today's features

how client data comes in is critical

standardization starts here.

by jody padar
radical pricing – by the radical cpa

why is mcdonald’s easy to price and why is their product so consistent no matter where in the world you are? you know that if you get a big mac in chicago or one in new york, it will taste and cost the same. this is because of standardization, and you shouldn’t underestimate the role digitized data plays in maintaining this consistency.

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

your firm can standardize and price just like mcdonald’s does, if you have the right tech infrastructure, in addition to standards related to both clients and workflow.
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cas prospects want proof? you’ve got that

smiling man talking on phone in office
track your sales success and your existing clients can help.

by hitendra patil
client accounting services: the definitive success guide

as you hone your sales discovery process, you will see that asking and telling is not enough. you need to “show” as well.

more by hitendra patil: the dna of advisory-casadvisory is not consulting | what exactly is client advisory services? | review your cas offerings | cas prospects want proof? you’ve got that | what ai ceo’s warning means (and doesn’t) for accountants | ditch the sales pitch | how to get cas clients to blow your horn | four questions for choosing cas clients | what is your firm’s marketable value? | seven tips for cas marketing | twelve things that kill your cas profits
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

what you show during the discovery discussion are your client accounting services sales collaterals. they are the “proofs” that you actually do what you say. these collaterals answer the often-unexpressed question in the prospect’s mind “what will i get?” for your cas sales process, the following are some examples of the sales collaterals:
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how to bring core values into your accounting firm

woman and man in office high-fiving and giving thumbs up

plus eight tips for hiring and growing a team.

by jackie meyer

we’ve touched on core values quite a bit, and for good reason: they are the north star for your firm’s culture and decision-making. especially as you hire, incorporating core values into your team practices ensures you don’t lose the essence of what makes your firm special. let’s delve a little deeper into identifying and integrating those values with your team.

more: ten key guidelines for accounting staff | hiring strategies for your dream team | streamline your operations with systems and processes | from compliance to advisory: shifting the value proposition | how i became an accidental entrepreneur | build a seven-figure firm in four hours a week
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

 

if you haven’t formally defined five to seven core values for your practice yet, now’s the time. this isn’t just corporate fluff – done right, it’s a strategic compass. some tips to pin them down:

  • reflect on your beliefs: think about the principles most important to you in how you conduct business and life. is it integrity? family? innovation? helping others? these are usually one-word or short-phrase concepts that resonate deeply.

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is your firm culture an asset or a liability?

superhero businesswoman wearing shadow cape

leadership must drive it.

by anthony zecca
leading from the edge

“culture is like the wind. it is invisible; yet its effect can be seen and felt.” – bryan walker, partner and managing director, ideo

edge leaders are magnificent creators and stewards of a winning culture. i use the concept of “creating” because, regardless of what process is used to develop the culture of the firm, it is the firm leader who either gives life to it or modifies it through action and communication.

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

 

edge leaders reflect the firm culture in all their actions, and they focus on ensuring that the firm’s performance is achieved within the culture and roadmap (strategy) that creates a standout, high-performing firm.
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