Direct answer: list only existing offer types, describe the audience job and Promise role of each, assign creator-defined Effort points, calculate available Capacity for the review window, and sequence offers from simpler repeatable value to work that consumes more individual attention. Add a Stop rule so an offer pauses before workload exceeds the creator's declared limit.
This worksheet sequences existing offer types. It does not invent a universal ladder, recommend prices, choose a PPV strategy, write upsell messages, or predict revenue. The order is an operations hypothesis based on what the creator can already deliver consistently.
Start with records, not aspiration. If a VIP structure is already defined, bring its service commitments from the VIP offer structure. If a custom menu exists, use the actual approved items from the custom content menu. Do not add a rung simply because another creator uses it.
Inventory existing offers exactly as delivered
Create one row per current offer type. Record its name, audience eligibility, included deliverable, usual fulfilment steps, owner, lead time, repeatability, active commitments, and evidence source. Separate an offer type from an individual order. “Custom clip” may be a type; a particular subscriber request is an instance.
Remove duplicate labels that describe the same work. If two names hide different service levels, spell out the difference. The inventory should let another operator identify what begins and ends with each offer without relying on informal knowledge.
Mark inactive, experimental, and unavailable offers. The ladder should not present paused work as available capacity. Preserve the record for review, but exclude it from the active sequence until the creator explicitly restores it.
Assign one audience job and Promise role
An audience job is the progress a subscriber seeks, expressed without guessing private motives: discover the creator's style, follow a recurring theme, access a defined extended item, request a bounded personal variation, or receive a documented service experience. Use evidence from existing interactions and product records.
The Promise role explains how the offer serves that job. Starter roles can include orientation, continuity, depth, choice, and individualisation. These are worksheet labels, not fixed tiers. One offer should have one main role, with an optional supporting role only when the deliverable clearly supports both.
If two rungs make the same promise with nearly identical effort, question whether both are needed. A ladder is useful when each step changes the kind or depth of value in a way the creator can explain and fulfil.
Create creator-defined Effort points
Effort points are a relative planning unit. Choose a simple scale such as one to five and define it using the creator's work. One might mean an approved reusable asset requiring minimal handling. Five might mean the highest bounded individual workload currently accepted. The points are not hours or prices.
Score preparation, production, review, delivery, communication, and rework together. Write a note supporting the score. Two offers with the same production time can carry different effort when one requires scheduling, clarification, or several approval steps.
Calibrate the scale with three completed examples. If reviewers assign very different points, improve the definitions. Do not pretend the score is objective; its purpose is to make workload assumptions visible enough to discuss.
Calculate Capacity for a fixed window
Choose a week or other useful operating window. Start with available creator time and subtract committed production, ordinary publishing, rest boundaries, administration, and a contingency reserve. Translate the remaining bounded resource into the same effort-point scale.
Capacity is not maximum physical output. It is the amount the creator has chosen to make available while maintaining existing commitments. Record who set it, when, and what assumptions it includes. A number without those notes will be treated as permanent even when the schedule changes.
Count outstanding obligations before new slots. If active orders consume most of the window, the available rung quantity falls. Do not use projected demand as permission to exceed the declared capacity budget.
Sequence the Offer ladder worksheet
Order rows using promise depth, individualisation, fulfilment dependency, repeatability, and effort. A lower rung is usually easier to understand and repeat; a later rung may require more choice or individual work. That is a design pattern, not a claim that every subscriber should move upward.
For each transition, write “what becomes different?” The answer should identify a real change in deliverable or experience. “More premium” is too vague. “Moves from a reusable themed set to one bounded personal selection” is reviewable.
Keep optional paths visible. Some people may value continuity and never need individual work. The worksheet maps available value; it is not a pressure sequence or a required journey.
Set quantity limits and a Stop rule
Divide the available effort budget by each offer's points to understand the maximum theoretical quantity if that were the only offer. Then create a realistic mixed allocation and reserve. Use whole units and do not spend the same capacity twice across rungs.
A Stop rule names the state that pauses new acceptance: remaining capacity below the required points, lead time beyond the published boundary, creator unavailable, unresolved backlog, missing input, or quality review failure. Define who can activate and clear the stop.
The stop should affect availability records promptly. Do not continue displaying an individualised offer as open after its slots are full. If demand persists, record it as evidence for later planning rather than accepting invisible debt.
Check conflicts, gaps and handoffs
Look for a low-effort rung that promises more than a high-effort rung, unclear differences, shared assets counted twice, and offers whose fulfilment depends on the same limited slot. Resolve the promise or capacity conflict before publishing the sequence.
When a bundle changes, use the bundle offer change log to preserve what subscribers were told and which version applies. This ladder records current structure; it should not silently rewrite existing commitments.
Send pricing, campaign copy, scheduling, and fulfilment QA to their own owners. The ladder may expose a decision, but it does not absorb every adjacent workflow.
Run a fixed-cadence review
Review accepted units, completed units, outstanding effort points, rework, lead-time variance, stop events, and creator feedback. Compare the observed workload with the original point score. Update the score prospectively and keep the old version with completed records.
An offer that repeatedly consumes more effort than expected may need a narrower boundary, lower slot count, or pause. An offer that uses fewer points can be recalibrated, but do not infer audience demand from operational ease.
Record “keep, revise, pause, or remove” with evidence and owner. A deliberate pause is a valid ladder decision. The goal is a deliverable structure that remains understandable and supportable.
Copy the worksheet fields
Use: offer ID; current name; status; audience job; Promise role; deliverable boundary; fulfilment steps; repeatability; Effort points; score note; window Capacity; existing commitments; available units; sequence position; transition difference; Stop rule; owner; version; and review date.
Before approval, confirm every row exists today, each promise matches a deliverable, point definitions are consistent, active obligations are counted, the reserve remains unallocated, stop states are operational, and adjacent decisions have named handoffs.
Add a sample allocation underneath the blank worksheet. For illustration only, a creator with 20 available effort points might reserve four points, assign eight to repeatable work, and assign eight to individual work. If one individual unit costs four points, that allocation permits two such units, not an unlimited queue. Replace every figure with the creator's current decision.
Show remaining points after each accepted commitment. A running balance makes over-allocation visible at the moment it happens. Do not count a cancellation as restored capacity until the production owner confirms that no work has already been consumed.
Test the ladder with operating scenarios
Walk through an ordinary week, a high-backlog week, and a creator-unavailable week. For each scenario, identify which rungs remain available, which stop, who updates the public status, and how existing commitments are protected. The scenario does not forecast demand; it tests whether the operating rule is understandable.
Ask a second reviewer to use the worksheet without verbal help. They should be able to calculate remaining points, locate the next stop condition, and explain the difference between adjacent rungs. Confusion indicates a definition problem, not a reviewer failure.
Check reversibility. If the creator reduces capacity mid-window, the system should pause new acceptance without cancelling completed work or hiding outstanding obligations. If capacity later returns, the authorised owner can reopen the appropriate rung with a dated record.
Limitations and sources
Limitations: effort points are creator-defined estimates and can change with skill, process, health, equipment, and scope. The worksheet does not establish demand, price, profit, or a best sequence for other creators.
The mapping method adapts GOV.UK guidance on creating an experience map and mapping a user's whole problem. Effort points, capacity allocation, and the stop rule are original SirenCY editorial tools.