{"id":53693,"date":"2018-01-24t05:00:51","date_gmt":"2018-01-24t10:00:51","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=53693"},"modified":"2018-01-24t11:24:26","modified_gmt":"2018-01-24t16:24:26","slug":"focus-enhanced-client-experience","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/01\/24\/focus-enhanced-client-experience\/","title":{"rendered":"focus on an enhanced client experience"},"content":{"rendered":"
<\/a>you may be doing the opposite of what clients want. by domenick j. esposito<\/i> when choosing a mid-market cpa firm, many clients pay more attention to the ability to \u201cconnect\u201d with the client service partner and staff than to the quality of the work performed as many clients are unable to distinguish between outstanding<\/strong> technical work and competent<\/strong> technical work. and even if clients are sufficiently sophisticated and able to distinguish between outstanding and competent work, their technical needs may simply require competency.<\/p>\n more on strategic planning: <\/b>22 things leaders must do<\/a> | the top 11 reasons cpa firm mergers fail<\/a> | growth: the difference between the disruptor and the disrupted?<\/a> | m&a: sometimes bigger is better<\/a> | what a value proposition truly is (and isn\u2019t)<\/a> | does your firm need an independent executive committee member?<\/a> as a result, when it comes time for an evaluation of the firm, it\u2019s my observation that many, if not most, clients place more emphasis on an enhanced client experience \u2013 including responsiveness, attitude and other non-technical \u201cservice” criteria \u2013 and not the quality of the technical work. and while most clients place more emphasis on an enhanced client experience than on quality client work, we find that just the opposite is true with many mid-market cpa firms that place considerable emphasis on quality client work and very little emphasis on an enhanced client experience.<\/p>\n \u201cwhat is the source of your competitive advantage?\u201d<\/p>\n \u201ccreating a customer experience superior to anything my competitors can create.\u201d\u00a0\u2013 jeff bezos<\/p><\/blockquote>\n here\u2019s an example to drive the point home. let\u2019s say that a client needs some last-minute international tax planning done and shortly thereafter needs the filing of federal and state tax returns.<\/p>\n a few weeks after the advice\/guidance and the filing deadline for the returns, a country club friend of the client (who knew about the required services) asked the client if your firm accomplished the required tasks.<\/p>\n the client answered \u201ci think so. i have the impression that the partner and staff provided quality international tax advice and the returns were certainly filed on time.\u201d then the friend asked, \u201chow would you rate your client experience?\u201d the response was, \u201cthe experience could have been considerably better. it takes days for these guys to return my email or telephone call. they just don\u2019t understand client service. i\u2019m not particularly happy with the firm.\u201d<\/p>\n you, as a firm leader, are told about this client\u2019s comments and you approach the client service partner about them. the reaction is \u201chow could the client possibly be unhappy? our team provided high-quality advice and the returns were filed on time.\u201d with that reaction, you go on to ask the following questions:<\/p>\n many cpa firms fall short when answering questions such as these and that\u2019s why, while many client service partners provide superior work, it is not perceived as such by the client.<\/p><\/blockquote>\n in addition, many partners invest significant amounts of time and effort in dealing with unforeseen contingencies but, because the client did not expect the contingencies, he\/she is irritated by the extra delay and expense rather than thankful for the skills and effort. to compound the problem even more, many times the work performed isn\u2019t very profitable because of inefficiencies and poor communications that could have been avoided by addendums to engagement letters.<\/p>\n we understand that firms lose clients every day because of poor client service but we believe that many times these losses are simply attributable to a lack of a relationship and the lack of timely communication with the client. both characteristics are avoidable if client service partners remember that quality client work does not mean an enhanced client experience.<\/p>\n as a managing partner or senior partner in your firm, ask yourself these two questions:<\/p>\n an enhanced client experience extends beyond providing tax advice or preparing returns (i.e., quality client work). to provide an enhanced client experience, a client service partner needs not only to provide profitable and efficient work in a quality fashion, but is also required to meet, if not exceed, client expectations regarding responsiveness, attitude and other non-technical \u201cservice” criteria.<\/p>\n all cpa firms and their clients continually grapple with the problem of providing an enhanced client experience. some firms attempt to tackle the challenge by using vague terms, with assurance of personal attention, commitment and hands-on involvement \u2013 descriptions that are general to all clients, but specific to none. other firms focus on handling negative situations, such as correcting errors, resolving problems or explaining difficulties.<\/p>\n to demonstrate that all cpa firms are not the same, we believe that firms need to move beyond these vague distinctions by providing a service that helps set them apart from the competition. this is considerably easier said than done. we have found that firms struggle in changing paradigms when it comes to client service.<\/p>\n nevertheless, one approach that is simple in concept but significant in its implications is asking clients to participate in developing a client service plan for an enhanced client experience that collaboratively (client and client service team) defines standards of performance for various aspects of service. once established, these standards serve as precise indicators of the advice, information and communication about a client\u2019s business and the work that is expected.<\/p>\n as part of the client service plan approach to an enhanced client experience, at appropriate times during the year, the client is also asked to evaluate whether the client service team is meeting expectations. the partner will also meet with the client, at least annually, to review the client service plan to consider whether any revisions to those standards are warranted.<\/p>\n this approach to creating an enhanced client experience provides significant benefits to clients as it presents an opportunity to:<\/p>\n most importantly, this approach provides a common framework for determining that the client is going to have an enhanced experience. through this process, the cpa firm establishes clear indications about what is expected and what will be delivered, with little chance of misunderstanding. i suggest you try it because i believe you will find tangible results.<\/p>\n","protected":false},"excerpt":{"rendered":"
\n<\/strong><\/p>\n
\n8 steps to great<\/i><\/a><\/p>\n
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n
\n
\nto illustrate the point, here are a few client comments on the client experience that might sound painfully familiar:<\/p>\n\n
\n
\n
\n