TER General Board
she should simple charge what the market will bear. That is, what amount clients will pay, in sufficient number, to give her the income she needs, balanced with the amount of time and expense she has the ability to spend in obtaining that income.
The other factors of who, what, when, where, why, are just reasoning and rationale she can use to keep herself motivated and placated in giving of herself and accepting the physical and emotional toll that providing will have on her.
No easy feat in deterring that, either.
No matter what your head for business may be, there are simply to many unknowable or unsubstantiatable factors involved in providing when compared to most any other business.
Ultimately, the earmarks that seems to usually used by providers in determining what they charge are, a) what is seemingly the common rate already being charged by other providers that the individual imagines themselves to be like, b) how little of an amount the individual is willing to accept, emotionally for being involved in the activity for a single session with an undesirable stranger, c) how much of an amount the individual believes they personally are, or should be, worth to client for being involved in the activity for a single session, and d) whether or not the phone rings when they open themselves for business at that determined rate.
Unlike other "legitimate" or societal sanctioned businesses, there is little real standard business fact or information than a provider can get in determining market need, anticipated costs, and sales projections, which would give the provider a sound basis for analyzing and determining the optimal price point to meet her goals. Additionally, there are too many varying personal factors for each provider (and also the client) to make what information IS available, truly relevant across the spectrum of providers as individuals.
My guess is that, in the end, most providers are actually playing a game of follow the leader, or might one say, 'who they imagine themselves to be following who they imagine the leader,' which is a very emotionally and intuitive process, and when doing so basically throw their marketing strategy (strategies) against the wall "and see what sticks."
None of my last statement is in any way pejorative, nor an indictment of the amazing abilities, intelligence, or capabilities of the extraordinary women who can be considered "true providers." In fact, I believe it takes an extraordinary woman to put together the myriad of ambiguous factors and come out with a way to be successfully be a provider who makes her clients and herself happy, and satisfied with the rates she charges.
A simpler way to put all that information, once it is boiled completely down is: Somewhere between $200 and $400 per hour for the whooooole enchilada in most of the US for most ladies. Pick a price and see what works. 
Take a moment and really look carefully at advertising for everything from toothpaste to cars. You will notice that the advertising seldom has a laundry list of superior attributes as its primary feature. Rather, the primary feature of most advertising is to somehow associate the advertised product, even if implicitly, with its ability to fulfill an emotional need.
I once authorized an ad campaign that focused on a woman's desire for recognition of her abilities, to feel high status and to see herself as attractive and effective. What was I selling? Phone service. Oh sure, the ads detailed things like price/features; but in a million subtle ways those ads targeted the emotional needs of the demographic (women) that controls 2/3rds of the consumer spending decisions. Does the product ACTUALLY meet those needs? Probably not. But because of the placebo effect, I am quite certain many women, subtly hypnotized by the ads, actually DID feel their status had increased and they were more effective simply for using the phone service I had advertised. Manipulation through emotional appeal: it's all in a day's work.
But the important thing for you to garner from my example is that my association of the product with an emotional appeal made it WORTH MORE in the minds of those who saw the advertising.
Now, in your case, you aren't making an attempt to associate something as cold as copper wire with emotional needs. Rather, you really DO fulfill quite real (rather than created by advertising) emotional needs. Hence, your pricing is related much more to emotion than reason.
And that is a GOOD THING!
Because, let's face it -- in an environment of pure reason, there is no way on earth that an hour with an escort is worth even $100/hr.
What does an exemplary teacher with an advanced degree get paid to impart essential skills to 30 children? $35/hr. What does an engineer get paid who checks the stress calculations for cement to make sure thousands of people don't die on a bridge? $50/hr. What does a paramedic get paid to help save you from the grim reaper when you are powerless to help yourself? $16/hr.
You may argue that escorting is a dangerous occupation, but so are fire fighting and law enforcement, and the national average pay for a fire fighter is $20/hr and a cop only earns $25/hr on average nationwide.
As a matter of pure reason, if we were to argue that being an escort required skills equivalent to a teacher with a master's degree and were as hazardous as being a cop, and these salaries were added together, it would be worth $60/hr. And, hey -- that's the equivalent of $120k/annum which ain't chump change.
But, like I said, luckily for you and other escorts, you are dealing in a non-rational market that is driven almost exclusively by emotion with reason only intruding from the perimeters.
What your rate should be, then, is dictated wholly by market forces: what will a willing buyer pay a willing seller?
In general, there are three major factors affecting rates: location, appearance, reputation.
Your location is important. A girl who can get $400/hr in NYC or Chicago might find only one customer in Brainerd, MN; and that customer might be able to afford $250 once a month. So just in terms of the availability of customers with the requisite resources, your location is a key component of rates. (But it also affects how much you have to pay for rent, etc.)
I did a statistical analysis of rates, performance ratings and appearance ratings for three major metro areas about a year ago just for fun to see what trends would emerge. I discovered that appearance ratings have 2.5 times the impact of performance ratings in terms of correlation to rates, SO LONG AS performance ratings were above the threshold of 7.6. Performance ratings lower than 7 particularly killed rates. But comparing two girls in the same location with average performance ratings of 8, the girl with an appearance of 9 gets to charge a lot more than the girl with the appearance rating of 8.
I have hit on performance, which I am using to represent reputation. Performance has to exceed 7.6 on average. Once it exceeds 7.6, it also affects rates but not as much as appearance.
Outside of these factors, the primary thing I would add is emotional appeal to niche markets.
I happen to have a thing for intelligent and insightful women. I enjoy their company and it fulfills a certain emotional gap for me. So the obvious presence of such traits in a woman makes time with her more valuable to me than knowing she will fulfill my fetish for women who stand on their heads while stacking wooden nickels with their tongue. (Or whatever! lol)
So most women I have seen, if you were to look at their ads and/or websites, you will see certain things they have done to specifically appeal to men who value their minds.
In other words, these women have a strength -- in this case intellect and/or insight -- and they use that strength as a marketing niche thus making them more valuable to people whose emotional needs are for companionship where their strength lies. (Though the fact they are very hot and sex experts doesn't hurt! lol)
But the same applies with other things. Some men have an emotional need to be with women who have certain types of appearance, certain behaviors, etc. Rates are always highest where the woman is able to assess her strengths, tie those strengths to a demonstrable emotional need in a subset of the male population, and then use her website and advertising to selectively target men whose needs lie in her realm of strength.
This answers your question about fetishes. (Though I should point out that the strength of the male sex drive is such that it is incredibly easy to induce practically any sort of fetish in a man simply through conditioned association.) The trouble is that even though a guy with a certain fetish may be willing to pay more, there may not be enough men with that sort of fetish to make it worthwhile. If I were a provider, I would instead make use of fetishes as a way of turning men into repeat customers.
So -- bottom line: be in a major metro, keep your performance average above 7.6, look as hot as you possibly can, and use your strengths as an emotional appeal. This will maximize your rates. Use fetishes as a business retention tool.
And yes -- then you will find men, quite irrationally, who are literally willing to pay you to sleep in proximity to them, because it meets a purely emotional need.
EOM