bring some clarity to your next steps.
by sandi leyva
the complete guide to marketing for tax & accounting firms
with 2023 upon us, it’s a good time to take stock of where we stand for the year, plus regroup as needed before the busy season begins. with so many changes in software, politics, tax laws and global standards, it’s pretty easy to feel a little disorganized.
more: five lessons my clients taught me | five tests: how open are you to change? | maybe price isn’t the problem | three thoughts for a quiet morning | the seven-step plan for marketing by spreadsheet | why your social media is a flop | beyond quickbooks: wowing your clients
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here are three steps to help us take stock of our foundational business goals, re-evaluate our big picture and get us centered as we enter this new phase.
step 1: is my business model the best one for my business?
the “default” business model in an accounting practice is one where solo or multiple accounting professionals bill traditional services of tax preparation, bookkeeping, controller services and/or software consulting by the hour. it’s not the only business model, and maybe no longer the best, but it’s certainly the most pervasive.
the question is, have you implemented your business model because you’ve always done it that way, because you’re not aware of what else there is or because you’ve never thought about it before?
the repercussions are huge, because if you’re not in the right business model, you could be struggling financially. not every business model is profitable in the accounting profession.
to me, a business model includes:
- the mix of services you offer to the client (tax preparation, bookkeeping, controller services and/or software consulting, etc.)
- the delivery methods you use to deliver those services (onsite, remote, virtual, customer interaction, etc.)
- the pricing methods you use to price the services (hourly, fixed fee, packages, subscription, etc.)
- the resources you use to deliver the services, including staffing and tools (software you support, your team
- and much more)
certainly, all of these areas offer a wide variety of choices so that we can differentiate our businesses and tailor our business models to fit our needs and our clients’ needs.
at this stage, take into consideration how much you want to work, what skills you’re best at and what clients you serve best. also consider how much you want to be compensated for what you do. as an entrepreneur, you should be paid twice, while employees should be paid once, and your model should reflect that.
take a look at each of the bullets above, and select an ideal model for your business.
step 2: remember your “why?”
when you first started your business, you likely wanted to do something better than what you previously experienced. what was it?
what part of your business is it that keeps you energized, motivated and feeling great about what you do?
is there a part of your business that you simply don’t like, that is too much learning curve or that is just plain boring for you? it may be that it’s not connected with your “why.” perhaps you can delegate, outsource or simply stop doing it.
with all of the stress that we have in our profession, it’s essential to keep grounded in our “why?” – i.e., why is it we do what we do? if we don’t have a strong “why” (and it has to be about more than money), we’re likely to end up working for someone else quite soon. the pressure and risk of entrepreneurship must match the rewards, whether they are financial or emotional, or hopefully both.
align your “why” with your business model, and you will feel less stress and much more positive about your business. without it, prospects and clients will see that you’re tired or burned out, and they may start looking for someone who isn’t.
step 3: make your numbers
to make your numbers, there must be a plan, and i know: we are the cobbler’s children – without shoes – in this area.
i recommend making a revenue plan first instead of an entire budget. write down the mix you want, and this will give you clarity and direction in almost all your other business areas: marketing, staffing, technical training, production and more.
for me, this step is hard, but it makes me realize all the work i need to do in order to launch enough programs or make the volume i want to grow my business. it’s much better to know what we need to do than to be reactive and come to the end of the year and wonder what happened.