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Don’t charge Ritz prices for Holiday Inn experiences

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I recently took my family and some clients to the Cayman Islands for a spring break vacation. The five-star resort where we stayed was very nice, as expected. But several of us came away feeling a little underwhelmed. Everyone had a good time and nothing went wrong. In fact, if we hadn’t known it was a five-star resort, we would have said, “Great service and great experience” in our reviews. But because it was a five-star resort, we were expecting exceptional service, and from that perspective, the resort fell short. 

If we’d stayed at a three-star hotel, we probably would’ve praised it as exceptional. But at five-star prices, you don’t just expect “good” — you expect extraordinary. You expect the staff to greet you by name (with a smile). You expect thoughtful gestures for your kids. You expect the staff to anticipate your needs without being asked. At the five-star level, details aren’t just nice touches; they’re essential.

I bring this up because in these inflationary times, everyone’s talking about raising prices. Accounting firms are no different. I’m not against raising prices, but I don’t care how high the inflation rate is. If you raise prices without delivering more tangible to the client, your value goes down in the client’s mind. If you want to charge three-star prices and deliver a three-star experience to clients, that’s OK. But, if you want to start charging five-star prices, your client’s expectations will adjust accordingly.

The good news is, it’s not that hard to deliver more value for clients in terms of providing better communication, more proactive response time and better tools for clients, etc. But you must make sure clients are well aware of what you will be doing differently to deliver more proactive communication and advice, faster response time and better tools for them to use. If you don’t, clients will just see a higher invoice than last year for the same level of service. Expectations will go up and satisfaction will go down.

Just like hotels and restaurants, when you move up the price ladder, you move up the expectations ladder. Your level of professionalism must go up. Your client response time must be faster. You must increase the level of proactive advice given to clients. When you’re thinking about what kind of firm you want to be — i.e., a firm serving fewer clients at higher prices — you can’t just deliver a tax return without any advice, feedback or recommendations like you did before. The tax return itself is a commodity. Most of the fee you add on top of it is service. More on that in a minute.

If you want to increase prices and serve fewer clients, think carefully about what you’re going to do for them in order to be their most trusted advisor. All the levers you have at your disposal — tools, resources, proactive advice, response time, etc. — will have to move when prices move.

Think about the last time you researched a vacation. When you Googled hotels, did you notice the little box where you could filter for three-star resorts, four-star resorts, five-star resorts, etc.? The expectations you had for each type of resort was different based on the price point. Clients make the same mental calculation based on your pricing when deciding whether to stay with you or move up or down market for an alternative accounting firm. Again, you must align your prices with the expectations that come with those prices.

As accounting firms, we are essentially luxury service providers. Most of our clients are very intelligent, and if they had to, they could probably figure out how to do their own taxes. The luxury we provide them is saving them the headache of filling in endless rows and boxes, providing expert counsel on how to save money or buy more time, and most importantly, dealing directly with the IRS so they don’t have to. 

Again, you must align your prices with the expectations that come with those prices.

When my firm recently raised its fees, we told clients very clearly: “Here is our updated pricing model. We want to be more meaningful to you. We want to focus on the clients we work best with. This is your new, updated fee structure, and here are the additional things you will be getting from us.” A few clients pushed back, but most did not. 

Price is an automatic market positioner. If you want to charge $350 for a tax return, you are positioning yourself as a low-cost provider. Clients are not expecting much, and you don’t have to provide much in the way of service or advice.  But if you want to move up market and charge $2,000 for a simple return, people aren’t really paying you $2,000 for the return itself. They’re paying for access to a high-end professional who knows their situation intimately. No more than $400 of that $2,000 fee is for the tax return itself. Everything else is for the implied service you provide.

For more about going above and beyond for clients see my article Find your client’s key lime pie.

In a highly competitive market like professional services, you can’t charge Ritz prices for Holiday Inn service. Don’t get me wrong. There’s nothing wrong with Holiday Inns. They’re a great brand and a well-run operation just like Ritz. Both types of hotels are very intentional about what they charge and what you can expect when you stay there. They build well-honed systems and processes around what they can afford to deliver at their relative price points. No one’s mad when they book a Holiday Inn. No one’s mad when they book a Ritz. The friction only comes when their relative expectations aren’t met. 

What is your firm doing to deliver more value to clients? I’d love to hear more.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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