information technology – Page 15 – Cooper Mann Consulting

May 13, 2014March 26, 2019

QuickBooks and Dropbox? Yeah… no.

Having 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.

jmbunnyfeet Make Sense?

April 29, 2014December 7, 2017

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

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

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

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

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

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

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

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

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

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

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

jmbunnyfeet Make Sense?

April 9, 2014September 25, 2018

4 Rules of Thumb for Considering Cloud Applications in Business

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

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

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

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

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

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

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

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

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

Joanie Mann Bunny Feet Make Sense?
J

January 14, 2014

The Productivity Paradox: Accounting for Returns on IT Investments

There has always been somewhat of a struggle between the IT department and “management”, much of the difficulty existing with the need to demonstrate clear returns on investments for IT purchases. Unfortunately, expenditures in information technology are often the result of short-term views of long-standing problems, applying “solutions” that do not fully address the requirement or which do not deliver the productivity or performance gains expected, particularly in a dynamic and rapidly changing business environment. The assumption is that a wise investment in information technology will result with improved profitability and performance. Demonstrating this on paper is not always easily accomplished.

There is a great deal of research on the subject of accounting for returns on IT investments. Some of this research describes “The Productivity Paradox”, referring to early studies on the “relationship between information technology and productivity, and finding an absence of a positive relationship between spending on IT and productivity or profitability”. [1] Previous to the emergence of cloud computing and widely available remote and mobile technologies (and now possibly even more with the prevalence of available options), businesses invest heavily in IT infrastructure and applications which deliver nominal benefit to the business when measured against the cost of acquisition and implementation. Heavy IT investments are made with little or no measurable benefit to profitability, even if operational performance improvements are created. In many cases, the difficulty in “proving” benefit from information technology investments rests with the lack of information relating to impacts in non-operational areas, such as with investors, auditors or analysts.

The early research has become a foundation for making the argument that accounting professionals should be more directly involved in determining the value and impacts of IT investments – due largely to the fact that accounting professionals are generally familiar with the variety of formulas and approaches which become relevant in measuring the effects of IT purchases. Information technology spending will result in short-term impacts, but will impress on the business over the longer view as well. With a foundation in accounting principles, valuation and analysis, and accompanied by IT knowledge and experience, management accounting benefits from an improved ability to recognize the relevance and value in IT implementations even where no direct profit improvement is visible.

Can difference in firm performance be explained by differences in IT investments? — Can differences in firm performance be explained by differences in IT investments?

Emerging technology models are having huge impacts in business capability as well as risk, and this new paradigm requires that accounting professionals apply their skills to understanding more fully the influences from and results of IT spending in the enterprise.

Having a basis for studying valuation and recognizing the good and bad of focusing on various key measurements (return on assets vs equity vs sales vs investment…) is essential in developing a “formula” for predicting impacts of and potential returns from IT spending, and solving the puzzle that is the productivity paradox.

jmbunnyfeet Make Sense?

[1] Journal of Information Systems Vol. 16; “Returns on Investments in Information Technology: a Research Synthesis”

December 20, 2013

Accounting, Technology and Small Business – The Best of 2013 from CooperMann

It has been an eventful year, hasn’t it? With the NSA lurking about collecting data, innovative new approaches to information and identity theft emerging almost daily, and complete turmoil in the IT services industry challenging trusted sales and distribution models, most of us have simply become numb to the noise. Information technology is evolving at an increasingly rapid pace and the way people and businesses interact with and use technology is being forced to change along with it. It’s starting to become almost, weirdly, natural.

Much of this change can be attributed to “The Cloud”, which is not a thing or a place. Cloud has become the term which applies to just about anything having anything to do with the Internet. For technology “purists”, cloud means something fairly specific, but for normal people (no offense to the nerds and geeks, but you know what I mean), cloud applies to pretty much anything accessible via the Internet. Photos back up to “the cloud”; music gets stored in “the cloud”, websites are hosted in “the cloud”; businesses run their applications in “the cloud”, and you can do darned near anything you need (or want) to with a phone. The cloud could be some guy’s server in his basement, or it could be a sophisticated network of systems housed in secure facilities around the globe. They both qualify, sort of. The point is that mobility, Internet services, subscription access to technology, and social computing are changing how people view technology – resulting with changes not simply in how IT is purchased, but in how IT is used and applied to daily life.

There are, however, some things that do not change even if the working environment does. The accounting profession, for example, is undergoing a great deal of change, and much of it fueled by the advancements in technology and social computing. But accounting fundamentals – the “truth of debits and credits” and the good old accounting equation – remain. The basics of running a business are also unchanged, even as methods of doing business evolve and globalization of markets continues. Business fundamentals – fiscal responsibility, cash and growth management, and focus on value and sustainability – are as necessary now as every before.

With all this change and IT “advancement”, there have certainly been impacts to how and where we work. But the more things change, the more they remain the same. Good business generates goodwill and more business – that doesn’t change – and bad news still tends to spread faster than good news (much faster, given social platforms that are designed to spread the word far and wide). And when it comes down to the fundamentals – the basic and essential foundations supporting building, operating, and accounting for business – we generally find that they remain constant even as the environment in which they exist experiences change.

Make Sense?

Here are the top 20 ranked posts for 2013 from CooperMann.com

Posts by category – with Accounting Professionals, QuickBooks Hosting, QuickBooks Software, and Small Business being the top categories with ranking articles.

ACCOUNTING PROFESSIONALS

Small Business Owner to Accountant: Make Accounting Valuable to ME

Accounting Professionals, You’re right – your clients don’t care about the numbers.

The Language of Accounting: Disconnect between Accountants and Bookkeepers

Why Accountants and Bookkeepers Use the Cloud

Bookkeeping and Benchmarks – Getting the Numbers Right

In Bookkeeping, Accounting, and Information Technology: The Value of Outsourcing

Re-defining the role of the accountant, or going back to the good old days?

The Collaborative Online Model for Small Business Accounting Professionals

Remote access to client bookkeeping comes in many forms because clients come in many forms

QUICKBOOKS AND BUSINESS APPLICATION HOSTING

What Small Businesses Need To Know about QuickBooks and the Cloud

Intuit Introduces Changes to Authorized Commercial Host for QuickBooks Program, Introduces QuickBooks Enterprise Rental Licensing

Hosting All My Applications in the Cloud

Intuit Hosting Program for QuickBooks Website Goes Live

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

QuickBooks Hosting: New Program Tier Announced for QuickBooks Hosting Providers

Managed Applications, Cloudpaging, and a New Flavor of Hosted QuickBooks

QUICKBOOKS SOFTWARE

Changing How We See Software: QuickBooks 2013 interface frustrates power users

SMALL BUSINESS

4 Rules of Thumb for Business Success

4 Rules for Building Service Customer Loyalty

November 11, 2013

Lawyer Immunity from Delivering Customer Value is No More

All indications are that business and revenue growth for law firms is no longer a function of head count. As with other professional service providers, lawyers are experiencing increased competition from a variety of new sources, and client demands and needs are changing as society adopts and embraces technology, social computing, and self-service solutions. The problem is that many partners and firm leaders don’t really know what do to about it, and are attempting to fuel continued growth of revenues and profitability while essentially maintaining status quo.

Looking to reduce costs and pushing for more billable hours is standard fare among firm managers, yet the results to be gained from these efforts have pretty much reached their maximum potential. You can only cut so much, and you can only work your people so hard. Unfortunately, many partners and managers simply look away from the problem and continue along the path that has been successful in the past. But growth has slowed, revenues have not grown as expected, and firms are literally being forced to adjust to market forces or go out of business. It’s just too competitive and the pace of change is too rapid. There is no immunity for lawyers in this changing market – service quality and value must improve.

Instead of taking the legacy approach of hiring more people so they can bill for more hours, successful firms are taking a few queues from other professional service providers and are recognizing that individualized client service, consistently high-quality and timely service, and service priced commensurate with the value delivered are at least parts of the solution.

There is quite a lot that law firms and accounting firms have in common, particularly when it comes to the fact that most of these entities are viewed – perhaps rightly so – as being “old school”, with a managing partner or board with intractable views and grey hair. Lawyers, like accountants, are inherently wary of new-fangled concepts and wild ideas. They’re a cautious bunch, and tend to be resistant to change. Yet accounting professionals are beginning to embrace new tools and new ideas when it comes to delivering service and value, and forward-thinking law firms are following suit.

For successful firms, the focus is on the client and the value delivered – on internal process improvements and a better value proposition for the customer – not on the billable hour. Yes, there are investments required. The firm must invest time most of all. It takes time to get everyone educated about issues the firm is facing in the changing marketplace. Unless everyone knows what they’re up against, there will be continued resistance to new ideas and concepts. It also takes time with clients to understand their needs, which is the essential element to delivering service valuable to them. And it takes time to develop and nurture a long-term vision, recognizing that the vision may change as conditions change, and that regular monitoring and adjustment may be necessary.

Investing time and consideration in these areas is the key to delivering customer (and shareholder) value. The result is satisfied and loyal clients, repeat business and increased growth and profitability. Rather than viewing this brave new world as a challenge to the firm’s traditional model, it should be viewed as the opportunity to deliver new and greater value to the firm’s customers.