Instead, when you do project-based pricing you can value your contribution to your client on the unique value only your firm can bring to the table. If you are a premium provider of services, you should command premium value for your services – this is almost impossible to convey through traditional hourly pricing.

Break your industry paradigm of pricing on hours worked and start billing clients based on the value only your firm can provide.

The one model you discussed from Sean Cassidy, which was to do whatever it takes to achieve client results, even if you have to eat part of your fee, is not my favorite concept. This establishes expectations in clients’ minds that this is all your services are worth. If it took twice as much time as was billed, then you have severely damaged the client’s perception of your value. This is hard to overcome next time.

The challenging part about simple hourly billing is not taking in to account what part of the project might be up to the client to help make it a success. In my case, I help create strategy for companies and firms to grow, conduct client feedback interviews, and help execute strategy decided upon as a result of that activity. I can create the best marketing strategy in the world, and glean the absolute best information and advice from a client interview, but if the clients with whom I partner aren’t interested in, or are too busy to, take the steps necessary to make that strategy a success for clients, then my work is, in essence, meaningless. I can nudge, encourage and cheer my clients on, but if we don’t both play our parts, then we will not achieve success. If I bill hourly in this case, and have not established expectations up front as Trevor Campbell stated in his comment, which is sometimes hard for clients to do, then I set myself up for an interesting discussion come billing time.

I don’t claim to have the magic potion or equation to achieve the right billing situation for everyone. I am not a fan of hourly billing, but favor retainers and project billing, all based on value and, yes, the amount of time I factor in to each project, combined with the worth and impact of the potential outcome of my work.

Thanks for continuing what is a very important discussion for services firms of all types.

We did have a large retainer client at one time with multiple client contacts wanting us to do more work than was budgeted for. The over-servicing soon added up and we needed the client to clarify the scope of work with his team so they had more realistic expectations. We’re certainly prepared to invest in clients but we also can’t afford to undervalue our work.

In my current life here at a “strategic communications” shop, we’re all about the project retainer — but we’ll overservice the project to meet specific metrics. We fine-tune the approach and track our time, and each one is a learning experience.

I do think, from my perch, that those most likely to do a hybrid approach are ones who are NOT looking for traditional PR — but they need to be coached that they’re not looking for traditional PR.

When you figure all this stuff out, let us know!!!