Details

Value-Based Fees


Value-Based Fees

How to Charge What You're Worth and Get What You Charge
3. Aufl.

von: Alan Weiss

60,99 €

Verlag: Wiley
Format: EPUB
Veröffentl.: 15.09.2021
ISBN/EAN: 9781119776963
Sprache: englisch
Anzahl Seiten: 304

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

<p><b>The latest edition of the leading guide to consulting engagement pricing, from the “Rock Star of Consulting” Alan Weiss </b></p> <p>In the newly revised Third Edition of <i>Value-Based Fees: How to Charge – and Get – What You’re Worth</i>, best-selling author, speaker and renowned consultant Dr. Alan Weiss delivers a thoroughly updated guide to proposing, and receiving, consistently high fees that are based on the value you deliver to each client you serve. </p> <p>The author walks you through the many reasons that time-and-materials pricing models are outdated and inadequate and how to convert existing clients to your new value-based fee model. He also discusses fundamental new developments in consulting, including the remote delivery of services, the waning market power of the consulting giants, economic globalization, and the shift from project work to advisory work. </p> <p>Among the step-by-step techniques and strategies provided in the book, you’ll find: </p> <ul> <li>How to establish value-based fees, including determining your unique value and creating a “good deal” dynamic </li> <li>How to create, capitalize on, and market to trusted advisor relationships </li> <li>How to implement fee increases immediately, prevent and rebut fee objections, create consulting products, and explore lucrative new fields </li> </ul> <p>Perfect for newcomers to the consulting field as well as time-tested veterans, <i>Value-Based Fees </i>is an indispensable guide for every solo consultant, entrepreneur, and small consulting firm. </p> <p> </p>
<p>Introduction</p> <p>Acknowledgments</p> <p>About the Author</p> <p>add space here</p> <p>CHAPTER  1         The Origins of Value</p> <p>What People Want Is Not as Important as What They Need</p> <p>Abundance Agriculture and the Arts</p> <p>The Abundance Mind-Set</p> <p>Why Your Presence Isn’t Required</p> <p>The Importance of Buyer Commitment, Not Compliance</p> <p>Critical Steps for Buyer Commitment</p> <p>The Buoyancy of Brands: How Brands Help Fees</p> <p>Creating Shared Success</p> <p>Chapter ROI</p> <p>CHAPTER  2         The Lunacy of Time-and-Materials Models</p> <p>Who Wants to Be as Dumb as a Lawyer?</p> <p>Supply-and-Demand Illogic</p> <p>Ethical Conflicts of Interest and Other Minor Matters</p> <p>Limiting Profits, or Why Not Just Forget Domani?</p> <p>Why Lawyers and CPAs Do So Poorly</p> <p>Educating the Buyer Incorrectly</p> <p>The Mercedes-Benz Syndrome   </p> <p>Chapter ROI</p> <p>CHAPTER  3         The Basics of Value-Based Fees</p> <p>It’s Better to Be an Artist Than to Be an Engineer</p> <p>Focusing on Outcomes, Not Inputs</p> <p>The Fallacy and Subversive Nature of “Deliverables”</p> <p>Quantitative and Qualitative Measures and Criteria</p> <p>Measuring the Unmeasurable</p> <p>Serving the Client’s Self-Interest</p> <p>The Subtle Transformation: Consultant Past to Client Future</p> <p>Perpetual Motion, Perpetual Progress</p> <p>Chapter ROI</p> <p>CHAPTER  4         How to Establish Value-Based Fees</p> <p>If You Read Only One Chapter . . .</p> <p>Conceptual Agreement: The Foundation of Value</p> <p>Establishing Your Unique Value</p> <p>Creating the “Good Deal” Dynamic</p> <p>The Incredibly Powerful “Choice of Yeses”</p> <p>Some Formulas for the Faint of Heart</p> <p>Chapter ROI</p> <p>CHAPTER  5         How to Convert Existing Clients</p> <p>Be Passionate, Not Zealous</p> <p>The Litmus Test—Setting Priorities</p> <p>Offering New Value</p> <p>Finding New Buyers Within Existing Clients</p> <p>Finding New Circumstances</p> <p>The Resistance</p> <p>Abandoning Business</p> <p>Chapter ROI</p> <p>Interlude: The Case of the Loaded Loading Dock</p> <p>CHAPTER  6         The Sublime Nature of Trusted Advisor Relationships</p> <p>It’s Just the Smarts, Stupid</p> <p>Optimal Conditions for Trusted Advisor Relationships</p> <p>Choosing Time Frames and Creating Realistic Expectations</p> <p>Organizing the Scope and Managing Projects Concurrent with the Retainer</p> <p>Capitalizing on Trusted Advisor Relationships</p> <p>Aggressively Marketing trusted advisor Relationships</p> <p>Chapter ROI</p> <p>Ethics and Fees, Fees and Ethics: A Mid-Book Practicum</p> <p>CHAPTER  7         Seventy Ways to Raise Fees and/or Increase Profits Immediately</p> <p>Act Today and Receive a Second Bass-o-Matic Free of Charge!</p> <p>Chapter ROI</p> <p>CHAPTER  8         How to Prevent and Rebut Fee Objections</p> <p>Since You’ve Heard Them All Before, How Can You Not Know All the Answers?</p> <p>The Four Fundamental Areas of Resistance</p> <p>Maintaining the Focus on Value</p> <p>Boring In on the Subject</p> <p>Offering Discounts</p> <p>Full Payment in Advance</p> <p>Using “Smack to the Head” Comparisons</p> <p>Chapter ROI</p> <p>CHAPTER  9         Setting Fees for Everything Else</p> <p>How to Make Money While You  Sleep, Eat, Play, and Make Money Elsewhere</p> <p>Keynote Speaking: Don’t Charge for Your Spoken Words</p> <p>Products</p> <p>Exploring New, Lucrative Fields</p> <p>And Now for Some Perspective</p> <p>Chapter ROI</p> <p>CHAPTER  10      Fee Progression Strategies</p> <p>Why You Fall Behind When You Stand Still</p> <p>Entry-Level Fees</p> <p>Transition to a “Going Concern”</p> <p>Transition to Peer-Level Referral</p> <p>Transition to the Brand Phase</p> <p>Transition to Thought Leader and Icon</p> <p>Alan’s Axioms for the “Good Deal”</p> <p>CHAPTER  11      Volatility Opportunity</p> <p>Value-Based Fees in Times of Turmoil and Crisis</p> <p>Value Doesn’t Dissipate Due to Distance</p> <p>We Don’t Have Time, We Don’t Have Money</p> <p>How Can I Help You?</p> <p>I Need Your Guidance</p> <p>APPENDIX A:      Questions for Qualifying the Economic Buyer</p> <p>APPENDIX B:      Questions for Establishing Business Objectives</p> <p>APPENDIX C:      Questions for Establishing Measures of Success</p> <p>APPENDIX D:      Questions for Establishing Value</p> <p>APPENDIX E:       Questions for Assessing Personal Value Contribution</p> <p>APPENDIX F:       The Difference Between Inputs and Business Outputs</p> <p>Index</p>
<p><b>ALAN WEISS, P<small>H</small>D,</b> the “Rock Star of Consulting,” is one of the world’s most successful solo consultants. A bestselling author and speaker, he runs Summit Consulting Group, Inc., which serves some of the most recognizable brands in the world, including Merck, Hewlett-Packard, GE, and Mercedes-Benz.</p>
<p><b>Learn to get paid what you’re worth with the latest advice from the “Rock Star of Consulting” Alan Weiss</b></p> <p>In <i>Value-Based Fees: How to Charge What You’re Worth and Get What You Charge,</i> world-renowned solo consultant and bestselling author Alan Weiss draws on his decades of experience building a leading consulting firm to show you how to transform the way you deliver services to your consulting clients. <p>Written specifically for boutique firm owners and solo consultants, both novice and professional, the book shows you how to base your prices on the value you deliver to your clients. Urging the abandonment of ineffective and outdated time-and-materials pricing models, the author discusses step-by-step strategies and techniques for implementing value-based pricing in the context of the latest developments in consulting. <p>You’ll learn how to increase your fees immediately while dealing effectively with objections and pushback, to create consulting products that bring in continuous outcome, and explore expanding and exciting new areas of consulting. <p>Ideal for solo consultants and practitioners, independent professionals, entrepreneurs, solopreneurs, and anyone else responsible for revenue generation, <i>Value-Based Fees</i> is an invaluable roadmap to getting paid what you’re worth.

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