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Welcome back to Count Me In,

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IMA's podcast about all things affecting
the accounting and finance world.

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I'm your host, Adam Larson. And
this is episode 164 of our series.

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Today's featured guest
is Gordon Van Wechel.

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Gordon is president of the
Alchemy Consulting Group.

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He is a business marketing strategist
and he helps firms recognize the true

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business value, grow their business,

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and provide strategic
support to professionals in
business. In this episode,

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he talks with Mitch about the value of
working with an agency and the benefits

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that come from proper advertising.

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Keep listening as we head
over to the conversation now.

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So Gordon, thank you again
for joining us. And, you know,

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I just want to start off our
conversation by asking, in your opinion,

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your experiences does a professional
practice need to have an

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agency working for them?

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Well, at the risk of sounding a
little bit, self-serving Mitchell,

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because I do run an agency.

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I'll answer the question with a yes.

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But let me give you some
reasons why I say that.

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There's such a multitude of
marketing channels available today.

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If you think back just 15 years ago,
you know, a practice had, you know,

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the yellow pages, they worked off of
referrals. Google was in its infancy,

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YouTube hadn't been invented, social
media, wasn't a factor, you know,

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they could do radio and TV, but there
just wasn't that much to choose from.

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So it was relatively easy to get the
word out. That's changed today. I mean,

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it would be easy for you and I in two
or three minutes to come up with 50

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different effective marketing
channels that a professional practice

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can use and, and be effective.

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Now a lot of times when I speak with
professional practice owners, they'll say,

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well, you know, my
business is referral based,

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so I don't really need
to do any advertising.

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What they don't realize is that there
are multiple surveys out there that

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say that between 85 and 90% of the
people who are referred to a business

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will first go online and
they're looking for two things.

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They're looking for the company's website,

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because that kind of proves
that they're legitimate and,

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and they want to look at that about us
page and see who they might be dealing

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with so they select that company.

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But the other thing they're
looking at is the reviews.

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That social proof has become
critically important in the mind of

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a prospect because they want to know
that the vendor they're considering is

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doing an excellent job with their
current client and is likely to do an

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excellent job with them. Well,
putting all of that together,

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managing `that diversity of
channels and keeping up with the

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testing,

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knowing where their prospects are going
for information updating of campaigns,

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you can't legitimately run a practice
plus do all of that. So for those reasons,

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I think that having an agency
is important even for a smaller,

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professional practice.

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But the caveat to that is to find an
agency that understands your business

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and that's willing to work with you
where you're at with the budget that you

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have available at this
time and grow with you.

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So I think you've probably already
addressed two of the answers or possible

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answers to my next
question. But you mentioned,

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relying on referrals and then
potentially budget concerns,

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my next question is what are some
of the biggest mistakes that you see

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professional practices make for those
that do pursue some form of marketing?

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You know,

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what are some of the obstacles
or challenges that you
find to be most familiar?

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Sure.

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I think one is not having a really
clearly stated value proposition in

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their advertising. You know,

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the value proposition is why should I
choose you versus the multitude of other

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firms that are available to
me in the local marketplace?

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Something that we enjoy doing with
a new client or even a prospect is

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we'll have them open up their website
and take a screenshot of the homepage,

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the portion that's above the fold,

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that a prospect can see when
they open up the website,

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take a picture of that and print it out
and then do the same thing with four or

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five or six of their competitors.

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And what they'll be surprised to see is
how similar all of those websites are.

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You know, they all
promise the same things.

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They all use the same
platitudes and generalities.

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Many times the only difference between
those pages is the phone number.

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And if that's the case,

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then what your prospect is left with
is the impression that everybody is the

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same. And if everybody's the same,

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all that prospect's going to be concerned
about is who is going to give me the

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service for the cheapest
price. And, that's a war that
I don't want to get into.

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And I don't think many business owners do.

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Nobody wants to be in
the race to the bottom.

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So not having that clearly stated
value proposition and in today's

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marketplace,

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the absolutely most effective way
to state that is in a little short,

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60 to 75 second video of the
business owner looking right into

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the camera and saying, here's
who I am. Here's who my firm is.

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Here's what we do. And here's why you
should consider using us. And just 1, 2,

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3 bullet points, you know,

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whatever that value proposition is and
state it as clearly and succinctly as

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possible and literally
in 60 to 75 seconds.

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Any longer than that and
people aren't going to listen.

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So taking that a step further,

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what is the most overlooked marketing
channel professional practices could be

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using more effectively based
on what you just shared,

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it feels like potentially a lot of
practices are very interested in the

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social media, maybe? Maybe their
website is their go-to, you know,

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from your experience,

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what kind of gets overlooked and
really should be focused on better?

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Well, let's assume that
a firm has a decent,

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basic website in place and it doesn't
have to be a 10 or $12,000 major

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investment. It's got to be
something that, as I just said,

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states their value proposition clearly
and gives a person some insight into

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what the firm stands for and
who some of the people are.

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Assuming that's in place and they have
a Google business page that's in place

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and optimized that's the foundation.

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The next most overlooked
step is retargeting.

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Now retargeting is a
form of paid advertising.

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If you're not familiar with that term,
you've certainly experienced retargeting.

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If you've ever shopped
on eBay or Amazon or,

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really most any of the major retail
websites anymore, you look at a product,

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but you don't buy it. You see ads for
that product for the next week or 10 days.

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Well, you've been retargeted. Retargeting,

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I like to tell our clients is the
single most powerful advertising you can

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do because it makes all of your
other advertising more effective.

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And if you think about it
for a minute, most of us,

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when we do marketing for our company,

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we're trying to drive traffic to that
website. That's our 24/7 salesperson.

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But when people visit that website,
Google will tell us that 96% of the time,

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they don't take an action. They don't
fill out a form. They don't click to call.

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If you have those links on your site,
they don't pick up the phone and call.

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They leave. Well with retargeting,
you can keep your brand,

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your business name in front of them
for a period of time, a week, 10 days,

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two weeks,

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however long the normal person takes
to make a decision for your product or

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service. So retargeting
is critical. Related

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to retargeting are banner ads.

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Now banner ads are similar to
retargeting ads. They look the same.

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They're ads that you see on websites,

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but with the sensory economy
that we live in today,

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we can really very finely hone
in on target markets with those

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ads. And I was doing a presentation a
couple of weeks, a live presentation.

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And I joked with the audience that if
they wanted to target housewives between

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the ages of 35 and 45 with two
children at home who drove a Volvo

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and ate Yoplait yogurt,

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I could put them in front of
that audience in their town.

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That's how precisely we can
target things these days.

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So for a professional practice that
understands who their customers are,

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we can very easily expose their
brand to those customers and

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prospects through, banner ad campaigns.

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And then the other aspect of
paid advertising is Google ads.

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And a lot of firms have had
a bad experience with that,

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but that's because of the
complexity of Google ads. And that,

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again goes back to your
first question Mitchell.

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If somebody's going to launch down that
path of spending money with Google,

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they really want to have an experienced
agency managing that for them.

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But I think the most overlooked
marketing channels are paid ads.

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A lot of companies will jump into search
and to optimization and I'm not going

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to minimize the importance of that. But
the reality is that's a long term play.

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You can spend a lot of money over
eight to 12 months to get some of your

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keywords, highly ranked on Google.

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And a lot of firms don't want to spend
the money and not get the more immediate

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ROI. Well, this paid advertising campaigns
will give them that immediate ROI.

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Now, obviously this is paid advertising.

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So we're looking for the firm to spend
some kind of money with an agency to get

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the name out there.

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You also mentioned just recently that
one of the bigger mistakes that some

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businesses make is potentially
going out of budget or, you know,

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not spending money in the right
place with the right agency or such.

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So when it comes to firms and
a lot of our listeners work for

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those smaller businesses that you
were discussing earlier, you know,

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what would be an appropriate
practice for spending on advertising?

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You know, a lot of agencies will
tell you spend as much as you can,

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or they'll come up with
some trite phrases as well.

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If you spend a hundred dollars
and get $110 in return on it,

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that was a good spend. Well, that
makes no sense at all. You know,

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that doesn't cover your cost of goods
or your labor, your operating overhead.

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What we consult with our clients is
to first understand what's the average

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transaction value in your company.
And just a very simple example,

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let's say you prepare
tax returns for $500.

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Now that's low for a business return, I
understand, but just as a round number,

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let's say you prepare a tax return for
$500 and you keep a client on an average

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for five years. So that's $500
a year, times, five years,

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that's $2,500.

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So the lifetime value of a client
in your practice then is $2,500.

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So the advertising budget question
is how much are you willing to spend

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to acquire a $2,500 client?

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And frequently firms will
spend more than the initial

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transaction value to acquire that
client because they know that

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the average is $2,500.

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Now I've had people throw
up their arms and say, oh,

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but we don't keep everybody for
five years. And that's true,

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but you also keep some for more than
five years, we're talking averages here.

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And the $500 example is overly
simplified because most companies,

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multiple tiers of services
and products that they offer.

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So you have to figure out what your
average transaction value is in each of

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those tiers and, and judge it accordingly,

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but to calculate your budget, you want
to really understand those numbers.

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And then you,

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as a business owner have to determine
how much are you willing to spend to

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acquire that new customer. But here's a
rule that we found to be true. I mean,

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in the 18 years we've been in business
and I think it's true across every market

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niche, you know, finance and
accounting, home improvement, trades,

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medical practices,

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the company that can spend the most
to acquire a new customer will win the

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market share battle every time.
And the only way, you know,

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what you can spend is to really understand
that transaction value and lifetime

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value of the customer.

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Now that makes a lot of sense.
And the example you shared well,

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maybe oversimplified certainly
makes it very easy to,

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translate to whatever the business
is that our listeners are working in.

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As I said, you know, we focus on
finance and accounting professionals.

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We have a lot of small business
listeners. We also have those who,

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if they're in business on their own
or aspire to be entrepreneurs and in

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business on their own, a big part
of that is kind of, you know,

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taking one project and then going on
to something else down the road. Right?

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So I think a big question is
if I'm running my own business,

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I'm focusing on my own
marketing, so on and so forth,

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but this is not my
lifelong play. You know,

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I have some aspirations of potentially
moving on to something else.

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What should I be doing today?

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What kind of consideration should I
have short term or long term for the,

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you know,

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the sustainability of the business as it
is now getting ready to move on to the

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next phase of my own business?

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Yeah. I think all of us start businesses
do so with the ultimate idea that we're

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probably going to sell it, you know,

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we're going to fund our retirement or
our kids' education or whatever, or,

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we're just entrepreneurs and we want
to do something different in life.

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And what we see in the alchemy
transition side of our business,

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where we help business owners prepare
their businesses for sale is one

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consistent fact is as business owners,
we tend to use a rear view mirror.

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We look back with understandable pride
on all of the things that we've created,

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the people that we've developed and
the market that we've developed,

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all of the things that we've
done to make our company,

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the profitable enterprise that it is.

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But a buyer doesn't care about that.

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A buyer is looking at what's the future
cash flow of this business if I own

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it. And what's my ROI going to be based
on the amount I spend to acquire it.

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So when we consult with business owners
who are thinking about transitioning

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their business in the
next three to 10 years,

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we have eight different value drivers
that we use to help them prepare that

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business for sale. Let me just
summarize a couple of them. You know,

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one is recurring revenue.

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Recurring revenue is not
the same as repeat business.

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Recurring revenue is where you have
people that have committed to paying

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something every month or every
quarter for your services.

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I'll give you an example.

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We are working with a CPA firm
who has a focus on a niche

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with real estate professionals
and real estate investors.

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And so what we've done is helped
them create three tiers of support

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for those customers,

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depending upon how many
investment properties they
own and how much consultation

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they need during the year
in terms of tax planning.

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So there's three different
tiers of support,

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three different monthly
payment plans. Well,

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what that's done is converted a lot of
their regular customers over to those

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monthly plans because they want that
increased level of support. It's not just,

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here's my paperwork. Please
repair my taxes. It's,

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okay I'm buying these next
three properties. How do
I need to structure them?

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I'm selling four properties this year.

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How are we going to make sure we
don't have to overpay on taxes?

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So by creating those tiers of support,

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it has created a much more sustainable
relationship with those clients.

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And in turn created, an increased
value to their practice.

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Hub And Spoke is another tool that we use.

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Most businesses tend to
revolve around the owner.

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The owners are involved in all the hiring
decisions, they're involved in sales,

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they're involved in most of the customer
transactions that they're the hub and

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the rest of the firm are the spokes
of the wheel of their business.

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The rule of thumb we use that is if you,

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as the owner know more than 15%
of your clients by first name,

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you would recognize them if you were
at the grocery store and you would call

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them by first name. That's not a good
sign from an acquirer's point of view.

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The reason being that,

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that means there's a lot of customer
loyalty to you as the business owner.

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And that may bode well for me
as the acquirer, it may not.

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I know when I'm gonna
acquire a financial practice,

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I'm probably going to lose 20 to 25% of
the clients, or at least statistically,

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that seems to be the norm.

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But the more I can show that the
current owner isn't the focal point

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for those clients, then that relationship
isn't the strength of the firm.

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The better my opportunity is to enhance
my return on acquiring that firm and

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therefore the more I'm
willing to offer for it.

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So the focus of that part of our
business is helping practice owners

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understand how their business is going
to be viewed from an acquiring company or

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individual,

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and try to set it up to be the most
appealing to that person as possible.

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Very interesting. And, considering
that dynamic of a business,

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it would make sense that you would
like to see the operations and the

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organizational

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core values translate across the
organization, right. Not just be,

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personified by one individual.
So thank you for sharing that.

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I do have one question as a follow
up to kind of wrap things up again,

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gearing back towards our listeners
in finance and accounting.

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I know you said you do work with
a number of firms in that space.

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I'm just curious what you kind
of envision as far as how finance

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and accounting firms specifically can
differentiate themselves, you know,

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going back to what you said earlier
on, some successful practices,

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best practices,

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things like that for our listeners who
may be looking to utilize some marketing

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to get, an extra step
up on their competition.

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Sure. Well, one is to identify a
niche where you have expertise.

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I just used an example of a CPA firm
that had a lot of experience working with

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real estate investors and
real estate professionals.

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When we started with them,

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they had a generic website that
didn't say anything about that,

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even though a good percentage of
their clientele were in those niches.

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We wound up creating a completely separate
website and doing marketing directly

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at those niches and they saw a
25% increase in firm revenue,

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the first year as a result
of focusing on that niche.

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So I think for a lot of firms,

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they have areas that they either enjoy
working or have specialized expertise in.

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Maybe it's it's nonprofits,

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maybe it's building trades and
doing job cost accounting. I mean,

305
00:18:43,581 --> 00:18:44,980
maybe it's retail,

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but really focus on what your
expertise is and then identify

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markets that you can enhance. That you
can go penetrate with that expertise.

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00:18:55,680 --> 00:19:00,530
Another thing that you can do is
consistent follow up with your clients.

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Most firms work really
hard, five months a year,

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and then the rest of the year they're
finishing up some business returns.

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They're are not following up
consistently with our clients and really

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involving them in tax planning.

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They're not becoming the
valued professional resource
for their business clients

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that they could. And I think
when they start to do that,

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they increase the relationship as well
as the revenue from their current current

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client base.

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But they also generate a lot of additional
revenue because they're providing

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that extra value add.

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So those are two things that come to mind
that a practice can do immediately and

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that's even a small practice.

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This has been Count Me In,

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00:19:45,460 --> 00:19:49,430
IMA's podcast providing you with the
latest perspectives about leaders from the

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00:19:49,431 --> 00:19:51,900
accounting and finance profession.
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00:19:51,901 --> 00:19:55,220
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00:19:55,330 --> 00:19:59,020
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