advisory work must be priced by value, not hours
technology pushes us to handle more advisory work, which allows more value pricing.
by jody padar
the radical cpa
pricing
when it comes to pricing it’s about ‘can’t afford not to’
pricing based on efforts is all wrong.
by w. michael hsu, cpa, founder, ceo, deep sky
clayton oates: one way to keep clients for life
play the infinite game and 11 more takeaways.
the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间
why time tracking still matters
if your team dismisses timesheets as old school, you may want to rethink that strategy.
by frank stitely
the relentless cpa
ron baker: monetize the relationship, not the transaction
ron baker: the subscription model optimizes lifetime customer value.
the disruptors with liz farr for 卡塔尔世界杯常规比赛时间
yes, you can work less and make more
erik solbakken: build the firm of your dreams.
the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间
ed kless: clients don’t want outputs. they want outcomes
the disruptors: too busy? raise your prices.
the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间
quoting tax resolution fees
5 scenarios with fee quotation breakdowns.
by jassen bowman
tax resolution systems
timesheets: the nuclear option
nuke ’em: kill timesheets before they kill the profession.
by ed kless
11 alternative pricing methods
when to use each, plus the marketing and operational perspective.
by august aquila
price it right
2 rules for getting your pricing right
are you leaving money on the table?
by martin bissett
business development on a budget
there probably is not a bigger issue in professional services selling than pricing. the war between timesheet and value pricing has been going on for some time now, with no sign of resolution in the near future.
more on business development: how to prepare for the first meeting with a new prospect | the five fastest ways to kill a new opportunity [video] | use this spreadsheet to evaluate prospects | before the sales meeting | lowballing is undervaluing yourself | do you have a pipeline or just a list? | overcome recurring fee apathy
pricing is a huge topic, and it’s not within the scope of this post to cover it in detail. i do, however, want to give you my two major rules for the pricing aspect of any proposals you present.
read more →
8 questions to analyze your pricing
building a growth-centric pricing strategy requires analyzing 3 factors.
which pricing schemes are working best today?
join the survey; get the results.
by august aquila
creating the effective partnership
think of any services, professional or commercial, that you have purchased over the last few years.
more on leadership for pro members: what makes a successful strategic plan? | back to basics: 25 ways to grow your practice |3 ways to halt a poor leader | 8 questions that staff ask in a merger | the 4 best ways to use your senior partners | 11 steps to building a better partnership team | partnership is about persuasion
would you pay a premium rate to a bonsai gardener just to trim a regular tree or shrub? most likely not, since there would be many a gardener available to do this simple task. however, the price of an open heart surgery would not matter, if the operation would save your life.
read more →
increase fees and keep (most of) your clients
bonus: a sample letter you can send clients.
by sandi leyva and michelle long
the ultimate accounting virtual conference
when is the last time you increased your fees? was it the past year, the past one to two years, over three years … or never? if you haven’t, you should.
how do you increase your fees?
sometimes it’s a sticky situation but you should start setting a policy where you’re going to increase your fees on a regular basis, maybe every year or two. that allows you to avoid having large increases.
if you haven’t increased your rates for five years and you have to go up quite a bit at once that will be harder for the client, but once they get used to an annual or every other year increase and accept it then it’s easier to keep your fees.