Value-based fees : how to charge-- and get-- what you're worth : a guide for consultants

Value-based fees How to charge-- and get-- what you're worth : a guide for consultants

Alan Weiss, 1946-

Book - 2008

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Subjects
Business consultants > Fees.
Published
San Francisco, CA : Pfeiffer c2008.
Language
English
Main Author
Alan Weiss, 1946- (-)
Edition
2nd ed
Physical Description
xix, 264 p. : ill. ; 25 cm
Bibliography
Includes bibliographical references and index.
ISBN
9780470275849
  • Introduction
  • Preface to the Second Edition
  • Acknowledgments
  • Chapter 1. The Concept of Fees: Will People Actually Give Me Their Money for My Advice?
  • The Ethical Nature of Capitalism
  • The Mercedes-Benz Syndrome
  • The Importance of Buyer Commitment, Not Compliance
  • Critical Steps for Buyer Commitment
  • The Buoyancy of Brands: How Brands Help Fees
  • Creating Shared Success
  • Interlude: A Case of Bottom-Line Blindness
  • 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 Small Matters
  • Limiting Profits, or Why Not Just Forget Domani?
  • Why Lawyers and CPAs Do So Poorly
  • Educating the Buyer Incorrectly
  • 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
  • Measuring the Unmeasurable
  • Serving the Client's Self-Interest
  • The Subtle Transformation: Consultant Past to Client Future
  • Perpetual Motion, Perpetual Progress
  • Interlude: The Case of the Annoying Accountants
  • Chapter 4. How to Establish Value-Based Fees: If You Read Only Once Chapter . . .
  • Conceptual Agreement: The Foundation of Value
  • Establishing Your Unique Value
  • Creating the "Good Deal" Dynamic
  • The Incredibly Powerful "Choice of Yeses"
  • Some Formulas for the Faint of Heart
  • 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 Conversion?
  • Abandoning Business
  • Interlude: The Case of the Loaded Loading Dock
  • Chapter 6. The Fine and High Art of Using Retainers: It's Just the Smarts, Stupid
  • Optimal Conditions for Retainer Arrangements
  • Choosing Time Frames and Creating Realistic Expectations
  • Organizing the Scope and Managing Projects Within the Retainer
  • Capitalizing on Retainer Relationships
  • Aggressively Marketing Retainer Relationships
  • Ethics and Fees, Fees and Ethics: A Midbook Practicum
  • Chapter 7. Seventy Ways to Raise Fees and/or Increase Profits Immediately: Act Today and Receive the Bass-o-Matic Free of Charge
  • Interlude: The Case of the Rebounding Retainer
  • 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
  • Maintaining the Focus on Value
  • Boring In on the Subject
  • Offering Discounts
  • Using "Smack to the Head" Comparisons
  • Ignoring the Competition
  • Interlude: The Case of the Perverse Purchasing Agent
  • Chapter 9. Setting Fees for Nonconsulting Opportunities: How to Make Money While You Sleep, Eat, Play, and Make Money Elsewhere
  • Keynote Speaking: Don't Charge for Your Spoken Words
  • Highly Leveraged Practices for Working with Bureaus
  • Products
  • Exploring New Lucrative Fields
  • And Now for Some Perspective
  • Chap

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