Loading...
Answers
MenuAny rules or formulas for bartering services? How to quantify value of each service so that you could approach a business to barter with confidence?
Need printing services. Can offer graphic design, photography, illustrations.
Answers
There are two value sets here: yours and the prospect's.
You may value your service at $X, but if your prospect doesn't see it that way, that value does not exist.
However, you do have to start off with your target value. Have a "base/best case" value, and a "bare minimum/worst case" value.
The worst case value is the lowest trade price you will trade your services for. If the prospect values it at less than that, you won't trade.
Your trade prospect will probably have the same kind of numbers in mind for their own service, whether consciously or not.
When the two of you talk, you need to match up value. How much of your graphic design etc. do they want in return for some of their printing services? Money is the value medium. Think about it as two farmers trading cheese for chickens if that helps you.
After setting a qualified meeting, ie. they are interested in what you offer...
Begin by asking them how much they value your service at. Note we are getting at THEIR belief here, not yours. Because that's reality.
They will lowball, probably, but now you know the starting point.
Then ask them what they believe their service is valued at.
Now you have a basic idea of how much of your 'Service A' you need to provide in exchange for one unit of their 'Service B'.
Is this acceptable to you?
Maybe you found a really fair prospect and the numbers are great. In that case you can shake hands and sign the deal. Otherwise, it's time to negotiate.
If their valuation of your service was much lower than their value of what they provide, call them on it. "Why is your service worth so much to you, and mine so little?"
Always be ready to get up and leave. DON'T get emotionally invested and huff and puff if their valuation isn't to your liking. It's just business.
But the prospect will probably start waffling and making adjustments in your favor now.
If you just can't get close enough to that minimum figure to make things work for you, consider further trading. What can they give you that isn't a big deal for them but has great value to you, that will make up that difference for you?
Bartering is a huge part of the economy and large companies do it all the time. They try to hide this from consumers, because they want regular people to pay retail prices in cash. But up the chain, trade is commonplace.
Get some experience with this...keep at it and it will pay off.
Since you're looking to barter for printing services, the company your approaching will probably have their own prices advertised already, which simplifies one half of the discussion.
As for your end, if you can point to what services similar to yours cost elsewhere in the open market, point to that.
You can also ask your prospective client what they currently pay for such services. I'm guessing a printing company will have paid for graphic design in the past. So they ought to have numbers on file for both sides of the transaction.
There are no set rules on how to do this. Early on, many companies do this because they do not have the $$ to pay for services. I think doing this is smart, and is a true example of the Hustle.
Start with how much your service is per hour/gig/whatever metric you want to use. From there, be open to hearing what the similar business charges. Star there.
One of my favorite parts of bartering services is the potential to evaluate future partners with opposing skill sets. You get to evaluate many things from the timelines of the their work, quality, etc.
This is a broad question, so let me know if you would like to hop on a call to discuss this further. I would be happy to chat and tailor the answer more towards your specific business.
Related Questions
-
A StartUp is looking into setting up an affiliate marketing platform, I believe the setup is different to the industry standard. Any insights please?
So this model has been attempted before in various formats. As a direct comparison, 3-4 years back there was a company called WidgetBox. They were a startup. Successful in getting funding. Raised at least $8 million. Their changed up their model a few times but their most successful one was nearly identical to what you described. They went directly to various advertisers on a CPA basis and then guaranteed publishers a set CPM based on the agreed CPA with the merchants. Got as high as doing 500 million impressions a month. But they didn't appropriately account for fraud, had to back out on payouts, ended up nearly folding. They were able to pivot and be absorbed into Flite. A less direct comparison of your scenario is very common. Many affiliates these days operate what is considered a sub-network (against the rules of most larger affiliate networks) or a super-affiliate program. Examples are the dozens of loyalty affiliates out there like Upromise who also have their own affiliates (as well as members tracked on sub-ids) underneath them. Being the advertiser's "sole" affiliate is partially where I don't see the model you describe work. Unless your advertisers are completely unfamiliar with the digital space they are unlikely to only work with one company as their sole affiliates. Advertisers like to scale. It's why they work with networks. What ever you decide, Post Affiliate Pro does not have a robust enough of a platform for you to launch with. Beyond that the software's ability to help detect fraud is suspect. HasOffers (know called Tune) is a way better choice. Also recommend looking at Performance Horizon Group. Either way, highly recommend rethinking the "exclusivity" or "sole" component of your model and asking yourself why an advertiser would just go with you?AD
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.TW
-
How do i handle gift certificates when buying a business?
Great question, this is something that can be handled with a proper deal structure involving some vendor financing. I recently did a video about this very topic for one of my YouTube followers. Check it out here: https://youtu.be/hWm4ZQxWlEw You basically make the vendor's outstanding gift certificates a 'currency' which can be used by the buyer to repay the vendor loan. It's a net-sum game for the seller since he's already received the cash without having to provide the goods or services. Hope this helps. Feel free to schedule a call anytime you have a question about business transactions. DavidDC
-
Should I find a new brand name?
You're definitely going the wrong direction. That's my opinion. But I'm right, and here's why: Your domain strategy is hyper-extended. You've got 4 domains in .CO.UK – hopefully 8 counting .UK rights. That's all well and good for a British audience. But you deliver work online; so why not appeal to a global audience? Here in the USA, ccTLDs (a.k.a. country codes) are not recognized. Your business will look strange and be misremembered as .COM. That means your marketing will be inefficient; you'll leak traffic to Google, parked PPC pages, or even competitors who develop sites with the same brand name(s) in the same niche! Meanwhile you'll pay extra in ongoing advertising costs to compensate. And you don't own the 4 corresponding .COM domains. I checked. They're owned by a pair of people / companies – both known to me already. To acquire these 4 matching domains, you'd need to spend about $10,000. That's based on the typical list prices these guys set, which you can verify, I'm sure. On top of this, you'd face brand protection issues for at least 4 distinct names. That obligates you to further domain purchases or risks ... in proportion to the number of brand names you're attempting to operate. After all, WantApp is confusingly similar to WantApps; and WantWebsite resembles WantAWebsite. And let's not forget .DESIGN and .WEBSITE, which means your WantDesign.co.uk is competing against both WantDesign.com and Want.Design, while your WantWebsite.co.uk has to shout extra-loud to be heard above WantWebsite.com and Want.Website. Things get complicated fast! You'd eventually face competitors with these names unless you bought them all. You might even get embroiled in trademark disputes, which are no fun. For that amount of money ($10k upwards), you can buy a really great domain name and consolidate all your efforts on a single brand name with worldwide appeal and a single website. In the long run, going the way you're going, you will pay thousands of pounds one way or another. Maybe you won't buy those other domains, but you will put extra cash, sweat, and time into marketing. You'd probably lose a few customers over the years as well, since they'd go somewhere other than your site and find other people to hire. I also have concerns about branding with multiple domains, managing multiple websites, or asking customers to bounce around between several sites. But there's no space to go into that. The domain issues already sank your battleship, I'm afraid. If you'd like help selecting a single unified brand name for all your services – which is what I recommend – let's talk. Naming and domain procurement are both areas I specialize in.JP
-
What is the ideal percentage of revenue you should apply to a marketing budget for a new business?
I think differently about this, because of two reasons: 1) I've always (and only) been involved in bootstrapped startups; and 2) I've been lucky that those startups grew organically and fast (enough) which minimized our need on marketing spend. Instead of deciding on a specific budget for this, I would instead look at your current priorities (in terms of budgeting and re-investment into your team): 1. Build a great team. 2. Build a great product. 3. Craft incredible customer experiences. 4. Spend money on marketing. If you've already hit all 3 top priorities and you can't reinvest any further into those, then you should start spending money on marketing. If you don't have revenues today and you are hoping to generate revenues through marketing spend, you're on slippery slope (says the bootstrapper). Whilst not wrong, this is tricky and you'd need to take a realistic look at your customer acquisition cost (CAC) and how much you can invest into acquiring new customers.AP
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.