Value-based fees how to charge what you're worth and get what you charge
"In the 13 years since the second edition was published, we've seen the following developments which dramatically impact consultants starting in the profession or veterans in the profession. Remote means of delivering services, from workshops to facilitation, from strategy to M&A work....
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, NJ :
Wiley
2021.
|
| Edición: | Third edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009645696806719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Other Works by Alan Weiss
- For the Third Edition
- Contents
- Introduction to the First Edition
- Introduction to the Third Edition
- Acknowledgments
- About the Author
- Chapter 1 The Origins of Value: What People Want Is Not as Important as What They Need
- Abundance Agriculture and the Arts
- The Abundance Mind-set
- Why Your Presence Isn't Required
- The Importance of Buyer Commitment, Not Compliance
- Critical Steps for Buyer Commitment
- The Buoyancy of Brands: How Brands Help Fees
- Creating Shared Success
- Chapter ROI
- Chapter 2 The Lunacy of Time-and-Materials Models: Who Wants to Be as Dumb as a Lawyer?
- Supply-and-Demand Illogic
- Ethical Conflicts of Interest and Other Minor Matters
- The Basis for Profit
- The Client Need Quandary
- Conflicts with Client Purchasing Policies
- Preserving Client Budgetary Limits
- Limiting Profits, or Why Not Just Forget Domani?
- Why Lawyers and CPAs Do So Poorly
- Attorneys
- Accountants
- Search Firms
- Educating the Buyer Incorrectly
- The Mercedes-Benz Syndrome
- Chapter ROI
- Chapter 3 The Basics of Value-Based Fees: It's Better to Be an Artist Than to Be an Engineer
- Focusing on Outcomes, Not Inputs
- The Fallacy and Subversive Nature of "Deliverables"
- Quantitative and Qualitative Measures and Criteria
- Quantitative or Objective Criteria
- Qualitative or Subjective Criteria
- Measuring the Unmeasurable
- Serving the Client's Self-Interest
- The Subtle Transformation: Consultant Past to Client Future
- Perpetual Motion, Perpetual Progress
- Chapter ROI
- Chapter 4 How to Establish Value-Based Fees: If You Read Only One Chapter . . .
- Conceptual Agreement: The Foundation of Value
- Establishing Your Unique Value
- Why Me?
- Why Now?
- Why in This Manner?
- Creating the "Good Deal" Dynamic.
- The Incredibly Powerful "Choice of Yeses"
- Some Formulas for the Faint of Heart
- Chapter ROI
- Chapter 5 How to Convert Existing Clients: Be Passionate, Not Zealous
- The Litmus Test-Setting Priorities
- Offering New Value
- Unlimited Access
- New Services
- Wider Access
- Combined Buyers
- New Access Points
- "Membership" in Perceived Benefit
- Finding New Buyers Within Existing Clients
- Finding New Circumstances
- The Resistance
- Abandoning Business
- Chapter ROI
- Interlude: The Case of the Loaded Loading Dock
- Ethics and Fees, Fees and Ethics
- Chapter 6 The Sublime Nature of Trusted Advisor Relationships: It's the Smarts, Stupid
- Optimal Conditions for Trusted Advisor Relationships
- The Prime Directive
- Choosing Time Frames and Creating Realistic Expectations
- Quick Tips for Gaining High-Value, High-Profit Retainers
- Organizing the Scope and Managing Projects Concurrent with the Retainer
- Capitalizing on Trusted Advisor Relationships
- Aggressively Marketing Trusted Advisor Relationships
- Chapter ROI
- Chapter 7 Seventy Ways to Raise Fees and/or Increase Profits Immediately: Act Today and Receive a Second Bass-o-Matic Free of Charge!
- Chapter ROI
- Chapter 8 How to Prevent and Rebut Fee Objections: Since You've Heard Them All Before, How Can You Not Know All the Answers?
- The Four Fundamental Areas of Resistance
- Resistance Point 1: I Don't Trust You
- Resistance Point 2: I Don't Need You
- Resistance Point 3: I Don't Feel Any Urgency
- Resistance Point 4: I Don't Have the Money to Pay You
- Maintaining the Focus on Value
- Boring In on the Subject
- Offering Discounts
- Full Payment in Advance
- Using "Smack to the Head" Comparisons
- Chapter ROI
- Chapter 9 Setting Fees for Everything Else: How to Make Money While You Sleep, Eat, Play, and Make Money Elsewhere.
- Keynote Speaking: Don't Charge for Your Spoken Words
- Factor 1: Establish Your Value
- Factor 2: Develop Options
- Factor 3: Use Speakers Bureaus Only on Your Terms
- Products
- Commercially Published Books
- Self-Published Books
- Other Stuff
- Exploring New Lucrative Fields
- Coaching
- Mentoring
- Situational Consulting
- And Now for Some Perspective
- Chapter ROI
- Chapter 10 Fee Progression Strategies: Why You Fall Behind When You Stand Still
- Entry-Level Fees
- Transition to a "Going Concern"
- Transition to Peer-Level Referral
- Transition to the Brand Phase
- Branding of Approaches, Products, and Methodologies
- Branding One's Own Name
- Transition to Thought Leader and Icon
- Alan's Axioms for the "Good Deal"
- 1. You Are Entitled to Be Compensated for Your Value
- 2. Basing Fees on Time or Materials and Not on Value Is Simply Crazy (and Unethical)
- 3. Buyer Self-Interest Is Based on Results
- 4. Conceptual Agreement Is the Linchpin
- 5. Existing Clients Can Be Converted to Value-Based Fees
- 6. Trusted Advisor Business Is Discrete and Sound Business
- 7. There Are Scores of Ways to Raise Fees and Margins
- 8. You've Heard All the Objections Already
- 9. Nonconsulting Activities Are Lucrative
- 10. Identify Where You Are in the Fee Progression Strategy
- Chapter 11 Volatility Opportunity: Value-Based Fees in Times of Turmoil and Crisis
- Value Doesn't Dissipate Due to Distance
- We Don't Have Time, We Don't Have Money
- How Can I Help You?
- I Need Your Guidance
- Appendix A Questions for Qualifying the Economic Buyer
- Appendix B Questions for Establishing Business Objectives
- Appendix C Questions for Establishing Measures of Success
- Appendix D Questions for Establishing Value
- Appendix E Questions for Assessing Personal Value Contribution.
- Appendix F The Difference Between Inputs and Business Outputs
- Notes
- Index
- EULA.
