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A marketing professional, with support from her colleagues, challenges the report in our March/April issue that the effectiveness of the marketing function in CPA firms is “dismal.” This article takes issue with that assessment, asserting that firm leaders may have recognized the importance of the marketing role and enabling marketing professionals to help guide their firms in setting strategic direction for growth.
How diversity, flexibility, and leadership catapulted this CPA firm to its position as one of the best in the nation.
The formula for analyzing the activities that generate revenue and drive expenses is: People x Process = Profit. These activities are usually non-financial and therefore do not show up on financial statements.Building a Consulting Niche is About Relationships Too often CPA firms fail at cross-selling. The single biggest reason that new consulting niches fail is lack of relationship. Either the champion has not built the right relationships with the other partners or the partners have not built the right relationships with their clients.
Individual marketing plans are great tools for bringing in new clients. However, partners should consider another tactic that can help grow their firm’s bottom line less expensively: a client service plan.
Together is Better When Opportunities are Large Strategize as a group but act individually. The tactic is sequential, with one person moving the ball down field at any given time. Initial calls and most subsequent calls in your call program should be made one-on-one. A meeting with the CEO and CFO, a lunch with the audit committee chair, a call on the president, are all separate, calculated plays conducted by selected—and often different—members of your team. |
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