Mark

First, this is why every consultant needs to include a product ladder in their products/services mix. As your services and the clients you gravitate to change over time, its almost inevitable that your prices will increase and your time will become less available. It isnt just about price, but about your ability to scale (adults dont scale well) as well as your ability / desire to serve the people that you *really* want to work with.

If there’s a product ladder in place, you have an entry level for those without the necessary budget. More importantly, the product ladder gives you a way to groom prospective clients to climb the ladder and get themselves to the point where you can work with them.

Second, if you think back you when you started your business, if you *knew* that working with someone who had *the* solution for your situation was out there and they refused to work with you because of their perception of your finances, how would you have felt? Im guessing you would have walked over broken glass to convince them to help you. We have to be careful not to judge others through our own lens, though there is a tipping point – and I think youve gotten plenty of advice in this thread about that:)

Finally, there’s always a way to restructure your fees if you really, truly want to find a way to help someone you believe in. Instead of an upfront fee, you could ask for a piece of their gross increase over time, or any multitude of other structures that reduce their upfront cost while still getting you paid.

Hope this helps:)

Mark

In addition, I am developing for-fee online learning modules for those who cannot afford to interact with me in person. I don’t believe these modules will substitute for in-person work, but they will indeed provide some assistance (while also serving as another revenue stream for me!).

No hesitation – I would engage her. Here’s my logic:

Her responses to your questions are strong.

“I can find a way to get the money.”

“please don’t deny me the opportunity to pay for your services if I believe you can help me start my dream business.”

These are assertive, possibility-based answers (even without hearing her voice tone etc).

She could have said:

“I don’t have any money right now, but I’ll see if I can get it”

“I was hoping for a discount.” etc

She demonstrates a strong, street-smart attitude and gutsy approach in the way SHE handled YOUR questions/’objections’, which in my books is the foundation stone of entrepreneurship.

Best to you, Robin

Mary, I want to thank you for taking the time to comment. I’m clicking Follow on Twitter now and headed to your blog. Be Well.

It’s always hard to dash someone’s hopes and dreams. What works for me (at times–not always) is to develop a proposal with the full cost for doing the project as well as an a la carte menu with price tags for each aspect. I’ll ask the client what kind of return they require to spend that kind of money. It starts the person thinking in realistic terms, rather than expecting hockey-stick growth for their business based on wishes and dreams.

If the client can answer the tough financial questions about what will happen if the programs fail, then I go ahead and try and make their day!

As an aside, I lived in K.C. for 2 years. Our middle daughter was born in Blue Springs, MO.

Thanks for taking the time to offer your guidance. I really appreciate.

Love it!

I do hold out hope that a risky client I have now will make it over the hurdle, and I will be proud and financially rewarded when he does.

I generally err on the side of less grief all the way around. As others have said, time spent on a client that I judge to have little chance of growing takes me away from the clients and prospects that put food on the table for my family.

Good luck!