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The Collaborative Online Model for Small Business Accounting Professionals

Accountants and bookkeepers serving small business clients are facing a growing problem – how to provide services that are valuable to the client in a way that makes it profitable for the provider.  Part of the problem is that small business, while they need quality accounting and bookkeeping services, have a hard time paying for it unless the person doing the work is sitting in the office producing tangible reports and paperwork all day long (and maybe answering the phone while they’re at it).  Accountants and bookkeepers working with a variety of small business clients can’t be profitable when they have to travel to client offices to do the work or pick up and deliver files and paperwork, and they certainly aren’t expecting to be the office receptionist while they’re there.

The solution for both is an online working model, where the outsourced professional and their client can both login together.  Each accesses the applications and data to get their work done, and is able to access when and where they need to.  Online accounting approaches help service providers increase their profitability at the same time they increase their level or range of service provided to clients.  With a collaborative online accounting model, professionals and their clients can work from anywhere at any time, giving both the freedom to focus on what needs to get done.

This doesn’t necessarily mean that the bookkeeping or accounting solution has to be an “online” service, per se.  Looking at the accounting product alone isn’t often the best way to solve the mobility and managed service problem for the client, which is really what “online” for the client is about.  The fact that their service providers (accountants, bookkeepers, etc.) can also work in the system is of secondary benefit to the client.  The worst thing an accounting pro can do is tell their client they have to switch accounting solutions just to make it easier for the accountant or bookkeeper.  It makes sense to improve that situation, but accounting/bookkeeping isn’t generally the entire IT requirement for the business client.

An online working model enables collaboration with team members and providers alike.  Reducing or eliminating the requirement for sophisticated technology solutions is the key element, providing everyone the ease-of-use and security of server-based computing.   The real benefits include centralization of business application management, protection data resources, and the ability to more fully streamline business processes.   For many businesses, the earned benefit is increasing the capacity to do business profitably simply by making the current working model much more efficient and effective.   The benefits are there for both the client is collaborators to experience, and this is where the focus should be – on the benefit to the small business.

Accounting professionals can also seamlessly increase their own opportunity and value by embracing a collaborative online working model.  Through the use of outsourced bookkeeping, payroll services and other providers, accountants can increase or expand the services they offer to clients by seamlessly incorporating them into the overall offering.  An online approach makes this possible, and can position these valuable services as the key to client business success. Working online together, professional service forms and their contractors or outsourcers can work closer than ever before, and the accounting professional is positioned to deliver far more value to the business client.

An online working model improves the profitability of the professional practice, too. The movement of information from one place to another, the restructuring of information from one form to another… these are processes that represent the cost and inefficiency in the professional accounting office.  By working online in client accounting solutions along with the client, firms can reduce or eliminate redundant and time-consuming work that is the bane of the practice. Bookkeeping, property tax compliance work, payroll, HR and benefits administration – these are areas where outsourcing may make the most sense for the practice while enabling accountants to increase the overall value of service provided.

Does your professional practice offer valuable business services like these for your clients? Profitably?

A collaborative online working model can enable your firm to deliver the range of services business clients need most while improving the bottom line for both.

Joanie Mann Bunny FeetMake Sense?

J

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Workflow is Essential in Document Driven Business

The popularity and proliferation of online applications and cloud computing solutions for business has transformed how organizations manage activities, people and resources.  The Internet-connected marketplace has introduced both opportunity and challenge for businesses of all sizes, and much of this focus has been placed on the management and control of digital documents and data.

Electronic document management has been commonly used in professional services business for many years, yet has not always been viewed as an essential technology to apply in the context of organizing and structuring the processing of the document.  As clients of these professional firms continue to generate and utilize a great deal of paper documentation and written information, firms continue their reliance upon paper files, shared drives, and other more traditional methods of organizing the work, and storing or controlling access to documents.  However, key trends in the industry are causing these approaches to be increasingly burdensome for professional service firms, including:

  • Need to support multiple offices, geographically disbursed team members, and mobile workers and devices
  • Increasing use of email as a primary tool for collaboration
  • Introduction of new risk elements accompanying new technologies
  • Increasing numbers of forms and document types coming from clients
  • Rising expectations of clients and increased market competition
  • Growing need for businesses to increase earnings and profitability with fewer resources
  • Increasing requirement for knowledge management supporting sustainability, creating the ability to retain and reuse best practices and work produced

Advances in the design and underlying technology supporting many document management solutions today have delivered great capability to firms adopting electronic document management approaches.

Benefits of implementation include the ability to create a centralized, searchable documents base which includes all client-related content, including email communications as well as documents and data files. Easy search, access, collaboration, and re-use of information are enabled, and complete audit trails may be retained. Electronic document solutions also reduce physical document storage needs, reducing costs associated with managing and storing paper files, and can better serve business disaster recovery and continuity initiatives.

While today’s electronic document management solutions may address many of the challenges involved in working with large volumes and varieties of documents and data, there are few solutions on the market which address fundamental issues relating to document processing workflows and how they are impacted by various business or data-driven events, or by the availability of people or resources to facilitate the process.

The growing problem facing businesses today is the volume and variety of information which must be organized, processed and archived. The market is sold on the idea that electronic communications and record keeping will simplify things, but the reality is proving otherwise. Businesses are hoarding information at unprecedented rates and with the ability to collect and generate increasing volumes of digital data, businesses have not simplified their information processing, they have only created a greater need.

Generating and collecting data is not the issue created, nor is ultimately the archival and storage of the information. Rather, the problem created is in organizing the work related to processing this ever-increasing volume of documents and data.

Businesses dealing with documents and transaction-based activities should not only attempt to structure workflows necessary to support the various processes, but must also seek to normalize as much as possible, developing a consistent and methodical approach to the work which results in predictable and consistently high quality service delivery.

The efficiency gained through this structuring and standardization of the work allows the professional services firm to achieve a greater level of profitability for outsourced processing engagements, which are often viewed as low-margin and low-profit activities.

Make Sense?

J

Read about Using Structured Workflow to Manage Offline Clients | Intuit Accountants News Central

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Small Businesses and Performance Data – Analytics are more important than ever

Creating and keeping a competitive edge is critical to building a successful business.  Developing a plan, monitoring the plan to make sure the business remains on target, and setting goals for growth and profitability are foundations of business success.  But great strategy and detailed planning cannot ensure success because the economy and business environments are unpredictable; no amount of planning is a guarantee that bad things won’t happen and the business won’t experience challenges.  On the other hand, regularly monitoring small business performance data can reveal trends and indications that things are not going as expected, and provide a basis for making the decisions necessary to get the business back on track and regain the competitive edge.

Business owners must be prepared to make adjustments as conditions change, acting on decisions made based on business performance data.  While business analytics are more important than ever, with businesses facing volatility in financial markets and increasingly globalized competition, finding a way to approach the matter is often the biggest barrier.  The growing difficulty – the increasingly expanding problem facing business owners and their advisors – can be distilled down to three particularly noticeable trends.

An Aberdeen Group report from Nov 2011 titled “The Analytical SMB” identifies these trends as More Data, More Users and Less Time.

More Data

  1. The volume of data flowing into organizations is already high and is increasing.
    1. The data is complex
    2. The data lacks similarity (data is disparate)

The volume of information flowing in to businesses is already high, and is increasing steadily.  With all the data collection applications and tools available, and as the business seeks to gain more information and intelligence from more sources, the volume of information gathered by businesses has increased at astounding rates.  Technology has adapted to this need, allowing businesses to gather than store vast amounts of data.  To be of value, however, the data must be analyzed to find the answers to questions posed.  What technology is only now beginning to address is the complex and disparate nature of the collected data.  Coming from varying sources and in equally varying formats, data must be “normalized” and related for it to make much sense.

More Users

  1. More business decision makers in more job roles and functions are getting involved
    1. More people approaching the problem with their own “brand” of analysis

In a very small business, decisions are generally made by the owner.  This is most often due to the fact that the owner is the person who not only knows what’s going on in the business, but is generally the one doing a lot of the work.  As businesses grow and bring in personnel to manage various functions, these managers become decision-makers.  Decisions are made in businesses at all levels, and as management layers are compressed, those “closer to the action” are being handed more responsibility for the decisions impacting their areas.   Without a comprehensive and company-wide framework for data analysis and reporting, these individuals and workgroups find ways to capture and analyze the data they feel is pertinent to their requirement and within their own realm.

Less Time

  1. Timeframe for making decisions is shrinking, and is shrinking at an “alarming” rate
    1. The “velocity” (rapidity of motion) of business is increasing

It may be that, in some businesses and markets, certain decisions don’t have to be made with any great speed.  Businesses or markets of this type are tough to find these days because the Internet, information technology and connected systems have all but eliminated the effects of time and distance. Just about everything in business today moves at a rapid pace, and that means that business decisions are often demanded on-the-spot, providing little time for detailed consideration and working through the problem.   Without the tools and data providing meaningful real-time visibility into business performance, decision-makers may be able to act fast but not wisely, and are most frequently guided by their “gut feel” as to what the right move is.

Driving Small Business Analytics

Business decision makers are now recognizing the need to know more about the business and how it is operating and competing in order to effectively address the choices and decisions faced each day.   The cause for this recognition may be due to variable elements, but the conclusion reached was the same: good business decisions require business analytics to support them.

Not surprising was the report finding – that the majority of small business owners felt pressured to adopt a business analytics solution primarily due to the fact that “critical business decisions rely too much on “gut feel”.  Surprise! Other drivers listed were lack of visibility into operational metrics, the growing number of people in the business who want analytical capability, the business’s inability to identify and act upon business opportunities, and having less time to make decisions.

Steps to Get There

As with any business project, there are “degrees of success”, and the ultimate success of a business initiative requires that all parties be on board with it.  Businesses who recognize a need to improve their analytical capability, but who do not then empower their systems, processes and people, will not achieve the same result as those who do.

Focusing on the business data, it is important to address both the volume and disparity by creating formal data management practices and policies, and implementing systems and processes which assist with the intelligent capture and storage of business information.  Simply retaining the data is not useful; it must be presented and applied in a meaningful manner for it to become useful as decision-supporting information.  The value of the information increases dramatically when it becomes truly useful to the business.  Additionally, by empowering a broader framework for data collection and analysis, businesses extend the “intelligence” to others in the organization, supporting individual and workgroup efforts to make better decisions for their respective areas of responsibility.  Of course, if the information is not provided in a timely manner, its value is reduced if not eliminated (hindsight may be 20/20, but that doesn’t help you see where you going to step next).  Any approach to building business intelligence should leverage connectivity and integration to provide a timely delivery of complete information how and when it is needed.

What’s the Proven Benefit?

source: article
source: article

The obvious benefit of business analysis is that business owners are provided with data to help them understand more about the business operational and financial performance.  The real and proven benefit is that the information provides a basis for gaining insight into trends and conditions which impact performance, and which support making the necessary decisions which facilitate improvement in various business areas.

The highest level of proven benefit, according to the Aberdeen Group report, was achieved by those businesses who embraced the requirement to know more about the organization and operation, and who implemented a focused effort at building business intelligence.

Fast Facts: Best-in-Class SMBs Achieved 24% year over year increase in new customer accounts sold compared to 12% for the industry average, and 11% for the laggards.

These organizations which achieved the greatest improvement operated from real data rather than being guided by gut and emotion, enabled the entire organization to participate in the development of organizational and business intelligence, positioned themselves to identify and act on new business and market opportunities, and ensured that those who must make decisions have the information and insightful data to support making the right ones.

Make Sense?

J

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Accounting Professionals Should Do This: Be Proactive and Regularly Communicate with Clients

Accounting Professionals Should Do This: Be Proactive and Regularly Communicate with Clients

I’m not sure where I heard it, I think it was a sky diver on TV, who said about the sport “you’re dead until you do something about it”.  At the same time that I realized that I never wanted to sky dive, I also realized that this fairly desperate philosophy at some level applied to a lot of business situations. Weirdly enough, one of them was how this relates to public accountants and bookkeepers working with small business clients.

One of the things I’ve heard a lot throughout the years is that bookkeeping and doing other work for small business clients is tough, because they never bring you the information you need when you need it.  With a philosophy of “help me help you”, accounting professionals are trying to find ways to make it easier for the client to deliver the work to them.  The missing element, however, is a closer working relationship with the client, coupled with PROACTIVE and REGULAR (please note the big letters) reminders that getting the work to the professional is the only way to get it processed in time .

How many firms really communicate with clients only during tax season?  Is the client organizer your main method of reminding them that you’ve got a relationship?  It’s not even funny how many business owners couldn’t name the accountant who did their tax return last year, and who don’t seem to care to know.  This is definitely not the way to build and retain client relationships, yet it is the approach many professionals take.  And then they wonder why the client base isn’t growing, and why they are having a hard time “communicating their value” and they want to know how to get more of that profitable “higher level” work.

You’re dead until you do something about it.

Put into the context of the reactive accountant, it starts to make sense.  Accounting professionals must be proactive – be doing something to build customer loyalty and retention, be actively and regularly communicating with clients so it’s not a mad rush during tax season, and be implementing tools and solutions to help them offer more meaningful services to their clients.  This is how to make the firm grow and thrive.  So, go do something about it.

Make Sense?

J

Being Proactive, Not Reactive – Accountants Need to Increase the Speed of Service Delivery from Intuit Accountants News Central

Read more about Building Smarter Businesses: Staying Relevant in a Cloud Accounting World

read more…

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Getting out of IT Jail

Getting out of IT Jail

I have a friend in the accounting/technology industry that spends way too much time on his business in-house IT.  He’s always futzing around with servers and workstations, fixing corrupted data files or PCs that won’t launch applications, and setting up remote access so he can work at home (which he never actually does because he’s at the office fixing IT issues).  More often than not, when I try to get time to chat with the guy, his response is “I’ll have to call you later; I’m in IT jail”.  As a side note, my friend is Doug Sleeter, a recognized leader in the world of small business accounting and among QuickBooks accountants, consultants and advisors.

My friend works a lot with different solutions and technologies designed to make it easier and more effective to get accounting and business information collected, processed, stored, and reported.  He reviews tons of different solutions each year, and looks for those he believes can truly make a positive impact in the life of a business owner.  My friend also, as he puts it, “eats his own dog food”, meaning that he actually puts into place many of the solutions which he finds to be beneficial so that he can experience their benefit in his own business.  His proven experiences then translate to support for the solution in the market.  People need to know that a solution will actually do what it is supposed to do, and many wait for someone else (someone they trust) to go first so they can use the customer feedback to help them make a decision.

My friend clearly recognized the growing value of cloud solutions and how implementing cloud-based services to solve specific business problems might be a more effective and affordable way to address growing business needs than with traditional ERP models or installed software approaches.  Using different tools that work together (his term for this is “chunkify” 🙂 ), even very small businesses could now affordably address the various operational and financial information management needs which exist at some level in all businesses.  Following along with his previous commitment to use and not just talk about these things, he began the process of selection and implementation of various cloud-based applications, tools and integrations for his desktop QuickBooks software.

No battle plan ever survives contact with the enemy.  thesis on Military Strategy, German Field Marshal Helmuth Karl Bernhard Graf von Moltke 

It was going great.  Application services subscribed to were working as expected, and all sorts of information was fairly seamlessly flowing to and from QuickBooks.  And then, it happened – his bookkeeper moved away and wasn’t able to work in the office where the accounting software and data were housed.  Take a deep breath. Okay, so back to the remote access thing, and more IT jail.

He worked diligently to create remote access for the now-remote bookkeeper, and remote desktop service worked OK, but it was “a pain to keep working, and it never could give the type of performance we were trying to give her”.  Go figure, the one piece of the puzzle left in the office was the one making everything else more difficult and costly.  He was in IT jail once again.

The final step was to get the QuickBooks software and company data out of the local network and in a safe and secure and fully-managed environment.  Particularly since QuickBooks is (in this case) the centerpiece of the business accounting system, it became essential to place it in an environment where it would be maintained, monitored, and protected by people who specialize in that sort of thing.  My friend, like most business owners, just didn’t have the time and resources to have the level of IT and management that an outsourced commercial service provider could offer.

See The Sleeter Group’s  QuickBooks and Beyond article Still Addicted to Desktop Software? Get it Hosted in the Cloud

Intuit even recognized that businesses needed a better way to run and manage their QuickBooks desktop software, so they created an accredited hosting program to allow service providers to offer application hosting and license management services to QuickBooks users.  My friend now uses one of these providers to host his QuickBooks and other desktop applications.  He still has all the integrations and features he had before, but isn’t required to spend time and productivity fixing hardware issues or software installation problems.  His software is installed, maintained, and actively supported by IT professionals who are focusing on nothing more than keeping his systems up and running.

In his own words, “the hosting move offloaded us from having to mess with providing access, and at the same time it improved performance and delegated the IT management”.

For a time my friend and his business went without a high level of IT management and support, but now he completely recognizes that he needs it and is finding it to be well worth the cost.   Now he’s got his own “get out of jail” card.

Make sense?

J

In case you didn’t know it, both Intuit and Sage have programs for service providers, providing authorization to host and deliver small business financial software products to direct customers.

Get information on Intuit’s Authorized Commercial Hosts for QuickBooks here, Get information on Sage hosting partners here.

If you need assistance deciding how to get your applications and business online, or selecting and implementing with a service provider, we can help.

Read more: Cloud Hold Out No More: QuickBooks Desktop Editions in the Cloud

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Knowing Enough to Run a Successful Business

Knowing Enough to Run a Successful Business

If you own and operate a business, you probably want to make it successful.  Granted, success comes in many flavors, and there are also “degrees” of success, where maybe you do okay but not as well as you’d like (or not as well as your local competitor).  Running a successful business, and crafting a business with sustainability and long-term value, takes information as well as know-how.   Remember that information = power and you want to be as powerful as possible when it comes to running your business.

While today’s information technologies, mobile devices, and “everything as a service” have the capability to deliver way too much information for the average business owner to make sense of, there are a few areas of the business where investing in a little insight and reporting can make a big difference in the level of understanding you have about the business.

Rather than making decisions based on guesses or gut, business owners should use actual historic data relating to these are key areas (and key performance indicators) to help predict sales and order volumes, estimate cash flows, and forecast profitability.

Getting Customers

The “customer lifecycle” does not start when someone buys from you, it starts when they become a potential customer (often referred to as a target).  Even before someone buys, your business may expend resources to expose your brand or product to them on websites, in advertisements, and through other marketing channels.  These marketing efforts will (hopefully) result in the generation of qualified leads for the business to sell to.  Unless the business understands the costs involved and the efficiency of the marketing and lead generation efforts, it cannot understand the actual cost of getting a new customer.

The next step in getting customers is turning a qualified lead into an actual paying customer.  The business will want to keep track of conversion of leads into customers, along with sales data including total sales, number of items sold, and how items were priced.  Powered by sales performance data, business owners can learn whether or not their lead qualification efforts are working, if their products are competitive, and if the pricing is in alignment with the industry.

Producing Work

When businesses operate, they essentially produce whatever work product their business model is designed to produce – whether it is a professional service, product, logistical support or whatever.  Every business produces some type of work product.  This is the operational aspect of the business, and business owners should want to know as much as possible about how well operations are running and how effective the operation is.   This isn’t just the cost of production, (the yield expected for a given investment in materials or equipment), it is also about the quality of the product (customer satisfaction) and the quality and value of the service behind it (customer retention).

Keeping Money

Money (more specifically, cash and the availability of it) is the metric that most small business owners tend to focus on.  It makes sense, too, given that most small businesses survive based on what they have in their bank accounts.   Then again, looking at the accounts receivable and payable won’t tell the entire story, either.  Business owners need to know how quickly their customers generally pay, and they need to know how much capacity or inventory they have before needing to buy or develop more.

The message underlying this entire discussion is that fact that you can’t analyze what you can’t quantify (no information = no power), so it is essential that systems be in place to capture information from the business and its activities.   Further, recognize that it takes some skill and experience – perhaps from your trusted accounting professional – to put the information together so that it makes sense and is useful.

Make Sense?

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