When clients keep buying the offer you are ready to retire.

Maya is thinking about dropping one of her oldest offers.

There's just one inconvenient fact: clients keep asking for it.

The half-day strategy session made sense when her consultancy was smaller and so were her projects. Today, most of her engagements are worth €12,000–€25,000. The half-day costs €950, contributes little to revenue and has an annoying habit of breaking up a day that could be used for larger client work.

The business has moved on. Perhaps the offer should too.

But the half-day sessions continue to sell. Not in huge numbers. Enough to be noticeable.

Sometimes existing clients come back for one when they need to think something through. Sometimes a new client chooses the half-day before committing to something larger.

Maya has been treating that demand as slightly inconvenient evidence that she hasn't quite managed to outgrow the offer.

But she doesn't actually know what makes the half-day appealing to the people who choose it.

Perhaps it is simply a low-risk way to work with her before making a larger commitment.

Or perhaps clients are buying something about the half-day itself: a contained piece of work, a quick decision, access to Maya without taking on a larger engagement.

Those possibilities lead to quite different decisions.

She could retire it.

She could keep it as an entry point to larger work.

Or, with some adaptation, it might turn out to be a useful service in its own right.

But first, she could ask the people who have actually bought it.

What made the half-day interesting to them? What were they trying to accomplish? Why did that format suit them at that moment? What happened afterwards?

The answers may confirm that the offer has served its purpose and can go.

Or Maya may find that clients have been seeing value in something she was about to remove.