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• W212714166 abstract "Partners in accounting firms need to market regularly but often become too entangled in the day-to-day business of serving clients to do this. Our midsized accounting and consulting firm in Minneapolis, Boulay, Heutmaker, Zibell & Co., found that a personal marketing program for each partner was the best approach to help our 13 partners focus on specific marketing goals. Each partner knows what needs to be accomplished and exactly how to get it done. The program's counseling and marketing assignments ensure our firm spends the right number of hours each month for best results. And the program has helped us increase revenues by over 8% in the last year. HOW THE PROGRAM WORKS The personal marketing program involves one-on-one consulting with each partner and the marketing director for one hour every month. During the meeting, the partner and I discuss the latest opportunities and determine the objectives for marketing, client satisfaction, workload, billable hours, professional development and career goals. If the partner wants more business in a particular industry, we will determine the best tools to market to that industry, such as public speaking, direct mail or telemarketing. The partner and I work together to identify the partner's most marketable services and develop ways to promote them. We list the most important referral sources, categorize the clients and plan new methods to keep them happy and loyal. We also build prospect lists and map out approaches for reaching each group with a customized message. The partner and I work together to determine the ideal type of client he or she wants to attract. This helps keep the marketing effort focused on quality prospects and increases the odds of finding clients that make a good personality fit with the partner. We also identify any special traits, both personal and technical, that bond the partner to his or her clients. These can include good communication skills, problem-solving abilities, knowledge of specific industries, a love for golf, being friendly and approachable or simply family oriented. For example, one of our firm's tax partners is a low-key, well-spoken individual. He and I discovered that his calm disposition and communication skills were ideal for television publicity and media, so we organized a news release on tax tips and he made three television appearances on a local news show during the tax season. The partner also was covered by other local business and consumer print media. GOOD PLANNING AND CREATIVE THINKING Several of our firm's partners use the meetings to carefully orchestrate the entire sales process. (As marketing director, I often am included in meetings with prospects. Other partners use them to get marketing projects off the ground. For example, one of our firm's audit partners wanted to build a closer bond with a local attorney who was a good referral source. The attorney requested written information on the accounting aspects of starting a small business. As a result of that request, the firm produced How to Start a Small Business in Minnesota--A Practical Guide to Accounting and Business Issues. The attorney now shares the booklet with his clients and prospects, all of whom are exposed to our firm's expertise. At the end of each meeting, the partner and I agree on assignments designed to meet the marketing objectives. Assignments usually encompass four aspects of the partner's practice: client satisfaction and retention, networking with referral sources, marketing to prospects and industry involvement (see Ten Sample Partner Assigmnents, page 52). I have organized a formal dossier on each partner that includes the current marketing situation, marketing objectives and talents, personal benefits, target services and industries, top clients, major referral sources and prospects. Assignments often are tied to this information. The partner can request the dossier anytime to ensure he or she is staying on track with the top priorities. …" @default.
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• W212714166 title "Making Partners Super Marketers" @default.
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