Making partners super marketers.

Partners in accounting firms need to market regularly but often become too entangled in the day-to-day business of serving clients to do this. Our midsized accounting and consulting firm in Minneapolis, Boulay, Heutmaker, Zibell & Co., found that a personal marketing program for each partner was the best approach to help our 13 partners focus on specific marketing goals. Each partner knows what needs to be accomplished and exactly how to get it done. The program's counseling and marketing assignments ensure our firm spends the right number of hours each month for best results. And the program has helped us increase revenues by over 8% in the last year.

HOW THE PROGRAM WORKS

The personal marketing program involves one-on-one consulting with each partner and the marketing director for one hour every month. During the meeting, the partner and I discuss the latest opportunities and determine the objectives for marketing, client satisfaction, workload, billable hours, professional development and career goals. If the partner wants more business in a particular industry, we will determine the best tools to market to that industry, such as public speaking, direct mail or telemarketing. The partner and I work together to identify the partner's most marketable services and develop ways to promote them. We list the most important referral sources, categorize the clients and plan new methods to keep them happy and loyal. We also build prospect lists and map out approaches for reaching each group with a customized message.

The partner and I work together to determine the ideal type of client he or she wants to attract. This helps keep the marketing effort focused on quality prospects and increases the odds of finding clients that make a good "personality fit" with the partner. We also identify any special traits, both personal and technical, that bond the partner to his or her clients. These can include good communication skills, problem-solving abilities, knowledge of specific industries, a love for golf, being friendly and approachable or simply family oriented.

For example, one of our firm's tax partners is a low-key, well-spoken individual. He and I discovered that his calm disposition and communication skills were ideal for television publicity and media, so we organized a news release on tax tips and he made three television appearances on a local news show during the tax season. The partner also was covered by other local business and consumer print media.

GOOD PLANNING AND CREATIVE THINKING

Several of our firm's partners use the meetings to carefully orchestrate the entire sales process. (As marketing director, I often am included in meetings with prospects. Other partners use them to get marketing projects off the ground. For example, one of our firm's audit partners wanted to build a closer bond with a local attorney who was a good referral source. The attorney requested written information on the accounting aspects of starting a small business. As a result of that request, the firm produced How to Start a Small Business in Minnesota--A Practical Guide to Accounting and Business Issues. The attorney now shares the booklet with his clients and prospects, all of whom are exposed to our firm's expertise.

At the end of each meeting, the partner and I agree on assignments designed to meet the marketing objectives. Assignments usually encompass four aspects of the partner's practice: client satisfaction and retention, networking with referral sources, marketing to prospects and industry involvement (see "Ten Sample Partner Assigmnents," page 52).

I have organized a formal dossier on each partner that includes the current marketing situation, marketing objectives and talents, personal benefits, target services and industries, top clients, major referral sources and prospects. Assignments often are tied to this information. The partner can request the dossier anytime to ensure he or she is staying on track with the top priorities.

Most recently, the firm expanded its marketing program to firm managers. In group meetings, the managers and I discuss current personal marketing issues and establish assignments.

HOW TO CREATE A PERSONAL MARKETING PROGRAM

As with most marketing or creative endeavors, there is no right or wrong way to design a personal marketing program. Try these steps to get your firm started:

* Determine your objectives and communicate them to all involved. Do they make each partner a more effective marketer and communicator? Generate new business? Ensure client satisfaction? Strengthen ties with referral sources?

* Set aside one hour each month for every partner to meet with your marketing director. If there is no marketing director or coordinator, consider hiring a consultant. Consultants' fees generally are between $45 and $125 dollars per hour, depending on the level of expertise and the local economy. If you cannot afford a consultant, select someone in the firm who has a flair for marketing and is known to be a good counselor and idea generator. This could be a firm administrator, manager or an executive assistant. This person should allow two hours each month per partner: one hour for the meeting, plus another to debrief and distribute assignments.

* Have your marketing director build a dossier on each partner. While this may seem mundane, it is an important record of each partner's strengths, objectives and top clients. It also serves as an outline for meetings and assignments.

* Evaluate the results each year. The program will be more effective for some partners than for others--some are not oriented to programs." Customizing the format to each partner's personality is the best way to succeed. At a minimum, ask each partner to spend an hour with the marketing director each month to find new ways to build his or her practice. Few will object to this.

SUCCESS IS BUILT ON PARTNER COMMITMENT

For Boulay, Heutmaker, Zibell & Co., the personal marketing program is a great vehicle for enhancing the total marketing effort. We have been tremendously successful at generating both print and television publicity. Among other products, our firm produced an eight-minute video that features the testimonials of our satisfied clients. We also have redesigned our client newsletter to be more interactive and entertaining.

The program is part of our firm's two-year marketing plan. Revenue has jumped from $7.1 million to $7.7 million within the past year. Our firm's marketing budget is approximately 2.5% of our gross revenues.

In developing a personal marketing program for partners, the firm has found that by strengthening individuals it has strengthened the group. The program has increased teamwork and enthusiasm as partners work together to achieve their objectives and promote the firm.

RELATED ARTICLE: EXECUTIVE SUMMARY

* ONE CPA FIRM FOUND that a personal marketing program for each partner was the best approach to help focus on specific marketing goals. Each partner knows what needs to be accomplished and exactly how to get it done.

* A PERSONAL MARKETING PROGRAM involves one-on-one consulting with each partner for one hour every month. The partner and the marketing director should discuss the latest marketing opportunities and determine the objectives for marketing, client satisfaction, workload, billable hours, professional development and career goals.

* THE MEETINGS ALSO CAN BE USED to orchestrate the entire sales process, and partners often include the marketing director in meetings with prospects. The meetings can help get marketing projects off the ground and should be an important element of a comprehensive firm marketing plan.

* THE PARTNER AND MARKETING DIRECTOR should create assignments to meet the marketing objectives. Assignments usually encompass four aspects of the partner's practice: client satisfaction and retention, networking with referral sources, marketing to prospective clients and industry involvement.

RELATED ARTICLE: Ten Sample Partner Assignments

Partners should choose three or four of the following assignments per month:

1. Determine your personal strong points from the client's point of view. (Why do your clients like you? What do you offer your clients that's unique, both technically and personally?)

2. Group your clients into industry niches. Come up with new ideas to raise your visibility within the industries you have identified, such as public speaking. Ask these clients for referrals within their industries.

3. Identify your major referral source categories, such as attorneys, bankers, clients and financial planners, and categorize your sources.

4. Identify one or two clients or prospects you have lost. Contact these people and invite them to lunch, then add them to your prospect list if appropriate.

5. Decide how to use lunches as a practice-enhancement tool. How many lunches per week will you devote to meeting with prospects, clients and referral sources? Schedule appointments each Friday for the weeks ahead.

6. Create a list of prospect groups, such as civic organizations industry groups, friends and acquaintances and school buddies, and categorize prospects under each.

7. Develop two to three great stories that show off your problem-solving skills. Use these and other stories during meetings with prospects, clients and referral sources.

8. Visit the plants of one or two important clients. Learn more about their businesses and ask them about their concerns. Be open to new business opportunities.

9. Work with the marketing director to investigate public-speaking opportunities. Schedule speaking engagements and get feedback on your performance from the marketing director.

10. Think about some hot tax issues or business ideas that would merit a news release or feature article. Work with the marketing director to develop your ideas and get them published.