You're Pricing Your Services Like a Time API: The 7 Figure Offer Suite by Becky Keen
Becky Keen's The 7 Figure Offer Suite is a $15,000 program (10 lessons) that teaches coaches and service providers how to design, price, and position offers that command premium rates. One of its frameworks -- Component-Based Pricing -- solves a problem that anyone who has ever priced a service by the hour will recognize instantly. The full framework breakdown is on Course To Action.
Here is the pricing problem, why the obvious solution is wrong, and what the formula actually looks like when you stop billing for time.
The Moment You Know Your Pricing Is Broken
You have done this. Maybe not with coaching, but with freelance work, consulting, contracting, or any service where you trade expertise for money.
You finish a project. It took you four hours. You know -- because you have done this exact type of work forty times before -- that it would have taken someone less experienced twenty hours. Your speed is the direct result of your accumulated skill. And you are about to invoice for four hours, because that is what the clock says.
Or this: a client asks what you charge. You say your hourly rate. They mentally multiply it by the number of hours they think the project will take. They arrive at a number. That number has nothing to do with the value of the outcome and everything to do with a duration estimate that is almost certainly wrong. But it is now the anchor. Every negotiation from this point is about adjusting a number that was never the right number.
Or this: you raise your rate from $150/hour to $250/hour. Some clients leave. The ones who stay are paying more per hour, but you are doing the same work in the same time. Your revenue went up 66%. Your capacity did not change. You hit the ceiling again in six months. You know that another rate increase will lose more clients. So you start thinking about "scaling" -- which, in an hourly model, means hiring, which means managing, which means you have now converted a service business into a staffing business. That was not the plan.
Each of these moments is the same structural failure. You are pricing the input -- time -- instead of pricing the output -- the result. And every system built on input pricing has the same terminal constraint: the input is finite and does not compound.
The Reframe: Price Is Not a Number You Pick
Most pricing advice for service providers comes down to: charge more. Believe in your value. Raise your rates. Stop undercharging.
This is not wrong. It is just useless. It is the equivalent of telling a developer with a performance bottleneck to "make the code faster." The advice describes the desired output without addressing the mechanism that produces it.
The actual problem is not that you lack the confidence to charge more. The problem is that you do not have a formula. You have a feeling. You looked at what other people charge, you adjusted up or down based on your perceived position relative to them, and you landed on a number. That number is not derived from anything. It is not connected to the value of the outcome, the cost of the alternative, or the revenue architecture of the business you are trying to build. It is a guess dressed in market research.
Becky Keen's Component-Based Pricing Formula replaces the guess with a calculation. And the most interesting variable in the formula is not the one you would expect.
The Formula: Hours x Rate / Confidence Factor
The Component-Based Pricing Formula has three inputs:
Hours -- the actual time the engagement requires. This is the baseline, and it is the variable that every hourly pricer already tracks. Nothing new here.
Rate -- the per-hour value of your expertise. Not your current rate. The rate that reflects the value of the outcome per unit of time invested. This is already a shift: most service providers set their rate based on market comparison ("other people like me charge X") rather than on outcome value ("the result I deliver in one hour of work is worth Y to the client").
Confidence Factor -- and this is where the formula does something genuinely different. The confidence factor is a multiplier that adjusts the price based on how certain you are that you will deliver the promised result.
Think of it as a reliability coefficient. If you have delivered this exact outcome for fifty clients and can point to specific, documented, repeatable results, your confidence factor is high -- and it pushes the price up. If you are offering something you have done three times and believe you can deliver but cannot yet prove consistently, the confidence factor is lower -- and the price reflects that.
This is not arbitrary. It is structurally elegant. Here is why.
The confidence factor ties your proof base directly to your pricing. As you accumulate more client results, more testimonials, more specific evidence that your process produces the outcome you promise, the confidence factor improves. The price goes up not because you decided to charge more, but because the formula's inputs changed. Your evidence base grew. The price followed.
This means pricing is no longer a discrete event -- a moment where you sit down and decide on a new number. It is a continuous function of your accumulated proof. Every new client result, every case study, every piece of specific outcome data is an input to the pricing formula. The price is always current because it is always derived.
For anyone who has built a system where the output is a function of measured inputs rather than hardcoded values: this is that, applied to pricing.
The Incomplete Part: Where This Gets Specific to You
Here is what I can tell you about the formula: it exists, it has three variables, and the confidence factor is the variable that makes it structurally different from every other pricing model I have encountered in the service business space.
Here is what I cannot tell you in this post: how to calculate your specific confidence factor. How to determine what constitutes sufficient proof for a given price point. How the confidence factor interacts with the other pricing framework in the program -- Revenue-First Pricing, which works backward from an annual revenue target to determine what each tier needs to cost. How the Component-Based price integrates with the Three-Tier Offer Stack to produce prices for your entry, signature, and premium offers that are mathematically coherent with each other and with your revenue goal.
The full breakdown on Course To Action walks through how these frameworks connect. The "Apply to My Business" AI tool on the platform lets you run the formula against your own numbers rather than working from the general case. That is where the formula stops being interesting in the abstract and starts producing an actual price for an actual offer.
The Question for Your Business
If you were forced to write down the formula that produced your current price -- not the story you tell about why you charge what you charge, but the actual derivation, the inputs and the calculation -- could you?
If the answer is that there is no formula, that the price is a number you arrived at through comparison and intuition, then the price is not wrong. It is ungrounded. It is a hardcoded value in a system that should be computing it from inputs. And every time you want to change it, you are back to guessing, back to comparing, back to the anxious arithmetic of "what will the market tolerate."
A formula does not eliminate the difficulty of pricing. It relocates the difficulty from the output (the number) to the inputs (the evidence). That is a much better place for the difficulty to live, because the inputs are things you can actually improve.
The Rest of the System
Component-Based Pricing is one of ten frameworks in The 7 Figure Offer Suite. The others: Three-Tier Offer Stack, Mapping Your Magic, Three-Column Results Framework, NOT Buying vs. ACTUALLY Buying, Million-Dollar Math, Revenue-First Pricing, Magnetic Offer Framework, Group Offer Mechanics, and the Signature Method. Each handles a different layer of the offer design problem -- from how you extract and name your methodology to how you architect a multi-tier system where each offer feeds the next.
Where to Read the Full Breakdown
Course To Action has the complete deconstruction of all ten sessions -- frameworks, formulas, and an honest account of what the program does not cover (no funnel architecture, no distribution strategy, no cold audience playbook).
You can start with a free account: 10 summaries, no credit card required. The platform has 110+ premium course breakdowns across business, marketing, and offer design. Every summary and every lesson includes audio. The AI "Apply to My Business" feature lets you run any framework against your specific situation -- including the pricing formula against your actual numbers.
The 7 Figure Offer Suite costs $15,000. The full breakdown on Course To Action is $49 for 30 days or $399 for a year. One payment, no subscription, no auto-renewal.
If your current price is a hardcoded value and you want to see what a derived one looks like, the breakdown will show you the formula and the inputs it requires.
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