{"id":4597,"date":"2009-09-21t15:00:39","date_gmt":"2009-09-21t19:00:39","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=4597"},"modified":"2015-10-23t03:47:06","modified_gmt":"2015-10-23t07:47:06","slug":"do-you-know-the-secrets-of-happy-clients","status":"publish","type":"post","link":"\/\/www.g005e.com\/2009\/09\/21\/do-you-know-the-secrets-of-happy-clients\/","title":{"rendered":"do you know the secrets of happy clients?"},"content":{"rendered":"

how to battle client retention problems with client satisfaction strategies. but how do you dazzle<\/em> a customer these days?<\/strong><\/p>\n

by rick telberg<\/em><\/p>\n

with client retention replacing the staffing shortage as the most troublesome issue facing cpa firms, it may be surprising that that so few firms are taking a high-profile, proactive approach to the problem.<\/p>\n

certainly, many firms are stepping up client service levels. some are creating specialty practices to handle the critical emergency needs of clients in crisis. for example a number of new york and palm beach, fla., firms have established teams tasked with caring for the needs of clients affected by the bernie madoff ponzi scheme. many other firms are establishing bankruptcy or restructuring task forces to deal with business clients overwhelmed by the recession.<\/p>\n

still other firms are handling the challenge in everyday ways, with a little more tlc, an extra phone call, a little more analysis into a problem. yet more are allowing their receivables to age as clients take longer to pay.<\/p>\n

nevertheless, many firms either don\u2019t see the need to react to the client retention issues other firms face, or are choosing to operate as if it\u2019s business as usual.<\/p>\n

to be sure, many firms are unfazed. they say they stand to lose clients only to insolvency or dissolution \u2014 situations they deem beyond their control. but many might well be advised to worry about client satisfaction because competitive cpa firms are fighting hard for every good, new client they can get.<\/p>\n

that\u2019s why some may be astonished about how few cpa firms actually have formal systems in place to gauge client satisfaction issues. according to bay street group\u2019s latest soundings, six in 10 firms have no formal client satisfaction monitoring program. even more, seven in 10, rely on \u201creal-time feedback\u201d from clients, which, to me, sounds a little like \u201cwe don\u2019t ask, they don\u2019t tell.\u201d but two in 10 firms report to me that they do, indeed, wish they had a better system in place for tracking client satisfaction.<\/p>\n

but if you really want to know what clients are thinking, you have to ask them, which is exactly what i\u2019ve been doing. i\u2019ve heard from thousands of cpas and financial managers on the private side of accounting in business and industry. they may be the toughest critics a public accountant, bookkeeper or auditor could ever run up against. but they are also the most understanding and knowledgeable. their suggestions and guidance on what makes a cpa-client relationship prosper or fail should be heeded.<\/p>\n

\u201cwe’re a small company in terms of our industry,\u201d explains a senior finance manager at a mid-sized company. \u201cwhat we really want is an attentive, service-oriented, reasonably priced firm that appreciates our business. we don’t have that because our parent organization has dictated that we must use the same firm that they use.\u201d<\/p>\n

clearly, this finance manager would not recommend her current cpa firm. she wants a “better quality product,\u201d adding, \u201cat big four prices, i shouldn’t have to review in detail to find their errors.\u201d she\u2019s tired of playing second fiddle and wants a firm that \u201cappreciates the business of even the smaller clients and makes sure the smaller clients don’t feel they are taking a back seat to the larger clients.”<\/p>\n

or listen to this midwestern cfo whose company is fighting for its life. he wants a cpa who can provide \u201csurvival skills for a tough economy and market.\u201d this cfo provides only a lukewarm recommendation for his current accounting firm, but he still needs advisers who can \u201cprovide objective insights during these tough economic times.\u201d<\/p>\n

cpa mike harnish has been on both sides of the table. today, he is senior vice president and chief operating officer at portland, ore.-based fios inc., it evidence sleuths for lawyers. but i\u2019ve known him since the 1990s, when he was a partner at what was then crowe chizek. in between we\u2019ve worked together at cpa2biz.<\/p>\n

he says today he\u2019s \u201cfairly likely\u201d to recommend the big four firm that services his company, but \u201ci think it depends on the people that get assigned and the complexity of one\u2019s needs.\u201d if you\u2019re a cpa firm who wants mike\u2019s business, you\u2019re going to have to work for it. for one thing, he says he\u2019s not easily swayed by traditional marketing and sales. he wants to see real expertise that\u2019s relevant to his business and his challenges. do your homework and get your \u201cresearch results published.\u201d<\/p>\n

in addition, he\u2019ll compare your proposition based on \u201caffordability, breadth of capability and service\u201d and you\u2019ll need to be ready to point out specific areas in which his company\u2019s compliance procedures can be improved, or where you can help him trim costs or save money on taxes. that\u2019s a tall order. and harnish may be an exemplary financial executive.<\/p>\n

but he\u2019s the type of client every cpa firm should be looking for. you can be sure harnish\u2019s cpa firm is working hard for the business.<\/p>\n

copyright 2009 aicpa. used by permission.<\/h6>\n