Tag: information management

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Audit or Advice? Small Accounting Firm Practitioners and Small Business Clients

adviceortaxesWhen a small business owner needs advice about running the business or strategizing on financial matters, one would think that the business owner would engage their accountant in the discussion.  Following along with that logic, many small firm practitioners believe that their small business clients will ultimately engage with them for this advisory work and move beyond statutory audit and compliance work.  For a great many firms, however, there remains a struggle to achieve more work and greater opportunity from client engagements; the firm remains relegated to performing mechanical functions of accounting and reporting and fails to gain the additional work which is truly desirable. There are a number of elements which present themselves in this discussion – considerations that the small firm practitioner may not be addressing – and which are likely contributing to the firm losing the opportunity to deliver more and deeper services to the client.

First, let’s consider why small business owners initially engage with their accounting professionals.  More than with larger businesses, smaller businesses tend to rely more heavily upon the involvement of outsourced accounting professionals simply because the business isn’t able to justify the cost of staffing the position full-time.  Needing office managers and bookkeepers or data entry operators is often a more evident need to the business owner, where assistance with daily operational and information management processes are more urgently required.  Functions considered to be “accounting” could effectively be outsourced to a 3rd party and handled in more of an after-the-fact basis.  For many small business owners, accounting is something which can be performed after all the real work is done, and presents the information necessary for payment of taxes, processing of payroll reports and the like.  The accounting professional is typically engaged because the business owner knows this work must be done by somebody, and believes the selected practitioner to be competent and trustworthy, and they’re also probably local.

With the convergence of market environment changes, regulatory and jurisdiction conditions, as well as changes in behaviors (cultural, sociological, technological), a new level of demand has been created for business and financial advisory services. Yet small business owners often remain reticent to approach their local small firm practitioner for the service. Why is it that the client doesn’t often approach their small firm practitioner with requests for advice and advisory services?

Part of the problem is perception.  Small business owners often believe that their needs require specialized knowledge and experience to address, and that the skill and experience can only be derived from a larger firm. Particularly if the smaller firm is not presenting itself in a manner that suggests that business advisory services are not only offered but are a specialty, the firm may simply lose to competitors who communicate the ability more effectively (something larger and more established firms are able to do via referral and reputation as well as through marketing).

A possible way to address the competency and perception issue is partnering, where firms join to collectively deliver solutions to the client.  Where one firm may specialize in an aspect of the engagement and the other firm addresses other areas, the delivery of full service to the client is ultimately the goal, and sharing the work and the revenue is often a more agreeable approach than losing out on the engagement altogether.

Another factor presenting itself in the equation is the “entrepreneurial spirit” from which many small businesses are fueled.  A small business owner is often somewhat of a superman, taking on multiple roles and performing a variety of functions in the business.  It is this DIY (do-it-yourself) attitude that contributes to the business growth and success, but it is also sometimes the barrier to achieving a higher degree of success. Believing more in the personal power of critical thinking than in the reliance on the professional’s education, experience and insight, the business owner simply refrains from asking for advice because they don’t think they need it.

Frugality is another factor playing into the small firm/small business relationship.  Small business owners may want advice, but they don’t want to have to pay for it.  Anyone selling products or services to small business recognizes that there is a certain amount of consulting and advice that accompanies most sales.  For some, this is simply a part of the sales process; helping the customer determine that this is the best choice and they should buy it.  It’s not so simple with accounting and finance, however.  There’s a big difference – and perhaps large risk associations – in giving advice versus performing accounting and compliance work.  Certainly, advisory services aren’t something the firm would elect to give away, so it becomes essential that the value of the advisory service be expressed in a way that the client can understand and believe.

 I once heard a financial planner address this same argument, where a prospective client suggested that they couldn’t really afford to pay for the advice.  The financial planner countered with the argument that a good financial plan will increase the return, which then recoups the cost of the advice.  If you pay $100 for the advice, and you earn $500 more than you would have without the advice, then it kind of feels like you’re getting paid to get advice because you gain more than you spend.  It’s the same with accounting, finance and business advisory services: sound advice should improve the rate of return, which would more than compensate for the cost of the advice.  The trick is getting the client to view the service as something real and valuable and not as snake oil, and to make a commitment to following the advice.  Real value must be communicated and tangible results measured and delivered, not smoke and mirrors.  Otherwise, the client return isn’t there, and the advice proved valueless.

As regulatory requirements increase – and become increasingly complex – the demand by small business for outside help also increases.  It is this ever-expanding demand which represents opportunity for small firm practitioners to capture more (more interesting and more profitable) work from their small business clients.  But competition is also growing from new providers and systems delivering advice, forcing adjustments to how the small firm must present its offerings and services, as well as change how they deliver and support those offerings.Whether through partnering and referral models, the development of new competencies and capabilities, creation of new workflows and methods, or some/all of the above, small firm practitioners must adapt in order to get that opportunity.

While the small firm practitioner may recognize that the small business client is greatly in need of advisory services, what they may not recognize is that the traditional approach has turned around, and it has become more likely that the client will seek advice first and statutory audit work second. For small firm practitioners, it is time to recognize that relationships are changing and how business is done must evolve to meet and advance that change.

jmbunnyfeetMake Sense?

J

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Small Business IT Governance: You really need it now

it-balancing-actBig changes are going on in the world of information technology and business.  Where social computing and  mobility are no longer purely consumer concerns, enterprise IT departments face a growing requirement to embrace user devices and access in environments which were once strictly and closely controlled.  Enterprise IT may be challenged when presented with user personal devices and demands for remote access to enterprise data, yet the governance of systems is generally well-defined and strictly performed.  In small business, however, the people, policy and process issues (collectively incorporated into “governance”) tend to be more organic, and the use of personal devices and open access is more frequently considered to be a normal part of the overall business IT profile.

It is a focus on defining controls and processes, and influencing the activities and attitudes of the people involved, which has become an essential requirement in small business.  Where management of information technology resources was not of great concern to the small business owner before, increased device and information mobility (removal of physical boundaries) and erosion of logical boundaries around personal and business computing have become a really big deal for everyone in business. Small businesses just don’t often have departments of people working on the problem.

Technology use in business has always come at a price, and as various influences continue to change how users interact with devices, applications and systems, business owners and IT managers will continue to face difficult choices between balancing security of information resources and providing a productivity-enhancing user experience.   Too many security barriers result in avoidance of security protocols, slow or immobile company computers result in users working on their own machines and portables, and restricting access for mobile users results in “shadow IT” implementations of mobile sync and other data access approaches.

Yet “shadow IT” tends to be the norm with many small businesses, where there are often fewer barriers to implementing solutions which address individual user issues or problems.  Lacking the resources or understanding to develop a strong plan for managing information systems and technology within the business, small business owners often consider the computer systems and computerized data to be tools to get jobs done rather than strategically valuable assets to be strictly controlled and protected.  These business owners are not recognizing the ever-increasing need to not simply secure business information, but to establish processes and rules which will govern how users and devices access and interact with the information and systems.

Enterprise IT departments have often viewed their small business counterparts (customers, suppliers, etc.) as potential points of vulnerability, an attitude which was once considered to be centered not on real assessments of the risk but more in terms of ego, level of sophistication, and hierarchy in the food chain.  In today’s world of real risk introduced by myriad technological and human elements in every link in the supply chain, enterprise IT conclusions regarding the risk potential of doing business with anyone – including small businesses – may not be entirely unfounded.  Whether it be commentary and information distributed by individuals via social media or malware or corruption introduced inadvertently (or not) via computerized interaction, there is the possibility of risk introduced with every system, person and process involved.  Enterprise to enterprise, these issues may be more often recognized and remediated; where the SMB is involved, not always so much.

This is a brave new world of computing, and there is truth in that even the smallest of businesses can “compete with the big guys” when the right mixture of technology and process is applied – for good or bad.  Technology enables businesses to be more productive, get more done with fewer resources and perform at higher levels. IT Governance in small business is no longer an optional area of focus, addressed only during infrequent discussions with the local contract IT guy when he comes in to defrag the hard drive on a slow computer.  Establishing the proper processes and controls to wrap around IT use in the business has become an imperative; a necessarily specific and considerate approach to how information technology is used within the business, who uses it, and what IT is composed of.

Just about every business, and most individuals, are connected in some manner via some type of network, representing a dramatic and dynamic change to the traditional composition of business IT and the landscape of vulnerabilities which threaten it.  The increased connectedness, capability and complexity of systems and networks requires a greater focus on overall IT governance – exercising authority and controls – as the impact (just like the information) can easily and unintentionally reach far beyond the boundaries of the individual business.

jmbunnyfeetMake Sense?

J

“People are nothing more than another operating system”, says Lance Spitzner, training director for the Securing The Human Program at SANS Institute.  “Computers store, process and transfer information, and people store, process and transfer information,”  How Hackers Fool Your Employees

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Accounting for Point of Sale

Accounting for Point of Sale

There are a lot of solutions available to help retail businesses get business done.  From touch screen technology to mobile credit card and payment processing, retailers have many choices when it comes to selecting the right technology for the establishment.  But even the best point of sale system can lack the critical element that makes it truly valuable for the business.  This critical element is integration to a trusted accounting and finance solution.  While the POS system may include a level of basic accounting functionality, the reality is that a dedicated financial application will perform better in the long run.

Just as specialized line of business applications are used to handle operational functions, the financial application should be considered to be the “line of business” solution for the accounting and finance department (even if it is a department of one). This system not only services essential processes like receivables management, bill payments and bank account reconciliation, it serves as the basis for payroll, financial, tax, performance and other reporting. Further, the financial systems are often the first and primary source of analytical data, illuminating KPIs and cash flows and ultimately the business value.

The point of sale application generally handles the selling of and payment processing for goods and services sold by the business.  Whether it is composed of registers and terminals connected to a host system, PCs running POS software, or mobile phones and tablets running mobile payment processing apps like Square or GoPayment, point of sale addresses the retailers need to capture and record sales and payment information, sometimes customer information, and often inventory information.

The data from the POS solution must make it to accounting in some manner, yet point of sale applications are too-often approached as a standalone business requirement, somehow disconnected from other aspects of the business including the back-office.  Sales and items may be recorded in the POS system, yet only summary sales data ends up being re-keyed into the accounting system.  Centralized inventory management is all but nonexistent in these cases, and gross sales total are often recorded rather than individual transactions and receipts being transmitted to the accounting system.  The process of re-keying information from the POS to accounting systems is not only an efficiency-killer, it is also introduces a great potential for errors.  When the business elects to conserve on data entry and post only summary information to the accounting system, valuable detailed sales and transaction data may be lost.

The right approach to bringing point of sale together with accounting is to automate the process of integrating POS data with accounting on a regular basis – with AUTOMATION being the key.  Rather than establishing a process that requires manual entry of information from either system, a data integration solution is the best approach, with an import/export solution running second. The point is the elimination of manual re-entry of information.

There are numerous tools available that can take formatted POS data and import it into products like QuickBooks, for example, where it can be properly accounted for.  While QuickBooks Point of Sale integrates with QuickBooks desktop products, other POS solutions can also connect with QuickBooks if the right integration tool is selected, and there are quite a few available.  Check with the POS vendor and ask about a direct integration with QuickBooks desktop or whatever financial system you use. If there isn’t a packaged integration solution available, then check out products like Transaction Pro Importer, which can automate a variety of data import processes and ease the burdens moving external data into QuickBooks.pointofsale

The other factor in getting point of sale data to accounting is actually getting it there… transporting the data from the POS location to where the accounting system lives.  In many situations it is not desirable to keep the accounting system on the same computers as the point of sale systems, and in some cases it isn’t even possible.  But there is generally a way to get the information in a form that makes it possible to transmit it in some manner.  Among the most popular approaches to solving the “getting the POS data from here to there” problem is to use a data sync solution like Dropbox.

If the point of sale data can be exported or output to a file on a PC hard drive, then it may be able to be stored in a Dropbox folder on that PC.  At the home office where the accounting system resides, the operator would access the sync’d files from the local PC Dropbox folder and import the data to QuickBooks.   For QuickBooks Point of Sale there is an option to create a “mailbag” of sorts from the POS data of a remote store, which QuickBooks POS at the home office would pick up from the Dropbox folder and push to the QuickBooks financial application.

For businesses using POS systems like Micros or POSitouch and others, there is likely a service or application that will produce the POS data for import to QuickBooks or other financial system, pulling POS data files placed in the Dropbox folders by the POS app or performing the function as a web service or SaaS integration.

While I am a big fan of application hosting services and running QuickBooks desktop editions in the cloud, I’m also a realist and recognize that many POS solutions either can’t or shouldn’t be hosted.  There are situations where a hosted point-of-sale makes a lot of sense, and then there are cases where no bandwidth or proprietary hardware-based solutions make hosting not even an option. That doesn’t mean that the financial systems shouldn’t be hosted, though, and there are numerous ways to get the sync’d POS exports to the hosted QuickBooks environment, for example.

The key for retailers is to make sure there is a solid process for getting detailed and accurate POS information into the accounting system on a regular basis.  Manual entry is never the best answer.  With all of the technology and tools available, manually re-entering sales information is a waste of time and is likely to produce errors.  The better answer is to use an approach that automates the regular collection of point-of-sale data from all sources, delivering the data in a regular and consistent manner to accounting, and providing the basis for end-to-end automation supporting the integration of the point of sale system data with the rest of the business accounting.

jmbunnyfeetMake Sense?

J

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Justifying the IT Budget: the Cost of Not Spending

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

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

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

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

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

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

Make Sense?

Read the entire article on LinkedIn

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

 

[1] A model for investment justification in information
technology projects: A. Gunasekaran et al. / International Journal of Information Management 21 (2001) 349–364
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QuickBooks and Dropbox? Yeah… no.

mobile cloud dataHaving your data available from anywhere is awesome.  Storing files in the cloud and being able to sync them with files on the computer is a great way to make sure the files are centrally available regardless of which machine you use to access them with.  Dropbox is among those favored solutions which provide users with the cloud drive storage and an ability to seamlessly sync those files to various computers.  It’s pretty cool, but let’s face it: not every type of file loves living in a Dropbox or sync folder.  Particularly for folks who want to be able to store and sync their QuickBooks and other business files to the cloud, there are a few things to be aware of when using these nifty sync solutions.

A file is not always just a file.  What do I mean by this?  Well, there are lots of different types of files an application might store and use, and not all of them work the same way.  For example, Word documents are files that only one person can actually work on at a time – there’s no actual “multi-user” functionality when it comes to a Word doc.  You either get the file in a state that allows you to make changes to it, or you get it in ready-only mode.  Document files like this – Word docs, Excel spreadsheets, PDFs and text files – work great with sync solutions. This is because the type of file being sync’d is designed to allow only one person at a time to have it open and editable.  You sync it to your computer, work on the file, and then sync it back.  It’s pretty straightforward.

The file that isn’t just a file is a database – a file or series of files that make up a complete data set, and which have some type of database manager or other framework keeping track of things.  It’s this type of solution that often has problems working in a sync folder or system.  An Outlook data file (a .PST file) is a type of file which fits into this category.  While the Outlook file isn’t generally viewed as a multi-user data file or a database file, it is being communicated with and written to by various processes while the application is running.  There is information being added to the file as emails are received, even while the user may be writing an email or entering a calendar appointment.  The point is that there are multiple types of data elements being updated all the time and by various processes.  This type of file is always in use and getting changes, so there really isn’t a point in time when it’s closed and available to make copies of, which is what has to happen for a proper sync.    And, because the sync solutions often try to sync incremental file changes, there is a big possibility of ending up with a damaged file because some changes were properly written where others might not be, ending up with file conflicts and corrupt data.

A QuickBooks company file is also a database file, so the same issues around syncing an Outlook data file exist with QuickBooks.  When the QuickBooks software is open and a company file is being worked on, the file may get incremental changes throughout the work session.  As each of these little changes happens, the sync program may attempt to copy those changes to the file in the cloud.  Because the QuickBooks file is constantly being updated, the attempt to incrementally sync updates to the file in the cloud can easily cause damage and corruption to the file.  Folks who have attempted to fake a sort of multi-user access to QuickBooks data files by using Dropbox or other sync services quickly find that the system isn’t going to work for them that way.  Further, they often find that the QuickBooks data files can get pretty screwed up trying to manage the live company file in this manner.

 

The only way to use QuickBooks, Outlook and similar types of data files with Dropbox is to recognize that the sync folders are only viable as a backup storage location for the files, not the place where the actual, working data files can be stored.  If using an application such as QuickBooks, businesses should store the “working copy” of the file in the documents area on the machine, and then backup or copy the data file to the sync folder periodically.  Placing the backup files or file copies in the sync folder allows them to sync to the cloud, storing them as offsite backups in case you need them, and allows the file to remain where it can be used by the application.

Businesses who need access to QuickBooks applications and data from different computers or locations may want to consider checking out hosting services as an alternative to a sync solution. Hosting solutions can help businesses get their software and data available anytime, anywhere either from their own PC or from a secure environment so they can access their QuickBooks applications and data from any Internet-connected device.

When a company wants to keep backup copies of their information in the cloud, a sync service might be an okay solution.  For folks who need to be able to access a live file and applications from a variety of locations, or if multi-user access is required (especially if those users are in different locations), then a full hosted solution might be the better answer.  Hosting the applications and data in the cloud is a great way to get the company connected, and it’s a far better alternative to pretending the system can be multi-user when it really can’t.

jmbunnyfeetMake Sense?

J

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

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

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

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

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

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

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

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

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

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

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

jmbunnyfeetMake Sense?

J