Recently I’ve been working with several clients in the evaluation of their exhibit partner. I’ll have to say after these exercises, the words partner and strategic, while bandied about, don’t apply.
The biggest issue as I see it, is that their final invoice doesn’t track with the rest of the process. For example, there is an initial agreement, maybe a few change orders and little tracking of the costing of a given project. Then the invoice (or invoices) come and the client can’t figure out what it is for and can’t understand the cost growth (of which there is always is).
A few points to consider to help both sides:
- Have a baseline agreement for the program (some call it a master service agreement or MSA). Make sure all know and agree to the terms before starting any projects.
- Provide individual estimates and quotations for the work to be done on specific projects. Have a line item for each significant component (design, fabrication, show services, et al). Sign these off as the MSA has been signed–with everybody in agreement.
- Publish change orders that are agreed upon and based on fact (in-person and phone conversations, emails, texts) that reflect a change in scope from the MSA or individual agreements.
- When submitting an invoice (downpayment, interim, final), make sure the line items from the agreements match up to the line items on the invoice. Include all items (design, services, et al) on one final invoice. Don’t split it–just because your internal bookkeeping doesn’t allow doesn’t mean you have to confuse your client–fix it or do an end around. All of your internal crap should be transparent to the client.
- Submit only one final invoice. Avoid, at all costs, a “trailing” invoice.
At all times, be honest, be genuine and always make time for your clients or their representatives. It will show the client you value them and the client will value you for your integrity.
TTSG
