Phil is the founder of Proten Sales Development. We help Accountants provide specialist sales advice to their small business clients. We work with clients to improve their sales success and reduce time spent on activities that won’t deliver results.
Phil is also the UK Business Development Consultant for The Gap Portal.
I don’t agree that compliance is in decline… it’s simply that the market for compliance and the delivery of compliance services is changing, mainly driven by the increasing adoption of technology and more recently by MTD.
Accountants have always provided advice to clients, often for free, but there are significant opportunities to charge for advice… but first and foremost, accountants need to decide whether or not this is an area they want to get into. After all, you wouldn't suggest that a client radically changes their business model if this flies in the face of the client's personal and business objectives.
If the accountant simply offers advisory services to a client without understanding the client’s business and personal goals and objectives first, and without understanding what it means to the client if they achieve those goals, then it’s no surprise that the client turns down what they perceive as an added cost with no real value associated with it.
This is why the soft skills that Victoria and Graham reference are so important. The starting point has to be developing a strong relationship with the client, understanding what’s important to them, and then, and only then, identifying ways in which you can help the client to achieve their goals ….. and that’s where the real value lies.
I'm with Paul on this. Any supplier / customer relationship has to be mutually beneficial, so a client who delays providing information in a timely manner but still expects the accountant to keep them compliant is probably a client that's not worth having
All good points, although I'd add one more ... your clients may be in need of advisory services in fields outside of your area of expertise (Manufacturing, R&D, Marketing, Sales or International Trading etc), so consider building a network of partners you can collaborate with to assist in these areas. If your client sees you as a "one stop shop" for all things advisory, they're more likely to remain loyal and recommend your services.
My answers
I don’t agree that compliance is in decline… it’s simply that the market for compliance and the delivery of compliance services is changing, mainly driven by the increasing adoption of technology and more recently by MTD.
Accountants have always provided advice to clients, often for free, but there are significant opportunities to charge for advice… but first and foremost, accountants need to decide whether or not this is an area they want to get into. After all, you wouldn't suggest that a client radically changes their business model if this flies in the face of the client's personal and business objectives.
If the accountant simply offers advisory services to a client without understanding the client’s business and personal goals and objectives first, and without understanding what it means to the client if they achieve those goals, then it’s no surprise that the client turns down what they perceive as an added cost with no real value associated with it.
This is why the soft skills that Victoria and Graham reference are so important. The starting point has to be developing a strong relationship with the client, understanding what’s important to them, and then, and only then, identifying ways in which you can help the client to achieve their goals ….. and that’s where the real value lies.
I'm with Paul on this. Any supplier / customer relationship has to be mutually beneficial, so a client who delays providing information in a timely manner but still expects the accountant to keep them compliant is probably a client that's not worth having
All good points, although I'd add one more ... your clients may be in need of advisory services in fields outside of your area of expertise (Manufacturing, R&D, Marketing, Sales or International Trading etc), so consider building a network of partners you can collaborate with to assist in these areas. If your client sees you as a "one stop shop" for all things advisory, they're more likely to remain loyal and recommend your services.