask you for advice outside tax – an opportunity to add a new service line or partner with others).
all right, action time.
action items:
- identify your tiers: sketch out what two or three levels of service you can offer. list the services or features each includes. think in terms of outcomes and convenience for the client (not just list of deliverables – e.g., outcome could be “comprehensive tax peace of mind” vs. “includes two planning meetings”).
- set tentative prices: for each tier, decide on a base price (for an average complexity client). use past experiences – e.g., you know typical small biz might pay $5,000 for basic, $15,000 for more, $30,000 for all-in. these are starting points; you will adjust per client via roi but have them ready.
- create package descriptions: write a one-page summary for each package. use bullet points to detail what’s included. also possibly a small section “this is ideal for you if … (describe client type).” this can be used in proposals or marketing.
- develop onboarding checklists: for each package, outline the steps from signed contract to fully in service. this can later become part of a procedures manual (and likely in a workflow tool).
- decide on payment terms: will you bill monthly, quarterly, annually up front (maybe with a slight discount)? many advisory firms do monthly to ease client adoption. figure that out and set up the mechanism (ach authorization forms, etc.).
- soft launch with current clients: think of a couple of existing clients who aren’t on a formal package but you essentially do a lot for them. consider showing them your new structure and perhaps migrating them onto it at their next renewal. it might simplify things for both of you – and possibly you find you can charge them more (or deliver more value) by bumping them into a defined tier. you might even say, “i’ve been doing a version of our gold service for you unofficially; we’re formalizing it and i wanted to present it to you.” clients often appreciate the clarity.
- get feedback: if you have any friendly clients or colleagues, run the packages by them. “would this make sense to you? anything unclear or you’d want that’s missing?” tweak accordingly.
- train your team: if you have employees, brief them on the new package offerings, what each means and how to talk about them if they interact with clients/prospects. everyone should know “what’s the difference between platinum and silver” in case they’re asked.
by structuring and packaging your services, you have now productized an otherwise intangible offering. this makes marketing easier (you can market packages), sales easier (clear choices), and delivery smoother. it’s a vital step in converting your practice from “a job you own” to “a business that can run and scale.”