hint: you don’t have to do it all at once.
by michelle long and sandi leyva
we know some of you might be afraid to raise prices, but there are some painless ways for both you and the client.
more small firm growth strategies: building reputation to build your business | 3 killer lead generation channels | your existing clients are your best leads | need more business? focus on referrals
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here are five:
subscriptions and the cloud may not work for everyone. but proper licensing does.
by randolph p. johnston, leslie garrett, and brian f. tankersley
the accounting firm operations and technology survey
software is the reason that firms make investments in computer hardware, yet many firms seem to avoid upgrades until they are forced to make a change. for example, when asked to identify their preferred word processing application,
related: soloists, small firms need tech update plans | soloists, small firms cite tech challenges | an it department of 1? soloists, small firms relate
while we do not think that practitioners should jump the newest version of a product immediately, we also do not think they should be more than two releases behind the current version of their applications for an extended period of time.
if the answer is no, take these 6 steps.
by sandi leyva
the accountant’s accelerator
as compliance services become more commoditized and automated, accountants are faced with how this affects their practice and their bottom line.
more on small-firm growth strategies: 5 skills to grow your practice | how a spreadsheet can help stop leaks | 9 ways to boost your value (and your fees) | 3 ways to get to ‘yes’ with prospects | design your business around your strengths | 5 cool ways to streamline data sharing | how to calculate your ‘opportunity number’ | 5 ways a deadline can help close a deal | draw new clients in like a magnet | 5 things you know that clients don’t | 3 ways to test your revenue forecast | whip out the wow factor for clients | take advantage of 4 key marketing strategies | four ways to stop leaving money on the table
they can:
those are pretty much the options available to keep profits from shrinking. but today i want to focus on the third point above, adding new services, and provide you with some ideas on how you may be able to serve your tax compliance clients in new ways.
even if you don’t do taxes, you will find some ideas for new related services you can think about offering to your clients. (remember, it’s easier to sell to existing clients than to acquire new ones.)
leverage your knowledge.
by michelle long and sandi leyva
the ultimate accounting virtual conference
marketing has changed in the last 30 years. one lead generation channel is reputation.
buyers really value industry expertise. as a matter of fact, studies show we underestimate the buyer when it comes to valuing industry expertise. that means as accountants we need to promote our expertise more than what we’re doing. building a reputation is part of that and you can do that a lot of different ways.
more small firm growth strategies: 3 killer lead generation channels | your existing clients are your best leads | need more business? focus on referrals
that means hardware, os and licensing (hello, audit!). bonus checklist: business vs. home computer models.
by randolph p. johnston, leslie garrett, and brian f. tankersley
the accounting firm operations and technology survey
computer hardware and operating systems provide the foundation from which firms and their staff members manage their work tasks every day. while some practitioners focus more on the brand of the system rather than the quality of the components it contains, we believe that all of the major hardware manufacturers make some excellent, business-grade hardware, and they all also make some low-cost, low-quality items targeted at home users that are not appropriate for use in a business environment.
listen for your clients’ pain points.
by sandi leyva
the accountant’s accelerator
we’ve worked super-hard on gaining our accounting, tax and auditing skills. those skills alone will keep us working as employees for someone else, but what if we want to go out on our own or grow our business beyond what we have now?
more on small-firm growth strategies: is it time to reboot your practice? | 5 ways to get more referrals | how a spreadsheet can help stop leaks | 9 ways to boost your value (and your fees) | 3 ways to get to ‘yes’ with prospects | two daily rituals: focus and measure | 5 cool ways to streamline data sharing | 7 ways to get new revenue from old clients | 5 things you know that clients don’t
here are five skills to consider adding to your toolbox so you can get ahead faster. how do you rate in each of these areas?
read more →
the real magic comes when you combine them.
by sandi leyva and michelle long
cost, keeping up with new software among reasons some balk at investing in better tools.
by randolph p. johnston, leslie garrett, and brian f. tankersley
the accounting firm operations and technology survey
the planning and execution of the firm’s technology strategy is one of the areas where solo practitioners and small firms struggle the most. thirty-two percent of solos and 24 percent of small firms were very concerned about “understanding the technology options and selecting the right ones for the practice.” additionally, 26 percent of solo practitioners and 16 percent of small firms reported “staying informed about current technology” was a major concern of theirs.
unfortunately, most firms are not using basic management tools like preparing a budget so that resources can be conserved to replace the hardware and applications when necessary. while practitioners like to complain about the cost of their technology tools, compared to not having the tools, the return on investment in technology is significantly better than that of hiring additional employees.
4 steps to turn things around.
by sandi leyva
the accountant’s accelerator
how does your current business look compared to the one you dreamed about before you started your entrepreneurial journey?
more on small-firm growth strategies: 5 ways to get more referrals | 9 ways to boost your value (and your fees) | 3 ways to get to ‘yes’ with prospects | 5 cures for the summertime blues | two daily rituals: focus and measure | how to calculate your ‘opportunity number’ | 9 ways accountants throw away profits | if you don’t develop your business, who will? | draw new clients in like a magnet | 9 ways to increase sales through ‘power networking’ | 3 ways to test your revenue forecast | whip out the wow factor for clients | how to work the same hours and make more money | take advantage of 4 key marketing strategies | four ways to stop leaving money on the table
do you now have
if not, don’t give up. you can still get there, and a little business clarity may help you get there even faster.
here are four steps:
tending the details: considerations for email, backup, viruses, websites, retention and remote access.
by randolph p. johnston, leslie garrett and brian f. tankersley
the accounting firm operations and technology survey
small firms require owners to do more back office and supporting work themselves due to the limited number of staff at their disposal.
seventy-one percent of solo practitioners and 30 percent of small firm respondents reported that they personally handle the it support in their firm. smaller firms were much less likely to have others who can assist in the firm, with only 1 percent of solo practitioners and 9 percent of small firms delegating this work to staff or in-house it professionals.
bonus lists: pros and cons of opening an office. top sources of new clients. and how time is spent.
by randolph p. johnston, leslie garrett and brian f. tankersley
the accounting firm operations and technology survey
one of the more significant challenges for a small firm is the determining the proper level of overhead spending to support the firm’s client base as they try to work with clients. despite significant savings in some areas associated with working from home, this lack of infrastructure limits the firm’s ability to
the first step is knowing who you want. (hint: it’s not “everyone.”)
by sandi leyva
the accountant’s accelerator
there are many great things about getting referrals. first, referrals have a built-in trust that helps you move through the sales process faster. second, there’s almost no marketing cost involved. third, they tend to make a better long-term client.
unfortunately, many business owners take a reactive approach to referrals, waiting until they come to them, rather than a more profitable approach, which is to proactively maximize referrals. here are five proactive ways to boost referrals:
more on small-firm growth strategies: 9 ways to boost your value (and your fees) | 3 ways to get to ‘yes’ with prospects | how to calculate your ‘opportunity number’ | 3 tips for following up with prospects | 5 ways a deadline can help close a deal | draw new clients in like a magnet | 3 ways to test your revenue forecast | 8 must-haves for a prospect kit | if you’re a ‘best-kept secret’ cut it out! | four ways to stop leaving money on the table
1. know who you want.
the first step may seem obvious, but it’s important to know what type of client you’d like to do business with. many business owners say “everyone.” but if you say that, the reaction is that people don’t know of anyone. it’s counterintuitive, but it’s far better to provide a narrow description of an ideal referral than it is to ask for any old name. when your friends hear the detailed description, they can search their personal black book to see if anyone meets that criteria. you’re far more likely to get one or two great matches with detailed information than you will asking for anyone.
250 new clients in two years.
by 卡塔尔世界杯常规比赛时间
for a couple of years now, guske & co. pllc, has been venturing into a vast new niche in the great northwest where the people are nice, easy-going entrepreneurs with a pioneering spirit and a willingness to learn, follow rules, and take risks. his niche — the booming cannabis biz. booming to the tune of 250 new clients in two years, an annual growth rate of 80 percent.