Loading...
Answers
MenuIf you were to launch a new web design agency, what business/pricing model would you use?
Answers
I'm glad you described your market a bit.
I have not seen a retainer model work in this space, but that's not saying you can't succeed with it.
YOU are the expert, so I would not leave it to clients to choose what they want. If you do, you'll get clients who say, "Yeah, I hired them to make me a page; it looked nice but didn't work"--and who is responsible for that?
I have seen both arguments when it comes to the question of displaying pricing. I think you should show it. That's a qualifier for visitors, and you do not want to waste your time and energy on people who cannot afford your help.
So my recommendation is to list your services with pricing, but make sure you have a lead capture system to pre-qualify. Then talk live to fully qualify and give your expert recommendations.
I kind of like #4, but there is so little opportunity cost in you being able to offer all the other kinds of content...I would only take this approach if you are committed, really want to specialize, and get known for these kinds of pages.
I am going to shameless promote here, I own a digital marketing business myself and have ownership in another agency that does both websites and marketing so I know this space and I would love to talk to you more about it and help you grow.
The phone is your best friend and we have tried both up front pricing and quote only pricing and we have had lots of mixed results depending on the area.
There is a lot of things you need to consider before you set your pricing, such as costs, profit margins you want to maintain, and what you are worth. Once you have those metrics you can more easily price.
Not a lot of detailed information but to be honest in order to protect my own trade secrets I don't want to post more than that here.
I had this debate often with the freelancers in my network when I established and ran The Village Agency, a purely freelance agency with a disruptive model. My answer is that would could test and learn from all of these. Create different landing pages for all options and assess each opportunity on the basis of what would best suit the client while optimizing for SEO and organic leads... see which gains you the most traction and track which garners you the best profits. I am not sure your answer lies in a silver-bullet approach.
Hey,
I remember when I started my digital agency out of my apartment back in 2011, kudos to you for taking the big step, you'll enjoy the ride.
I own a digital agency called Noticed based out of Philadelphia, PA. I've pretty much made all the mistakes in the start-up phase of the business over the last 3 years, as well as tried nearly every business model.
Below is my responses to each of your models:
1.) This seems like a virtual teams model and its more driven towards larger companies who can afford to hire a team each month. The advantages of this model are 12 month contracts and reoccurring monthly income, and the profit/loss is fairly easy to determine. If you decide on this then you need to primarily position yourself as a virtual teams agency with a USP.
2.) I mentor many start-up web agencies and I've never recommended packaged pricing, because it limits your growth. Also you reach smaller clients vs larger clients and it comes across as cheaper services to clients who have value for their digital presence. If you want to charge $20-100k for a WordPress website, then you need to go with option 3.
3.) Our agency follow the a-la-carte pricing model and its helped us grow significantly, this is due to fact we branded and positioned ourselves to target clients who don't look at the price 90% of the time and are looking for value. Not only that, we built a really strong sales process that allows us to target clients who are spending $50-200k on a website. I would go with this option without a doubt.
Extra Tip: I would recommend adding Maintenance & Support, SEO and PPC services to your business model. You can sell these services to the clients on a 12 month contract which will give a stable income to concentrate on fixed bid projects.
If you ever need to jump on a call and get some advice/direction, then feel free to reach out to me.
Thanks,
Adam Butt
Noticed LLC
Start with #4, for 5 reasons: You know conversion rate optimization (CRO); your target market *needs* conversion help; CRO is a high-priced service; you can do the strategy, implementation, and training required to get it done; and CRO lends itself to value-based pricing as you build your track record in the niche.
You'll have an easier time if you become known as a specialist for "bloggers who want to convert traffic to revenue" or "agencies who need to convert website visitors into leads."
You can always add other services in the future, but start with something where you can make a big impact with your existing skillset and where a market need already exists.
Good luck! Glad to do a Clarity call to answer any followup questions; I've advised agencies in 15 countries.
Related Questions
-
As a digital agency (design, development, marketing), what details do you include in a quote/proposal?
I've worked in digital marketing since 1997, led business operations at two digital marketing agencies, and advise digital agency owners on improving the business side of their agencies. Agencies tend to use some version of the standard consulting phases: Discovery, Analysis, Recommendations, and Implementation. Some agencies like to give them cutesy, proprietary-sounding names. In my experience, I'm not sure that really fools anyone. You also want to convey that you understand their problem. When I evaluate proposals by agencies, the biggest problem is talking about the agency and not the client. Focus on how they'll benefit (including likely metrics and potential results), not what you'll do. Milestones and deliverables will depend on the nature of the project. If it's implementation work, you might list typical deliverables (e.g., landing pages, nurture campaigns, or eBooks). If it's strategy work, your deliverables will be the research, analysis, and meetings you do to make recommendations. Beware of getting too specific about granular deliverables -- you don't want to prescribe a solution before you [get paid to] diagnose the problem. Which leads to your second point -- don't give them the plan/strategy you have in mind until they pay for your help. Don't treat your strategy advice like the free coathangers at the drycleaner (so value-less that they're thrown in with your cleaned shirt). Many prospects won't like this. I think you should refuse to do business with them. When agencies deliver spec work (a la 1960s ad agency pitches from "Mad Men"), they're making it harder for everyone else (and themselves), by showing prospects and clients that strategy has so little value, you're willing to give it away. What can you do instead? Position yourself as an expert as solving their problems in their industry niche. (If you call yourself a "full service agency," you're already doing it wrong.) People hire specialists. If you need heart surgery, would you hire the surgeon who does general heart surgery or who's done your specific procedure 500 times? I know I'd pick the specialist-specialist! Instead of sharing specific recommendations, use case studies of how you've solved similar problems for similar clients before. And if you don't have similar clients yet, use the closest analogy you can. You've got to start somewhere. And it's a reminder about doing the same type of work over and over again, rather than jumping around to a million types of projects. Ultimately, don't over-invest in the proposal process. Once it becomes clear someone isn't a good match, gracefully bow out and invest your energies in working with clients who value your expertise by paying for it. Good luck on your proposals! I'm glad to do a call to answer any followup questions.KS
-
How can I become an idea person, as a professional title?
One word: Royalties This means you generate the idea and develop it enough to look interesting to a larger company who would be willing to pay you a royalty for your idea. This happens all the time. Rock stars, authors and scientists routinely license their creative ideas to other companies who pay them a royalty. Anyone can do it. Your business, therefore, would be a think tank. You (and your team, if you have one) would consider the world's problems, see what kinds of companies are trying to solve those problems, and then develop compelling solutions that they can license from you. You have to be able to sell your idea and develop a nice presentation, a little market research and an understanding of basic trademark and patent law. The nice thing about doing this is that if you develop enough cool ideas you will have royalties coming in from a lot of different sources, this creates a stable, passive revenue stream that requires little or no work to maintain. Start in your spare time and plan on the process taking 3-5 years. Set a goal to have a few products in the market that provide enough revenue (royalties) to cover your basic living expenses. Then you can quit your day job and dedicate more time and increase the momentum. A good idea business should have dozens, if not hundreds of license contracts generating royalties. It's possible to pull this off. And it is a fun job (I'm speaking from experience).MM
-
What advice do you give to a 16 year old entrepreneur with a start up idea?
First, hat tip to you for being a young entrepreneur. Keep it up! If you have the funds to build out your MVP, hire a developer and possibly a mentor. If your idea is marketable, you don't need to give up equity by bringing in a co-founder. If this is your entrepreneurial venture, I would recommend you do retain a coach to help you see all the things you may not know. Have you already done your SWOT analysis? Have you identified your target market? What is your marketing plan? What will be your operating expenses? There are lots of questions to ask. If you would a free call, I'd be happy to help you in more detail. Just use this link to schedule your free call... https://clarity.fm/kevinmccarthy/FreeConsult Best regards, Kevin McCarthy Www.kevinmccarthy.comKM
-
What companies have successfully implemented both B2B and B2C products or services? Which should I start with for the non-profit sector?
I would suggest the first question to ask is "what problem do I solve?" And of those people I solve problems for "who do I create the most value for?" In the non-profit world you need to add "How does my business help the non-profit run better and/or help the group the non-profit focuses on?" For example, if you've created a platform that drives donations, your company "has created a platform that helps you reach fundraising goals faster." What you don't want to do is market and sell to B2B and B2C audiences simultaneously. They have different ways of buying - a B2B audience needs to have their benefits quantified (using your thing makes me x amount more) - and it's extremely hard for a startup to be able to do both well. Better to start with one, execute really well and move into the other. Feel free to give me a call and we can dig into who your most valuable audience is.AV
-
I have this social media idea,but no coding skills. How do I get someone to do the coding (cant afford to pay them) and not give away half of my idea?
Dilip was very kind in his response. My answer might be a bit on the "tough love" side. But that's for you to decide. My intention, just for the record, is to help you (and those like you) on your path to success. And that starts with having a viable philosophy about entrepreneurial-ism and business. And I'm going to answer this because I get asked some form / version of this question very frequently from newcomers to entrepreneurial-ism. The scenario goes something like this: "I have a great idea. It's amazing, I love it, and I just KNOW it's gonna make me a ton of money. But I have no money right now so I can't afford to (fill in the blank with things like "to build it / create it / market it / etc" or "to hire the required staff needed to work in my business to sell it / develop it / etc"). And I don't want to tell anyone about my great idea because I'm worried someone will steal it and make MY million / billion dollars. But I can't afford to legally protect it either... So how do I launch without the skills to personally create the product AND no money to hire anyone else to do that either??" The answer is ... You don't. Look - let's be honest. All you have is an idea. Big deal. Really. I'm not saying it's not a good idea. I'm not saying that if properly executed it couldn't make you a million / billion dollars... But an idea is NOT a business. Nor is it an asset. Until you do some (very important) initial work - like creating a business model, doing customer development, creating a MVP, etc - all you really have is a dream. Right now your choices are: 1. Find someone with the skills or the money to develop your idea and sell them on WHY they should invest in you. And yes, this will mean giving up either a portion of the "ownership" or of future income or equity. And the more risk they have to take - the more equity they will want (and quite frankly be entitled to). 2. Learn how to code and build it yourself. MANY entrepreneurs without financial resources are still resourceful. They develop the skills needed to create what they don't have the money to pay someone else to do. 3. Get some cash so you can pay someone to do the coding. You'll probably have to have some knowledge of coding to direct the architecture of your idea. So you will likely still have to become knowledgeable even if its not you personally doing the coding. (This is not meant to be a comprehensive list of options... And I'm sure some of the other experts here on Clarity have others to add - and I hope they do) To wrap up - Here's my final tip to you that I hope you "get"... It's FAR more valuable to have an idea that a very specific hungry crowd is clamoring for right now - One that THEY would love and pay you for right now - Maybe even one they'd pre-order because they just have to have it - Versus YOU being in love with your own idea. [Notice I didn't say "an idea that some as-of-yet-undetermined market would probably love"] I wish you the best of luck moving forward.DB
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.