BRAND.

Pricing

Our Creative Digital agency pricing Fees -
list of Rates & Price Packages

We are experts in concept art, illustration, visual development, production, and graphic design solutions.

As a creative digital agency our pricing and fee structure we get a myriad of questions surrounding our rates and price packages. , however, we can only offer the structure on how we will charge you for the project. We do not share an exact cost for projects without understanding more about your needs and goals and the value we can provide you. So if you want a specific quote or rate for your project, please contact us directly at www.imaijin.com/contact and fill out the form. 

Here is a description and list of our pricing packages

(insert anchor) Our Hourly Rate Package

(insert anchor) Our Fixed Rate Package

The pricing model you choose not only determines the profitability of your agency, but it also influences your staff’s retention rate and happiness, client satisfaction, how you market and sell your firm, and your financial stability.

But many agencies approach creating their pricing model like it is a business practice that should be established and then ignored. Once they’ve “figured” it out, it’s time to move on to a new business, add creativity, or whatever other activity they’d rather focus on.

Instead, your pricing model or strategy should be constantly evolving. Agencies should be consistently testing and optimizing their pricing models to create a bigger impact on profits. Long gone are the days of set commission fees and 30% profit margins.

Choosing the Best Agency Pricing Model

Today, there are a variety of different pricing models, each of which has its own pros and cons. To evaluate and determine the best method for their firm, consider these three pricing models:
What are the different Pricing Models?

1) Hourly-Rate Pricing Model

The hourly-rate pricing model is when an agency or freelancer exchanges time for a set price.

Typically, an agency determines an agency-wide hourly rate (also known as a blended rate), or it charges by the hourly rates of specific employees whose rates differ based on seniority/talent.

Many in the industry have spoken against the hourly-rate model as it emphasizes the costs to the agency, rather than results or value to the client.

The hourly rate also disincentivizes agency efficiency. Under this model, the agency’s wants are in opposition to the client’s. The longer the agency takes to complete the work, the more it gets paid. Tracking the time of employees comes secondary to scoping and management of projects. It also makes it difficult for agencies to predict profits and cash flow.

This model can cause issues for the client, especially if project costs exceed the estimate. And if trust in the relationship is damaged, clients can begin to question how much work the agency is actually doing, what they are paying for, what the costs to the agency are, and if high-level talent is actually working on their projects.
2) Fixed-Fee or Project-Based Pricing Model

Fixed-fee pricing model is when an agency estimates the cost of a project by calculating the number of hours required by the project and the hourly rate per employee or agency, and then tacking on a buffer fee or margin. This fixed amount is billed to the client in increments (25% or 50% upfront and the final amount due at the completion of the project).

This model also includes retainer-based work as typically, the agency scopes the number of hours or projects to be completed within a monthly fee — the billing model is adjusted.

The fixed-fee model works better for clients who have a budget to adhere to and want to know exactly how much a project will cost and when they will need to submit payment.

The problem is that projects change and evolve as the agency and the client begin working on them. The agency’s estimate can become inaccurate very quickly, which requires the firm to submit additional bills to the client or reduce its own profits on the project. A project-based pricing model requires the agency’s team to be masters at scoping and project management as these things will determine if the agency makes a profit on the project.

This model can also be limiting to the relationship. The agency doesn’t want to suggest new and novel ideas — things that would improve the final outcome and results for the client — midway through a project as it might cause the firm to lose out on profits or confuse the client. Additional requests from the client can be seen as the client trying to get work for free. In addition, clients can feel like the agency only cares about completing the project, not the quality of the outcome.