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.
You can talk about strategies, and image, and niche marketing and branding. You can talk about blogs, and social media, and press releases and webinars. But it always comes down to selling the individual clients – one by one.
Well... if you're going to have to do that anyway, why not start with target marketing to begin with? READ MORE →
EDITOR'S NOTE: This article originally appeared in the September 1980 issue of The Virginia Accountant. It is one of the first articles – if not the very first article – on the advent of legalized marketing for accountants after Bates v. State Bar of Arizona. It is as viable today as it was then.
When, a few years ago, the codes of ethics were changed to allow straightforward marketing by professionals, there came into play a new configuration of circumstances and activities that will reverberate throughout the accounting profession for years to come.
For generations, concepts of probity have pervaded public accounting. Accountants were to be not merely independent, but well beyond the fray of public quarrel of exposure. The sword of the CPA has always been independence and, it was long felt, independence is compromised by public debate. And now comes marketing, the crux of which is visibility. READ MORE →
There are risks with dire consequences and risks with negligible consequences. There is risk in every human enterprise; in every trade or endeavor. We take risks, in varying degrees (and sometimes unwittingly) every day of our lives. There is even risk inherent in getting out of bed in the morning. But what – on any level – does risk really mean? Can risk be tamed? READ MORE →
In the firm with a strong marketing culture, getting the client is only half the battle. The other half is keeping the client. It’s done with more than just doing good work. In fact, most clients, surveys tell us, don’t really know how good or how bad your work is. Why should they? It’s not the business they’re in. They have to trust the accountant.
Independent studies, including those from CPA Trendlines, show that a large percentage of accounting clients are dissatisfied with the levels of service from their accountants. Good work delivered on time isn't enough anymore. READ MORE →
Someone once said that if you’re smart enough to be an accountant, you’re smart enough to do your own marketing. Sure. And you’re probably smart enough to be a nuclear physicist – but that doesn’t make you one. READ MORE →
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: READ MORE →
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. READ MORE →