When I first began to freelance, I did not know how to set a price for my work. Instead of being proactive, I accepted what my first few clients offered me, as what they offered seemed fair, I had no prices for comparison, and I was simply thrilled to receive a paycheque. Over time, I realized that different clients were willing to pay different amounts and that other indexers charged differently—some more, some less—than I did. Clearly other people had their own opinions for what was possible and appropriate.

More recently, I have noticed pricing come up a number of times on some of the indexing email lists. One common theme is uncertainty over what prices to set—a position that all freelancers have probably been in at some point. Among more experienced indexers, there seems to be some anxiety about prices falling, as book production by some publishers is outsourced to third-party companies, often overseas. There is also a sense that we, as freelancers, have little control over prices, as in if we do not accept the prices offered, the client will walk. 

I disagree with this sense that we as freelancers lack agency and control over pricing. I agree that we cannot compel clients to pay a certain amount and that clients do have the right to walk, if they wish. However, to say that we have little control is to cede too much control to customers. I believe that we do have a measure of control and agency, and that this issue of price has two dimensions. The first is the actual prices that we set for our services and products. The second is the customers that we engage with, the ones who are paying us for our work. 

Know Your Customers

To address the second dimension first, obviously it is a problem if our customers are not paying the price that we want or need in order to make a living. What seems to be forgotten or not mentioned is that clients vary greatly from one to another, including what they are willing and able to pay. What a small trade press is willing to pay for an index may well be different from what a large trade press is willing to pay, which may be different from a university press, which may be different from a book packager, which may be different from an author paying out of pocket, which may be different from an author paying with a university grant, which may be different from a client in New York, which may be different from a client in rural Arkansas, which may be different from a client in Tokyo, which may be different from a client who is a single parent, which may be different from a client who is a pensioner, which may be different from a client who is the CEO of a business. 

So one consideration, if current clients are not meeting your financial needs, is to change clients. This can be difficult, but I believe that it is possible. Indeed, I believe that one of the advantage we have as small businesses is the ability to pick and choose who we work with, as we simply do not have the time and resources to work with everyone. If you find that prices are low in one segment of the publishing market, then find other segments that pay better. The publishing industry is not static or uniform, nor do you have to serve all segments.

Value-based Pricing

The other part of pricing, as mentioned, is the prices themselves. I do not have a background in business or pricing either, so I decided to do some reading and have so far found and read the book The 1% Windfall: How Successful Companies Use Price to Profit and Grow, by Rafi Mohammed (HarperCollins, 2010). I don’t claim to be an expert, but I did learn a few things which I think are applicable to our work as freelancers. 

First, let’s look at a traditional approach to pricing, which is what I recall being told when I asked around for advice when I first started freelancing. This approach is to figure out living and business expenses, and then charge enough to cover expenses plus a little extra. As Mohammed writes, a lot of large companies approach pricing this way too. The downside is that this approach can miss out on a lot of potential profit. For example, I may need to charge $40 per hour to cover expenses, but what if my client is actually willing to pay $60 per hour? This approach also implies that competitive advantage is primarily a matter of who has the lowest price, which means that whoever has the lowest cost of living or business—who can therefore afford to charge the least—wins. But again, this can lead to the person with the lowest price missing out on profits as not all clients are motivated by the lowest price. What this approach fails to consider is what it is the customer actually values.

Mohammed calls this focus on the customer value-based pricing. While earning enough to cover expenses is certainly important, I suspect that most clients don’t actually care all that much about our expenses. So in value-based pricing, the goal is to understand what the customer finds important in our service or product, and then to position our service or product to meet those values, with a price to match. The question about price switches from, how much do I need to make, to, how much is the customer willing to pay?

In addition to value-based pricing, Mohammed also discusses fifty different pricing strategies. I was also surprised at the variety. They are not all applicable for every business, and Mohammed’s suggestion is to find the handful or more that work for you. These strategies are divided into three broad categories—pick-a-plan, versioning, and differential pricing. These all have different goals, ranging from attracting new customers to setting premium prices, but collectively their purpose is to appeal to a wide variety of customers, who will each value your service or product in different ways. The idea is that by employing multiple strategies, you will appeal to different segments of the market, both higher and lower, resulting in a broader client base and likely more profit. 

As I was reading, some of the strategies stood out to me as possibly applicable for indexing. Some of them, I realized, I already use, though probably not as well or intentionally as I could be. (You may recognize some of them too.) So below are some ideas and comments on a few of the different methods. I make no guarantees as to their effectiveness, nor have I personally tried them all. This is just me brainstorming in public. Feel free to try some of these yourself and let me know how it goes. 

• Bundle indexing with other services, if you offer them. I sometimes do this with proofreading. It saves the client from having to find and coordinate with another freelancer, I get more income from the project, and the indexing is usually a bit easier because I have already read the book while proofreading. Because of the time saved, I may even give a small discount.
• Offer a flat fee. I remember Enid Zafran talking about this at the ISC/SCI conference this summer. A flat fee offers peace of mind to the client because it removes the uncertainty and trouble of having to calculate page rates or waiting for the proofs to be ready. Instead, do that work for the client and give them a single number.
• Offer to negotiate with the client to find a price that is mutually acceptable. I sometimes do this as well, and I really appreciate it when clients are willing to tell me what their budget is or if my initial quote is too high because that allows me to reconsider my offer. Maybe the project is still worth my while if I charge $100 less, for example.
• Offer different versions at different price points. I think the trick with this is being able to clearly articulate, and then deliver on, what the different versions of the index will look like, and how each version still contains value. A price-conscious client will be still be happy with the cheaper and lower quality index, while the client who values quality or who has deeper pockets may be willing to pay the premium price. 
• Offer priority indexing for a higher fee, or, conversely, a discount for being willing to wait. I think that rush fees are similar to this, which some indexers already charge. But not all clients are in a hurry, so some might be attracted by a discount where you fit their index in around other, more urgent, projects.
• Offer a financing plan, perhaps by splitting payment into two or more chunks. This might work for the client who wants the index but who does not have enough cash on hand. 
• Offer differential pricing based on client type or characteristics. This could work for either corporations or individual authors. Maybe clients who live in a big, expensive city, will be willing to pay more, while a senior citizen may appreciate a discount to afford an index on their pension. The variations can be endless, but if you can gain some insight into your potential client by looking for identifiable characteristics, you might be able to gauge how much they will be willing to pay.
• Offer periodic discounts or promotions, which could include the client paying an amount upfront to lock in the price for a future project. This may work best if you have a large enough client base to do a mass email or marketing blitz. 
• Guarantee prices for a fixed period of time. This could work with regular clients, and would eliminate the need to negotiate each time a project comes along, saving you both time. 
• Incorporate a success fee. This would involve charging an initial base price plus a bonus if the index meets a set standard. The hard part would be establishing the standard and evaluation method, but this might work for clients who are unsure if they want to take a risk on you. 

By this point you may be thinking, “Those are interesting (or terrible) ideas, but I just don’t need that many pricing strategies. How am I supposed to keep track of them all?” I agree that what I have listed here is probably more than is necessary for a single business. I do not plan on using all of them either. The point, though, is that we can be creative with how we price, and that different clients will respond to different strategies. A one-size-fits-all pricing strategy is a strategy for missed opportunities.

Setting Your Prices

To bring all of these ideas together, I want to suggest five steps for setting prices, which is a process I will be doing myself. 

1. Write a value statement. This is an exercise that Mohammed suggests in which you describe, in concrete detail, the value that your service or product provides. It is easy for conversations about price to be awkward, and I know I can feel embarrassed about making a profit, even though I obviously need an income to live on. But Mohammed suggests that a lot of this awkwardness can disappear if we can understand and articulate the value that we are offering. This knowledge can also make us more effective negotiators and defenders of our prices, because we understand the basis on which they are set. 
2. Analyze your clients. What do they value? Why are they coming to you, or more importantly, coming back to you? Why are they turning you down for alternatives? What are their next-best alternatives, and what value do you offer in comparison? You can also analyze potential clients that you might want to attract or reach out to. 
3. Analyze your prices. Based on what you know of your clients and of the value you provide, are your prices accurate? Should prices be higher? Lower? It is important to note that lower prices are not necessarily bad, as they can attract a different segment of the market, which could fill in gaps between higher priced projects or broaden your client base. You just need to make sure that those lower priced projects are still profitable and are not preventing you from accepting higher priced projects.
4. Develop a pricing strategy. As discussed, pricing can be as dynamic and varied as clients. Think through the clients you have or want, think about what pricing strategies may be attractive for them, select a handful, and see what works. 
5. Periodically review your prices and methods. Clients, the publishing industry, and the economy all change over time. To keep pace and stay profitable, you may at times need to change your prices and your clients. This is true for all businesses. So be willing to assess and reflect, and make changes as needed.

When it comes to price and who you work with, you do have a measure of control. It may take some work finding the right clients and determining the right prices, but it is possible to be a profitable indexer and freelancer.