Your standard operating process for how you develop and manage your relationships with your best clients is to help them create their plan and meet with them monthly or quarterly, or as a last resort annually, to review and manage progress and keep them on track. This creates a recurring income stream for you.
What do you do when you have a meeting with a potential new client that differentiates you from your competitors and that you can leverage across your practice?
It aint rocket science. If you are finding it difficult to scale advisory in your practice then start with the following. First of all you are not going to succeed by making advisory niche and separate – scale ACROSS your whole practice so that it is something everyone sees, experiences and understands. Most everyone pretty
Put Yourself in Your Clients’ Shoes I was talking with an accountant the other day and they kept on using the phrase “Added Value Services”. I really don’t like this phrase – I find it to be insulting to accountants as it implies there are things we do for clients that do not add value.
They are not the same! I‘ve never met an accountant yet that is not doing advisory with their clients at some level. The Advisory Problem that many accountants face is that it is often not structured, not organised and, worst of all, not paid for. The way to change this is keep advisory simple and