get your legacy clients on board with value pricing

seven steps to transition your firm.

by jody padar
radical pricing – by the radical cpa

until this point, we’ve spent a lot of time talking about the advantages of building a client-centric practice on a foundation of value pricing. now it’s time for the rubber to hit the road. let’s talk about how you can painlessly move from a past filled with billable hours to a bright new future built on value by exploring your current client base.

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let’s start at the beginning: finding the right clients to embrace your new way business model. take a look at your current clients and bucket them into three categories:

  1. those who love you and will follow you to the ends of the earth
  2. those who’ve been with you for years and are reliable
  3. those difficult, tech-challenged clients who are somewhat less than ideal

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how to structure agreements for value pricing

latina woman working on laptop

plus how to automate getting paid.

by jody padar
radical pricing – by the radical cpa

a well-structured agreement can make or break an engagement. we see this happen every day.

were you a fan of the television show “two and a half men”? remember when charlie sheen was fired? he ended up suing for what he thought he was owed for the remainder of his contract. and, surprisingly, there was not a comprehensive agreement detailing the terms. no one likely thought sheen would end his run on the show in this manner and didn’t plan for it.

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a similar scenario could happen to you, albeit with fewer global headlines i suppose. that’s why, once your client is ready to start working with you on a value basis, you’ll need to create a contract to finalize the deal.

there are two main agreements used by accountants today – the engagement letter and the service-level agreement. both are legally binding but look a bit different.
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irs funding pays eye-popping 415x roi

from a business perspective, funding the irs is an excellent investment.

by 卡塔尔世界杯常规比赛时间 research

the internal revenue service’s taxpayer services and business systems modernization accounts got short shrift in the big-time funding provided by the inflation reduction act. but still, the combined total of $8 billion they got has gone a long way to improve the taxpayer experience.

more: tax season 2025 begins. ready or not. | every tax reviewer should be able to answer these ten questions | art werner: corporate transparency act and fincen reporting | quick tax tip | taxpayer advocate sees big improvements at irs | ask tax clients the right questions | major changes to circular 230: implications for tax professionals | cornerstone report | art werner: due diligence and irs enforcement | make ‘done but’ tax returns a thing of the past | six methods for getting paid faster this tax season | use humor to get tax documents in early | art werner: busy season predictions
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here’s the breakdown of the original account allocations at the irs:

  • enforcement: $45.6 billion, 58 percent of the total
  • operations support (e.g., rent, phones, paper, etc.) $25.3 billion, 32 percent of the total
  • business systems modernization (including tech upgrades): $4.8 billion, 6 percent of the total
  • taxpayer services: $3.2 billion, or 4 percent of the total

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costs matter

illustration of estimating costs

the three stacks you need to consider.

by jody padar
radical pricing – by the radical cpa

true story. i once knew the cfo at a local mental health nonprofit agency. she had been manager of the accounting department at a large manufacturer but now considered herself semi-retired. she had recently moved into a new condominium and was overwhelmed by the renovation needs.

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she was competent but had a lot going on. as a result, she wasn’t paying attention as the nonprofit agency began to experience cash flow problems. the management team resolved to start booking more psychiatric services because they could bill medicaid the most for those types of services. sure enough, the organization’s gross sales increased substantially. unfortunately, no one had paid attention to the cost of delivering these services.
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offer three tiers of service

hand drawing a rainbow-colored 3

are there ways to add on other services? of course.

by jody padar
radical pricing – by the radical cpa

a tiered service offering should provide your clients with three options. according to experts in mindset and pricing, if you provide three options, people will usually choose the one in the middle. that’s the one you are aiming for them to buy.

more: how to create price packages | seven steps to determining your price | how to scope before you price | seventeen questions to ask when scoping | four steps to scoping for alignment … and the #1 rule to remember | here’s how profit sharing improves your firm | productize services for consistent client value | four ways automation pushes the paradigm shift | how value pricing impacts your employees | why pricing is so disruptive | accounting disruptors are heading your way … with deep pockets | advisory work must be priced by value, not hours
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also, don’t forget that people buy the payment, not the car. there’s an entire mentality around monthly pricing. if you tell a client it’s a $24,000 engagement, they will balk. they would rather pay $2,000 a month than the full amount all at once. of course, some clients will offer to give you the full engagement amount up front if the price is discounted. from a cash flow perspective, you can offer a small discount if a client is willing to pay this way.

creating your service packages is not a one-size-fits-all activity. there should be different tiered service options for each client persona. it is also important for clients to know that they can upgrade or downgrade their service level when needed.
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