How Practice Development Really Works · Personal Marketing Plan B. Professional & Community Service Activities; Participation in Associations and Organizations .Most businesses retain

How Practice Development Really Works

Accountants Advisory Groupwww.AccountantsAdvisory.com

Strategic consulting firm to CPAs

Leadership, management and strategic direction

Marketing, new business development and public relations strategies

Human capital and recruiting programs

Merger and acquisition consulting

Partner retreat facilitation

Recruiting partners and managers

Objective and independent advice

Practical experience from industry specialists

Network of resources

Trends and Predictions

in the CPA Profession

Consolidation Retiring CPAs Quality CPAs

Gender

Increased

Competition Leadership

Unfunded

Retirements

The “Perfect Storm”

Consolidation of the CPA Profession

Future Classification of Firms

Consolidation / mergers will take place at a rapid

pace and as a result, the future classification of

firms will change and will look like:

Large Regional/Local

Mega-Regional

Small National

Large National

International

Big 5

AICPA Practice Section Small Firm Survey

21+ Professionals

2009 2011

1 Retention of current clients/Client retention Partner accountability/unity

2 Partner accountability/Partner unity Bringing in new clients

3 Identifying and developing new

partners/Developing a succession plan

Retention of current clients

4 Marketing/practice growth: bringing in new

clients

Fee pressure/pricing of services

5 Retaining qualified staff (at all levels) Developing a succession plan

6 Fee pressure/pricing of services Retaining qualified staff (at all levels)

7 The effect on smaller firms caused by new

regulations and standards

Developing/implementing a strategic or

long-range plan

8 Client collections Finding qualified staff (at all levels)

9 Keeping up with standards Seasonality/workload compression

10 Mentoring and career coaching Identifying, developing and accessing

leadership training for new partners

More Firms Will Not Be Able to Score

In The RedZone

Why Are Most CPA’s Not Successful

At Practice Development

1. Partners make too many excuses not to market.

2. They don’t have a structured and organized plan.

3. Their plan is not targeted and relevant to the marketplace and the

partner’s/firm’s area of expertise.

4. The partner is not accountable and lacks ownership of the plan.

5. Their plan is overwhelming.

6. Their plan is not specific as to action items and milestones.

7. Lack of consistent and diversified follow-up with prospects.

8. They think they have to sell and have good sales pitches.

Top 10 Accountant's Excuses For Not

Implementing Change

DeadlinesToo many

client

demands

Going on

vacation

Taking

CPE

Unqualified

staff

Top 10 Accountant's Excuses For Not

Implementing Change

Returning

from

vacation

Engaging

new client

Staff person

quit

Client

crisis

I hate

selling

No Excuses!

STOP making Excuses—

The Time to Change is NOW

“It is not the strongest of the

species that survive, not the

most intelligent, but the ones

most responsive to change.”

—Charles Darwin

What is a Rainmaker &

How Rainmakers Make it Rain

Lifeblood of the Practice

Rainmakers believe that

securing new business and

upgrading their client base is

the lifeblood of their practice

and is a significant factor in

succession planning. This is

their true passion.

Managers

Staff

Partners

Supervisors

Need a Talented Staff

Work

Flowing

Down

Work

Flowing

Up

Develop Relationships

Many of their clients

and referral sources

are friends. They

have developed

these relationships

over many years,

sometimes as far

back as their college

years.

Don’t Sell

Rainmakers don't sell. They use the strength of

their relationships and their ability to gain the

confidence of prospects and referral sources to

gain new clients.

Don’t Sell

Rainmakers Play to Win the Game

Rainmakers understand that you must give

in order to receive. They play this game very

well with their best referral sources. They play

to win the game. They generously donate

their time and money to charities and they

are very active in community and business

organizations, often by serving on boards or

committees.

Rainmakers Play to Win

Don’t Waste Time

Rainmakers use lunch,

dinners, and weekend

social events to spend

time with clients,

referral sources, and

prospects. This is not

work to them, it's fun.

Persistent but Patient

Rainmakers are

persistent, but patient.

They understand that

practice development is a

contact sport that must

be played continuously

over a long period of

time.

Never Make Excuses

Rainmakers are passionate about their clients and

growing the firm. This is not their job, but rather a

labor of love. They never make excuses.

Trusted Advisors

Rainmakers are good accountants and

excellent business advisors. Their clients view

them as “trusted advisors” and friends.

Find the Golden Goose

Search out “Golden

Geese” referral sources.

Qualify referral sources

and don’t waste time if

they’re not connected

with your target market.

Hold On To The Golden Goose

Once you find

a “Golden

Goose” referral

source, hold on

to it and don’t

let it go.

The Key Elements of Long-Term

New Business Success

Long-term new business success occurs when your

practice development strategies and tactics are:

Planned with proven strategies and customization

Organized well

Structured carefully not to waste time

Targeted to the right people

Constant implementation and follow-up

Periodically evaluated

Build Your Personal Marketing Plan …

the Clients Will Come

Implementing the Game Plan

Personal Marketing Plan

PERSONAL MARKETING PLAN

Name: _________________________________

The purpose of developing your own personal marketing plan is for you to

focus your marketing efforts during the coming year. The goal is to

maximize your marketing, business development and public relations

activities and to promote yourself as an expert / specialist in your

targeted industry or service niche.

Your plan will outline your activities, but you should not be constrained

by it. The quality of your activities is more important than the quantity.

Draft your personal marketing plan based upon the following model.


I. Prior Marketing Activities

Review significant prior marketing activities and assess the results.

(Who? What? Where? When? Why? How?)

II. Existing Clients

A. Categorizing Clients

Categorize the relationships with your top (“A”) existing clients.

Marketing Activity Date Positive Factors Negative Factors Overall Assessment

Client Length of Time Service(s) Provided Nature of the Relationship


B. Client Requiring Special Attention / Focus

Identify any client that you feel needs special focus due to either the

importance of the client or due to a particular situation. If you do not know

of any special situations, we should discuss sending a client satisfaction

survey to select clients.

C. Expanding Services

Preserving and enhancing your current client relationships is crucial to the

maintenance of a healthy practice. Providing additional services to

existing clients is perhaps the easiest way to expand your practice.

Identify opportunities that you are planning to pursue with current clients.

Client Situation Plan of Action Target Date Status/Result

Client Potential Service(s) Plan of Action Target Date Status/Result


III. New Business Development

A. New Business Development Goal: $________________

B. Target Industry/Service Niche ~ Special Area of Focus

Identify specific industries and services on which you plan to focus to

generate new business.

C. Ideal Client Characteristics

Identify the characteristics of your ideal client.

Industry/Service Niche Plan of Action Target Date Goal/Result

Specific Industry/Service

Revenue Size Employee Size Geographic Location Other criteria


D. Targeted Clients—Your “Wish List”

Identify specific individuals/companies that you would like to have as

clients.Individual/Company

History w/the firm? (Previous mtgs. w/ them vs. new?)

Plan of Action Assistance fromothers?

TargetDate

Status/Results


IV. Referral Sources

A. Network Development

Developing and cultivating contacts with prime referral sources is an

excellent way to generate leads. Examine the relationships with targeted

referral sources. Identify plans to develop close relationships with them to

be in a position to give and receive referrals.

Referral Source Activities Planned Target Date Status/

Results of

Referrals Received

Status/

Results of Referrals Given

Clients

Attorneys

Bankers

Insurance Agents

Business Brokers

Others (specify)


B. Professional & Community Service Activities;

Participation in Associations and Organizations

.Most businesses retain an accounting firm because they know, like

and trust the people with whom they will be working. Therefore,

meeting people and developing business relationships is the key to

generating new business leads.

Involvement in professional and community service associations

and organizations is an opportunity for you to personalize your

marketing plan.


Identify an organization that:

Will allow you to meet and network with both prospective clients and

referral sources in your target niche.

Holds frequent meetings that best fit your schedule and are geographically

desirable.

Has a mission in which you believe in. You are more likely to attend

events and seek involvement, if you are truly interested in the organization.

Become an active and visible member, i.e. Board positions and committees.

Associations / Organizations

Level of Involvement New assoc. or involvement?

Goal(s) Result(s)


V. Public Relations Activities

Public relations activities, i.e. writing articles and making

presentations, are personal choices – personal strengths and

interests must be considered when setting these goals. The same

goals may be achieved by engaging in various activities; since you

have options, participate in activities that you are good at and enjoy.

Having your articles published in industry or trade publications and

speaking at professional or trade organizations helps you to develop

personally and enhances the firm’s image to the public.


A. Identifying Opportunities to Publish Articles

B. Identifying Public Speaking Opportunities

Date Publication/Audience/ Topic Goal(s) Result(s)

Date Audience/ Topic/ Participation Goal(s) Result(s)


VI. Client/Contact Mailing List

Overall assessment: Is your mailing list current and complete? (Is it all-

inclusive, i.e. are you in contact with your clients’ attorneys, bankers and

other advisors?)

VII. Continuing Education/Professional & Personal Development

This is your plan for CPE and other courses to improve technical

proficiency, marketing and human relations skills, including in-house and

external CPE, self-study, Dale Carnegie, Toastmasters, etc.

Existing Clients New Clients Prospects Referrals Vendors Personal

Yes/No Yes/No Yes/No Yes/No Yes/No Yes/No

Date Program / Course Anticipated Benefits / Goal(s) Result(s)


VIII. Comments

Please indicate other ways in which you can help improve marketing, new

business development, sales, and public relations skills.

Annual Time Budgeting

Description Budgeted Hours

Chargeable Time

CPE

Vacation

Administration

Practice Development 400 (minimum)

Total Hours

Budgeted

It’s Never too Late to be Successful in New

Business Development

“Dream the Dream”

Target Marketing VS. Shotgun

Approach to Practice Development

How to Define Your Target Market

What are your best talents?

What are your areas of expertise and specialties?

Location

Client size

Competition

Number of potential targets

Investment of time and money

Profitability

Market For Quality, Not Quantity

Engage only new clients that

will generate high realization

rates and quality referrals.

The managing partner should

approve all new clients based

upon agreed-upon criteria,

prior to engagement letter and /

or proposal.

Cobb Value Curve

10% 20% 30% 40%

Volume of Client Service

HIGH

RELATIVE

VALUE

ADDED

SERVICES

LOW

VALUE

SERVICES

COMMODITY

SERVICES

PRICE

SENSITIVE

Target Market Strategy Example

Our primary target markets include these three areas:

Established businesses of more than 50 employees that value an

accounting firm that offers comprehensive business planning

services, particularly those in the medical/health, dental, and lodging

industries.

Growing businesses of less than 50 employees that need our

services now and will rely on them to a greater extent as their

businesses and requirements grow, particularly

those that will benefit from areas of specialization,

such as pension and retirement program planning.

Individual clients with a net worth in excess

of $1.2 million that are concerned about the

current earning capabilities of their assets and

what will happen to those assets when they

are passed to their heirs.

Relationship & Referral Building

Manage Leads

New Business Marketing Funnel

New

Client

Make Contact,

Qualify, Propose

Public Relations Web site

Sponsorships Brochures Advertising

Newsletters Events

Lead Generation—How Client Prospects and Referral Sources Hear About You

How client

prospects &

referral sources

hear about you

• Website & Social

Media (LinkedIn)

•Notes & emails sent

•Word of Mouth

•Speaking Engagements

& Trade Shows

•Articles, Columns

Written, Letters to the

Editor

•News Articles, Quoted

as Expert

•Classes, Seminars

•Personal

Experience &

Contacts

•Community Work,

Friends, Social

Activities

•Professional and

Industry Affiliations

Professional Services Marketing

0 20 40 60 80

Trade magazine articles or story

Case studies

Conference/Tradeshows

Articles/News stories

Website

Presentation at a conference or event

In-person seminar

Name recognition and/or brand

Referrals from other service providers

Referrals from friends

2009 Benchmark Report on Professional Services Marketing and Buying from a Client's Perspective

Personal Branding &

Public Relations Benefits

Differentiates you from your competition—not just

another accountant—increases your competitive edge.

Name recognition—creating awareness

Perceived expert or celebrity

Adds credibility—CPA of choice

Bundling of talents

Trusted advisor status

Value builder

Branding &

Public Relations Techniques

Write articles—use a ghost writer

Make presentations at business organizations or trade shows

Have a great, well written bio on the firm’s website

Social media, especially LinkedIn

Get quoted

Use press releases

Letters to the editor

Put on seminars

Social Media

LinkedIn

Sharing useful and relevant business content

with members of your network who share it with

members of their network, and so on and so on.

Demonstrate to prospects that you are an expert

by marketing your specialized knowledge.

The most professional of the major social

networking websites.

Equivalent to a personal business website.

LinkedIn Tools

Status Updates: One of the best ways to keep your connections

informed about your happenings is by posting “status updates”. Status

updates are brief statements that you feel your connections will find

useful. In addition, they can include links to related content on your

Website or third-party Websites. To appear active in the LinkedIn

community, post useful and actionable status updates on a regular basis.

Presentations: If you post PowerPoint presentation to SlideShare or

Google Docs, you can display these presentations in your LinkedIn

profile.

Events: Are you speaking at an event or sponsoring a training session?

You can post a LinkedIn Event to help promote and generate interest in

your event.

LinkedIn Tools

Recommendations: LinkedIn makes it easy for you to request

recommendations from your connections. A collection of glowing

recommendations that underscore your expertise and experience will

significantly enhance your profile.

Groups: LinkedIn Groups help you stay informed and keep in touch with

people that share your interests. You can create your own LinkedIn

groups or join any number of groups that focus on your area of

expertise. Participating in LinkedIn Groups by adding value to the

discussion is a great way to expand your circle of influence.

.

LinkedIn Tools

Company Pages: Company Pages are a powerful research tool that you

can use to find companies to do business with or research

competitors. In addition, you can create a Page for your company to

showcase your expertise. You can publish your company’s description,

headquarters address and Website address. To further your company

page’s value, you can post targeted jobs, recruitment videos, information

about products and services and company images.

Brand Your LinkedIn Address: When you create a LinkedIn profile, it

will create a LinkedIn Web address

LinkedIn Tools

Become an Expert: By answering LinkedIn questions and actively

participating in LinkedIn group discussions, you have an opportunity to

establish yourself as an expert and thought leader.

Connect with Prospects: You can use LinkedIn as a “warm calling”

tool. If there is a prospect you want to reach, you can easily find them on

LinkedIn and see how you are connected to them. If you have an active

list of LinkedIn connections, you are most likely only two or three

connections away from the prospect. Use LinkedIn’s introduction features

to ask one of your connections for an introduction.

Keep Your Connections Current: Whenever you meet someone,

connect with them on LinkedIn. It’s a great way to expand your influence

and keep connections up to speed on your accomplishments.

Client Prospecting Process

Client Prospect

A Client Prospect represents a solid opportunity to become a new

client and has expressed a strong interest in becoming a client.

Potential Client

The “Client Prospect”

becomes a Potential

Client when a proposal

has been issued.

Client Prospecting Process

Lead

A “Lead” is nothing more than a contact person that has been

identified for further qualification as a “Client Lead”

Client Lead

A Client Lead is a Lead

that has gone through

the qualification process

and who has expressed

at least a small amount

of interest about the CPA

firm.

Professional Services New Business Process

1. Qualify leads

2. Planned approach

3. First meeting

4. Follow-up activities and additional meetings

5. Proposal

6. Proposal follow-up activities


Qualify Leads

Goal: Determine if the Lead is the type/desirable client that the firm

wishes to engage. Does the Lead qualify to invest time and money in

the future?

Size

Location

Industry

Types of services

Current accountants

Fee sensitive

Timing of services

Ability to provide quality services

Financial stability of the company


Plan the Approach with Client Leads

Goal: Turn Client Lead into a Client Prospect

Learn as much as possible about the client Lead and the

organization.

Research clients website and internet

Develop appropriate fact-finding questions

Prepare a game plan including next steps

Prepare case studies

Define roles if more than one partner is at the meeting

Professional Services Sales Process

First Meeting

Goal: Make great first impression, further qualify, identify needs and

ability to service. Turn Client Lead into a Client Prospect.

Ask prepared questions

Show off your knowledge of the organization

Focus attention on problems, issues and determine “pain

factor”

Discuss case studies if appropriate

Listen to what is important and demonstrate that you

recognize and understand

Commit to actionable next steps to move to the next level

Questions for a New Prospect Meeting

Characteristics of Early Questions

Safe

Easy to answer

Informational / Factual

What do you want to accomplish in our meeting today?

How did you start your business?

How is business compared to last year at this time?

Who is your competition?

Where do you see your business in three years?


How many people do you employ?

Can I take a tour of your offices/plant?

What are your businesses’ strengths and weaknesses?

Who are your target customers? / Who do you sell your

products/services to?

Do you have any new products / services in research /

development?

How do you market your product/service?


What information are you currently using to manage your

business?

What external and internal business factors are affecting

you?

What is the most significant problem facing your

company today? What have you done to overcome these

problems? Have your current accountants assisted you

in providing solutions to these problems?


Characteristics of Later Questions

Much more personal

Emotional

If fees were not an issue, what services would you desire

from your current/new accountants?

What information are you currently not receiving from

your present accountant that you desire?

How is your current accounting firm helping you reach

your goals?

What was the last suggestion your accountant gave you?

What prompted your company to interview a new

accounting firm?


When is the last time you updated your will? / Do you

have a succession plan?

How often does your current accountant meet with you to

discuss your business and goals?

Does your current accountant perform tax planning

services for you?

Do your accountants prepare budgets or projections?

Does your accountant assist you with lease vs. purchase

decisions?

What do you like best about your current accounting

firm? What do you like least?


Have you been audited by the IRS or the state? If so,

how did your accountant handle the audit?

Are you the ultimate decision maker, are there additional

decision makers or a committee?

What is important to you in making a change in

accounting firms? Have you considered or tried to make

a change in the past?

How much of a factor will the fee play in your decision

process?


When we are finished with this meeting - tell me how you

want me to proceed.

When will the decision be made?

Can I present last during the proposal presentation

process?

Can I meet with you once again before the final decision

is made to address any outstanding issues?

Follow-up is the Key to Practice

Development Success


Follow-up Activities

Goal: Develop further interest to turn the Client Lead into a Client

Prospect and make a formal proposal.

Thank you email and hard copy letter

Address issues and pain that were discussed

Acknowledge the Firm’s ability to provide solutions to remove the pain

Address benefits of the Firm as a service and value provider


Follow-up with:

E-mails

Newsletters

Articles

Lunch and dinner meetings

Sporting and entertainment events

Donate to their charities and attend events

Speaking or cultural events

Meet other decision makers

Invite decision makers to the Firm’s offices

Invite to Firm seminars and presentations

Connect on LinkedIn

The Pathway to Building a New ClientContact # 12

Contact # 11

Contact # 10

Contact # 9

Contact # 8

Contact # 7

Contact # 6

Contact # 5

Contact # 4

Contact # 3

Contact # 2

Contact # 1

Prospect

50% of accountants quit here



90% of accountants quit hereYou harvest the low hanging

fruit

You are becoming a factor in the

prospect’s mind

Bit by nurturing bit they get to

know you

You are earning Top of Mind

awareness

At this point you may be the

only person to ever have

made 8 contacts with this

customer

At this point, when your

customer or prospect is ready to

buy, you have a 90% chance of

being called

Case Studies

Case Studies—Tell the Story

Have an inventory of case studies to email to Client Leads

and Prospects as a follow-up.

Also for use in proposals and presentations.

Types of Case Studies:

Tax audits

Capital raising

GAAP issues and resolutions

Tax planning and minimization

M&A

Detection of fraud

Business cost surveys

Use Compelling Case Studies—

People Love Stories

Rather than present a list of statements (i.e., we are a

quality firm, diversified, great reputation, been around for

40 years, etc.), success stories communicate:

VALUE

BENEFITS

SOLUTIONS PROVIDER

CREDIBILITY

DIFFERENTIATE FROM COMPETITION

Post on website and LinkedIn

Use Compelling Case Studies—

People Love Stories

Case Studies (success stories) help Potential

Clients—identify handpicked success stories

that reflect their business needs.

Success stories are all about “Showing,”

rather than “telling.” Viewed as credible.

Capital Raising

Challenge: Our client was a start up company with a great business

concept and was seeking funding to initiate operations. H&L was engaged

to prepare the company's background documentation to provide to

potential investors and evaluate and recommend the appropriate type of

funding that would best meet our client's operational and strategic

objectives.

H&L Solution: Working with management, we assisted in the preparation

of a business plan for the company including financial projections as well

as a road show presentation. We also performed a due diligence review

to ensure that all legal documentation and other information required

during a fund raising process was available and in good condition. Any

deficiencies noted during the due diligence process were addressed by

company counsel, H&L, or management consistent with a project plan

that we had prepared.

Capital Raising

The H&L Difference: Based on our

assessment of the client's needs and

available sources of funding, H&L was

instrumental in assisting our client with

obtaining their initial funding. We also

assumed a part-time CFO role to provide

ongoing counsel regarding finance and

accounting, administrative, and other matters

as necessary.

Foreign issuer needs

assistance recasting GAAP financials

Problem

A large foreign accounting service firm needed some

assistance with a client. Their client, a Canadian publicly-

traded company who also was filing as a foreign issuer with

the SEC, needed assistance in recasting their Canadian

GAAP financials in accordance with US GAAP. The financials

were needed for a registration statement to be filed with the

SEC enabling the Company to become a US registrant. The

client also needed audits performed on a Company that they

were targeting to acquire.

WS+B Solution & Result

WS+B Solution

We worked with the CFO to educate him on US GAAP so he could recast

his audit financial statements to reconcile US GAAP numbers. We

performed historical audits on the target company so that they were

complete to ensure a timely filing with the SEC.

Result

After the Registration Statement and acquisition were complete the

Company terminated the services of their original accounting services firm

and engaged WS+B to be their Certified Public Accounting Firm as the

result of the quality and timely service we delivered on what was originally

just a “little job.”

Reversed State tax

assessment saving client $50,000

Problem

A construction contractor was audited by the State

of NJ. The field agent questioned the company for

not paying sales tax on two pieces of screening and

conveyor equipment used by the company in its

excavation business. The State of NJ assessed the

company a use of tax of $50,000 on two pieces of

construction equipment used by the company for

excavation purposes. The client was upset with the

results of this assessment and asked WS+B if there

was any way around this issue.

WS+B Solution

Based on the NJ tax code, equipment used in the

manufacturing process is exempt from sales and use tax.

WS+B convinced the State of NJ Supervisor that the

company manufactures dirt. The company uses the

conveyor and screening machinery to extract earth which

contains tree roots, rocks and other debris so that they

could sell the dirt as top soil. WS+B pleaded that the

company changed the form of the dirt by removing from the

dirt all the foreign debris. The dirt was the raw materials

and the tree roots, rocks, etc. were extracted during the

“manufacturing process” using the two pieces of

equipment. The company thus was able to sell the dirt as

topsoil for a much higher price than in its original form.

Result

The State of NJ agreed and

rescinded the sales tax on the two

pieces of equipment. WS+B saved

the client $50,000 plus interest and

penalties and the client gladly paid

WS+B the next day.


Proposal StageGoal: Turn Client Prospect into a Potential Client by issuing a proposal.

At that right time ask Client Prospect if you can

propose to provide services to their organization. If

no, find out why and decide if follow-up activities

should continue.

If yes, issue a proposal.

Give Them a Proposal They Can’t Refuse

Proposal Process

Proposal Follow-up Activities

Goal: Have Potential Client sign the proposal.

Dealing with objections and resolving doubts

Dealing with fee sensitivity

Reassuring that your firm will be a solutions provider

Case studies and client references

Sample Change Order—

Price Sensitivity

Client: ____________________

Date: ________________________

Additional services to be performed not included within the scope

of our engagement letter dated __________ (include estimated

completion date, client responsibilities, if appropriate, and any

other level of detail needed):

Fee: $_____________________

Sample Short Form Proposal

Challenges facing E-Commerce businesses, like yours

E-commerce is a viable shopping venue for today’s internet

shoppers. By delivering core print catalogs, developing

websites, placing print ads strategically, and establishing

strategic vendor/supplier relationships, your business of buying

and selling pre-owned and surplus office equipment and

furniture is changing quickly.


Yet, while many e-commerce companies like your are

experiencing growth, they are also experiencing challenges

brought about by the sluggish economy. Margins are tight,

as labor, payroll and employee benefits costs continue to

rise. Balance sheet management is also an issue as

companies struggle with accounts receivable and the

control and evaluation of inventory.


Finally, there are the challenges experienced by companies

looking to develop new business or simply maintain the

business they already have. Strategic planning, targeting

tactics, employee compensation, and client relationship

management are now, more than ever, essential ingredients

of any business plan.


Why Choose Tarasco & Associates

At Tarasco & Associates, we are well aware of these issues.

How could we not be? We currently act as the auditors and tax

advisors for dozens of technology based companies in New

York. Having heard your pressing issues and your short and

long term goals, we are convinced that Tarasco & Associates

can serve your company better than any other accounting firm.

Here are three reasons why we make this statement with such

conviction.


1. We know your business and we know it well. Nearly twenty

percent of our firm’s revenue is generated from

technology companies as well as companies in the e-

commerce industry. Your companies engagement would be

staffed with out most experienced audit and tax

professionals, especially in the e-commerce area.


The key partners of your Client Service Team would include Joe

Tarasco, your audit partner, and Jason Tarasco, your tax

partner. They would be assisted by two senior managers, Joe

Tarasco, Jr., and Nancy Tarasco, both of whom have 10 years

of experience preparing audits and tax returns for

technology and e-commerce businesses like yours.


2. We can offer you a level of client satisfaction that few, if any, our

competitors can match. We say this with confidence and pride

because it is not only our opinion, but also that of our clients. For

the past 15 years we have sent out Client Satisfaction Reviews

to each of our clients. And each year, nearly 100 percent of our

client base tells us that we either meet or exceed their

expectations.


The reason that we receive such accolades is simply: Our accounts

are closely managed by our firm’s partners, not by our firm’s

managers. Partner involvement and responsiveness are the keys

to most of our successes and are what differentiates us from the

Final Four firms, from the national firms, and from most of our

regional competitors. In short, we run a tight ship. With 20 partners

on board, we are nimble. We are quick to respond. We are always

there for you!


3. We offer you value for fees. The fees for our audit and tax

services are estimated at $50,000, and we would guarantee

this fee for two years. The attached fee schedule provides

details of the audit and tax services included and those not

included in the fee. This is a value added proposition. Our

audit is not just about the numbers.


Yes, you will receive financial reporting, analysis and budgeting.

However, you will receive a lot more. Our audit examines your

entire organization and then formulates solutions for any areas

of risk we discover. As a result, our audit also focuses on

key risk areas and identifies opportunities for fundamental

improvements in your organization’s operations.

Documents

How Practice Development Really Works · Personal Marketing Plan B. Professional & Community Service Activities; Participation in Associations and Organizations .Most businesses retain