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Index
Cover Table of Contents Series page Half title page Title page Copyright page Dedication Foreword Preface Acknowledgments About the Author Part I: A Radical Business Model CHAPTER 1 The Firm of the Past CHAPTER 2 The Firm of the Future
The Business Model of the Firm of the Future Revenue Is Vanity—Profit Is Sanity Businesses Have Prices, Not Hourly Rates Why Intellectual Capital Is the Chief Source of Wealth Negative Intellectual Capital Why Effectiveness Trumps Efficiency What, Exactly, Is Productivity? There’s No Such Thing as Generic “Efficiency” Where Do Profits Come From? If Only I Knew Then What I Know Now Summary and Conclusions
Part II: Foundations of Creating Value CHAPTER 3 Why Are We in Business?
The Economist’s Definition of Profit The Marketing Concept and Total Quality Service Summary and Conclusions
CHAPTER 4 A Tale of Two Theories
The Labor Theory of Value Karl Marx, False Prophet The Marginalist Revolution of 1871 Why Are Diamonds More Expensive Than Water? Wrong Theory, Suboptimal Results
CHAPTER 5 Four Ps and Five Cs
The Five Cs of Value You Are What You Charge
CHAPTER 6 What People Buy
The Dynamics of Customer Expectations
CHAPTER 7 How People Buy
Relative, Not Absolute, Price Matters Price Psychology Search, Experience, and Credence Attributes Understanding Customer Risk The Four Ways to Spend Money
CHAPTER 8 Your Firm’s Value Proposition
Moments of Truth What Is Beyond Total Quality Service?
CHAPTER 9 The Consumer Surplus and Price Discrimination
Price Elasticity Consumer Surplus Price Discrimination Requirements to Price Discriminate
CHAPTER 10 Macro Pricing Strategies
Skim Pricing Penetration Pricing Neutral Pricing Two More Curves for Value Implications of the Curve
CHAPTER 11 Price the Customer, Not the Service
Ten Factors of Price Sensitivity
CHAPTER 12 There Is No Such Thing as a Commodity
The Perils of Benchmarking Purging the Commodity Word
CHAPTER 13 Baker’s Law: Bad Customers Drive Out Good Customers
Customer Grading Criteria The Adaptive Capacity Model Firing Customers The Forced Churn
CHAPTER 14 Value Pricing and Self-Esteem
There Is No Standard Price for Intellectual Capital
CHAPTER 15 Ethics, Fairness, and Value Pricing
The Morality of Price Discrimination Prospect Theory Is Hourly Billing Ethical?
Part III: The Genesis and Consequences of Hourly Billing and Timesheets CHAPTER 16 A Brief History of Hourly Billing and Timesheets
The Father of the Billable Hour and Timesheet— in the Legal Profession Summary and Conclusions
CHAPTER 17 The Deleterious Effects of Hourly Billing
The Advantages of Hourly Billing What about the Customer? The Disadvantages of Hourly Billing Summary and Conclusions
Part IV: What Replaces Hourly Billing and Timesheets CHAPTER 18 Why Carthage Must Be Destroyed
What, Exactly, Replaces Hourly Billing and Timesheets?
CHAPTER 19 Price-Led Costing Replaces Hourly Billing
Wisdom Is Timeless Summary and Conclusions
CHAPTER 20 The Wrong Mistakes
The Almighty Hourly Rate Making the Wrong Mistakes
CHAPTER 21 Who Is in Charge of Value?
The World’s First CVO Leadership Attitude Commitment Experimentation Youth Not Final Thoughts
CHAPTER 22 Measure What Matters to Customers
The McKinsey Maxim Developing a Theory Pantometry versus Theory A Gedanken
CHAPTER 23 Firm-wide Key Predictive Indicators
KPIs for a Professional Knowledge Firm KPIs Equal Customer Accountability
CHAPTER 24 Knowledge Worker Key Predictive Indicators
A Model for Knowledge Worker Effectiveness Key Predictive Indicators for Knowledge Workers
CHAPTER 25 After Actions Reviews
We Know More Than We Can Tell The Economics of Structural Capital Knowledge Lessons from the U.S. Army Summary and Conclusions
CHAPTER 26 O’Byrne & Kennedy: A Firm of the Future Part V: Eight Steps to Implementing Value Pricing CHAPTER 27 The Eight Steps at a Glance
Three Different Kinds of Problems Eight Steps to Implementing Value Pricing
CHAPTER 28 Step One: Conversation
The Conversation Naïve Listening Focus on Wants, Not Needs Starting the Conversation Conversations Lower Asymmetrical Information and Adverse Selection Questions You Should Ask the Customer Ordinal Value, Not Cardinal Value Discussing Risk with the Customer Summary and Conclusions
CHAPTER 29 Step Two: Pricing the Customer: Questions for the Value Council
Questions to Ask before Establishing a Price Factors of Price Sensitivity Pricing Questions
CHAPTER 30 Step Three: Developing and Pricing Options
The Psychology of Price Seven Generic Customer Segmentation Strategies Pricing Options Pricing Complex Projects FORD—A Model for Consulting Dipping Your Toe in the Water Formula for Calculating Reservation Price Summary and Conclusions
CHAPTER 31 Step Four: Presenting Options to the Customer
Handling Price Objections Summation: Presenting Your Price to the Customer
CHAPTER 32 Step Five: Customer Selection Codified into the Fixed Price Agreement
Date of the FPA Professional Services Unanticipated Services Service and Price Guarantee Payment Terms Revisions to the FPA Termination Clause Other Issues Regarding the FPA
CHAPTER 33 Step Six: Proper Project Management CHAPTER 34 Step Seven: Scope Creep and Change Orders CHAPTER 35 Step Eight: Pricing After Action Reviews Part VI: Inflection Point CHAPTER 36 No One Can Forbid Us the Future
Business Model Innovation The Diffusion of Theories Firm of the Future or Firm of the Past?
CHAPTER 37 Declaration of Independence Bibliography Index
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