Chapter 4 could be the most exciting yet daunting chapter in the book for accountants. Here we talk about sales appointments and how to go from opening the sale to closing it down.

If you’re just joining us, we’re going front-to-back celebrating the audio release of our best-selling book, Double Your Accounting Firm.

To refresh, here are the first three chapters:
Chapter 1: Increasing Workflow Efficiency and Staff Capacity
Chapter 2: Solving the Pricing Problems in Your Firm
Chapter 3: Driving Growth in Your Firm

For most accountants, they’d rather leave selling to someone else. For some, they may even look down on those who sell. Well, here’s the truth…you wouldn’t have a firm if someone wasn’t out there selling. And you’re about to see how you don’t need to be ‘salesy’ to close a deal.

In this audiobook chapter, you will discover:

• How to find out what a prospect really wants so you can give it to them
• How to not be “salesy” when it comes to appointments with prospects
• 3 quick tips to close the sale faster

ADDITIONAL LINKS: 

• You can’t teach a kid to ride a bike at a seminar (book)
• How to handle objections and close the sale (interview)

How to Approach Sales Appointments to Increase Your Chances of Closing it:

If you dream of the day that clients simply show up to your firm, it’s not coming. Sure, you might have a few referrals trickle in, but at some point, those rivers run dry. Not to mention, referrals don’t allow you to pursue the clients you want.

You don’t need to be a ‘salesy’ type to succeed. Great people who can close the deal aren’t used car salespeople. You may see that on TV, but the truth is, those who can identify a pain and solve it will close sales again and again. At first, you will make mistakes in your sales appointments, but you get better with practice.

That’s why I’ll make it easy for you today. Because I’ll give you the roadmap to the sale. What you’ll find is that great salespeople are more into advising than selling. They listen like a doctor, dissect, and solve the issue.

So, your first step is to change your mindset. Think of yourself not as selling something, but of advising. If you’re a partner, you should already be working on bringing in new clients. If that’s not your forte, you should have at least a hand in it.

With that, let’s get into the steps to a successful sales appointment.

Building Rapport with Your Prospect: 

Every meeting typically begins with building rapport with each other. That doesn’t mean you have to pretend to like what the prospect likes. Just ask some basic questions to show interest in their life.

• How are things in your industry?
• Did you watch the game last night?
• Did you get caught in that storm the other night?

These sound dumb on the surface, but you want the prospect to ease into the conversation. No one wants to go full blown into a sales appointment. Ease into it. The best way to build rapport is to let the customer feel comfortable and smart. Never try and sound like you’re trying to show off your knowledge or bragging about it. Ask them obvious questions about their business to make them feel important and intelligent.

That’s step one.

Outline What Will Happen in the Meeting: 

No one likes surprises especially a prospect. In fact, most people would like to be led. It takes the pressure off themselves. You want to walk the prospect through everything that will be covered.

You might say: “Before we get too deep, can we set the agenda so this meeting is valuable for you? Typically, I’ll ask you some questions about your business. We can chat about your last 12 months, dig into how your business is doing as a whole. Then, if it makes sense to you, I can share what we do. At that point, you can tell me if you want to move forward. Does that sound good?”

Setting the agenda keeps the prospect from controlling the conversation and just saying “what do you want to sell me?” or worse, “so, how much do you charge for your services?” Price should be kept until the end.

By setting the agenda, you set the precedent for the prospect to say “yes” or “no” at the end of the conversation not “maybe.”

Qualifying the Prospect: 

Now, you need to figure out why the prospect wants to talk to you. Dig into deep answers. Don’t let the prospect off the hook. Ask questions like “Tell me about your last firm? Why weren’t they a good fit?”

Find their deepest motivations for talking to you. There’s always a core reason.

The point of this section is to qualify the prospect and see if it’s worth it for both you and the prospect to continue the conversation. You’re listening for hints that they would be a good client for you.

Find Their Pain Points: 

At this stage, you’re asking questions and only asking questions. The last thing you want to do is try and solve their problems. NO! You want to probe for all their pain, the more pain they feel, the more open they will be to your solutions.

Even if the prospect asks for your help, don’t give in yet. Tell them you need to talk more. The more pain they say out loud the better. Every sale is emotional, not logical. To keep it emotional you must let them sit with their emotions. Their emotion is their pain. You want them to find a cure for their pain right now.

The list of pain questions to ask are limitless:

• How are you currently solving the problems you mentioned?
• Are you comfortable running your business with this problem?
• Do you believe this is a severe problem?
• Is there anything about your situation you don’t like?
• How long has this problem been going on?

Once they answer these questions, you want to dig deeper. Say “tell me more about that” or “give me an example.”

Draw all the issues to the surface and get them said out loud.

Find Out What Their Goal is:

While they sit there feeling vulnerable, now ask:

• What would you like to see different with your business?
• How would your personal life change?
• How would things be different in your business if you fixed this?
• What’s your goal for growing this business in terms of revenue?

That’s when you hit them with “Ok, you want to get to X goal. What’s stopping you from getting there yourself?”

Ask Them How Much They Will Pay to Solve Their Problem: 

Asking about money can be a tough task. But it’s a necessity so you don’t shortchange yourself. Start with asking them what they would pay to solve their problem. If they quote a price too low, you might want to end the sales appointment there. Ask them if you should end the meeting. If they say no, reply “what if the solution requires a higher cash outlay?”

Never assume anything is too expensive for a prospect. If they dance around the price, they most likely are price shopping waiting for you to tell your price. These prospects aren’t typically serious.

If they claim they don’t have a budget, follow up with: “We have a variety of solutions. Some fall in the range of $2,000 – $5,000. Others fall in “$7,500 – $12,000, which do you fall in?” That will weed out their hesitation.

Get Them to Commit to Your Solution: 

After going through their budget, it’s time to close. Ask them “Would you like me to tell you about what we do?” State your services and your firm’s “why.” Tailor your answer to their pain points.

Next, you’ll probably run into the “proposal wall.” That’s where prospects will ask for your best proposal and price. I recommend having a bundle of options they can choose from. The goal is to have packages that give them a few services to a full-blown package that tackles everything. This gives the prospect a variety to choose from.

Quick Tips to Close the Sale: 

1. POWER OF SILENCE: When you ask a question, ask it then go silent. Uncomfortable silence where the prospect breaks it helps a lot in keeping control and on the sales path.
2. REVERSE OBJECTIONS: Never accept an objection. Turn it back into a question and a soft close. “I understand needing to think about it. Is there something we can clear up right now?” or “I understand wanting to speak to your spouse when specifically do you plan to talk with them?” Keep prospects on the hook until the end.
3. LET GO: Every prospect cannot and will not close. Don’t be strung along because you hope it will turn out okay. That’s a waste of everyone’s time.

DID YOU FIND THESE SALES TIPS HELPFUL? GIVE A “YES” IN THE COMMENTS!
RELATED ARTICLES:

1. Automate Your Accounting Firm to 1500% Growth with Heather Pranitis

2. 3 Ways To Boost Your Accounting Firm Profitability 67% With Less Staff

3. At what revenue level should I launch an additional profit center

We’re on Chapter 3 celebrating the audio release of our best-selling book, Double Your Accounting Firm. This week we’re looking at driving growth in your accounting firm.
To refresh, here are the first two chapters:

Chapter 1: Increasing Workflow Efficiency and Staff Capacity
Chapter 2: Solving the Pricing Problems in Your Firm

This specific chapter today is a bit more ‘sexy’ for most. It deals with finding new clients and where they are waiting for you. Sales drives a business to grow, not compliance or the actual work. You must find the clients who need you. That’s what we will discuss today.

In this audiobook chapter, you will discover:

• • How to find your ideal client
  • Actual strategies to bring in better, high-paying clients
  • The power of unlocking Linkedin to pinpoint what companies need your firm

ADDITIONAL LINKS: 

• Using social media and other strategies to grow (interview)
• How to massively profit on your expertise (interview)
• The new rules of marketing for CPA firms

“I’m an Accountant, I can’t Sell…”

Ever hear this? Or worse, tell yourself this? It’s normal. It’s because we’ve grown up with the idea that ‘sales is sleazy.’ Well, that’s not true. Sales is helping someone find what they need and you have it. 

In the past, to get clients, you’d have to attend networking events, then pray for referrals from friends and family. However, with the dawn of the internet, it’s easier than ever to find your ideal client. 

Partners should be spending more than 50% of their time landing new clients, and you’re about to find out how. Relying on referrals is not driving growth in your firm. It’s a prayer you survive for the next few years and don’t lose any clients. That’s a recipe for disaster.

To start landing clients, let’s take a step back from strategies.

How to Find YOUR Ideal Client:

First, think about: Who is my market? 

You can’t say everyone…

We recommend here at Jetpack to specialize. That means becoming an expert in an industry. When you do that, you’re able to:

1. Craft specific services to that niche
2. Craft specific messages to that niche that help you stand out from other firms
3. Know where your ideal client hangs out and spend your marketing dollars wisely

To begin narrowing your niche, think about:

• Which of my clients is most happy to pay for my services?
• Who do I enjoy the most working with?
• Who am I in a position to serve the best?
• Which client or niche is under or poorly served today?

Answering these questions helps you sniper the right niche. Once you do that, you’re able to get into the head of one specific type of client and not dozens. Plus, you have more specific answers where you will find them hanging out (what media).

Next, think about your messaging. When you understand your ideal client, you can craft a message that they are drawn to.
Compare:

We help small businesses lower their tax bills and stay compliant.

vs. We help top construction companies increase cash flow by 154% in under 30 days, guaranteed. 

This second one is more specific. But, if you know the construction industry, you know they struggle with cashflow problems regularly. That’s their big pain point you can tap into. Tapping into your customer’s pain is the key to killer marketing.

Actual Strategies to Bring in New Clients: 

Marketing has two sides to it. 

Inbound marketing is meant to ‘pull’ clients in.

Outbound marketing is more of an aggressive ‘push’ on clients. Outbound can produce faster results but is grueling at times. Let’s look at inbound strategies first. Your niche will determine what kind of inbound strategies to use.

Looking at the construction industry again, based on research they might be interested in:

• A weekly 15-minute podcast for construction workers
• A blog that targets financial regulations for construction firm owners
• Content on top construction sites
• An e-book targeting top issues construction companies face

Here are my best tips on creating compelling content for your audience

• Include compelling stories that evoke emotion and make the client say ‘that’s me’
• Avoid business jargon. It doesn’t make you look smarter but more boring
• Use an editor to make sure you’re putting out good content and to get a fresh set of eyes on it

Use Linkedin to Target the Right People for Driving Growth:

Let’s start talking about outbound because this is where most accountants need help. No, you don’t have to start cold-calling per se. We will use a special Linkedin strategy we’ve used effectively for years. Does it still work? Like magic.

First, set up your profile. The most important pieces are your headline, summary and current position. Everything after that gets buried anyway.

1. Include your position at the top
2. Make sure your firm’s name is correct and link to the Company’s Linkedin page.
3. In your headline have: We help [Niche], do [core benefit for niche] so that they can get [ideal result].
4. Check your summary include notable clients and results you’ve got
5. In your position and summary have 5-10 sentences that talk directly to your clients.

If you want a good example of a Linkedin page, look at my co-author’s Linkedin – Joe Cassandra. 

Second, find your ideal clients. The best place to look is Linkedin groups. Don’t join where your competitors are but where your ideal clients are. For construction industries, join “construction owners group” type groups. I wouldn’t spend much time posting or commenting. You mostly want to look in the “members” section and find those who fit your ideal client profile.

Third, start reaching out to 10-15 people each week. All you need to do is request an invite to connect with them. You don’t want to just hit ‘connect.’ You need to add some personalization.

For example: “Hi Jack, I saw we shared a few connections and groups. Your background running [NAME] company really interested me as I’m in the same industry. I would love to hear more. Let’s connect if you’re open to it. David. “

You should get a 40-60% acceptance rate when you personalize the message. Some will connect and immediately reach out. Others you need to push a bit. That leads us to step four

Follow up with your prospects/connections. 

I like to send four messages through email to my new connections. You don’t want to be interacting through Linkedin. These four messages are simple requests to jump on the phone and discuss any issues they have in their business. Most sales take 7-10 touchpoints. You can’t give up if they don’t answer your initial message.
You can find what scripts to use inside the audiobook chapter.

Action Steps: 

1. Revisit your market and message. Is it concrete and easy for clients and prospects to understand?
2. Determine the medium that is best for your ideal client. Have you created content for them?
3. Have a dedicated staff member to build your inbound strategies and create content.
4. Check your Linkedin profile and have all your staff and team dedicate 30 minutes per day to connect with ideal clients.
5. Stop going to networking events that are sucking up time and not helping with driving growth

RELATED ARTICLES:

1. The Mindset of a Successful Owner & Partner: The Sandi Leyva Interview
2. 3 Steps To Take Your Accounting Firm To The Next Level
3. How to Ditch Timesheets, Innovate Quickly, and Grow a Successful Accounting Practice

Continuing with the theme we began last week, this week we will cover Chapter Two of our best-selling book, Double Your Accounting Firm. In this chapter, we will cover the pricing problems found in most accounting firms.

What most firms will find is that when employees are incentivized to get more billable hours and not as much efficiency, you will hit a ceiling in your profits. Worse, you might see your profits sink like a rock.

In this audiobook chapter, you will discover:

• • How you must start with your mindset if you wish to destroy pricing problems
  • When you should use fixed pricing and when you should use value pricing
  • How to switch clients to a new pricing model

ADDITIONAL LINKS: 

• How to value price (interview)
• How to make the switch to value pricing (interview)
• Implement value pricing with a legend in the space

The Mindset that Will Destroy Your Pricing Problems: 

If you do not value the services you provide and understand the ROI for your clients, it’s very hard to raise prices.
That’s why to start you must think about this: “What firms do you know that charge premium prices. Why do you think they can charge that much more than you?” If you don’t have the right mindset about your value, there’s no point talking about pricing strategies. It all starts with a belief in your ability.

Price is about a transfer of value, both perceived and actual:

What’s the difference between perceived and actual: 
1) Perceived: “This accounting firm has helped so many successful companies, we’re bound to be successful as well.”
2) Actual: “Their quick turnaround time and simple cash flow reports make it easy to see if we’re on the right track.”

Your mindset needs to be centered on the concrete value you bring to a client and not simply the time you provide them. We live in the information age. Google is at our fingertips, we want answers now. Clients want your expertise now. That’s worth more than just the time it takes to answer their questions.

Remember this — you’ve spent years, if not decades, mastering your craft. Why do you discount what you’ve learned from experience and study to minutes on the clock?

Specialized knowledge is worth something far more than time. When you have a heart problem, you don’t go to a general practitioner for a diagnosis. Who do you go to?

A cardiologist (heart doctor)! They are experts on the heart. You get an expert to work on your ticker not someone with ‘general’ knowledge.

You are the same in your firm. You have financial knowledge. Money makes the world go ’round, meaning you’re in an advantageous position. If you just present yourself as a commodity, you make bottom-of-barrel fees.

When you present yourself as an expert first and practitioner second, you’re able to demand more money for your work. Let’s take a look at the different ways to price your services and products. These are the keys to solving your pricing problems.

The Difference Between Fixed and Value Pricing (Forget Billable Hours!)

“Billable hours breed uncertainty,” says value pricing expert, Ron Baker. It’s true. Clients are afraid of giving you more projects due to the ‘fear of the unknown’ of what the bill will be.

Having fixed and value pricing has you shouldering risk as projects can take longer than you think, but that’s why you work on your workflow efficiency as we discussed last week. However, putting the risk on your shoulder and not the client makes sales easier. Apple builds a new iPhone each year not knowing if anyone will buy it.

They took the risk and are over a $1 trillion dollar market cap.

You must shoulder the risk to be successful as well.

Let’s look at fixed pricing first.

Fixed pricing, as it sounds, means you charge a fixed price for services. You define the parameters and scope of a project and agree on a price upfront. With this model, you’re able to even take a deposit (something that’s tougher to negotiate with billable hours).

Normally, fixed price firms operate on a Cost-Plus model. That’s “Cost + Whatever Profit We Want to See”. The more demand for your time, the more profit you could technically squeeze out.

You may still have some time measurements in your fixed price, but you aren’t straight billing hours. Some firms operate on a fixed price model without knowing as they agree with the client on what a tax return costs, but still track time to see how long it takes. Next year, they may negotiate a higher fee for a return if the time took longer than expected.

It’s a step in the right direction, but it’s not value pricing. Here’s value pricing.

Value pricing = “How much is this solution worth to you?” 

You’re happy to pay more for:

• Results
• Urgency
• Solving a Pain

Value pricing strips away all time and goes to the core of the issue “How much is this solution worth to you? Value pricing is going to be more personalized for each client. Each client places a different value on your services depending on how it helps them.

Clients are happy to pay any amount to solve their biggest needs, get results, and get them fast! You may have a skill that takes you 60 minutes per month to do, but you could charge $3000 for it. What is that service?

This comes back to value pricing being around your expertise.

Value pricing = intellectual capital X effectiveness X price

Intellectual capital has three components:

1. Human Capital: The actual knowledge and expertise you’ve garnered that can’t be replaced
2. Social Capital: Your vendors, associations, employees, etc.
3. Structural Capital: The physical pieces of the business, your methods, strategies, and workflow

The next step is to actually make the switch.

How to Switch Clients to Value Pricing: 

I recommend switching to fixed pricing first then value pricing. We recommend giving at least 3-6 months to make the full shift in your firm.

To start: list out all your services and products. Think about “why do clients NEED and use this service/product?”  List out the benefits and look for places to bundle services.

Next, you need to actually sit down in front of a client. You should start with a new prospect to practice on and not your best client just so you can practice!

First, you must dig up the client’s biggest pain points. Start with their “WHY?”. Why do they do what they do? Listen to their answers and what they value most.

Next, ask more direct questions:

• Why did you switch to our firm?
• Why now?
• How are you currently solving X problem?
• What frustrations do you have?
• What’s the cost if you do nothing?

You must let the client talk about 90% of the time. It’s only when you know what they value can you place a price on your services for that specific client. At this point, you can tell that I mean every client will have a different price. The reason being that no two clients are the same.

The actual price quote shouldn’t come until later in the conversation. The earlier you talk about it, the lower it goes. The more time you focus on ‘pain’ the more products/services you can recommend in the end.

We started the entire process writing out your services and benefits before you even sit down at the table. It’s here that you utilize this information. With it, you can package different options for your client to pick. Everyone likes options, it makes us feel in control.

The best strategy for option pricing is to lay out three different packages. You then have the middle package be the most compelling and valuable and have more clients drawn to that. 

This new process can take time to flesh out and can be intimidating. That’s why I recommend starting with a few new clients as they aren’t pre-disposed to anything in your firm.

Get your mindset locked in.

Write out your products/services.

Uncover the benefits of the value you provide.

Uncover your client’s pain.

Maximize your profits.

End your pricing problems.

HAVE YOU USED VALUE PRICING IN YOUR FIRM IN THE PAST? WHAT WAS YOUR EXPERIENCE?

RELATED ARTICLES:

1. How To Implement Value Pricing with Ron Baker
2. How to present value pricing and advisory service to clients?
3. How This Firm Increased Efficiency 30% By Switching to Fixed Price Billing

We’re going to be doing something different in the coming weeks.

We will be going through our best-selling book, Double Your Accounting Firm, which is available now on Amazon. Each week going forward, we will tackle a new chapter of the book.

You will have the opportunity to listen to each chapter on the podcast for FREE. It’s the least we could do for you being a listener to the show.

In this audiobook chapter, you will discover:

• The roles of each person in your firm
• How to increase workflow efficiency and staff capacity
• A trick to see how employees utilize their time

ADDITIONAL LINKS: 

• Double Your Accounting Firm (an Amazon best-seller)
• Ditch time sheets and grow quickly (interview)
• Boost your firm’s profitability (interview)
• How to onboard new clients (interview)

Defining Roles in Your Firm to Maximize Workflow Efficiency:

Growth is supposed to be exciting. But have you ever found that the more you grow, the more you scramble? What about the more work falls through the cracks? Or, the more people you have to hire?
Growth is good.

But, along with growth, you need workflow efficiency and capacity control. This will save you profits and time going forward. That’s what we’re going to discuss today.
First, let’s look at workflow.

Workflow = ‘how things get done.’ When you have the right systems in place, it allows you to tackle more task. The problem in many firms I talk with is this: they play ‘telephone.’

You know the game. One person whispers a message in the ear of another, and that person then talks to the next and so on. At the end, the person last in line says the message. Normally, it’s a garbled mess.

That’s what happens to many processes in firms. Everyone is doing different things which then leads to inefficiencies and staff members not knowing what others are doing.

The first thing to do for maximum workflow efficiency is to break down roles.

Owners/Partners: 

Typically, owners and partners have been around the accounting industry the longest. Generally, a partner should focus on three core areas: business development, high-level, high ROI work, and team-building.

Everything not in this realm should be delegated down.

Managers: 

Managers are there to correctly implement the systems set up by the partners. Managers must discover the small cracks before they become bigger. Their role includes client work, onboarding clients efficiently, training the system, and team-building.

Client work should be more review and less preparation. Their main objective, contrary to popular belief, is to keep the system intact and running smoothly and not actually doing compliance and bookkeeping. ESPECIALLY not bookkeeping. Everything besides this should be delegated down.

Practitioners: 

These are the foot soldiers taking receipts and turning them into compliance. They will be the face of the firm to many clients and handle gathering data. New clients should go from the manager onboarding down to the practitioner. Their role includes client work preparation and the touchpoints with the clients.

Everything else is delegated down.

Administrative staff: 

These are the people collecting and tying up the loose ends. They are the heartbeat of the office and typically know more about everything than all the other roles. The admins: handle paperwork, send out completed work to clients, scan, schedule, and answer phones.

Here are where problems erupt…

Non-admin staff starts doing non-billable work. Then, they get behind on billable work, then work is late and client is upset. Leave the admin staff to do all the tedious tasks.

It’s much better to hire more admin staff than it is to overload the administrative team and push non-billable work up the chain. That’s where inefficiency breeds.

Steps to Actually Implement a Solid Workflow: 

The metrics for a successful firm are pretty well-known:

1. Turnaround time from getting client documents to compliance going out the door
2. The capacity of team members and utilization of that time
3. Profit per client (preferably going up)

Let’s look at turnaround time.

The secret to nailing turnaround time and never being late with a client is Parkinson’s Law. I’ve talked about this before. Basically, time expands to fill the work that needs to get done. Ever notice you get all the tax returns down on April 15th? You get more efficient with a deadline. You work faster and harder. When you get a new client project, immediately, before you do anything, SET A DEADLINE before anything is scanned or input. This will immediately add urgency to your team.

Next, let’s look at capacity and utilization.

When you open up capacity on your team, it allows you to take on more clients without the stress. That’s growing revenue and profits while keeping everyone’s head on. For most firms, they write down their workflow on a Word doc and hope everyone follows it. Much like the game of telephone, over time, people start tweaking it thinking it’s better their way. Soon, everyone does it differently.

You can’t do that. Instead, gather everyone together (not just the partners) and get a 10,000-foot view of each step of the workflow process for every deliverable. The best people to talk to might your admin staff. They always know where the bottlenecks are.
Ask these questions to your team:

1. How is the client experiencing our workflow?
2. Where is my team stuck?
3. What is the most time consuming and frustrating part of the workflow?
4. Is there any part of the workflow where we can lower accounts receivable and get paid faster?

Map out each of these answers. Let everyone on the team speak and express their ideas and concerns. After talking over these points, now ask:

1. What can we do to remove time?
2. What processes do we need to update or clarify so the entire team has a uniform process?
3. Do we need to add any additional steps?

Going hand-in-hand with capacity is utilization. Utilization adds up the time team members spend in income-producing activities. If you run your firm by the billable hour, you can see utilization based on billable vs. non-billable.

For the preferred value pricing metric, you need to look more at turnaround times of projects and all deadlines being met. To start managing time effectively, start with mapping your time for at least one week. Have everyone in your firm do this. Compare each other’s timesheets. See where the bottlenecks are in your time. Are people getting caught in similar tasks that should be shorter?

Dissect each member’s time with promises of no punishment for what you’re about to see. Uncover:

1. Is there too much downtime for many team members? (a sign of needing more client work)
2. Is the team working too many hours (a sign of inefficiencies)
3. Are there similarities in problems they face? (a sign of problems to fix)

Once you open up capacity in your firm by utilizing team member’s time wisely, you’ll get happier clients, happier staff, and higher profits.

Quick Tools That Can Get You Back-on-Track Today: 

Some tools to help get you started with workflow efficiency and utilization:

• Calendly: App integrates with your calendar and lets you send a personalized link to anyone to set up a time to talk with you. It saves back and forths with clients and prospects.
• Hively: It’s an automated feedback tool for clients. The feedback you get from clients is priceless to receive.
• Flux: an Underground hack that dims the light on your computer. This will reduce eyes from getting tired, especially when working late.
• Followup.cc: Essential for client document retrieval. It allows you to set up templates that automatically send to clients to remind them to send documents. This could save you hours.
• Temporary Site Blockers: I’ve used rescuetime.com to keep employees focused. Could help measure how much time is wasted by distractions.

WHAT DO YOU PLAN TO DO TO INCREASE WORKFLOW EFFICIENCY IN YOUR FIRM? LEAVE A COMMENT BELOW.