Look past the package names
Put the current packages beside one another and temporarily ignore their names. Describe the customer situation each one is intended to address. If two descriptions are almost identical, examine the actual work included before inventing a more dramatic label.
A difference in scope can be meaningful. One engagement may help someone decide what to do, while another carries out a defined piece of work. Explain that distinction in ordinary language. Customers should be able to see it without interpreting a ladder of adjectives.
Explain the boundary
For each package, record what the customer brings, what the business does and which decisions need agreement. These details make the offer more concrete. They also reveal gaps that promotional copy might otherwise hide.
Suppose a hypothetical service package includes an initial review and recommendations. Its description should explain what will be reviewed and how the recommendations relate to the customer's question. It should not imply that every recommended change is included. The final wording must follow the actual scope the business is prepared to offer.
Read the choice from the customer's side
Try writing a short explanation of why someone would choose each option. Keep the explanation tied to their need, the amount of work and the form of support. If it depends entirely on one package sounding more prestigious, return to the scope.
At G.O.A.I., offer development belongs with the audience and marketing discussion. A package that makes sense internally still needs an audience who can recognise its purpose. Finish with a plain account of the choice and note any decisions the owner must settle before the package is promoted.