Value-Based Fees: How to Charge - and Get - What You're Worth / Edition 2

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Value-Based Fees

When Value-Based Fees was first published in 2002, it quicklybecame the go-to book for consultants who needed a reliableresource for determining how much they should charge their clientsfor their services.

In this thoroughly revised edition of his classic book, AlanWeiss shows how consulting fees are dependent on only two things:value provided in the perception of the buyer and the intent of thebuyer and the consultant to act ethically. Many consultants,however, fail to understand that perceived value is the basis ofthe fee, or that they must translate the importance of their adviceinto long-term gains for the client in the client's perception.Still others fail to have the courage and the belief system thatsupport the high value delivered to clients, thereby reducing feesto a level commensurate with the consultant's own low self-esteem.Ultimately, says Weiss, consultants, not clients, are the maincause of low consulting fees.

Filled with stories of successful consultants, Value-Based Feesclearly illustrates how consultants can educate their clients aboutvalue determining worth and consequent investment. Weiss'svalue-based fees approach is about establishing a win-win dynamicwith clients, while accommodating buyers' egos and their beliefthat "you get what you pay for."

This second edition provides proven step-by-step guidance forestablishing value-based fees. The book contains Weiss's latesttechniques and approaches, which embrace the new technology,globalization, competition, and societal changes affecting ourworld today. The new edition contains sample proposals, letters ofagreement, and other practical tools. It includes

  • Updated examples throughout the book
  • Current information on ethical issues
  • Guidance on making consulting scalable
  • Fee formulas for today's marketplace
  • New chapters on building wealth and the implication oftechnology fees

Value-Based Fees clearly explains how to charge for your valueand get what you're worth, providing nontheoretical, pragmaticadvice that will help to improve any consultant's practiceimmediately.

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Product Details

  • ISBN-13: 9780470275849
  • Publisher: Wiley
  • Publication date: 9/2/2008
  • Series: The Ultimate Consultant Series
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 288
  • Sales rank: 605,978
  • Product dimensions: 7.30 (w) x 9.30 (h) x 1.00 (d)

Meet the Author

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."

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Table of Contents


Preface to the Second Edition.


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 theRetainer.

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 Profits 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 KnowAll 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 NonconsultingOpportunities.

How to Make Money While You Sleep, Eat, Play, and Make MoneyElsewhere.

Keynote Speaking: Don’t Charge for Your Spoken Words.

Highly Leveraged Practices for Working with Bureaus.


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 “GoodDeal”.

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 ValueContribution.

Appendix F: The Difference Between Inputs and BusinessOutputs.


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Customer Reviews

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  • Anonymous

    Posted July 1, 2012

    Great book- a must read

    The book by Alan Weiss, is truly another winner! Although had no rating when I bought it, said why not. If you are a consultant or in the process of getting your firm together this is a must have in your library, hand down.

    I found such "real" information and suggestions one can use today, almost overwhelming. I will read this book cover-to-cover twice.

    1 out of 1 people found this review helpful.

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  • Posted December 12, 2009

    The Only Way for the Consultant to Price

    Alan Weiss' series on the many aspects of consulting are valuable and useful additions to the practicioner's library. Although he has been emphasizing Vlaue-Based Fees for years, many (most) consultants I know continue to focus on hourly-based fees. In many cases this results in obvious one-sided arrangements, such as developing government submissions where years of experience on the part of the consultant, and high value to the client, are traded for a few hours of fees. And it eliminates the question in the client's mind as to what the final project price will really be. In addition, the slower, less efficient consultant is rewarded, while the more efficient / knowledgeable consultant is penalized. While it's a mold that's hard to break out of, Alan outlines several different approaches to do just that and never look back. A must read. Just one new accepted proposal will pay back the investment in time and money exponentially.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted July 13, 2009

    A must read for ALL consultants!

    As someone who is actually consulting and doing what he is teaching us to do, it was even more relevant. The right amount of content, structure, personality, anecdotes to keep the reading interesting and the note-taking and highlighting to a minimum. Excellent!!

    Was this review helpful? Yes  No   Report this review
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