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How Practice Development Really Works
Accountants Advisory Groupwww.AccountantsAdvisory.com
Strategic consulting firm to CPAs
Leadership, management and strategic direction
Marketing, new business development and public relations strategies
Human capital and recruiting programs
Merger and acquisition consulting
Partner retreat facilitation
Recruiting partners and managers
Objective and independent advice
Practical experience from industry specialists
Network of resources
Trends and Predictions
in the CPA Profession
Consolidation Retiring CPAs Quality CPAs
Gender
Increased
Competition Leadership
Unfunded
Retirements
The “Perfect Storm”
Consolidation of the CPA Profession
Future Classification of Firms
Consolidation / mergers will take place at a rapid
pace and as a result, the future classification of
firms will change and will look like:
Large Regional/Local
Mega-Regional
Small National
Large National
International
Big 5
AICPA Practice Section Small Firm Survey
21+ Professionals
2009 2011
1 Retention of current clients/Client retention Partner accountability/unity
2 Partner accountability/Partner unity Bringing in new clients
3 Identifying and developing new
partners/Developing a succession plan
Retention of current clients
4 Marketing/practice growth: bringing in new
clients
Fee pressure/pricing of services
5 Retaining qualified staff (at all levels) Developing a succession plan
6 Fee pressure/pricing of services Retaining qualified staff (at all levels)
7 The effect on smaller firms caused by new
regulations and standards
Developing/implementing a strategic or
long-range plan
8 Client collections Finding qualified staff (at all levels)
9 Keeping up with standards Seasonality/workload compression
10 Mentoring and career coaching Identifying, developing and accessing
leadership training for new partners
More Firms Will Not Be Able to Score
In The RedZone
Why Are Most CPA’s Not Successful
At Practice Development
1. Partners make too many excuses not to market.
2. They don’t have a structured and organized plan.
3. Their plan is not targeted and relevant to the marketplace and the
partner’s/firm’s area of expertise.
4. The partner is not accountable and lacks ownership of the plan.
5. Their plan is overwhelming.
6. Their plan is not specific as to action items and milestones.
7. Lack of consistent and diversified follow-up with prospects.
8. They think they have to sell and have good sales pitches.
Top 10 Accountant's Excuses For Not
Implementing Change
DeadlinesToo many
client
demands
Going on
vacation
Taking
CPE
Unqualified
staff
Top 10 Accountant's Excuses For Not
Implementing Change
Returning
from
vacation
Engaging
new client
Staff person
quit
Client
crisis
I hate
selling
No Excuses!
STOP making Excuses—
The Time to Change is NOW
“It is not the strongest of the
species that survive, not the
most intelligent, but the ones
most responsive to change.”
—Charles Darwin
What is a Rainmaker &
How Rainmakers Make it Rain
Lifeblood of the Practice
Rainmakers believe that
securing new business and
upgrading their client base is
the lifeblood of their practice
and is a significant factor in
succession planning. This is
their true passion.
Managers
Staff
Partners
Supervisors
Need a Talented Staff
Work
Flowing
Down
Work
Flowing
Up
Develop Relationships
Many of their clients
and referral sources
are friends. They
have developed
these relationships
over many years,
sometimes as far
back as their college
years.
Don’t Sell
Rainmakers don't sell. They use the strength of
their relationships and their ability to gain the
confidence of prospects and referral sources to
gain new clients.
Don’t Sell
Rainmakers Play to Win the Game
Rainmakers understand that you must give
in order to receive. They play this game very
well with their best referral sources. They play
to win the game. They generously donate
their time and money to charities and they
are very active in community and business
organizations, often by serving on boards or
committees.
Rainmakers Play to Win
Don’t Waste Time
Rainmakers use lunch,
dinners, and weekend
social events to spend
time with clients,
referral sources, and
prospects. This is not
work to them, it's fun.
Persistent but Patient
Rainmakers are
persistent, but patient.
They understand that
practice development is a
contact sport that must
be played continuously
over a long period of
time.
Never Make Excuses
Rainmakers are passionate about their clients and
growing the firm. This is not their job, but rather a
labor of love. They never make excuses.
Trusted Advisors
Rainmakers are good accountants and
excellent business advisors. Their clients view
them as “trusted advisors” and friends.
Find the Golden Goose
Search out “Golden
Geese” referral sources.
Qualify referral sources
and don’t waste time if
they’re not connected
with your target market.
Hold On To The Golden Goose
Once you find
a “Golden
Goose” referral
source, hold on
to it and don’t
let it go.
The Key Elements of Long-Term
New Business Success
Long-term new business success occurs when your
practice development strategies and tactics are:
Planned with proven strategies and customization
Organized well
Structured carefully not to waste time
Targeted to the right people
Constant implementation and follow-up
Periodically evaluated
Build Your Personal Marketing Plan …
the Clients Will Come
Implementing the Game Plan
Personal Marketing Plan
PERSONAL MARKETING PLAN
Name: _________________________________
The purpose of developing your own personal marketing plan is for you to
focus your marketing efforts during the coming year. The goal is to
maximize your marketing, business development and public relations
activities and to promote yourself as an expert / specialist in your
targeted industry or service niche.
Your plan will outline your activities, but you should not be constrained
by it. The quality of your activities is more important than the quantity.
Draft your personal marketing plan based upon the following model.
Personal Marketing Plan
I. Prior Marketing Activities
Review significant prior marketing activities and assess the results.
(Who? What? Where? When? Why? How?)
II. Existing Clients
A. Categorizing Clients
Categorize the relationships with your top (“A”) existing clients.
Marketing Activity Date Positive Factors Negative Factors Overall Assessment
Client Length of Time Service(s) Provided Nature of the Relationship
Personal Marketing Plan
B. Client Requiring Special Attention / Focus
Identify any client that you feel needs special focus due to either the
importance of the client or due to a particular situation. If you do not know
of any special situations, we should discuss sending a client satisfaction
survey to select clients.
C. Expanding Services
Preserving and enhancing your current client relationships is crucial to the
maintenance of a healthy practice. Providing additional services to
existing clients is perhaps the easiest way to expand your practice.
Identify opportunities that you are planning to pursue with current clients.
Client Situation Plan of Action Target Date Status/Result
Client Potential Service(s) Plan of Action Target Date Status/Result
Personal Marketing Plan
III. New Business Development
A. New Business Development Goal: $________________
B. Target Industry/Service Niche ~ Special Area of Focus
Identify specific industries and services on which you plan to focus to
generate new business.
C. Ideal Client Characteristics
Identify the characteristics of your ideal client.
Industry/Service Niche Plan of Action Target Date Goal/Result
Specific Industry/Service
Revenue Size Employee Size Geographic Location Other criteria
Personal Marketing Plan
D. Targeted Clients—Your “Wish List”
Identify specific individuals/companies that you would like to have as
clients.Individual/Company
History w/the firm? (Previous mtgs. w/ them vs. new?)
Plan of Action Assistance fromothers?
TargetDate
Status/Results
Personal Marketing Plan
IV. Referral Sources
A. Network Development
Developing and cultivating contacts with prime referral sources is an
excellent way to generate leads. Examine the relationships with targeted
referral sources. Identify plans to develop close relationships with them to
be in a position to give and receive referrals.
Referral Source Activities Planned Target Date Status/
Results of
Referrals Received
Status/
Results of Referrals Given
Clients
Attorneys
Bankers
Insurance Agents
Business Brokers
Others (specify)
Personal Marketing Plan
B. Professional & Community Service Activities;
Participation in Associations and Organizations
.Most businesses retain an accounting firm because they know, like
and trust the people with whom they will be working. Therefore,
meeting people and developing business relationships is the key to
generating new business leads.
Involvement in professional and community service associations
and organizations is an opportunity for you to personalize your
marketing plan.
Personal Marketing Plan
Identify an organization that:
Will allow you to meet and network with both prospective clients and
referral sources in your target niche.
Holds frequent meetings that best fit your schedule and are geographically
desirable.
Has a mission in which you believe in. You are more likely to attend
events and seek involvement, if you are truly interested in the organization.
Become an active and visible member, i.e. Board positions and committees.
Associations / Organizations
Level of Involvement New assoc. or involvement?
Goal(s) Result(s)
Personal Marketing Plan
V. Public Relations Activities
Public relations activities, i.e. writing articles and making
presentations, are personal choices – personal strengths and
interests must be considered when setting these goals. The same
goals may be achieved by engaging in various activities; since you
have options, participate in activities that you are good at and enjoy.
Having your articles published in industry or trade publications and
speaking at professional or trade organizations helps you to develop
personally and enhances the firm’s image to the public.
Personal Marketing Plan
A. Identifying Opportunities to Publish Articles
B. Identifying Public Speaking Opportunities
Date Publication/Audience/ Topic Goal(s) Result(s)
Date Audience/ Topic/ Participation Goal(s) Result(s)
Personal Marketing Plan
VI. Client/Contact Mailing List
Overall assessment: Is your mailing list current and complete? (Is it all-
inclusive, i.e. are you in contact with your clients’ attorneys, bankers and
other advisors?)
VII. Continuing Education/Professional & Personal Development
This is your plan for CPE and other courses to improve technical
proficiency, marketing and human relations skills, including in-house and
external CPE, self-study, Dale Carnegie, Toastmasters, etc.
Existing Clients New Clients Prospects Referrals Vendors Personal
Yes/No Yes/No Yes/No Yes/No Yes/No Yes/No
Date Program / Course Anticipated Benefits / Goal(s) Result(s)
Personal Marketing Plan
VIII. Comments
Please indicate other ways in which you can help improve marketing, new
business development, sales, and public relations skills.
Annual Time Budgeting
Description Budgeted Hours
Chargeable Time
CPE
Vacation
Administration
Practice Development 400 (minimum)
Total Hours
Budgeted
It’s Never too Late to be Successful in New
Business Development
“Dream the Dream”
Target Marketing VS. Shotgun
Approach to Practice Development
How to Define Your Target Market
What are your best talents?
What are your areas of expertise and specialties?
Location
Client size
Competition
Number of potential targets
Investment of time and money
Profitability
Market For Quality, Not Quantity
Engage only new clients that
will generate high realization
rates and quality referrals.
The managing partner should
approve all new clients based
upon agreed-upon criteria,
prior to engagement letter and /
or proposal.
Cobb Value Curve
10% 20% 30% 40%
Volume of Client Service
HIGH
RELATIVE
VALUE
ADDED
SERVICES
LOW
VALUE
SERVICES
COMMODITY
SERVICES
PRICE
SENSITIVE
Target Market Strategy Example
Our primary target markets include these three areas:
Established businesses of more than 50 employees that value an
accounting firm that offers comprehensive business planning
services, particularly those in the medical/health, dental, and lodging
industries.
Growing businesses of less than 50 employees that need our
services now and will rely on them to a greater extent as their
businesses and requirements grow, particularly
those that will benefit from areas of specialization,
such as pension and retirement program planning.
Individual clients with a net worth in excess
of $1.2 million that are concerned about the
current earning capabilities of their assets and
what will happen to those assets when they
are passed to their heirs.
Relationship & Referral Building
Manage Leads
New Business Marketing Funnel
New
Client
Make Contact,
Qualify, Propose
Public Relations Web site
Sponsorships Brochures Advertising
Newsletters Events
Lead Generation—How Client Prospects and Referral Sources Hear About You
How client
prospects &
referral sources
hear about you
• Website & Social
Media (LinkedIn)
•Notes & emails sent
•Word of Mouth
•Speaking Engagements
& Trade Shows
•Articles, Columns
Written, Letters to the
Editor
•News Articles, Quoted
as Expert
•Classes, Seminars
•Personal
Experience &
Contacts
•Community Work,
Friends, Social
Activities
•Professional and
Industry Affiliations
Professional Services Marketing
0 20 40 60 80
Trade magazine articles or story
Case studies
Conference/Tradeshows
Articles/News stories
Website
Presentation at a conference or event
In-person seminar
Name recognition and/or brand
Referrals from other service providers
Referrals from friends
2009 Benchmark Report on Professional Services Marketing and Buying from a Client's Perspective
Personal Branding &
Public Relations Benefits
Differentiates you from your competition—not just
another accountant—increases your competitive edge.
Name recognition—creating awareness
Perceived expert or celebrity
Adds credibility—CPA of choice
Bundling of talents
Trusted advisor status
Value builder
Branding &
Public Relations Techniques
Write articles—use a ghost writer
Make presentations at business organizations or trade shows
Have a great, well written bio on the firm’s website
Social media, especially LinkedIn
Get quoted
Use press releases
Letters to the editor
Put on seminars
Social Media
Sharing useful and relevant business content
with members of your network who share it with
members of their network, and so on and so on.
Demonstrate to prospects that you are an expert
by marketing your specialized knowledge.
The most professional of the major social
networking websites.
Equivalent to a personal business website.
LinkedIn Tools
Status Updates: One of the best ways to keep your connections
informed about your happenings is by posting “status updates”. Status
updates are brief statements that you feel your connections will find
useful. In addition, they can include links to related content on your
Website or third-party Websites. To appear active in the LinkedIn
community, post useful and actionable status updates on a regular basis.
Presentations: If you post PowerPoint presentation to SlideShare or
Google Docs, you can display these presentations in your LinkedIn
profile.
Events: Are you speaking at an event or sponsoring a training session?
You can post a LinkedIn Event to help promote and generate interest in
your event.
LinkedIn Tools
Recommendations: LinkedIn makes it easy for you to request
recommendations from your connections. A collection of glowing
recommendations that underscore your expertise and experience will
significantly enhance your profile.
Groups: LinkedIn Groups help you stay informed and keep in touch with
people that share your interests. You can create your own LinkedIn
groups or join any number of groups that focus on your area of
expertise. Participating in LinkedIn Groups by adding value to the
discussion is a great way to expand your circle of influence.
.
LinkedIn Tools
Company Pages: Company Pages are a powerful research tool that you
can use to find companies to do business with or research
competitors. In addition, you can create a Page for your company to
showcase your expertise. You can publish your company’s description,
headquarters address and Website address. To further your company
page’s value, you can post targeted jobs, recruitment videos, information
about products and services and company images.
Brand Your LinkedIn Address: When you create a LinkedIn profile, it
will create a LinkedIn Web address
LinkedIn Tools
Become an Expert: By answering LinkedIn questions and actively
participating in LinkedIn group discussions, you have an opportunity to
establish yourself as an expert and thought leader.
Connect with Prospects: You can use LinkedIn as a “warm calling”
tool. If there is a prospect you want to reach, you can easily find them on
LinkedIn and see how you are connected to them. If you have an active
list of LinkedIn connections, you are most likely only two or three
connections away from the prospect. Use LinkedIn’s introduction features
to ask one of your connections for an introduction.
Keep Your Connections Current: Whenever you meet someone,
connect with them on LinkedIn. It’s a great way to expand your influence
and keep connections up to speed on your accomplishments.
Client Prospecting Process
Client Prospect
A Client Prospect represents a solid opportunity to become a new
client and has expressed a strong interest in becoming a client.
Potential Client
The “Client Prospect”
becomes a Potential
Client when a proposal
has been issued.
Client Prospecting Process
Lead
A “Lead” is nothing more than a contact person that has been
identified for further qualification as a “Client Lead”
Client Lead
A Client Lead is a Lead
that has gone through
the qualification process
and who has expressed
at least a small amount
of interest about the CPA
firm.
Professional Services New Business Process
1. Qualify leads
2. Planned approach
3. First meeting
4. Follow-up activities and additional meetings
5. Proposal
6. Proposal follow-up activities
Professional Services New Business Process
Qualify Leads
Goal: Determine if the Lead is the type/desirable client that the firm
wishes to engage. Does the Lead qualify to invest time and money in
the future?
Size
Location
Industry
Types of services
Current accountants
Fee sensitive
Timing of services
Ability to provide quality services
Financial stability of the company
Professional Services New Business Process
Plan the Approach with Client Leads
Goal: Turn Client Lead into a Client Prospect
Learn as much as possible about the client Lead and the
organization.
Research clients website and internet
Develop appropriate fact-finding questions
Prepare a game plan including next steps
Prepare case studies
Define roles if more than one partner is at the meeting
Professional Services Sales Process
First Meeting
Goal: Make great first impression, further qualify, identify needs and
ability to service. Turn Client Lead into a Client Prospect.
Ask prepared questions
Show off your knowledge of the organization
Focus attention on problems, issues and determine “pain
factor”
Discuss case studies if appropriate
Listen to what is important and demonstrate that you
recognize and understand
Commit to actionable next steps to move to the next level
Questions for a New Prospect Meeting
Characteristics of Early Questions
Safe
Easy to answer
Informational / Factual
What do you want to accomplish in our meeting today?
How did you start your business?
How is business compared to last year at this time?
Who is your competition?
Where do you see your business in three years?
Questions for a New Prospect Meeting
How many people do you employ?
Can I take a tour of your offices/plant?
What are your businesses’ strengths and weaknesses?
Who are your target customers? / Who do you sell your
products/services to?
Do you have any new products / services in research /
development?
How do you market your product/service?
Questions for a New Prospect Meeting
What information are you currently using to manage your
business?
What external and internal business factors are affecting
you?
What is the most significant problem facing your
company today? What have you done to overcome these
problems? Have your current accountants assisted you
in providing solutions to these problems?
Questions for a New Prospect Meeting
Characteristics of Later Questions
Much more personal
Emotional
If fees were not an issue, what services would you desire
from your current/new accountants?
What information are you currently not receiving from
your present accountant that you desire?
How is your current accounting firm helping you reach
your goals?
What was the last suggestion your accountant gave you?
What prompted your company to interview a new
accounting firm?
Questions for a New Prospect Meeting
When is the last time you updated your will? / Do you
have a succession plan?
How often does your current accountant meet with you to
discuss your business and goals?
Does your current accountant perform tax planning
services for you?
Do your accountants prepare budgets or projections?
Does your accountant assist you with lease vs. purchase
decisions?
What do you like best about your current accounting
firm? What do you like least?
Questions for a New Prospect Meeting
Have you been audited by the IRS or the state? If so,
how did your accountant handle the audit?
Are you the ultimate decision maker, are there additional
decision makers or a committee?
What is important to you in making a change in
accounting firms? Have you considered or tried to make
a change in the past?
How much of a factor will the fee play in your decision
process?
Questions for a New Prospect Meeting
When we are finished with this meeting - tell me how you
want me to proceed.
When will the decision be made?
Can I present last during the proposal presentation
process?
Can I meet with you once again before the final decision
is made to address any outstanding issues?
Follow-up is the Key to Practice
Development Success
Professional Services Sales Process
Follow-up Activities
Goal: Develop further interest to turn the Client Lead into a Client
Prospect and make a formal proposal.
Thank you email and hard copy letter
Address issues and pain that were discussed
Acknowledge the Firm’s ability to provide solutions to remove the pain
Address benefits of the Firm as a service and value provider
Professional Services Sales Process
Follow-up with:
E-mails
Newsletters
Articles
Lunch and dinner meetings
Sporting and entertainment events
Donate to their charities and attend events
Speaking or cultural events
Meet other decision makers
Invite decision makers to the Firm’s offices
Invite to Firm seminars and presentations
Connect on LinkedIn
The Pathway to Building a New ClientContact # 12
Contact # 11
Contact # 10
Contact # 9
Contact # 8
Contact # 7
Contact # 6
Contact # 5
Contact # 4
Contact # 3
Contact # 2
Contact # 1
Prospect
50% of accountants quit here
65% of accountants quit here
80% of accountants quit here
90% of accountants quit hereYou harvest the low hanging
fruit
You are becoming a factor in the
prospect’s mind
Bit by nurturing bit they get to
know you
You are earning Top of Mind
awareness
At this point you may be the
only person to ever have
made 8 contacts with this
customer
At this point, when your
customer or prospect is ready to
buy, you have a 90% chance of
being called
Case Studies
Case Studies—Tell the Story
Have an inventory of case studies to email to Client Leads
and Prospects as a follow-up.
Also for use in proposals and presentations.
Types of Case Studies:
Tax audits
Capital raising
GAAP issues and resolutions
Tax planning and minimization
M&A
Detection of fraud
Business cost surveys
Use Compelling Case Studies—
People Love Stories
Rather than present a list of statements (i.e., we are a
quality firm, diversified, great reputation, been around for
40 years, etc.), success stories communicate:
VALUE
BENEFITS
SOLUTIONS PROVIDER
CREDIBILITY
DIFFERENTIATE FROM COMPETITION
Post on website and LinkedIn
Use Compelling Case Studies—
People Love Stories
Case Studies (success stories) help Potential
Clients—identify handpicked success stories
that reflect their business needs.
Success stories are all about “Showing,”
rather than “telling.” Viewed as credible.
Capital Raising
Challenge: Our client was a start up company with a great business
concept and was seeking funding to initiate operations. H&L was engaged
to prepare the company's background documentation to provide to
potential investors and evaluate and recommend the appropriate type of
funding that would best meet our client's operational and strategic
objectives.
H&L Solution: Working with management, we assisted in the preparation
of a business plan for the company including financial projections as well
as a road show presentation. We also performed a due diligence review
to ensure that all legal documentation and other information required
during a fund raising process was available and in good condition. Any
deficiencies noted during the due diligence process were addressed by
company counsel, H&L, or management consistent with a project plan
that we had prepared.
Capital Raising
The H&L Difference: Based on our
assessment of the client's needs and
available sources of funding, H&L was
instrumental in assisting our client with
obtaining their initial funding. We also
assumed a part-time CFO role to provide
ongoing counsel regarding finance and
accounting, administrative, and other matters
as necessary.
Foreign issuer needs
assistance recasting GAAP financials
Problem
A large foreign accounting service firm needed some
assistance with a client. Their client, a Canadian publicly-
traded company who also was filing as a foreign issuer with
the SEC, needed assistance in recasting their Canadian
GAAP financials in accordance with US GAAP. The financials
were needed for a registration statement to be filed with the
SEC enabling the Company to become a US registrant. The
client also needed audits performed on a Company that they
were targeting to acquire.
WS+B Solution & Result
WS+B Solution
We worked with the CFO to educate him on US GAAP so he could recast
his audit financial statements to reconcile US GAAP numbers. We
performed historical audits on the target company so that they were
complete to ensure a timely filing with the SEC.
Result
After the Registration Statement and acquisition were complete the
Company terminated the services of their original accounting services firm
and engaged WS+B to be their Certified Public Accounting Firm as the
result of the quality and timely service we delivered on what was originally
just a “little job.”
Reversed State tax
assessment saving client $50,000
Problem
A construction contractor was audited by the State
of NJ. The field agent questioned the company for
not paying sales tax on two pieces of screening and
conveyor equipment used by the company in its
excavation business. The State of NJ assessed the
company a use of tax of $50,000 on two pieces of
construction equipment used by the company for
excavation purposes. The client was upset with the
results of this assessment and asked WS+B if there
was any way around this issue.
WS+B Solution
Based on the NJ tax code, equipment used in the
manufacturing process is exempt from sales and use tax.
WS+B convinced the State of NJ Supervisor that the
company manufactures dirt. The company uses the
conveyor and screening machinery to extract earth which
contains tree roots, rocks and other debris so that they
could sell the dirt as top soil. WS+B pleaded that the
company changed the form of the dirt by removing from the
dirt all the foreign debris. The dirt was the raw materials
and the tree roots, rocks, etc. were extracted during the
“manufacturing process” using the two pieces of
equipment. The company thus was able to sell the dirt as
topsoil for a much higher price than in its original form.
Result
The State of NJ agreed and
rescinded the sales tax on the two
pieces of equipment. WS+B saved
the client $50,000 plus interest and
penalties and the client gladly paid
WS+B the next day.
Professional Services Sales Process
Proposal StageGoal: Turn Client Prospect into a Potential Client by issuing a proposal.
At that right time ask Client Prospect if you can
propose to provide services to their organization. If
no, find out why and decide if follow-up activities
should continue.
If yes, issue a proposal.
Give Them a Proposal They Can’t Refuse
Proposal Process
Proposal Follow-up Activities
Goal: Have Potential Client sign the proposal.
Dealing with objections and resolving doubts
Dealing with fee sensitivity
Reassuring that your firm will be a solutions provider
Case studies and client references
Sample Change Order—
Price Sensitivity
Client: ____________________
Date: ________________________
Additional services to be performed not included within the scope
of our engagement letter dated __________ (include estimated
completion date, client responsibilities, if appropriate, and any
other level of detail needed):
Fee: $_____________________
Sample Short Form Proposal
Challenges facing E-Commerce businesses, like yours
E-commerce is a viable shopping venue for today’s internet
shoppers. By delivering core print catalogs, developing
websites, placing print ads strategically, and establishing
strategic vendor/supplier relationships, your business of buying
and selling pre-owned and surplus office equipment and
furniture is changing quickly.
Sample Short Form Proposal
Yet, while many e-commerce companies like your are
experiencing growth, they are also experiencing challenges
brought about by the sluggish economy. Margins are tight,
as labor, payroll and employee benefits costs continue to
rise. Balance sheet management is also an issue as
companies struggle with accounts receivable and the
control and evaluation of inventory.
Sample Short Form Proposal
Finally, there are the challenges experienced by companies
looking to develop new business or simply maintain the
business they already have. Strategic planning, targeting
tactics, employee compensation, and client relationship
management are now, more than ever, essential ingredients
of any business plan.
Sample Short Form Proposal
Why Choose Tarasco & Associates
At Tarasco & Associates, we are well aware of these issues.
How could we not be? We currently act as the auditors and tax
advisors for dozens of technology based companies in New
York. Having heard your pressing issues and your short and
long term goals, we are convinced that Tarasco & Associates
can serve your company better than any other accounting firm.
Here are three reasons why we make this statement with such
conviction.
Sample Short Form Proposal
1. We know your business and we know it well. Nearly twenty
percent of our firm’s revenue is generated from
technology companies as well as companies in the e-
commerce industry. Your companies engagement would be
staffed with out most experienced audit and tax
professionals, especially in the e-commerce area.
Sample Short Form Proposal
The key partners of your Client Service Team would include Joe
Tarasco, your audit partner, and Jason Tarasco, your tax
partner. They would be assisted by two senior managers, Joe
Tarasco, Jr., and Nancy Tarasco, both of whom have 10 years
of experience preparing audits and tax returns for
technology and e-commerce businesses like yours.
Sample Short Form Proposal
2. We can offer you a level of client satisfaction that few, if any, our
competitors can match. We say this with confidence and pride
because it is not only our opinion, but also that of our clients. For
the past 15 years we have sent out Client Satisfaction Reviews
to each of our clients. And each year, nearly 100 percent of our
client base tells us that we either meet or exceed their
expectations.
Sample Short Form Proposal
The reason that we receive such accolades is simply: Our accounts
are closely managed by our firm’s partners, not by our firm’s
managers. Partner involvement and responsiveness are the keys
to most of our successes and are what differentiates us from the
Final Four firms, from the national firms, and from most of our
regional competitors. In short, we run a tight ship. With 20 partners
on board, we are nimble. We are quick to respond. We are always
there for you!
Sample Short Form Proposal
3. We offer you value for fees. The fees for our audit and tax
services are estimated at $50,000, and we would guarantee
this fee for two years. The attached fee schedule provides
details of the audit and tax services included and those not
included in the fee. This is a value added proposition. Our
audit is not just about the numbers.
Sample Short Form Proposal
Yes, you will receive financial reporting, analysis and budgeting.
However, you will receive a lot more. Our audit examines your
entire organization and then formulates solutions for any areas
of risk we discover. As a result, our audit also focuses on
key risk areas and identifies opportunities for fundamental
improvements in your organization’s operations.