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13 reasons to master consumption marketing

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woman entering information on computerseven ways it’s great for your practice.

by sandi leyva
the complete guide to marketing for tax & accounting firms

when i first heard the term “consumption marketing” i quickly fell in love with the concept.

more: maybe price isn’t the problem | when to talk about fees | take a moment for appreciation | five things clients have taught me | why your social media is a flop | beyond quickbooks: wowing your clients
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consumption marketing is continuing to market to clients even after they’ve signed to do business with you. it’s helping them to more fully “consume” your product or service.
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keep the accountants focused on accounting

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six businesspeople in meeting around tablechecklist: the 10 questions you need to ask.

by penny breslin
it’s not just the numbers

i’ve developed a series of questions to assess someone’s aptitude for being on a team. each person in your firm who is a possible member of the back office support (bos) team needs to answer these questions. that includes you, as you are a potential team member.

more: which kind of team do you have? | you don’t have to do everything | what do you want advisory services to be? | meet the new bos | why ai is not the enemy
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ask others in your firm or people you work with outside your firm to give you feedback on these questions as they see you and the other potential members of your team. their responses will give you a second filtering of your potential as well as others you would like on your team. notice these are not questions relating to the competencies in accounting functions. the assumption is that you and your people already possess those skills.
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o.d. lanier: stepping into advisory

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transformation talks: a leader at one of the fastest growing firms in the country describes transforming his career, pros and cons of building versus buying and the four (or five) steps to becoming a consulting firm.

 


transformation talks
with bill penczak
center for accounting transformation

center for accounting transformation

how does an accounting expert journey from audit and big four to starting his own firm and becoming a consultant? odysseus (o.d.) lanier, a founding partner of one of the fastest growing firms in the country, describes his start, why he left “boring” auditing (but why it is critical experience), as well as what he sees as pros and cons in building a consulting firm versus buying a consulting firm.

more on mcconnell jones: five global cpa leaders: four survival strategies

more videos & podcasts:  why doing nothing is not an option | blake oliver: why tax work yearns to be free| private equity explodes in u.k. | brannon poe: the status quo must go  |  accounting nerds, unlock your super powers  | private equity vs. the cpa firm partnership the fintech flood: accounting will never be the same  |  think small to think big with matt wilkinson | your sales tax headaches are only just beginning | when financial statements go extinct with corey schmidt  |  can geraldine carter save accountants from themselves? |  re-inventing accounting with tyler anderson |  turning client service into new revenue

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why are cpas moving from tax and audit to get into consulting? lanier said the bottom line is that consulting is lower risk with a higher margin.

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how to improve quality control

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your reviewer should be adding value.

by ed mendlowitz
101 questions and answers: managing an accounting practice, the complete 2-volume set

q. i want to improve my firm’s review and quality control. do you have any suggestions?

more: how to get into your own cpa practice | 15 tips for novice managers | what’s your ‘kg’ value? | when clients call you at home | why partner retreats are worth the cost | selling your practice is not a retirement strategy
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a: this is a recurring issue for most firms. every cpa practice needs quality control. the issue is whether a dedicated quality control (“qc”) person is needed, and if not, how the qc can be done without one.
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how to close the generation gap

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younger and older businesswoman looking at laptop at outdoor cafethe false assumption that stands in the way.

by rick solomon
bridging the gap

there is a fundamentally false assumption that’s responsible for the gap between current and emerging firm leaders.

more: eliminate mystery through communication | leadership growth is a two-way street | how to encourage firm ownership | change when? continuously | win with an intentional culture | each generation must change
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this gap limits what we can accomplish, makes things harder than necessary, and undermines the very quality of our lives.

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when clients don’t listen

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plants growing out of ever taller stacks of coins in dirtsometimes hands-off is the best approach.

by anthony glomski
your $5 million high-net-worth practice

staying invested consistently is the all-weather approach. what do we mean by this?

more: what clients need to know | preserving wealth is a different mindset | three approaches to investment consulting | 2022世界杯32强赛程表时间
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some of our clients reside near us in los angeles, where the average annual temperature is a very comfortable 65 degrees. in southern california, our “seasons” don’t vary much from the average annual temperature of 65. other clients reside in new york city, where the average temperature is cooler, but still a very comfortable 56 degrees. however, the temperature swings are much more significant in the big apple, ranging from stifling heat and humidity in the summer to icy temperatures and falling snow in winter.
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organization minutes too often overlooked

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we’ve got a 34-point checklist to fix that.
green checks being made on checklist

by ed mendlowitz
77 ways to wow! the checklist handbook for advisory services.

corporate, llc, partnership and not-for-profit organizations are usually required to have minutes memorializing certain actions taken by the board of directors or governing body. yet, many do not either because it has never been done, is a bother, is considered not necessary or overlooked through inaction or unawareness.

more: five cash reports you can’t live without | the priorities were backward | how to read a financial statement | 77 thoughts about client needs
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however, it is something that should be done as a best practice, as recognition that there are non-active stakeholders who need transparency, or as tangible evidence that the actions recorded took place timely. in some instances, the irs looks for minutes as a symbol that the affairs were handled on a businesslike basis or were not one-sided “secret” actions by those in control.
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finding profits in cas

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businesswoman using a tabletautomate more? check. sell more services to the same clients? check.

by hitendra patil
client accounting services: the definitive success guide

if you feel offering client accounting services will bring in a lesser profit for you compared to the other services you are offering now, you may feel it is not a fit. it may be because you may have experienced others providing a lower rate, lower profitability commoditized services that you believe are actually cas offerings. if so, it is not your fault because there has been a great deal of confusion in the profession about what exactly is cas.

more: why firms shy away from cas | how to tell who fits cas | cut cost by three quarters with cas? yes, please | client wants vs. needs | the big money in cas for small firms | the mindset you need for client accounting services
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you may still feel that some of the cas components are low-profit services, but those are like essential building blocks that lead to higher value, higher priced and hence higher profit services that you can sell to the same clients. what steps can you take to make cas one of the most profitable service segments for your firm?
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the two sides of the culture coin

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three business colleagues arguing while seated at tableand how they relate to strategy.

by anthony zecca
leading from the edge

as we focus on the leadership of accounting firms need to succeed in a future driven by seismic disruptors, we must address leadership’s responsibility, and impact on creating a culture that results in an environment that motivates every single team member to their highest level of performance.

more: four accountability steps for firm success | how to build a standout team | five keys to becoming a high-performing firm | assessing your firm | the 4 traits of great cpa leaders | why leaders must ensure clarity | incremental vs. exceptional success | do you lead or just manage? | managing vs. leading | is your leadership team at the edge? | 6 leadership challenges through covid and beyond | edge leaders share 7 strengths | leadership must drive culture | leading from the edge
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there are two great quotes that i would like to start with to frame this discussion. the first is from bryan walker (partner and managing director at ideo), who stated that “culture is like the wind. it is invisible; yet its effect can be seen and felt” in every single organization that exists from the family to the biggest company on the planet. the second quote is from author tanya mann: “your organization’s culture is either an asset or a liability; either helping business performance or hurting it.”
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how to fire a client

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big businessman foot on spring kicking three businesspeoplebonus: sample client disengagement letter.

by sandi leyva and michelle long

how many clients have you fired?

more small firm growth strategies: what to do when a client doesn’t pay | the dreaded ‘quick question’ | how to handle referrals – and how not to | why clients need dashboards | five ways to raise your prices | your existing clients are your best leads | need more business? focus on referrals

let’s talk about firing a client because sometimes you do need to fire your client. maybe they’re difficult to work with, or a guy is belligerent and loud and yells, and you don’t want to work for him. maybe there are ethical issues.
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how utility and value affect pricing

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hand moving triangle along beam to indicate balance between price and valueeight kinds of utility and four perceptions of value.

by august j. aquila

if indeed we believe the phrase “perception is reality,” then it is the client’s perception that is the only reality. ultimately, only a client can determine the value of your service, that is, the fee he or she is willing to pay. if the client perceives that he or she has received a benefit there will be some perceived value attached to the service.

more: how competitors drive pricing | how to leverage demand in your pricing | the four phases of service life | what we know about pricing strategies | make the most of your marketing mix | marketing orientation is what firms need | when hourly billing hurts profits
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consciously or unconsciously, the client’s determination of the correct fee for a service is related to two concepts: utility and value. let’s look at these two concepts and how they apply to setting prices.
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wanna know what clients say about you?

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if they can’t communicate your value, referrals will be tough.

by russ alan prince

accounting services are commodities, but that does not mean that accountants are inherently fungible. without question, some accountants are better than others.

that said, a large majority of accountants are unable to differentiate themselves from their competitors. many times even when they are more capable, they blend in with the morass of mediocre accountants.

more: what level of advice do entrepreneurs need? | three approaches to investment consulting | the role of the personal cfo | three components of collaborative wealth management | 2022世界杯32强赛程表时间
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the reason is simple. very few accountants are proficient at communicating their value to their clients. think of your situation. what value are you providing your various clients? now, if those clients were asked what value they were receiving from you, how much alignment would there be?
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