tom wheelwright: if it’s not fun, rethink client service | accounting influencers
“good accountants focus on tasks, but great ones focus on outcomes.”
accounting influencers
with rob brown
client service
richard kopelman: aprio’s plans for global conquest | accounting influencers | part 2 of 2
from $70 million to $450 million: kopelman credits the power of positivity.
accounting influencers
with rob brown
richard kopelman: inside aprio’s bold makeover | accounting influencers | part 1 of 2
lessons from dozens of strategic mergers & acquisitions.
accounting influencers
with rob brown
four simple game-changers to modernize your practice
focus on the client experience.
by blake oliver and david leary
aynsley damery: adding value is the only way to stay in business
rethink the 80:20 rule, because the 80% are likely stealing from you.
with liz farr for 卡塔尔世界杯常规比赛时间
20 ways to deliver wow! every day
amaze clients with 8 ways to add real value and 12 ways to delight clients.
by rob nixon
i have been telling accountants to be proactive and add value ever since i started working with you in may 1994.
more on strategy: keep a watchful eye on clients | why clients really stay | 8 ways to build team engagement | how to create 4 new billable hours per day | do you know what clients want? | is your business by design or default? | the world is flat | the profession disrupted: compliance commoditized
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if you are going to remain relevant you are going to have to be proactive and add value. that means the level of wow needs to improve.
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how to create 4 new billable hours per day
you have more capacity than you think.
by rob nixon
panalitix
i am going to show you how to free up to 4 hours per accountant per day of new capacity – without hiring any more accountants.
more on strategy: don’t let technology make you dumber | do you know what clients want? | what it means to be a real-time accountant | 12 predictions on the future of accounting | will the internet replace cpas? | the profession disrupted: compliance commoditized
catch rob live and in-person: 卡塔尔世界杯常规比赛时间 readers can save $50 on firm of now events with the discount code “trends” at firmofnow.com.
i’ll use the example of a sole practitioner with accountants. you can multiply the math out for your size firm. you’ll see that by implementing just three strategies you can free up to 4 hours per accountant per day – maybe more. with five accountants that’s 100 hours per week, or 4,500 hours+ per year.
if you have an average hourly rate of just $150 that’s $675,000 of new capacity. you could re-fill the capacity or downsize your team. have i got your attention yet?
let’s get to work. read more →
14 ways to leverage client data for new billings
top of the list? cash flow forecasting.
by rob nixon
as you become a real-time accountant, one of the key steps is to strongly recommend that your clients migrate across to a cloud accounting solution. that’ll take 12 to 36 months to systematically help your clients change.
more on strategy: don’t let technology make you dumber | do you know what clients want? | what it means to be a real-time accountant | are your goals big enough? | is your business by design or default? | 12 predictions on the future of accounting | finding new opportunity in compliance services | the world is flat | will the internet replace cpas? | how offshoring is shaking up accounting | the profession disrupted: compliance commoditized
let’s assume you have done that. you have spent the time training them. you have helped them to get good data in, so good data can come out.
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11 questions to ask every tax client
an easy way to introduce clients to additional services.
by ed mendlowitz
how to build a stronger tax practice
many times we have important preliminary discussions when we obtain a client’s tax information.
more on marketing: why cpas are suited to financial planning | tax projections: how and why | how to raise client awareness of services
skilled interviewing, or effective follow-up techniques, can make these into an additional engagement.
what’s lousy, the client or your approach?
investigate why problems exist.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: i have a client that is a not-for-profit and they are having a dinner and expect me to attend as well as take an ad.
more practice doctor q&a: too much paper, too many drives | do you want to keep this employee? | how to know everything | checklist for running a practice | hate meeting people? try improv (no joke) | help clients, increase revenue: make sure everyone on staff knows your firm’s full menu of services | how to sell your practice
however, they are a lousy client. they do not give us the requested information until the last minute and then complain we are always late with our report. they pay us months after the bill is sent and then only after quite a few phone calls, and then they complain about the fee being too high when it is half of our time charges – they are on a fixed fee and don’t let us raise it each year. and now they expect a “contribution.” what should i do?
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marketing vs. selling: both must serve the client first
it comes down to what will best serve your clients.
by ed mendlowitz
how to build a stronger tax practice
there are differences between marketing and selling.
selling is a process whose goal is an actual order. marketing involves the totality of presenting the company to the prospective customer so they want to do business with you.
more on marketing: adopt a marketing mindset
salespeople need immediate gratification. marketers take a long-term view.
both are necessary for successful growth.
read more →
how to implement strategy, step by step
be specific and find ways to “catch” the partner in action.
by bill reeb and dominic cingoranelli
an example of the process
it’s one thing to say “the managing partner implements strategy,” another to put it into action.
more on performance management: make accountability a process | pay varies when performance varies | accountability is for everyone | who decides what? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning | how partner ratings factor into equity | develop your employees or suffer the consequences
following is an example of this process, providing more detail to show how it might look in actual practice. let’s assume that one of the goals of a partner is to increase the most trusted business advisor activity for his or her top clients. in the initial goal sheet, for this one goal from the managing partner, that might look like this:
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40 other services your tax clients should know about
bonus: checklist for considering additional client services.
by ed mendlowitz
tax season opportunity guide
the following listing can give you ideas of additional services clients might need.
this list is not complete, but it is a good start for you to start thinking about what types of additional services you can offer to your clients!