Michelle Golden-River, CEO of 4 LLC and a pioneer in CPA firm growth strategies, joins David Yeghiaian, Chief Strategy Officer for KerberRose, to challenge traditional billing practices. They argue that relying on billable hours limits profitability and suggest embracing value-based pricing instead. Golden-River highlights the need for a broader business model change to ease fears around pricing. The duo also discusses the transformative impact of clear project scopes and the importance of celebrating innovative strategies within firms to enhance client relationships.
Transitioning from time-based billing to value-based pricing is essential for firms to enhance client relationships and profitability.
Overcoming resistance to change in billing models requires a broader rethinking of business structures and effective client communication strategies.
Deep dives
Challenges of Shifting from Billable Hours
A significant barrier to changing the traditional billing model in accounting firms is the resistance to change. Many accountants are hesitant due to concerns about accurately estimating project costs, fearing they might undervalue their work or end up with unanticipated costs for clients. Additionally, the reliance on tracking billable hours as a primary cost metric has become ingrained in their business model, making it difficult to envision a new pricing structure. Addressing these challenges requires a fundamental shift in the overall business model that extends beyond just altering revenue structures.
The Role of Customer Value in Pricing
Customer value is pivotal in redefining pricing strategies in accounting firms, diverging from merely considering time and effort spent on tasks. Clients are more concerned with the value they receive rather than the hours billed, indicating that accountants need to prioritize value propositions over time-based pricing models. As generations evolve, with younger clients less tolerant of vague costs, it is essential for firms to provide clear pricing structures upfront to enhance customer experience. Communicating and aligning the firm's worth with the perceived value to clients can lead to better client relationships and firm growth.
Adoption of Advanced Pricing Methods
Implementing advanced pricing methods successfully requires a mindset shift coupled with the development of skills within the firm. This involves fostering an open mindset towards pricing changes and actively engaging in more effective communication with clients to understand their needs and deliver tailored services. Crucial skills include active listening during discovery meetings and defining project scopes clearly, which are essential to managing expectations and ensuring profitability. Firms that prioritize these elements often report successful adoption and improved client relations, reinforcing the benefits of moving away from traditional billing structures.
Positive Impact on Client Experience and Firm Growth
The transition to advanced pricing methods has yielded numerous benefits, including enhanced client experiences and increased firm profitability. By focusing on delivering comprehensive proposals that accurately reflect client needs, firms have reported a significant jump in their average billing rates, showcasing the financial advantages of the new model. Additionally, the positive changes in client interactions have resulted in increased testimonials, reinforcing the value of a service-oriented approach. Overall, employing advanced pricing methods supports strategic goals and directly contributes to nurturing valuable client relationships.
Firms that price for time rather than value are holding themselves back.
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For decades, accountants have relied on billable hours, tracking time spent on client work and invoicing accordingly. However, according to Michelle Golden-River, CEO of Fore LLC, this model is fundamentally flawed.
“Accountants have taken their cost structure—allocating hours to clients and projects—and turned that into their revenue model,” she explains. “They’re not supposed to be the same thing.”
Despite the evident inefficiencies, many firms remain resistant to change. David Yeghiaian, chief strategy officer for KerberRose, noted that the biggest hurdle is uncertainty: “They're just not used to it. There’s a fear of getting the pricing wrong—what if I estimate too low? What happens if a client expects more than I anticipated?”
Golden-River counters this fear with a broader perspective: “The biggest hurdles aren’t just about pricing. We need a broader business model change to support a revenue model change.”