I thought selling physical products was hard. Then I started selling time, expertise, and outcomes.

Launching a service business has taught me new lessons in addition to those that I learned from e-commerce.

This entire journey that I'm on of building my personal brand and building my Wevos agency

all stemmed from e-commerce.

I wouldn't have a podcast, I wouldn't have a consulting or coaching offer, and I definitely

wouldn't own an agency if I hadn't run an e-commerce business in the first place.

But building a profitable service-based business is a whole different ballgame from building

a profitable e-commerce business.

In e-commerce, all of your revenue is coming from physical goods.

In the service business, all of your revenue is coming from time or expertise.

In the e-commerce world, your profit margin is dictated by your cost of goods sold. And in a service business, your profit margin is dictated by

time and labor. In e-commerce, you scale with inventory, more units. In a service business,

you scale with more time, which means you need more people or better systems to make the most of every minute and hour. In e-commerce, customers

are, for the most part, anonymous. You obviously want to build some sort of community feel

amongst your customers, but in the service

business, every single client requires some extent of a one-on-one relationship. When a customer

buys something from you on your D2C or Amazon store, rarely do they email you unless there's

an issue. But service-based clients will almost always contact you multiple times,

and they expect a reply. In e-commerce, the product carries the value. In services, you do.

Here's three big lessons that I've learned from building my service-based business.

Number one, selling outcomes is harder than selling products. In e-commerce, the customer clicks by,

gets the product, they're on their way. In a service-based business, you're essentially selling,

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