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TitleMake Money Online NOW: A Step By Step Guide To Earning Your First Dollars Online By Offering A Service (Even If You Have No Prior Experience)
Author
LanguageEnglish
File Size1.5 MB
Total Pages135
Table of Contents
                            Title page
Chapter 1 - Overview
	Why Offer a Service?
	A Worldwide Customer Base
	Marketable, Useful Skills
	Some of the Cons
	Low Barrier to Entry
Chapter 2 - Picking a Line of Work
	Leveraging Your Existing Skills & Knowledge
	Choose Your Adventure
		Elance.com
		oDesk.com
		Content Shops
		Fiverr (http://www.fiverr.com/)
		ACX (http://www.acx.com/) - Voiceover Work
		The Warrior Forum
	Factoring in Average Project Time
Chapter 3 - Low Cost Marketing Testing
	Setting Up Your Thread
	Sales Copy
	Insert a Payment Button
	Review Copies
	Forum Signature
Chapter 4 - Doing Work, Getting Paid
	Expectation Management
	Charging For Your Time
	Getting Paid Up Front
	Per Project vs. Per Hour Pricing (aka Limiting Client Abuse)
	Charge High Rates
Chapter 5 - Project Management
	Managing/Filtering Incoming Offers
	Overbooking
	Updating Clients
	End of Project
	Extending Deadlines/Budgets
	Initial Consultations
Chapter 6 - Communication Mechanics
	Email as a Primary Point of Contact
	Answering Email Inquiries
	How to Communicate with Clients (General Comm-Mech)
		Professionalism
		Pithiness
		Edit and Re-edit Emails
		Promptness
		Terms
		Use Screencast Videos
		Restate Clients' Thoughts to Them
		Use Your Client's Name
Chapter 7 - Dealing With Deadbeats
	When a Client Won't Pay
	Talking to a Wall
	If It's Your Fault...
Chapter 8 - Productivity
	Time Management vs. Energy Management
	To-Do Lists
	The 80/20 Rule
	Parkinson's Law (And Dorfman's Caveat)
	Will Power & Hustle
	Vacations
Chapter 9 - Going Pro
	Do I Need a Website?
	Building Relationships
		Say “Hi”
		Asking For Help
		Positive Praise
		Make Introductions
		When In Doubt, Reach Out
		Give Thanks
		Raising Rates
	Firing PITAs (Pain in the Ass Clients)
	Contribute
	Referral Business
	Expand Across Networks
	“Pure” Consulting
	Hiring Employees & Starting a Firm
	Information Product Creation
	Continuing Education
Bonus Chapter - Location Independence
	Where Should You Go?
		Thailand
		Medellín
Outroduction
Important: Please Read
                        
Document Text Contents
Page 2

Make Money Online NOW

A Step By Step Guide

To Earning Your First Dollars Online By Offering
A Service

(Even If You Have No Prior Experience)





by

Page 67

Extending Deadlines/Budgets
Despite your honest attempt to estimate project length and budgets

accurately, sometimes even you, yourself, aren't aware of everything a
project involves ahead of time.

Sometimes as you're working on a project, it suddenly dawns on you
that the deadline and/or budget you planned on with your client was too
ambitious, and an extension of time and/or budget is needed.

Good expectation management dictates that you should always make
your budget and timeline estimates generous. This gives you a buffer in
case your estimate turns out to be too tight. Fine. But what about when
it's already too late and you have to let a client know?

There's really only one way to extend a budget and or deadline:
politely, professionally, and straightforwardly. Deadlines are generally
more flexible, but many clients huff and puff over an exceeded budget.
The exceptions would be large businesses, corporations, and high-dollar
consulting firms (lawyers, doctors, CPAs, etc.) But even then it's still
your duty to stay within the budget specified.

Best case scenario: your client will be understanding and authorize
you to move forward with a budget extension. Second best case
scenario: your client will be understanding but lacking in funds and will
kindly ask you to pause as he gathers more monies and/or figures out
his next step.

These scenarios are simple to deal with. The problem arises when a
client is not understanding but rather indignant about the request for
further time/money. This situation requires more tact.

Unfortunately, I can't give you a template to use because each
situation is unique. But a few guidelines can be given:

In truth, I don't recommend apologizing at all. If you initially made it
crystal clear that your estimate was just that – an estimate – then
you have nothing to apologize for. You honestly made an estimate
and it turned out to be off base. This is to be expected in business.
Indeed, in virtually anything! Things always take as long as they
take, despite our best attempts at forecasting.

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take, despite our best attempts at forecasting.

Apologizing in this case is an implicit concession that you've done
something wrong. You haven't. A client will gladly use your apology
as leverage to get more mileage out of your labor because he
thinks you feel sorry and worried; the perfect storm for him to get
you to “do stuff” you won't be paid for. In a word: it's weak. Never
apologize to somebody when no apology is truly warranted. It will
just open you up to exploitation.

2. It was an estimate –

Remind your client, if need be, that your estimate was just an
estimate and that he even agreed to these terms in initial
correspondences.

Remember that I said that you should first make your initial
estimate, then reiterate that it's only an estimate, and then get your
client to confirm that he understands this...?

Well, your client might be pissed off that you'll need to go out of
bounds, but he agreed explicitly that this was a possibility. So he
can't be angry at you because you laid all your cards on the table
before you got started.

I mean, he be angry at you, of course. But if that's the case,
there's really nothing more you can do. A client who understands
it's an estimate, agrees to it, and then flies into a rage when the
estimate turns out wrong is beyond persuasion and is the kind of
client you want to avoid.

One thing you should never, ever do, is go over the budget,
allotted hours, or deadline without first informing the client of the
situation and getting his explicit permission to continue, pause,
Don't ever assume it's cool to bill for more hours.

3. A quick story for you:

I once did work for a client and sent him itemized timesheets to
update him on time and budget. At one point, I started to exceed
the agreed upon budget but he never said anything about the
overages and just kept answering my questions and giving me
more instructions.

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