cornerstone report: cpa billing rates, tax return fees, and client accounting pricing at cpa firms | 2024
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pricing, fees & billing rates
why you need progress billing
seven steps to setting it up and four benefits.
by august j. aquila
price it right: how to value accounting services
there are many things that are critical for a successful client service engagement. in my mind, there are two that should be at the top of your list.
more: sixteen marketing activities to try | make your practice better | eleven marketing strategies for smaller firms | five questions for developing your marketing plan | you only have four strategies | the damage that traditional fee methods do
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number one is providing the client with a progress report or reports. number two is making sure that you progress bill and provide a change order if the scope of the engagement changes. doing both ensures that you will have a happy client and get paid promptly for your services.
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james graham: drop the billable hour and you’ll bill more
firm poised to double in size with cfo services.
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the disruptors
with liz farr
james graham’s firm, richtr financial studio, gave up the billable hour 10 or 15 years ago, and graham points to that choice as making the biggest difference in his firm.
more podcasts and videos: karen reyburn: fix your marketing and fix your business | giles pearson: fix the staffing crisis by swapping experience for education | jina etienne: practice fearless inclusion | bill penczak: stop forcing smart people to do stupid work | sandra wiley: staffing problem? check your culture | scott scarano: first, grow people. then firm growth can follow | jody padar: build a practice that works for you, not vice-versa | ira rosenbloom: with m&a, nobody wants a fixer-upper | peter margaritis: the power skills every accountant needs | joe montgomery: find the sweet spot of the right clients, right services and right prices | marie green: your bad apples are ruining you | megan genest tarnow: hire for curiosity rather than compliance | clayton oates: one way to keep clients for life |
he said it’s because “it really changes the nature of your relationship with the client” when the client is no longer looking at the clock with “that dollar per hour in the moment, always hanging over any interaction.” by removing the focus on time, “it allows everyone to move forward better because the focus is on running the business.”
surge pricing: what works for uber could work for cpa firms
limited supply puts you in the driver’s seat.
by bill penczak
the serenity prayer states, “grant me the serenity to accept the things i cannot change, the courage to change the things i can, and the wisdom to know the difference.” keep that in mind for a moment.
more: four considerations for effective client culling | partner accountability: the only two things that really matter | chase birky: overcoming paralysis by analysis | o.d. lanier: stepping into advisory | are you too generous with your write-offs?
when preparing tax returns and financial statement audits, one of the biggest challenges cpa firms face is either late or incomplete client information.
four considerations for effective client culling
2023: the year “cull” was no longer a four-letter word for cpa firms.
by bill penczak
it finally happened.
for at least the past dozen years, i’ve heard cpa firm partners’ bold talk about culling their clients in order to ease staffing issues, focus on larger, more profitable engagements, or rid the firm of the pita clients, which has nothing to do with animal rights and more about protecting their people from those who are a pain ____ _____ _____ (complete the next three words on your own, and you can skip wordle for today).
more: partner accountability: the only two things that really matter | how to boost profits by (omg) sharing the upside | dustin verity: keep an open mind and constantly learn | secret to success? a growth and abundance mindset | the six essential kpis for managing partners | your marketing sucks: six reasons why | nine smooth moves to build client satisfaction
a recent study was published that indicated only 1 percent of cpa firms could adequately staff their engagements. and while more firms are migrating to offshore models to get work done, more are actually culling clients, but without a measured process for doing so.
here are some suggestions for successful extrication of clients who are wearing down the profitability and the morale of firms: