Member Since: 20th Jun 2009
16th Oct 2020
Good clients refer good prospects as they often tend to be in the same social and work networks. Messers refer messers as they mix together. A referral is a reference point. The only pricing risk is from new inquiries that don't have a referral. I definitely scope new clients as to what they want in terms of service and partner access. . We expect new clients to be on the cloud (other than private clients) and expect a monthly standing order payment (existing clients are being educated on these points). If there is push back on the cloud or standing orders you know you've got a problem. I also tell clients that we spend a lot of time on training and keeping upto date and this is reflected in fees, if we have lower fees we cant spend time keeping upto date unless we reduce our net income and the quality of service will be reduced. Our limiting factor is hours in the year and therefore we seek a reasonable return on those man hours. As we add new clients, does it make sense to get a lower marginal return on available man hours on each new client by low balling. Also after overheads a good chunk of the fee goes in tax so where is the residual?
26th Apr 2013
Try "workflowmax" which is cloud based so staff can log in their time when they on the golf course. The package is geared towards project managing the work flow and managing hours available in that jobs are set up given a cost and time budget and deadline/milestones such as planned, in progress and completed etc. This can be micro managing for small jobs but flags up the workflow. The system also allows for tracking of man hours available like a traditonal job planner which many people used to keep on a spreadsheet.
Weve just startred on the package. it is early days but is far more sensible than traditional time and billing ledgers.
The software is pay as you go so no issues with initail set up costs,.its all on a monthly standing order.