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Is your firm’s SOS process in need of rescue? Tips for improvement

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Complimentary Access Pill

Enjoy complimentary access to top ideas and insights — selected by our editors.

We haven’t hit extension season yet, so now is a great time to look at three important operations within your firm: sales, onboarding and service. Your “SOS” process refers to how you attract new clients to your firm, what you do to get them on board, and what you’re doing to keep them onboard.

Chances are, at least one of your three SOS areas could use some improvement. Let’s take them one at a time:

1. Sales: This is where a prospective client hears about your firm via a referral or online research. This is where you first make promises to the prospect and move them to the point at which they say: “Yes, let’s start working together,” and they sign an agreement. If you’re not getting the right clients at your firm, your sales process might be an area to revisit. More on that in a minute.
2. Onboarding: This is the most time-intensive stage for your staff and for your clients. It’s where you walk new clients through the initiation process and get them familiar with your systems, your portal and other technology you use to make the client experience great. Onboarding is where expectations get set for your working relationship, including how long it will take you to respond to calls and how clients should deliver relevant information to your firm.
3. Service: Once a new client is onboard, you must deliver all the things you promised during the sales process.

Most CPAs have plenty of business these days, but don’t feel they have enough of the right kinds of clients and they’re getting too many of the wrong kinds of inquiries from prospects. If that sounds like you, maybe it’s time to rethink how you’re defining your target client and how you’re going about reaching them.

On the other hand, you might be bringing in the right types of clients, but your onboarding process is a mess, and you have too many people going in too many different directions trying to put out fires. Perhaps you’re spending way too much time trying to set and reset expectations. That’s not sustainable in the long term. If those issues are not addressed ASAP, your team will get burned out and clients will defect.

My own SOS experience

When we went through the SOS exercise at our firm, we found it useful to start with the end in mind and work backward from there. First, we asked ourselves: “Who is the ideal client for us to serve and what does the service model look like for the ideal client?” Once we clarified the ideal client and service model, we asked ourselves: “What do we need to be delivering? What resources do we need to bring to bear and how should our staff be allocated?”

In order for the ideal service model to take place, we knew we had to take a closer look at our onboarding process to make sure clients were aware of the tools we use to make their experience great and how best to use those tools. We asked ourselves: “How can we get the clients connected to the right team members so they can go to the right people at the right time?”

Then we went to the sales process. We asked ourselves: “How do we target those people? What are they benefiting from? How do we position it and how do we price it?”

After going through the SOS exercise, our firm realized we not only needed a minimum annual fee for each client, but also an account maximum. Everyone is familiar with minimums. This is a fee level you need to justify working with a new client. But what’s a fee maximum? At a certain point, a client can get too large to handle as their needs start stretching your resources to the breaking point and pulling your firm in too many directions. Sound familiar? For us, the idea of having too few clients accounting for too large a large portion of our revenue was risky. So, we decided to diversify.

As the old saying goes, when one huge client does a cannonball in the pool, everyone gets wet — including the people outside the pool. What’s more profitable: servicing a single huge client or 10 of your ideal clients? You may find that serving 10 of your ideal clients is better, because you can run through the same processes and run through the same team. 

Again, start with the end in mind and work backward from there: service/onboarding/sales.

Your service model is about answering important questions such as: 

  • “What do we want our team staff structure to look like?” 
  • “What kind of relationships do we want them to have with clients?” 
  • “How often should we be contacting them?”
  •  “What should we be delivering on an ongoing basis?”

Again, your onboarding is about determining which tools you need to have in place, and how you can get clients to understand those tools and use them better. How can you communicate with clients and set expectations? Make sure they’re clear about how they should get certain information to your team or get important information back from your team.
Sales is about identifying the right kind of clients to work with and pricing your services correctly so they’re profitable for the firm and valuable to the client.

Firms need to understand that they have three distinct segments to their business, and it can get overwhelming if you lump them all together. But by breaking them down into distinct units and improving your processes and client experience in each, you can really streamline the process of making new clients aware of your firm, getting them on board, and keeping them on board.

How are you attracting, onboarding and serving clients? I’d love to hear from you. 

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Accounting

FASB proposes guidance on accounting for government grants

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The Financial Accounting Standards Board issued a proposed accounting standards update Tuesday to establish authoritative guidance on the accounting for government grants received by business entities. 

U.S. GAAP currently doesn’t provide specific authoritative guidance about the recognition, measurement, and presentation of a grant received by a business entity from a government. Instead, many businesses currently apply the International Financial Reporting Standards Foundation’s International Accounting Standard 20, Accounting for Government Grants and Disclosure of Government Assistance, by analogy, at least in part, to account for government grants.

In 2022 FASB issued an Invitation to Comment, Accounting for Government Grants by Business Entities—Potential Incorporation of IAS 20, Accounting for Government Grants and Disclosure of Government Assistance, into GAAP. In response, most of FASB’s stakeholders supported leveraging the guidance in IAS 20 to develop accounting guidance for government grants in GAAP, believing it would reduce diversity in practice because entities would apply the guidance instead of analogizing to it or other guidance, thus narrowing the variability in accounting for government grants.

Financial Accounting Standards Board offices with new FASB logo sign.jpg
FASB offices

Patrick Dorsman/Financial Accounting Foundation

The proposed ASU would leverage the guidance in IAS 20 with targeted improvements to establish guidance on how to recognize, measure, and present a government grant including (1) a grant related to an asset and (2) a grant related to income. It also would require, consistent with current disclosure requirements, disclosure about the nature of the government grant received, the accounting policies used to account for the grant, and significant terms and conditions of the grant, among others.

FASB is asking for comments on the proposed ASU by March 31, 2025.

“It will not be a cut and paste of IAS 20,” said FASB technical director Jackson Day during a session at Financial Executives International’s Current Financial Reporting Insights conference last week. “First of all, the scope is going to be a little bit different, probably a little bit more narrow. Second of all, the threshold of recognizing a government grant will be based on ‘probable,’ and ‘probable’ as we think of it in U.S. GAAP terms. We’re also going to do some work to make clarifications, etc. There is a little bit different thinking around the government grants for assets. There will be a deferred income approach or a cost accumulation approach that you can pick. And finally, there will be different disclosures because the disclosures will be based on what the board had previously issued, but it does leverage IAS 20. A few other things it does as far as reducing diversity. Most people analogized IAS 20. That was our anecdotal findings. But what does that mean? How exactly do they do that? This will set forth the specifics. It will also eliminate from the population those that were analogizing to ASC 450 or 958, because there were a few of those too. So it will go a long way in reducing diversity. It will also head down a model that will be generally internationally converged, which we still think about. We still collaborate with the staff [of the International Accounting Standards Board]. We don’t have any joint projects, but we still do our best when it makes sense to align on projects.”

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Accounting

In the blogs: Questions for the moment

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Fighting scope creep; QCDs as the year ends; advising ministers; and other highlights from our favorite tax bloggers.

Questions for the moment

  • CLA (https://www.claconnect.com/en/resources?pageNum=0): One major question of the moment: What can nonprofits expect from future federal tax policies?
  • Mauled Again (http://mauledagain.blogspot.com/): Not long ago, about a dozen states would seize property for failure to pay property taxes and, instead of simply taking their share of unpaid taxes, interest, and penalties and returning the excess to the property owner, they would pocket the entire proceeds of the sales. Did high court intervention stem this practice? Not so much.
  • TaxConnex (https://www.taxconnex.com/blog-): What are the best questions to pin down sales tax risk and exposure?
  • Current Federal Tax Developments (https://www.currentfederaltaxdevelopments.com/): In Surk LLC v. Commissioner, the Tax Court was presented with the question of basis computations related to an interest in a partnership. The taxpayer mistakenly deducted losses that exceeded the limitation in IRC Sec. 704(d), raising the question: Should the taxpayer reduce its basis in subsequent years by the amount of those disallowed losses or compute the basis by treating those losses as if they were never deducted?

Creeping

On the table

  • Don’t Mess with Taxes (http://dontmesswithtaxes.typepad.com/): What to remind them, as end-of-year planning looms, about this year’s QCD numbers.
  • Parametric (https://www.parametricportfolio.com/blog): If your clients are using more traditional commingled products for their passive exposures, they may not know how much tax money they’re leaving on the table. A look at possible advantages of a separately managed account. 
  • Turbotax (https://blog.turbotax.intuit.com): Whether they’re talking diversification, gainful hobby or income stream, what to remind them about the tax benefits of investing in real estate.
  • The National Association of Tax Professionals (https://blog.natptax.com/): Q&A from a recent webinar on day cares’ unique income and expense categories.
  • Boyum & Barenscheer (https://www.myboyum.com/blog/): For larger manufacturers, compliance under IRC 263A is essential. And for all manufacturers, effective inventory management goes beyond balancing stock levels. Key factors affecting inventory accounting for large and small manufacturing businesses.
  • U of I Tax School (https://taxschool.illinois.edu/blog/): What to remind them — and yourself — about the taxation of clients who are ministers.
  • Withum (https://www.withum.com/resources/): A look at the recent IRS Memorandum 2024-36010 that denied the application of IRC Sec. 245A to dividends received by a controlled foreign corporation.

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Accounting

PwC funds AI in Accounting Fellowship at Bryant University

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PwC made a $1.5 million investment to Bryant University, in Smithfield, Rhode Island, to fund the launch of the PwC AI in Accounting Fellowship.

The experiential learning program allows undergraduate students to explore AI’s impact in accounting by way of engaging in research with faculty, corporate-sponsored projects and professional development that blends traditional accounting principles with AI-driven tools and platforms. 

The first cohort of PwC AI in Accounting Fellows will be awarded to members of the Bryant Honors Program planning to study accounting. The fellowship funds can be applied to various educational resources, including conference fees, specialized data sheets, software and travel.

PwC sign, branding

Krisztian Bocsi/Bloomberg

“Aligned with our Vision 2030 strategic plan and our commitment to experiential learning and academic excellence, the fellowship also builds upon PwC’s longstanding relationship with Bryant University,” Bryant University president Ross Gittell said in a statement. “This strong partnership supports institutional objectives and includes the annual PwC Accounting Careers Leadership Institute for rising high school seniors, the PwC Endowed Scholarship Fund, the PwC Book Fund, and the PwC Center for Diversity and Inclusion.”

Bob Calabro, a PwC US partner and 1988 Bryant University alumnus and trustee, helped lead the development of the program.

“We are excited to introduce students to the many opportunities available to them in the accounting field and to prepare them to make the most of those opportunities, This program further illustrates the strong relationship between PwC and Bryant University, where so many of our partners and staff began their career journey in accounting” Calabro said in a statement.

“Bryant’s Accounting faculty are excited to work with our PwC AI in Accounting Fellows to help them develop impactful research projects and create important experiential learning opportunities,” professor Daniel Ames, chair of Bryant’s accounting department, said in a statement. “This program provides an invaluable opportunity for students to apply AI concepts to real-world accounting, shaping their educational journey in significant ways.”

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