by Robin Dicks | Sep 18, 2012 | Uncategorized
Recent research across the FTSE 350 in part emphasised the longevity of auditor/client relationships (see https://www.accountancyage.com/aa/news/2197422/ftse-350-use-same-auditor-for-an-average-of-113-years ) What is perhaps more interesting is the reasons which were discovered to be most likely to prompt a change in auditor. These included complacency of the audit firm, a substantial increase in audit fee, or a problematic relationship between auditor and management. The first and third of these clearly represent risks, and eventual loss of profitable business that could be avoided. Its worth reviewing your most profitable relationships. Are all of them risk free? Are you...
by Robin Dicks | Aug 20, 2012 | Uncategorized
Managing Partner’s Forum, together with the FT, recently published the results of a study into effective client-advisor relationships. One of the questions asked “Which of these tools or services would you actively encourage firms to invest in as a priority over the next three years?” The gathering of regular, independent client feedback was the activity chosen by more clients than any other. Is your firm responding to this demand? You can access more of the findings of the study at...
by Robin Dicks | Mar 20, 2012 | Uncategorized
Its still a challenging time for professional services firms. But many are now starting to look ahead Markets have changed or even disappeared and client needs in the future will be different. To prosper, firms need to ask themselves: “What kind of firm do we really need to be?” I’m seeing a number of firms doing this but I do worry about the direction of some of the efforts, being intrinsically “internally” driven. There’s little point in defining a firm that looks great in the insight but doesn’t drive value for clients and referrers, isn’t realistic as far as the market is concerned, or doesn’t differentiate the firm from its peers. To get a realistic answer to these fundamental questions, firms should listen to, not only existing clients, but also prospective clients and those who regularly refer work to them. That will define the nature and required levels of its future performance for it to successfully compete, by: – providing input into its strategic thinking with a view to expanding what it provides to, and the share of business it wins from its current clients; – ascertaining how it is perceived by clients, referrers and the market place; – identifying any clear requested improvements or gaps in its capability against what its market needs, both currently and in the future, or competitors are providing; – identifying any significant strengths and weaknesses against relevant competitors; – understanding levels of client awareness and receptivity to current services and how these may need to change. Consider the following – would better knowledge about any of the following areas help...
