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Mind the GAAP

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Thanks to http://www.freedigitalphotos.net

There are changes afoot and much is being made of ‘FRS 102’ and ‘new UK GAAP’, so in an effort to understand what all the fuss is about, and how it will impact on a small accounting practice with a client base firmly in the SME sector, I have dragged myself off to seminars and scoured t’Internet, and what follows is a brief summary of my understanding to date of these changes.

If you can put further flesh on these bones or correct misunderstanding then please feel free to comment.

First a little terminology:

  • IFRS Foundation”: an independent, not-for-profit private sector organisation.
  • “IASB”: International Accounting Standards Board is the independent standard-setting body of the IFRS Foundation.
  • “IFRS”: International Financial Reporting Standards which are designed to be global standard so that company accounts are understandable and comparable across international boundaries.
  • “IFRIC”: International Financial Reporting Standards Interpretations are the official interpretations of IFRSs.
  • “IAS”: International Accounting Standards are international financial reporting standards that were created by the predecessor body of the IASB and form part of the body of IFRS requirements.
  • “SIC”: the official interpretations of the IASs.
  • “IFRS for SMEs”: a self-contained standard of 230 pages, designed to meet the needs and capabilities of small and medium sized enterprises (SMEs) and includes simplified language and fewer disclosure requirements (expect to be aligned with FRS 102 in due course).
  • “SMEIG”: SME Implementation Group is an advisory body to the IASB, is providing recommendations to the IASB in connection with IFRS for SMEs.
  • “Small Company”: organisations with up to £6.5m turnover, £3.26m assets, and 50 employees (to be revised to £10m turnover etc. under new EU directive).
  • “Micro Company”: companies with up to £632k turnover, £316k assets, and 10 employees.
  • “UK GAAP”: Generally Accepted Accounting Practice in the UK is the overall body of regulation establishing how company accounts must be prepared in the United Kingdom.
  • “ASB”: UK Accounting Standards Board which is the body responsible for publishing accounting standards and other guidance.
  • “FRS”: Financial Reporting Standard.
  • “SSAP”: Statements of Standard Accounting Practice.
  • “UITF”: Urgent Issues Task Force of the UK Accounting Standards Board (now disbanded).
  • “SORP”: Statement of Recommended Practice for charity accounts and reports.
  • “New UK GAAP”: new reporting standards applicable from 1st January 2015 (latest) comprising
    1. “FRS 100”: Application of Financial Reporting Requirements which sets out the overall reporting framework.
    2. “FRS 101”: Reduced Disclosure Framework which permits disclosure exemptions from the requirements of EU-adopted IFRSs for certain qualifying entities.
    3. “FRS 102”: the Financial Reporting Standard applicable in the UK and ROI which replaces all existing FRSs, SSAPs and UITF Abstracts.
    4. “FRS 103”: the Financial Reporting Standard for insurance companies.
  • “FRSSE”: the Financial Reporting Standard for small company accounts includes reduced reporting requirements (anticipate this may be phased out in due course).

Phew! so which standard do I use?

Listed company consolidated accounts: must use IFRS

Listed company parent/ subsidiary accounts: either IFRS or UK GAAP (FRS 102)

Other companies: either IFRS or UK GAAP (FRS 102)
Small (& micro) companies: either above or IFRS for SMEs or FRSSE

Charities: must use UK GAAP (FRS 102 or FRSSE) and the new Charities SORP

So in particular, what is FRS 102?

  • for medium and large companies is similar to IFRS but reduced disclosure requirements
  • allows ‘amortised cost’ or ‘fair value’ methods of valuation except equities held which which must be at fair value
  • investment properties should be valued at far value via the P&L where possible but depreciated costs allowable if fair value involves undue cost or effort
  • allows goodwill to be amortised rather than applying impairment method
  • no ‘indefinite life’ option for goodwill
  • other intangibles to be recognised separately from goodwill
  • greater regulation of hedge accounting such as forward currency contracts
  • option to use IAS 39 (which outlines the requirements for the recognition and measurement of financial assets, financial liabilities, and some contracts to buy or sell non-financial items)
  • deferred tax to be provided on revaluations
  • government grants can be recognised immediately or accrued and matched with costs
  • holiday pay entitlement must be accrued where holiday not taken
  • disclosure of total lease commitment (i.e. note on operating lease liability)
  • cash flow statement required
  • reduced reporting for small companies which will no longer be required to include a director’s report, analysis of income

New EU Directive

From 1st September 2013 micro companies can report a greatly simplified balance sheet (and P&L) and are not required to provide notes and analysis on most balance sheet items, but must still include details of directors’ loans.

HM Revenue & Customs

All the above deal with reporting for public record; there are no changes on reporting requirements to HMRC at this time, so from a parochial point of view, is this going to make any real difference?

Paul Driscoll is a Chartered Management Accountant, a director of Central Accounting Limited, Cura Business Consulting Limited, Hudman Limited, and AJ Tensile Fabrications Limited, and is a board level adviser to a variety of other businesses.

Read all about it!

Jenny2 copy

My last post was all about the Entrepreneur’s Convention and how motivated I was when I came back.

Just to prove this was so I thought I would base this blog on my journey writing a newsletter for the first time, and what I got out of it.

I gave myself four days to get it in the post, because I was due to go away for a long weekend with my mum for her birthday on the Thursday morning and I knew that if I waited until I came back momentum would be lost.

I had no idea what tool to use as I didn’t have Microsoft Publisher as part of my Office package – and Publisher was the only tool I knew. After some research we found Swift Publisher 3. This tool was relatively inexpensive ($18 I think) but had the professional look I was after. Package bought and downloaded it was time to think of a theme and title.

After much head scratching my hubby came up with a great title. As my blog is Bright Business Thoughts how about Bright Business Bulletin? Perfect!!

Then it was a case of using branding and pictures I already had on my website to give the right look and feel.

Content was the next issue. As the newsletter is for clients and other good business contacts it is important to me that they get value from the newsletter. It is not to be about me but about other interesting businesses and with useful tips and advice.

The Entrepreneur’s Convention was an ideal lead article as it was topical and of interest to an audience of entrepreneurs and business people.

The rest of the newsletter was filled with regular features I plan to run each month: A quote from that great business guru Winnie the Pooh; a slot with our financial agony aunt Jenny; Michael’s minutes where Michael gives us a quick tip on time management; dates for your diary; and a community section featuring a great business; someone who has helped me in the month and a partner of the month (someone I recommend).

I have had some good feedback so hopefully it is the right mix of content and entertainment.

I met my ‘in the post’ target – just!

By the end of Monday I had the newsletter at the printers, the envelopes ordered and the stamps bought. By the end of Tuesday I had the list of recipients prepared and labels printed. The envelopes arrived Wednesday pm so I was able to label and fill them before popping them in the post by 6pm Wednesday evening.

So what did I learn? Firstly, you can achieve a lot when you give yourself a deadline – even if the tight schedule meant a typo missed editorship! Secondly, a good tool takes a lot of the stress away from doing a project. And thirdly, I am very lucky to have a husband who is very good at graphics and is happy to help!

Fiona 🙂

Estimating sales

It’s common practice for business owners to estimate sales by focussing on total revenues and using that to drive their business plan. But, if you think about it, that doesn’t make sense. Whether you succeed or fail, you will have no idea how or why it happened. You’re flying in the dark.

It takes a little more time, but your sales forecast should start from the bottom up and in as much detail as you can. You clearly need to know the sales price of your products and services, but you can also calculate an average sales value, based on historical data (revenue ÷ number of sales).

Look where your business is coming from and report it by market sector or sales channel (direct, distribution, internet, etc). Analyse the source of your new business in previous years. Where did your sales come from? Was it the result of advertising, telesales, direct mail, networking or online enquiries/SEO? The idea is to build up a map of where your business is coming from and then use historical data as the basis for your forecast.

You might expect established customers to maintain their sales levels – but how much of your business does that represent? If a high proportion of your sales are one-offs, you will be much more reliant on converting leads. So which ones worked best for you in the past? How well did they convert? You can use the conversion rate to help generate your forecast.

Start to build your forecast by looking at each market sector or channel. What unit sales did they produce in the past and is that a good basis for next year? If you are investing in marketing, you should be able to tell from historic data what each campaign cost and the return it generated. Now you can use your planned investment in marketing to generate a forecast for new sales.

It may take you a while, but you will end up with a much better understanding of your business and the factors which are driving it. And it means that when you compare your actual results with what you predicted, you’ll be able to see exactly where things exceeded or fell short of your expectations.

Cloud Accounting Software

Over the last few years, the way businesses record their data and keep their books has changed considerably. In the good old days they would have a server in a dedicated room with AC and miles of cables, with computer screens taking up half your desk, but no more. In a relatively short time, the accounting software houses have gone virtual.

All the software packages still have desktop versions, but frankly why bother? You can be on the beach drinking pina coladas and still keep your finger on the pulse running the business. Better still, with cloud software if there’s a problem your accountant or IT person can go straight in and have a poke around.

But with loads of solutions out there (most of which I’ve used), how do you make a decision?

Taking the top sellers in the UK market, I have broken down their main attributes based on functionality, feel and price. I’ve also tried not to be biased. A lot of the software is you will see does the same thing. Which software to choose comes down to personal preference and the needs of the business at the time. Luckily the software is generally quite portable, so if a solution is no longer adequate you can easily move on.

Industry / Sector

All the software I’ve reviewed will work across most sectors from retail to the service industry. I have a couple of online retailers who obviously use various versions. They wouldn’t be suitable though for construction, manufacturing or tourism and hotel businesses.

Modules

So what can they do?

On a first view they all pretty much do the same thing. To try and find some differences one has to look at the GUI.  They all say they are intuitive, but my view is that some are more so than others.

FreeAgent, Freshbooks, Kashflow and Xero all look the same; they have very similar colour schemes (what’s the thing about the blue?) and layouts. It can be confusing switching between them. Quickfile uses a white background. Both Quickbooks and Sage 50 have the traditional look you find on the desktop versions which unless you’re an accountant is awful to navigate.

Quickfile

FreeAgent

Freshbooks

Kashflow

Xero

Quickbooks

Sage 50 Professional

Sales

Y

Y

Y

Y

Y

Y

Y

Sales Order processing

Y

N

N

Y

Y

Y

Y

Quotes

Y

Y

Y

Y

Y

Y

Y

Purchases

Y

Y

Y

Y

Y

Y

Y

Purchase Order Processing

N

Y

N

Y

Y

Y

Y

Stock

N

N

Y

from AUS$10

Y

Y

Y

Payroll

N

N

N

+ £420 p.a

Y

£42 p.m package

N

VAT returns

Y

Y

Y

Y

Y

Y

Y

Reporting

Y

Y

Y

Y

Y

Y

Y

Annual accounts

Y

N

N

Y

Y

Y

N

Platforms

Interestingly, they all have versions for iPhones and iPads as well as android except Quickfile and FreeAgent.

Interfacing

They all have interfaces with banks allowing CSV files to be downloaded and by tagging can allocate to invoices, be that customers or suppliers. In fact if there isn’t a matching invoice they will set it up, brilliant!

Another handy function is the customer receipts. They all will allow you to take payments from PayPal and often other platforms including Sagepay. Just like the bank download these can be tagged.

What I really like is that you can file returns with HMRC. Why is that great? Audit trails: you can download or refer back later.

Dashboards

This for me is the best reporting tool. It’s the home screen when you go into the software, so sometime needs to ensure that only the pertinent information is shown. I like to see bank balances, debtors and creditors, and key dates for tax returns. Most will do this to a greater or less extent but my least favourite has to be Sage.

Pricing

I know that’s what it’s about but don’t be fooled. Are you’re getting what you pay? Watch the cost of add-ons these can be expensive.

Quickfile

Freeagent

Freshbooks

Kashflow

Xero

Quickbooks

Sage 50 Professional

Customer

Free

£15-£25

$0 to $39.95 p.m.

£18 p.m.

£12 –  £24 p.m.

£9 -£29 pm

£1,400 p.a

(£117 p.m.)

Accountant

“Affinity” dashboard  £94.90 p.a. per client +VAT (up to 10% volume discount)

Has to log on as user

Has to log on as user

“Orbit” client manager – free

“Practice Studio” – free

“QuickBooks Online Accountant” – free

N

I really like Quickfile for its simplicity but have a problem with their pricing module, why charge the accountant for passing business their way. The competition often pay us accountants to introduce, oops, did I let that slip.

From FreeAgent to Quickbooks, there’s not much in it. Although FreeAgent, Freshbooks and Sage don’t have Accountants’ portals.

The drumroll goes to Sage: it’s not even web based, it’s a hosted service.

Payroll costs seem to be wildly different. Some providers have in-house solutions others have partnerships.

Finally

We’ve helped loads of businesses migrate to the cloud. It’s not just about price but what is right for the business.

When making the move, don’t try doing it without professional assistance. If you mess it up it can be extremely costly to fix.

Testimonial from one of our clients, Carl Hughes of IT Hound

ODFS really has the knowledge in the cloud accountancy sector. I manage my business completely online and I wanted a product that could compliment this so I could do all my invoicing, sales and accounting in a browser and not have to install a program on my computer.

ODFS recommended Quickfile and helped me setup invoicing templates and a way of working so that I could manage outstanding invoices, use reports to give me a picture of how my business was doing and at the same time understand the various accountancy terms with ease.

I don’t feel the above could have been done as quickly using a traditional desktop accountancy program and the fact that ODFS could log in to my online account saved the endless emailing of reports and spreadsheets.

Its unusual to find an accountant who has such a vast knowledge of how to do finances in the cloud; so if you are looking for an efficient company to help you manage your accounts I highly recommend ODFS.

xerosageQuickFile-invoicingquickbookskashflowdownload

Deadline to register for self assessment tax return is 5th October

You may never have worried about filling in a tax return before now. Unfortunately you could be in for a shock and a penalty if you fail to register a new source of income for the tax year ending April 2013. You have until October 5th to register any change in circumstances with HMRC. This is particularly likely to affect those employees with earnings over £50,000 still claiming child benefit.

So who needs to complete a tax return?

You need to complete a self assessment tax return if any of the following apply:

  • You are self-employed
  • You are a company director, unless it is a non-profit organisation and you don’t receive payments or benefits
  • You are a Minister of Religion of any faith
  • You are a Lloyds Name/Member
  • You have annual income over  £100,000
  • You are an employee/pensioner but have other taxable income
  • You are over £10,000 taxed income from savings/investments.
  • You have over £2,500 of untaxed savings/investments.
  • You have over £10,000 of property income before expenses or £2,500 property income after expenses
  • You earn over £50,000 and are still claiming child benefit.

A phone call to the HMRC self assessment helpline on 0300 200 3310 will enable you to beat the deadline and register for a tax return for your income source. But allow yourself plenty of time for the call. My phone call this morning to register for a tax return took 25 minutes to be connected to an HM Revenue & Customs Officer.

Helen Alexander ACMA

helen@millbrookfm.co.uk

National Minimum Wage rates from 1 October 2013

The National Minimum Wage Act 1998 provides the legal mandate for employers to pay a minimum wage.

The rates of national minimum wage applicable to pay reference periods starting on or after 1 October 2013 will be as follows:
• the main adult rate (for workers 21 and over) will increase by 12p to £6.31 an hour (currently £6.19 an hour)
• the rate for 18-20 year olds will increase by 5p to £5.03 an hour (currently £4.98)
• the rate for 16-17 year olds will increase by 4p to £3.72 an hour (currently £3.68)
• the rate for apprentices will increase by 3p to £2.68 an hour (currently £2.65).

From the same date, the accommodation offset will increase from the current £4.82 to £4.91.

A person qualifies for the national minimum wage if he is an individual who –

(a) is a worker;

(b )is working, or ordinarily works, in the United Kingdom under his contract; and

(c) has ceased to be of compulsory school age.

For a 37 hour per week worker the annual wage is £12,140.44 (£6.31*37*52)

The Living Wage Foundation use data from the Centre for Research in Social Policy at Loughborough University. They advocate the payment of a living wage of £8.55 in London and £7.45 elsewhere – that is £1.14 and £2.24 above the £6.31 NMW.

david@graceaccountants.co.uk

Head in the cloud …… feet very much on the ground!

cloud-computing

I’m a director of a software development business which develops ‘cloud’ based applications. Of course, when we started in 2005, I was quite unaware of this, but then the marketing men seized on the ‘latest idea’, gave it a label so that they could sell it more easily, and hey-presto, ‘the cloud’ was born.

So if we set aside all the marketing hype, what exactly is ‘cloud computing’?

I’m not an ‘IT Professional’ so forgive me if I reduce this to more simplistic terms but actually it is quite straightforward, and in many ways something of a natural progression in a trend that has gained momentum over the last few decades.

If I can go back further for a moment, I can recall managing the new IT department of a large manufacturing operation in the early 1980’s (the directors didn’t really know where it should sit within the organisation so they gave it to the accountant because it had something to do with ‘information’). In those days, data was input by cards or paper tape, and we had a department of ‘punch card operators’, and an air conditioned room in which sat a ‘mainframe computer’ which was the size of a small car, and had various attendant tape drives for storage of data and programmes.

Users had a screen and keyboard and a wired connection to the mainframe to and from which they could send and retrieve data using application programmes which controlled how that data should be input and processed or presented when retrieved. All the processing was done by the mainframe as it was the only computer in this network of users and machines.

The advantages were clear and immediate: instead of having to walk to the other end of the factory to speak with a colleague who kept a written record of the information we were looking for, a user could now sit at his or her desk and look at the data which that colleague had input only moments earlier.

We then saw the explosion in availability of the personal computer (PC), cheaper and more flexible yes, but a backward step in productivity since written records were replaced by computerised records, but now held on desktop machines. And so we were back to walking the corridors to speak with a colleague who kept a computerised record of the information we were looking for, but this time carrying a floppy disk to write that information on rather than a pad and pencil.

Hence the advent in networking these PCs to a central ‘file server’ which, as the name suggests, is designed to store our files. Again this enabled us to work more collaboratively and more productively, by working on the same files and data, and indeed more securely as protection and regular backups of centralised data is far easier to achieve than for a myriad different personal computers.

The only real difference between this model and the early mainframes is that whereas the mainframe computer did all the work – stored the data, retrieved the data, ran the software applications, and so on – now the work was shared between the server which largely stored and retrieved data only, and the PCs which ran the applications to process that data, so overall processing speeds reduced dramatically whilst achieving a significant cost saving over a mainframe investment – a real ‘win-win’.

The development of ‘data warehouses’ where the centralised data storage was taken away from ‘in-house’ networks, and to more secure remote locations with ‘thin client’ access to data and business applications, was essentially a return to the mainframe model, and with much more powerful modern servers, overall processing speeds reduced still further.

However the real driver for this change was again an economic one – why spend money on lots of expensive PCs and a server, and all the attendant network paraphernalia and maintenance, when one very powerful central server could do it all, and all the users would need would be a screen, a keyboard, a mouse, and a telephone line (hence the thin client)!

I would have to say that this latter development probably by-passed most small and medium sized enterprises (SMEs) and still remains the reserve of larger firms who can afford the fees charged by vendors of large ‘enterprise’ (organisation wide) applications.

However, cloud computing is really little different to the thin client arrangement in that it enables access to data stored on a remote centralised server, and the applications to process that data. Our own cloud based applications store data on servers in the North of England, with backups in Docklands, and whilst most of the processing takes place on the server, some is done on the user’s PC, so that we can harness as much processing power as we need to ensure fast response times.

At its best, the cloud can provide access to software applications and services previously available only to larger enterprises, to smaller firms, and at a very economic cost, often on a ‘pay-as-you-go’ or rental basis instead of outright purchase – this is often termed ‘Software as a Service’ (SaaS).

And so to the inevitable questions: is cloud computing safe, and is it reliable enough to use to run my business?

Most small and medium sized enterprises do not have a dedicated IT team at their disposal, and as a result, backups may not be made reliably, firewalls and anti-virus software may not be the best (or as I have seen, not exist at all), and network access may require nothing more than a password written down on countless sticky notes attached to keyboards and monitors around the office.

The level of security employed in a cloud environment is likely to be significantly higher on average then the security of a typical SME, but it really is for prospective users to verify this for themselves: where is the server physically? What do you know about the firm that runs and maintains the server?

And is the application you plan to run secure? I would not claim that any application or network is one hundred percent secure (there have been too many high profile news stories to the contrary) but for example our accounting/ ERP application includes encryption between user and server so that even if the data transmission is intercepted by a hacker, they will have nothing more than a string of gobbledygook – a whole lot better than someone being able to hack into your in-house network and steal files, or even physically break into your office and steal a laptop with confidential data on it, or indeed losing your in-house data in a fire, all of which have happened to clients in the past.

That said, there are draw-backs, and in particular, reliability: do you have a reliable connection to the Internet, and does the cloud service provider give any guarantee of service availability?

I have sometimes advised prospective customers to look at ‘in-house’ software applications rather than our cloud based ERP application where they have poor or unreliable broadband, though this is becoming less of an issue as the infrastructure improves, indeed we even see our clients taking and processing customer orders directly into their system at trade shows using just a tablet computer.

And our experience with the firm who warehouses our servers has been good to date in that in five years we, and therefore our clients, have experienced only twenty minutes loss of service on a Saturday just before Christmas 2010 due to an attack by hackers on one of the other servers located in the same facility (this was dealt with effectively by the server centre staff without any need for our becoming involved), and this compares favourably to all the hours work lost previously when our in-house network has failed because one-or-other component or machine had stopped working (often following a software ‘upgrade’).

So is cloud computing for you?

A first step might be offsite backup and storage of your valuable data either by way of a simple copy and paste routine using Dropbox or Google Drive, or one of many providers that enable you to schedule regular data backups without any intervention from the system user.

You might also consider having your e-mail accounts hosted by an external provider, perhaps the same one that hosts your web site?

And what about your accounts/ ERP, or other business critical applications?

In June 2013 Larry Ellison of Oracle essentially endorsed cloud for such business applications; the article states “Oracle’s Larry Ellison is the epitome of the old guard. He built an empire on traditional enterprise software, purchased by a central IT department that worked through expensive and lengthy implementations to ultimately foist it on workers. But now he admits times have changed. ‘When you move to the cloud, companies don’t expect a multi hundred million dollar project to make their CRM from Salesforce work with ERP from Oracle.’”

Ultimately only you can decide – for me, as an accountant, this is just a normal investment proposition – what are the pros and cons for my particular organisation and what are the relative costs? Having actioned all the above in our accounting practice several years ago we immediately saved c.£3.5k when it came to replace out onsite server, quite apart from time and money on maintenance, servicing, and updates.

Will your experience be as good as ours to date?

I really can’t say. All I would suggest is that you check out the supplier of cloud services in the same way as you would anyone that is offering you any other service: Who are they? Do they have a good reputation, have they been recommended?

All I can hope is that this article has helped you to better understand what the cloud is about, and to therefore make a more informed decision.

Paul Driscoll is a Chartered Management Accountant, a director of Central Accounting Limited, Cura Business Consulting Limited, Hudman Limited, and AJ Tensile Fabrications Limited, and is a board level adviser to a variety of other businesses.

Twenty-first birthday

Image

Thanks to http://www.freedigitalphotos.net

 

Our practice is twenty-one years old this year and to celebrate …. well, we’re just working as normal. That’s not to say we’re not pleased, because we are, and though we’ve had our ups and downs, overall it’s been a good experience.

Why we, or more to the point, I, went into practice is a story for another day, but I am frequently asked how we got started, and how we secured new clients, so what marketing tips can we pass on to those just starting out or struggling to develop a customer base?

I would not pretend to have any particular marketing expertise, so all I can do is pass on some things that have, and have not, worked for us, and hope that it might help others as they take their first steps into what might be a very alien environment.

1. Advertising in local press and Yellow Pages: yes, we did pick up some early work from both these sources (remember this was early 1990s) but generally this was low value and poor quality work and certainly did not warrant the expenditure, so after a few years we stopped advertising. I guess this route to market is largely redundant in today’s digital era so it would be interesting to hear from other MiPs whether this type of advertising does indeed still generate any new business.

2. Direct mailing: we took advice from a marketing consultant and spent a small fortune, or so it seemed at the time, on brochures, mailing lists, and postage, and dutifully followed up every mailing with a telephone call to ensure that the brochure had been received and enquire whether they would be interested in meeting …. they were not.

3. Recruitment agencies: thinking that I really would need to step back into the world of paid employment after just a few months of ‘independence’, I reluctantly started contacting agencies, and found to my surprise that there was quite a demand for temporary, part-time, and interim, accountants.

At the time I had no idea what the latter term meant, but it paid well and I soon had a number of short-term projects under my belt and suddenly agencies were approaching me rather than the other way around. This gave me the confidence to continue, and one of these short-term assignments turned into a one-or-two-day-per-week marathon over eighteen months which provided a platform from which to build the practice.

4. Networking: I think I need to distinguish here between networking which occurs in the normal course of business where say, I have been discussing a client’s affairs with a bank manager and he or she asks for a card and then contacts me later to see whether I can also help with another of their customers, because this has lead to some good, long lasting client engagements, and the type of staged events which now proliferate and are promoted by various business and trade groups: as a colleague once remarked, “too many predators, too little prey”; I have to agree with the latter sentiment.

5. Referrals: similarly I have picked up new work from existing clients who have a brother, sister, uncle, good friend, customer, supplier, etcetera who has “… a problem you might be able to help them with”. Some have turned out to be headaches we could really have done without, but some have turned into good, long term clients, and indeed almost all new clients now come via this route – I have just learned to be a little more adept at asking the right questions to work out which I should pursue, and which I should avoid.

Yes I still find myself taking on things I probably shouldn’t when I see someone in need of help but I guess that it at least earns some goodwill with the client who has made the referral, or is that just wishful thinking?

6. Training: I have been delivering ‘Finance for non-financial managers’ courses via Chambers of Commerce and the former Business Links since 1997 (and still do via one such Chamber). Over the years it has proven to be a useful marketing tool in that inevitably a proportion of participants will approach me afterwards for more specific advice and some will then invite me to meet and to review their business requirements – it is one reason why a small practice based in South East Wales has clients from Birmingham, to Bristol, to Cardiff, and various points between.

In short I have been paid to market my business! How often does that happen?

A few year ago my colleagues and I put this online for our own clients at http://centralaccounting.co.uk/home/documentation/accounting-basics/ and I have already made an offer to other members of the local area MiP group that if they wished to do likewise with local Chambers, FSB, and similar organisations, then I have no problem with them using this ‘online workshop’ to deliver training provided the appropriate acknowledgements are made – it will be for them to bring it to life in a classroom situation with their own anecdotes and personal experiences.

I’m very happy to make the same offer to MiPs generally: we have had a very good return on the work I undertook to develop the course so it owes us nothing, and we’re not looking for anything in return beyond brand awareness for the award winning cloud/ SaaS ERP software in which we have had some involvement over the past several years, and on which website the workshop sits.

7. Website: we have one at www.centralaccounting.ltd.uk and yes, we do get occasional enquires from prospective clients who have found it via search engine, but it’s much the same as the early advertising and Yellow Pages experience – nothing to get too excited about. We also get quite a number of sole traders in particular who are just looking for some free advice.

That said, it’s proven useful as an electronic brochure that can be ‘left with’ a prospective client, so it is worthwhile in my view, and it can act to both encourage the type of clients we are looking for, and discourage those we are not.

It might also be worth mentioning that the other question that often crops up in conversation with new MiPs is “how do I price for the work?” and over the years we have developed a formula that gives us a good starting point and which we use in discussion with the client in a question and answer session so that (a). we get clarity on what we are being asked to do, and (b). they understand the cost implications for their business.

If you think it might be useful and want to use it it’s at http://www.centralaccounting.ltd.uk/cost.html but remember not to send it to us when you’ve completed the form with the client as that will generate a good deal of confusion.

8. Social media: yes, we are active on LinkedIn, Facebook, and Twitter, and have been for a few years, and the received wisdom is that this is the future for marketing. To date I cannot think of a single client that has been generated via this route, so for me the jury is still out. Clearly others may have had a more fruitful experience and there is no guarantee that we are using this tool to best effect so it would be interesting to learn of other MiPs experiences in using this.

I should also note that we have used pay-per-click advertising in another business in which I am involved, and this has delivered new customers, but I think the critical difference here is that that business has a well defined product, rather than a service that needs to tailored around the client’s wants and needs.

For our practice, there is nothing quite like face-to-face engagement with a prospective client to initially listen to what it is they want and need, and then deliver a response to address those needs, and if those prospects are there because of a referral and/ or recommendation from an existing satisfied client, it makes life all the easier.

As I write this I have no idea whether this very personal experience is similar in any way to that of other established MiPs, so it would be very interesting to learn of your experiences, and I’m sure that if you are able to share those experiences it might provide guidance and encouragement to those just starting out, or about to start out, in practice.

Look forward to hearing from you.

 

Paul Driscoll is a Chartered Management Accountant, a director of Central Accounting Limited, Cura Business Consulting Limited, Hudman Limited, and AJ Tensile Fabrications Limited, and is a board level adviser to a variety of other businesses.