Tag: enterprise IT

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Accounting Professionals: It’s Good To Be Sticky

You’re a professional services provider, perhaps an accountant.  Your client is a growing business, and they came to you to prepare the corporate tax return.  After several years of faithfully performing this service for your client, you send them the annual email reminding them to bring in the information to get this year’s return completed.  When they don’t respond, you call them.  And find out that the tax return was completed by another accountant this year, the accountant who took over the bookkeeping.  “But we could have done that for you, too”, you say.  But now it’s too late, and the client has a different accountant.  Consider it an opportunity lost, along with the client.

Is this something you run in to fairly frequently, losing clients to others who provide substantially the same services as you do?  It happens to the best of firms, and the secret to keeping it from happening is to be sticky – delivering the services which securely attach the client to your firm – and provide the ongoing value that your business clients can’t do without.

The first place to create stickiness is in your service offering.  One-time or annual projects (like tax returns and audits) don’t keep you in front of your client often enough for them to think of you daily, and daily (or at least frequently) is how often you want them to think of you.  As the business owner faces daily decisions, do they consider calling you for advice or insight?  If not, then you probably aren’t delivering the value, or the sticky service, which will tie your practice to the client for the long-term.   Daily bookkeeping, or helping the client keep their books in order, is a valuable service that most small businesses need.  While your firm may not be realty interested in performing or supporting the business bookkeeping, it is important to recognize that this level of work allows the firm to be more intimately involved with client business processes, providing a great deal more insight and understanding into client operations than through an annual tax interview.  By attaching your firm to the daily activities of helping to account for business activities, you elevate your position from an occasional service provider to a consultant whose advice is sought after on a regular basis.  You are now in a position to understand better what areas of business may need focus and attention, and have placed yourself as a trusted advisor who can help determine the best course of action in any given situation.

The other, critical element to being sticky is to make sure your clients know what you can do for them.  Don’t assume that each of your clients knows what service or value you can offer them (you know what happens when you assume, right?).  You have to tell them; spell it out and thoroughly communicate the variety of ways your firm can help them.  Just because you’re an accountant, you should not assume the client will ask you to help them with various business issues.  Often, a business owner will face a challenge and not know who to turn to.  Seeking out the assistance of specialty consultants is a standard approach, as is turning to IT contractors, software consultants, attorneys, or other service providers. Why not you?  Did they know you were available to help with this?  If they didn’t call you, then they probably didn’t think this was a service you provide.

Accounting professionals serving business clients must not only make their range of services known, but should also actually ask for the additional business from those clients.  Only through consistent exploration and value building, asking the client if services offered might be valuable to them and demonstrating how those services have benefitted others, will the firm begin to make the impact necessary to keep the client coming back, and coming back for more.

When the client comes back for more, you know you’re getting sticky.  That’s a good thing.

Make Sense?

J

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Turn Risk into Opportunity: Focusing on Value and Supporting Profitability

Turn Risk into Opportunity:

Focusing on Value and Supporting Profitability

Most businesses accept that they have “customers”, people who pay for the products and/or services that the business provides.  However, the customer many businesses fail to recognize is the “internal” customer – the consumer of services delivered internally to the organization.  These customers, most frequently recognized as co-workers and team members, depend upon the services delivered to them in order to do their jobs for the company.  This dependency represents the value of the service, and every organization has a need to get as much value as possible for the cost they expend for these services.  When the business approaches these internally delivered services as profit centers rather than pure cost centers, the impact to the business could highly beneficial as the application of resources gets focused on building strategic benefit for the company and not simply on supporting status quo.

Calling a part of the business a profit center doesn’t mean it’s going to sell services externally for money.  Rather, it means that the activities of the department can have a direct and meaningful impact to business profitability, and are participants in the development and facilitation of business strategy.  Profit centers can come in many flavors in a business, and may be identified as managers and owners reflect on areas of the business where changing conditions may introduce business risk.  Risk often translates to opportunity at some level.

A fairly obvious example of this is in the placement of IT departments and services within an organization.  If information technology is viewed purely as a cost-center and a “necessary evil” of doing business, it is more likely that IT services will have a perceived higher cost and lower level of value, as the technology is not considered a player in business strategy.  When technology is leveraged more directly to realize the strategic vision of the business, and is applied in ways which assist in delivering higher levels of service at a reduced cost while providing a means for market differentiation, the positive impacts in efficiency and profitability can be great.

A not-so-obvious example of a cost center which could be re-oriented towards increasing strategic positioning while making a positive improvement in internal service delivery (resulting in increases in performance and profitability) is the area of sales tax compliance.  Particularly with the emerging complexities introduced with cloud and Internet services, and with the lack of standards being the only consistency across the country, sales tax compliance is becoming a significant consideration and risk factor for businesses seeking to adopt cloud services and SaaS application solutions.

“Don’t just think of the tax department as a compliance shop,” says Waterfield. “It should also be considered a profit center. If given the proper resources, and access to information, it can provide the company the ability to become competitive in the marketplace either from assistance in calculating the proper price point or reducing overall tax expense on purchases.”
CFO.com (http://s.tt/1n56t)

Unless the tax compliance department is a direct participant in the consideration and adoption of cloud IT and other services, the business could end up with a significant liability and risk exposure that was not expected or allowed for.  Rather than finding this out after the fact, reviewing these types of potential impacts should be part of that same process which considered the adoption of the solution in the first place.

Accounting and tax professionals can find additional value to deliver to their existing and prospective clients by placing focus on these very important aspects of operating and managing a business.  As technology and globalization introduce more, and more complicated, issues relating to sales taxes and reporting compliance (which even the smallest of businesses must address) accounting and tax professionals should help their clients meet these changing requirements by offering proactive consultative guidance and support.

Make sense?

J

Read more about Should you be paying sales tax on your cloud solution?

Read more about Cloud FAQs for CFOs: CFO.com

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Be the McDonald’s of Professional Service

Be the McDonald’s of Professional Service

The Progressive Accountant

You run a professional services firm, perhaps an accounting firm. You have a wide variety of clients with a wide variety of needs, but the services you offer are relatively standardized. You provide tax return preparation, bookkeeping and financial statements.

What’s not standardized is how you approach each client need, and how you work with each client. You treat each engagement as a one-off, dealing with the client (and the client information) in a manner that suits the client at that time. While this sounds like a great approach, lending itself to a high level of personalization, the underlying result is inefficiency, lack of standards, and a very limited ability to improve your internal profitability.

What you need is a machine – to be the McDonald’s of professional services – delivering consistent and predictable service to your client community. Your service quality doesn’t have to be in the realm of “fast food”, but the point is that you should be using a standards-based approach and applying the same tools and methods to each engagement in a consistent and repeatable manner. You’ll rapidly find that a great many of your clients will eagerly adapt, and begin to embrace and take advantage of the tools you provide to them. For your firm, the result is more predictable performance and increased profitability.

As an example, let’s say that your firm is “tooled up” to provide services using Internet or cloud services.  You have a client portal where you can store and share files with clients, and you have mechanisms for securely emailing files and documents to clients as well.  Your goal is to get your clients to use the online portal to exchange information with your firm, enabling somewhat of a “self service” model.  But many of your clients won’t log in to the portal, and require you to use email to send/receive files and information.

The right approach here is to use the portal no matter what.  This is a key element to the success of your overall approach –the strength of your standardized processes.  And it’s important to remember that it isn’t a process if you don’t do it the same way every time.  Even if your clients don’t use the portal for data exchange, you should still encourage it and put the documents there.  Now, you’ll still likely do the email thing – it’s always a good idea to have at least two paths of communication.  But if you consistently use the portal as a standard method of making data available for your clients, many of those non-portal users may become users simply because they find that the convenience of any time/anywhere access really works for them.  Sometimes it takes letting folks get used to things, but once they do, it becomes second nature and almost an expectation.   Once these clients have adopted your standard portal approach, what else can you introduce to them to improve efficiency and effectiveness of the engagement?

You need to help make your firm as efficient and profitable as possible, and to have a quality product (or service) produced every time.  Henry Ford’s assembly line is where you start.  Create the machine that is the operational level of your business, and establish the tools and standards that will allow for sustainable growth and success.

Make Sense?

J

Read more about Data Warriors: Accountants in the Cloud

Read more about using the cloud to extend “connectedness” beyond traditional boundaries

Article originally published via The Progressive Accountant

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Disruptive Trends = Emerging Opportunity: Adapting to a changing technology and business environment

Every new day brings some new advancement in business technology, and much of this advancement relates to cloud computing, mobility, and new social computing models.  Information technology and solutions applied to business use have rapidly evolved away from paper-based or fixed-location tools, and are now oriented towards enabling mobility and anytime, anywhere access to business applications and digital data.

Trends driving change in business technology today may be reflected in two main areas: enabling solutions which are revealing benefit not previously recognized, and disruptive approaches which represent trans-formative changes to how businesses operate.   Disruption and transformation often generate new business opportunity, yet many professionals in accounting/finance and information technology fail to see the new potential available and resist anything which represents significant change.  These professionals equate change with risk, and are reluctant to entertain either.

An example of a class of solutions which enable the organization to “know more”, providing decision support through deep analysis and reporting of key business data, is the new generation of data visualization tools now available in forms and formats easily accessible by any business professional.  Previously, business owners had to rely on system analysts and accounting professionals to compile and report on various aspects of business activity.  Using spreadsheets and database driven chart-building systems, manipulation of large volumes of data was unwieldy and limited by available computer resources.  Moving beyond previously recognized boundaries in data collection and aggregation, tools now available assist users in combining data from disparate sources, and offer a rich suite of analytics coupled with the simplicity of drag-and-drop selection and exploration.

The opportunity introduced with this new capability does not rest solely in the analysis of the data.  Rather, it is in the control and the structure which must be developed to ensure that all relevant data being collected, and in the structure and control placed on those data collection and integration processes which will ensure that the information is properly associated or correlated, and accurately integrated into the model.   Completeness and accuracy of data is of critical importance, as is an in-depth understanding of the nuances of structured and unstructured data relationships.

In addition to the enabling solutions emerging on the market which are driving deep changes in how businesses see themselves are the advancements in technology which cause fundamental shifts in how business use technology to support operations.  The most evident advancement, often viewed as an approach which is disruptive to more traditional models, is the emergence of “cloud” computing models.  Cloud computing, connected services, and fully-managed outsourced IT solutions address a number of issues which have burdened enterprise IT deployments since IT departments were invented.

The difficulty for IT managers is that they are often overworked and underfunded, as information technology is not often viewed as a strategic differentiator but merely as a necessary cost of supporting operations.  Users view IT as being unresponsive and ineffective, and have little understanding of the balancing act required to meet user demands and at the same time deliver standardized enterprise computing services in a secure manner.

Mobility and the cloud has changed the landscape of business IT, and the concept of “there’s an app for that” is now fully ingrained in the user mentality.  Cloud solutions, sometimes introduced to the business by non-IT personnel and often viewed as “rogue IT” projects, have won adoption by business users due in large part to the simplicity of implementation, and often because they can deploy the solution quickly, outside of the boundaries established by internal IT management.  Information management within the organization must necessarily extend now to mobile computing devices, where an entirely new set of issues is revealed in terms of personal device management and distribution of corporate data and intelligence.  Professionals assisting the business with information management, access, collection and integration processes must now give greater consideration to incorporation of mobile device and application management, as well as the risks introduced with the broad use of personal computing devices within the organization.

The cloud represents a convergence of social and mobile computing, and introduces an entirely new class of business metrics to measure due to the significant increase in available data captured at various levels and through various types of virtual interactions.  With users being able to engage wherever and whenever they choose (“there’s an app for that”, again), businesses must shift IT focus to strategic enablement, creating standards for outsourced deployments, and infusing each effort with the security and control required, which is a mainstay of IT operations.

Big data, visualization and analysis, and mobile and social computing are changing how we do business.  As the trusted advisor to the business, the accounting professional should embrace these changes and the opportunities they present to deliver more value and service in each client engagement.  Accountants can help their clients understand how to do more with less – leveraging technology to improve operational efficiencies, and to structure, capture, integrate and analyze the relevant data which will reveal the risks and potentials of the operation under a variety of circumstances.

Disruption creates your opportunity to bring order to the chaos, helping clients compete and flourish in a difficult economy, and providing the proactive guidance and analytical support necessary to build and sustain profitability.

Make Sense?

J

  • Read more about how accountants need business intelligence, too
  • Read more about how there’s no fear and loathing in accounting
  • Read more about the pressure on accountants to deliver more value and intelligence to their clients
  • Read more about Data Warriors: accounting in the cloud
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Discussion on hosted service options at The Sleeter Group ASC 2012

Discussion on hosted service options at The Sleeter Group ASC 2012

Are you having a hard time understanding the best approach to hosting your business applications – wondering why it costs what it costs, and why some applications seem harder to get hosted than others?  While installing applications on your desktop seems pretty straightforward, it may seem like nothing short of rocket science to get an application installed with your hosting provider.  And, to make matters worse, a handy little software widget you just bought for $20 now means you must have your own entire virtual server just to run it in the cloud? What’s up with that?

There is a lot of confusion regarding application hosting services, what customers expect from them, and what service providers are reasonably able to deliver.  Unfortunately, software developers, customers and service providers are not always on the same page when it comes to trying to solve the problem or making it easier for businesses to adopt the service.

To attempt to address the issue, and to (hopefully) provide some clarity and guidance around the application hosting service model and its use in your business, I will be presenting a session on application hosting, including QuickBooks hosting, at the 2012 Accounting Solutions Conference, presented by the Sleeter Group and being held this year in Anaheim, California on October 22-24.  The discussion will include information on typical hosting provider models, as well as application issues and considerations businesses should be aware of when looking to have their software and systems delivered by a 3rd party.

In all fairness, I will not be recommending specific providers, nor will I suggest that any one provider is better than another.  Each hosting company has their own strengths and weaknesses, which is true with all businesses.  The focus of the session is helping attendees learn what they need to know to begin a basic evaluation of whether or not hosting of their applications makes sense, and to recognize those factors which will impact cost, performance, and usability.  Further, I’ll also be talking about how hosting isn’t a standalone solution, and how cloud-based applications and services may be combined with hosted application services to deliver the necessary functionality for the best value (“can you say chunkify!” to use a Doug-ism).

So, I guess you need to come to Anaheim in October to learn some stuff, and then take a day at Disneyland.

Make sense?

J

Get ASC 2012 conference session information here

read more about the confusion over hosted licensing on The Progressive Accountant http://www.theprogressiveaccountant.com/tech-tips/confusion-over-hosted-licensing.html

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Price Of The Cloud Still Out Of Reach For Small Businesses? Commercial QuickBooks Hosting Providers offer competitive pricing, but are still largely unknown.

Price Of The Cloud Still Out Of Reach For Small Businesses?

Price Of The Cloud Still Out Of Reach For Small Businesses?

Commercial QuickBooks Hosting Providers offer competitive pricing, but are still largely unknown.

In a recent article on Forbes.com, contributor Gene Marks contends that, for most small businesses, the most cost effective way to run their business IT is locally and not in the cloud.  The contention is that software features and functionality businesses demand isn’t yet available in affordable SaaS solutions, and outsourcing the hosting and management of desktop applications is more costly than doing it yourself.

Because the cost of a cloud solution like the one I have is still too high for most small businesses like mine!  The setup I have would normally run me about $100 per user per month.  Which means that a typical small business with a ten user network would be paying $12,000 per year.   Yes, you read that right.  It’s a great service.  But is it worth that much?  Not to my clients – all thirty of them who considered this option turned it down.  At least for now.  Forbes.com

http://www.forbes.com/sites/quickerbettertech/2012/01/23/price-of-the-cloud-still-out-of-reach-for-small-businesses/

What this author did not take in to account is the aggressive pricing model which evolved around the hosted QuickBooks desktop editions, and how the community of Authorized Commercial Hosts for QuickBooks offer “full meal deal” hosting of those business applications most small businesses know and love.  Because the QuickBooks desktop editions have such a large market of integrations, add-ons, plug-ins, etc. it was necessary for most of the hosting providers to accept hosting of a wide variety of these applications in order to get adoption of the hosted QuickBooks product with ProAdvisors and accountants as well as their clients.

One of the Authorized QuickBooks Hosting providers, Cloud9RealTime.com, offers both shared hosting of QuickBooks desktop applications and Microsoft Office, as well as virtual server environments where customers may run whatever mixture of desktop software solutions the business already has.  By allowing businesses to place all of their licensed products in a managed environment, where installation of software updates and helpdesk support is part of the service, it enables organizations to have the benefits of remote access and high availability service without having to build the capability themselves – and for a fraction of the cost.  Cloud9’s pricing model is far less than described in the article, with services for businesses being available for half (or less) than the $100 per user cited by the author.

The Authorized Host for QuickBooks program and community of providers seems to be fairly unknown amongst small businesses, but owners and managers should look more closely at providers like Cloud9RealTime.com and see what pricing and services are available.  It may change your mind, and show that the cloud isn’t out of reach for small businesses.

Make sense?

J

read more about the confusion over hosted licensing on The Progressive Accountant http://www.theprogressiveaccountant.com/tech-tips/confusion-over-hosted-licensing.html