Читать книгу Value-Based Fees - Alan Weiss - Страница 26

The client has to make an investment decision, in effect, every time the consultant may be able to offer some help. Hence a normal helping relationship is reduced to ROI concerns on even the most minor occasions:

 The client may decide that a $10,000 issue isn't worth $2,500 of consulting help, ignoring the fact that the consultant's expertise could help unearth the $400,000 issue underlying it.

 Subordinates are loath to use the consultant because approval is required from superiors for the additional fees, and the subordinates may not want to admit so readily that help is needed so frequently.

 Clients may forgo legitimate additional extensions of the project purely out of cost considerations, even though work in those areas would add immeasurably to the client's betterment.