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In This Issue
6
How to Get Partner Buy-In for Marketing Programs and Budget
Learn how to secure partner buy-in for marketing initiatives, overcome skepticism about ROI, and align marketing strategies with firm goals to drive growth and innovation.
10
United Values: Building a Stronger Brand and Unwavering Stakeholder Loyalty
Uncover the secret to building a powerful brand by fostering a strong connection between your firm's mission and your team's dedication, leading to exceptional client experiences and lasting success.
Trends and Insights
A Look at the 2024 AAM Biennial Compensation Survey
A shift in the accounting and advisory industry shows that marketing and business development professionals are being given seats at the strategy table. They’re driving growth and shaping firms by influencing everything from branding and client experience to revenue generation and team structures. In short, marketing and
business development are proving to be critical functions for accounting and advisory firms.
The 2024 AAM Biennial Compensation Survey, created in collaboration between AAM and Ingenuity Marketing Group, LLC, sheds light on these evolving roles and how firms are retaining and nurturing talent and creating future opportunities for these professionals. Continue reading for a highlight of key findings.
Challenges and Opportunities
While firms continue to leverage
technology and external expertise, the focus remains on building strong internal teams with strategic capabilities. Challenges and opportunities they face include:
Bridging the Knowledge Gap
There’s often a gap between the strategic vision of leaders and the actual capabilities of the teams. To address this challenge, organizations should invest in continuous learning and development programs. These can include workshops, certifications and mentorship opportunities.
Building Strong Teams
Identifying specialized career paths and fostering talent is crucial for success.Organizations should create career development frameworks that outline different roles, responsibilities and skill requirements. This helps employees understand their potential career paths.
Compensation Transparency
Only 12% of respondents reported formal salary and compensation structures for all marketing or business development positions.Organizations should establish clear guidelines for compensation, including salary bands, bonus structures and benefits. Communicating these to employees fosters trust and reduces ambiguity.
Leadership Opportunities
More marketing and business development leaders are securing partner and ownership positions. To enhance leadership development,
organizations can invest in mentorship programs, leadership training and succession planning. These initiatives empower employees to take on more responsibilities and plan for the future.
Specialization
The report identifies ten specialized career paths, offering exciting opportunities for those interested in focused expertise. Organizations should encourage employees to explore these specialized paths and provide resources for continued learning. Certifications and workshops can help professionals stay up to date in their chosen field.
Technology
Platforms like Google, CRM, and AI are creating new career paths and skill set needs. Professionals should
stay informed about technological advancements and acquire relevant skills to remain competitive.
Benefits and Perks
Competitive benefitsare a must to attract and retain top talent, and remote work seems to be a permanent fixture. Organizations that provide flexibility and offer thoughtful benefits and perks gain an edge in talent acquisition.
Stability and Growth
Low turnover suggests positive firm culture and a commitment to continuity. To maintain stability and promote growth, companies should focus on employee engagement, career development and transparent communication. Employees should know how they can progress within the organization.
Get the Full Report
Access the Executive Summary of the 2024 AAM Biennial Compensation Survey Report on the AAM website. The full report (available for purchase) offers insights on salaries, team sizes and regional comparisons.
Heather Tice, marketing manager, EisnerAmper. Contact at heather.tice@eisneramper.com.
PLATINUM
How to Get Partner Buy-In for Marketing Programs and Budget
Siouxsie Jennett
Securing partner buy-in for marketing programs and budgets is a formidable challenge.
Partners often prioritize immediate, tangible returns and can be skeptical of marketing initiatives, viewing them as risky investments. However, overcoming these hurdles is crucial for a firm's growth and competitive edge. By aligning marketing strategies with the firm's overarching goals and educating partners on the modern marketing landscape, your marketing team can achieve alignment, engagement and buy-in from partners. This alignment not only ensures the successful implementation of marketing programs but also paves the way for sustained business growth and innovation, ultimately providing you with more budget to innovate.
CHALLENGE: Skepticism about ROI
Partners in accounting firms prioritize programs that are measurable and yield immediate financial returns. Marketing initiatives, however, often take time to produce tangible results, leading to skepticism about their return on investment (ROI). This skepticism can result in reluctance to allocate budgets towards marketing activities that are perceived as nonessential or risky.
SOLUTION: Tell a Compelling Story with Data
Accountants live by numbers, so lead with data to make your case. Present
metrics and analytics that link marketing efforts directly to revenue growth and client acquisition. Speaking their love language of data and numbers will build their confidence in marketing’s approach and expertise.
• Case Studies: Build case studies that demonstrate the customer journey from Prospect to Closed Won. Use a flow chart to illustrate the various activities that are required to attract, engage and convert a prospective client.
• Dashboards: Leverage your marketing automation and CRM system to build dashboards that display campaign metrics. Start with number of prospects, Marketing Qualified Leads (MQL), Sales Accepted Leads (SAL) and Sales Qualified Leads (SQL) in the pipeline to build partner
confidence that this is data you review regularly. Work toward tracking important metrics like percent conversion from MQL to SAL/SQL, Average Lead to Opportunity Length, Average Opportunity to Close and include any leading indicators such as decrease in days to close.
• Numbers Only: Partners don’t need to hear about campaign creative, color palettes or content types as much as they need to hear about positive outcomes from your efforts and budget. Present only numbers and leave the graphics and wordy explanations out.
CHALLENGE: Partners Lack Understanding of Modern Marketing
One of the most significant challenges in securing partner buy-in for marketing initiatives in accounting firms is the lack of marketing understanding among partners. Often, partners possess deep expertise in accounting and finance but have limited exposure to modern marketing strategies and their potential impact on business growth. This knowledge gap can lead to misconceptions about the value and effectiveness of marketing efforts, resulting in hesitation to dedicate resources towards these initiatives. Addressing this challenge requires a concerted effort to educate and engage partners, bridging the gap between traditional accounting practices and contemporary marketing techniques, ultimately fostering a more integrated and forward-thinking approach to the firm's growth strategy.
SOLUTION: Educate and Engage Partners
Bridging the knowledge gap requires a focused effort to educate partners about the mechanics and benefits of modern marketing. By providing targeted education and demonstrating how marketing aligns with the firm's goals, you can foster greater appreciation and support for marketing initiatives.
• Host a Lunch and Learn: Make your partners smarter by providing trends and insights in the accounting vertical. As marketers, you have access to industry reports, conferences and data that can be very interesting and useful to an executive.
• Regular Updates: Create a monthly or quarterly internal newsletter that includes updates on marketing activities, results and industry trends. Use this platform to share success stories and explain how marketing efforts are contributing to the firm’s objectives.
• Quarterly Presentations: Secure 20 minutes every quarter to formally present to leadership and create presentations that connect marketing activities directly to the firm’s goals, such as client retention, market expansion and revenue growth. Show how marketing supports these objectives with clear, relevant examples.
CHALLENGE: Competing Priorities
Partners are juggling multiple responsibilities, such as client service, compliance and operational efficiency. Marketing initiatives might be viewed as less critical compared to these immediate operational demands, making it difficult to secure their focus and support.
SOLUTION: Align Marketing with Firm Goals
To ensure marketing is seen as a priority, it’s essential to align
marketing initiatives with the firm’s overall strategic objectives. Demonstrating how marketing contributes to achieving these goals can help garner partner support.
• Strategic Alignment: Develop marketing plans that directly support the firm’s strategic objectives, such as client retention, market expansion and service diversification. Use the same language from partner documentation to clearly communicate how marketing activities will help achieve these goals.
• Integrated Planning: Involve partners in the marketing planning process. Their input can help ensure that marketing strategies are aligned with the firm’s priorities and gain their buyin from the outset.
• Performance Metrics: Use relevant performance metrics to demonstrate the impact of marketing on the firm’s strategic objectives. Highlighting successes and areas of improvement can help maintain partner engagement and support.
• Clear Communication: As mentioned above, regularly update partners on the progress and results of marketing initiatives and use data to tell the story. Show how these efforts are helping to achieve the firm’s goals and address any concerns they may have.
CHALLENGE: Budget Constraints
Your firm likely has limited budgets and strict financial controls, which makes it challenging to justify new marketing expenditures. Even if partners recognize the value of marketing, securing a sufficient budget can be difficult.
SOLUTION: Implement Pilot Programs
Starting with small, pilot marketing programs can demonstrate success and build confidence among partners.
This approach allows you to show the impact of marketing initiatives on a smaller scale before requesting larger investments.
• Targeted Pilots: Choose specific service lines or market segments for pilot programs. This focus allows for clearer measurement of results and more compelling case studies.
• Measure and Report: Establish KPIs prior to the pilot launch and carefully measure the results of pilot programs. Report back to the partners and highlight successful outcomes and lessons learned to build confidence in marketing efforts.
• Scalability Plans: Develop a plan for scaling successful pilot programs. Show how the lessons learned and results achieved can be replicated and expanded to benefit the broader firm.
• Cost-Benefit Analysis: Conduct a cost-benefit analysis for pilot programs to demonstrate their financial viability and potential return on investment. This analysis can help justify further budget allocations.
Securing partner buy-in for marketing programs and budgets is essential for driving the growth and maintaining a competitive edge for your firm. Despite the challenges discussed above, these hurdles can be effectively overcome, and your team can build trust and demonstrate the strategic value of your efforts. This comprehensive approach not only ensures the successful implementation of marketing programs but also paves the way for sustained business growth and innovation, ultimately providing the resources needed to continue innovating and advancing the firm's marketing capabilities.
Siouxsie Jennett , CEO, Mambo Media. Contact at siouxsie@mambomedia.com.
Angel Morgan
Any time there is a change in control through a change in ownership structure, there is always a change in firm culture. In this Q&A with Growth Strategies, Angel Morgan, Chief Business Development Officer of Raleigh, North Carolina-based Cherry Bekaert, shares her first-hand experience with culture change since private equity firm Parthenon invested in the firm in 2022.
Leading up to the time of the private equity (PE) investment did your management team target any clientfacing strategies they knew they wanted to change that the new investment would allow them to do?
Yes, the PE investment synced with the timing of our targeting strategies. Under the leadership of Michelle Thompson, our Chief Executive Officer, we started an ambitious growth strategy in 2018 which has evolved into our ReimagineX strategy. Parthenon’s investment expedited these plans, which allowed us in the growth function to focus on formalizing sales operations and client experience, as well as enhance marketing automation and sales enablement systems. We also focused on setting up a growth operation more formally, refreshing our brand and streamlining firm communications. We were already leaning in this direction, so the momentum was there when Parthenon invested.
When and how did you bring in your marketing and business development teams into this new strategy and then communicate changes outward to the entire firm?
to fail quickly and learn from our mistakes. For example, at times we had well-intentioned people going into new markets and introducing themselves and their offerings without communicating these efforts to other teams across the firm. To encourage this entrepreneurial spirit, we added some traffic control guidelines to make sure all the necessary support was there to drive optimum success.
Looking at some individual areas, can you talk about how you went about prioritizing investments in operations and the impact this has had on the firm so far?
When it comes to aligned investments, we use a three-pillar approach, one that Parthenon supported from the beginning. First, we aim to inspire our people by prioritizing investment in digitally driven solutions, improved programs and change management. Then, we evolve our business through streamlined project execution and modernized business operations through standardization, automation and offshoring. Lastly, we expand our reach by focusing on organic growth, and by acquiring and integrating firms that strengthen core offerings, add new geographic regions or provide new capabilities.
We have a multi-disciplined growth team that reports to our Chief Revenue Officer, Dawn Patrick. My BD role and the marketing team’s role are closely aligned with the overall firm strategy. Our Chief Marketing Officer, Kathryn DeLia, is the first to know about everything because all firm activity touches marketing in some way. Communications were driven by the executive office and internal communications team and included FAQs, a designated spot on our intranet, as well as talking points for partners, e-mails and town halls.
We always wanted a culture by design, not default, and that strategy remains the same. What has changed is the pace, which has sped up as we can now execute more quickly. We knew we would not get everything right, so we made a pact
Can you go more in-depth into the new, or enhanced investments, in marketing technologies?
We are redefining the lead process for alignment and integration with marketing. Robust dashboarding is driving stable forecasting and accountability, and a new website is underway. We continue to fine tune the CRM process with partners training on appropriate use to ensure reliable metrics and clean data. We have also invested in an enhanced targeting tool. We have also invested in new technology for marketing automation and sales enablement.
Have there been changes in business development approaches?
Yes, many changes, and the pace of change has also accelerated. Ideas that used to take a longer time to build consensus around have been fast tracked by building an intentional organizational shift.With increased organizational support, our business development efforts are more effective.
One example is how we align sales team compensation with the behaviors we want to elicit; and we look for ways to make top producers MORE effective by investing in innovative processes. Additionally, we are standing up a new lead management process, which was a technology investment Parthenon was eager to support. We also developed our Ideal Customer Profile. Further, we are investing in national industry alignment and in our digital sales teams. Locking arms more intentionally with the marketing team remains a top priority as well, and I meet frequently with marketing leadership to close gaps and ensure mutual success.
Now let’s talk about changes in sales and marketing budgeting and operations. What were the challenges inherent in this strategy?
We haven’t had a change in our budget process as a result of PE. Sales and marketing have separate budgets but establishing a new service line, or building out a new region, takes a dual commitment in resources. In terms of spending, there must be a business case that makes sense for both industry and service lines – essentially strategic alignment of any investment. We must control cost yet not interfere with the business model that was being used to drive leads. This has been a bit of a firm shift for our partners and more analysis on spend against BD and marketing activities to ensure ROI. Expectations have grown for better tracking, monitoring and reporting for both marketing and sales activity and the ROI.
Looking at Cherry Bekaert today, what stands out to you as the most significant cultural changes that have occurred since the PE investment? How about the most surprising and the most beneficial?
Cherry Bekaert was built on a people first foundation, so we are very intentional about cultural fit when bringing in new firms to preserve that foundation. The biggest cultural change is how we are embracing profitability, not just growth, and giving places for people to participate in that growth in new ways. We are standing up offices and functions and improving efficiencies at Mach speed, and it
has been mesmerizing to see this energy in motion. PE has given us the ability to scale quickly and efficiently, with significant investments in technology and people, which is one of the most beneficial changes. Growing at a rapid pace requires an improvement in mind-set and inviting more people to the table, which has wiped out silos in the organization.
I have been most surprised out how much untapped talent we had on the bench. We have given people stretch goals and challenged them to think differently and they have more than stepped up.
Do you have any final thoughts?
I wasn’t prepared for the demands of onboarding and integrating our way of BD and marketing with firms that, in a few instances, had no real experience with formalized sales processes or marketing programs. Separately, discovering internal talent across the firm and watching people develop in new roles has been extraordinarily exciting and fulfilling. Our BD and marketing teams are continuing to evaluate our functions and rise to the new growth of the firm.
Interview by Richard Shippee
United Values: Building a Stronger Brand and Unwavering Stakeholder Loyalty
Eileen Monesson
Strong brands aren't built overnight but crafted through consistent, exceptional performance.
The genuine connection between the firm's team and mission sets a brand apart.When employees deeply resonate with the firm’s values and purpose, their enthusiasm and dedication drive superior client service and sustained growth.This powerful synergy between employee commitment and brand identity forms the cornerstone of lasting success, transforming the firm's brand and propelling it to new heights.
Most people associate a company's brand with its public identity—logos, colors, fonts, packaging and other visual elements. However, a brand encompasses much more than its physical characteristics.The American Marketing Association defines a brand as a name, term, design, symbol, or any other feature distinguishing one seller’s goods or services from those of other sellers.The true strength of a brand lies in its ability to build loyalty and trust through its organizational aspects, such as strategies, culture, and values.This deeper connection leads to enduring brand loyalty, making the organizational brand a key driver of the company's success.
When a firm’s organizational brand is focused on its values and purpose, it gives it a distinct identity.This brand shapes client perceptions based on their experiences and interactions with the firm. Every employee can influence these perceptions, from the receptionist to the managing partner. An
organizational brand helps people quickly recognize and connect with the firm, providing clear reasons to choose it over competitors by defining what it stands for.The goal is to attract and retain loyal clients, employees, and other stakeholders by consistently delivering on the brand's promises.
According to Luis Gallardo, founder and CEO of theWorld Happiness Foundation and former global marketing and brand leader for Deloitte,“Everyone in the business, at every level, needs to understand the company's vision, values, and mission.”In his book Brands &Rousers, Gallardo underscores the importance of building a brand around why the firm exists.“Without knowing the purpose, business plans and actions will likely miss the mark,”said Gallardo. “Decide what your firm stands for – then set all other business activities through this lens. By doing so, everything will be correctly focused and aligned to deliver real value and growth and to build a strong, resilient, and successful firm.”
Ranked by AccountingToday as one of the fastest-growing firms in the United States,Withum, Smith + Brown (24 offices, 245 partners, 2,500 employees) understands the importance of building a brand based on its purpose. Rhonda Maraziti,Withum’s CMO, attributes its success to an unwavering commitment to the firm’s values.“Our brand reflects our people and culture, embodying a client-focused, people-first business model emphasizing world-class service, innovative solutions, and industry expertise.”
Value Creation
Value creation starts with understanding an organization's
purpose.“Our firm was founded on the values we uphold today—our commitment to people, clients, and the community,”said Maraziti.
Value comes in two forms: financial and perceived. Financial value is the monetary worth captured in financial statements. Perceived value is the intangible benefit from a customer's willingness to pay and employee satisfaction. Perceived value is influenced by personal perception and interpretation.Though it is harder to measure, its impact on financial value profoundly drives a company’s success.
Gallardo outlines several simple behaviors that create value.These include connecting vision, strategy, and business processes with what is needed to succeed by establishing mechanisms to ensure everyone works toward the same goal. He emphasizes positioning the company to handle various possible futures and then focusing on what is needed when a specific future arrives.
Aligning initiatives with company objectives is necessary to encourage desired actions and effectively guide others. Gallardo highlights the importance of building stakeholder connections and leveraging value drivers to present a credible company vision.
Brand Building Techniques
While building a values-based brand makes sense, many firms lose sight of their core purpose and stray off track. Egos, silos, greed and other factors often interfere with staying on brand.When this happens, the firm risks operating under principles that contradict its
original mission, diminishing the brand's value.
In Brands&Rousers, Gallardo introduces six techniques (six Rs) for successfully building a firm and brand:
1. Reason is the soul of the firm and why it exists.When stakeholders embrace the firm's purpose, engagement increases, supporting the firm's goals and objectives.
2. Revenue and other key performance indicators (KPIs) highlight a brand’s strength and pinpoint opportunities for growth and improvement.
3. Rousers are pivotal in inspiring, motivating, and encouraging employees to commit to the company’s mission and values, ensuring everyone’s efforts are aligned.
4. Reputation management ensures a positive brand image, which attracts and retains clients and employees, enhances trust, mitigates risks, and fosters loyalty and growth.
5. Relationships with stakeholders build trust, encourage collaboration, and ensure alignment with the brand’s values, driving loyalty and sustained growth.
6. Resilience enables a firm to stay relevant, embrace change, and respond to evolving client demands.
By consistently applying these techniques, a firm can remain true to its core values, enhance its brand's strength, and achieve long-term success in a competitive market.“Leadership ensures everyone feels included and appreciated atWithum,”said Maraziti. “Mentors, coaches, and buddies help people understand the firm’s principles and why it is important to live by them. We do our best to maintain a no-jerk policy, promoting respectful and kind behavior.Those who fail to uphold these standards are encouraged to participate in training or, if necessary, leave the firm. Bullying is not tolerated atWithum.”
Importance of On-Brand Behaviors
In AchieveBrandIntegrity, author Gregg Lederman outlines several "truths" for building a brand-based organizational culture.Truth #6: Behaviors and Experiences Make the InvisibleVisible is particularly relevant for accountants to differentiate their firm.
Lederman advises firms to start by clearly defining the values and principles that guide their business.This involves deciding which beliefs, behaviors, and experiences will bring the firm's brand strategy to life and identifying those that should be eliminated. Behaviors that leave a negative impression on clients, such as not returning phone calls or missing important deadlines, should be discontinued.
Vague concepts like“exceptional service”or“responsive team”must be precisely defined. How employees interpret and deliver these concepts can vary greatly. For instance, one employee might believe responsive service means getting back to a client within a week, while another might aim for less than an hour. Marketers should collaborate with firm leadership to specify the actions that constitute“exceptional service”or a “responsive team.”When aligned with the firm's values, these defined behaviors or“experiences”will solidify the firm's brand.
Top regional firm Adams Brown (11 offices, 18 principals, 350 employees) has grown significantly since rebranding in 2020. Marketing and Growth Manager Korby Boswell attributes some of its growth to the firm’s new focus, which is stated in its tagline: above + beyond®.“Our tagline summarizes our guiding principles – doing more than is expected, simplifying the complex, and providing top-notch service is how we help our people and clients grow. As a result, the firm grows too,”said Boswell.
Building Engagement
Conduct comprehensive training sessions to educate employees on the firm’s values and how to incorporate them into their daily responsibilities.
These sessions should be highly interactive, featuring real-life scenarios and role-playing exercises to enhance practical understanding and engagement. Additionally, regularly solicit employee feedback and actively involve them in developing and refining strategies to ensure they feel valued and invested in the firm’s success.This inclusive approach promotes a strong sense of ownership and alignment with the company’s values, ultimately bringing the firm’s brand to life.
Moreover, implementing robust recognition and reward programs is essential for reinforcing desired behaviors. Programs can range from “living the brand”awards to more immediate recognitions like employee of the month accolades, spot bonuses, and public acknowledgments during meetings.
“Withum reinforces our brand and culture through daily positive interactions within the office, in addition to our engaging culture videos and our Strength Awards.These awards, named after our founding partners and other leaders, celebrate exceptional achievements and client service.Team members are held accountable for upholding our brand through evaluations and various performance metrics,”said Maraziti.
An effective internal communication strategy reinforces the organization's commitment to its core values.This approach ensures employees internalize and consistently deliver on the firm's brand promises. Regular communication through newsletters, intranet updates, and firm-wide meetings will keep employees informed and aligned with the firm's vision.“We make sure everyone knows the firm’s values and expectations through weekly firm communications, case studies, and our Beyond Program,”said Boswell.“This client opportunity planning program is designed to strengthen relationships and identify areas in which we can add value to our clients and their businesses.”
To enhance engagement further, establish multiple channels for
employee feedback and suggestions, such as anonymous surveys, suggestion boxes, and regular check-ins.These mechanisms create a sense of ownership and involvement, ensuring employees feel valued and integral to the firm's success.
Regular team-building activities are essential for strengthening interpersonal relationships and fostering a cohesive community.These activities, from off-site retreats to in-office challenges and social events, help build a united and committed workforce.
Stakeholder Benefits
When employees feel valued and supported, job satisfaction increases, leading to higher engagement and lower turnover rates. Sharing the firm’s purpose, values, and mission with employees builds trust, allegiance, and enthusiasm. Focusing on happiness and well-being reduces stress and burnout, promoting better mental health and greater productivity.This positive work environment benefits employees and enhances client loyalty, as happy, satisfied and engaged employees are more likely to provide exceptional service, creating solid and lasting client relationships.
Cultivating an employee-centric culture driving client-centric service creates a positive work environment and directly impacts the firm's bottom line. Higher employee engagement and productivity contribute significantly to financial success.
“AtWithum, we recruit individuals we believe will thrive in our client-centric, passionate, family-spirited, and inclusive culture.We encourage our team members to envision growth and embrace an entrepreneurial mindset, empowering each person to be entrepreneurial and encouraging our sector leaders to be the CEO of their own practice,”explained Maraziti.
Gain Buy-in
To gain buy-in from leadership, partners and employees, present compelling data and case studies from firms that have successfully implemented similar
strategies. Highlight increased profits, higher billings, improved client satisfaction, enhanced employee engagement and reduced turnover to make a strong case. Provide a detailed analysis of the expected return on investment to show how happier employees lead to satisfied clients and improved profits. Engage firm leaders early and offer training sessions on the importance of culture, emphasizing their role in modeling desired behaviors and securing support for these initiatives.
“We adjusted our leadership development program to focus more on our values and guiding principles rather than numbered steps,”said Boswell. “Now called LEAD instead of LEAD 1,2,3, participants learn about effective leadership skills while incorporating our firm’s purpose and values every step of the way.We recognize that for this type of change to work, it has to start at the top and be included at all levels.”
An organizational brand committee with representatives from various departments and clients can ensure diverse perspectives are considered when developing and implementing cultural initiatives.“We started our rebranding process by asking our clients and employees what is most important to them in focus groups and surveys,” said Boswell.“Two themes kept coming up – doing more than what is expected (above + beyond) and truly partnering in our client’s success (strategic allies). From there, we updated our brand identity to reflect the values important to our stakeholders.We also updated programs to support initiatives, such as our defined culture statement Adams Brown O.N.E. – own it, nurture relationships, and exceed expectations.”
Communicate the benefits of the proposed strategies to all employees, highlighting the positive impact on their work, happiness, and well-being. Provide regular updates on the progress and successes of the initiatives to maintain momentum and engagement and celebrate small wins to keep morale high.
“We have several interactive tools for employees to share examples of above + beyond® in action.We also involve everyone in spreading branded messages through numerous channels, including social media, where we focus on our people to inspire followers, showcase our culture, and recruit new teammates,”said Boswell.
Identify and empower employee ambassadors to lead brand-building initiatives, encourage participation, and demonstrate how to“live the brand.”As role models, they will help spread the message and gain support across the firm.
“Our 'people first' culture is not just a buzzword but a reflection of our shared values and beliefs,”said Maraziti.“Our smiling, happy team members go the extra mile because it matters to them and is part of who we are.This consistent culture, known as the WithumWay, ensures that our rapidly growing team across the country experiences the same supportive environment no matter where they are located.”
An organizational brand deeply rooted in the firm’s values and purpose, supported by a positive culture, becomes a powerful draw for top talent and builds a strong reputation that attracts clients. Happy employees naturally go above and beyond for clients, enhancing satisfaction and loyalty while reducing turnover and saving on marketing, recruitment, and training costs.This interconnectedness between employee well-being, client loyalty, and firm growth underscores the critical importance of cultivating a strong organizational brand. Ultimately, nurturing a values-based culture of happiness and belonging is essential for achieving sustained success and growth.
Eileen Monesson, CPC, MBA, PRCounts. Contact Eileen at emonesson@prcounts.com.
As AI technology advances, marketers are turning to AI-powered tools like Jasper.ai to streamline their efforts and improve efficiency. Jasper.ai stands out as a leading AI platform, offering a suite of features designed to help marketers produce highquality, on-brand content with ease.
Key Features of Jasper.ai
Content Generation: Jasper can generate a wide range of content types, including blog posts, social media captions, email campaigns, and more. It uses advanced AI to understand your brand's voice and style, ensuring consistency across all content.
Team Acceleration: This feature enhances team coordination by providing a high-level overview of project statuses and automating feedback summaries. This reduces administrative tasks and improves content production efficiency.
Analytics & Insights: Jasper includes a robust analytics suite that tracks content performance across various metrics. It offers evidence-based recommendations to optimize content, helping marketers improve their strategies and achieve better outcomes.
Brand Voice Customization: Jasper is trained on your brand’s tone and style, allowing it to produce content that aligns perfectly with your brand identity. This feature is particularly useful for maintaining a consistent brand voice across all marketing materials.
Integration and API: Jasper integrates seamlessly with various platforms, including custom CMS and content platforms. This interoperability ensures that you can bring Jasper’s capabilities directly into your existing workflow, enhancing productivity without the need to switch between different tools.
Jasper vs. ChatGPT and Claude
While ChatGPT and Claude are powerful AI tools, Jasper offers several advantages tailored specifically for marketing professionals:
Marketing-First Design: Unlike ChatGPT, which is designed for a broad range of applications, Jasper is purpose-built for marketing use cases. This focus allows Jasper to offer more specialized features like campaign management and SEO insights.
Proprietary AI Engine: Jasper boasts a proprietary AI engine with 99.99% uptime, ensuring reliability and performance. It also pulls up-to-date information directly from Google, providing fresher and more accurate content compared to other platforms that rely on older data.
Comprehensive Toolset: Jasper combines multiple functionalities into one platform, reducing the need to hop between different AI tools. From content generation and analytics to brand voice customization and team collaboration, Jasper provides an all-in-one solution for marketing teams.
Stacy Dreher
Business Development
Working Together: What Business Development Needs from Marketing
Business development and marketing are closely intertwined, and often collaborate to drive growth and revenue for a company.
While firm size may vary, each group typically works as a separate department, however, to attract the right business and maximize opportunities, firms must align their marketing and sales strategies effectively.
When marketing and sales are aligned, firms can capitalize on potential leads, convert them into valuable clients, and drive revenue growth. Misalignment between these areas can result in missed opportunities and revenue loss. Therefore, a cohesive approach that integrates marketing and sales efforts is essential for firms to thrive in a competitive market and secure the business they desire.
These are the things that business development professionals look for from their marketing peers to support their efforts:
Brand Visibility and Awareness: Marketing helps shape the company's brand image and positioning in the market, which is crucial for business development to effectively communicate value propositions to prospects.
Lead Generation: Business development relies on marketing to generate quality leads through various channels such as digital marketing, content marketing and advertising.
Market Intelligence: Marketing peers should keep business development informed about market trends, changes, and competitor activities. This information helps business development teams identify new opportunities and stay ahead.
Coordinated Campaigns:
Collaboration between marketing and business development ensures that campaigns are created, targeted, and executed in alignment. Joint efforts can lead to more effective outreach and better results.
Content and Collateral: Marketing provides business development with relevant content, sales collateral, and resources to support their sales efforts and engage prospects at different stages of the buyer's journey.
Digital Presence: Marketing ensures a strong digital presence through website optimization, social media management, and online visibility, which enhances business development's outreach and credibility.
Networking Opportunities:
Marketing assists in planning and promoting events, webinars and conferences that provide business development with networking opportunities and lead generation platforms.
Overall, business development and marketing need to work closely together because their collaboration is essential for achieving overall business growth. When these two functions work together effectively, they can capitalize on opportunities, optimize the sales process, and create a strong foundation for long-term success in a competitive market.
Danielle Reynolds, business development, Whitely Penn. Contact at danielle.reynolds@whitleypenn.com.
ALIGNED FOR ACTION
2024 Biennial Compensation Survey Report
At most accounting and advisory firms today, marketers and business development leaders like you have a seat at the strategic table…and in a few cases the ownership table.
As you drive strategy, how do you onboard the right specialists and outsourced relationships? How do you help team members advance their careers? How do you focus on your own professional development?
The 2024 AAM Biennial Compensation Survey has more answers to these questions. It is the only report that measures the changing landscape of accounting marketing and business development careers, compensation and benefits.
• 200+ unique team roles represented
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$250 for non-members and $150 for members
When seeking partner buy-in, start with the "why" to help them understand the purpose and importance of your request. Clearly articulate the benefits and relevance to your goals. Be thorough in your research, highlighting anticipated outcomes and their alignment with the firm’s strategy. Demonstrating a clear connection between your request and strategic goals will make your case compelling and increase the likelihood of gaining the necessary buy-in. I have also found that engaging a respected, influential leader or champion who can advocate on your behalf to other leaders is very helpful. This endorsement can significantly increase credibility and support.
Alice Grey Harrison AGH Group alicegrey@aghconsultinggroup.com
How can accounting firm marketers get partners’ buy-in when proposing new strategies or tactics?
Tie in potential business outcomes to the marketing project you’re pitching. Can you attach numbers to it? For example, let’s say you want to complete a website project for $20,000. If your goal for the new website is to bring in new clients that total at least $150,000 in firm revenue, then the initial project investment is only 13% of the potential revenue. That helps partners see the project not just as an expense, but as a worthwhile investment that will lead to greater revenue gains. It helps them see that it would cost the firm more in lost revenue to not invest in the project.
Andrew Litchford Starling andrew@starlingdigital.com
1) Align with firm goals: Marketing doesn't set a firm's goals; it helps achieve them. Ask partners what they want to accomplish and align your activities with their goals.
2) Take baby steps: Start small with one or a few partners.Have a start and end date and the metrics that you'll measure to determine if you scale up. Show success before asking everyone to make a change; you may not get everyone to change but that will have to be OK.
3) Mind your metrics: Showing an increase in website traffic is nice, but a sales pipeline that includes more ideal clients and revenue than last year is better. It's harder to do but will get more attention from partners.
Alison Simons Simons Marketing alison@simonsmarketing.com
Hinge High Growth Study 2024 | Accounting & Financial Services Edition
High Growth Firms Grew 5.1 Percentage Points Over The Previous Year. —More Than Three Times Greater Than Their Average Growth Peers.
25% Percentage of Leads Originated by High Growth Firms Were From Digital Sources.
High Growth Firms Decreased Their Marketing Budgets by
22%
High Growth Firms Grew 3.6X Faster Than Their Peers and Doubled Their Profitability.
High Growth firms distinguish themselves by their strategic prowess compared to their No Growth counterparts. This approach fosters operational efficiencies and delivers significantly superior returns. The full report can be purchased from Hinge Research Institute (https://hingemarketing.com/).
Compiled by Eileen Monesson
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