What's In & What's Out with Tax & Accounting Firm PR/Marketing Programs

Exclusive online content from the August 2009 Issue

I’m a big fan of the “What’s Out/What’s In” lists you see so often in mainstream consumer magazines. Besides being fun and a quick read, these kinds of lists are great conversation starters to think differently about the way your firm markets its services and culture to prospects, clients and friends.

Here’s a short list of six marketing/public relations initiatives for today’s tax and accounting firm and/or accounting business. How many of the items from the “What’s Out?” column is your firm still doing?

Obviously, this is not a complete list; I’m sure you have your own Ins and Outs to add, but for the most part, these are the issues I run into when I talk with firms about substantive issues affecting practice growth. Here’s a look at each one.

Smoke and Mirrors/Transparency
If the accounting mishaps of the early 2000s taught us anything, it’s to look at every situation with transparency. In the realm of marketing and public relations, I’m not talking about covering up something sinister. Rather, maintaining transparency within an accounting firm revolves around telling your firm’s story, all the time — worrying less about what you’re not saying than what you are talking about, especially when you meet a competitor.

Competition is a funny thing. Some firm partners are reticent to talk about themselves in front of other firms because they feel their competitors will steal business. I want to go on the record by saying that there’s plenty of business for everyone, so why not talk to your strengths? You do not have to reveal your clients by name. Instead, get specific about what your firm does best and fess up to the gaps. Chances are, there will be more ways for you and your competitors to complement each other rather than compete.

Qualitative vs. Quantitative Measurement
It’s time to put your “feelings” aside and focus on concrete results.

First, the basics. Qualitative measurement is the “feel good” aspect of marketing a service, while quantitative measurement involves numbers to determine your return on investment (ROI). Most everyone measures their activities in a qualitative manner because ROI takes time to accurately measure and can become costly depending on the situation.

There’s nothing wrong with someone saying, “I like your firm because your staff is responsive to my needs.” However, wouldn’t it be better to measure the same situation this way: “Your firm saved us $50,000 by helping us implement a smarter, more efficient accounting program.”

While this is only one example, think of all the ways you can measure something by the numbers rather than feelings. I guarantee you’ll find solutions that will add to your own bottom line by cross-marketing other services within your firm because you’ve demonstrated true value to your clients.