QUESTION: I am sure you heard this before, but I just can’t seem to get on top of my work – I […]
#1: Benchmarking against colleagues, competitors.
By Rick Telberg
The pace of change in technology is leaving accountants so dazed and confused that about half of all practitioners say merely “keeping up” is one of their biggest technology-related problems. Cost comes second.
Accountants are so fed up with the staggering pace of developments that you couldn’t pay them enough to try a new software product “while drinking umbrella drinks on a beach at vendor expense,” according to Randy Johnston and Leslie Garrett, writing in the new Accounting Firm Operations and Technology Survey. They caution, however, that “If you dislike change, you’re going to dislike irrelevance even more.”
The survey reveals the top tactics accountants are employing to stay up-to-date and make informed decisions, starting with keeping close tabs on their colleagues and competitors. READ MORE →
What do we really know when we say we know?
by Bruce W. Marcus
Professional Services Marketing 3.0
The road to knowledge management, now well-traveled, seems to end with the science of acquiring and retrieving data. The end of that road, which was built mostly by the brilliance of computer scientists, stops where a clear understanding of the meaning of useful knowledge begins.
More for CPA Trendlines PRO members: • The Secret Formula for Getting New Clients • What We’ve Learned Since Accounting Marketing Was Legalized • Do Accounting Firms Really Want an ‘Image’? • What Accounting Firms Need to Learn from Personal Financial Planning Specialists • The Delicate Art of Positioning Your Firm in the Mind of the Prospect • Even a Random Disaster Can Be Controlled with Risk Management •
But with the growth of knowledge management as a discipline in many aspects of professional practice, some definitions may help forge a new direction for knowledge management that not only move the subject to a new realm of discovery, but may help find ways to make knowledge more useful as a management and marketing tool. We now seem to know a lot about gathering data, and are learning to turn data into knowledge. Knowledge must now be adapted to work for the firm, and especially for the firm’s leaders. READ MORE →
by Bruce W. Marcus
Professional Services Marketing 3.0
CPA Trendlines research has uncovered the startling fact of the wide disparity between how accounting firm management perceives their own performance and how their clients see their performance. (Join the survey; get the results.)
RELATED: Your Clients Love You? What If You’re Wrong? • The Three Degrees of Risk • Four Essential Habits for Building Client Trust • The Nine Hallmarks of a Marketing Culture • The Four Cornerstones to Building A Marketing Culture • Getting the Client is Only Half the Battle • Practice Development: It’s Not Rocket Science • Nine Fundamentals for a Healthy Marketing Culture in an Accounting Firm •
Another consideration of risk lies in a tendency to ignore or distort reality, which can lead to a vast expectations gap. READ MORE →
Also: Save up to 26% on your hardware spending with four smart strategies.
By Roman H. Kepczyk
Quantum of Paperless
Laptops should be scheduled for replacement every three years, whereas desktops are often functional for a fourth year. In firms that utilize workstations only as “dumb terminals” via tools such as Citrix, Windows Terminal Server and workstation virtualization (VDI) in the future, the functioning life of a desktop computer can be five or more years. READ MORE →
How to fine-tune your management dashboard for effectiveness, innovation and growth.
By August Aquila
Creating the Effective Partnership
Don’t kid yourself – It’s a new world out there. Accounting firms need to become more transparent. Partners and employees need to truly understand the firm’s vision and value proposition. They need to see how their daily actions move the firm toward its goals. Mission and vision can no longer be vague, fluffy statements that mean nothing to your clients, employees and partners, and prospects.
This new environment requires firms to actually implement their goals by looking at specific objectives and measures. Performance and execution are the key operatives. The old measures, by themselves, won’t do the job anymore. They are still valuable, but new measures are needed today. Firms no longer compete with the firm down the street in terms of mere marketing. They now complete in how they manage the practice, treat their employees, win employees’ hearts and minds and provide a true learning environment.
What would it be worth to you if you had a system which could measure your business development and management efforts? In short, measure how well you are implementing your firm’s strategy? READ MORE →
At Microsoft, they worry about motivation, says Bruce W. Marcus, author of Professional Services Marketing 3.0. When everybody who holds any kind of a responsible job is making more money than any of them ever dreamed they would, and when they’re in an industry that would pay anything to hire them away, how do you motivate people? How do you get them to stay, and to produce at the high levels demanded by Microsoft and other high-tech companies? Two ways.
In this report:
- Five mistakes firms make.
- Four strategies that can’t miss.
By Sandi Smith Leyva
The Accountant’s Accelerator
The big change in lead generation for accountants is that there are many more methods out there today to get clients’ attention. The problem — or the opportunity! – is most accountants are still only using the old methods. READ MORE →
By Marc Rosenberg, CPA
CPA Firm Mergers