Value-Based Fees How to Charge - and Get -

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

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."

Introduction
Preface to the Second Edition
Acknowledgments
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
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
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
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
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
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
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
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
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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Value-Based Fees How to Charge - and Get - What You're Worth

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