client accounting services

the mindset you need for client accounting services.

by hitendra patil
client accounting services: the definitive success guide

it was the 10^th of may, 2012.

over dinner on that quiet mid-spring evening, at a classic traditional italian restaurant, i met the owner of one of my largest clients, only after about five years of providing services to his firm. his firm had chosen a particular niche industry to serve and only that. he was doing well – over $3.5 million in annual revenue, growing consistently, and employing 39 staff members. in any given week, two new clients were being onboarded via a very detailed process, moving clients’ accounting databases and processes into his firm.

more: review your cas: when, what, how | be serious about ai, not amused | get clients to toot your cas horn | seven ways to market your cas offering | the top cas pricing strategies | how to choose your cas processes | nine ways to measure client experience | twelve clues it’s time to outsource or offshore | yes, you have the staffing for cas | why firms shy away from cas | hook your firm on cas | can you identify real cas prospects? | 8 ways to create your cas practice | do you value your cas value?
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he would not take on any new client unless the client handed over all of the accounting work responsibilities to the firm.

all or none.
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where will you focus?

by hitendra patil
client accounting services: the definitive success guide

q: most traditional cpa firm growth comes from existing clients and referral sources. pilot and other similar client accounting and advisory services providers will obviously have a different growth strategy. what can you share about successful growth strategies that vary from traditional accounting firm strategies?

more cas q&a: eight steps to optimize capacity | four steps to firm caas buy-in | clients don’t understand cas, but they know value | do i need to learn new skills to succeed in cas?
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a: the business model of traditional cpa firms and the likes of pilot are vastly different. and when growth is financed by other people’s money, the methods and costs of attracting new clients are very different too.
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weave the review actions right into your processes.

by hitendra patil
client accounting services: the definitive success guide

why review your client accounting services offering periodically?

more: be serious about ai, not amused | how to offer proof to cas prospects | how to market cas to existing clients | 12 cas profitability killers | how weekly cas reports help businesses | cas: much more than bookkeeping
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most accounting firms ultimately optimize their internal processes and resources that produce their services. the measurement of such optimization is the profitability of the firm. when firm owners/partners feel the pressure on profitability, it is natural for them to measure the factors that contribute to profitability, and the cost thereof.
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how are you handling non-client work?

by hitendra patil
client accounting services: the definitive success guide

question: what are the best practices for capacity management when it comes to client accounting services? how do i organize staff to meet deadlines, scale solutions and minimize burnout?

more cas q&a: four steps to firm caas buy-in | how much advice should your firm provide? | how to differentiate cas | cas marketing is different. here’s how
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answer: if your firm has the capacity, you won’t need to “manage” it!
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everyone has to be on board.

by hitendra patil
client accounting services: the definitive success guide

q: what is the best way to get firm-level buy-in for the caas practice?

more cas q&a: how much advice should your firm provide? | battling cas cost pushback | will my clients find cas expensive? | cas: much more than bookkeeping
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a: assuming client accounting and advisory services is somewhat new to your firm, introducing a new service line to your firm requires devising a strategy to make the new service line successful, careful planning to implement the strategy, and of course, excellent internal communication. here are some quick steps:
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three keys to discovering a mutual fit.

by hitendra patil
client accounting services: the definitive success guide

“i am not a good salesperson.”

i have lost count of how many accountants have told me this over the years. but i also learned that what they really mean is that they do not have a well-defined, structured “sales process.”

more: get clients to toot your cas horn | how to market cas to existing clients | 12 cas profitability killers | how weekly cas reports help businesses | cas: much more than bookkeeping | matching your tech to your cas clients
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this post is not about fundamental sales skills. that is beyond our scope. this is more about how to develop and execute your client accounting services sales process, pitch and supporting collaterals that can help get you more cas sales.
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