Value-Based Fees: How to Charge - and Get - WhatYou're Worth
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More About This Title Value-Based Fees: How to Charge - and Get - WhatYou're Worth
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Alan Weiss-- consultant, speaker, and author of the best-selling The Ultimate Consultant-- is the founder and CEO of Summit Consulting Group, Inc. His clients have included Merck, Hewlett-Packard, Coldwell Banker, Merrill Lynch, Mercedes-Benz, and General Electric. He is an adjunct professor in the Graduate School of Business at the University of Rhode Island, where he teaches a course on advanced consulting skills and is a highly sought-after keynote speaker.
English
Introduction.
Acknowledgments.
CHAPTER 1. The Concept of Fees: Will People Actually Give Me Their Money for My Advice?
The Ethical Nature of Capitalism.
The Power of MBS: The Mercedes-BenzSyndrome.
The Importance of Buyer Commitment,Not Compliance.
Critical Steps for Buyer Commitment.
The Buoyancy of Brands: How BrandsHelp Fees.
Creating Shared Success.
Chapter 1 ROI (the Summary).
CHAPTER 2. The Lunacy of Time andMaterials Models: Who Wants to Be as Dumb as a Lawyer?
Supply and Demand Illogic.
Ethical Conflicts of Interest and OtherSmall Matters.
Limiting Profits, or Why Not Just ForgetDomani.
Why Lawyers and CPAs Do So Poorly.
Educating the Buyer Incorrectly.
Chapter 2 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 on Inputs.
The Fallacy and Subversive Natureof Deliverables .
Quantitative and Qualitative Measuresand Criteria.
Measuring the Unmeasurable.
Serving the Client s Self-Interest.
The Subtle Transformation:Consultant Past to Client Future.
Perpetual Motion = Perpetual Progress.
Chapter 3 ROI.
CHAPTER 4. How to Establish Value-Based Fees: If You Read Only One Chapter . . .
Conceptual Agreement: The Foundationof Value.
Establishing Your Unique Value.
Creating the Good Deal Dynamic.
The Incredibly Powerful Choice of Yeses .
Some Formulas for the Faint of Heart.
Chapter 4 ROI.
CHAPTER 5. How to Convert Existing Clients: Correcting Your Own Mistakes.
Setting Priorities Among Existing Clients.
Offering New Value.
Finding New Buyers Within Existing Clients.
Finding New Circumstances.
What if Clients Resist a Conversion?
Abandoning Business.
Chapter 5 ROI.
CHAPTER 6. The Fine and High Art of UsingRetainers: It s Just the Smarts, Stupid.
Optimal Conditions for RetainerArrangements.
Choosing Time Frames and CreatingRealistic Expectations.
Organizing the Scope and ManagingProjects Within the Retainer.
Capitalizing on Retainer Relationships.
Aggressively Marketing RetainerRelationships.
Chapter 6 ROI.
CHAPTER 7. Sixty Ways to Raise Fees and/orIncrease Profits Immediately: Act Today and Also Receive the Bass-o-MaticFree of Charge.
The First Fifteen.
The Second Fifteen.
The Third Fifteen.
The Final Fifteen.
Chapter 7 ROI.
CHAPTER 8. How to Prevent and RebutFee Objections: Since You ve Heard Them All Before,How Can You Not Know the Answers?
The Four Fundamental Areas of Resistance.
Maintaining the Focus on Value.
Boring in on the Subject.
Offering Rebates.Utilizing Smack to the Head Comparisons.
Ignoring the Competition.
Chapter 8 ROI.
CHAPTER 9. Setting Fees for Non-ConsultingOpportunities: How to Make Money While You Sleep, Eat,Play, and, Well, Make Money Elsewhere.
Keynote Speaking: Don t Charge forYour Spoken Words.
Highly Leveraged Practices for Workingwith Bureaus.
Products.
Other Stuff.
Remote Consulting and Its Lucrative Nature.
And Now for Some Perspective.
Chapter 9 ROI.
CHAPTER 10. Fee Progression Strategies: Why You Fall Behind when You Stand Still.
Entry-Level Fees.
Transition to Going Concern .
Transition to Word of Mouth.
Transition to Brand Phase.
Transition to Ultimate Consultant.
The Book s ROI: Alan s Axiomsfor the Good Deal .
APPENDIX A: Questions to Qualify theEconomic Buyer.
APPENDIX B: Questions to Establish BusinessObjectives.
APPENDIX C: Questions to Establish Measuresof Success.
APPENDIX D: Questions to Establish Value.
APPENDIX E: Questions to Assess Personal ValueContribution.
APPENDIX F: The Difference Between Inputsand Business Outputs.
Index.
Acknowledgments.
CHAPTER 1. The Concept of Fees: Will People Actually Give Me Their Money for My Advice?
The Ethical Nature of Capitalism.
The Power of MBS: The Mercedes-BenzSyndrome.
The Importance of Buyer Commitment,Not Compliance.
Critical Steps for Buyer Commitment.
The Buoyancy of Brands: How BrandsHelp Fees.
Creating Shared Success.
Chapter 1 ROI (the Summary).
CHAPTER 2. The Lunacy of Time andMaterials Models: Who Wants to Be as Dumb as a Lawyer?
Supply and Demand Illogic.
Ethical Conflicts of Interest and OtherSmall Matters.
Limiting Profits, or Why Not Just ForgetDomani.
Why Lawyers and CPAs Do So Poorly.
Educating the Buyer Incorrectly.
Chapter 2 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 on Inputs.
The Fallacy and Subversive Natureof Deliverables .
Quantitative and Qualitative Measuresand Criteria.
Measuring the Unmeasurable.
Serving the Client s Self-Interest.
The Subtle Transformation:Consultant Past to Client Future.
Perpetual Motion = Perpetual Progress.
Chapter 3 ROI.
CHAPTER 4. How to Establish Value-Based Fees: If You Read Only One Chapter . . .
Conceptual Agreement: The Foundationof Value.
Establishing Your Unique Value.
Creating the Good Deal Dynamic.
The Incredibly Powerful Choice of Yeses .
Some Formulas for the Faint of Heart.
Chapter 4 ROI.
CHAPTER 5. How to Convert Existing Clients: Correcting Your Own Mistakes.
Setting Priorities Among Existing Clients.
Offering New Value.
Finding New Buyers Within Existing Clients.
Finding New Circumstances.
What if Clients Resist a Conversion?
Abandoning Business.
Chapter 5 ROI.
CHAPTER 6. The Fine and High Art of UsingRetainers: It s Just the Smarts, Stupid.
Optimal Conditions for RetainerArrangements.
Choosing Time Frames and CreatingRealistic Expectations.
Organizing the Scope and ManagingProjects Within the Retainer.
Capitalizing on Retainer Relationships.
Aggressively Marketing RetainerRelationships.
Chapter 6 ROI.
CHAPTER 7. Sixty Ways to Raise Fees and/orIncrease Profits Immediately: Act Today and Also Receive the Bass-o-MaticFree of Charge.
The First Fifteen.
The Second Fifteen.
The Third Fifteen.
The Final Fifteen.
Chapter 7 ROI.
CHAPTER 8. How to Prevent and RebutFee Objections: Since You ve Heard Them All Before,How Can You Not Know the Answers?
The Four Fundamental Areas of Resistance.
Maintaining the Focus on Value.
Boring in on the Subject.
Offering Rebates.Utilizing Smack to the Head Comparisons.
Ignoring the Competition.
Chapter 8 ROI.
CHAPTER 9. Setting Fees for Non-ConsultingOpportunities: How to Make Money While You Sleep, Eat,Play, and, Well, Make Money Elsewhere.
Keynote Speaking: Don t Charge forYour Spoken Words.
Highly Leveraged Practices for Workingwith Bureaus.
Products.
Other Stuff.
Remote Consulting and Its Lucrative Nature.
And Now for Some Perspective.
Chapter 9 ROI.
CHAPTER 10. Fee Progression Strategies: Why You Fall Behind when You Stand Still.
Entry-Level Fees.
Transition to Going Concern .
Transition to Word of Mouth.
Transition to Brand Phase.
Transition to Ultimate Consultant.
The Book s ROI: Alan s Axiomsfor the Good Deal .
APPENDIX A: Questions to Qualify theEconomic Buyer.
APPENDIX B: Questions to Establish BusinessObjectives.
APPENDIX C: Questions to Establish Measuresof Success.
APPENDIX D: Questions to Establish Value.
APPENDIX E: Questions to Assess Personal ValueContribution.
APPENDIX F: The Difference Between Inputsand Business Outputs.
Index.
English
"For good measure, he throws in 60 fast ideas to raise fees and/or increase profits." (MD Daily Record, 3/28/02)
— George Morrisey, author, Jossey-Bass "Morrisey on Planning" series
"...any consultant starting out will find this book useful." (Business Information Alert, Volume 15, Number 2)
"Alan Weiss is the most successful consultant I know. When he speaks, I listen. You should too."— George Morrisey, author, Jossey-Bass "Morrisey on Planning" series
"Alan Weiss long ago learned the real secret of consulting: It's about people, it's about relationships."
— William L. Winter, Ph.D., president, The American Press Institute
"This highly readable book, written by one of the experts in the field, provides invaluable advice for the aspiring or current management consultant."
— Victor Vroom, professor, Yale School of Management
"Alan Weiss is a consulting genius who attacks problems the way he lives life— with unconventional flair and a relentless intellect while delivering extraordinary results. The Ultimate Consultant captures all the reasons why I continue to call Alan time, and time, and time again."
— Keith T. Darcy, executive vice president, IBJ Whitehall Bank & Trust Company
"This book has helped us increase focus on client matters such as outcomes, results and long term value. Alan Weiss has had a tremendous impact on our way of generating new business."
— Fredrik Alsen, founder, OPENavigators
