1. RE-ENERGIZING THE BUSINESS DEVELOPMENT CULTURE
FACILITATED BY SAM M. ALLRED, CPA
DIRECTOR OF UPSTREAM ACADEMY

2. Business development is a vital part of a firm’s success and organic growth creates opportunities for everyone in the firm.
A strong culture of business development that results in consistently strong organic growth is one sign of a healthy firm. 2

3. 13 BD CHALLENGES FACING MOST FIRMS
Many of their best business developers are headed toward retirement
They have fewer rainmakers in the wings
Key client contacts and referral sources are headed toward retirement
Competition is ever increasing 3

4. 13 BD CHALLENGES FACING MOST FIRMS
Client loyalty is decreasing
BD success is based more on size than quality
They do very little due diligence
They are far more excited about new clients than about additional work from existing clients
Rainmakers have become Mistmakers 4

5. 13 BD CHALLENGES FACING MOST FIRMS
Their BD culture focuses on selling
Managers feel pressure to sell and many opt out of the partner track
The younger generation hates selling
Firms focus more effort on getting in front of more prospective clients than they do in helping their existing clients improve 5

6. TWO AH-HA MOMENTS FROM 2000
I attended an industry conference for managing partners held in 2000 in Chicago and listened to David Maister speak for two hours.
He said two things about business development that changed my paradigm. 6

7. QUESTION
Have we focused our business development efforts in the right places?
What are some examples of losing BD games? 7

8. WHAT DOES THIS QUOTE MEAN TO YOU?
“Invest heavily in your existing clients by demonstrating an interest in their affairs.
Don’t invest anything at all in winning new clients until you’re sure you’ve captured all the best opportunities in your existing client base!”
David H. Maister 8

9. RECOMMENDATIONS
The following slides contain six very specific recommendations to re-energize the business development culture within your firm and see increased positive results – in both the short and long term. 9

10. 1. RATE YOUR CLIENTS
Your clients aren’t all equal and they don’t all deserve an equal share of your time and focus
Take the time to rate all your clients and categorize them into 4 categories: A-Level, B- Level, C-Level, and D-Level
Develop a plan of action for each level of client 10

11. 2. ENTER RATINGS IN PM SYSTEM
Enter your client ratings into your Practice Management system
Begin to review reports by client rating – AR, realization, where you have your bench strength assigned, etc.
Learn to make client service decisions based on the reports you are receiving 11

12. 3. RAISE SERVICE LEVEL FOR A CLIENTS
Brainstorm what you are willing to do for your A-Level clients that you aren’t willing to do for your B- to D-Level clients
Raise the bar and create raving fans from your best clients
Create a written service plan for your best clients 12

13. QUESTION
What are some things we could do for our A-Level clients that we would not be willing to do for all other clients? 13

14. 4. SPEND 50% BD TIME WITH A CLIENTS
Spend 50% of your business development time helping A-Level clients get what they want – not on your compliance work 14

15. 5. CHANGE BD FOCUS TO HELPING
Change the focus of business development from selling to helping
Use the Go-Giver books as the catalyst to make this change
“The best way to sell is not to sell, but to care.” 15

16. 6. TRAIN YOUR STAFF TO BE PFTTAS
If we want our people to be exceptionally good at helping clients and prospective clients we need to train them how to be effective trusted advisors.
This training will need to be ongoing throughout their careers. 16

17. Too many in our profession limit themselves when it comes to helping clients and prospective clients.
They aren’t willing to learn about issues unrelated to accounting and they become limited in what they can do to become a trusted advisor. 17

18. As a profession, we do a great job training in the technical areas of our services, but a poor job in helping our people develop good business acumen.
Focus your trusted advisor training on topics outside of the normal areas associated with tax and audit. 18

19. POSSIBLE TRAINING TOPICS
How to engage clients in open discussions
Effective planning techniques
The best way to conduct a client fact-finding mission
How to determine your clients’/prospects’ biggest concerns/issues
Ways to communicate proactively
Major issues that business owners face

20. POSSIBLE TRAINING TOPICS
Corporate governance
HR-related issues
Risk management
Technology issues
Leadership development
Psychology of family-owned business
Vision and strategic planning
Ways to drive organic growth

21. POSSIBLE TRAINING TOPICS
Mergers and acquisitions
Financing options
Office space issues and terms
Succession planning
Creating a culture of accountability
Conducting effective meetings
Compensation issues
Serving on boards/committees

22. CLIENT BRAINSTORMING SESSIONS
Perhaps one of the best training sessions for staff at all levels is to select an A-level client and have a cross-service team brainstorm possible solutions to help them with their issues. 22

23. QUESTIONS AND ANSWERS

24. Thank You!