e-book Value-Based Fees: How to Charge - and Get - What Youre Worth: How to Charge? And Get? What Youre Worth

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At no point are we attempting to establish a good deal on the basis of lower price, because a good deal must benefit both parties, and lower fees do not benefit the consultant. Every buyer wants to lower fees, but not one wants to lower value. Step 1: Establish the value with the economic buyer in the conceptual agreement phase, after ascertaining objectives to be achieved and the measures of progress. Questions to ask for the conceptual agreement components appear in the appendixes. Step 2: Establish your own value based on your uniqueness why you, why now, why in this manner. Step 3: Create your options, clearly delineated by increasing value.

They may be cumulative or mutually exclusive. Step 4: Given the value of the project, estimate a profound and significant return on the investment, working backward. Step 6: Now go back to step 2. If your own unique value is high on the why me, why now, why in this manner scale, add another 20 percent to each option. If your uniqueness is moderate, add 10 percent. Step 7: Look at the project objectives and value to the organization in their entirety, and then review your fees resulting from the first six steps. If not, adjust up or down, but by no more than 15 percent. Then submit it. Step 8: Stop worrying.

If you must use a formula, fix it at 20 to 1 or better—in other words, 10 to 1 is just fine. Bolster your case with these beliefs mainly for yourself :. As you identify potential projects and initiatives that the client should consider, always suggest ways that the client could accomplish them internally or with external resources other than yourself.

If the client wants you even after being presented with alternative resources, you can then legitimately accept the work, for a project fee. Is there a budget—or even a rough amount in your mind—that represents the limit of your investment in this project? There are times when the client will balk at a fee, even when you know darn well that the fee is entirely reasonable and the good deal is terrific. For you and me, our Web sites are credibility statements. They are places buyers go after they have decided that we are potentially of value to them. Therefore, this is your repository of expertise.

Whenever you receive an award, accept a speaking assignment, launch a new service, travel to an exotic location, or pick up a new client, send out a press release. Great post Sheldon. Useful cliff notes for all of us involved in creating long term value for customers. Awesome post! I was looking for a summary before I started on the book and this was IT.

I can safely say that this helped me accelerate completing the book. Your email address will not be published. Notify me of followup comments via e-mail. You can also subscribe without commenting. Skip to content This book has changed the way I do business. Instead, focus on the outputs: What will the project accomplish in terms of business goals? What is my contribution to that lasting benefit?

What is the proper fee to be paid in exchange for that large contribution, which the buyer has already stipulated? Thirteen Questions for Establishing Value with the Buyer What will be the difference in your organization at the conclusion of this project? What if you did nothing? What if this project failed or have these attempts failed in the past?


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What will be the effect on revenues sales, profits, market share, and so on? What will be the difference for your reputation image, standing, stature, and so on? People love to think in threes. What will this mean to you personally?

How Much is Your Time Worth? (My Specific Formula)

What peripheral and secondary value do you see accruing to this project? What will you be proudest of at the conclusion of the project? What will be the legacy of this project? What will it mean to be on the leading edge, the thought leader in the field? Shift the focus to how much value you provide, not how much work there is to be done. Vignette I was contacted by Mercedes-Benz North America, which has an incredibly stringent method of choosing consultants.

First, Mercedes sent a delegation to hear me speak at a client event. Second, they invited me in to meet with another level of evaluators. Third, they placed the few of us who survived in front of the buyer. I got the job, and the fee was never discussed until my proposal was signed. Quantitative And Qualitative Measures And Criteria The direction of the result is far better—and safer—than the specification of the exact result. If more sales are required to compensate for client turnover, maybe the real need is better customer service.

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If the buyer wants coaching to improve delegation skills, maybe the real need is to change a culture that is authoritarian and rejects empowerment and delegation. If the client wants a mentoring program to improve retention of new employees, maybe the selection process is using incorrect criteria or the competition uses better nonfinancial incentives to lure people away. No one cares, really, about how good you are. The Subtle Transformation: Consultant Past To Client Future We are not worth our on-site visits, we are not worth our technology, and we are not worth our tactical advice.


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  • Why now? Why in this manner? Why Me? Is the buyer talking to other consultants? If so, to a limited range or a great many? Have you been referred to the buyer by a trusted source?

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    Value-Based Fees: How to Charge – and Get – What You’re Worth by Alan Weiss

    Are you known within the industry, or do you have a unique reputation? Why Now? What if the client were to do nothing? Would the situation be stable or deteriorate still further? Is there a limited window of opportunity during which gains must be made or they will be lost? Is there funding available that will disappear if not used often the case at the conclusion of a fiscal year? Why in This Manner? Have they tried this in the past and failed? Have they used other consultants in the past, and if so, with what result? Why is this buyer the one sponsoring this project?

    Susan is also struggling to price her work.

    Who else is involved in this project and why? Consequently, fees should not be a part of this list. Each one must represent significantly more income to you Commensurately with option 3 in the example, make sure that each option clearly provides additional unquestioned value to the buyer. Simply promising more of something or greater frequency does not add value; it merely adds time and materials.

    For instance, in the sample list of options, there is no option for additional focus groups or interviews. Each option is clearly distinct.

    Value-Based Fees: How to Charge - and Get - What You're Worth - Alan Weiss - كتب Google

    Some options may include prior, lower-value ones, and others may stand alone no matter which prior option is chosen. Keep your options relatively simple. This is not rocket science. And be prepared to show the differences in value or the decrease in project risk as you work your way up the choices.

    The Step-by-Step Choice of Yeses Step 1: Establish the value with the economic buyer in the conceptual agreement phase, after ascertaining objectives to be achieved and the measures of progress.