Visitor Contributions
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From Mike Johnson at http://www.webologists.com/

Comments: 24-hour availability

Being available on a 24-hour on-call basis for clients can build customer satisfaction and bring in word-of-mouth business. It only takes on severe "midnight crash" and "midnight rescue" to keep your customers coming. Billing, by the way, for these emergencies is understood by most individuals and businesses as an increased flat rate + (possibly increased) hourly rate. This type of service, although not frequent at first, can become bread-and-butter sales as word of your success gets around.

Things to remember when doing on-site emergency tech'ing: 1) Have your tools ready to go at all times, why waste time trying to figure out what you will need. A special breifcase/toolkit/toolbox in your car can really make a difference.

2) Your customer IS FRANTIC, you must be calm and supportive . DO NOT ACT UNCONCERNED. Imagine the feeling of going into an emergency room and having a triage nurse yawn at you!

3) Try not to collect funds (unless under prior agreement) UNTIL THE WORK IS FINISHED. DO NOT LEAVE an unfinished task. This is the quickest way to kill ANY customer base.

From Don Madison

Web Site Tips/Begging

Please don't put a 3MB graphics file as the first thing that loads when accessing your website.

If you use icons or mapable graphics for linking to other pages write your html code so the some descriptive text shows up on the screen until the graphics files transfer. This lets the user get to the page they want without waiting at a page they don't want.

From Peter DePaula

I have learned the hard way to be careful about development for small companies where you get to know the firms President on a first name basis, and the money is comming out of his pocket. This is the guy who will be counting every penny, eventually causing you much frustration interfering with the creative development process.

If during the first initial meeting (which should be stated there's no charge, after which every meeting is billable)you get the signal that they don't want to spend money, do them a service and send them a real estimate of the project($50,000 for example). This might very well make them realize that this kind of work is expensive and time consuming and the knowledge we gain comes through hard work and long hours of study. We practice this craft like doctors practice medicine and lawyers law.

A lot of small business owners think thay can automate their whole business for a couple of thousand dollars. And guess what? They can. The only problem with that is they will pay that same couple of thousand dollars over and over hiring different programmers to band aid the code (since the origional author is no where to be found), till the cost finally amounts to the origional $50,000 fee they origionally turned down. And they'll be cursing and damning every programmer that ever walked the earth!

My experience has taught me to let beginners handle the small assignments so they can hone their craft. Go for the high end projects where there is a budget and an IT department to communicate with. The better we work as individuals, the more confidence the business world gains, we all win in the long run.

From Bob Hanson at http://www.hansonmarketing.com/

Here's a tip to gain more referrals that all your readers might profit from.

You can attract many more referrals from your clients by taking a few key steps:

-- Find out about your client's business. This means being more than just good in a technical sense. Understand the business issues your client deals with and the way your services help him or her gain real business advantages.

-- Speak your client's language. Don't hide behind technical talk. Instead, speak knowledgeably about business challenges and opportunities.

-- Solve the right problem. Most often, it's not a software or hardware solution your clients are after. What is the business process trying to accomplish? That's where your focus should be.

-- Practice and improve your questioning and listening skills. You are demonstrating the thought and expertise you contribute to get results for your clients. Also, you are positioning yourself as someone who can add value to their business.

Computer consultants for notorious for "driving to solution" and appearing to not really listen. This could cost you clients and referral opportunities.

-- Develop good relationships. For example, let your client know what you are up against without involving them in the technicalities of what you need to do to solve the problem.

-- Keep in touch with your clients. They are much more likely to think of you when they have more work or to recommend you to others they know who have problems you can solve if they hear from your periodically -- no less than once every three months.

From Carl Braesicke

I asked a SCORE volunteer for advice on marketing to larger companies. He suggested that my first contact should be with the purchasing manager.

Why? Because if a company uses consultants, they will have a mechanism set up for handling the consultant's invoices and making payment, most or all of which goes through purchasing. A clever consultant may also be able to get the names of people within the organization who have used or are using consultants. If purchasing isn't set up to handle consultants, you may have a hard time getting any work a t the company, or worse getting your payment from the company.

I can't yet report my results from using this tip because I just got it yesterday, but as soon as I have a chance to try it, I'll report results--if possible.

From E. Egon Rinderer

Get it in writing (if you're W2). No matter how good you think the firm you're taking a job with is, get anything and everything they promise in writing, signed by both parties.

I went against this unwritten rule about a year ago when I joined a very reputable very large consulting firm in the St. Louis area. I recently resigned, with them owing me a very large sum of money, and be so mad at my self for being so foolish that I could spit nails. Live and learn.

From Anonymous

I'm just getting started with consulting, but here's something I've learned about dealing with brokers and on-site contracts. Make sure the broker understands EXACTLY what your technical strong and weak points are, and try not to accept interviews that aren't a good match.

I've been to three interviews where the broker claimed it was a perfect match, but in fact it wasn't. So, I got to the technical part of the interview and looked like an idiot. And then the broker got feedback from the client afterward that I was "weak" technically, so now the broker isn't working my resume anymore. Plus, if I ever try to interview with the same client for a different project, I may not even get my foot in the door, because of the mistaken perception that I'm weak in the technical areas.

My advice: if the broker can't explain exactly what technical skills the client wants, do what you need to do to find out and/or be extremely careful at the interview. Ideally, you could call the prospective client just to ask them exactly what technical skills they need.

From Bob McIlree at http://www.netcom.com/~rjmtech

If you're an independent and you're very close to a new contract with an agency that you haven't worked with previously, run a credit check on the agency prior to signing the contract. You can easily do this over the web (I use Experian, formerly TRW. URL is http://www.experian.com.

You can get a report on the agency for $20-30, and it's money well spent. Run the credit check only when you're very close to a deal. Don't waste money checking a broker's credit history at the submission or interview phase. However, do it _before_ you sign the contract.

Small agencies may not have much of a credit history. In particular, contractors who have been stiffed or suffered through late payments will not report this to credit bureaus. However, major vendors to the broker will report credit experience. If the broker's having trouble paying vendors, they're generally going to have trouble paying contractors on time as well.

For example, I was dealing with a shop and was about to finalize terms. Their credit report indicated numerous tax liens for unpaid withholding taxes on their W2 employees and late payments on office equipment leases. With those red flags, I took my net 30 terms off the table and made it net 5. They ended up paying on time, but other independents working with them have complained that they pay late routinely.

I was up-front (but not condecending) with this broker about their reported credit problems prior to contract signing and they negotiated in good faith.

My general rule of thumb is: credit report OK, net 15-30. Not OK or incomplete (small brokers generally don't have substantial credit histories): net 5 or 10. Really bad (major tax liens, routinely 30-60 days late or beyond): no deal.

As to privacy concerns: business credit histories are freely available to anyone if you pay the fees. If you're incorporated, your business has one too, like it or not. Personal credit histories fall under Federal law regarding credit and are only obtainable by mail, either by the subject of the report or by "qualified" (term used loosely) organizations such as mortgage lenders, banks, credit card companies, etc.

From James Wood

Join the local Chamber of Commerce. Then get very active in all of the Chamber's functions. It pays off.

From Michael Emens

When negotiating the contract negotiate out the one thing broker put in but might be willing to pull out. Most contracts state that the hourly rate for overtime is the same rate as the negotiated rate. Negotiated to have a different rate (preferably high enough to hit the top end or complete part of the brokers margin). The broker if desperate he will let it happen.

From Scott Dennis at http://users.southeast.net/~sdennis

Take note of the "Red Flags": While taking on work from a new client the client ask me to list the things that I had corrected on the video conferencing system they had in place. When I looked puzzled the client stated that they were not going to pay the previous consultant for work he had done because they were not satisfied. Therefore they wanted a list a things to use against this consultant.

I stated that I would simply list the things that I had done and nothing more. I should have taken caution however, because this same client now owes me money and is trying to do the same thing. By looking at the Red Warning Flag I could have saved myself the trouble of dealing with an obviously "dead-beat" customer.

From John R. Miller

Based on their stated needs and additional information from their web site, I construct a nice cover letter highlighting the areas where I believe I would fit in. I also indicate that I am a consultant. It's usually enough to get me in the door so I can talk to them.

I figure if they are looking for employees then they may be interested in consultants too. It works about 1 time for every 7 letters or so I send out. For me, it's better than cold calling because in a sense, it qualifies a potential client for me beforehand. Also, I am really uncomfortable cold calling. I'd rather research, write a nice letter and then have them invite me in.

From Gregory Karpinsky

Use the best software you have to prepare proposals. Most clients will like your document if it's written using a modern word processor, if it includes professional charts, tables, graphs etc. It should be also a good idea to prepare Gantt of your work using a project management application. All this is not only to make an attractive packaging, but to demonstrate your ability to make things highly professional.

From Charles D. Rubin

Ask for a real high rate to start with - one you know they can get barely get. Then they have to squeeze their margin. Also ask 'em right up front how much they need on top of your rate. It also helps if you have a high-demand skill set in a booming market. My last contract was at $65/hr., and the agent billed at $74!

Before that, I got $40/hr, and didn't know what the agent billed at. So this time, I was like, well, the last agent was happy with $9/hour. How come you need $15? But basically, the thing to do is pick your rate ahead of time and tell the agent you don't care what they make as long as they get your rate.

You can always start high, then come down if you can't get it. Also, go to new agents who don't know what rate you used to get - when you quote high, they'll assume you're cream of the crop (of course, it helps if your resume looks great).

From Dave Orleans

I am a W-2 employee so I am at the mercy of whatever assignments that can be found for me by firms. In talking with many firms large and small, I have found that the majority of the people in the office are non-technical people looking for a quick commission. They will say anything to placate the prospect.

I always ask many many details about the assignment. Some very helpful questions have been:

1. Actual applications used? If not known, please find out and call me back

2. Overtime available? Do not assume yes-some companies allow only 40 hours/week

3. Name of project--to see if I have talked about this with another firm

4. What is expected of me in detail.

After I have gathered some information, I can then go to an interview and confirm the the answers that I received with the recruiter. I even ask versions of applications such as VB, Word, QA Partner. The software will say some things about the shop (sloppy/tight/outdated). After gathering all of the FACTS, I usually go back to the recruiter and re-negotiate if I am still interested. Usually, the recruiter will not know if I need to write from scratch or update code. This is all brought up in the renegotiation.

You must always evaluate what you will be doing for the next year or you will regret your rate being 25% less than what is should be. Never underestimate the power of walking away. Like the man who walked away from a used car salesman not meeting his price and the salesman running after him in the lot, you too can leverage if you KNOW how to and have ammunition. Have fun and talk with friends in similar assignments. We usually compare rates and can get what we want. If not, go through somebody who will pay what you are worth.

From Margaret Mitchell

I use my personal network of people I have known to continue growing the business. My approach is always low-key--an e-mail to say hi and give an update on what I'm doing, then a brief and casual pitch which amounts to 'if you find yourself needing my skillset, I'd be happy to talk about...' This tends to keep the pressure off of them while informing and inviting them to talk to me about their possible project needs.

If I'm browsing through some web sites that I find intriguing or interesting, I'll send a letter of inquiry along with a resume.

Resume style: I've had very much positive feedback from my resume. It lists projects and companies, it lists software products with which I'm familiar and under what platforms, and then the regular work history in synopsis form, with one addition not always seen in resumes--I list one significant contribution or accomplishment per job.

From Chris Harlow at http://www.geoint.com

Always get to know your client's boss. This way, if it turns out that your client is the root of the company's trouble, you can have informal discussions with the boss. Otherwise, the discussion becomes a big meeting, and you only get one shot. Either you hit the bull's eye or you are gone.

From Frank DiPrete at http://www.star.net/People/~frankd

Do not underestimate the importance of the cooperation of the client's employees. Qualified consultants are often seen as a threat and this can sometimes result in obstructive behavior which can jeopardize your project and potentially damage your reputation. Whenever possible, work directly for senior management rather than middle or junior management to avoid political sabotage.

From Carley Fonville at http://www.community.net/~carley

Train students in a subject you know a lot about. You will make money for training and meet a lot of people who are wanting to know what you know. Often there is work involved. Stick around for a while. More work is on its way.

From Steve Hovland

Software projects are notorious for time and money overruns. We may be the cause of our own problems because we cave in to management bullying.

Don't back off reasonable estimates of the time needed to do a project.

Do refuse to take on a project for which a bad estimate was made. Save your reputation, and maybe spare yourself a heart attack or ulcer.

At the very least, take on a badly-planned project under protest and write a memo to anyone concerned about the unreasonableness of the schedule. Ask them which requirements they are willing to sacrifice to meet the plan.

Some people make a game of seeing how far they can push you. Remember that bullies usually back off when you stand up to them. I have done this recently and was not fired. If nothing else, leaving is preferable to taking abuse. There are plenty of good opportunities for computer people these days. Remember that if you are good at what you do, you are difficult and expensive to replace.

Some syntax to use: "I'm sure you can find someone who will tell you what you want to hear. The problem is that they probably won't be able to deliver. By the time you realize you have a problem, you will have wasted a lot of money. You will have to spend more money to repair the damage before you even start to move ahead."

From >Mike Creswick

Teaching at a local community college, continuing education program, or Small Business Development center. Provides a great way to hone your presentation skills AND meet potential clients.

Typically, these teaching assignments pay only a fraction of what you're worth as a consultant -- but the business contacts you may get are worth much more.

HISTORY For the past two years, I've taught regularly as a local junior college. Considering that I only get paid $14-25 per contact hour (i.e. $0 for course development, prep time, etc.) this isn't a great way to make money. A However, in each session that I teach, I've met 3-5 small-business owners, some of whom requested my services outside of class. My general rule is to provide all advice free of charge to anyone currently enrolled in a course -- this avoids potential conflicts of interest.