{"id":86799,"date":"2021-08-01t15:20:01","date_gmt":"2021-08-01t19:20:01","guid":{"rendered":"\/\/www.g005e.com\/?p=86799"},"modified":"2022-01-10t13:51:06","modified_gmt":"2022-01-10t18:51:06","slug":"15-services-that-cas-clients-need","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/08\/01\/15-services-that-cas-clients-need\/","title":{"rendered":"the 15 absolutely necessary services for cas clients"},"content":{"rendered":"
<\/a>how many do you already offer? by hitendra patil<\/i> client accounting services generally constitutes three key service segments:<\/p>\n more: <\/b>a job description for client accounting services<\/a> | how to launch cas in eight steps<\/a> | romeo, juliet, google and client accounting services<\/a> | why cas is great for revenue growth<\/a> | survey: why some firms fall behind in cas<\/a> | how cas makes firms better<\/a> | cas: finding the why behind the why<\/a> | how to lead clients into client accounting services<\/a> | cas begins with a mindset<\/a> tax planning\/tax strategy services may also become part of your cas offering if you have interest\/expertise in that segment. essentially, cas is an upgrade of your service capabilities to meet the needs clients always had but that were not fully met so far.<\/p>\n the primary reasons why you can now meet those additional needs of clients are the technological evolution driven by the internet, the maturity of cloud solutions, and the automation and integration possibilities that turned into reality very quickly over the last few years.<\/p>\n clients\u2019 needs haven\u2019t changed; their expectations have.<\/p>\n clients have become increasingly aware of the new possibilities technology brings to them \u2013 and they expect accountants to deliver on those possibilities. clients know \u2013 and the accounting technology vendors are doing a great job of educating the clients about the dramatically enhanced capabilities of accounting software, more than ever before \u2013 what constituted a lot of specialist \u201caccounting processing\u201d knowledge that only accountants had. software code and algorithms now include this core knowledge.<\/p>\n in other words, clients know that accountants can now apply more of their specialist training, knowledge, experience and expertise to the business situations clients face rather than being busy in creating accounting data and information. clients are expecting business intelligence and insights from accountants, in addition to information and facts.<\/p>\n you see what you believe!<\/p>\n human behavior science explains that this is not just a figment of the imagination. when your clients believe they can get some new outcomes from accountants, they want to see those outcomes. it becomes a \u201cneed.\u201d<\/p>\n take an example of how smartphone technology integrated gps technology into apps. uber, lyft and other multibillion companies emerged from \u201cnew possibilities\u201d that customers loved. soon, it became a need for millions of customers.<\/p>\n in the accounting profession, clients are more than ever aware of the possibilities technology has created. that increased awareness has led to different beliefs about how accounting can help them. those different beliefs lead to new expectations. clients believe more is possible now, and that expectation makes them feel they need that additional benefit from accountants\u2019 services.<\/p>\n the new outcomes accountants can provide to their clients may not<\/strong> be as evident as uber and lyft. it is important for accountants to \u201cshow the possibilities\u201d to their clients. and accountants must do so before anyone else goes and shows their clients those new possibilities.<\/p>\n clients expect that professionals with impeccable integrity uphold their interests, not focus on benefiting themselves from clients\u2019 (temporary) ignorance. not showing the new possibilities to your clients is too big a risk to take if you want to be the most trusted advisor of your clients. purpose and passion drive entrepreneurs to be optimistic about their chances. they are risk-takers, but they (more likely than not) are not necessarily financially savvy nor great at understanding accounting \u2013 and the value of accounting to their business. what they need is the wisdom, the expertise, the facts-based approach, the understanding accountants have about financial\/transactional decisions that entrepreneurs make or don\u2019t make, and how it all impacts their business and its future.<\/p>\n in the years when accounting technology was maturing, accountants\u2019 efforts predominantly went toward collecting and organizing information and less toward analyzing and interpreting it. advisory was expensive for clients \u2013 because it took far too much time (and hence costs) to produce advisory insights. the majority of businesses being smaller, entrepreneurs could not afford to buy advisory services. in the process, the \u201cmortality rates\u201d of new businesses, arguably, remained mostly unchanged.<\/p>\n now, the collect-and-enter-and-organize effort, time, and costs can dramatically reduce when accountants leverage technology (and clients are becoming increasingly aware of this fact). when entrepreneurs find that their accountants are delivering more suggestions, analysis, and advice to them, they feel the need to listen to the facts-based insights from their accountants. when that happens regularly, entrepreneurs consult their accountants when they have to make choices. many times, it is the accountant who makes entrepreneurs aware of the need to make choices to help their businesses do better. this cycle continues to make the new experience of clients into a regular necessity. and clients learn, know, and appreciate that it is more brainwork than brawn work that accountants do to fulfill the new needs. and they see the value of, the impact of brainwork and they are more willing to pay higher for such services because they do not see it as a \u201ccost\u201d of obtaining relevant advice \u2013 they perceive it as an investment that brings them return on investment in several ways.<\/p>\n while advisory is the ultimate deliverable to your client, the process of getting there still needs to be done. it takes time, effort, and cost. technology makes it far more efficient and hence reduces the cost. but if the process of producing the information required for analysis is a shared responsibility between clients and accountants, it becomes expensive again.<\/p>\n ideally, for optimizing the success of your cas offering, the information should be just a byproduct of the decisions entrepreneurs make in their businesses. why? you are the professional, trained to do the accounting in a proper, accurate way, not your client. accounting is not their business. one of my clients, the owner of a firm from cincinnati, ohio, that won the best accounting firm award in their region for many years, put this across beautifully. he always introduced himself as:<\/p>\n \u201ci am an entrepreneur. and my business is accounting.\u201d<\/p>\n if you noticed carefully, none of your clients could say the second part of this expression. only you, the accountant, can say my business is accounting.<\/strong><\/p>\n as accounting is your business, you own (and you are accountable for) the accounting processes. based on my experience and analysis of the services offered by hundreds of accounting firms across the country, the following is a list of the most commonly provided services that can be under the cas umbrella of the firm:<\/p>\n your cas practice will offer some or all of these services. each of these services has a direct impact on the accounting work you do for your clients. these are not the outcomes of processing the accounting work.<\/p>\n before you think any further, wait. stop.<\/p>\n you may not be offering some of these services now \u2013 and you may immediately think that it is difficult for you to provide many of these services as that would require additional resources and capital. you may think that some of these services are not as profitable compared to some other services you offer. it is critically important to keep in mind that cloud software coupled with innovative automation and integration, powered by your cas-specific internal processes, make cas significantly profitable.<\/p>\n i have personally witnessed several firms implementing processes and technologies that have enabled them to a) serve more clients and b) earn more from each client within<\/strong> their existing resources. and i will share those insights, in detail. so, stay tuned.<\/p>\n","protected":false},"excerpt":{"rendered":"
\n<\/strong><\/p>\n
\nthe definitive success guide to client accounting services<\/a><\/em><\/p>\n\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<\/p>\nhave your clients\u2019 needs changed now?<\/h3>\n
how new expectations turn into new needs<\/h3>\n
what are the (now expressed) needs<\/strong> of your clients?<\/h3>\n
services in your cas offering<\/h3>\n
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you can add more services within your existing resources<\/h3>\n