Verge Web Studio
Service packages slide with three packages and their inclusions
A service packages slide answers a different question from a pricing table: not what does it cost, but which of these is mine. This one belongs to Verge Web Studio, a fictional web agency, and gives each of its three packages four inclusions and a closing line naming the business it suits.
What is on the slide
- Framing paragraph
- Three ways to build a small business website with Verge Web Studio. Each package is a fixed price quoted before work starts, and copywriting is inside all three.
- Starter, $4,200 fixed
- Five pages on a studio template, copywriting for every page, Google Business profile set up, live three weeks from the brief. Suits a sole trader with no site yet.
- Growth, $9,800 fixed
- Twelve pages plus a blog, booking form wired to the calendar, analytics and Search Console set up, live six weeks from the brief. Suits a business with staff and a diary.
- Custom, from $18,000
- Scoped in a paid two week discovery, designed from scratch with no template, integrations quoted line by line, ten to sixteen weeks. Suits selling online or to a schedule.
When this is the right slide
Three icon cards with bullet findings suit a service packages slide when the packages differ by what is inside them and each one needs four inclusions plus a line naming the buyer it fits.
What to swap it for
Pricing: Three Tier Cards. Swap to the pricing tier cards when the prices lead the conversation and each tier needs its own price block, period and call to action rather than a list of inclusions.
What this slide shows
A title reads Verge Web Studio Packages, with a framing paragraph saying there are three ways to build a small business website, that each package is a fixed price quoted before work starts, that copywriting is inside all three, and that the last line of each card says who it suits. Below sit three outlined cards, each with a round icon straddling the top edge and a solid coloured heading band. The Starter card, $4,200 fixed, lists five pages on a studio template, copywriting for every page, a Google Business profile set up, live three weeks from the brief, and suits a sole trader with no site yet. The Growth card, $9,800 fixed, lists twelve pages plus a blog, a booking form wired to the calendar, analytics and Search Console set up, live six weeks from the brief, and suits a business with staff and a diary. The Custom card, from $18,000, lists a paid two week discovery, a design from scratch with no template, integrations quoted line by line, ten to sixteen weeks, and suits selling online or to a schedule.
When this is the right slide
Use it in a proposal or a first meeting where the buyer has not yet chosen a scope, and where the packages differ by what is in them rather than by how many seats or users they have. It suits studios, agencies, trades, consultants and clinics, anywhere the work is a project rather than a subscription. It is the wrong slide when the difference between the tiers is a feature grid with twenty rows, because four bullets cannot carry that and a feature matrix can. It is also wrong when the buyer is comparing this provider against two others: that is a competitor comparison, and a packages slide shows only one provider. Where prices are the headline and the buyer is choosing on cost, a pricing tier layout with a price block per card reads faster than this one.
How to adapt it
First, keep the four inclusions parallel down the three cards. If the Growth card names a booking form, the Starter card should say what it gets instead rather than leaving the row blank, because a gap reads as an oversight. Second, name the timeline in the same unit on every card, weeks here, and give the custom package a range rather than a single figure so the number is honest. Third, decide whether prices belong on the slide at all. Naming a fixed price in the room speeds a small project and slows a large one, so many agencies keep the three package shapes on the slide and move the figures into the written quote. If the prices come off, the last line of each card matters more, because who it suits becomes the only way a buyer places themselves.
What makes this slide work
Each card ends with who it suits
Suits a sole trader with no site yet. Suits a business with staff and a diary. Suits selling online or to a schedule. That last bullet does the work a price alone cannot, because a buyer who does not recognise themselves in a package will ask for a custom quote and stall the sale. The three descriptions do not overlap, so most buyers can place themselves in one reading.
The inclusions are the same four things in the same order
Every card lists pages, then a feature, then a setup task, then a timeline. Reading down the three cards compares like with like: five pages against twelve against a custom scope, three weeks against six against ten to sixteen. A card that listed its inclusions in a different order would force the reader to hunt for the comparison.
Prices are on the heading, not in a separate row
Starter, $4,200 Fixed. Growth, $9,800 Fixed. Custom, From $18,000. Putting the figure in the card heading means the slide never needs a price row, and the word Fixed does real work next to the first two: it tells a buyer the number will not move, which is the question most people ask an agency second.
Questions people ask
What is the difference between a packages slide and a pricing slide?
A packages slide sells a scope and a pricing slide sells a rate. Packages describe what gets built and how long it takes, so the buyer chooses a shape of work. Pricing tiers describe a recurring cost per seat or per month, so the buyer chooses a size. A project business usually needs the first and a subscription business the second.
How many packages should be on one slide?
Three. Two reads as a choice between cheap and expensive, and four or more leaves too little room for the inclusions that make each one distinct. If a fourth package genuinely exists, name it in the framing paragraph as available on request rather than giving it a card that cannot carry four bullets.
Should the middle package be marked as recommended?
Not on this layout, which gives the three cards equal weight on purpose. A recommendation is a different design decision: a plan matrix with one column in a brand panel and a badge above it does that job, and it changes the slide from here are three options to here is the one to take.
How much detail belongs in each package card?
Four inclusions and one line about who it suits. That is roughly 300 characters, or five short lines. Anything longer shrinks the type until the back of the room cannot read it. Detail that does not fit belongs in the written scope, and the slide should say so rather than trying to compress the whole statement of work.
When should packages be split across two slides?
Split when the buyer needs the inclusions compared row by row rather than card by card, which usually happens above eight or nine differences. Split also when one package needs its own explanation, such as a discovery phase with its own deliverables, because a bullet cannot carry a phase that has a fee and a report of its own.
How should this slide be presented out loud?
Start with the last line of each card rather than the price. Say who the package is for, let the buyer place themselves, then give the figure. Reading the inclusions aloud from the top wastes the slide, because the audience can read four bullets faster than they can be spoken and they will already be looking at the price.
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