Creating a better client experience shouldn’t have to add to your accounting firm’s costs. Employing more staff to field incoming calls, more technology to add to your stack, better offices to meet in, or more overtime to work on partnerships under time-pressure aren’t sustainable for all firms. The symbiotic relationship between accountants and their clients should rest upon the services and overall value that an accountant can provide. 

Jump to:

• Invest in your existing client base
• Deliver on compliance efficiently
• Get onboard right from the start
• Train your team to communicate using soft skills

The reality is that meaningful improvements to a client’s experience with your firm rarely comes from spending more on your overheads. They come from utilising the skills, experience, and services you already have in a strategic way. The key is to think carefully about what you can provide that considers each point of contact along the timeline of their partnership with your firm. For example, a newer client might need an onboarding pack and chat about expectations while a longer-standing client who is coming up for a review of their contract could benefit from a summary of the value provided over the past year.  Being consistent, considered and communicative are all tenants of how to deliver a better client experience. Here’s how to use this to your advantage.

Invest in your existing client base

One way to improve client experiences by adding zero to your overheads is by investing in the clients you already have. Some firms strive to add more and more new clients to their portfolio without realising that they’ve already got value waiting in the wings. Some ways you can turn your attention and get the most out of your existing client base are:

• Send out a newsletter to your base detailing new service offerings, wins within the firm, new technology that’s helping their businesses thrive, and future plans for the firm
• Prioritise the discussions you’ve been putting off. Perhaps a client has mentioned wanting to retire soon but you’ve yet to discuss any succession plans. Or a tradie who has been a sole trader but could do with a chat about restructuring their business plan. Invest in those clients who have been around for a while, and could use your advice
• Maintain regular contact with your existing base. Conduct regular check-ins and take the time to sit down and hear about pain points, future plans, and how you can help
• Invest in the relationship through consistency and care. Reach out if you’ve noticed cashflow issues or delays in tax payments to discuss plans.

Deliver on compliance efficiently

Many clients will reach out to you initially to handle their tax compliance, and delivering this efficiently is what they will remember. On-time tax lodgments, records of delays, errors rectified immediately, real-time advice – all part of compliance, and all without adding to your overheads if done right. 

If your team has been struggling with managing the compliance side of the firm, there are options you can take without needing to add more staff, and losing time training them. Outsourcing overheads are often minimal in comparison to hiring new recruits. The aim is to gain the time back so you can deliver exceptional client experiences, hand over compliance tasks efficiently by utilising a talented team of outsourced staff, and gain the space to work on longer-standing partnerships.

Get onboarding right from the start

Gaining new clients is only the start of the journey, the first few weeks of the journey are integral  to setting the tone and that begins with onboarding. Some key elements to add to your onboarding checklist are:

• Send a welcome pack that sets expectations early. Your usual turnaround times, what services are offered, how communication is handled (email, phone call, in-person meetings etc.)
• Use your first meeting to gain insight into a new client’s ideal journey with your firm. Instead of focusing on the tasks that need to be ticked off, dive deeper to understand how you can help their business in totality. A client who engages your services for tax compliance could also need assistance with investment advice, superannuation, or payroll management
• Follow up proactively within the first month to gauge your client’s experience and see what can be finely tuned. Instead of waiting for issues to arise, show your client that you are invested in ensuring their experience with your firm is a positive one.

Train your team to communicate using soft skills

Having a team that uses soft skills is worth its weight in gold. Without adding to your overheads, you can improve your staff’s communication skills, critical thinking, active listening, and more. Here are some ways your team can level-up your client’s experience without adding cash to your outgoings:

• Curiosity – get your team to ask better questions of your clients. Embrace genuine interest and empathy to build upon the client relationship. What does the next year look like for your business? What’s been worrying you about your cashflow? How can we help?
• Confidence – your team needs to be able to deliver difficult news with clarity and confidence. If a client has a high tax bill, or is late with delivering documents – your team can utilise their soft skills to deliver news calmly and with professionalism
• Storytelling – clients don’t want to see the numbers, they want to understand them. That’s where your team comes in. Translating data into factual, informative reports that tells your client a story about their finances is where compliance moves into strategy
• Adaptability – not all clients are the same so your team needs to know which clients want to know every tiny detail and which just want the headline. Soft skills allow your team to know how to approach individual clients to relay information that will benefit them according to their own style. Communicate for client connection, in whatever form that may be.

A better client experience is rarely about a new staff hire, the latest software, or a bigger budget. The firms that clients are quick to refer prioritise the relationships they have, the individualised attention they receive, and the systems that make them succeed. Ensuring your clients are in good hands is all about the experience a firm can deliver and the good news is that it is already within your reach.