One Firm Approach (CRM Capabilities)
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One Firm Approach (CRM Capabilities)

August 9, 2019

So at some level, ABLE is a CRM system. We get that, and I want to be completely transparent with you: It’s not Salesforce.
It’s not Dynamics. It’s not hubspot. We’ve been accused of being “CRM Light,”
and at some level, guilty as charged. And I’m happy to have that designation
because most accounting firms don’t have CRM. When we ask you what you’re using,
you tell us Outlook, you tell us your practice management suite. And while they may have CRM-like capabilities, they’re not truly a CRM system. And so what ABLE is designed to do is create an environment where the righthand knows
what the left hand is doing, and so let me give you an example. A lot of firms
that we work with are set up like a series of grain silos along a long and
dusty highway somewhere in the middle of Kansas. And what I mean by that is: this
partner has their practice, and this partner has their practice, and this
partner has their practice; at some level they’re all sole practitioners, that have
just figured out that it’s a better economic model when they band together
to offset the cost of the receptionist, and the building, and the copier, among
the three or four of them. There’s no synergy in that relationship.
If we’re going to survive the coming disruption, we have to practice
inter-dependently. That means one plus one can’t equal two; it has to equal ten. And
what ABLE allows you to do is make sure that partners work collaboratively
together to best serve the needs of a client. For example: one of your audit
partners; she may be out with one of her clients conducting one of her major
interactions, and as part of that interaction she learns that the client
is about to break ground on an expansion to their facility. Well, she comes back
and she enters that information into the database but she also knows enough that
there’s a cost segregation opportunity there, but that she’s not the
practitioner that’s going to lead that segment of the engagement. She enters the details from the meeting into ABLE, she takes credit for that meeting as being one of her major activities, and then she tags the tax partner to let him
know that there’s a cost segregation that needs to be pursued, at which point
that tax partner gets an email that says: “Hey Bill, Susan entered some more information about Jeff into ABLE, and wanted you to
know about it,” and the full transcript of that entry is appended to the email. And
so that tax partner doesn’t need to login to ABLE in order to get the
information – it simply appears right there in his inbox. The other thing the
audit partner could do is create a task for the tax partner to follow up with
that particular client, to begin the discussion about the cost segregation
opportunity. And this is where that inter-dependent behavior pays off in
spades if you’re the client, because I’ve got both partners focused on what I need
as a business, and I can see that they’re proactively driving value into that

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