33 episodes

James Ashford works exclusively with leading firms of accountants from around the world, helping them to become more profitable and to systemize their firms so they can deliver maximum value and incredible experiences to their clients.



James is the founder of GoProposal, Director of firm of accountants called MAP. and bestselling author of “Selling to Serve”.



GoProposal helps accountancy firms to price more profitably, sell more confidently and give even more value to their clients.

The GoProposal Audio Experience James Ashford

    • Business
    • 5.0, 3 Ratings

James Ashford works exclusively with leading firms of accountants from around the world, helping them to become more profitable and to systemize their firms so they can deliver maximum value and incredible experiences to their clients.



James is the founder of GoProposal, Director of firm of accountants called MAP. and bestselling author of “Selling to Serve”.



GoProposal helps accountancy firms to price more profitably, sell more confidently and give even more value to their clients.

    The 3 Approaches Accountants Need When Repricing Their Clients

    The 3 Approaches Accountants Need When Repricing Their Clients

    Present your prospects with ONE solution



    It can be tempting to offer more than one option to your clients and prospects, maybe with different tiered prices and services.

    Initially it might seem like the best way to bring them on board, we might think, using some sort of sales psychology, they’d go for the ‘mid-range’ fee or the ‘silver’ package.

    But by doing this, you’re actually doing your clients a disservice.

    We should only be offering ONE solution to prospects and clients of our accountancy business.

    That’s the RIGHT solution. 

















    Free Download: How successful Accountancy Firms have the Fee Review conversation with their clients

















    The best way I can explain this is by comparing it to surgery.

    You wouldn’t want a surgeon to offer you varying levels of packages, each containing different levels of anaesthetics and stitches, right?

    No. You want a surgeon to tell you exactly what’s going to happen and when.

    Because you trust that they’ve chosen the right option for you, based on a consultative process.

    Accounting is no different.

    Accountancy services are so critical to a business that it’s your ethical obligation to present the RIGHT solution for your clients.

    Even if the price is more than they were expecting.

    This is exactly the same when repricing existing clients. 

    Watch the full video to find out more.

































































    Ready to learn more? Watch our FULL masterclass, 'Feel the fear and reprice anyway'  for FREE (just scroll down to 'Academy)

    We ran this 45 minute session with James Ashford and Paul Barnes, directors of Manchester accountancy firm MAP, and ran live to over 100 accountancy firms.

    The video above is taken from The Art of Pricing & Selling to Serve, my brand new course on the GoProposal Academy.

    The course is free to ALL active GoProposal members and available for purchase for all non members. Click here to begin.





























    Client Stories“GoProposal is the cheapest product you'll get for your accountancy firm. It's been worth £30,000 in revenue to me this year.”







    Euan Brown | Founder of Total Accounting































    Hear Euan's Full Story

































































    READY TO GET STARTED?Take the guesswork out of pricing & control your profitabilitya class="nectar-button large regular accent-color has-icon wpb_animate_when_almost_visible wpb_zoomIn zoomIn regular-button" style="color: #ffffff; back...

    • 3 min
    The 3 Approaches Accountants Need When Repricing Their Clients

    The 3 Approaches Accountants Need When Repricing Their Clients

    Don't just raise your prices across the board



    It might seem like a great idea initially. Raise all of your clients fees by 30% and THEN you'll be making a profit. Right?

    This would be the case, if all of your clients were the same. But fact is, they aren't.

    When you're repricing clients, they should be split into three distinct sections:



    * Profitable clients

    * Clients who you break even with.

    * Clients who are losing you money.



    If you increased your prices by 30% across the board, you will just annoy the first group, who were profitable anyway. You should start to see a profit on the second group. But chances are you'll still be losing money on the third.

    Splitting them into these three sections, means you can meet them with three different approaches.

















    Free Download: How successful Accountancy Firms have the Fee Review conversation with their clients

















    Where should I start?

    We should start with the repricing of the third group, those who are losing you money.

    Their fees need to be raised significantly.

    This might involve a difficult conversation. It may seem daunting. But the fact is, they are already losing you money. So even if you lost all those clients, you would still be better off.

    In fact, you would now be free to take the time you spent on those clients and reinvest it into your other clients. But, by coming to them with the right conversation and by showing them how much value you will bring, you aren't likely to lose most of them.

    With the second set of clients, those who you are breaking even with, you won't get much friction repricing their fees by about 20/30%. So long as you show them how much value you can offer.

    Finally, the first group, those who were already profitable. They might seem like a great stopping point, they were already making you profit anyway. So why go to the trouble of repricing them?

    In fact, you should be repricing clients who are profitable too. But with a different approach.

    Ensure that you're using the 1-3-12 Rule to keep on top of the scope of work, or run them through the GLOSS Method and start to solve BIGGER problems for them and their business.

    After all, our value in this world is directly proportional to the size of the problems we can solve.



































































    Ready to learn more? Watch our FULL masterclass, 'Feel the fear and reprice anyway'  for FREE (just scroll down to 'Academy)

    We ran this 45 minute session with James Ashford and Paul Barnes, directors of Manchester accountancy firm MAP, and ran live to over 100 accountancy firms.

    The video above is taken from The Art of Pricing & Selling to Serve, my brand new course on the GoProposal Academy.

    The course is free to ALL active GoProposal members and available for purchase for all non members. Click here to begin.

    • 3 min
    The Invisible Margins That Take You To The Edge

    The Invisible Margins That Take You To The Edge

    There are other MARGINS that exist in your accounting business, other than PROFIT margins. These margins remain largely invisible but decision by decision, they get squeezed, taking you closer to the edge.



    You then only need something like the Corona Virus to push you up to, or over the edge.



    Now hindsight is a wonderful thing, but as we rebuild and prepare for the new world, I think it’s important that we bring these ‘margins’ into view, so we can be more intentional about protecting them moving forward.



    (This video was heavily inspired by my friend Paul Scanlon who’s a pastor and incredible speaker. Search YourTube for "Paul Scanlon - Simplify Your Life)

    • 9 min
    Practical Positivity for your clients, in this time of uncertainty

    Practical Positivity for your clients, in this time of uncertainty

    ven if you’re one of the few firms which has figured out how to correctly charge your clients in the first place, the complexity of the services you provide and the constantly changing nature of your client’s businesses, means that the scope of work can quickly become out of alignment with what they’re paying you.



    So unless you have a system which flexes throughout the year which is driven by your team , you’ll end up over-servicing and undercharge your clients.



    This then leads to a lot of accountancy firms not making enough money to be able to deliver the level of service your clients are happy to pay for and one of two things tend to happen:



    - You over-service and undercharge your clients (nightmare for you.)



    - You attempt to hit them with an ‘ambush invoice’ at the end of the year... IF..... you can figure out what they actually owe you (nightmare for you AND them.) Neither work.



    All you want is to be paid for the hard work you do right?



    There are several ways firms attempt to solve this, but over the years, we’ve refined a process which is being successfully used by accountancy firms around the world, which we call the 1-3-12 Rule™.



    In this online masterclass you will learn…



    - How to start any new client engagement off in the right way (which includes the first fee review after month three)



    - The best way to position the 1-3-12 Rule™ to your clients so that client’s actually welcome the call



    - The key bottleneck that will prevent this from working and the unexpected way firms are removing it

    • 25 min
    A Different Way Of Doing Fee Reviews (Including The Tough Bits)

    A Different Way Of Doing Fee Reviews (Including The Tough Bits)

    ven if you’re one of the few firms which has figured out how to correctly charge your clients in the first place, the complexity of the services you provide and the constantly changing nature of your client’s businesses, means that the scope of work can quickly become out of alignment with what they’re paying you.



    So unless you have a system which flexes throughout the year which is driven by your team , you’ll end up over-servicing and undercharge your clients.



    This then leads to a lot of accountancy firms not making enough money to be able to deliver the level of service your clients are happy to pay for and one of two things tend to happen:



    - You over-service and undercharge your clients (nightmare for you.)



    - You attempt to hit them with an ‘ambush invoice’ at the end of the year... IF..... you can figure out what they actually owe you (nightmare for you AND them.) Neither work.



    All you want is to be paid for the hard work you do right?



    There are several ways firms attempt to solve this, but over the years, we’ve refined a process which is being successfully used by accountancy firms around the world, which we call the 1-3-12 Rule™.



    In this online masterclass you will learn…



    - How to start any new client engagement off in the right way (which includes the first fee review after month three)



    - The best way to position the 1-3-12 Rule™ to your clients so that client’s actually welcome the call



    - The key bottleneck that will prevent this from working and the unexpected way firms are removing it

    • 1 hr 7 min
    The Complicated v The Complex (a big idea)

    The Complicated v The Complex (a big idea)

    This one idea has helped us to understand a lot of frustrations we were experiencing in our accounting firm towards the end of last year.

    Initially, I just couldn't figure out what the problem was. We had more staff, they were better trained and demonstrating great values.

    We had better processes and systems, powered by better technology.

    We were attracting our dream clients and our MRR was higher than ever before.

    But things still felt.......tough... tougher than ever in fact.

    But why was that? Wasn't technology supposed to be making our lives easier?

    THEN, one day, I came across this concept of the COMPLICATED versus the COMPLEX in a book called "Brave New Work" and I immediately saw how it applied to our firm and the accounting industry as a whole.

    Complicated vs Complex

    So let me start by explaining the difference between something that's complicated and something that's complex.

    Complicated - A good example of this is a car engine. Something that's complicated can be understood. We can write instructions for it. We can learn about it. It might take time, but eventually we can dissect it. We can write rule books for it and fundamentally, we can control it.

    That's the key aspect of something that's complicated. Something that's complex, on the other hand, is quite different.

    Complex - Something that's complex can't be controlled. It can only ever be managed.

    If complicated is a car engine, then complex is traffic.

    Traffic is complex because you have different drivers, of different abilities, driving different cars, going in different directions with different focuses.

    All manner of complexity surrounds that. It suddenly becomes a very difficult situation.

    We can't control traffic, all we can ever do is do our very best to manage it.

    Complicated vs Complex in accounting

    The services we provide and the prices we charge in our accounting business are complicated.

    They take time to learn. We can put processes in place to plan, maintain and fundamentally, control them. We can get the right technology. We can train our team to use and sell them.

    However, the complex side of accounting is introduced in the businesses that we serve. Our clients.

    This is due to having different business owners, with different agendas, different levels of experience, different operating systems, different sized businesses, different markets and many different frustrations that appear.

    These are people. They're not processes and systems.

    The challenge that we face in providing accounting services to these businesses, is that it's where the complicated meets the complex.

    It is in the meeting of these two entities, that causes so much frustration.

    Where we were going wrong...

    All of our efforts were being poured into controlling the COMPLICATED (our services) and a much smaller amount into 'attempting to control' the COMPLEX (our clients.)

    The problem though, as I mentioned above, is that complexity can never be controlled.... it can only ever be MANAGED.

    And it doesn't matter how good the technology gets, managing that complexity will always be challenging, because it's a hands-on process, which is why we need to develop skills and tactics to arm us in this mission.

    Now I don't have a silver bullet, but I can help you to understand the problem better and moreover, help you to articulate the problem to your team more clearly.

    What I want to do in this video, is to help you to unravel the difference between what's complicated and what's complex and to understand the approach you have to take to solve each of them.

    This is an interesting and strong concept for us to get our heads around.

    Watch the full video below, then join in the a href="https://www.linkedin.

    • 21 min

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