Should I charge a lower rate when I don't have expertise in the subject?

People need don't need experience on paper, they are looking for person who serve their desire. make a strong portfolio and increase your skill level. Upload your portfolio online and apply directly. ------------------------------- You will definitely got something. and about for job you don't need contact just show your strong skills. ---------- Check linkedin, powerlinx, freelancer, feverr

As someone who has worked in pricing for almost 30 years, I know that one of the biggest myths of pricing is that you should only offer one pricing model. Offer two - both subscription & transactional. Customers will self-select &/or the market will segment, and you will quickly find out what is their preferred pricing model. As an aside, another pricing myth is that you can low-ball your pricing and raise prices later. Its successful in ~10% of attempts. By default, the choice of pricing models also states the obvious. Its not about what you want. Its about what the customer wants. And yes, you should have three choices. One choice gives you a 50:50 chance of closing the sale. Two choices forces the customer to make a price-based decision. Three choices, and the customer says "which one do I buy?" not "do I buy from this outfit?" and secondly they are forced to make a value-based decision. Also think about creating a decoy product, and on the pricing page on your website, lay the packages out dearest on the left, cheapest on the right. Happy to chat further about any of the above...or more!

I do a lot of business with people on Elance (which is now being merged into Upwork and is going away, so stick with Upwork). The real challenge for US-based workers (which you may or may not be) is the price competitive nature of jobs when competing against an international workforce. There are always going to be great workers in every country and sometimes in certain areas you just can't compete on price. For example, I do a lot of business with great people in the Philippines and their work is excellent, they speak perfect English, and they are very affordable. What I usually tell people who are first getting into the space is to be honest about that in your profile and do some jobs for near-free with private pricing so you can build up your profile with good ratings. There are some disadvantages to this approach, but I find it helps to get some jobs under your belt with employers. One of the keys is going to be differentiation. You have your industry listed but skills, language, specific experience, and other niche items are really going to help here. I'm a consumer of a lot of Upwork contractors so I'm happy to do a call and discuss my experience with you. I work with people all over the world on a regular basis and I've built my business around these assets.

Staff augmentation vs. project work in A&D are really two different companies. Another key segmentation is work that requires certification (NATO Clearance, secret clearance, Airbus/Boeing training, etc). On staff augmentation, a lot of young firms start off bringing in good ex-employees of the majors and and targeting the supply chain. Often the majors Boeing, Dassault, etc like it when subs use talent that already know the primes practices. If you are targeting project work, you need to define if you are selling skill or price. If your the best team for converting major assemblies into a stream line lean process, you need to clearly define that and sell it into the targets. In all cases, you are likely to get your first customers in the supply base. The supply base is likely trying to win a bid or execute a current contract. They want to mitigate risk using temporary labor, especially if you are in a EU labor market. If your model is to sell outside of the Primes, for example selling aerospace talent to boat manufacturing, I would stick more to project work with a few key initial clients. Create an iconic success. I would also look at the UAV market. There is a lot going on there. Often the people creating UAV's are more controls focused, they might like having someone else be there air frame team. I was heavily involved in the lean manufacturing movement at McDonnell Douglas and Boeing. Mostly on F/A-18, but also C17, 787, UAVs, etc.

Many well-known SaaS companies have doubled their prices. I've personally worked with a few that have gone through it. In most cases, your conversion rates stay the same and you see a huge jump in revenue. This is because people tend to under-price themselves. Also, your product improves over time so it provides more value and can support a higher price. But don't raise prices for old customers. Grandfather them in so their plans stay the same price. In the long run, it won't make a difference to your growth since most of them will churn out anyway. If you raise prices on current customers, you'll get a huge backlash. It gets nasty. I'm pretty sure that Zendesk tried it and had to reverse the price increase. I highly recommend raising your price by 100% for a month on new customers. Keep a close eye on your revenue and your conversion rates. If things don't go well, you can easily reverse it and discount everyone that paid for the more expensive plan. Either way, you'll know what your market will actually support.