Qual a forma mais eficaz de definir honorários de consultoria?

Supporting my clients in negotiation discussions provides a strategic advantage. By engaging in conversations on their behalf, I ensure the company understands the true value they offer, preventing them from settling for lower fees. For retired General/Flag Officers, fees are determined by their unparalleled experiences, particularly in leadership. Unlike traditional consultants or degrees, our military leaders possess a unique blend of expertise and commitment to the art and science of leadership. No other organization prioritizes leadership development as intensely as the military, making their insights invaluable in any negotiation.

When it comes to pricing, I experimented with different models. From hourly rates to project-based fees, each had its merits. One noteworthy experience was transitioning from hourly to value-based pricing. This shift allowed me to align my fees with the tangible value my clients received, fostering a more transparent and mutually beneficial partnership.

I agree with Ali’s comments above. With six months of private sector consulting under my belt and eight clients using and paying me in various constructs, my observation is the variables for consulting compensation are: — your expertise, background, and marketable value — specific industry(s) — local market and competition — terms and timeframe of contracts — market position, maturity, and solvency of client companies. Probably a few more applicable variables. Would love to hear from others.

I suggest clients consider four models when it comes to pricing; 1) Commodity. We're highly competitive compared to our competition. Works if we don't need to earn much, or we can scale easily. 2) Specialist commodity. This is similar to the above; however, as we are more niche, we have less competition and can charge more. 3) Value pricing. We charge a % of the value that the client gets. We have to spend time working through with our clients the likely value and how to measure it. 4) Unique brand. Done well, it eliminates the competition, and we can almost charge what we want. Wherever we are now, it's worth thinking about where we want to end up. Value and brand pricing require a lot more work - but may be well worth the effort.

Its worth asking other people who you know and can calibrate yourself against how they set their fees. In my experience people take being asked for advice as a compliment and are generally pretty open. An approach I've found helpful is to have a range for your day rate, based on type of client (social enterprise through to big commercial) and duration of contract (low numbers of days + higher day rate). Overall though the trick is always to avoid selling yourself short - price signals and perceptions of value are odd in consulting and if you are in any doubt I'd always err on the side of a higher rather than lower day rate when negotiating with clients. You need to be confident in the value you are adding:)

Hourly rates work well with new first time customers where there may be many project unknowns and undefined expectations. I find that retainers or project based budgeting work best where there’s an established relationship and comfort level between the customer and consultant.

Moving from a paid employee to a professional consultant can be daunting and exciting. As you invest in business equipment and marketing, you must calculate what you will charge your clients. Learning to set your rates also means avoiding some of the mistakes beginning consultants often make. Here you will find out how to set consulting fees. 1. Research the competition. 2. Examine different consulting fee structures. 3. Calculate your hourly rate. 4. Calculate project rates. 5. Adjust your fees for expertise. 6. Establish a process for setting a scope for each project or contract. 7. Consider free consultations or first-time customer discounts to attract new business. 8. Increase your rates slightly for very short-term work.

Grasping the market dynamics is crucial. Achieving a balance between client satisfaction and recognizing your own contributions as service provider is essential. The goal is for everyone to feel they've received the bigger piece of the cake, emphasizing the importance of maintaining price equilibrium.

Most marketing consultants charge using one of two pricing models. The first most common method is by an hourly rate. The second is by a flat fee on a project by project basis. The fixed bid is calculated based on their expected number of work hours for a marketing project multiplied by their hourly rate.

Determining a consulting fee requires a careful balance of factors. Consider your expertise, market demand, and the value you provide. In your calculation, account for your time, expenses, and desired income. Research industry standards but tailor your rate to reflect your unique skills. Factor in the complexity of the project and the client's budget. Be transparent about your pricing structure and communicate the value clients receive. Flexibility is key; consider offering different packages or hourly rates based on project requirements. Regularly reassess and adjust your fees to align with your experience and the evolving market landscape.

When it comes to asking your consultation fees, make sure you study the market very well - define your value proposition! Do not be hesitant to ask your fee, if you feel you deserve it, you have the required experience, knowledge & skills for the same..

In thinking about your consulting fees, it’s important to remember that whether your service or good is high or low ticket, there has to be a perceived value if what you offer. The way that value is assigned is by how well (or not) you are able to clearly articulate your value through your value proposition. Once you have established and clearly articulated your value, then determining your fees is much easier.

My perspective towards value and pricing accordingly is probably highly unique due to my position in life and career, and the very niche industry in which I work. My value and pricing is based primarily on two things: 1. 40+ years of results-rich industry experience and reputation, and an overflowing toolbox of solution options to share. 2. The needs of my family —so that they’re compensated for the sacrifices they’ve made that allowed me to serve my community, creating a very interrupted and unpredictable lifestyle and causing me to spend so much time away from them. Now we get to visit nicer places for longer periods of time. While the second decision point sounds altruistic, it doesn’t work without the delivering on the first.

Calculate overhead costs, taking into account costs and profit margins. Choose the right payment structure and take into account potential risks.

Focus on the client, how your unique offerings translates into tangible benefits for them. Articulate clearly how your specific skills address their pain points. Demonstrate how you’ve solved problems similar to theirs. Highlight the results you’ve achieved in past projects with quantified impact. If you specialize in a niche area, emphasize the depth of your knowledge and how this specialization can bring superior outcomes compared to generalized services. Offer strategic insights that go beyond the immediate scope of work to provide broader perspective and contribute to long-term strategy. Discuss how your experience and expertise serves as a powerful risk mitigation tool. Build a narrative of reliability and trust around your services.

Your value proposition is driven by three factors: 1. What 'pain' you're seeking to remove for your potential customer 2. What 'pleasure' you're seeking to provide for your customer 3. What 'unexpected excitement' you're seeking to give to your customer 1 & 2 are easy enough to quantify, ask your potential customers about their business and they'll tell you, maybe not directly but they will. 3 is harder because it's on you to decide if you can add something of a surprise. But, it's got to be positive and significant enough to set you apart. PhilipD

The value proposition is the most important aspect of any business but especially in the ultra-competitive consulting industry. Your value proposition cannot be your service's benefits or features. You need to put yourself in the shoes of your clients and define your value proposition around their most highly desired outcomes. For example, I use market price transparency in healthcare to perform negotiations on my clients' behalf with commercial medical insurance companies to get physicians higher reimbursement rates. A feature of my service is a direct competitor market rate benchmark but that's not the outcome or value proposition. The value proposition is "knowing what your competition next door is getting paid for the same service."

To establish your value proposition, it's crucial to understand the client's complete expectations. As a service provider, the client should perceive you as the sole solution to their issues, entrusting their needs to your capable hands. Therefore, a value proposition should always include that extra touch – a "plus one" to ensure exceeding satisfaction!

Annual Salary divided by 50 weeks the number of weeks in a year minus 2 for vacation divided by 40 hours the average number of hours worked in a week. Now that you have got your hourly rate and then double it. That is where you will start pricing your consulting rate.

En el mercado de consultoría a empresas, existen dos tipos de clientes: Los que tienen procesos establecidos y los que no. Cuando trabajas con clientes PyMEs, es entendible que aún no tengan un modelo de gestión apropiado y al pedir una cotización la intenten comparar con los precios de otros servicios. Es importante que antes de develar tus precios, o hacer una propuesta técnica, te asegures de conocer el valor o impacto que tu proyecto proveerá a tu cliente, así como lograr el involucramiento de un patrocinador clave además del equipo negociador (compras o área cliente), ya que se deberá contar con un presupuesto acorde. Aun siendo experto en su tema, debe saber de ventas, negociación e influencia para ser exitoso/a como consultor.

Understand the business impact of your work and recognise the value your unique skills brings. Here are some different approaches: 1) Premium - if you have specialised skills, extensive experience, or a track record of delivering exceptional results, for the superior value and unique insights you bring. 2) Value-based - if your deep expertise creates substantial quantifiable outcomes and benefits. 3) Project-based - if your specialised knowledge is required to execute it. 4) Retainer model - if continuous strategic input and on-demand access is required. 5) Performance-based - if you're delivering tangible results. 6) Tiered - based on varying levels of depth and complexity to match expectations and budgets.

In general, it will protect you if you have a set fee that you know you need to work to. However, there may be opportunities that you look at and think "I would do this for free, if I could." These might include the chance to work with a company that has a big reputation or to do interesting and meaningful work. If you are open to negotiation of fees, then you don't need to mention that immediately. Explain your rate and let them sit with it. When introducing the idea of negotiating the fee, explain why you'd be able to be flexible - e.g. for a project with a repeatable element, such as a particular training session, you might discount your overall fee as you wouldn't expect to spend as much time preparing for each session.

Del 2020 a la fecha, muchas personas que eran ejecutivos senior en sus organizaciones salieron de las empresas por diversas razones. Y para algunos, dadas sus necesidades profesionales y económicas no encuentran una vacante adecuada o no son contratados por estar "sobrepasados" en aptitudes, lo que quiere decir que las empresas no les pueden pagar por sus servicios el sueldo adecuado. Es por ello que entramos al mundo de consultoría pensando en sustituir un sueldo, pero es un enfoque erróneo típico de principiante. Un consultor o consultora, ahora es un profesional con actividades empresariales, y además de los impuestos, deberá cargar un porcentaje para el ahorro a futuro, publicidad, servicios que adquiere, etc.

Focus on the value and outcomes of your work, in a manner that resonates with the client’s desire for quality and effectiveness. Explain how your fees are structured and why. If you charge more due to your extensive experience, explain how this experience will benefit the client. Transparency builds trust and justifies your rates. Offer different service levels at different price points to demonstrate flexibility while also setting a premium on your most specialised and intensive offerings. If appropriate, offer satisfaction guarantees or post-engagement support to provide further confidence in your services and fee structure. Avoid apologetic language. But finally, be firm and be prepared to walk away if your services are undervalued.

Consulting fees often spark disagreement. A sound approach involves upfront communication and a focus on emphasizing value over price. It's essential for the client to consistently perceive they've received exceptional value, surpassing their expectations at a reasonable cost!

In my years as a consultant, I do not have any standard rates. It depends on the industry, nature of the project, and project cost. I set lower fees for start-ups and non-profits that I support. Projects that have commercial value were computed differently. This works well for me who works as a part-time consultant with a regular full-time job.

Start with the humility that others have likely solved this issue over time better than you will on your first try. Go look at websites, foster peer mentors, ask clients and friends how others charge, google it, etc. Start with a framework for pricing that’s either commonly used or easy to understand for your team and your clients. And remember to balance setting robust rates with clients feeling like they’re getting more than they paid for. Reference-able happy clients unlock future referrals and rate increases.

When it comes to this, I’d advise folks to focus less on trying to learn what other consultants charge and focus on their strategic approach to establishing and adapting to hurdles with pricing. At the end of the day, while you may be able to get some minimal benefit from benchmarking pricing to make sure you’re not in left field, you can’t set your prices based on other consultants, even if they’re in the same space. You’ll benefit far more if you learn about the frameworks, communication approaches, and how to adapt. From there, you need to get out and experiment with what you think the market will bear. The market will tell you, sometimes painfully, if you’re too high or too low, so better to learn the tools that will help you recover.

Al inicio de mi carrera me enlisté como facilitador por honorarios con varias consultorías que brindaban servicios de formación a empresas internacionales. Aprendí el modelo de trabajo, las necesidades de los clientes, la gestión de los proyectos, y los tiempos de flujo de efectivo. Por eso no me quejo de que "me pagaban poco" al momento de revisar el pago por hora de facilitación. Ya que el aprendizaje en esa etapa es más valioso que el dinero en sí. Ahora, cuando llevo 12 años con mi consultoría, invito a nuevos consultores cada año para apoyarles a iniciar su propio modelo de negocio, así como busco consultores experimentados para asociarnos y crecer juntos.

Consider your expertise, industry rates, project complexity, and desired income. Research competitor fees, factor in expenses, and be transparent with clients about your value.

Let me start by saying, I do not want to discourage anyone. This message is for newbies to any field. When considering your fees, all of the items listed here are definitely ways to understand what to charge for services. But please remember, if you are new to the specific service, you may not be able to charge as much as people who have more experience. A word of advice: look around for small nonprofits who may need the services you are offering at little to no cost to the nonprofit. This will: 1) get you experience in the area that you can use to structure your fees later 2) get your business a little exposure to the industry 3) expose your business to the users of the nonprofit- future clients Don’t be afraid to start small.

Ninguna tarifa es buena si no la podrás cobrar. Asegúrate de establecer por escrito con tu cliente un acuerdo de pagos, generalmente como un Anexo al contrato genérico de prestación de servicios. Establece: 1.- Tarifa de honorarios directos por servicios 2.- Acuerdos para cuando ocurra una cancelación anticipada o diferimiento del pago 3.- Política de anticipos, pagos por entregarle, por etapa, o por temporalidad de acuerdo a cada proyecto 4.- Identifica la parte pagadora, que la persona tenga la autoridad para contratarte y que los documentos estén registrados en sus sistemas de alta de proveedores, etc. 5.- Forma una alianza con los equipos de gestión de pagos de tu cliente, no sólo con la parte contratante

The level and breadth of experience you have in your industry influences how much you can charge. Different industries have different rates for projects, so your area of expertise and the scope of the project will influence your pricing model and consultant arrangement. The competitive landscape and your physical location matter. A way to consider charging your client is to propose a retainer. This may require you to work at a discounted rate, but the payoff is having secure, guaranteed work for the period you agree to with your client. So, while you may make £2000 on five projects for a client in a month, with a six month retainer in place you can make £1500 every month for six months regardless of whether you work on five projects or one.

As a fractional worker your fee must reflect your level of expertise but save your customer some of the cost of employing someone. So, checking out salary rates for your specialism will help with working through where you might pitch your fee. PhilipD

Do not forget the power of a good portfolio. A diverse portfolio especially when focused on an industry or segment category will imply understanding your customer better. Some models start with (i) free discovery calls and sharing relevant videos or documents. Then (ii) providing tenor based or retainer services for a few hours a week or (iii) handheld support that require physical presence or clear cut outcomes as a bases fees charged. In the above case a combination of value and performance based fee system. Consider also to keep an active content calendar that keeps you on turf with keywords and hashtags relevant to the audience and platform of your choice.