{"id":54210,"date":"2018-04-09t20:20:37","date_gmt":"2018-04-10t00:20:37","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=54210"},"modified":"2019-03-21t06:42:23","modified_gmt":"2019-03-21t10:42:23","slug":"client-centricity-leads-profitability","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/04\/09\/client-centricity-leads-profitability\/","title":{"rendered":"client centricity leads to profitability"},"content":{"rendered":"

\"man's<\/a>this is a job for your line partners, not your marketing department.<\/strong><\/p>\n

by august j. aquila<\/i>
\nprice it right<\/i><\/a><\/p>\n

as one who has been on the inside of accounting firms as a partner and marketing director trying to implement such concepts as client centricity, i can honestly say that most marketing and management concepts are easier said than done.<\/p>\n

more:<\/b> tomorrow\u2019s leader in 9 bullet points<\/a> | checklist: 18 essential steps to effective billing<\/a> | how to get partners to accept a new pricing philosophy<\/a> | 12 pricing factors beyond cost<\/a> | how utility and value affect pricing<\/a> | understanding the product pricing life cycle<\/a> | 4 ways a production orientation can harm a firm<\/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

when it comes to clients, many partners think they know what their clients really want, but in reality they scarcely do. in short, most client-centric service strategies produce neither the \u201cwow\u201d factor nor the profits.
\n
\nclient-centric<\/strong><\/p>\n

the proof of being a client-centric firm lies in firm profitability. in every market there are firms that actually know what their clients want. they deliver their services and products in a cost-effective and profitable manner and beat out the competitors.<\/p>\n

take any successful company for example. have you ever wondered why or how they make money? apple continues to make money selling a commodity (ipads and phones) in an extremely price-sensitive market.<\/p>\n

apple\u2019s success is based on understanding what its customers want and then developing and executing a dominant value proposition. accounting firms that want to excel in client centricity need to do the same thing. this is where the rubber meets the road.<\/p>\n

most accounting firms (and most businesses in general) talk about being client-centric, but when you ask them about their value proposition, they find it hard to describe it. common responses are: our expertise, our people, our reputation, our quality control process, etc.<\/p>\n

unfortunately, individual clients don\u2019t really care about any of these things in themselves. they only care about what you can do for them. they care about how you can make their lives easier. and, they care about how you can provide them with a better future.<\/p>\n

while your service capabilities (i.e., knowledge, expertise and people, etc.) are part of the equation, they are not the critical part. clients want to know what you can do for them, not what you do. unless you can answer the question, \u201cwhat can you do for me?\u201d you\u2019re not client-centric.<\/p>\n

this is where most cpas fail.<\/p>\n