The current conflict of interest: paying by the hour punishes efficiency (a fast agency earns less) and encourages presenteeism rather than performance.
The trap of passive retainers : monthly flat fees offer security, but risk becoming a "rent" without innovation if they are not guided by strict objectives.
The power of sprinting to value: although this model is more expensive at the outset, it drastically reduces time to market and guarantees concrete deliverables.
Cost vs. investment: a "cheap" service that lasts six months ultimately costs more in missed opportunities than an intensive two-week sprint.
Strategic alignment: the right billing model is one that puts the agency and the client on the same side of the table: the side of results.
Have you ever felt that your agency earned more money when your problems dragged on? This is the fundamental paradox of hourly billing for consulting services. In a market that demands speed and precision, the traditional business model of the communications agency is running out of steam. Should you opt for monthly support, pay for time spent, or take a chance on a high-value-added sprint? This article dissects the financial mechanics of creativity to help you choose not the cheapest option, but the most profitable one for your growth.
Imagine you hire a surgeon for a life-saving operation. Would you ask him to bill you for the time he spends in the operating room? Probably not. You would hope that he would be as quick as possible, because his speed is the result of twenty years of experience. You pay for the result (the cure), not for his time.
However, in the world of brand strategy and communications consulting, the majority of contracts remain indexed to an obsolete variable: time units.
At Autour de l’Image, we see this dilemma every day with our clients. Choosing between hourly rates, monthly retainers, or value-based sprints is not an accounting decision. It is a political choice that determines the quality of the relationship and, ultimately, the power of your brand.
The "average daily rate" (ADR) or hourly billing model is a relic of an era when productivity was measured on an assembly line. When applied to intellectual and creative work, it creates invisible but toxic friction.
It's simple math: in an hourly model, it's in the agency's best interest for the project to last. The client, on the other hand, wants it done quickly. From the outset, your goals are at odds.
If the agency finds a brilliant solution in 10 minutes thanks to its expertise, should it only charge you for 10 minutes? Economically speaking, it would be shooting itself in the foot.
If it takes her three weeks to come up with the same idea, she earns more money, while you have lost three weeks of market share.
Clients love detailed timesheets. They are reassuring. You think to yourself, "I know where my money is going." It's an illusion of control. Knowing that the art director spent four hours on your logo doesn't tell you whether he spent three and a half hours staring into space looking for inspiration or four hours actually working.
Value lies not in perspiration, but in inspiration and execution.
Expert note : The hourly model is only relevant for purely repetitive tasks with no strategic unknowns (e.g., web content integration, technical maintenance).
The annual or monthly support contract is often seen as the "Holy Grail" of client-agency relationships. It smooths cash flow and guarantees team availability.
To build trust capital or manage your e-reputation over the long term, consistency is key. The flat rate allows the agency to immerse itself in your culture. It becomes an extension of your team. You no longer pay for a task, but for a state of mind.
The danger of giving up is falling asleep.
The all-you-can-eat buffet effect: clients are tempted to "get their money's worth" by asking for anything and everything, diluting strategic expertise in basic operations.
The civil servant effect: with its income assured, the agency can reduce its creative intensity. It switches to "maintenance" mode rather than "conquest" mode.
The ADI verdict: the package is excellent for running (keeping the business going, animating networks, managing crises), but it is often ineffective for building (creating a new brand, launching an offer, pivoting).
This is where the modernity of strategic consulting comes into play. The "sprint" model or value-based pricing is shaking up the rules.
In this model, a clear deliverable and an ambitious goal are defined (e.g., "redesign the brand architecture to address the US market"). A fixed price, often high, is set for a short and intense period.
Why pay more for less time?
Because you are purchasing certainty and speed.
Let's take a concrete example:
Option A (time spent) : a project drags on for 6 months due to back-and-forth communication and "we'll see next week" responses. Cost: €20,000.
Option B (sprint): a dedicated senior team blocks out two weeks. Total immersion. Cost: €30,000.
The accountant will choose option A. The strategist will choose option B.
Why? Because with option B, your new offer will be on the market five and a half months earlier. The revenue generated during those five months will more than cover the €10,000 difference.
In a sprint or value-based pricing:
The agency is motivated to be hyper-efficient.
The customer is engaged (because it's intense).
The deliverable takes precedence over bureaucracy.
To help you decide, we have developed this simplified matrix based on the nature of your needs.
| Criterion | Hourly model / man-days | Retainer model | Sprint model / value |
| Type of need | Technical execution, mass production | Support, social media, monitoring | Strategy, brand creation, launch |
| Time horizon | Short term / one-off | Long term / continuous | Short term / intense |
| Risk | Budgetary drift (if poorly managed) | Stuck in a rut / routine | High initial cost |
| Major benefit | Flexibility on the job | Peace of mind | Impact & transformation |
| Philosophy | “I hire workers” | “I am hiring a team” | “I’m buying a result” |
At Autour de l’Image, we believe that the question “how much does it cost?” should always be preceded by “how much does it earn?”.
A mediocre brand strategy, billed at a low hourly rate, is an expense. It does not create assets. A bold strategy, billed at its true value, is an investment. It generates leverage.
We launch sprints because we refuse to accept mediocre predictability. The uncertainty of the sprint (high intensity, high demands) is the price we pay for innovation.
Our clients don't pay us to fill in Excel spreadsheets on Friday evenings. They pay us to resolve situations, clarify their vision, and accelerate their business.
Accepting a value-based model means accepting that you cannot control every detail of every hour, but instead focusing entirely on the quality of the output. It is an act of mutual trust. It means saying to your agency: "I don't want to know how many coffees you've had, I want this strategy to be a game changer."
The choice between hour, month, or sprint depends on the maturity of your project.
Do you need help executing an existing roadmap? Choose hourly or flat-rate billing.
Do you need to define the roadmap, create a breakthrough, or kickstart momentum? Choose value and sprint.
But be careful: for a value-based model (sprint) to work, there is one essential condition. You have to know where you are going. There is no point in running fast if you are heading in the wrong direction.
This is where it all begins. Before discussing estimates, let's talk about direction. Before choosing the vehicle (the contract), let's set the destination. This is precisely the role of our founding asset.
Do you want to set the course before setting the budget?
Discover how our Strategic Compass aligns your vision with market realities to turn every dollar invested into a lever for growth.
