安卓收取费用_作为自由职业者应收取的费用：以价值为基础的定价是否能达到炒作的目的？...-CSDN博客

安卓收取费用

by Benek Lisefski

由Benek Lisefski

作为自由职业者应收取的费用：以价值为基础的定价是否能达到炒作的目的？ (What to charge as a freelancer: does value-based pricing live up to the hype?)

定价很难。 (Pricing is hard.)

Even after 17 years of freelance design, I can still second-guess my pricing strategy.

即使经过17年的自由设计，我仍然可以对我的定价策略进行第二次猜测。

Am I doing this right?

我这样做对吗？

Could I do something better to make more money for less work?

我可以做点更好的事情来以更少的工作赚更多的钱吗？

Does my price reflect the value my clients are getting?

我的价格是否反映出客户所获得的价值？

I currently price most of my work by the hour. I’m making a darn good living at it, despite using this seemingly antiquated method. I hear you yelling at your screens in unison already:

我目前按小时将大部分工作定价。尽管使用了这种看似过时的方法，但我仍然过得很好。我听说您已经齐声大喊：

Hourly pricing is terrible. Start value-pricing!

每小时收费很糟糕。开始定价！

I hear that over and over again, but I’m struggling to jump on the bandwagon. Not because I don’t understand or like the concept — it sounds great in theory. But I’m struggling to get past the challenges of putting value-based pricing into practice with real clients.

我一遍又一遍地听到，但我正在努力追赶潮流。不是因为我不理解或不喜欢这个概念-在理论上听起来很棒。但是，我正在努力克服与实际客户一起实施基于价值的定价的挑战。

每小时收费 (Hourly rates)

每小时费率怎么了？ (What’s wrong with hourly rates?)

Quite a lot, as it turns out.

事实证明，很多。

Hourly rates are dangerous to compare. When potential clients compare rates they see a price detached from the value your services will bring to their business. Your service becomes a commodity. There will always be someone willing to provide cheaper services than you. You usually lose this comparison, and you cannot escape it.
每小时收费比较起来很危险。 当潜在客户比较价格时，他们会看到价格与您的服务将为他们的业务带来的价值相分离 。您的服务成为一种商品。总会有人愿意提供比您便宜的服务。您通常会丢失此比较，并且无法逃脱它。
You only have so many hours in the day for focused work. When you run out of work hours you cannot make more money, unless you ruin your work/life balance by working too much, or you raise your rates. You eventually reach a ceiling of potential earnings when your rates hit the top end of what’s acceptable in your industry and your lifestyle doesn’t allow for more work each day without burning yourself out.
您一天只有几个小时专注于工作。 当您的工作时间用完时，您将无法赚更多的钱，除非您因工作过多而破坏工作/生活平衡，或者提高了费率。当您的费率达到您行业可接受的最高水平，并且您的生活方式不允许每天进行更多工作而不疲倦时，您最终将达到潜在收入的上限。
Hourly rates create unknown pricing for clients. You have to provide an estimate up front, but even for experienced pros there’s always an element of guesswork to your estimate, and projects almost never go exactly to plan. What happens when you go over that estimate? Unless the final cost is excessive (more that 10% over) your client is obliged to pay, but they may feel aggrieved that they have to pay more than anticipated, even if that extra cost comes with extra value.
每小时的费率会给客户带来未知的价格 。您必须预先提供估算，但即使是经验丰富的专业人士，估算中总会有一些猜测的成分，而且项目几乎永远不会完全按计划进行。当您超过该估计数时会发生什么？除非最终费用过高(超过10％)，否则您的客户有义务支付，但他们可能会为自己必须支付的费用超出预期而感到不满，即使这些额外费用带来了额外的价值。
Hourly rates discourage efficiency. Your client wants things done as quickly as possible because it saves them money. Naturally, you want to give them the best value by working quickly, but the more efficiently you work the less money you make. Over time — as you master you craft — you earn less and less for the same outcomes, unless you jack your rates up all the time to compensate for your increased efficiency. Then you run into the ceiling again.
每小时收费会降低效率。 您的客户希望尽快完成任务，因为这样可以节省资金。当然，您希望通过快速工作为他们带来最大的价值，但是工作越有效，您赚到的钱就越少 。随着时间的流逝(在您精通手艺的同时)，您将获得越来越少的相同结果，除非您一直提高费率以补偿效率的提高。然后，您再次碰到天花板。

每小时费用有什么好处？ (What’s good about hourly rates?)

Hourly rates are easy to understand. Your client knows exactly what they will get from you in exchange for what price. It’s a method of pricing that’s been around since money was invented and everyone knows how it works without explanation.
每小时的费率很容易理解。 您的客户确切知道他们将从您那里得到什么，以换取什么价格。自从钱被发明出来以来，这种定价方法就一直存在，并且每个人都知道它的工作原理而无需解释。
Hourly rates appear most fair.Your client pays for only the time you spend on their project. No more, no less. No plucking figures out of the air that you have to justify in other ways. It’s very transparent, assuming you’re honest.
每小时费率似乎最公平。 您的客户只为您在项目上花费的时间付费。不多不少。您无需以其他方式为自己辩护，就可以从空中拔掉数字。假设您是诚实的，它非常透明。

项目定价能解决这些问题吗？ (Does project pricing solve these problems?)

It partially solves a few of them, but adds more problems of its own.

它部分解决了其中的一些问题，但增加了更多的问题。

Project pricing is the strategy of providing a flat-rate quote for a well defined deliverable. Usually you calculate that rate based on estimated hours worked, but you don’t have to share those calculations with your client — they only see the final price. It works great for productised services, but becomes a nightmare for anything very complex that it likely to change in scope over time.

项目定价是为定义明确的交付物提供统一报价的策略。通常，您是根据估计的工作时间来计算费率的，但是您不必与客户共享这些计算值-他们只看到最终价格。它对于产品化服务非常有效，但是对于任何可能随时间变化的非常复杂的事物而言，它都是一场噩梦。

Project pricing gives clients absolute certainty, but at a cost. The only way to provide that certainty is by padding your quote to account for contingencies. In the end your client may pay more for the same result. Good, organised, helpful clients get punished by paying for padding they don’t use. Difficult, disorganised clients get rewarded by forcing more work into the same budget.
项目定价为客户提供绝对的确定性，但要付出一定的代价。 提供确定性的唯一方法是通过在报价单上加注以应对意外情况。最后，您的客户可能会为相同的结果支付更多费用。良好，有条理，乐于助人的客户会因不使用填充而付费。困难，杂乱无章的客户会被迫将更多工作投入相同的预算，从而获得回报。
Scopes creep will be the death of you. If you cannot nail down a very precise scope and have the client stick to it, forget it. Some projects — like a startup app — need the flexibility to change and adapt as they go. If you price that on a fixed quote you’ll find yourself having to revise the quote over and over again at every little change of direction. Everyone will be pulling their hair out by the end of the project.
范围蠕动将是您的死亡。 如果您无法确定非常精确的范围并让客户坚持下去，那就算了。某些项目(例如启动应用程序)需要随时随地进行更改和适应的灵活性。如果您以固定报价为基础定价，您将发现自己不得不在方向的每一次小幅变化中一遍又一遍地修改报价。在项目结束之前，每个人都会把头发拔出来。
Project pricing rewards efficiency, but at a cost . If you get the job done quicker, you make more profit. But incentivising speed can mean cutting corners and reducing quality. I hate pricing like this because I pride myself on quality. I never want to feel constrained by cost — unable to explore and discover better design solutions without eating all of my profit margin.
项目定价可以提高效率，但要付出一定的代价 。如果您更快地完成工作，您将获得更多利润。但是激励速度可能意味着偷工减料和降低质量。我讨厌这样的价格，因为我对质量感到自豪。我从不希望受到成本的束缚-无法在不牺牲我所有利润的情况下探索和发现更好的设计解决方案。
Project pricing doesn’t escape direct cost comparison. The same scenario as hourly pricing applies, except they compare a fixed fee instead of an hourly rate. You’re still a commodity. You still always lose that comparison.
项目定价无法避免直接成本比较。 应用与按小时定价相同的方案，除了它们比较固定费用而不是按小时费率。你仍然是一种商品。您仍然总是会失去这种比较。

基于真实价值的定价说明 (True value-based pricing explained)

Value based pricing is a strategy to price your services based on the value your deliverables will bring to your client. Like project pricing, it’s a fixed fee. The difference is in how you arrive at and justify that fee.

基于价值的定价是一种根据交付物将带给客户的价值对服务定价的策略。像项目定价一样，这是固定费用。区别在于您如何得出并证明该费用合理。

An overly simple example: the project you create for your client might net them $100K in new sales. You charge 20% of that ($20K). Any smart client will be willing to invest $20K to earn $100K.

过于简单的示例：您为客户创建的项目可能会为他们带来10万美元的新销售额。您要收取其中的20％(2万美元)。任何精明的客户都愿意投资2万美元来赚取10万美元。

It doesn’t matter how long it takes you to complete the job. The effort you put in is no longer part of the pricing equation.

完成工作需要多长时间都没关系。您付出的努力不再是定价等式的一部分。

Let that sink in for a second.

让它沉没一秒钟。

If you practice value-based pricing, the cost your client pays has nothing to do with how long or hard you work.

如果您采用基于价值的定价方法， 那么客户支付的费用与您的工作时间或工作时间无关 。

Disconnecting your earnings from your time is a huge paradigm shift. Selling time is baked in to nearly all service businesses at such a deep level that it can be difficult to fathom all the ramifications of what this strategy changes.

将您的收入与您的时间断开是一个巨大的范式转变。几乎所有服务行业的销售时间都深陷其中，以至于很难理解该策略改变的所有后果。

Suddenly that artificial ceiling of hourly billing is gone. Now efficiency is rewarded, and not to the detriment of your client.

突然，每小时计费的人工上限消失了。现在，效率得到了回报，而不会损害客户。

Your services are now defined, led, priced, and justified by the goals, outcomes, and overall value of what you create.

现在，您的服务将根据您所创建产品的目标，结果和总体价值进行定义，领导，定价和合理化。

In theory, it sounds fantastic. But how do you actually do that? Applying this method properly is more difficult than it seems.

从理论上讲，这听起来很棒。但是，您实际上是如何做到的呢？正确应用此方法比看起来要困难。

基于价值的挑战 (Value-based challenges)

True value-based pricing is only successful if you have complete buy-in from the client. A fundamental shift in mindset is needed for them to see you as an invested partner and remove all sense of commodity from your service offering. Remember, they’ve been used to paying hourly or flat rates forever, and just as it is for you, that’s a difficult habit to break.

只有当您从客户那里完全买入后，基于价值的真正定价才能成功。他们需要观念上的根本转变，才能将您视为投资伙伴，并从您的服务产品中消除所有商品的感觉。请记住，他们已经习惯于永远按小时或固定费率付费，就像您一样，这是一个很难改掉的习惯。

Value-based pricing means basing your project price as a percentage of the value you bring to your client’s business. This only works if you can gather the information needed to calculate that value!

基于价值的定价意味着将项目价格基于您为客户业务带来的价值的百分比。仅当您可以收集计算该值所需的信息时，此方法才有效！

Think about what you need from the client in order to make this strategy work:

考虑一下您需要从客户那里获得什么以使该策略有效：

Your client needs to share their goals and KPIs for the project — because you must tie your service proposal directly to these outcomes. This is important to any project — no matter how you price it — but with value-based pricing it becomes a core necessity very early on in the discussion.
您的客户需要分享他们的项目目标和KPI，因为您必须将服务建议与这些成果直接挂钩。这对任何项目都很重要-无论您如何定价-但基于价值的定价在讨论的早期就已成为核心必要条件。
Your client must be willing to divulge the monetary value of what they are hiring you to create . If you’re designing a new ecommerce experience that may increase conversions by 1%, how much will your client earn from that improvement? If your goal is to increase sign ups, what is each new member worth? Value projections like this may be difficult to calculate . Even when projections are available, is your client going to freely share that kind of data with you? If they share it, will it be honest? (They will be incentivised to make the value appear lower, so your price is lower.) It’s vitally important that they voluntarily tell you the value. You cannot value it yourself, otherwise the justification for your price is meaningless to your client.
您的客户必须愿意透露他们雇用您创造的货币价值 。如果您正在设计一种新的电子商务体验，可以将转化率提高1％，那么您的客户将从中获得多少收益？如果您的目标是增加注册人数，那么每个新成员的价值是什么？这样的价值预测可能很难计算。即使有预测可用，您的客户是否也会与您自由共享此类数据？如果他们共享它，这会诚实吗？ (他们会被激励去使价值降低，所以您的价格会降低。) 至关重要的是 ，他们自愿告诉您价值。您无法自己对其进行估价，否则您的价格合理对客户来说毫无意义。
The project goals must have quantifiable outcomes. What if the goals are more emotional, like creating a brand identity that resonates better with millennials? Or increasing customer satisfaction by improving support processes? Some goals aren’t easy to monetise. If you can’t convert goals to dollars and cents, how can you price based on that value?
项目目标必须具有可量化的结果。 如果目标更具情感性，例如创建能够与千禧一代产生共鸣的品牌形象，该怎么办？还是通过改进支持流程来提高客户满意度？有些目标并不容易获利。如果您无法将目标转换为美元和美分，那么如何根据该价值定价？
Each proposal must be well-researched and unique. A project worth $10K to one client might be worth $1M to another, even if the effort you put in and deliverables you complete are nearly the same. This is the tremendous upside of value-based pricing (assuming you are getting the clients of higher value) but also a huge roadblock.
每个提案都必须经过充分研究且独特。 对于一个客户而言，价值1万美元的项目对另一客户而言可能价值100万美元，即使您投入的精力和完成的交付成果几乎相同。这是基于价值的定价的巨大优势(假设您正在获得更高价值的客户)，但是这也是一个巨大的障碍。

价值发现之痛 (The pains of value discovery)

Think for a second about how much discussion and research needs to go into the project before you’re even able to produce a price quote. You may need to work with your client for hours or days to paint a clear enough picture of the project’s scope and value before you have the data needed to calculate a value-based price.

想一想有关项目甚至需要产生报价之前就需要进行多少讨论和研究。在获得计算基于价值的价格所需的数据之前，您可能需要与客户合作数小时或数天，以对项目的范围和价值进行足够清晰的描绘。

Are you getting paid for that time?
那段时间您得到报酬吗？
Do you sell that pre-planning time as a separate discovery/roadmapping services that is a prerequisite to the real job?
您是否将预计划时间作为单独的发现/路线图服务出售，这是实际工作的先决条件？
How do you even begin the discussion around high-level business goals, success metric, and projected monetary project value?
您甚至如何开始围绕高级业务目标，成功指标和预计的货币项目价值进行讨论？

I think of myself as a business strategist as much as I am a designer. So many aspects of design, done correctly, bleed into strategy. But even with clients who appreciate that approach, broaching the subject of monetising projected business goals can feel like a bridge too far to cross. And even when you cross it, will you find a client who buys in to your pricing justification? Will you get all you need to inform a value-based price?

我和设计师一样，也将自己视为商业策略师。设计的许多方面，如果正确完成，就会渗入策略。但是，即使对于那些喜欢这种方法的客户，将计划的商业目标货币化的话题也感觉像是一座遥不可及的桥梁。甚至当您进行交易时，您是否还会找到购买您的定价依据的客户？您会得到基于价值的价格所需的一切吗？

Once you’ve successfully completed a job with value-based pricing, you can’t turn to another client and quote them the same price. Their project scope, goals, success metrics, and monetary value of deliverables are highly unlikely to be identical. Value-based pricing must be unique to each client and each project, because that’s precisely how you justify the price. Value-based pricing takes a lot of work, assuming you even get buy-in from your client on the concept.

成功完成基于价值的定价的工作后，您将无法求助于其他客户并为其报价相同的价格。 他们的项目范围，目标，成功指标和可交付成果的货币价值极不可能相同。 基于价值的定价对于每个客户和每个项目必须是唯一的，因为这正是您证明价格合理的方式。基于价值的定价需要大量工作 ，前提是您甚至可以从客户那里获得有关该概念的支持。

Another pitfall of value-based pricing is that you expect to be paid regardless of whether the job’s projected goals are achieved. You’re not working on a commission of earnings that happen later, which may be reduced or vanish completely if the projections you based your price on are not met. You’re pricing based on an idea of what may happen as a result of your work. Your client better be confident you can deliver what you promise, or they may feel like value-based pricing was all smoke and mirrors.

基于价值的定价的另一个陷阱是，无论是否达到工作的预期目标，您都希望获得报酬。您不是要处理以后发生的收入佣金，如果您所依据的价格预测没有达到，则该佣金可能会减少或完全消失。您是根据什么可能出现你的工作结果的一个想法定价。您的客户最好有信心您可以兑现您的承诺，否则他们可能会觉得基于价值的定价已成问题。

我如何定价-混合方式 (How I price — a hybrid approach)

I never use project pricing. My design work is bespoke, often complex, and the jobs aren’t suitable for a fixed fee. Hourly rates have been my preferred freelance pricing method, mostly due to their simplicity and transparency.

我从不使用项目定价。我的设计工作是定制的，通常很复杂，而且这些工作不适合收取固定费用。每小时费率一直是我首选的自由职业定价方法，主要是因为它们的简单性和透明性。

If you fail to transition into true value-based pricing — like I have—you can still integrate some principles of that strategy into your hourly or flat-fee pricing.

如果您无法像我一样过渡到基于价值的真正定价方式，您仍然可以将该策略的某些原理整合到您的小时或固定费用定价中。

假设价值和价格锚定 (Assumed value and price anchoring)

If your client is unwilling or unable to share the data required to calculate a value-based price, you can do your own research and make some assumptions as to what the project is worth to your client. This cannot replace the necessary discovery process for true value-based pricing, but it’s good enough to “fake it” for your own internal pricing strategy.

如果您的客户不愿或无法共享计算基于价值的价格所需的数据，则可以进行自己的研究，并就该项目对客户的价值做出一些假设。这不能替代基于真实价值的定价所必需的发现过程，但是足以将其“伪造”为您自己的内部定价策略。

How big is the company? Generally, the larger and more successful they are, the more they’ll be willing to pay. You wouldn’t charge Coco-Cola the same price as you would a local kombucha brewer, would you?
公司有多大？ 通常，他们越大越成功，他们愿意付出的越多。您不会向可口可乐收取与当地康普茶酿造商相同的价格，对吗？
How important is this project to your client’s business success? An ecommerce company may put all their money and effort into a great website. It literally means everything to their business. Contrast this to a bricks and mortar store who may see a similar website as just a small, secondary revenue stream. That client won’t be willing to invest as large a percentage of their resources into it, while the first should invest whatever it takes to make it a success.
这个项目对您客户的业务成功有多重要？ 电子商务公司可能会将所有的金钱和精力投入到一个出色的网站中。它的字面意思是一切业务。与此形成对比的是一家实体店，他们可能会看到类似的网站，只是一个很小的次级收入流。该客户将不愿意将其资源的很大一部分投入其中，而第一个客户应该投资一切以使其成功。

You can use these assumed value clues to anchor your hourly or project price when you decide on a quote for each client. Let’s say your minimum base hourly rate is $100, but you’ve determined the client is large, successful, and the project is of very high importance to them. Maybe you bump up your rate to $125 or even $150 for this project.

您可以使用这些假定值线索，当你决定为每一个客户报价到您的锚每小时或项目的价格。假设您的最低基本时薪为$ 100，但是您确定客户很大，很成功，并且该项目对他们来说非常重要。也许您将该项目的费率提高到$ 125甚至$ 150。

基于价值的小时保留 (Value-based hourly retainers)

Recently I’ve been working more often under retainer agreements. I will guarantee a client a certain number of hours per week, in exchange for a flat weekly fee. To sweeten the deal I give them a few extra hours per week for the same flat fee, if the project demands it and my workload allows it. Any overage beyond that weekly limit is charged at an hourly rate.

最近，我根据订婚协议工作的频率更高。我将向客户保证每周一定的小时数，以换取固定的每周费用。为了达成协议，如果项目需要并且我的工作量允许的话，我会每周给他们额外几个小时的固定费用，但费用相同。超出该每周限制的任何超出部分将按小时收费。

I may use the above-mentioned value-anchoring to help determine the price of my weekly retainer fee.

我可能会使用上述价值锚定来确定每周固定费用的价格。

When I present this retainer proposal to clients I always tie it back to project responsibilities, deliverables, and goals. They see a description of what I will achieve for them, a duration for how many weeks the projects will take, and a weekly rate for the cost of my services and experience.

当我向客户提出这项保留计划时，我总是将其与项目责任，可交付成果和目标联系在一起。他们看到了关于我将为他们实现的目标的描述，项目将花费几周的时间以及每周的服务和经验成本费率。

While it’s not perfect, it goes a long way towards making my rate feel less like a commodity that can be compared to others. Instead, they compare my fee against the value of the deliverables I will provide and make a determination as to whether that’s a good investment for them.

尽管它并不完美，但要使我的价格感觉不像可以与他人相比的商品还有很长的路要走。相反，他们将我的费用与我将提供的可交付成果的价值进行比较，并确定这是否对他们而言是一项不错的投资。

This retainer strategy brings a great amount of certainty to my workload. I know exactly what percentage of my week’s time is committed to each client. Even when I need to book my time months in advance I have a clear picture of the extent of my availability. I use Cushion to forecast these workloads.

这种保留策略给我的工作量带来了很大的确定性。我确切地知道我一周的时间中有多少用于每个客户。即使当我需要提前几个月预定时间时，我也能清楚地知道我的空闲时间。我使用Cushion来预测这些工作量。

My earnings are still tied to hours worked. I haven’t escaped that limitation yet. But I’m finding ways to integrate value-based thinking into my more traditional pricing strategies and earning more per month as a result of it.

我的收入仍然与工作时间挂钩。我还没有逃脱这个限制。但是，我正在寻找方法将基于价值的思想整合到我更传统的定价策略中，并因此而获得每月更多的收入。

您是否已成功实施基于价值的纯定价？ (Have you had success implementing pure value-based pricing?)

I’d like to hear from you! Please comment and share your strategy for making value-based pricing a full-time reality for your business.

我希望收到您的来信！请评论并分享您的策略，以使基于价值的定价成为企业的全职工作。

I’ve been struggling to wrap my head around how to get my freelance clients invested enough in the pricing process to make it work, and it’s made me slightly cynical about the method. I’d love to be proven wrong on this one, so tell me how value-based pricing works for you? What’s your process for the initial discovery and client buy-in?

我一直在努力思考如何让自由客户在定价过程中投入足够的资金以使其生效，这使我对这种方法有些持怀疑态度。我希望证明自己在这一方面是错误的，所以请告诉我基于价值的定价如何为您服务？ 最初的发现和客户支持的过程是什么？

If you’ve failed, or never even attempted value-based pricing, I’d like to hear your freelance pricing strategy all the same. What works best for you, and why?

如果您失败了，或者甚至从未尝试过基于价值的定价，那么我想听听您的自由定价策略。什么最适合您，为什么？

All too often, discussion of pricing is taboo. It doesn’t have to be. It’s not black magic. Let’s open up and talk freely about pricing. We’ll all be better off for it.

通常，讨论定价是禁忌。不一定是。这不是黑魔法。让我们开放并自由谈论定价。我们都会为此做得更好。

Please ? clap if you found this valuable, and ? follow me for more writing like this, as I unfold 17 years of freelance business knowledge ?

拜托 c 圈，如果您觉得这很有价值，并且？ Ø˚F 我llow F以上写这样的，因为我展开17年的自由职业者的商业知识？

This story can also be found on solowork.co

这个故事也可以在solowork.co上找到