risk management – Page 12 – Cooper Mann Consulting

August 18, 2014

My Love/Hate Relationship with Partner Programs

I love Partner programs. You know, those business opportunities to get involved with a product or solution and earn revenue selling it to your customers. Particularly when the opportunity is attached to something you already do for a living, a partner program can represent a way to gain new competencies, new customers, and new revenue streams. Then again, I hate partner programs just a little bit, too.

When a business becomes a business partner, there’s an expectation that something will occur that benefits both participants (hence the word “partner”). Each side is supposed to benefit in some manner from the relationship. In the case of the partner program, the expectation is that the partner will sell the product or service to customers and gets compensation on sold deals in return. There may be marketing, lead generation, reseller pricing, training and other elements involved, but the relationship is generally one of “you sell my stuff and I’ll comp you for it”. The manufacturer gets more sales, and the partner gets products that customers buy, meaning revenue for the partner and the manufacturer. Sounds like a good deal.

Here’s why I hate partner programs at times: they tend to shift the focus from what a customer needs to what the partner can earn revenue on selling. For a product or solution-based business, this may not be a bad thing, as the business is in the business of selling product. For a consulting business, however, it can be quite problematic if the consulting team isn’t clearly focused on meeting the customer need rather than pushing product.

There’s an old saying that “if all you have is a hammer, then every problem looks like a nail”. Some consulting firms inadvertently fall into this situation, where they have their favored solutions (perhaps solutions they earn revenue from selling), and they automatically try to apply that solution to each and every customer engagement, whether it makes sense or not.

This happens time and again and not just with consultants, but also with accounting and bookkeeping professionals. Having developed an understanding for, and processes and procedures for working with, a particular business accounting product, the firm tends to make that product a standard recommendation for all clients. In this case the firm may not be literally reselling the solution for revenue, but has certainly “partnered” with the solution in the context that their ability to earn revenue becomes directly tied to the solution they want their client to purchase.

Partner programs can be hugely valuable to both the manufacturer and to the partner channel, and the value of having skilled “feet in the street” supporting and promoting the solution has been proven many times over. But accounting professionals and business consultants should take care when considering their possible participation in these types of programs, and be realistic about how that relationship fits in to the nature and quality of the service delivered to customers. The program may fit well with the needs of the practice, driving new revenue opportunities in new or existing areas of business. On the other hand, it may end up being a distraction, turning the focus from providing great client service and satisfaction to selling a product or solution just to earn an additional buck on the deal.

jmbunnyfeet Make Sense?

June 24, 2014November 29, 2017

Justifying the IT Budget: the Cost of Not Spending

“Competitive and ever-increasingly sophisticated in the marketplace”[1] describes a company positioned for long term business survival. Complacency takes the business nowhere but into irrelevance-land, which I think we can all agree is not where most business owners wish to end up… it makes selling the company slightly more challenging. Even in markets which were once firmly held to be localized are now open to new – and new kinds of – competitors, due in most part to advancements the development of information technology (IT) as well as how it is applied. These days, competition is globally facilitated rather than locally, and it’s becoming the standard approach. Welcome to the cloud.

New paradigms in IT capability and use are spawning huge shifts in what were broadly recognized normal or traditional business approaches. This realization has created the need for businesses to radically change their view of IT investment and the value of IT within the organization and operation. Yet IT is rarely an area which gains a strategic focus for investment within most businesses, and is frequently considered to be like a pencil or a particular chair… something the business needs but which has little impact on the company’s ability to compete better. Au Contraire, Mon Frère: Information technology is at the heart of business competitiveness, but justifying the desired investment is the great challenge. Maybe it’s because the focus is always on the great benefits to be achieved with the spend, rather than looking realistically at the impact of not doing it well or at all. Especially with information technology, there is a large potential cost to be paid for not spending adequately.

While business operations are sustained through IT involvement, economic pressures continue to weigh down business interest in funding IT operations. (which is weird, as there is a lot of evidence that the good bet is on those who do just the opposite). This regular spending reduction and cost control plan has good intentions of reducing the overall cost of business operations. The unfortunate reality is that operations are less efficiently sustained and are even more frequently unable to create or manage any level of growth. Reducing all IT spending is only useful when profitability is also improved and quality is maintained, unless it is an effort to simply stay afloat as revenues decline (and it’s recognized that quality will decline as well). But reducing costs does not help the business seeking to remain competitive in a rapidly changing marketplace, and pulling the pins out of the department primarily responsible for at least keeping things currently in operation operating serves only to chip away at the once-solid foundation. It’s a real problem, this difficulty with increasing interest and justifying increased funding for business information technology. And it all stems from the inability of organizations to clearly and with tangible benefit cost justify the investment.

It is this justification – demonstrating IT investment as a strategic asset presenting an advantage over competitors and positioning the business for future success – which requires effort and analysis to fully describe. Information technology is not a set of servers and software, and it is not websites and portals. It’s not click thru rates or SEO scores. Well, it’s all of that, but it is none of that. There is so much to consider and incorporate, and there are many degrees of success which might be experienced along the way. Information technology is a fundamental requirement in each and every business, and dependency upon it is increasing at a startlingly rapid pace, yet we still can’t quite figure out how to put it all on paper with provable numbers.

It might be easier to forecast in little departmental or functional pieces, but that doesn’t provide a total picture of the enterprise. And it’s often really difficult to quantify the impact of not doing something, or doing it only OK rather than really well. When this data does present itself, it often comes too late and in the form of a comparison to the competition, revealing where the business just didn’t meet the mark as compared to others in the same space.

It all boils down to businesses coming to the realization that information technology investment must be made on a continuing basis. The justification for IT funding must be made, and that justification must necessarily be balanced against the potential implications and impacts of not implementing. This is the only formula which can ultimately describe the value of IT investment in the business.

Make Sense?

Read the entire article on LinkedIn

https://www.linkedin.com/today/post/article/20140624161243-633314-justifying-the-it-budget-the-cost-of-not-spending

[1] A model for investment justification in information

technology projects: A. Gunasekaran et al. / International Journal of Information Management 21 (2001) 349–364

June 3, 2014September 25, 2018

Good Habits for Healthy QuickBooks

Using a QuickBooks desktop product is pretty simple – you install it and then you run it. For many users, it’s just that easy and uncomplicated because they don’t need 3^rd party integrated software, they don’t sync their files to other computers or services or try to share their QuickBooks data, and they remember to exit QuickBooks and back their files up each and every time they use them. On the other hand, many QuickBooks users experience quite a lot of frustration with the product – frustration which may often be the result of a poor practice when using the software. QuickBooks has been engineered over many years to be as simple to use as possible, but at the same time has grown to be a product with lots of features, add-ons and extensions. Users have also found ways to make QuickBooks do things it wasn’t really designed to do, this truth being one of the good things and the bad things about the product. When it works, it works great. When it doesn’t work, it’s beyond frustrating. It is a shame that a lot of the problems users have with solution may be rooted in the habits and behaviors of the QuickBooks users themselves.

Bad software use habits will cause problems whether the software is installed on the user PC or whether it’s being managed by a hosting service provider. Certainly there are some issues that hosts may mitigate, but the following is a list of good habits for keeping the QuickBooks software and data healthy and working that should be standard operating procedure for any QuickBooks user, whether QuickBooks is being hosted or not.

Keep the company file in good condition.

I cannot stress enough the importance of keeping the file in good condition. What’s the accounting and financial data worth, after all? A little time spent taking care of the file can save on a lot of time and headaches trying to reinvent the information. A QuickBooks company file is really a database, and is a rather complicated framework for keeping track of all sorts of related information. Anyone who has used QuickBooks desktop products for a while understands that the data file can get screwed up for a variety of reasons, and it is no fun. Yet QuickBooks has utilities to verify and rebuild data files, so it makes sense to periodically use them to check for problems. Like a check-up with the doctor, these utilities can help diagnose issues with the data file before they become really big issues. Another good practice is to back up the company file to a “portable” once in a while, and to then restore it for use. This process can not only validate the integrity of the file, it also helps condense and “condition” the file. Particularly when using a hosting service, but also when just running local on the PC, conditioning the data file once in a while can help prevent data corruption and/or loss (of data, time, productivity, revenue).

Close the company file and exit QuickBooks once in a while, would ya?

Users who leave their computers on all the time are missing out on the fun of letting their machines reset and do a POST (power on self-test), which means the machine or operating system could have an issue and the user wouldn’t recognize it until the machine was powered off and then restarted. For this same reason, programs and their data files should be closed when not being used – so they can run through their own startup and validation routines before you use them. Also, leaving the program open means it is active on the computer, and leaving the data file open means that it’s available (read=vulnerable). A random bypasser accessing the computer, a program crash, a machine crash… loss of power or a kitten running over the keyboard could all result in catastrophic damage to the application and/or data. It’s just better for all involved if the files and programs are closed when not being used. Maybe use a screensaver with a password, too.

Don’t try to use QuickBooks with a VPN (virtual private network) connection.

Just because a user can connect their remote PC to the office network doesn’t mean the PC will work like it’s in the office. In the office, it’s a Local Area Network, and the speed is fine enough to allow multiple computers to share a QuickBooks company file in multi-user mode. When there is a remote PC connected via a VPN, it’s usually a Wide Area Network connection, meaning that the network has been extended to include the remote computer, but that network connection IS NOT fast enough to allow the remote user to open QuickBooks along with others in the network. QuickBooks multi-user access only works on a local network (where local means the machines are all “local” to each other – on the same LAN). When QuickBooks is hosted by a service provider, the QuickBooks stations and the data files are all located inside the host’s network, making it all LAN stuff. The only remote part of it is sending the input and output (display, printing, keyboard and mouse) information “over the wire”. This is why a hosting model works when the app and data are hosted, but doesn’t work when only the data file is hosted.

Use Automatic Update, not Manual (but DO update).

Features change, new technologies must be supported, and user expectations adjust based on a wide variety of influences. What this means is that software products will necessarily experience change over time and users will be expected to update them. The first release of any new product is rarely flawless. It’s during that first introduction to a volume of users where many issues are found, making the v1 release of a software product something many people try to avoid. Yet there are still lots of folks who just can’t wait to have the newest thing, even when it comes to something like software patches. Regardless of how much they may put at risk, these folks want each and every patch and update as soon as it is available somewhere. These are the users who end up debugging the software for the rest of us, so I guess we should thank them.

For most users, however, it makes sense to wait until the software has been out for a bit and those initial issues identified and corrected, perhaps bypassing v1 and going straight to v2. If the product will allow, that is. QuickBooks has this great (or annoying, depends on how you look at it) feature that can tell users when there is an update available. This “automatic update” feature checks with Intuit to see if there are updates available for the product, and then tells the user they can download and install them. Generally, Intuit pushes these updates out only when they’ve been debugged and are deemed ready for volumes of users. If people want to get an update before Intuit pushes it out, they may be able to obtain it for manual installation. This is not the recommended method of handling QuickBooks updates; for most users, waiting until the product tells them it’s time to update is best.

Make sense?

May 6, 2014May 6, 2014

Easy deployment in the cloud: What about users and applications?

Businesses are migrating their systems to the cloud, it’s true. Organizations of every size and type are taking advantage of the cost savings and flexibility introduced with cloud deployments and hosting services. Rather than focusing efforts on procuring, installing and maintaining servers and applications in-house, IT departments are moving workloads offsite to cloud providers and hosted platforms. The tools are readily available to help these IT workers configure and light up VMs in hosted infrastructure, and certain platform licenses and other elements are made accessible to customers. But there’s something missing in the toolsets provided by platform hosting companies – a certain something that ultimately determines how useful (or not) the hosting platform service is when IT is ready to deploy users and applications in the environment.

Conceptually, hosting services are supposed to provide a centralized management and administrative capability for an organization. While this is true in the context that most of the system and resources are assembled inside the datacenter, proximity alone doesn’t make things easier to manage. In fact, some virtualization and delivery models can exacerbate issues that IT at least had a known way of dealing with when it was in-house.

Consider that, even in hosted and virtualized infrastructure, everything that needed to be done to build the in-house network still has to be done – only now it involves the on-premises computers (sometimes with client software still requiring installation and management), the local LAN, the Internet, the datacenter facility and network, and computers and software in the datacenter. Most of the complexity may reside in the datacenter with the hosted systems, but even that scenario isn’t necessarily plug-n-play. IT must still bring up the servers, and then the fun begins. Fun, in this case, means setting up policies and permissions, users, and applications. The unfortunate thing is that there are few tools being made available which directly and specifically address this requirement for customers in hosted infrastructure. Hosted customers are still burdened with the requirement to not only establish and manage their permissions and user accounts – they also have to still install, update and maintain application software in the environment.

Most IT teams recognize that installing an application once is way better than having to install it a bunch of times, so there is a tendency to lean towards hosting models where a single (or few) machines service desktop and application sessions for lots of users. Reducing the number of actual application installations, this approach (such as with terminal services) can make software implementations go a bit easier than if the app had to be installed across a lot of machines. On the other hand, there is a fine art to implementing some applications in terminal server environments, and not all apps behave well in the delivery model. Many engineering hours have been spent trying to get user apps working on terminal servers – sometimes much more time than if the application were simply installed to multiple PCs. On an ongoing basis, technicians fight with applications and broken functionality, wishing the entire time that they could bypass the terminal services issue and get back to working with individual machines and app installs. At least they knew the apps would work.

Companies determining that a VDI or DaaS solution would more directly mirror the individualized PC approach quickly find that managing and maintain the working user environment, including the variety of applications and functionality demanded by entry-level and power users alike, is just as complicated and time-consuming as it was when they were managing individual user PCs. And, lacking quality software distribution and lifecycle management tools in the platform, find that template-based VM imaging doesn’t go far enough in terms of easing the burdens of installing, updating and maintaining applications on a user machine, whether it’s the local PC or a managed VM.

The truth about many cloud solution offerings and hosting platforms is that they are often oriented towards the enterprise customer and IT department, expecting that the customer has the skills and capability required to do the right things in deploying the hosted solution for the company. Leaving all of the time-consuming aspects of service management and delivery to the customer – the parts of the delivery which address the actual users, desktops and applications – simply shifts the location of work for IT, but not necessarily the nature of the work. They’re still going to spend a bunch of time not just setting up groups and users and applications; they’re going to spend a bunch of time managing and maintaining them, just like they always have.

There should be smart solutions to these problems – tools which could be made available to customers having a desire to deploy their operations in hosted infrastructure and that deliver the automation and ease of management which enables IT to realize gains through process efficiencies at all levels of the deployment. The heavy lifting isn’t buried in the building of a server. The heavy lifting – the grunt detail work that nobody really wants to deal with – exists around groups, users and applications. Get some truly useful automation tools in those areas, and hosting becomes even more viable and beneficial for value added resellers, IT departments, and their users.

jmbunnyfeet Make Sense?

April 29, 2014December 7, 2017

The CPA for Small Business: Proactive, Responsive, and Helps Paint a Beautiful Picture

I once read an article written by Doug Sleeter which describing the findings of a published report titled What SMBs Want from Their CPA. The report was a summary of results from a study conducted by The Sleeter Group, and was intended to help accounting professionals understand the factors in the market which influence business use of professional accounting services. While adoption and use of technology was not named as the top item on the list, capabilities which can be rendered only if such adoption occurs were. In short, it’s not the technology that clients demand, but the level of service that professionals can only deliver by embracing advancements in technology and applying them to the client engagement.

The report and article placed a specific focus on trends relating to technology adoption and use in the professional practice, and establishes a foundation for firms to understand why technology is and always has been a key factor in the success of the CPA-client relationship. It’s not that the accounting professional must become a skilled technologist and promote high technology to the client. Rather, the success factor rests with the firm’s motivation to implement technologies and tools which will improve their ability to deliver more (and more valuable) service to the client in a more direct and timely manner.

The survey’s two critical questions posed to small business owners who use the services of a CPA were 1. What factors played a role in your decision to leave your former CPA?, and 2. What types of services would you like to receive from your CPA? Both questions are pretty straightforward, and the top responses from surveyed SMBs were equally unambiguous.

To the first question (factors playing into a decision to leave former CPA), the top two answers indicated that reactive and/or unresponsive are the problems which ultimately cause a small business owner to change accounting professionals. The top response was “Former CPA didn’t give proactive advice, only reactive”. The close second response was “Former CPA had poor responsiveness”.

Unfortunately, these responses more than accurately describe many professional firms and their approach to client service. These firms are perfectly content with waiting for clients to deliver after-the-fact information, delivering reports long after their relevance has past, and providing no sense of urgency in helping clients address business issues facing them here and now. These firms are content to work with their write-up and trial balance solutions, depreciation and amortization and tax products – and give little consideration to how they could adjust their operation to a better, more relevant and rapid delivery of service and insight to the client.

The second question, “What services do SMBs want from their CPAs?”, was met with the same responses professionals have been hearing for years; small business owners need help with business planning and business strategy and they wish the help would come from their CPA. It is surprising how many accounting professionals list business planning and strategy among the services they promote on their websites, and then just sit back and wait for clients to ask. Communication with clients remains relegated to annual reminders for tax information, or maybe slightly more frequent notes about other tax or compliance work to be done. It may be a bit unfair to place all the blame on the professional. Regulatory and reporting impacts on business are increasing and are increasingly complicated. Many professionals find it challenging enough simply to keep up with changes relating to the services they currently and regularly provide.

This is where practitioners should seriously take notice, and accept that the ability to meet changing market and customer demands is by intelligently leveraging technology to accomplish what people and process cannot do alone.

It takes information technology to speed up the bookkeeping, accounting and reporting processes; technology is required to help turn information into useful and relevant data;
technology facilitates the faster collection of information from and the delivery of information to clients;
technology is applied to reflecting numbers as pictures and helping users visualize the meaning of the data, and
technology enables the collection and analysis of “big data”, which leads to AI advancements and greater intelligence delivered through the applications businesses use.

The Sleeter Group report clearly demonstrated that small business owners continue to need and want more than just tax returns and post-facto reports from their accounting professionals, and that the lack of attention in these areas pose a direct threat to the small business/CPA relationship. Professionals can remove the threat by working closer with their small business clients, applying technology and process controls to get better information in a more timely manner, and returning the result with greater insight. Be proactive and be responsive, and apply the necessary technologies and business philosophy to get there before the client base looks for satisfaction elsewhere.

I’ve said before that small business owners don’t care about the numbers, they care about the picture the numbers paint, and they care about getting to a place where the picture is absolutely beautiful. With the right tools in place, their CPA can help guide them there.

jmbunnyfeet Make Sense?

April 9, 2014September 25, 2018

4 Rules of Thumb for Considering Cloud Applications in Business

With all the talk of cloud computing and Software-as-a-Service models, businesses are increasingly questioning their continued use of on-premises and “traditional” software implementations. Having heard that cloud applications are cheaper and better than locally installed solutions, some small business owners and IT managers are actively seeking alternatives to their current software selections. In too many cases, however, these business owners or IT managers aren’t looking at the longer term impacts of their decisions, and may be adopting cloud software solutions simply because it seems to be the way things are going these days.

The cloud is simply a term being applied to a new way of looking at information technology – how businesses buy it, how they use it, and what they expect from it. Even as technology gets more complicated, users are demanding greater ease-of-use and lower costs. The response to these conditions is the cloud: addressing basic and common requirements and delivering the solution for a low-cost to many users. While the approach meets the simplicity and affordability elements, it may or may not fully address all the functional, compliance or sustainability needs of the business.

One size never fits all, and this is as true with cloud computing as it is with bathing suits. For the business owner or IT manager considering adoption of cloud-based applications for the business, keep in mind these 4 Rules of Thumb so that the hype and excitement doesn’t cloud your judgment.

Rule 1: Software is software, and it is installed somewhere. Just because an application is accessed using a browser (which is software) doesn’t mean the product isn’t installed somewhere. When it’s a SaaS solution, the product is simply installed and running on the provider’s servers rather than your own computers. Software can fail even when it isn’t on your computer, so it should be expected that failure could happen with SaaS solutions. The difference is that a failure of an app on one machine isn’t news; failure of an app that lots of people are using at the same time is news.

Rule 2: Software that talks to other software means there is integration between the two. Whether the products are installed on the PC or whether they run from different providers’ systems, they still have to be able to communicate together at some common level. The Windows platform used to provide a “common” standard for integration of Windows applications. When applications move from the desktop platform to the web, many of the common integration approaches no longer work and new methods must be developed. Just because a solution integrates with the desktop edition of a product does not mean it will automatically integrate with a web or SaaS edition of the product (QuickBooks exemplifies this).

Rule 3: Software still requires hardware and other resources. When cloud-based solutions are implemented, the cost of the server and storage facilities (along with other elements) may be included in the subscription price. The efficiency and scale economies developed by the provider will ultimately determine their profitability, but it is generally the case that centralization of resources, management and administration can significantly reduce the cost of operations. With most cloud solutions, it is the assumption of scale (leveraging a single asset base to many subscribing customers) which makes things more affordable than deploying similar capabilities individually for each customer. Consider also that any deployment of cloud software solutions still means that businesses must retain their local networks and devices. While PCs, laptops and tablets may not be running business applications, they are still computing devices which may need to connect to networks, have virus protection, have remote access or connection software installed on them, and any number of other things. In short, moving to the cloud does not remove the requirement to have and maintain user devices, printers and LANs. And really, don’t most people still want Office applications on their devices, even if they also have remote access to such applications? Office for iPad is somewhat of a tell in that respect; kind of proves the point.

Rule 4: Not all data is stored in the same manner. This is as true on a PC or LAN as it is in the cloud. However, cloud solutions can introduce quite a wrinkle when it comes to keeping copies of business data over time. With PCs and local networks, a business would back up their data in any variety of ways, preserving the files and formats for possible later use. As long as there was software available to read and open the files, the backed up data would be usable. Simply due to the popularity of some data formats, there might also be tools or utilities available to read the data even if the original application was lost. The wrinkle introduced with cloud solutions is not necessarily that the format of the data is strange – it is likely that most cloud-based business applications use fairly proven and recognizable database technology. The difficulty is that the actual database file(s) containing a company’s unique data may or may not be separate from other company data. If it is separate (single-tenant database), it is unlikely that the database as structured is portable. The fact is, most web-based or cloud solutions will allow users to export data from the database, but cannot provide actual structured data files ready for use with another application, lacking logical data or table relationships. Some solutions suggest that simple list exports are sufficient, and others may say they have data conversion capabilities, but the reality is that data existing in a cloud application is not very portable. Business intelligence is a terrible thing to waste, so it is really important to be able to take all the data with you (in a meaningful way, not as a bunch of disparate lists).

Cloud computing covers a really broad spectrum of technologies and delivery models, and most of the above is more about SaaS applications rather than actual cloud platforms. The platforms are where the applications live – server and network environments. This is where hosting companies do their work, as the things they host live on the platforms.

Businesses electing to add mobility, management, fault tolerance and other capabilities to their systems should explore the benefits of application hosting and cloud platforms, and not immediately look to SaaS and cloud application alternatives to their existing software solutions. By deploying their systems in a managed hosting environment, businesses can often keep using their existing core software products, integrations, and data archiving methods while gaining the best benefits of “cloud”.

Joanie Mann Bunny Feet Make Sense?
J