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    • CommentAuthormista3
    • CommentTimeNov 7th 2006
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    So, when a potential client gets in contact, how do you scope them out?

    I've noticed recently that 75%+ of clients either don't have a clue what they want, if they can afford, or even when they want it for.... and even if they do want something done, it takes them 6 months to make their minds up...

    Interested to hear how you approach the early stages of the relationship basicallly...
    • CommentAuthorhlc3corp
    • CommentTimeFeb 24th 2007
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    Ask the client for specifics.
    Clearly define and agree on the project scope. Don't do any work prior.
    (Ask them what experience they have working with freelance professionals, and what has worked for them in the past and what hasn't)

    Deliver results. If the project is continued, have an evolving set of project requirements, milestones, and timeline for feedback.

    Those have been the best client / developer relationships for me. (With myself being the client)
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      CommentAuthormringlein
    • CommentTimeFeb 24th 2007
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    This is a very tough question to ask. Those of us that have been freelancing for a while will tell you that you learn with time. Certain keywords will act as triggers (ex: "students preferred", "excellent portfolio builder"). To the low budget clients, that all depends on the freelancer, some out there find their market to be those under $1,000 clients -- b/c others of us are so quick to turn them away.

    The number one rule that I've come to live by is "never be afraid to fire your client". You can only do so much, be as professional as possible and if the client is not being reasonable, you need to be able to let them go and walk away.

    To answer your initial question, I have one line in my proposals that is very important: "... The project deadline is in direct relation to the beginning of each of the segments; which cannot official begin until all associated client deliverables have been submitted". I lay out a schedule for the client ahead of time but make it very clear that the schedule is only in relation to them holding up their end of the bargain -- you must be able to hold your clients accountable. Also, if a client is responsive or taking longer than expected, be honest and let them know that you have other projects coming up on your schedule and if you don't hit certain deadlines that their project is going to be delayed because of it. Unless they have you on retainer, the client is just as obligated to keep to the agreed upon schedule as you are!

    This all being said, never start a job without at least 25% down; I always ask for 50% from first-time clients. Remember, the client can walk away from the job at anytime and so can you!
    • CommentAuthorMatt
    • CommentTimeFeb 26th 2007
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    Yeah, my first big project (custom catalog of products that interact with a 3rd party shopping cart) went south horribly so to the point where I don't go to certain places in case I run into him. He couldn't make up his mind, and was wasting my time with each redesign, so I turned off my phone for a month. I am not way more picky, and make THEM set up an outline of what things are supposed to do.
  1.  permalink
    I disagree about walking away from client.I think every client can be approached one way or other.
    They question is how far you willing to go. I have full time job and I do freelance
    3stripe is right most of the time if you deal with client directly they have litlle understanding what they want
    and I like it. Our job at this point to analyze and filter all the information provided by the client and
    present back to him back in lame terms so clients have clear undestanding what he gets. I had more problems with people that kind of knows what they wants but I never walked away from a client. Even If I feel like I don't want to deal with this particular client again I still will finish the project. Everything goes around so you never know where you next lead will come from.
    As far as filtering you potential clients if freelance you primary source of income then you probably less flexible to your project bids/rates. Basically I adjust my rates and it varies from client to client.

    Best, DS
  2.  permalink
    For those clients I know are going to be difficult, I add in a "grief charge" that makes up for the time I have to deal with any.. well, grief.
    As well there are others like the stupid idiot charge, fickle charge, etc. Obviously these aren't line items on an invoice. Now I rarely have to use them as I just simply don't work with clients who aren't ready.
    • CommentAuthorsky
    • CommentTimeMar 1st 2007
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    Hi,

    First post.

    I like the idea of a grief charge! One question though, do you include a certain amount of amendments within your charge? What I mean is, do you say...for this stage of the project I expect to make two rounds of amends so my charge would reflect that..Has anyone gone back to a client and asked for more money due to delay caused by constant changes?? As you can't always predict who is going to be an efficient client an who is just going to waste time!!
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      CommentAuthorSpyrte
    • CommentTimeMar 1st 2007
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    Hi Guys,

    Great idea on the "grief charge". It's pretty funny too. How would you label "grief charge?" For this, do you just set limits on a particular amount of inital designs, and set other limits on how much design is going to be done? I would also like to hear more of your thoughts.
    • CommentAuthormista3
    • CommentTimeMar 1st 2007
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    In general, once you've estimated your timescales, you could add on an extra percentage of "safe time"

    Average client - add another 20%
    Grief stricken client - add another 40%

    etc etc

    Although where I work, we often forget to do this, in the rush to secure the job in the first place. A false economy if ever I heard one!
  3.  permalink
    In response to the grief charge, I can normally tell if its going to be difficult to work with the person(s) or not from the initial interview to the second. Typically in my experience if there is only one point of contact its not going to be as bad as working with two people, or a team. It would be safe to multiply grief charges by number of participants unless your charges are unreasonable.

    I don't state a grief charge in my invoice or quote. In my project scope I document specifics that could get out of control with feature creep. Document recievables that you need from client in order to meet deadlines, also document what will happen if they fail to do so, and how they should provide them. If you don't document specifics e.g. functionality, there can misunderstandings and blown budgets. Pretty soon you become a slave to the client. Put it down in black and white, make sure its clear. Then anytime a client wants to change or add to the agreed upon (signed) contract, oblige them, serve them, and bill them for the change order- of course letting them know there will be an additional charge up front for the change will make it go more smoothly, and often will most likely NOT go through with the modification to the agreement.

    This is all from my experience.. its not the rule, nor the law, but it works for me.
    • CommentAuthormista3
    • CommentTimeMar 4th 2007
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    I agree. As soon as you utter the words "We can cost that as an additional item if you like" the client tends to back off from whatever they are requesting!
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