Tag: bookkeeping

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4 Rules of Thumb for Fiscally Fit Business

4 Rules of Thumb for Fiscally Fit Business

4-rules-of-thumbMost folks who start a new business go in to it with a rather naïve belief that a good idea, product, service and/or group of people can be successful just because their idea, product, service or people are good.  Unfortunately, that isn’t’t the reality of starting up and running a business.  Regardless of how great and innovative the idea is, the business only works if it is sustainable and profitable.  Otherwise, it was just a great idea.  For many entrepreneurs, developing an understanding of the financial underpinnings of running a company isn’t the most exciting of ideas.  The compulsion is to outsource the responsibility to someone else like an accountant or financial advisor. While I completely and utterly agree that every business owner should work closely with their accounting professional and financial advisor, I also know that those very same business owners will get more value from their advisors if they have a common language to speak (business finance) and are working toward a common goal.  The goal is fiscal fitness – the creation of a sustainable and profitable business. Just as physical fitness supports a healthy body, fiscal fitness supports a healthy business.

The successful business operating in this economy adheres closely to 4 main beliefs, rules of thumb perhaps, relating to fiscal management and fitness and which are generally communicated in detail using the language of business finance.

Rule 1. Plan before you start.  Then plan some more.  Starting a business isn’t like going to college; you’re supposed to know what you’re going to do BEFORE you start up rather than paying to explore the options.  It is also very important to recognize that the plan may require some adjustments as you go along (“No plan survives contact with the enemy”), taking care to not equate focus with intractability.  This plan should also include the “exit strategy”, which is really a plan for what the owner wants to ultimately get out of the effort.  It could be a plan to sell out for gobs of money, to leave a legacy for the children, or maybe just to have an awesome quality of life and do what they love at the same time.  Knowing what it will take to get in, get it done, and get out the way you want is all part of the plan.

Rule 2. Keep a close eye on the numbers.  No, not all of them, but the really important ones.  Some of these numbers have to do with the relationships between price, volume and cost.  This is the stuff a business owner needs to know like the back of their hand – hairs and all.  Not every business will focus on the same key numbers (mostly, but there are certainly variations), but every business owner should know what to look for.  And they should be looking very frequently so things don’t get out of whack before corrections can be made.

Rule 3. Manage the cash, manage the growth, and know how one impacts the other. Cash flow and growth are priorities number 1 and 1 in business but they aren’t the same thing.  Consider that reducing prices (and profits) to get more sales may work as long as the volume of sales supports the effort and generates the cash.  Without the extra sales revenue to rely on, reducing profits could result in devastation (maybe sticking with the prices the way they are and not pushing for fast growth is a better idea).

Rule 4.  If you must borrow, be informed and do it smartly.  There are a lot of different options for borrowing money for the business, just as there are a lot of different reasons to do it.  There is a great deal of research available which describes the benefits of borrowers being educated in basic financial literacy, with better financial decision-making being among those benefits.  Looking for financing is kind of like choosing between the apple and the candy bar: one may promote the fitness you’re looking for while the other does not (but it looks sweet!).  It’s nice to have the foundation to support knowing which one you should choose.

Building and maintaining a fit business requires an understanding of how the business works – how and why it makes and spends money, what makes it profitable and what it takes to create and support growth.  While outside advisors may be available to help, the best performance is achieved when the business owner masters the essential skills required to run and grow a fiscally fit and sustainable business.

Joanie Mann Bunny Feet

Make Sense?

J

Measure, Manage and Succeed.  It’s all about knowing how to speak the language of finance

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Focus on the Finance Department: QuickBooks in the Cloud

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.

qbcloudWith 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

Make Sense?

J

 

 
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Cloud Computing for Small Business: It’s All About 3 Apps

Every business uses technology at some level, and every business has certain fundamental needs which are most frequently met through the use of computing technology.  Regardless of business type or size and independent of industry orientation, there are 3 fundamental things which every business does which means that there are 3 fundamental application types or solutions which every business will buy at some point.  These 3 application types, which could be distilled down to just “applications”, have become so broadly used in business and so widely recognized as the standards that their names are often used instead of the term representing the functionality they provide.  When it comes to cloud computing for small business, it’s all about these 3 applications.

In what are now referred to as “legacy” or “traditional” models, these products would generally be purchased as software and associated hardware to run it, and would be installed and managed on the local premises.  With cloud computing models, the solutions may be purchased or subscribed as managed infrastructure and application licenses, or as a full service subscription (SaaS).  Regardless of the service model, the applications are the key to the customer win.  While cloud computing may be challenging how IT products and services are sold and delivered to customers, it is not fully impacting which solutions customers are actually looking for.  Over the past 16 years this has been the reality, and it may take another decade before these products are unseated from their top positions simply due to the inertia of the installed bases they’ve already developed.  Service providers have found (or will find) a way to deliver these applications in cloud computing style, or small businesses will simply not move everything to the cloud very quickly.  It is really just that simple, and I’ll explain why.

QuickBooks-Hosting-WordCloudThe three things that each and every business does, and which they generally purchase computers and software to facilitate, are communicating, producing information, and keeping score.

1. Communicating is an essential need for every business.  Whether it is communication via phone, fax, email or otherwise, businesses will communicate and they will purchase products which help them do it better.  The standard for business email communications has become Microsoft Exchange, which is now available as a highly affordable subscription service from Microsoft or from a wide variety of commercial MS Exchange hosting providers.  Certainly the popularity and growth of hosted Exchange supports the argument that not only is MS Exchange mail very widely used in businesses of all sizes, but that it is also highly acceptable as a hosted solution because users retain desired functionality and are able to benefit from a variety of add-ons and additional services from their hosted Exchange email provider.  The other thing about hosted Exchange is that the user can still use MS Outlook on their desktop to get their mail.  Now we’re back to the desktop application again.  Regardless of what mail server and service the user has, they are often more attached to using Outlook than they are to the mail service.  In fact, when you ask a fairly non-technical user what they use for email, they’ll often say they use Outlook (the desktop client, not Outlook.com).

2. Producing Information is another essential need for every business.  Whether the information is produced for internal or external use, there is a lot of information created to inform various people about the business.  Documents, spreadsheets and presentations are used in every business, and productivity applications help people create them.  The standard in this area is Microsoft’s Office suite of products which includes Word, Excel and Powerpoint.  It isn’t unusual to have someone suggest “making a powerpoint to get the message across”, rather than using the word “presentation”, and does anyone expect to get a document not in .doc format?  When users ask for productivity products, they usually ask for Office software and they usually mean Microsoft Office suite products.

The broad use and proven suitability of these products has well established them as the standards for use in business.  While these applications are now available as limited-functionality web-based applications, most businesses continue to rely on the desktop products which resulted in myriad file sharing and “collaboration” tools which work with the Office products.  Microsoft recognized the value of having the feature-rich productivity applications available in hosted and managed service models (as hosted applications rather than true web-based apps), and made the products available for licensing and distribution via their Service Provider License Agreement (SPLA). Microsoft (direct and via partners) also offers Office 365, which provides licensing for Office desktop applications and/or hosted Exchange email services.

Hosts with cloud servers and managed infrastructure and VDI solutions are all facing this truth: their services are useful when there are applications running on them, and among the most frequently requested applications are the Office apps.  This is why so many providers offer not only cloud servers and virtual desktop solutions, they add value to their service by also offering the Microsoft Office products.  At least in the case of MS Office, service providers have recognized that certain fundamental applications must be present in order for the server or desktop to have value for the SMB customer.  After all, “moving the server to the cloud” doesn’t solve the problem if all the apps remain on the local PCs.

And then we come to the final application – the last fundamental small business application for service providers to focus on.  It is with this application that hosting companies will make real impact in moving their small business customers from local to hosted applications, virtual desktops, and the world of cloud servers and managed hosting.

3. Keeping score, or accounting, is the final absolute and fundamental business function which exists in every business regardless of size, type or industry.  This is another area where service providers are focusing, realizing that within the realm of small business accounting there is a single standard product line which serves the exact profile of the target SMB/SME customer: Intuit QuickBooks desktop products.

When challenged to find a single application solution which addresses a fundamental business need, is not oriented towards a particular industry segment, and which is likely to drive increased usage simply due to existing market penetration and sales – there is only one name that answers, and it is QuickBooks, most specifically the Pro, Premier and Enterprise desktop editions.

Looking further into the problem reveals that there may be more options for small business accounting emerging in the SaaS market, but this doesn’t help the hosting companies looking to increase usage on their own platforms.  Additionally, while new and emerging solutions may be introducing options for very small business, the activity actually serves to increase awareness of and usage of computerized accounting solutions, resulting in increased share of the market looking for and purchasing these solutions – increasing the overall market for SMB accounting products and providing an opportunity to sell QuickBooks solutions to those new users. Further, Intuit QuickBooks remains the dominant choice once the business has needs beyond simple invoicing and bill payment, and continues to see growth in product sales and distribution for this reason.

It’s also true that, once a business has itself “invested” in an accounting product, change is not something considered easily.  In many (most?) cases, the business is more closely tied to their financial systems than they are to their service provider.  If the provider can’t work with the software, the business is likely to seek services from another provider.

Moving everything but finance to the cloud is not an option for most businesses, either. Particularly with small business/small enterprise, there are generally systems which serve a broad business need and not a single function.  QuickBooks is not just a back-office accounting product.  It also provides some front-office functionality, such as storing general customer information, handling invoicing, inventory management, job costing and other functions.  It is essential that service providers not minimize the importance of this solution in their target client operation.

The financial system is not an island and is often integrated with or connected to other applications and data.  Even though the QuickBooks desktop products are designed to suit businesses up to 250 employees, it is unlikely that a business will have all 250 people running QuickBooks.  Rather, the product may be used by 2 or 3 people in the accounting department, or possibly by up to 30+ users in an Enterprise deployment where the product serves more operationally oriented functions.  The rest of the company is likely using MS Office and email as suggested earlier, and perhaps some other operational or business specific product which may integrate with QuickBooks.  The point is that it’s unwise for service providers to minimize the importance of the financial software and systems, even if those solutions are used by only a very few of the total number of users within the organization. 

More evidence suggesting that the name QuickBooks has become almost synonymous with  small business bookkeeping is visible within the accounting and bookkeeping industry, where bookkeeper training programs focus as much on the QuickBooks product (if not more so) than on actual accounting fundamentals.  Businesses hiring bookkeepers don’t ask for bookkeeping experience, they ask for QuickBooks experience.  If a small business owner asks his accountant what product to use, it’s a good bet that the accountant will recommend, and possibly even set up, QuickBooks for the client.  There is momentum there which cannot be argued with, and it represents significant opportunity for those who have platforms to run the stuff.  Weirdly, QuickBooks desktop editions and other desktop-based financial products available in a cloud hosted model represent a last and final element which is driving broad adoption of cloud servers and hosted desktops within the SMB markets.

It is all about the apps, but not just any apps.  It’s about the apps small businesses need, want, know, and currently use.  Service providers who can offer their customers these applications as cloud service – as managed applications on a cloud server or VDI platform – are in a position to serve the broadest base of SMB/SME customers. Talk about addressable market… at that point, it becomes a simple function of exposure as the value proposition is undeniable (and barrier-free).

Joanie Mann Bunny FeetMake Sense?

J

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Financial Literacy and Small Business Success

Businesses and individuals alike must make complicated financial decisions throughout their lives.  Sadly, the volumes of research which explore aspects of financial and debt “literacy” among individuals and small business owners reflects that a growing portion of the population lacks the understanding to make these decisions.  Questions surrounding this issue often focus on the educational aspects, and the positive impacts which might be created through greater levels of understanding of accounting fundamentals and the basics of financial management.  Particularly in smaller businesses, where there is a much closer relationship between business and personal finances, understanding even basic financial concepts is likely to lead to “better financial decisions and household well-being”.

a strong relationship between debt literacy and both financial experiences and debt loads[1]

Because many educational offerings tie to specific training approaches and methodologies, it becomes very difficult to measure the usefulness of the skills developed separately from the effectiveness of the training methodology.   Trainers may employ specific devices or tools which facilitate their delivery, and often times these tools become more of a focus than the actual educational content.  On the other hand, a program might provide a great deal of information in a fairly raw form, yet this information is unlikely to deliver a useful result if the participants do not understand it or cannot grasp the concepts introduced. The challenge is not only with providing the education, but finding a balance with the information and the outcomes; understanding how basic the training might be and still provide a measurable, beneficial impact.

In the study Keeping it Simple: Financial Literacy and Rules of Thumb, the authors discuss the benefits of teaching small business owners a series of fundamental “rules of thumb” for management of the business, rather than delving into the complexities of comprehensive business accounting and finance.  Teaching participants about the basics of double entry bookkeeping, cash management and investing, and then coupling that information with instruction on essential processes to follow resulted in significant improvements in financial management and improved the accuracy and consistency of reported data.

the rule-of-thumb training changes actual business management practices[2]

 

Outcomes show consistently positive when a simpler approach to developing “financial literacy” is provided to small business owners, and particularly when the training and content is oriented towards the characteristics of the participants.   The highest level of result was achieved with business owners with a low level of financial “sophistication”, with a limited interest in financial or accounting training, and with limited baseline business practice structure.  These were the participants who were found to be most likely to implement what they learned in the “rule of thumb” training.

The conclusion drawn from these discussions is that financial education and basic accounting training can become a key factor in helping business owners not only account and report better for their businesses, but provides an essential foundation for understanding how to grow the business and create profitability.   Accounting professionals working with small business clients should recognize that an effort to provide a level of education to clients is likely to not only help those clients make better business (and personal) financial decisions, it will also increase the chances that the client will keep better books and provide the accounting professional with more consistently useful information to work from.

After all, the goal of the accounting professional working with small business clients is to help those small businesses become successful businesses, isn’t it?

Joanie Mann Bunny FeetMake Sense?

J

[1] http://www.nber.org/papers/w14808.pdf

Debt Literacy, Financial Experiences, and Overindebtedness | Annamaria Lusardi and Peter Tufano| NBER Working Paper No. 14808|March 2009

[2] https://www.poverty-action.org/sites/default/files/kis-dfs-march2013_0.pdf | Keeping it Simple: Financial Literacy and Rules of Thumb | By ALEJANDRO DREXLER, GREG FISCHER, AND ANTOINETTE SCHOAR

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Bookkeeping Needs Better Reporting Tools

There are many articles and papers available which discuss the rapidly increasing “volume and velocity” of electronic information moving through businesses these days. The focus of the discussion in most cases is on how businesses need to adopt tools and solutions to help them with the management of this electronic data flow. What isn’t being discussed at length is the visceral business intelligence which is lost due to less direct interaction with the raw data.

By manually working through each item, the person regularly processing the information would often develop somewhat of a picture of the business simply through a level of intuition, a gut reaction to the information. This is a rapidly declining model, thanks to intelligent technologies and direct system integrations.

With the plethora of electronic information sources, data collection tools, and transaction download facilities, many bookkeepers and business owners are finding that their gut instinct and business intuition is being lost in the shuffle of managing and matching up all this electronic data.

Focusing on small business bookkeeping, the processes are now being oriented more towards matching up electronic transaction data points than on entering the information from the raw source. Where bookkeepers were once perceived as “mechanics” in terms of performing the bookkeeping data entry, the activities of these professionals is becoming even more mechanical in nature as the primary requirement shifts from entering the information to importing it and then matching it to source documentation.

Even decisions regarding categorization of the transaction are often made by software solutions, eliminating more involvement by the bookkeeping or accounting pro. At the same time that bookkeepers and accountants find themselves having difficulties communicating the value of the service they deliver, technology trends in the industry are weighing even more heavily on that value proposition by providing users with do-it-yourself tools and self-service solutions.

The answer to the challenge of demonstrating value in the bookkeeping and accounting processes is for accountants, bookkeepers and business owners is to focus on the result of the work rather than focusing on the work directly.

Small business owners will challenge their accountants and bookkeepers to explain why processing a limited number of transactions per period would cost much, and the professional ends up fighting a battle which cannot be won; there is far more value in the work they perform than simply entering the data. It’s this explanation of WHY bookkeeping and accounting takes skill and has value which become arguable to the business owner, and is a discussion which the accountant or bookkeeper is more likely to win if they were to in a position to provide their client with proof of this value.

Too often, accounting and bookkeeping service providers attempt to prove their worth to the client by espousing the quality, accuracy, and timeliness of their services and say too little about the value of the result they will deliver. Additionally, many professionals introduce their clients directly to the accounting software and try to engage the client to work cooperatively with the bookkeeping, as there is a perception that the client may see more value in the work if they can a) see it being done in real time and b) see how complicated it could really be.

Unfortunately the accounting and bookkeeping solutions often implemented by small businesses actually look pretty easy to use and are intuitive, which serves to even further diminish the value proposition as the client perceives that they could likely operate the software just as well as the bookkeeper.

In order to deliver the proof to the client that the bookkeeping work has value, the result becomes the focus of the effort. Rather than providing balance sheets, profit and loss statements and bank reconciliations, those involved in the bookkeeping and accounting process for the small business should also focus on reports which demonstrate the value of PROPER bookkeeping and accurately reflecting business activities.

Would the client know the real difference between cost of goods sold and a regular business expense? Reflection of that single transaction with two different treatments could be the trigger to get the light bulb to light up. How best to demonstrate the variation? Not in pure written report form, that’s for sure. Numbers alone don’t generally trigger real understanding, but painting a picture might.

Today’s dashboard and reporting tools – solutions which use information from the accounting system to reflect visual trends and representations of business performance – can deliver far more meaning and easier understanding than a columnar report with numbers and percentages. Further, these tools can address the task of revealing critical insight into business value, demonstrating (for example) the difference between cash flow and profitability, or identifying trends which indicate patterns in how the business is causing or reacting to change.

As small business owners feel continued pressure to improve performance and profitability, and as lending sources for business credit remain difficult and costly to engage, the necessity for quality bookkeeping and accounting services does not diminish, it increases. The challenge is in finding ways to read the data and discover the insight and meaning it reveals.

The value of bookkeeping and processing accounting data for businesses is ever-increasing in these days of global markets and global competition, and the forward-thinking professional will recognize that deeper insight into the business – insight enabled through the use of realtime reporting and analysis tools – delivers an ongoing opportunity to work closer with the client in addressing challenges identified and presented, and allows the accounting professional, bookkeeper and business owner to be guided by real information rather than emotion or intuition.

jmbunnyfeetMake Sense?

J

 

read the original posting at  The Progressive Accountant.

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Accounting Professionals, Software as Service, and DIY

Joanie Mann Bunny Feet

The question begs to be asked “how did we get here?” (with “here” being the current state of information technology and the accounting industry). There is confusion in the market; there is still significant debate as to the underlying value of Internet technologies and online application services, and the “managed enterprise approach” has yet to return the benefit and cost-efficiency that is expected.

The accounting industry is experiencing continued change, and understanding the progression of events and technology developments can provide significant insight into where the industry is today and where it will likely be tomorrow. Most professional accounting firms recognize the need to implement technology and solutions that will help the firm and its clients compete in today’s market. Understanding the options available and imperatives that drive the need is key to making the right choices

Technology to manage general business and financial processes has evolved tremendously in the past 20 years, and history clearly reveals that those who have successfully adopted such technologies have done so in stages. Bridge technologies and services (which I fondly refer to as “tweeners”, like cloud hosting of legacy applications) provide a means for safe and low-risk adoption of online working models and managed IT services.

Application hosting solutions have achieved a high level of acceptance in the market, and these are the services that have assisted in garnering online users for the purely Web-based (SaaS and cloud) applications. Providers delivering their “legacy” applications using terminal servers, Quest, Citrix and similar technologies offer the full capability of the Windows application along with the rich Windows interface, as well as the benefits of ASP service and Internet accessibility similar to the Web- app (e.g., the “software as a service” model). This familiarity in functionality and presentation has made adoption of hosted deliveries of these applications a harmless and often seamless transition from localized IT models.

Once a business has adjusted to working online and outsourcing the management of the general IT service, taking the step towards a “true” SaaS solution is much less of a step.

However, trends in the software industry indicate that the concept of “software as a service” has been taken several steps beyond simply providing online access to applications, and are offering outsourced support and finished product deliverables rather than just the software application. For example – an accounting professional may obtain a “finished client tax return” rather than simply purchasing the tax preparation software.

For many emerging Web-based applications, this is the positioning and model which is selected to bolster adoption of the solution.  There has been a great deal of success in offering business users access to a solution, and then providing the actual business service behind it as users find it easier and more efficient than doing the work themselves. This activity has focused on the direct customer and consuming market, where business applications are not sold separately, but as a function of getting the business process facilitated. CRM and helpdesk services are frequently offered this way, as are HR administration and payroll services. The technology has matured to a point where the outsourcer can facilitate the internal business process on behalf of a business fairly transparently, including business bookkeeping and accounting.

All of this serves to devalue the knowledge required to perform the business and accounting processes. There is a belief that has been marketed very well to the small business sector – “if you can write a check, then you can do your own books”. This concept has not proven as realistic as many would choose to believe. But it earned – and continues to earn –  market share. With the trend in software becoming the transparent outsourcing of the processes, is the consuming market likely to recognize the expertise required to manage the outcome?  Retail providers of accounting, tax preparation, and other services (H&R Block, as an example) have quite successfully marketed against the need for businesses to engage with a skilled credentialed professional.  Accounting professionals who do not view this as a threat to their value are simply not paying attention.

Today’s accounting professional must address the realities of Internet technologies, outsourcing, and retail or consumer-direct competition, and the potential impact it will have on the businesses (the client business as well as the professional practice). Recognizing that accountants (by trade) are not typically technologists, it is important to understand that involvement with the financial processes causes a necessary level of involvement with the technology, as well. Professionals who understand and embrace the appropriate use of technology and outsource models are the professionals who will continue to demonstrate their value and expertise to their client businesses and to the market.

With the industry generally moving towards an online, enabling model, those who do not embrace such technologies will rapidly find themselves attempting to compete. As the trend continues to devalue the backoffice processes by essentially hiding them from the consumer (the client business), the position of the accounting services provider is also devalued.

By embracing the technology/enabling model now, the professional service organization positions itself to function as seamlessly with the market as the online service. A clear example of such activity is the emergence of free e-filing of tax returns and the prevalence of low-cost do-it-yourself business bookkeeping and accounting solutions online. Reports indicate that there continues to be a marked decrease in the number of returns prepared by professional organizations as compared to the significant increase in volumes of online do-it-yourself return processing. This has clearly devalued the tax preparation service in the eyes of the consuming market, bringing it down to a level where price is the sole differentiation.

The solution is to fully “enable” the professional services organization, and provide the foundation for seamless delivery of services to the consumer. Once an online working model is adopted within the professional service organization, it gains the opportunity to change and reconstruct internal systems without concern for direct client impacts.

Just as the online application can render the computing platform irrelevant, so can the professional service delivery render the supporting applications irrelevant. This offers the professional service provider the flexibility and freedom to use or develop systems that create differentiation through the underlying process rather than forcing frequent change upon the client.

Make Sense?

Joanie Mann Bunny Feet

J

Have questions about hosting business applications (like QuickBooks)?Are you looking for help developing your IT-enabling model?  Need assistance convincing clients to use the cloud, or onboarding clients to cloud services?

We can help.