Getting Pricing Right 1 1

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A CODEPOET.COM BOOKCC BY-NC-SA 3.0, 2012
http://creativecommons.org/licenses/by-nc-sa/3.0/http://creativecommons.org/licenses/by-nc-sa/3.0/


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CONTENTS

PREFACE

MARK JAQUITH

REMKUS DE VRIES

SHANE PEARLMAN

PRICING RESOURCES

A CODE POET BOOK

01

02

09

17

23

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PREFACE

Lets be honest, you quite possibly got into developing or designing

WordPress because theres a market for it.I you wanted to scrape a liv-ing together between burger flipping gigs youd still be working with Su-perSiteDesignerPro++! or FrontPage.

That doesnt mean its always easy to get your pricing right in a competi-tive marketplace. Do you charge per hour, per project or some arcane com-bination o the two? Are you so confident in yoursel that youre charging

three times the market average, but sitting next to your inbox waiting ora client? Or are you fighting off hordes o clientele, working 22 hours a daybetween caffeine inusions, and still barely making rent? Pricings not onlytough, its also a fiercely guarded secret or most people.

Thats why Code Poet asked a handul o proessionals that have beenthrough what youre going through and come out the other side. People

youve heard o, people doing very nicely thank you rom their WordPress-powered business.

In this short book, Mark Jaquith, Shane Pearlman and Remkus de Vriestake you through their real world strategies and tactics or getting pricingright on your next WordPress project.


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Mark Jaquith is a Lead Developer on the WordPress core.

He operatesCovered Web Services, a reelance WordPress consultancy,specializing in security, scaling, perormance, and custom plugin unction-ality.

MARK JAQUITH IS A LEAD DEVELOPERON THE WORDPRESS CORE.
http://coveredwebservices.com/http://coveredwebservices.com/


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IF CLIENTS ACCEPT YOUR QUOTE,THEN THEY WOULD HAVE PAID YOUMORE.

What do you wish youd known about pricing when you were just startingout?

I wish Id known that i people arent resisting my prices, theyre too low.The only air price is what two parties agree upon. I clients accept yourquote, then they would have paid you more.

What problems around pricing have you overcome, and how did you man-age that?

Ive priced some flat rate projects too low. I learned to vastly overestimate

how long things will take, so Im covered when unexpected scenarios arise.

How did you arrive at rates that worked or you?

Whenever I go six months without anyone challenging my rates, I raisethem.

What do you think are the top three influences on arriving at an agreeablerate or your work?

1. The clients budget.2. How much availability I have (less ree time means Im less likely to

settle or less).3. How demanding I think the client will be (easygoing clients get a break,

but demanding clients have to pay a premium).


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I use TimerProFB, which interfaces with Freshbooks.
http://community.freshbooks.com/addons/view/timer_pro/http://community.freshbooks.com/addons/view/timer_pro/


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MY ADVICE IS TO QUOTE MORETHAN YOUD SETTLE ON. SOME

CLIENTS JUST LIKE TO HAGGLE ASSTANDARD PRACTICE.

Do you present your client with an itemized bill or a flat all-in ee? Whatadvantages have you ound to that approach?

I present clients with an all-in ee, unless there were extras that I paid or,such as signing them up or a or-pay web service.

Do you have any advice or negotiating with a client? What percentage oyour projects involve price negotiation?

About hal o my projects involve price negotiation. My advice is to quote

more than youd settle on. Some clients just like to haggle as a standardpractice. They just want to get some reduction rom your original quote. I

you can be flexible between your flat rate and your hourly rate, offer themboth options and let them choose.

How flexible are you willing to be on price, and what plays into that?

Usually Im quite flexible, unless Im completely booked up. What playsinto that is how much unbooked time I have, how interesting the project is,or how high profile the client is.

Are there any actors you ofen orget when pricing a project?

I find that its hardest to quote or projects that involve doing somethingI havent done beore. Even i I know in theory how to do it, I sometimes

underestimate how much time it will take or me to research that particulartechnique or skill set.


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DONT BECOME TOO SET IN YOURWAYS. HAVING A STYLE IS FINE,BUT A STAGNANT SKILL SET ISA LIABILITY.

What additional value can a vendor provide, or strategies can they ollow,to increase their rate?

1. Release ree plugins and/or themes. This makes you a known quantityin the WordPress community.

2. Learn new skills. Just know Apache? Learn nginx. Just know Apacheand nginx? Learn Varnish. Never played with Memcached? Set up a vir-tual machine to play with it. You should constantly be learning. Theseexperiences are invaluable. They are the difference between knowledgein theory and actual experience.

Any additional advice to share?

1. Be honest with clients. I something goes wrong, own up, and make itright. People really appreciate honesty.

2. Use something like Freshbooksto track your time and manage yourinvoices. Billing is a choredoing it by hand is a terrible idea.

3. Automate the things that you hate, or that take too much time.

4. Invest in an organizational and planning system likeGetting ThingsDone.5. Look at other peoples work.6. Connect with other consultants and proessionals.7. Dont become too set in your ways. Having a style is fine, but a stagnant

skill set is a liability.
http://www.freshbooks.com/http://www.davidco.com/about-gtdhttp://www.davidco.com/about-gtdhttp://www.davidco.com/about-gtdhttp://www.davidco.com/about-gtdhttp://www.freshbooks.com/


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Use something likeFreshbooksto track your time and manage your

invoices. Billing is a choredoing it by hand is a terrible idea.
http://www.freshbooks.com/http://www.freshbooks.com/


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Remkus de Vries is the founder of ForSite Media, a ull service Word-Press shop rom the Netherlands.

When hes not busy organizing the next WordCamp Netherlands he lovessharing any and all insight on his blog RemkusdeVries.comor find himon Twitter at @DeFries.

REMKUS DE VRIES IS THE FOUNDEROF FORSITE MEDIA.
http://www.forsitemedia.net/http://remkusdevries.com/http://twitter.com/DeFrieshttp://twitter.com/DeFrieshttp://remkusdevries.com/http://www.forsitemedia.net/


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FINDING A FRAME OF REFERENCEFOR PRICING WAS TOUGH.

EVENTUALLY, I GATHEREDINFORMATION FROM FRIENDLYCOMPETITORS IN THE FIELD.

What do you wish youd known about pricing when you were just startingout?

I wish Id had some rame o reerence when it came to those deliveringquality. Especially or larger projects.

Can you share more about the rame o reerence? Can you describe whatthe rame o reerence is? When you say those delivering quality are you

reerring to houses that do the best quality work?What I mean by rame o reerence is that I would have liked to have hada notion o what people in the same field were charging. That would havegiven me a rame o reerence so I wouldnt have been guesstimating asmuch as I did in the beginning. And yes, I am reerring to houses that dothe best quality work.

What problems around pricing have you overcome, and how did you man-age that?

Finding a rame o reerence or pricing was tough. Eventually, I gatheredinormation rom riendly competitors in the field who were willing toshare some o their pricing strategy.


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IF I GET MORE WORK THAN WE CANHANDLE FOR A WHILE, THEN THATFOR ME IS A SIGN THAT I NEED TORAISE MY RATES.

Are you able to elaborate on theinormation you gained rom your

riendly competitors? What advicedid they offer you? O that advice,what has been the most useul to

you? I you were to give advice to ayoung Code Poet about how to setpricing, what would you say?

The riendly competitors told mewhat to put in my quotes: the

elements I should mention, makingsure that I dont just give a number,but that I elaborated on how that-number was built up. That is themost sound advice I have received.My advice to a young Code Poet

would be to make sure that the cus-tomer knows exactly what he is get-ting or the money he is spending.I youre going to deliver a websiteand you have to install WordPress

you are obviously going to provideor an uber sae WordPress installa-tion which will take longer than theamous five minutes. Mention that.

Let them know that you do...extra.

How ofen do you consider pric-ing? Is it something that you reviewregularly? Do you engage yourteam in the discussion? Other than

getting more work than you canhandle, are there other reasons

youve raised your pricing? Canyou describe those reasons?

Ive only ever raised pricing whenI thought the value we offered wasworth it. Ive also raised my rateswhen Ive got more work than I canhandle or about three months.This would be a decision made just

by me.

Are you happy with your ees?What (i anything) stops you in-

creasing them?

Nothing actually stops me romincreasing my rates. I I get morework than we can handle or awhile, then that or me is a signthat I need to raise my rates. Ivebeen doing this or the last seven

years and it is working so ar.


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THE MORE EXPERIENCED I GOT ATRUNNING MY BUSINESS, THE LESSI CARED ABOUT OTHER PEOPLESSTRAGEGIES.

How much (i at all) do you try tosecond guess your competition

when it comes to pricing?

In the beginning I was very curiousabout what my competitors weredoing, but the more experiencedI got at running my business, theless I cared about other peoplesstrategies.

What do you think are the topthree influences on arriving at anagreeable rate or your work?

The un actor, the do I like thisclient, and the amount o time weneed to put into the project.

Can you expand on that? Wouldyou charge a un client less than aclient that wasnt un? I you like aclient will you charge them less?

A un client makes it more unor me to work on their project. I

wouldnt necessarily make them

I stopped using an hourly rate asmy basis. That may work in thebeginning o your enterprise, butthe more experienced you get, themore knowledge you have to workefficiently.

This sometimes means I dont haveto spend our hours figuring outa particular solution or a client,but instead I can rely on past ex-perience and implement a fix in 30minutes. Should I really charge orjust the 30 minutes? I dont thinkso. Nor do I use the our hours as abasis, however.

pay less, but in most cases I tendto be more lenient toward work

outside the original specs. Thereis a limit, thoughwhen the scopecreep amounts to a hal a dayswork or more extra, but I dontmind going the extra mile.

How did you arrive at rates thatworked or you?


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BECAUSE WE MAKE SURE WESPECIFY AS MUCH AS POSSIBLEAND DEFINE MILESTONES, ITSEASIER TO DETERMINE WHATCONSTITUTES EXTRA WORK.

This implies that you set a fixed price or your project. Can you tell us thesteps that you go through to estimate and arrive at a fixed price? I the cli-

ent wants changes (as they do) how do you handle that in terms o pro-cess and how do you ensure that your price changes accordingly?In general, a per project rate is avored by most clients and we avor it too.

The reason is that we both know what we signed up or. Obviously, therewill be projects where you need to reserve the right to charge extra i your

invested time exceeds expectations or both you and the client.

Having a ull specification and a lot o discussion on what the ull specifi-cation is determines my guesstimate on what the total amount o time willbe. I estimate in hal days o work. I then reviewbased on previous proj-ectswhat I think building the project should be worth. Its more o guteeling, really. Because we make sure we speciy as much as possible anddefine milestones, its easier to determine what constitutes extra work andwhat is not extra work. This is something we add to our contract and makethe clients sign or.

How do you know when youve hit the sweet spot in terms o rates? Arethere any key strategies or waypoints to getting there?

As much as possible, I stick to the top three influences we talked about ear-lier. (The un actor, the do I like this client, and the amount o time we

need to put into the project.) The quest or money shouldnt be the drivingactor in determining your rates.


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I HAVE ONLY ONCE HAD TONEGOTIATE ON PRICING AND THEREASON WAS BECAUSE I WAS NOTBEING CLEAR ENOUGH ON WHATWE PROVIDED

How do you track your costs so that you know that youre making moneyon a project? As you mentioned money is not the driving orce, though

people do need to earn a wage that they can live on.I dont track time in the traditional sense. I do, mainly on larger projects,track hours. When weve finished a project I learn rom itI look at morethan just the hours spentand I use that as a new basis or defining thenext project. It is perhaps corny to say that just as long as theres more

money coming in than going out, I dont stress about it too much. Liesshort, and the living is done in the living. Not the worrying.

Do you present your client with an itemized bill or a flat all-in ee? Whatadvantages have you ound to that approach?

We do speciy in great detail what the client will be receiving. It helps the

client to understand what it is that we do, what we dont do, and thus whyhe is paying the amount he is paying.

Do you have any advice or negotiating with a client? What percentage oyour projects involve price negotiation?

I have only once had to negotiate pricing and the reason was because I wasnot being clear enough on what we provided.


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A CLIENT WILL EXPECT YOU TODELIVER THE PROJECT ASSPECIFIED. IF YOU DELIVER MORETHAN JUST THAT. THEYLL LOVE

YOU FOR IT.

Typically how do clients react topricing? How do you handle it i

they balk? I that hasnt happened,what advice would you offer to aCode Poet on how to handle a cli-ent who balks at their price?

Clients either go or the price orthey dont. In about 80% o the cas-es they go or it. I they balk, I ex-plain what it is were doing in even

more detail. I can do this becauseI make very sure that were not thetype o company whos going tonegotiate pricing.

It might sound cocky, but really, its

just my way o communicating witha client so that they know Im 100%trustworthy and proessional. Mostclients like knowing what theysigned up or and seeing thingsdone proessionally.

What additional value can a ven-

dor provide, or strategies can they

Its basically going the extra mile. Aclient will expect you to deliver theproject as specified. I you delivermore than just that, theyll love youor it.

A specific example could be assmall asor a new siteto addeditor-styles.css even though itwasnt specified, or creating a Face-book eature image, or a Twitterbackground which will reflect thenew website. Things like that.

ollow, to increase their rate?

Exceed the clients expectations.Always.

Can you share a little bit on howyou and your team work to exceedthe clients expectations? Is there aspecific example you can share?


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DELIVERING QUALITY AND

EXCEEDING EXPECTATIONS SHOULDBE YOUR FOCUS. THAT IS THE ONLYFACTOR THAT REALLY COUNTS IFYOU WANT TO BE IN THIS BUSINESS

Any additional advice to offer?

In general I would say its good to know what rates are when you start out,but honestly, rates shouldnt be the thing you ocus on. Delivering qualityand exceeding expectations should be your ocus. That is the only actorthat really counts i you want to be in this business or the long haul.


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Shane is the CEO of Modern Tribe, Inc. He is a Freelance Evangelist, Proj-ect Manager, Speaker, Blogger, Surer, Toddler Wrangler, Goat Herder, RealEstate Investor, Intrepid Traveler & Voracious Reader

Shane leads indie teams in UX/UI, Web & Mobile Design, is a ounder oFreelance Camp and an active participant in the WordPress & Chili open

source projects. Follow him on Twitter@justlikeairand on G+.

SHANE PEARLMAN IS THE CEO OFMODERN TRIBE, INC.
http://tri.be/https://twitter.com/#!/justlikeairhttps://plus.google.com/u/0/112612954699742922742/postshttps://plus.google.com/u/0/112612954699742922742/postshttps://twitter.com/#!/justlikeairhttp://tri.be/


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EVERY TIME WE FIND OURSELVESBUSY AND ARE CONSISTENTLYTURNING AWAY AWESOMEPROJECTS (FOR SAY, SIX MONTHS

IN A ROW), WE RAISE OUR RATES.

Are you happy with your ees? What (i anything) stops you rom increas-ing them?

Our income is directly proportional to our ability to sell our services plusour ability to deliver them. Every time we find ourselves busy and are con-sistently turning away awesome projects (or say, six months in a row), weraise our rates. It doesnt actually matter what other people charge, i wecan keep ourselves at a healthy threshold consistently.

Ive gone rom $25 an hour to $250 an hour using this approach. This is

basic supply and demand. It applies to services like WordPress consultingas much as any other product or economic exchange. The converse is true.I we are light or really want a project, we offer discounts (in essence welower our rates).

How do you know when youve hit the sweet spot in terms o rates? Arethere any key strategies or waypoints to getting there?

I reply to each and every inquiry with: Thank you so much or reachingout. We are currently booked through [month] and have a project minimumo [dollars]. Id love to hear more about your project. Could you give me anidea o the scope, timeline, and budget you have in mind? It is importantto triage, not necessarily to remove people, but rather to understand whatkind o customer they are.


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IF THEY WONT GIVE ME A NUMBERI USE THE FLINCH TEST: I SIMPLYSTART SAYING NUMBERS OUT LOUDUNTIL THEY OBJECT.

I a fixed-rate bid is appropriate, Inever bid blind. During an initial

exploratory call, I will ofen have toask or a budget range three to fivetimes. People usually hesitate but Ikeep pushing.

I they wont give me a number, Iuse the flinch test: I simply startsaying numbers out loud until theyobject. Is it 10k, 20k, 40k, 60k?

Ah, ok. So 40-50k is about right? Ithas yet to ail (although i it did, Iwould walk away rom the opportu-nity).

As a custom shop, we can build

Porsches or Hondas. Both are greatcars. We just need to know whatbudget they have as a buyer andwhat needs they might have beorewe do the work it takes to scopeand spec a project. So ofen peopleare like my toddler and their eyesare bigger than their stomach. Mygoal is to help cater the right meal.

What will it take for us to win the

bid?and What does a successfulproject look like for you?I we canhave that key conversation, thatofen gives us the edge we need tomake the effort worthwhile.

Im consistently amazed at howmuch the answers to those ques-tions change when we ask thema ew times in a row. The answerstarts with build an awesome andamazing, scaled, ground-breaking,innovative, and bullet-prooWordPress site which eventually

What problems around pricinghave you overcome, and how did

you manage that?

We dont participate in open RFPsor other highly competitive oppor-tunities without a strong chance osuccess. We require a personablerelationship with a decision makerwho can clearly state what it willtake to win. We ask it straight up:


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EVEN THE SAME PROJECT ANDSAME CLIENT WILL CHANGE OVERTIME. BE AS AGILE IN YOUR BUSI-NESS AS YOU ARE IN YOUR CODE.

changes to a more genuine, justmake me look good in ront o the

board.

They need to see something launchby June or will consider this a ail.Speed is way more important thanperection. We ofen say we are ina people business that happens tohave WordPress as a core tool.

Do you use any timetracking inter-nally, or client acing?

Always (always always alwaysalways) clock your time. All o it.Even the unbillable time. Evenclock the clocking. =)

This will build the core data neces-sary to begin to evaluate your e-orts and tweak your profit areas.I was making the same income orthe first ew years as a contractor.Then I sat down with an accoun-tant to figure out how to do mybookkeeping. She started me on the

process o clocking.

Even the same project and sameclient will change over time. Be asagile in your business as your are in

your code. Guess and check. Plan,Do, Check, Adjust. Systematically.

Are there any actors you ofenorget when pricing a project?

I cant believe how ofen both clientand contractor orget the long tail.There is rarely a done the wayboth parties seem to expect. Wevelearned to build in warranty,support / maintenance, training,

and so orth into our contracts

The inormation I gleaned and theunderstanding about my productiv-

ity and the projects that were profit-able (or not), allowed me to doublemy income each year or five yearsin a row. It gave me the data I need-ed to experiment strategically withrates, bidding, projects types, andmore. The act is there is no answerto how much should I charge?


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IF YOU WAIT UNTIL THE END YOU

MISS YOUR WINDOW. DONT BEAFRAID TO ASK FOR REFERRALSOR IF THEY KNOW OF ANY COOLOPPORTUNITIES

and prepare the client or the necessities. The reason most people orgetthem is that no one wants to deal with them. The act is that everyone ends

up dealing with them no matter what, and it creates tension.

The reelancer eels unpaid with an endless stream o requests and the cli-ent eels underserved. I you really cant or dont want to offer the long tail,hook up with someone who does.

The biggest financial gain we ound was halway through every project,when everyone is at their happiest, we start to look or and line up the nextopportunity with that customer. I you wait until the end you miss yourwindow. Dont be araid to ask or reerrals or i they know o any cool op-portunities elsewhere in the company or with riends in other companies. Iask ALL THE TIME. Sell when you are busiest. It will keep you busy and al-low you to pick the choice projects. My goal is to help cater the right meal.

What additional value can a vendor provide, or strategies can they ollow,to increase their rate?

From a high level perspective, the easiest way to increase your rate is toincrease your accountabilityand solve people problems rather thanbuild more shit (even great shit). I cant tell you how ofen I hear: Wepicked you because you deliver. They didnt say you are the smartest, orthe geekiest, or the most creative, or the most popular. The people with

money almost always go with dependable.
http://mashable.com/2011/07/22/dependability-business/http://mashable.com/2011/07/22/dependability-business/


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Are there any resources that you can recommend on how to set rates,what to charge, and the uncomortable business o billing?

What Should I Charge?

Freelancers Guide to Sales: Measuring your Sales Pipeline in 15

Minutes

Charging Hourly Vs. Fixed Price

Are You Working for Free?

Should You Take the Gig?

What Goes in a Proper Invoice?

Oops, Where Is That 60k?

I also gave a talk on how to manage freelancersthat has a lot to offer onthe topic.
http://tri.be/what-should-i-charge/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/charging-hourly-vs-fixed-price/http://tri.be/are-you-working-for-free/http://tri.be/should-you-take-the-gig/http://tri.be/what-goes-in-a-proper-invoice/http://tri.be/oops-where-is-that-60k/http://www.slideshare.net/shanepearlman/freelancers-are-slutty-but-so-are-you-strategies-for-the-successful-managment-of-independent-contractorshttp://www.slideshare.net/shanepearlman/freelancers-are-slutty-but-so-are-you-strategies-for-the-successful-managment-of-independent-contractorshttp://tri.be/oops-where-is-that-60k/http://tri.be/what-goes-in-a-proper-invoice/http://tri.be/should-you-take-the-gig/http://tri.be/are-you-working-for-free/http://tri.be/charging-hourly-vs-fixed-price/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/what-should-i-charge/


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FURTHER READING

Why Dependability is the Most Important Quality for Business

Design is a Jobby Mike Monteiro

Pricing Strategy for Creatives

Marry Your Clients

What Should I Charge?

Freelancers Guide to Sales: Measuring your Sales Pipeline in 15

Minutes

Charging Hourly Vs. Fixed Price

Are You Working for Free?

Should You Take the Gig?

What Goes in a Proper Invoice?

Oops, Where Is That 60k?

Is Your Pricing a Dot or a Triangle?

PRICING RESOURCES
http://mashable.com/2011/07/22/dependability-business/http://www.abookapart.com/products/design-is-a-jobhttp://www.alistapart.com/articles/pricing-strategy-for-creatives/http://www.alistapart.com/articles/marry-your-clients/http://tri.be/what-should-i-charge/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/charging-hourly-vs-fixed-price/http://tri.be/are-you-working-for-free/http://tri.be/should-you-take-the-gig/http://tri.be/what-goes-in-a-proper-invoice/http://tri.be/oops-where-is-that-60k/http://www.cindyalvarez.com/profitability/is-your-pricing-a-dot-or-a-trianglehttp://www.cindyalvarez.com/profitability/is-your-pricing-a-dot-or-a-trianglehttp://tri.be/oops-where-is-that-60k/http://tri.be/what-goes-in-a-proper-invoice/http://tri.be/should-you-take-the-gig/http://tri.be/are-you-working-for-free/http://tri.be/charging-hourly-vs-fixed-price/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/freelancers-guide-to-sales-measuring-your-sales-pipeline/http://tri.be/what-should-i-charge/http://www.alistapart.com/articles/marry-your-clients/http://www.alistapart.com/articles/pricing-strategy-for-creatives/http://www.abookapart.com/products/design-is-a-jobhttp://mashable.com/2011/07/22/dependability-business/


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FURTHER LISTENING

FURTHER EXPERIMENTATION

FURTHER VIEWING

Lets Make Mistakes Episode 2: Never Work for Free

Pricing With Confidence Podcast Series

Designers Guide to Marketing and Pricing

TimerProFB

FreshBooks

Getting Things Done

F*ck You, Pay Me

How to Manage Freelancers

RWD RESOURCESPRICING RESOURCES
http://5by5.tv/mistakes/2http://itunes.apple.com/podcast/pricing-confidence-by-holden/id289224026http://itunes.apple.com/us/podcast/designers-guide-to-marketing/id158171385http://community.freshbooks.com/addons/view/timer_pro/http://freshbooks.com/http://www.davidco.com/about-gtdhttp://vimeo.com/22053820http://www.slideshare.net/shanepearlman/freelancers-are-slutty-but-so-are-you-strategies-for-the-successful-managment-of-independent-contractorshttp://www.slideshare.net/shanepearlman/freelancers-are-slutty-but-so-are-you-strategies-for-the-successful-managment-of-independent-contractorshttp://vimeo.com/22053820http://www.davidco.com/about-gtdhttp://freshbooks.com/http://community.freshbooks.com/addons/view/timer_pro/http://itunes.apple.com/us/podcast/designers-guide-to-marketing/id158171385http://itunes.apple.com/podcast/pricing-confidence-by-holden/id289224026http://5by5.tv/mistakes/2


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A CODE POET BOOK

Getting Pricing Right is the second in a series o ree books geared to-

ward, and ocused on, the needs, stragegies and field tactics o people whowork with WordPress in the real world to build sites or clients, riends,and amily.

Visit codepoet.comto see additional Code Poet resources, sign up to re-ceive updates, or let us know what you think. Wed love to hear your ideas.
http://codepoet.com/http://codepoet.com/

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