client service opportunities

when the last accountant was truly incompetent

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not just bad, but malpractice-level wrong.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i was asked to consult with a client selling his business and provided a fixed-fee estimate for the project. the fee was layered based upon how the project progresses.

more: don’t like checklists? find a new job. | five ways to get staff to own their work | writing a reference? here’s how | 44 key attributes for assessing staffers | make cpe worth your while | what to do with a lousy client? | but i am managing! | how to run a practice in 90 pages | how improv can help accountants | four tips for new partners | an alternative to pro bono
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i am usually pretty good at estimating what these things cost, also considering that the accountant might not have done too good of a job and some minor fixing up is needed.  however, in this situation the reports the accountant prepared were totally wrong and needed massive changes. how should i handle this?
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five global cpa leaders: four survival strategies

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sometimes it takes a catastrophe to spur fundamental change, and that’s what we’re seeing today.

//www.g005e.com/2020/08/05/5-firm-leaders-on-how-covid-19-is-changing-their-thinking/
new imperatives, from the u.s. to spain, australia, and back: mcconnell, fay, tomasi, and majchrzak.

by bill penczak

the combination of the summer doldrums and the covid shutdown has provided some firm leaders pause to get in touch with their right-brainedness.

more marketing in the covid era: 5 things your firm should do differently this summer | do you have the guts to beat the covid crisis? | how to inoculate your firm against covid competition | ‘found money’ delights clients | don’t buy a rolodex, buy a process | the three r’s for beating the corona crisis | 6 reasons why your marketing sucks |

goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

these are difficult times for the economy and the industry, and while some firms hope to return to the good old days, covid and other societal changes may cause a long-overdue sea change in the accounting industry, which has been doing the same thing the same way for more than 100 years.

sometimes it takes a catastrophe to spur fundamental change, and that’s what we’re seeing today.

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why advisory opportunities emerge from core cas offerings

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three keywords to guide you.

by hitendra patil
client accounting services: the definitive success guide

“we want to offer outsourced cfo and advisory services.”

it has become an increasingly more common intent of accounting firms of all sizes. technology automation, artificial intelligence and more innovative solutions seem to make it even more logical for accountants to feel that the future is more about advisory services than ever before.

more: is it time to outsource? | your firm’s cas team: who and how many | two tech approaches to cas | when to start building your cas tech stack | stop derailing cas | show your priciest cas package first | your firm needs a cas champion
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

if you have similar intentions and goals, please answer this question:

“what type of advice do you give to your clients, periodically and regularly?”

or turn it around and answer this question:

“what type of advice do your clients seek from you and when?”

if you could think of 5-10 different actionable insights you regularly deliver to your clients, congratulations! but if not, do not worry. it is not difficult to lay a strong foundation for your advisory services. read more →

nine smooth moves to build client satisfaction

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which do you need to work on?

by bill penczak

client relationships have never been more vulnerable, as other firms, reeling from the covid crisis, will be knocking on your clients’ door with promises of better service, more services, and lower rates.

more: re-thinking today’s firm with five global leaders | 5 things your firm should do differently this summer | do you have the guts to beat the covid crisis? | how to inoculate your firm against covid competition | ‘found money’ delights clients | the three r’s for beating the corona crisis
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

now, more than ever, tax and accounting firms should examine how they can constantly improve the service and relevance to their clients, for today and into the new normal.

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let’s get real: kill saly

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gary cokins on predictive accounting and driver-based budgeting.

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with steven sacks
the new fundamentals

the main problem with the annual budget process as a fiscal exercise done by the accountants is that it is disconnected from the executive team strategy.

more steven sacks: would you buy your own services? | the future of the accounting profession | avoid last-minute deal making | business is about relationships | can a cpa firm be different in a changing market? | a rapidly changing business environment requires flexibility

more with gary cokins: the myths of performance management | gary cokins: the truth about activity-based costing

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corporate finance expert gary cokins says the typical annual budget process allows too much room for bad habits, such as the use-it-or-lose-it mindset of allocated resources, as well as incorporating last year’s inefficiencies in processes into the current year.

five key take-aways:

  1. there is interest now in corporate performance management because executives are frustrated with strategy failure. they are good at formulating strategy, but meeting expected goals is a real problem.
  2. the way to get rid of spreadsheet budgeting is to view the amount of spending of any organization as the result of the confluence of two streams. the first is going to be repeatable work. it tends to be operational. the second is non-repeatable because it involves capital, risk management, and strategy projects.
  3. accounting must carefully identify and construct key performance indicators. but not every type of measurement is key.
  4. activity-based costing is just full absorption costing done correctly, without the “butter spreading” on spreadsheets of labor hours or units produced or sales dollars or full-time equivalent headcount or square feet. none of those reflect the unique consumption that the products or service lines actually consume.
  5. many people have heard about the balanced scorecard, but it’s just a feedback mechanism. the real intelligence is in the strategy map.

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