[webproducers] Re: [wwwac] Vetting long distance clients.
- From: Ruth Kaufman <ruth@xxxxxxxxxxxxxxx>
- To: <webproducers@xxxxxxxxxxxxx>
- Date: Thu, 17 Oct 2002 00:54:10 -0400
On 10.16.02 11:31 PM, "Lee Semel" <lsemel@xxxxxxxxxxxxxx> wrote:
>
> Ruth,
>
> On a related note, how do you handle it when the situation goes the other way
> -- when the client continually delays, unable to respond with deliverables and
> approvals? For instance I was dealing with a person who, according to our
> contract, was the main contact for the project and responsible for al
> deliverables and approvals. However, it turned out she needed to get a
> consensus of all the partners in the company, approximately 10 people, to make
> any decision, even on small things such as a homepage blurb or colors. Do you
> build in penalties into the contract for the failure of the client to live up
> to the agreed schedule?
>
> Lee
>
I haven't encountered this situation as a contractor, but I have been the
client in this type of situation -- I was the liaison between my company and
the design firm and had to coordinate all deliverables and approvals. The
only thing I can offer is to help make my job as the client and liaison as
easy as possible. Sometimes this requires a finite set of options (about 3)
so that the executive decision makers don't have to think too hard about a
seemingly mundane decision that they happen to be responsible for.
In cases where this approach doesn't make sense or isn't possible, then I
would recommend a) a frank discussion with the client's liaison (the role I
played) to get a sense of the feasibility of moving forward on schedule; b)
a policy called "no tolerance for slippage" (quoted from Ernst & Young
project managers), where a delay in any milestone is unacceptable by any
party -- and such a delay will result in g-d knows what, because to be
perfectly honest, I wasn't involved in those conversations; c) if you are
inclined to counter with client-oriented penalties -- a delay in
deliverables -- I can't see a financial penalty except in the case that it
actually costs you extra to delay (paying sub-contractors, etc.).
To be perfectly honest, I think that emotions play a big role in this, even
if they shouldn't. It comes down to guilt and "saving face". The liaison's
company won't necessarily understand that it is their own fault for a delay,
and may ultimately blame the liaison. This kind of pressure could provoke
him/her to make independent decisions. Therefore, it's also about
influencing behavior. This isn't part of a "kinder, gentler nation". But it
is realistic. Get the liaison to be your ally. Middle managers have more
power than they believe they have in a company. Believe me, there's nothing
an exec wants more than a middle manager who can make good decisions.
Not sure if this helps. I may have more to add tomorrow. In the meantime, I
welcome discussion.
> At 04:44 PM 10/16/2002 -0400, you wrote:
>
>> On 10.16.02 2:32 PM, "Carl Friedberg" <friedberg@xxxxxxxxxxx> wrote:
>>
>>> As a consultant, when I get a new client, I always insist on billing my
>>> first day's time immediately, and wait for that check to be cashed,
>>> before I put in any serious work. After the first check, with most
>>> companies, subsequent payments tend to come out on a more-or-less
>>> regular basis. It's the first check that can raise the red flags.
>>
>> Likewise, in a recent experience I had with a "difficult" client (who
>> happened to also be long distance -- Paris), I stated clearly in the
>> Statement of Work that work would not commence before receiving payments in
>> hand (as per the payment and production schedule) AND that any delays in
>> payment, client deliverables, and feedback would result in a delay in the
>> deadline -- no leniency on this point.
>>
>> On a tangent, this was the same client who wanted to penalize me for
>> lateness -- I had posted about that a few weeks ago. The specific request
>> for the penalty structure was set forth during our first encounter and
>> entailed a "discount" for each day the project was late; the client left it
>> to me to define what this "discount" would be. (mini-rant: do I look like a
>> masochist??)
>>
>> Further to that demand for a penalty structure, I increased my prices
>> (without actually letting him know), stated that my pricing was not
>> negotiable, and insisted that I create the schedule including all milestones
>> and deadlines. I offered choices in terms of project scope enable him to
>> control costs and deadlines, but did not budge on prices and policy. In the
>> end, although my client was apparently more comfortable with my hard-line
>> approach (I suppose he believed that I truly intended to deliver on my
>> commitments), I still walked away from the business because I had a strong
>> suspicion that things would not go well down the road. I had collected a
>> $100 down-payment prior to writing the proposal, which I kept as
>> compensation for the strategic consulting inherent to the proposal/SoW I had
>> produced. I'm not sure how one would formalize that kind of down-payment. He
>> just handed me a crisp $100 bill over a cup of tea, as a sign to proceed
>> with drafting the proposal. There was no paperwork.
>>
>>
>>
>> ..............................................................
>> Ruth Kaufman
>> 212.828.6386
>> 917.623.7423 (mobile)
>> ruth@xxxxxxxxxxxxxxx
>> http://ruthkaufman.com
>> ..............................................................
>>
>> __________________________________________________________________________
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>
> __________________________________________________________________________
> To unsubscribe send a blank message with unsubscribe in the subject to
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>
> To access our webform (instead of sending e-mail) for popular commands
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>
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..............................................................
Ruth Kaufman
212.828.6386
917.623.7423 (mobile)
ruth@xxxxxxxxxxxxxxx
http://ruthkaufman.com
..............................................................
__________________________________________________________________________
To unsubscribe send a blank message with unsubscribe in the subject to
webproducers-request@xxxxxxxxxxxxx
To access our webform (instead of sending e-mail) for popular commands
including subscribe, unsubscribe, digest, and vacation visit
www.WebProducers.org. You can also access the list archive at the website.
Questions and comments are welcome just e-mail me, morry@xxxxxxxxxxxxxxxx
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