Peak Performance and Client Development for Accountants
•
1 like•2,505 views
This document discusses strategies for client development and peak performance in 2015 and beyond. It emphasizes using both traditional and new tools to become more visible and credible to target markets. Some key recommendations include identifying clients' problems and opportunities, providing valuable content and distributing it widely, using writing, speaking, and social media engagement to build reputation, and creating a detailed plan with goals and accountability. The focus is on adopting a "pull" approach to client development using both old and new marketing techniques.
Report
Share
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (13)
Similar to Peak Performance and Client Development for Accountants
Similar to Peak Performance and Client Development for Accountants (20)
More from Cordell Parvin
More from Cordell Parvin (10)
Recently uploaded
Recently uploaded (20)
Peak Performance and Client Development for Accountants
- 1. 1 Cordell M. Parvin http://www.cordellparvin.com Peak Performance and Client Development for 2015 and Beyond
- 5. 5 The right people…will be self-motivated by the inner drive to produce the best results and be part of creating something great.” Jim Collins Inspirational Players
- 6. 6 The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Inspirational Players
- 8. 8 Create the Future Clearly Understood Purpose Clear Vision of Success BHAGs (Big Hairy Audacious Goals) Core Values
- 9. 9 Community - Core Values Clients Company Individual Collaboration Client Service
- 10. 10
- 11. 11 Personal Best
- 12. 12 Personal Best Commitment to Stretch Each Day
- 14. 14 To succeed means that you have to step out of line and march to the sound of your own drummer. Keith DeGreen
- 15. 15 Game Focus
- 16. 16 Focus on Client Service
- 17. 17 What Clients Want Firms Deliver: Clients Receive:Superior Service 70% 8% Survey by:
- 18. 18 What Clients Want Survey by: 70% leave due to poor customer service
- 19. 19 Client Service: How to Do It Decide Discover Deliver +1
- 20. 20 Provide Unexpected Extra Service
- 22. 22 Commitment to Last Detail
- 23. 23
- 26. What Can We Learn From the Superbowl? 26
- 27. Three Stories About Tools 27
- 28. 28
- 29. 29
- 30. 30
- 32. Recommendations Trust and Rapport Visibility Getting Hired Credibility Client Meetings Relationships Reputation / Profile Weak Ties Principles of Client Development
- 33. 33 Four Eras of Client Development 1. Do Good Work 2. Unsolicited Contact 3. Websites / Branding
- 35. 35 Clients Have More Choices, Less Time Client Development Has Changed
- 36. 36 You Have Less Time Client Development Has Changed
- 39. 39
- 41. 41 It’s not what you know, Today it’s who knows what you know It’s not who you know, Client Development in 2015
- 42. 42 Client Development in 2015 “Pull-Tactic”
- 45. Identify Clients’ Problems, Opportunities and Changes 45 Client Development for 2015
- 46. Draw Clients to You by Identifying Problems and Providing Creative Solutions 46 Client Development for 2015
- 47. Become Visible & Credible to Target Market 47 Client Development for 2015
- 48. Define Your Target Market 48 Client Development for 2015
- 49. Decide What You Want Target Market to Hire You to Do? 49 Client Development for 2015
- 50. Become Visible and Credible by Adding Value 50 Client Development for 2015
- 51. Join, Lead, Speak Industry Organizations 51 Client Development for 2015
- 52. Join, Lead, Speak Client/ Customer Organizations 52 Client Development for 2015
- 53. Determine Your Best Referral Sources 53 Client Development for 2015
- 54. 1. Create Valuable Content 54 2. Present/Write Well Client Development for 2015
- 55. 55 3. Distribute Widely Client Development for 2015
- 56. Weak Tie Reach 56 Strong-Tie Buzz Weak-Tie Buzz
- 58. 58 Successful Lawyers Think Optimistically and Plan Purposefully
- 59. 59 Why Have a Plan? Most Important Resources Energy Time
- 60. 60 Why Have a Plan?
- 61. Create a Plan With Goals 61 Plan
- 62. What is an Incredibly Ambitious Goal That Will Energize You? 62 Plan
- 63. 63 Decide on How Many Hours to Invest 100 Administrative ___Client Development ___ Your Development Plan
- 64. 64 Reputation / Profile Relationship Building Plan
- 66. 66 Your 2015 Plan Develop Your Action Steps
- 67. 67 Prioritization Matrix High Return / Low Investment Do first and do often High Return / High Investment Break down into smaller pieces Low Return / Low Investment Do when you have time Low Return / High Investment Say NO graciously!
- 68. 68 Break Down to 90 Days Actions How to Execute on Your Plan
- 69. 69 Identify, Plan and Schedule Activities Each Week How to Execute on Your Plan
- 70. 70 Partner for Accountability How to Execute on Your Plan
- 71. 71 Keith McMurdy Partner for Accountability How to Execute on Your Plan
- 72. 72 Become Visible and Credible Build Your Reputation
- 73. 73 Reputation Building: Old/New Tools Website Bio Board and Community Service Writing Speaking
- 74. 74 Bio - Old Tool
- 75. 75 Bio - New Tool Regularly Update Your Website Bio Download vCard SocialMedia
- 76. 76 E-mail Signature - Old Tool Cordell M. Parvin 17300 Preston Road, Suite 310 Dallas, TX 75252 Direct Dial (214) 866-0074 Cell: (214) 663-3794
- 77. 77 E-mail Signature - New Tool
- 78. 78 Writing - Old Tools
- 79. 79 Writing - Old Tools
- 80. 80
- 83. 83
- 84. 84 Examples
- 86. 86
- 87. 87 Guides How To
- 89. New Tool 89
- 90. 90 SPEAKING
- 91. 91 Speaking: Old Style Power Point Slides
- 92. Compliance Programs • Goal: self-policing and changing the corporate culture to include a commitment to ethics and compliance with civil and criminal laws. • Double-edged sword: if a crime is committed in the face of a compliance program, it may suggest that the company is not truly committed to changing its corporate culture.
- 93. Compliance Programs, continued • The compliance program must be designed to catch the most likely misconduct given the corporation's primary business. • Whether the program is adequately designed for maximum effectiveness in preventing and detecting wrongdoing by employees; • Whether corporate management is enforcing the program or is it tacitly encouraging or pressuring employees to engage in misconduct to achieve the business objectives; and • Investigators will interview rank-and-file employees to determine the effectiveness of and commitment to the ethics/ compliance program. • Is there an audit function so that the corporation can determine its effectiveness?
- 94. 94 NNew Style Power Point/Keynote Slides
- 95. 95 The Internet How has the internet changed client development?
- 97. Wine and Social Media Guru 97 Gary Vaynerchuk
- 98. 98
- 99. 99 New Tools 2015 Geometrically Expanded by Social Media
- 101. 101 New Tools Outside the Box
- 103. 103 Webinars
- 104. Video 104
- 106. 106 Podcasts
- 107. 107 What Are You Going to Do Now?
- 108. 108 Plan with Goals Accountability Become Visible and Credible Use New and Old Tools Repeat Above What Now?
- 109. 109 Cordell M. Parvin http://www.cordellparvin.com Peak Performance and Client Development for 2015 and Beyond