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VIDEOS
AVAILABLE
120-minute (approximate) video Lots of firms — some as small as six people — have average partner incomes of $200,000 per year, $300,000, and more. This program shows how they do it. And without working any more hours than the average partner! This nitty-gritty, dirt-under-the-fingernails, real-world approach shows how to double your income. We show you the successful management techniques used by the overachievers among the hundreds of accounting firms with whom we have worked. After completing this program, you should be able to:
See the David Cottle Consulting position on professional firm management> Highlights How to analyze your firm like a business and find out how much money you are really making.
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120-minute (approximate) video All firms market; if they did not or had not, they would not be here today. The question is: Do they market well or poorly? Today, it is not a question of whether you are practicing a profession or operating a business, but a question of whether you operate your business professionally. Many firms, some as small as six people and some as large as 200-plus grow an average of 15 to 25 percent per year. This program tells how they do it. Highlights
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120-minute (approximate) video Billing is one of the most important skills in the successful practice of any profession, yet it is almost never taught in professional training. Billing is like accounting or bicycle riding: it is a skill one must learn. As a result, the skill levels manifested by partners in the same firm vary widely. Two partners with approximately the same experience, handling the same types of clients, performing similar work, often yield strikingly different results in billing to their clients. Unconsciously, most accountants accept certain myths as if they were the Ten Commandments. They get panicked by what is going on in the lowest 10 percent of their client base. Many accountants let this lowest 10 percent dominate the entire firm. Hear the techniques and learn the skills to enjoy increased billing and improved cashflow. Highlights
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120-minute (approximate) video Providing quality service to clients is the number one priority of all professionals. Poor service is the chief cause of lost clients. As competition gets more intense, other professionals are aggressively pursuing your clients. To keep clients loyal, to make them so happy they recommend you to their friends, it is valuable to know what clients want, why clients stay with one firm, or why they change firms. We can give you the greatest single key to successful practice in four words — high-quality client service. It is the best-kept secret in the country. If you have lost clients you should not have, this program shows you how to improve your service and increase client retention. If you have clients who just did not come back, we show you how to reactivate some of them and prevent losing other clients. This program helps you learn how clients think. You can help attract new clients and retain current clients by improving your ability to render services that the client perceives as high quality. Highlights
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30-minute (approximate) video The advantage of effective referrals is that these prospects shortcut the marketing process by giving you a personal contact and sometimes generating buyer interest in your services. This reduces your marketing effort for that particular prospect. Yet like any marketing, some tradeoffs are required. You must devote the resources to developing referrals, just as you have to devote resources to brochures, advertising, newsletters, etc. Referral source marketing is not low-cost marketing. Sometimes it is very high-cost marketing because the cost is in partner time — one of the firm’s scarcest resources. Also, you cannot develop referral source marketing in a vacuum. If you also reinforce the effort with other marketing tools, you increase your results. Developing effective referral sources is one key to increasing your passive selling and thus your closing ratio. Highlights
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30-minute (approximate) video Capturing chargeable time is essential to establish your cost of serving each client. How accurately you record your time directly affects profitability. Correctly capturing all time invested servicing a client enables your time-keeping system to “present fairly” the cost of the raw commodity that you have to sell as a professional. Time records of both partners and staff often reveal “waste baskets” (time charged to nonchargeable activities, even when the timekeeper was fully occupied all day on client matters). Increasing chargeable time increases your net income. An increase in overall chargeability from 1200 hours to 1300 hours is about an 8 or 9 percent increase. That may not sound like much, but that increase can usually be attained with little or no increase in costs. That means 85 to 90 percent of the increase can come down to bottom line. If you are a $1,000,000 firm with three partners earning total income of $300,000 per year, an increase in chargeability of 9% could mean $90,000 a year in extra income — every year. Highlights
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30-minute (approximately) video Visualize dealing with a client as a service parade, a repeatable sequence of events in which various firm personnel meet clients’ expectations and needs at each point on the parade route. The parade begins at the very first point of contact between the client and your firm. That may be the instant in which the client sees an advertisement, gets a referral from a friend, sees your name on the building directory, or reads your name in the newspaper. It continues during the actual production/consumption of the service. It ends temporarily when the client considers your current service complete, and it starts again when the client decides to come back for more. In this service parade clients experience many moments of truth that determine whether they come back. Learn how you can manage these for a positive result. Highlights
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David
Cottle Consulting Tel: (352) 301-4725 |
