Growing and Scaling


Marketing & Sales for Your Firm

Marketing & Sales for Your Firm
A video series

 Learning how to attract the right clients and sell the value of your services can be daunting. Martin Bissett breaks down sales & marketing for your firm in this short video series.

When you’re ready to dive into the specific goals and needs of your practice, schedule a complimentary 30-minute consultation with Gabrielle Fontaine, PB, ASBC, or Martin Bissett, founder of the Upward Spiral Partnership.


Part 1: A Key Viewpoint Shift

First off,In the accounting profession we ask ourselves the question, “How do I win some new clients?”

Wrong question.

Your question should be, “If I were the type of client that I want to win, how would I want to be won over? How would I want to be approached? How would I want the relationship to develop?”

Once we’ve worked that out, we’ll see how we can win new clients.

Now’s the time to make that paradigm shift.


Part 2: A View from the Other Side

All the presentations I ever write are written from this perspective: What does it feel like to be on the receiving end?

There has to be activities, there has to be video content, there has to be thought provoking questions. It can’t be a PowerPoint, slide after slide of bullet point after bullet point.

I think about it from your point of view so that you don’t get bored. I hope you want to come to me and find out more.

What about your potential clients? Do you prepare your meeting from their point of view? Or do you prepare it from your own?

The only thing that really matters is their view, what they want from the meeting. Why have they agreed to it in the first place? What are they going to do about it after it’s finished?

Now is the time to really understand things from the other side of the table.


Part Three: Get the Next Meeting

In the accounting profession, when we do our marketing, the whole point is to get appointments with business owners.

When we go and see them, we find out what they’re getting from their current accountants. We find out that we’ve got some services that may or may not be of benefit to the business owner. But we leave it to them at the end of the meeting.

That’s why the trail goes cold.

We can’t get a return phone call.

That’s why we don’t sign up the client in a timely manner.

The bottom line is if you’re going to have a first meeting, make sure you create enough interest to get the second meeting scheduled in the first.


Part Four: Offering Outcomes Not Services

For most of our clients, productivity is key.

If we give them back time to work on their business, then what we charge is small compared to what sales they can generate or income opportunities they can bring about with that found time.

The value therefore is not in telling them what we do with our services, but in telling them what outcomes we can create.

The value is in the outcomes we create for our clients.

Now is the time to talk in terms of outcomes and not services.

That’s the bottom line.


Part Five: Your Simple Pricing Formula

In the accounting profession pricing is always an issue. But it really comes down to three main parts:

1. The ideal price – that is, the price you want that’s fair compensation or remuneration for your contribution to the improvement you’re making in the clients life…

2. The walkaway price – that is, what you really don’t want to do it for any less than if you can help it…

3. The cost price – that is, what the work is actually going to cost you to produce in the first place.

So hopefully, if you have to get involved in any kind of negotiation of any kind, your price sits between the extremes of the ideal price, the one you really want, and the walkaway price. That is, the price you’re not prepared to do it for any less than.

If you can choose those three prices, then what else is there left to do?

Is it that simple? I tend to think it is!

Now’s the time to get this right.


Part Six: Being Perceived as Valuable

A number of accounting firms express a great frustration that when they suggest something to their clients, it gets ignored.

However, when somebody else suggests that same advice, all of a sudden it’s a great idea!

If you’re going to be a trusted advisor, then you’ve got to be tough with clients sometimes and deliver outcomes for them that they really need, as well as the ones they want.

At that point they start to take you more seriously and listen to your suggestions and input. Otherwise they will forget your advice until someone else comes up with the same solution (and they’ll act as though they’re hearing it for the first time!).

Above all, now is the time to project yourself and create the perception within the client’s mind as being a very hard-hitting High Value Advisor.


Part Seven: Credibility for Advisory Services

I’m a business owner. I need an accountant and an advisor. Preferably, those are the same person.

If I’m trying to run my business and I’m trying to forecast my sales, for example, I could do with my advisor living that life as well.

But for so many accounts, they don’t forecast their income. They live off the gross recurring fees that come in each month. They don’t really know where the money’s coming from. You need credibility as an advisor by walking your talk. You need to follow your own advice.

Now’s the time to get that right.


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