The future of mobile gaming

Written by Charles March

Continued from page 1

It has to be said thatrepparttar designers seems to have struggled getting a phone into a games machine (or a phone into a games console.) Having to turnrepparttar 133536 device on it's side to make a call is unique to sayrepparttar 133537 least, but this is probably a small issue, if you can play Tomb Raider while you are waiting for that call.

The second potential Killer App isrepparttar 133538 wireless connectivity built intorepparttar 133539 device. The ability to compete against other N-Gagers over Bluetooth, so avoiding paying connection charges putsrepparttar 133540 N-Gage ahead ofrepparttar 133541 competition. Other consoles have Bluetooth add-ons in development or are being developed to include wireless connectivity,repparttar 133542 Zodiac being a case in point. Nokia haverepparttar 133543 advantage of beingrepparttar 133544 first intorepparttar 133545 market. Whether this lead time will be enough to makerepparttar 133546 N-Gage a market leader is yet to be seen. It should give developers time to work on new games and maybe give Nokia a foot hold inrepparttar 133547 market.

Read more aboutrepparttar 133548 new N-Gage at

Copyright 2003 C March -

Information Technology Professionals: How to Charge Higher Fees

Written by Andrew Neitlich

Continued from page 1

5. Let them know that you do not accept all assignments or clients, only those that fit your specific target market and capabilities. Let prospects know that you choose a relatively small, select roster of clients. That way, you are accessible to them, and can provide services that your busier competitors cannot. Promise them (and mean it) that you will return phone calls and emails instantly. Give examples of assignments you have turned down.

6. Be willing to say "no." If an engagement appears to be outside your capabilities, a high risk, with a client that will not want a long-term relationship, or that is undesirable to you, say no. Even if you needrepparttar revenue, it is better to spend your time establishing trust and credibility with a more desirable set of prospects.

7. Stop selling and hawking your services. Instead, become skilled at educating prospects and letting them makerepparttar 133535 decision to hire you on their own. If you use salesmanship, you will put prospects onrepparttar 133536 defensive and they will be more likely to negotiate price with you.

8. Prepare a set of responses to objections about your fees. These include:

- You get what you pay for, or less. For instance, inexperienced professionals looking to get a foot inrepparttar 133537 door often charge low fees. So do consultants who don't have many clients and needrepparttar 133538 work; they don't have many clients for a reason. Why would a consultant with true expertise and credentials charge fees that low?

- Tell stories about clients who have hired low-priced consultants, and ended up paying much more inrepparttar 133539 long run to correct their mistakes. If you can, talk about clients that called you in to fix this sort of situation after hiring another consultant first.

- Talk aboutrepparttar 133540 rules of "scope." Scope include cost, time, and quality. If a consultant is reducing cost, something else inrepparttar 133541 scope has to go, too.

- Remind them that, with your limited roster of clients, you can be much more accessible than consultants who need to fill their pipeline with many lower-paying clients.

- Remindrepparttar 133542 client aboutrepparttar 133543 stakes involved in his or her project, and what it might cost if it goes awry.

- Show that you are completely committed torepparttar 133544 prospect's personal success and satisfaction.

- Offer other terms besides price: payment terms, additional services, a guarantee, reduced scope, or free support or training.

- Ifrepparttar 133545 client promises future work in exchange for low fees up front, explain that you appreciaterepparttar 133546 offer, but have been burned by this approach before and promised not to accept it again. Agree only ifrepparttar 133547 client agrees to a contract for that work up front.

- Be willing to turn down assignments in whichrepparttar 133548 prospect will not budge on fees, or in which you see little chance of forming a profitable long-term relationship withrepparttar 133549 prospect.

Charging higher fees, and attracting better clients, is all about trust and credibility. As your trust and credibility rises, so will your fees andrepparttar 133550 quality of your clients.

Andrew Neitlich is the Senior Editor of The IT Accelerator, the newsletter that helps information technology professionals and consultants to attract more clients and projects. Subscribe at

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