so why should you think you’re a marketing expert, too? by bruce w. marcus 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 … continued
seven simple skills every professional can develop. six powerful reasons practice groups, not lone rangers, win the long game. by bruce w. marcus building a culture of growth and aspiration (pardon the word “marketing”) is a process that requires four … continued
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 … continued
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 … continued
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 … continued
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 … continued
and 9 realities you can’t ignore.
by bruce w. marcus
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 customer summary to make it faster. you can create the columns by class, if that’s what you use to break out your revenue by service line.
that’s step one, to create your spreadsheet. step two is the fun part.
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 … continued
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 … continued
7 key elements.
by sandi smith leyva, cpa
accountant’s accelerator
it’s quite common for accounting firms (even the regionals) to have no marketing plan in place. the marketing plan might very well be, “get as many referrals as we can.” or it might be a number for each partner (which is not a marketing plan). or it might be, “if it’s not busy season, i’ll go to my business networking international group.” none of these are plans. they are individual marketing tasks and components. read more →
by bruce w. marcus professional services marketing 3.0 your accounting firm’s ultimate objectives are the context for marketing programs, which are, in turn, the blueprints for achieving your firm’s objectives. to think of marketing otherwise is to court marketing programs … continued
by bruce w. marcus the fact remains we know far less than we should about why, when or how people choose to do business with an accounting firm – or with one firm over another. but, in light of what … continued