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Five ways to build trust and win new clients

How can you assure quality when prospective clients cannot see or touch what you’re offering? Jason Ball, founder of Considered Content, reveals five ways accounting firms can build this trust.

17th Oct 2019
Founder Considered Content
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Go beyond testimonials and reviews

People will always trust other people before trusting anything a business says. This is why testimonials and reviews have long been so popular and so powerful. However, people are becoming increasingly aware that reviews can be bought, gamed and manipulated with ease.

That’s why in-depth client case studies are powerful proof that you’re great at what you do. For example, Bishop Fleming filmed a short video (below) with its client, Ruroc, which it helped with an R&D tax credit claim.

The video is simple, well-produced, filmed in a visually interesting way, and doesn’t focus only on the deathly dull intricacies of the R&D claims process, but on the business impact – ie Ruroc was able to iron out cashflow issues that can plague a highly seasonal business like theirs. In short, it tells a neat story.

Make good content

For accountancy firms, giving away free how-to content offers an opportunity for clients to test your thinking and approach before committing to investing money.

While businesses often worry about giving their secrets away, the reality is most clients will still need help to achieve their aims (and those that don’t were never going to be your clients in the first place). 

Use social media wisely

While many firms use social media to attract and engage prospects, the real benefits are in supporting those you already have.

By ensuring you offer (and are seen to offer) great social support and assistance, you’ll create happier, longer-lasting clients. And it’s not just about attracting new clients, you should also be using social media to communicate your employer brand and attract high-quality new recruits.

Don’t force it

I roll my eyes every time I hear the quote, “Nobody ever got fired for buying IBM” as it comes up so often in meetings. But, at the same time, it holds a powerful lesson: change is risky.

To many prospects, it is far safer to avoid change than embrace it. The fear of what they might lose if they make a poor decision is often far more compelling that what they might gain by choosing your firm.

Clients need reassurance. They need to be able to picture what the next 30, 60 and 90 days will be like if they sign the deal. They need to know what will happen if everything goes wrong (things always go wrong).

Here, high-performing firms will devote significant time and resources to demonstrating what it will be like to work with them.

They’ll look to show they understand what it’s like to be in their client’s shoes. They will offer valuable insights into how their client’s business could operate more effectively (what Matthew Dixon and Brent Adamson, authors of The Challenger Sale, term: “teaching for differentiation”).

A self-indulgent PowerPoint presentation and some brochureware simply won’t cut it.

Genuinely be a great firm to work with

Of course, you need to actually have an outstanding service. No amount of marketing-wash will make up for a complete turkey. The real-world experience must match your sales and marketing promises.

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