{"id":108878,"date":"2023-02-24t11:58:23","date_gmt":"2023-02-24t16:58:23","guid":{"rendered":"\/\/www.g005e.com\/?p=108878"},"modified":"2024-08-07t23:09:41","modified_gmt":"2024-08-08t03:09:41","slug":"how-to-be-a-small-business-advisor","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/02\/24\/how-to-be-a-small-business-advisor\/","title":{"rendered":"how to be a small business advisor"},"content":{"rendered":"

\"two<\/a>you\u2019re more than what you think you are.<\/strong><\/p>\n

by jody padar<\/i>
\nthe radical cpa<\/i><\/a><\/p>\n

to me, to be the most trusted business advisor is to be a small business advisor. that\u2019s what my customers see.<\/p>\n

my firm serves small businesses from the ground up to $10 million. yes, we look at their numbers, but practically speaking one gains a lot when you\u2019re in their financial underwear drawer. most of our conversations are around their questions. it\u2019s a natural extension of the work we already do \u2013 financials, taxes, payroll, cash flow and forecasting.<\/p>\n

more: <\/b>center your firm around your client<\/a> | commit to change<\/a> | your client base is global<\/a> | ready for change, so now what?<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

these people are not asking complex tax questions. they\u2019re asking about it, human resources, general licensing, and for help with some decision-making. we\u2019re small business consultants.
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\nedi osborne, chief executive of mentor plus, always says that we practice random acts of consulting. i know i\u2019m guilty. my issue becomes \u201care we training our teams to deliver that information as well, and not just stay with the firm owners?\u201d does the same level of experience exist among everyone? do we have a way to teach that skill? and if so, how do you teach and train it? how do you measure that to make sure it\u2019s the same so you can grow your firm?<\/p>\n

it is very difficult to get your team members acting as that advisor.<\/p>\n

it takes the same level of technical skill to be a payroll expert vs. a payroll advisor. yet, the perception of value is perceived extremely different by the customer. partners can no longer be the only advisors. entire teams need to have advisory communication skill sets. talk about a disruption!<\/p>\n

adjust<\/strong> your<\/strong> perspective,<\/strong> it\u2019s<\/strong> not<\/strong> reality!<\/strong><\/p>\n

if you look at what we perceive as important with connecting with our customers versus what our customers perceive, they\u2019re two totally different things.<\/p>\n

 <\/p>\n

\"diagram<\/a><\/p>\n

 <\/p>\n

as cpas, we think that 80 percent technical thinking is important and 20 percent personal skills are important. but for the customer it\u2019s reverse: only 20 percent technical skills are important, while 80 percent vote for personal skills.<\/p>\n

the problem with efficiency<\/strong><\/p>\n

there are too many firm owners who harp on the importance of efficiency but forget that customers still need to be served uniquely. as efficient as you need to be, you still need to be effective.<\/p>\n

i highly recommend the book, \u201cbusiness model generation: a handbook for visionaries, game changers, and challengers\u201d by alexander osterwalder and yves pigneur. it will help you rethink your business model, identify your key partners and hone in on your value proposition. i would highly encourage you to go through this process. it will make you think about your customers\u2019 pain points and what they have to gain from engaging with your firm. it will help you to understand how they think and feel in response to what they see and hear from your firm. it will also help you understand their behaviors. by understanding your customers\u2019 needs you can better serve them.<\/p>\n

why<\/strong> customers<\/strong> leave<\/strong><\/p>\n

customers leave because they\u2019re not getting what they want. they need a tax return. customers really don\u2019t need a tax return, but they are forced to buy it. how are you going to reposition your services so that people get what they want to buy, which is not a tax return, and not what we have been selling them?<\/p>\n

this is where we have to rethink our processes and rethink their experience with our firm. we have to do everything we can to help them get there. we have to help them understand and grow their business, not just tell them how much money they spent, and \u201coh, by the way, here is your e-file signature page.\u201d<\/p>\n

the<\/strong> market<\/strong> is<\/strong> moving<\/strong> toward<\/strong> the<\/strong> radicals<\/strong><\/p>\n

cch published a white paper titled, \u201ccharting a course for the future: a report on firm preparedness\u201d that defines the trends that will have the most significant impact on accounting firms and their customers over the next five years. the survey also notes how well prepared accountants are to take advantage of these trends. by putting the \u201cvery prepared\u201d firm under the magnifying glass, the report examines what makes firm owners confident about the future.<\/p>\n

the most important takeaway is that firms that feel more prepared for the future report that they are more productive and more profitable today. for example, those running the \u201cvery prepared\u201d firms say that they are able to put cash in the bank quicker. from initial engagement to invoice is 14 days. could you imagine if value pricing entered this equation and you received payment up front?<\/p>\n