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| Introduction | |
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| Preface to the Second Edition | |
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| Acknowledgments | |
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| The Concept of Fees: Will People Actually Give Me Their Money for My Advice? | |
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| The Ethical Nature of Capitalism | |
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| The Mercedes-Benz Syndrome | |
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| The Importance of Buyer Commitment, Not Compliance | |
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| Critical Steps for Buyer Commitment | |
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| The Buoyancy of Brands: How Brands Help Fees | |
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| Creating Shared Success | |
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| Interlude: A Case of Bottom-Line Blindness | |
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| The Lunacy of Time-and-Materials Models: Who Wants to Be as Dumb as a Lawyer? | |
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| Supply-and-Demand Illogic | |
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| Ethical Conflicts of Interest and Other Small Matters | |
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| Limiting Profits, or Why Not Just Forget Domani? | |
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| Why Lawyers and CPAs Do So Poorly | |
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| Educating the Buyer Incorrectly | |
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| The Basics of Value-Based Fees: It’s Better to Be an Artist Than to Be an Engineer | |
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| Focusing on Outcomes, Not Inputs | |
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| The Fallacy and Subversive Nature of "Deliverables" | |
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| Quantitative and Qualitative Measures and Criteria | |
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| Measuring the Unmeasurable | |
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| Serving the Client’s Self-Interest | |
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| The Subtle Transformation: Consultant Past to Client Future | |
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| Perpetual Motion, Perpetual Progress | |
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| Interlude: The Case of the Annoying Accountants | |
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| How to Establish Value-Based Fees: If You Read Only Once Chapter . . . | |
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| Conceptual Agreement: The Foundation of Value | |
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| Establishing Your Unique Value | |
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| Creating the "Good Deal" Dynamic | |
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| The Incredibly Powerful "Choice of Yeses" | |
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| Some Formulas for the Faint of Heart | |
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| How to Convert Existing Clients: Correcting Your Own Mistakes | |
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| Setting Priorities Among Existing Clients | |
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| Offering New Value | |
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| Finding New Buyers Within Existing Clients | |
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| Finding New Circumstances | |
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| What If Clients Resist Conversion? | |
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| Abandoning Business | |
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| Interlude: The Case of the Loaded Loading Dock | |
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| The Fine and High Art of Using Retainers: It’s Just the Smarts, Stupid | |
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| Optimal Conditions for Retainer Arrangements | |
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| Choosing Time Frames and Creating Realistic Expectations | |
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| Organizing the Scope and Managing Projects Within the Retainer | |
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| Capitalizing on Retainer Relationships | |
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| Aggressively Marketing Retainer Relationships | |
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| Ethics and Fees, Fees and Ethics: A Midbook Practicum | |
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| Seventy Ways to Raise Fees and/or Increase Profits Immediately: Act Today and Receive the Bass-o-Matic Free of Charge | |
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| Interlude: The Case of the Rebounding Retainer | |
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| How to Prevent and Rebut Fee Objections: Since You’ve Heard Them All Before, How Can You Not Know All the Answers? | |
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| The Four Fundamental Areas of Resistance | |
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| Maintaining the Focus on Value | |
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| Boring In on the Subject | |
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| Offering Discounts | |
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| Using "Smack to the Head" Comparisons | |
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| Ignoring the Competition | |
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| Interlude: The Case of the Perverse Purchasing Agent | |
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| Setting Fees for Nonconsulting Opportunities: How to Make Money While You Sleep, Eat, Play, and Make Money Elsewhere | |
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| Keynote Speaking: Don’t Charge for Your Spoken Words | |
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| Highly Leveraged Practices for Working with Bureaus | |
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| Products | |
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| Exploring New Lucrative Fields | |
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| And Now for Some Perspective | |
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