accountant value – Page 12 – Cooper Mann Consulting

October 2, 2013

Banks and Small Business: Finding the “Just Right” Fit Isn’t Easy

Banks need business customers because business accounts provide more profitability than consumer accounts. By volume, there are more small businesses in the US than mid-size or enterprise businesses, which you would think would be a good thing for the banks – more business customers, right? It seems not so much.

For many banks, the problem is that they don’t appear to really know how to service – or even identify – these small business customers. The majority of small businesses in the US don’t have employees, so direct deposit and payroll solutions aren’t something they are looking for. Many of these small businesses operate from the business owner’s home rather than an office, and don’t generate the revenues (=deposits) that bigger businesses do.

To a bank, most small businesses look like consumers. These small businesses are treated like consumers – are offered consumer-level services and are not educated on what business banking services might be able to do for them. In reality, the banks really don’t have much to say to these small business owners, because the services offered by the banks are simply not a great fit. There are studies which suggest that the small business market is fairly evenly divided, with approximately 50% using consumer banking services rather than those designed for business use. Given the inability of the banks to even identify those consumer banking customers who are actually small businesses, I would suggest that the percentage is even higher.

There are three primary elements tied to banking which should be better-positioned to assist small business owners in leveraging their banking relationships to the benefit of the business and not just the bank. If the financial institutions can find a way to meet these three essential needs for smaller businesses, they would likely find that more small businesses would embrace business banking services, resulting in greater profitability for the bank.

e-Payments

Use of electronic payments services represents a growing trend in small businesses and needs to be better-addressed by the financial institutions rather than purely retail providers. Small businesses are increasingly using the Internet and online technologies to service their various business needs, and payments processing is among the top sellers. Providing SOLO/SOHO and other small businesses with the ability to process payments at any time and from anywhere has become a big driver for this type of solution. The popularity of Pay Pal, Intuit GoPayment and Square payment solutions is a testament to the need for such services in the small business market, yet the broadest use continues to be within retail providers rather than directly via the financial institutions.

Entitlements

Security and access controls to account and transaction information (frequently referred to as “entitlements” attached to business accounts) are hugely valuable for small businesses. Most small business owners engage bookkeeping or accounting professionals at some point, and the process of accounting for the business activities is improved dramatically when those professionals are able to access the information directly from the financial institution. Unfortunately, it is only with the more expensive business class accounts that most banks provide the means for account holders to grant access to account and/or transaction information for accountants and bookkeepers, financial advisors, etc. Allowing small businesses to benefit from this type of security and control of their accounts is tremendous, yet the overall costs of the associated business banking solutions are often simply too great for the small business to bear. The result is either a lack of privacy, security and control, where the business owner must grant unfettered access to account information to a 3^rd party bookkeeper or accountant, or the business owner simply continues to pay for manual bookkeeping transaction entry.

Cash Management

Most small businesses operate on cash, and expense and cash management is essential to maintaining operations. Consumer banking solutions may offer limited capabilities for expense and cash reporting, but the services offered through many business banking portals would be far more beneficial for the business, reflecting trends and providing more insight relating to business financial activities and business behavior. Unfortunately, many of these services designed for business customers are oriented towards the larger organization, and are far too complicated or expensive to provide real value to the owner of a small business.

Small businesses fuel the economy, yet remain a largely untapped market in terms of business banking and other services. Small businesses run “under the radar” of many service providers because they have not reached the point where the obviously available business services (e.g, the more profitable banking solutions) seem attractive to them. Banks need to recognize that serving the small business customer well – providing the services which help small businesses grow into bigger businesses – is ultimately the key to acquiring new customers for whom the big banking solutions fit.

jmbunnyfeet Make Sense?

Read more about small business banking and credit

September 30, 2013March 26, 2019

Considerations for Disaster Recovery Planning | Accounting and Business Technologies

Disaster Recovery Planning is currently a leading topic of discussion for business IT administrators and owners, just as issues relating to business and technology operation and continuity have become a central point of discussion for many organizations. After the disaster occurs is the wrong time to determine whether or not your company is adequately protected. Unfortunately, when you need your plan most is when you find that you either do or do not have things well in hand.

Hurricanes, floods and tornadoes have taught many companies some hard lessons ranging from the inability to locate or communicate with employees to the entire loss of the business and surrounding community infrastructure. Certainly, the current situation is a reflection of the worst-case scenario, but it also points out some fundamentally important considerations that a company must incorporate when creating a technology plan for disaster recovery and business continuity.

EMPLOYEES ARE PEOPLE

One of the first things to remember in any disaster is that your employees are people. They have families, homes, lives outside the office, and responsibilities. They have fears and concerns. In short, they are human beings. This is a reality that is frequently overlooked in a disaster plan.

Much consideration may be taken with respect to handling business issues such as customer or vendor communications, technology and systems continuity, etc. But in the event of a disaster where lives are at stake, can the company expect personnel to overlook those personal impacts that present themselves, all in the name of keeping the company going? Probably not, unless perhaps they are in health care, law enforcement, or the military. Even in those cases, caring for family and loved ones may take precedence over job responsibilities. Businesses need to make certain that there are SYSTEMS in place to assist with continuity and recovery, as personnel may be hard to come by.

YOUR BUILDING IS NOT AN ISLAND

Businesses rely on facilities.

Facilities are created from infrastructure.

Infrastructure, more often than not, is not in your control.

Telephone service, connectivity, electrical power, street access to the building, access to the surrounding areas – these are infrastructure elements that you have little control over, if any at all. The loss of infrastructure, however, impacts you significantly. It does not matter how much backup power you have if you have no physical access to the building. And telephone service becomes valueless (frequently) if the power is out.

Redundancy can come in many forms, but creating fully redundant facilities means being redundant with the infrastructure. Opening offices in multiple locations, distributing personnel and resources to various locations – these all come with potentially tremendous cost impacts to the business. There are, however, affordable technologies and services available today which can help mitigate the impact of the loss of a location or facility, and whenever possible these services should be incorporated into your daily processes to ensure portability and a smooth transitioning of systems should the worst occur.

DEGREES OF PROTECTION

Developing an IT recovery and continuity plan is similar in nature to purchasing various types of insurance. The level and cost of protection must be evaluated based on the benefit to be derived, and weighted by the risk. For example, low-cost flood insurance is probably not worth the investment where there is no water. Obviously, there is cost associated with different levels and types of protection, and different situations warrant different types and levels of coverage.

In terms of IT continuity and recovery, the most frequently implemented form of “insurance” is redundancy or the duplication of a resource. Every business, however, has requirements that extend beyond a reasonable ability to fully duplicate. A small flower shop, for example, cannot reasonably afford to implement “alternative business locations” or a remote office in the event of the loss of the primary facility. With this reality in mind, the business must focus on addressing those conditions that are within its reasonable ability to control, as well as those that it can mitigate to some degree.

via Accounting and Business Technologies | Joanie Mann: Considerations for Disaster Recovery Planning.

September 18, 2013

CIO, CFO, IT and Procuring the Cloud | buildingUp.biz

CIO, CFO, IT and Procuring the Cloud

For as long as there has been high technology use in business, there has been a struggle between the enterprise CFO and CIO for the power to make IT purchase decisions. It isn’t rocket science… the reasons for the challenge are fairly straightforward. The CFO wants to know what the expected return on the investment will be. The CIO, on the other hand, recognizes that there is rarely a straight line to be drawn between IT expenditures and near-term positive business outcomes. Sometimes it takes a while to fully realize the benefits of an IT project… and sometimes it’s necessary to spend the money just to maintain status quo.

While there may be indicators that the CFO’s influence in the enterprise is extending into areas where the CIO traditionally ruled (due – at least in part – to SaaS and the Cloud) there are also indicators that the role of the CIO is evolving rather than losing relevance.

A survey performed in 2011 by Gartner and Financial Executives International revealed a number of interesting results which indicated that the balance of IT procurement power was shifting within the enterprise. 344 senior financial executives were surveyed, and they revealed that:

in 45% of organizations, the CFO makes or leads IT investment strategy
about 75% of surveyed CFOs said they have little confidence in their own IT departments

A CFO.com article on the subject also mentioned a KPMG study from April 2011, in which it was reported that “73% of CFOs identified IT as the greatest risk to finance meeting its objectives”.

With the emergence of “cloud” computing solutions and the plethora of application and service options now available to businesses, some businesses have concluded that “the CFO is better equipped for the cloud world”. The belief is that the CFO is more attuned to the processes of vendor management and contract term and condition negotiations, which are primary areas of focus when looking to obtain outsourced IT and application services. The process of comparing pricing and service level agreements is more of a business process than a technology process, placing it squarely in the realm of the CFO.

The real issue here isn’t a struggle for power and influence; it’s a change in business priorities fueled by changes in technology and service models. IT and the role of the CIO must focus on innovation and improvement of processes and profitability through efficiencies gained with technology, not on defragging hard drives and running software updates. Brocade.com discusses this evolution of roles and focus with enterprise CIOs and CFOs in the release entitled The CIO Is Dead. Long Live the CIO. The Cloud Redefines the Role of the CIO

“ … the CIO role will evolve and policy enforcement, technology evangelism and mediation between business units and their services providers will become the key responsibilities for the CIO by 2020…. And rather than being replaced by the CFO in this shift in IT provisioning, two-thirds of respondents predicted that the roles of COO and CIO will merge as technology continues to become more operationally vital. http://newsroom.brocade.com/press-releases/the-cio-is-dead-long-live-the-cio-the-cloud-rede-nasdaq-brcd-977455

Who understands better than the internal IT department the time-consuming and frustrating nature of maintaining user environments and applications? Who in the organization has the technical understanding, coupled with a direct business understanding, sufficient to explore new ways of approaching various process or workflow problems? I think most business IT managers would agree that addressing issues that have a potential to radically improve the way a business operates is much more challenging and interesting than selecting the right make and model of server.

via CIO, CFO, IT and Procuring the Cloud | buildingUp.biz.

September 16, 2013May 18, 2017

Better QuickBooks Access, Management and Security – QuickBooks Licensing and Hosting Models

Whether hosted in-house or offsite, licensing models for hosting QuickBooks can be very confusing.

driving1-ANIMATION The demand for solutions to address user mobility, better collaboration and improved information security is increasing as connectivity improves and cloud services and threats evolve. Server-based computing models and application hosting are increasingly popular as businesses seek to embrace teleworking and telecommuting models for their entrenched applications and systems, creating a foundation for improved productivity and work/life balancing (or integration). On the technical side, the benefits of centralizing applications and data include improved efficiency in managing, maintaining and securing systems. For many small businesses, this means centralizing the installation and maintenance of core business applications like Intuit QuickBooks Pro, Premier or Enterprise.

Whether it be offsite with a commercial hosting provider or on a co-located server somewhere, or an onsite installation on the in-house server, hosting Intuit QuickBooks licenses can be straightforward or complicated depending on what you are trying to do with them. Because QuickBooks was designed as a standalone single-user application, there are a number of challenges when it comes to preparing it for server-based use. The primary issue is often simply understanding the QuickBooks licensing model, which is not particularly INTUITive (sorry).

Licensing hosted QuickBooks applications comes with two different sets of implementation issues: the technical implementation (the installation and setup) and the logical allocation of licenses to users (the licensing rules).

When it comes to the technical implementation, many an experienced engineer has beaten their head against the wall trying to get QuickBooks to work properly in a workspace or session-based system (e.g., terminal server), all because they expect the product to implement like a “normal” client/server application. While QuickBooks may use the Sybase database manager guts to handle multi-user access to QuickBooks data files (I think it is still Sybase), the architecture required to properly service a networked QuickBooks installation does not necessarily mimic what would be used with, for example, a .NET desktop client application with an MS SQL back-end. First, the QuickBooks data files cannot be remote to the application, meaning that both the client and the database manager (which is actually working as an adjunct to the client) must exist on the local network; it will not work over a WAN connection, which is why so many folks get frustrated when they put their server “in the cloud” and attempt to connect from a local client using a VPN. It just won’t work that way with QuickBooks; it all has to be on the local network – client, server, data… all of it.

It is notable that many businesses use Dropbox and other file sync solutions because they want to be able to get to their data from multiple locations, but the data they’re getting must be “local” to the apps that use it. It doesn’t allow for simultaneous multi-user access, but it can be an effective way to share a file. The caveat is that the file (at least in the case of a QuickBooks file, or Outlook PST file, etc.) should not actually be used from the sync folder. Sync folder should contain copies of data files that users wish to sync or share with other devices. But I digress…

With a server-based implementation of QuickBooks, technicians will install the QuickBooks desktop software on the server, and will determine whether or not that same machine will also handle the company data files. The QuickBooks DB manager is part of the installation of QuickBooks, and the file system and drive where the QB files are to be managed must be recognized as a local drive on the server running the QBDB manager. The overhead used by the database manager isn’t huge, but it can impact the performance of users on the server. For this reason, some techs will decide to implement a separate file server to manage the QB data files, taking that load off the app server.

The QuickBooks software uses the database manager to “host” access to company files. This simply means that a single server with the data on it is providing managed access to QuickBooks application users.
When QuickBooks application software and data is installed and centrally managed on a server (instead of QuickBooks being installed on individual PCs), that means QuickBooks application is being “hosted” on that server.
When a 3rd party provider supplies the server, the QuickBooks installation, data storage, and your way of connecting to it all, that provider is a “host” providing hosting services for your QuickBooks.

In a dedicated hosting environment, the data is often stored on the same server as the applications, whereas in a shared hosting environment, the data is often stored on central file servers which serve multiple customers. This is why, in some shared hosting situations, one bad data file can take down the database manager services for all the customers using that same file server.

Users open the QuickBooks application on the server instead of having the application installed on individual PCs. The single server-based installation of the software is able to be used concurrently by all users logging in to that computer. With the database manager running, the file is essentially “hosted” on that machine, and the file may then be opened in multi-user mode. OK so far. The problem generally comes about when a second user on the same computer/server wants to open the same QB data file as the first user.

Because the QB database manager is looking at the license of the client application accessing the data file, it will recognize when two different users/sessions with the same license key attempt to open the company data file. If that license key is a single-user key, then the database manager knows it should allow only 1 concurrent user in the file. QuickBooks doesn’t get installed for each user on a computer or server; it is installed one time on the machine and each user on that machine runs from that single shared installation. Any particular version of the QuickBooks application may be installed only once on a single computer, but it is possible to install multiple editions, year versions, and “flavors” of QuickBooks on a single machine (cannot be more than one installation of each unique product). There will be more than a few annoyances when running a variety of QBs on the same computer, but it is technically possible.

In order to allow multiple users to simultaneously access the same data file from a central installation of QuickBooks, the license key installed on the computer must be a multi-user key. QuickBooks Pro, for example, can be keyed to 3 concurrent users, meaning that the license will allow up to 3 users with that same license key to simultaneously access the same company file. Technically (but not lawfully) this installation of QuickBooks on the machine could allow a virtually unlimited number of users to launch the QuickBooks application simultaneously, limited only by machine resources. This is where the logical allocation of licensing comes in.. the rule of licensing QuickBooks.

The logical allocation of unique licenses for each QuickBooks user is a little easier to understand than the technical implementation. The rule is simply that each user of QuickBooks is required to have a valid registered/activated license. That valid license is a license purchased and activated for that business.

total-business Making QuickBooks desktop editions more useful by adding secure remote access and centralized management makes a lot of sense. For companies who rely on the functionality and features of the desktop products (QuickBooks Pro, Premier and Enterprise), a hosted approach is the only way to really address mobility and multi-location requirements. Remember that hosting doesn’t necessarily mean offsite, although that could make sense for the business, too.

Centrally-managing QuickBooks applications and data creates greater efficiency and improves overall IT management capability for the business. At the same time, a centralized model introduces a better strategy for mobilizing the workforce and connecting remote users and offices. The struggles of understanding and implementing proper QuickBooks licensing begin to seem very small when compared to the benefits of deploying a centralized system that’s easier to access, manage and secure.

Make sense?

September 3, 2013September 3, 2013

The Cloud for Your Firm: 3 Initial Considerations for Cloud Enabling Accounting and Bookkeeping Firms Working With Small Businesses

The Cloud for Your Firm

3 Initial Considerations for Cloud Enabling Accounting and Bookkeeping Firms Working With Small Businesses

The potential benefits of a real-time, lean collaborative working model are too great to argue with. Accounting professionals, bookkeepers and their small business clients are all hearing about the value of working together in the cloud, and how cloud technologies and solutions can reduce cost and improve efficiency. There is a great deal of truth in these statements, just as there was a truth in the value of implementing computers, networks and other technologies in business. What is not clear is exactly what businesses need “in the cloud”, and how they should approach this shift from local IT to outsourced managed service. Initially, there are 3 issues which warrant consideration, if not deep discussion, prior to making any significant move to relocate internal IT and shift business applications to the cloud: internal use systems, client interaction, and operational support for both.

With all the discussion about cloud computing and remote access, it would seem that all the applications and solutions businesses need are now available online and paid for in low monthly subscription fees. Anyone working with small businesses, however, comes to understand that the vast majority of these businesses are still using more traditional modes of information management and computing. For the most part, these businesses are using PCs and local networks, possibly with a little hosted email thrown in. Almost certainly they have a website and maybe even a fairly sophisticated e-commerce system that allows them to sell products online. But when it comes to general office functions, and particularly back-office functions like bookkeeping and accounting, the software and the data generally reside on the office PC and server.

Accounting and bookkeeping professionals who work with small businesses are often in the same position as their business clients when it comes to information technology. Since so much of the work involved requires the same programs and data formats as those used by the client, service providers find that they spend as much in management of software licensing and systems to support working with client data as they do on systems intended for internal use only – sometimes more. Many of these service providers are also small businesses, and it becomes challenging to find a way to handle internal IT needs while at the same time trying to address those of the client. Where e-commerce solutions are readily available to handle operational aspects of product based businesses, the best tool set for a professional accounting firm or bookkeeping business working with small business clients may not be so easily defined.

The solution for many providers has been revealed through cloud computing and hosted application models. With Cloud Servers, Remote Desktops, and Virtual Desktop Infrastructure now widely available as affordable alternatives to capital-intensive implementations of locally installed products, businesses are finding new abilities to manage applications and data, provide mobility and enhance collaboration. The additional benefit is in how accounting service providers may engage with their clients in more efficient and effective ways, without the burdens of replicating data or trying to share access to a single machine or application resource.

There are a number of elements to consider before taking the file server to the parking lot and running it over with a truck. Moving to the cloud is not a one-step process, and it is important to do a little research and collect some important information before making the final decision on how to proceed.

Internal Use Systems

Among the first of the questions to ask when considering a change in IT management approaches is “which software do we need”? Implementing an outsourced IT arrangement, which is really what “cloud” is about”, does not necessarily mean throwing away all the existing software and starting with new. The software in use within the firm may be exactly what it needs right now and adding full IT management, fault tolerance, and remote or mobile access could be the main scope of the requirement. Moving from locally installed solutions to hosted solutions provides quite a number of benefits while removing many of the direct costs and frustrations of IT management and administration. The greatest benefit of this type of approach is the ability to preserve the “body of knowledge” existing in the business, knowledge invested in the people and processes already developed.

On the other hand, there may be new tools or services only available as “cloud” service, and it makes sense to explore how they may benefit the business more than the in-use applications. The important element is to remember that the solution must address real business problems, and whether it runs in the cloud or not isn’t the first or most important thing to ask. For example, a discussion about whether QuickBooks Online might be a better choice than QuickBooks Pro, Premier or Enterprise should be focused on the functionality provided by the applications and not which servers they are running on. With application hosting for QuickBooks now being an available option, there is a managed IT and remote access capability for both solutions, rendering the fact that QBO is a SaaS solution almost irrelevant in terms of being a differentiator.

Client Interaction

An important aspect of adopting new technologies or working models is the consideration of how the firm and the client businesses will work together, and whether or not there is (or could be) a standardized approach that might work for most clients. Certainly, it makes sense to standardize as much as possible. Treating every issue or engagement as a singular event – a one-off – is the least efficient way to do business. The key to profitability is in the firm’s ability to produce high quality work consistently and in a timely fashion. This requires that the business be well-structured in terms of the standard processes and methods which will be used to work with client information. When the firm and the client can work seamlessly together as and when required, and when each is responsible for their own systems and data, it is a best-case scenario. The questions relating to client interactions focus on how the firm works with clients and which tools or solutions are required to improve that situation.

It is likely that the firm will need to be able to address working relationships with various client and engagement types – where clients do some of the work, where the bookkeeper does the work, or where the participants work collaboratively together in the same systems. While it may seem that the best way to create a dependency on your services with the client is to keep them out of the systems, empowering the client is really the key to a close and long-standing engagement. This means that the client needs to have their own solutions and approach to cloud-enabled IT, and the accounting or bookkeeping service provider should be able to access and work within that environment.

It is rare that a small business can effectively operate without computers and software to manage information and support operations, so it makes sense that the business should have its own accounting and financial systems, too. For the accounting service provider, it is essential that a level of understanding be gained around the use of today’s available remote and mobile access technologies, as it is with these solutions and tools that participation in client systems will be enabled. When the client accounting solution sits on their office PC, there are limited options for working together in any real collaborative form. Connecting to their PC via remote control is a widely recognized means of gaining access to client systems, but if the bookkeeper is on the system when there is a problem of some sort, all eyes go directly to that remote user as the likely cause of the problem.

The considerations relating to remote access to client systems focus not just on enabling a collaborative working environment, but also on mitigating risk and improving client perception. The risk issue comes in when the accounting service provider is exposed to systems and information not relevant to their task, and the perception issue becomes material when the accounting professional becomes the software or IT service provider. It makes sense for the accounting professional to make recommendations or suggestions about software and IT service which might benefit the business, but not to necessarily be the reseller or direct provider of the product or service. The moment the accounting professional attempts to sell the client a software product or IT service, the relationship is changed and the client is more likely to view their accounting pro as another vendor rather than a trusted advisor. It’s also not necessarily a great move to start a new client engagement by telling the client they have to switch accounting products to allow the accountant to work closer. Rather, professionals need to help their clients position those products for more efficient use, which may include enabling remote or mobile access granted via deployment in the cloud.

Operational Support

When businesses outsource their IT management and administration, there is often an initial belief that all responsibilities in these areas will be handled by the IT service provider. What is often overlooked is the reality that the firm still needs to have people attending to IT related tasks, just doing different levels of work with the technology. It is important to recognize that someone in the firm will end up dealing with various IT and process support issues, and it still makes sense to have personnel dedicated to these tasks (*Note: here’s where I suggest that the cloud changes the focus of internal IT personnel, but it doesn’t eliminate the need for them). The service provider and solution evaluation and selection process, as well as the actual deployment and administration of services, will take valuable time away from actually performing client accounting or bookkeeping work, and there should be people attending to these issues while the business continues operating.

Where an internal IT department or contract technicians may once have supported internal systems, an operational role within the business is still required to manage outsourced IT activities, including and particularly those where clients are involved with the firm systems. Delivering new benefits with a minimum of business disruption is the goal, and can be achieved through proper planning and coordination with team members and clients alike.

Closing Thoughts

“The Cloud” is just another way to run software and implement computing resources. It still takes servers and software, it uses processors and storage and networking, just like more “traditional” computing models. The difference is in how these resources are purchased and provisioned, and the impact is a change in how businesses of all types can benefit from technologies which enable collaboration, lean process, and mobility. The Cloud for Your Firm addresses your internal business requirements, lends itself to client collaboration, and has internal operational support to ensure the firm is fully leveraging the available benefits to improve business performance and profitability.

Make sense?

August 29, 2013August 30, 2013

Focus on the Finance Department: QuickBooks in the Cloud

Vendors and IT solution providers are all buzzing about their cloud services and solutions available via the Web. This buzz often includes statements about lower cost of IT acquisition and service management and how mobility and remote access benefits the business. These statements are proving true for many businesses, yet there are still vast numbers of small business operating on local computers and unmanaged service. The reasons which hold back these business from adopting cloud computing models are as many and varied as the businesses themselves, but there is a consistent thread to be found in these reasons, and it has to do with a lack of understanding of what certain applications really mean to the business. In this case, the discussion is about the focus on strictly operational or administrative areas of the business and not on the finance department which, in so many small businesses, uses QuickBooks.

Cloud solution providers are in business to make money, and hosting companies in particular are looking for the right applications which will drive usage and revenues on their platforms. When these providers look at the small business market, they’re trying to identify the applications and services that small business owners will adopt in volume. Identification of these opportunities to serve a large customer base is essential to the provider’s economy of scale and profit model. It makes sense that hosts would want to offer the applications which drive the highest degree of usage in their environments, so they tend to focus on the applications used by the greatest number of users within the customer organization. In the small business market, these applications are email and productivity tools – solutions which are used broadly throughout the business and which serve a horizontal rather than vertical industry orientation. Those are the two easy picks; finding the next most valuable solution represents a bigger challenge for the provider.

With Intuit QuickBooks desktop editions boasting the lion’s share of the small business accounting market, it seems that hosting QuickBooks products would be the next natural selection by hosting providers already serving their small business clients with email and productivity solutions. However, because these service providers do not fully understand the essential functions QuickBooks serves in the small business, the assumption is that the usage of the solution is so nominal that it doesn’t make sense to develop the capability to offer it. It is a misunderstanding that many providers have, and is the result of a lack of historic participation in the product. QuickBooks, you see, is a direct to consumer product rather than a channel product, and most IT service providers and hosting companies recognize the product name but not really what it does or how it operates. And these hosts are often large companies and therefore have no direct experience using the product, so there is no frame of reference for them to work from. These service providers are simply overlooking the important role that QuickBooks solutions play in many small businesses, where it is used to handle various operational aspects of the business as well as being the product of choice for bookkeeping and accounting. Particularly with the QuickBooks Premier and Enterprise editions offering additional functionality and industry-specific features, the products are used widely by small businesses and not just for accounting and finance.

The point of the discussion is that hosting companies and “cloud server” providers should look at the mixture of applications used by their small business customers, and they are likely to find that QuickBooks products are pretty high on the list. Even if there are only a few people in the accounting department, and the usage by these individuals is not representative of the entire hosting opportunity, hosts should recognize that those few individuals and the software they use are not only essential, but are probably processing payroll for all those other users on the system and are paying the bills for products and services purchased. After all, if you’re going to make anybody in the company happy, make sure to focus on the finance department and help them get their QuickBooks in the Cloud, as they’re the ones that will be paying the bill for the service.

Joanie Mann Bunny Feet