State with polite conviction, "It is our policy to not begin to solve our clients’ problems before we are engaged." Expertise is the only valid basis for differentiating ourselves from the competition. Not personality. Not process. Not price. When the client has few alternatives to our expertise then we can dictate pricing, we can set the terms of the engagement and we can take control." If we were to accept even half of the project work that comes to us, then we would find ourselves aimlessly building a tactical firm burdened by too many small clients and projects, with the commensurate challenges of poorer financial reward and less fulfillment." We Will Refuse to Work at a Loss Raise the objections first. Instead of waiting to hear, “You seem expensive,” we might say, “I’m a little concerned about the ability an organization of your size has to afford us.” We Will Build Expertise Rapidly

The lesson is that the most successful clients, whether owners or executives, have achieved their success in part because of their ability to take control - their ability to rise above and orchestrate others. This is their strength; and even though it is not always in their best interest, it is in their nature." The secret is to find your niche — that initial combo that enables you to just barely beat your more established, mature competition with a much crappier product. Fewer Options of Better Quality → When giving a client an option, give fewer options of higher quality. Negotiating success goes to the party most comfortable talking about money. By talking about money issues as early and as often as possible, we make sure that that party is us.Freedom of Execution → Welcome input on strategy, but require freedom of execution. I.e. Client should focus focus on the “outcome” vs “how” you get there. I read this because it was recommended by The Freelancers Show. I read it online. Followingare my notes for several of the proclamations. We Will Specialize we should not progress so far as to share our diagnosis with the client before we are hired and appropriately paid." As a 22-year old business development lead at my first creative firm, I too was programmed into arbitrarily applying these industry “best practices”… The book then continues by suggesting an alternate means to approach business. Enns suggests starting from scratch by not offering a service that is a commodity. Don't compete on price but rather position yourself as having expertise in a niche and capitalize on that to avoid bidding wars/ races to the bottom/ competition for business.

Profit margins are highest in the first two phases (diagnose and prescribe) than in the last two (apply and reapply). Our thinking is the value-added differentiator in the first two phases. We Will Charge More

A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more." And when it comes to money or really anything stress is caused by things we can't control or things that are within our control that we are avoiding. If we face up to them we can lose the stress. Not as easy as it sounds but true. Profit margins are higher in the first two phases (diagnose and prescribe) than in the last two (apply and reapply). Our thinking is the value-added differentiator in the first two phases. Trading expertise for profit (working cheaply or for free) for a period of time is valid and should be sincerely communicate to the clients. Proclamation = “a public or official announcement, especially one dealing with a matter of great importance.”)