Seven simple skills every professional can develop. Six powerful reasons practice groups, not Lone Rangers, win the long game. by Bruce W. Marcus Professional Services Marketing 3.0 Building a culture of growth and aspiration (pardon the word “marketing”) is a process that requires four elements:
Top firms know the nine tenets of a healthy, sustainable growth-minded culture. By Bruce W. Marcus Professional Services Marketing 3.0 The firms that want to grow and thrive must be turned into marketing machines – to have a culture that understands and supports a marketing effort. A firm may be said to have a marketing culture when its professional staff:
Don’t even try. You’ll get flattened. By Bruce W. Marcus Professional Services Marketing 3.0 Assuring CPA firm survival in the coming decades starts not with a radical redesign of the traditional firm – that will come of itself – but with six assessments that spring from the old and go to the new. Change will not be imposed – it will emerge. First, there are three factors that should be understood:
Call it “the investment hour” and go hunting for business. By Bruce W. Marcus Professional Services Marketing 3.0 If the accounting firm’s management hasn’t made clear that participation by every professional in the firm is an integral part of recognition and growth within the firm, you can scrap the marketing program. It can be helpful if the non-billable hour is renamed the investment hour, because if those hours are spent on marketing, investment hours are exactly what they are.
Teaching CPAs the six metrics of real ROI. By Bruce W. Marcus Professional Services Marketing 3.0 Tactics are the most difficult part of an accounting marketing program, because so much of what must be done depends upon the scarce, non-billable time of partners and professional staff.
And 9 realities you can’t ignore. By Bruce W. Marcus Professional Services Marketing 3.0 A marketing program – a professional-caliber marketing program – begins with a realistic understanding of the needs and opportunities of the markets you serve. It defines your abilities to meet those needs. It develops a strategy to persuade your market that you can serve its needs. And it formulates the tactics needed to make that strategy functional. By defining the target audience first, you can devise the strategy to address that audience, with eight tried-and-true techniques:
By Sandi Smith Leyva Accountant’s Accelerator Adding revenue does not have to take much time or money. Start by going after the low-hanging fruit. Open Excel or your favorite spreadsheet tool, and make a worksheet from the sales numbers in your accounting system. List the name of each current, active client you have in the rows of the spreadsheet. Across the top, make columns for each service you offer. For example, if you offer tax, bookkeeping and QuickBooks consulting, you will have three columns. You can break your revenue out any way you like. The more columns, the better. Then, drop in your revenue numbers from your accounting system. In QuickBooks, you may be able to run your Sales by […]
By Bruce W. Marcus Professional Services Marketing 3.0 In building a growth plan for your firm, perspective is important. Objectives, clearly defined as they should be, should not be overwhelming. Nor should they be adhered to slavishly. It’s often enough to know what you want to do, why you want to do it and how you plan to get it done.
By Bruce W. Marcus Professional Services Marketing 3.0 Because an accounting firm’s marketing program must do more than accumulate clients, and because it must function in a dynamic world that’s constantly in flux, an effective marketing program can’t be a static list of activities that use a static list of marketing tools.