{"id":90653,"date":"2021-11-07t20:00:06","date_gmt":"2021-11-08t01:00:06","guid":{"rendered":"\/\/www.g005e.com\/?p=90653"},"modified":"2022-12-22t00:42:23","modified_gmt":"2022-12-22t05:42:23","slug":"five-paths-to-choosing-your-cas-tech-stack","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/11\/07\/five-paths-to-choosing-your-cas-tech-stack\/","title":{"rendered":"when to start building your cas tech stack"},"content":{"rendered":"

it doesn\u2019t have to be that hard.<\/strong>\"\"<\/p>\n

by hitendra patil<\/i>
\n<\/i>client accounting services: the definitive success guide<\/a><\/i><\/p>\n

your firm\u2019s current processes and procedures are adapted to your current technology stack, or vice versa.<\/p>\n

more: <\/b>stop derailing cas<\/a> | show your priciest cas package first<\/a> | how cas drives virtual cfo billings<\/a> | the roi on identifying clients for cas<\/a> | what clients need now, more than ever<\/a> | how to launch cas in eight steps<\/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

trying to fit client accounting services into your existing technology stack may become a challenge for you \u2013 not just from a procedural point of view but also from a profitability point of view.<\/p>\n

if your current technology stack is still mostly desktop software, it could be nearly impossible for you to offer cas as profitably as potentially possible with non-desktop solutions.<\/p>\n

<\/p>\n

cas does not<\/strong><\/em> need a technological transformation<\/h3>\n

before you start thinking, \u201coh gosh, this is going to be a hugely expensive technological overhaul of my firm,\u201d stop. cas does need you to adapt to an optimal technology mix, but it does not mean you just throw away your current technology and bring in entirely new technology. cas does not need a technological transformation of your firm. depending upon your existing technology stack, it may only require some reorganization, integration and adjustment.<\/p>\n

we will explore some technology scenarios most commonly found at firms of nearly all sizes. most likely, your firm\u2019s current technology stack will be similar to one or more of the following. and in each such scenario, you will find \u201cto-do\u201d advice to adjust your technology stack.<\/p>\n

if your firm is already mostly<\/strong> in the cloud<\/h3>\n

even now, there are hardly any firms that are 100 percent in the cloud. so, to discuss this category of firms, we\u2019ll consider any firm that has core accounting, payroll, tax and practice management software in the cloud, and ideally with collaborative access provided to clients.<\/p>\n

if your firm is one of those firms that has these core software in the cloud, you are ideally poised to offer and benefit from cas. here are the key steps to strengthen your cas offering:<\/p>\n

    \n
  1. identify cas-fit clients and move their work into your firm, i.e., such clients should consume only key reports, insights and advice from wherever they are while handing over all the processing work to your firm.<\/li>\n
  2. refine your firm\u2019s marketing and sales processes to attract more cas-fit clients rather than signing on clients who want to \u201cdo\u201d some\/all of the work themselves.<\/li>\n
  3. alter your internal processes to leverage the capabilities of the cloud to obtain necessary source documents\/information\/data without much need to interact with\/chase clients.<\/li>\n
  4. identify \u201cduplication of data entry\u201d across your firm\u2019s operating processes and aim for \u201cdata once created will only get enriched at next step\/s, not re-created.\u201d you can achieve this by integration between multiple software applications, and by automation of some of the process steps. this is perhaps the most crucial aspect that will define the success and the profitability of your firm\u2019s cas offering.<\/li>\n
  5. as much as possible, move client interactions online, and reduce email interactions to as minimum as possible. use online chats, client portals, even old-fashioned phone calls (which will help you strengthen client relationships) to interact with clients. minimize your client interactions that happen only for exchanging data\/documents\/information (those must get automated). maximize your client interactions that occur for the exchange of insights\/advice\/consulting\/needs\/wants identification.<\/li>\n<\/ol>\n

    if your firm is partly<\/strong> in the cloud<\/h3>\n

    if some of the technology used by your firm is in the cloud and quite a few of your existing clients have their accounting\/other software, either desktop or cloud or a mix, you have a \u201cdiffused technology footprint.\u201d it takes more time, effort and hence cost to manage such technological infrastructure. more importantly, your clients get a suboptimal experience of service and are prone to be lured away by promises of exceptional customer experiences offered by cloud-based firms.<\/p>\n

    if your firm has such a diffused technology footprint, it is still possible for you to launch and grow your cas practice quickly. you can then slowly move most of the users, including those at your clients\u2019 offices, onto the cloud. here are the key steps to get going on your firm\u2019s cas journey:<\/p>\n

      \n
    1. reduce the number of versions of the same software that you\/your clients use \u2013 to as few as possible. ideally, use just the latest, the current version for as many clients as possible.<\/li>\n
    2. look to move more of your firm\u2019s software to the cloud and integrate the key software with each other.<\/li>\n
    3. reorganize your technology stack to concentrate more on cloud and technology that is more in your control. as cas envisages more processing work to be done by your firm, clients\u2019 need to keep accounting-related software in their possession and control diminishes.<\/li>\n
    4. adapt your firm\u2019s internal processes to more cloud-based work. this is one of the toughest and timewise the most prolonged change that you\u2019ll undertake in your cas journey \u2013 more so because your staff will take time to adjust to the revised processes.<\/li>\n
    5. identify cas-fit clients and move their work into your firm, i.e., such clients should consume only key reports, insights and advice from wherever they are while handing over all the processing work to your firm.<\/li>\n<\/ol>\n

      if your firm is hardly<\/strong> in the cloud<\/h3>\n

      if your firm and your clients mostly use desktop software for core accounting work, you can still start offering cas by first moving your client service onto the cloud. use client portals\/cloud cabinets, i.e., instead of emailing\/mailing paper-based periodic reports, put some progressive clients into the habit of online consumption.<\/p>\n

      if your firm is mostly on desktop, and if it is your clients who mostly subscribe to desktop software, your immediate task is to take a hard look at your business model itself. if you have attracted primarily small business, after-the-fact write-up clients that are price-conscious\/sensitive, you were offering commodity services. if you continue to operate in the same way, you will endanger your firm\u2019s survival because more automated technology will reduce the need for your assistance. here are some critical steps you can take to start your firm\u2019s cas journey.<\/p>\n

        \n
      1. more likely than not, you might still find that a large part of your revenue comes from just a few of your clients \u2013 and those are the clients you want to move into cas, and into the cloud.<\/li>\n
      2. it will change your internal processes that produce client work to adapt to the cas business model.<\/li>\n
      3. that will give you the much-needed experience of offering cas so that you can start pitching it to your new prospects. your firm\u2019s business model will slowly begin to change to attract more cas-fit clients.<\/li>\n
      4. change most of your marketing materials, website description, sales pitches, etc. to reflect your cas experience and expertise.<\/li>\n
      5. consciously move away from desktop software as more and more clients support\/accept cloud-based cas.<\/li>\n<\/ol>\n

        how to decide on your ideal cas technology stack<\/h3>\n

        based on the cas survey findings and the insights gathered from interactions with hundreds of firms of various sizes offering cas and even those not providing cas, the following information will help you define your core cas technology stack.<\/p>\n

          \n
        1. think of which software applications a cas-fit business needs to do accounting, payroll, tax, customer service, and hr management. whichever software you have or select, make sure each of such software is on the cloud, preferably with built-in workflows. such software should have utilities that help it either directly integrate with other software or at the very least, allow some kind of plug-ins\/features that help it integrate with other software. again, aim for \u201cdata once created will only get enriched at next step\/s, not re-created.\u201d<\/li>\n
        2. when your client\u2019s business uses some kind of business-specific software, e.g., restaurant management, erp, etc., make sure your core technology stack is compatible with your client\u2019s business software.<\/li>\n
        3. your technology stack should be such that it allows and enables your firm to implement different process flows that your clients need, specific to their business types\/needs. in other words, your technology stack should be able to adapt to the process needs of your clients, and it should not result in significant changes in processes at your client\u2019s end.<\/li>\n
        4. to the extent humanly possible for your firm, move as much as hardware technology management responsibilities away from your firm, but in secure ways. cloud helps you achieve this quickly and cost-effectively in the overall scheme of things.<\/li>\n
        5. as much as possible, you\u2019d want to control the technology you use to produce work and deliver service to your clients. in other words, the cost of ownership of technology will gradually shift from your clients to your firm. you\u2019ll need to ensure total costing to build technology costs into your cas pricing.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

          \"\/\/www.g005e.com\/2021\/11\/07\/five-paths-to-choosing-your-cas-tech-stack\/\"<\/a>
          \nthe 20-point checklist for firms at any stage of adoption.<\/strong>
          \nby hitendra patil<\/i>
          \n<\/i>          client accounting services: the definitive success guide<\/a><\/i><\/p>\n","protected":false},"author":1363,"featured_media":72432,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3058,1363,3120,3002,11],"tags":[],"class_list":["post-90653","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-client-accounting-services","category-featured","category-pro-member-exclusive","category-special","category-research"],"acf":[],"yoast_head":"\nwhen to start building your cas tech stack - 卡塔尔世界杯常规比赛时间<\/title>\n<meta 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