Value-Based Fees
How to Charge - and Get - What You're Worth
2nd Edition
Published on 12. September 2008
Book
Hardback
288 pages
978-0-470-27584-9 (ISBN)
Description
Praise for Value-Based Fees
"Many people say they understand value pricing. The undisputed global thought leader on the subject is Alan Weiss. He has personally sold over $100M in value-based fees and personally mentored over 650 consultants--helping them to increase revenue by over $600M. Alan Weiss can help anyone who is prepared to listen."
-- Rob Nixon, consultant to the accounting profession, www.robnixon.com
"Alan Weiss's value-based fees approach has transformed my business. I'm more efficient, and my clients get better results. It's a huge win-win."
--Amanda Setili, managing partner, Setili & Associates, LLC
"The implementation of value-based fees caused a significant growth of our revenues and profit. Even more important, following Alan's business modelled to better relationships with our clients and to projects that focus on business outcomes rather than on deliverables."
--Dr. Guido Quelle, managing partner, Mandat GmbH, Dortmund, Germany
"Within 18 months of working with Alan Weiss and reading his book on value-based fees, I achieved over one million dollars in revenue as a solo practitioner, and have grown that revenue in each of the past three years. There is simply no greater ROI."
--Nancy MacKay, Ph.D, president, Inspire Action International Inc., Vancouver, Canada
"Your value-based fees concepts have helped me focus on clients' outcome therefore transforming my ability of turning prospects into clients from 20% to 80%. The impact on my cash flow has dramatically improved as well. Thank you."
--Chad Barr, president, CB Software Systems, Inc. Shaker Heights, Ohio
"Many people say they understand value pricing. The undisputed global thought leader on the subject is Alan Weiss. He has personally sold over $100M in value-based fees and personally mentored over 650 consultants--helping them to increase revenue by over $600M. Alan Weiss can help anyone who is prepared to listen."
-- Rob Nixon, consultant to the accounting profession, www.robnixon.com
"Alan Weiss's value-based fees approach has transformed my business. I'm more efficient, and my clients get better results. It's a huge win-win."
--Amanda Setili, managing partner, Setili & Associates, LLC
"The implementation of value-based fees caused a significant growth of our revenues and profit. Even more important, following Alan's business modelled to better relationships with our clients and to projects that focus on business outcomes rather than on deliverables."
--Dr. Guido Quelle, managing partner, Mandat GmbH, Dortmund, Germany
"Within 18 months of working with Alan Weiss and reading his book on value-based fees, I achieved over one million dollars in revenue as a solo practitioner, and have grown that revenue in each of the past three years. There is simply no greater ROI."
--Nancy MacKay, Ph.D, president, Inspire Action International Inc., Vancouver, Canada
"Your value-based fees concepts have helped me focus on clients' outcome therefore transforming my ability of turning prospects into clients from 20% to 80%. The impact on my cash flow has dramatically improved as well. Thank you."
--Chad Barr, president, CB Software Systems, Inc. Shaker Heights, Ohio
More details
Product info
gebunden
Edition
2. Auflage
Language
English
Place of publication
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Edition type
New edition
Dimensions
Height: 23.9 cm
Width: 18.6 cm
Thickness: 2.3 cm
Weight
619 gr
ISBN-13
978-0-470-27584-9 (9780470275849)
Schweitzer Classification
Other editions
New editions
Alan Weiss
Value-Based Fees: How to Charge What You're Worth and Get What You Charge
How to Charge What You're Worth and Get What You Charge
Book
11/2021
3rd Edition
Wiley
€77.00
Shipment within 15-20 days
Previous edition
Book
01/2002
Jossey-Bass
€52.18
Article exhausted; check for reprint
Person
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, General Electric, State Street Corporation, and Times Mirror Group. He is a highly sought-after keynote speaker. Success Magazine declared him "A worldwide expert in executive education."
Content
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.
Chapter ROI.
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 Confl icts of Interest and Other Small Matters.
Limiting Profi ts, or Why Not Just Forget Domani?
Why Lawyers and CPAs Do So Poorly.
Educating the Buyer Incorrectly.
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.
Measuring the Unmeasurable.
Serving the Client's Self-Interest.
The Subtle Transformation: Consultant Past to Client Future.
Perpetual Motion, Perpetual Progress.
Chapter ROI.
Interlude: The Case of the Annoying Accountants.
Chapter 4: How to Establish Value-Based Fees.
If You Read Only One 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 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 Conversion?
Abandoning Business.
Chapter ROI.
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.
Chapter ROI.
Ethics and Fees, Fees and Ethics: A Midbook Practicum.
Chapter 7: Seventy Ways to Raise Fees and/or Increase Profi ts Immediately.
Act Today and Receive the Bass-o-Matic Free of Charge!
Chapter ROI.
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.
Chapter ROI.
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.
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 Word-of-Mouth.
Transition to the Brand Phase.
Transition to the Ultimate Consultant.
The Book's ROI: Alan's Axioms for the "Good Deal".
Interlude: The Case of the Fee Feng Shui.
Chapter 11: Technology and Fees.
Greater Wealth in the Brave New World.
The Service Enhancement.
The Publishing Prerogative.
The Remote Consultant.
Passive Income.
The Bottom Line.
Chapter ROI.
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.
Index.
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.
Chapter ROI.
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 Confl icts of Interest and Other Small Matters.
Limiting Profi ts, or Why Not Just Forget Domani?
Why Lawyers and CPAs Do So Poorly.
Educating the Buyer Incorrectly.
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.
Measuring the Unmeasurable.
Serving the Client's Self-Interest.
The Subtle Transformation: Consultant Past to Client Future.
Perpetual Motion, Perpetual Progress.
Chapter ROI.
Interlude: The Case of the Annoying Accountants.
Chapter 4: How to Establish Value-Based Fees.
If You Read Only One 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 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 Conversion?
Abandoning Business.
Chapter ROI.
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.
Chapter ROI.
Ethics and Fees, Fees and Ethics: A Midbook Practicum.
Chapter 7: Seventy Ways to Raise Fees and/or Increase Profi ts Immediately.
Act Today and Receive the Bass-o-Matic Free of Charge!
Chapter ROI.
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.
Chapter ROI.
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.
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 Word-of-Mouth.
Transition to the Brand Phase.
Transition to the Ultimate Consultant.
The Book's ROI: Alan's Axioms for the "Good Deal".
Interlude: The Case of the Fee Feng Shui.
Chapter 11: Technology and Fees.
Greater Wealth in the Brave New World.
The Service Enhancement.
The Publishing Prerogative.
The Remote Consultant.
Passive Income.
The Bottom Line.
Chapter ROI.
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.
Index.