عرض العناصر حسب علامة : التسويق
الثلاثاء, 24 مايو 2022 07:19
إنفوجرافيك.. مستقبل التسويق المحاسبي هو الإستراتيجية
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إنفوجرافيك
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الأربعاء, 21 سبتمبر 2022 12:17
استراتيجية جيدة أم استراتيجية سيئة أم عدم وجود استراتيجية على الإطلاق؟
كان جاك ويلش، رئيس شركة جنرال إلكتريك الأسطوري، يحب أن يقول، "إن الخطوة الأولى لجعل إستراتيجية حقيقية هي الاكتشاف"
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المحتوى بالإنجليزية
2021: Good strategy, bad strategy or no strategy at all?
By Kyle Walters
January 12, 2021, 11:12 a.m. EST
4 Min Read
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Legendary GE chairman Jack Welch liked to say, “The first step to making a strategy real is figuring out the big ‘Aha!’ that gives you sustainable competitive advantage.” Following that logic, Welch said: “If you don’t have a sustainable competitive advantage, then don’t [try to] compete.”
I know what you’re thinking: “Our firm is doing well, but I don’t know if we really have a sustainable competitive advantage.” Actually, you do have a competitive advantage: It’s called your relationship with your clients. And if you’re thinking to yourself: “Geez, now I have to develop a strategy on top of getting through busy season,” that’s actually a good thing. It puts you ahead of most of your peers.
I’ve found that many highly motivated people confuse goals with strategy. There’s a big difference. There’s a great book by Richard Rumelt called Good Strategy, Bad Strategy. Rumelt believes there are three key elements at the core of every good strategy:
1. The diagnosis;
2. The guiding policy;
3. The coherent actions.
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Rumelt calls those three elements the “kernel” of a strategy. Let’s take them one at a time.
Step 1: The diagnosis. Like most people, many CPAs have a hard time simplifying all the complexity in their lives. It could be figuring out how to bring in great people to their firms, or improving their systems and processes. or getting better at marketing. Well, you can’t solve tough problems unless you diagnose them properly.
Charles Kettering, the iconic former head of research for General Motors liked to say, “A problem well stated is [already] half solved.” Using an "Impact Filter", which I discuss later in this article, can be a great, simple tool for helping you ask the right questions.
Step 2: The guiding policy. After diagnosing the problem, the next step is figuring out how you are going to deal with it. What’s your overall approach? What’s your big-picture plan? January is when most people, full of hope, talk about all the things they’re going to accomplish in the year ahead. Unfortunately, just talking about what you’re going to do is not going to move the ball down the field. Instead, you must be very intentional about how you plan to use your firm’s resources.
You only have so many resources — time, money and people — to go around. A truly coherent strategy forces you to pull resources toward areas of higher expected return and away from areas of lower expected return. You can’t allocate all your resources to every single initiative on your list. If you do, you’ll find yourself spread too thin and not making progress on anything.
Sound familiar?
Step 3: The coherent actions. According to Rumelt, these are the clear steps that need to be coordinated to carry out your guiding policy (see Step 2 above). In other words, identify what needs to be done, by whom and by when to implement your strategy.
Famed Silicon Valley venture capitalist Peter Thiel believes that with the right strategy in place, you can reach your 10-year goals in just six months. You don’t have to be a high-flying tech firm or a pharma company developing a COVID vaccine to accomplish this. You just need to determine the areas of your business that you need to be accelerated ASAP — and then allocate the necessary resources to support those areas.
What I learned the hard way
When I started my firm, I was full of boundless energy. I thought I had really solid 10-year goals and enough energy to tackle every opportunity that came my way. I learned over time that I did not have a coherent strategy. I did not have a kernel, as Rumelt would say. I simply had aspirations such as growing 10 percent each year, making three great new hires a year, or providing best-in-class client service.
Great ambitions, but I wasn’t thinking carefully about how many additional resources I’d need to deploy to reach those goals. I wasn’t thinking about where I’d have to sacrifice resources from other areas.
Resources and techniques to help you prioritize
One of the best ways to formulate a well-asked question is to use a simple Impact Filter. It’s a simple one-page form developed by Dan Sullivan, a.k.a. The Strategic Coach. The filter forces you to crystallize your thinking about an idea or initiative and helps you arrive quickly at a tangible go/no-go decision. If nothing else, the Impact Filter will prevent you from meandering and wasting precious time and resources.
90 Day Rocks, pioneered by EOS Software, are great for prioritizing your goals and resources — and for measuring your progress as you pursue them. Write down the top five things you could accomplish at your firm over the next 90 days:
1. Having a better client onboarding process;
2. Building a better client portal/vault;
3. Implementing a better CRM;
4. Just making April less stressful;
5. Improve your staff’s continuing education program.
Now pick one of those items above — just one — and cross off the other four. Be 100-percent committed to doing the one thing you selected. Make sure everyone at your firm is onboard with that decision, too.
Often the hardest part about developing a new habit is just getting started. Once you do, you’ll become a bona fide Anti-Fragile CPA before you know it — a trusted advisor who adapts well to change and who always helps clients and team members make better decisions.
Talk about a competitive advantage!
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الأربعاء, 09 ديسمبر 2020 12:48
مستقبل التسويق المحاسبي هو الإستراتيجية
عندما ننظر إلى الوراء في عام 2020، ماذا سنتذكر؟ COVID-19 ، بالتأكيد
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الأربعاء, 21 سبتمبر 2022 09:35
معهد المحاسبين الإداريين يقوم بتسليط الضوء على قيمة شهادة CMA خلال الأوقات الاقتصادية الصعبة
يقوم IMA بتسليط الضوء على قيمة CMA خلال الأوقات الاقتصادية الصعبة
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الأحد, 12 فبراير 2023 08:53
إستخدامات المحاسبة و مستخدموها
إستخدامات المحاسبة و مستخدموها
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الخميس, 11 يونيو 2020 13:07
كيف يمكن للمحاسبين تحقيق النمو عبر وسائل التواصل الاجتماعي؟!
نظرًا لأن معظم العالم يعزل نفسه الان، فقد زودت وسائل التواصل الاجتماعي المستهلكين بالاتصال خارج محيطهم المباشر، مما ساعد في الحفاظ على العلاقات عبر الإنترنت.
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تكنولوجيا المعلومات
الخميس, 04 يونيو 2020 15:30
الجمعية السعودية للمراجعيين الداخليين تفتح باب القبول للتدريب و التأهيل
الجمعية السعودية للمراجعيين الداخليين تفتح باب القبول للتدريب و التأهيل
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محاسبة و مراجعة
موسومة تحت
الخميس, 21 مايو 2020 09:49
ما يجب على الشركات القيام به في الأوقات الصعبة
خمسة أشياء يجب على الشركات القيام بها في الأوقات الصعبة
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الإثنين, 20 فبراير 2023 09:56
ستة أسئلة تُطرح على العملاء قبل تقديم كشوف المرتبات
على الرغم من أن معظم المحاسبين قد يكونوا مهتمين بتقديم خدمات كشوف المرتبات، إلا أن الكثير منهم قد لا يكونون متأكدين من أين يبدأون ويترددون في التواصل مع عملائهم والتناقش حول هذا الموضوع
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المحتوى بالإنجليزية
While most accountants might be interested in offering payroll services, many may not be sure where to begin and are even hesitant to approach their clients about the topic. The good news is that you don’t need to be. A recent survey shows that small businesses are not just open to their accountants handling payroll for them, but 38 percent expect it. In fact, small businesses cite their accountant as the advisor they trust the most, so they’re looking for your advice and recommendations.
Now you just need to start the conversation. Here are some initial questions to ask your small business clients if you want to open the door to offering payroll services.
How are you handling payroll right now?
A great way to start the payroll services conversation is simply to get a sense of what your clients are currently doing and what they might want to change. It puts no pressure on your clients and opens the door for them to tell you what pain points they might be experiencing in how they’re currently running payroll. You’ll get a sense of what solutions (if any) they’re currently using and where there might be room for better processes — or fewer mistakes.
Some may want a little help, while others may be eager to have you entirely take over the role. This opening question might be the only one you need to ask to land a new payroll client.
How much time do you spend on payroll each month?
Chances are, most of your clients are spending far more time on payroll than they should. On average, OnPay found that small businesses spend 18 hours a month on payroll, which is also the same amount of time they spend on HR tasks. That means that your clients are spending nearly a workweek every month on these back-office tasks — taking away from the time they could be using for things like marketing and customer service. If you ask them if they think this is a good use of their time, they’ll likely say no.
This question also opens up a conversation about efficiency and management. Owners and high-level employees should be focusing their time on the things that build their business, and you handling their payroll will allow them to do just that. They get that 18 hours back and, with a payroll service provider, your time investment to manage payroll could only be roughly three hours per month.
Have there been HR or payroll errors, and has your business been fined because of these errors?
A lot of factors go into properly handling payroll and it can be confusing for small-business owners trying to handle it on their own. Nothing is scarier for business owners than receiving an IRS letter in the mail (and 28 percent of them have been audited or received a notice from the IRS). Common mistakes with payroll include improperly classifying employees, missing payroll deposits or tax filings, or not keeping with changes in the laws.
While each individual fine for a given error may seem small in isolation, when you multiply them across the number of employees in a company and the number of paychecks issued, they can quickly add up. The answers to this question also create a perfect opportunity to demonstrate your payroll expertise and any benefits that your other clients have experienced.
Is it difficult to get payroll data into your general ledger or accounting software?
General bookkeeping and end-of-month reconciliation can be time-consuming tasks for any business owner. Accurate financial records are crucial to allowing your clients to fully understand their businesses and make the best, most informed decisions. By handling payroll, you’re offering your clients an essential service that will ensure that their books are in order — and the peace of mind that comes with knowing that they’re meeting all their IRS requirements. This question also opens the door to providing advice on choosing user-friendly accounting technologies that will make their lives easier.
How much are you spending on payroll services?
Many of your clients may think they know how much they’re spending on payroll each month, but do they really know? Some payroll service providers tack on a bunch of hidden fees or surprises in their billing:
Charges for inactive employees
Fees for integrating with HR, time-tracking, or other software
Monthly vs. per-payroll billing
Fees for filing W-2s and 1099s
Fees for employees in multiple states
Add-ons for HR features
Teaser rates that skyrocket after the first year
Your clients may be spending far more on payroll services than they realize, and you’re in a prime position to help them understand those costs and how to contain them.
Are you confident you’re doing payroll correctly?
Even if your clients are managing to avoid most of the pain points outlined above, they may still welcome your assistance for other reasons. According to a recent survey, when small business owners handle their own payroll, only 43 percent are confident they’re doing a good job of paying their employees on time, while just 25 percent are confident they’re accurately deducting and submitting payroll taxes. If payroll is keeping your client up at night, expert help can go a long way in easing their mind and making sure they feel confident their payroll is right.
Payroll isn’t your clients’ primary focus — nor should it be. They could be better using their time to grow their business. They’re likely to appreciate the value of using an expert to perform tasks that require expertise, and payroll is one of those tasks. Simply starting the conversation is the best way to open the door to offering your clients this critical service and becoming their most trusted advisor.
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