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Who's Really the Boss

Raising Prices Without Losing Clients: A CPA Firm’s Success Story

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Setting the right price for your services can feel like walking a tightrope. How do you increase your rates without alienating your loyal clients? Can you boost your bottom line while maintaining strong client relationships? For many CPA firm owners, these questions aren’t just theoretical – they’re critical to the success and growth of their businesses. Today, we dive into a real-world success story that proves it’s not only possible but potentially transformative for your practice.

In a recent episode of the Who’s Really the BOSS podcast, Rachel and Marcus Dillon, owners of a family-run CPA firm, share their journey of transforming their pricing model. By aligning their pricing with the value they provide, the Dillons have streamlined client relationships, better communicated their worth, and optimized their practice for growth.

Let’s examine how adopting a value-aligned pricing strategy can benefit your firm.

Strategic Approach to Price Increases

The Dillons successfully raised prices without losing clients using a strategic approach. They simplified their pricing process by implementing evergreen engagement letters in 2022, eliminating the need for annual renewals.

“We used to send out updated engagement letters every year with pricing to every single engagement. And that was stressful,” Marcus Dillon explained. The shift to evergreen letters allowed the firm to focus on value-based pricing rather than annual negotiations.

The timing of the price increase announcement was also crucial. The Dillons announced their increases on February 15th, with an effective date of April 1st. This timing, while unconventional as it fell during tax season, was strategic. It allowed clients ample time to consider the changes and ensured that most tax work was completed before potential client transitions occurred.

Marcus emphasized the importance of regular, small increases: “Always go get a small price increase every year. If it’s 3%, 5% something. That way people are always in the habit of expecting a price increase that goes along with inflation.”

Transparent Communication and Client Management

Central to the Dillons’ success was their commitment to transparent communication. They used QuickBooks Online to create detailed estimates that showed the full market rate for their services and a “loyalty discount” for 2024. 

“We put the year 2024 on there. That way, they could see that that reduces or goes away over time,” Marcus explained regarding the loyalty discount. This transparency helped clients understand the pricing structure and set expectations for future adjustments.

Rachel Dillon was in charge of communicating the price increases to clients. “We never want to hurt the relationship of the “team of three” with the client and have to have awkward conversations,” Rachel explained. So pricing almost always goes through Marcus and myself.”

The Dillons used email tracking software to gauge client reactions and follow up as needed, ensuring no client felt ignored or undervalued.

Balancing Client Retention and Profitability

The Dillons’ approach yielded impressive results. For Client Accounting Services (CAS), the client base decreased from 81 to 75 over three months. However, the average revenue per CAS client increased from $1,823 to $2,103. Their AIM (individual tax) service saw a similar trend, with client numbers decreasing but average revenue increasing.

The Dillons were strategic about which clients they were willing to lose. “We knew that clients under $1,000 a month under the legacy pricing are going to have to go up beyond a thousand,” Marcus explained. This approach allowed them to focus on clients who valued their services and were willing to pay for the expertise provided.

They also thoughtfully handled special cases, such as clients selling their businesses. Rachel emphasized the importance of this approach: “Any time a client is going through an M&A deal, our team’s hours go up. There are just more requests, more clarifications.”

Overall, the firm achieved a 94.15% acceptance rate on CAS price increases by June 1st, with total monthly recurring revenue increasing by 6.46% despite client attrition. This outcome aligns closely with what Marcus calls the “80-10-10 rule”: 80% of clients accept the increase, 10% have questions but ultimately accept, and 10% leave.

The Dillons learned valuable lessons from this process. “Creating capacity seems to attract more ideal clients,” Rachel noted. Letting go of clients who were no longer a good fit created space for new, higher-paying clients better aligned with their service model.

It’s worth noting that the process wasn’t without emotional challenges. “The two to three weeks and even the week and two after we sent these out, there were tons of conversations between [Marcus] and me with our leadership team,” Rachel shared. You know, just going through all the scenarios.”

The Dillons also emphasized the importance of having a network of professionals to refer clients when they no longer fit the firm’s service model. This allowed them to maintain positive relationships even when parting ways with clients.

The Dillons’ experience shows how CPA firm owners can successfully implement price increases while maintaining strong client relationships. Their story proves transparency, clear communication, and strategic timing can boost profitability without sacrificing valuable client connections.

For CPA firm owners, the broader implication is clear: when handled thoughtfully, price increases can be a powerful tool for business growth. However, success requires a delicate balance between valuing your services appropriately and maintaining the trust and loyalty of your client base.

To gain more detailed insights into the Dillons’ strategy and hear about their experiences firsthand, listen to the full “Who’s Really the BOSS” podcast episode. Their story offers practical advice for any CPA firm owner considering a pricing strategy overhaul.

Remember, as a CPA firm owner, you provide valuable expertise and services to your clients. Don’t be afraid to price your services accordingly. With the right approach, you can increase your profitability while strengthening, not weakening, your client relationships.

Rachel and Marcus Dillon, CPA own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources, education, and operational strategy.

Balancing Efficiency and Quality: How One CPA Firm Transformed Their Tax Season

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For many CPA firms, tax season means long hours, stressed employees, and a frantic rush to meet deadlines. But Marcus and Rachel Dillon, owners of a family-run CPA firm and hosts of the Who’s Really the BOSS? podcast, have found a way to break that cycle. 

In 2024, the Dillons filed 165 tax returns before April 15th while maintaining a strict no-overtime policy and growing their recurring revenue by 10%. How did they do it? By leveraging innovative tools, adapting their team structure, and fostering a culture of continuous improvement.

The Dillons’ journey wasn’t without challenges. Heading into the 2024 tax season, they faced significant changes:

• Their full-time tax director had left to start his own firm

• They had downsized by three full-time employees

• They had exited about 35 family-client relationships

To address these challenges, the Dillons made several strategic moves:

1. Implementing Innovative Tools

The firm rolled out Canopy software, replacing its existing practice management system. This improved internal project tracking and time management. More importantly, it enhanced client communication through automated tax status updates.

“What we did build out and tested during tax season was tax status updates being sent to the clients through Canopy,” Marcus explained. “It’s essentially the Domino’s Pizza tracker.” This system provided clients real-time updates about their tax returns without requiring additional staff time—a perfect example of technology improving efficiency and quality.

2. Adapting Team Structure

Rather than hiring a new full-time tax director, the Dillons hired a “tax director of counsel” on a flexible, as-needed basis. This arrangement allowed the firm to maintain high-quality tax services without the overhead of a full-time position.

They also hired a Director of Operations, Amy, who took on many administrative tasks previously handled by the tax director. This freed up other team members to focus on client work.

3. Fostering Continuous Improvement

When the Dillons identified knowledge gaps in their team, particularly for those without strong tax backgrounds, they implemented weekly training sessions. Marcus personally reviewed tax returns with team members, using actual client work as teaching material. This hands-on approach allowed team members to learn in real-time and improve their skills.

The Results

The Dillons’ strategic changes paid off. Here are some key metrics from their 2024 tax season:

• 165 tax returns filed before April 15th (down from 224 in 2023, but with fewer staff)

• No overtime or weekend work required

• Maintained half-day Fridays throughout tax season

• 10% increase in recurring Client Accounting Services (CAS) revenue

• Overall revenue on track to reach $3 million for the year

Perhaps most impressively, they achieved these results while maintaining a 36-hour work week for most employees. This focus on work-life balance starkly contrasts the grueling schedules often associated with tax season.

Lessons Learned

The Dillons’ experience offers valuable insights for other CPA firms:

  1. Embrace technology: The right tools can dramatically improve both internal efficiency and client communication.
  2. Be flexible with staffing: Consider alternative arrangements like fractional or on-call experts to fill skill gaps.
  3. Invest in continuous learning: Regular training sessions can quickly address knowledge gaps and improve team capabilities.
  4. Prioritize work-life balance: It’s possible to maintain high standards without sacrificing employee wellbeing.

As the accounting industry evolves, firms that can balance efficiency and quality will have a significant competitive advantage. The Dillons’ story shows that with the right strategies, it’s possible to thrive during tax season while still maintaining a healthy work environment. For more tips and tricks, listen to the full episode of Who’s Really the BOSS?

Rachel and Marcus Dillon, CPA, own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources, education, and operational strategy.

Avoiding The Mental Traps of Modern Accounting Firm Ownership

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In the age of social media, CPA firm owners face a constant barrage of curated success stories and polished personas. Scroll through your LinkedIn feed, and you’ll see post after post showcasing glowing client reviews, skyrocketing revenue graphs, and beaming teams at glamorous retreats. It’s easy to feel like everyone else has it all figured out while you’re stuck in the trenches battling deadlines, difficult clients, and endless to-do lists. But behind the glossy veneer, a more complex reality lurks.

In this episode of the Who’s Really the BOSS? podcast, Marcus and Rachel Dillon explore the psychological pitfalls of modern firm ownership, focusing on the mental traps of comparison and perfectionism. They also share their firsthand experiences navigating social media’s highlight reel while building an authentic, thriving practice.

The Comparison Trap

One of modern firm owners’ biggest psychological pitfalls is the constant temptation to compare themselves to others. In today’s digital age, this trap is more pervasive than ever. As Marcus puts it, “Comparison – that is the mistake that you have to avoid as a firm owner because you never know what’s going on on the other side of that screen or the other side of that camera. One person’s dream firm may be another person’s nightmare and vice versa.”

Social media platforms like LinkedIn and Instagram are curated highlight reels, presenting a polished version of success that can make firm owners feel inadequate or behind the curve. But the truth is, every firm’s journey is unique. What works for one practice may not work for another, and the challenges and sacrifices behind those glossy posts are rarely visible.

Falling into the comparison trap can erode firm owners’ confidence and authenticity, leading them to chase an illusion of success rather than building a firm that aligns with their true values and goals. As Rachel notes, it’s easy to get caught up in comparing vanity metrics like revenue or client roster size while losing sight of the deeper factors that drive fulfillment and sustainability.

So, how can firm owners escape the comparison trap and stay focused on their authentic path?

Overcoming Comparison

One key approach Marcus and Rachel recommend is seeking authentic connections with leaders you admire. By building genuine relationships with your role models and learning about their experiences – warts and all – you can gain a more balanced, realistic picture of what it takes to build a successful firm. 

Another crucial strategy is surrounding yourself with supportive accountability partners who understand your unique goals and challenges. As Marcus notes, having trusted peers or mentors who can offer encouragement and honest feedback can be a game-changer when staying focused on your own path.

Some practical tips for finding and cultivating these relationships:

  • Attend industry events and seek out genuine conversations with leaders you admire
  • Join a mastermind group or peer network of like-minded firm owners 
  • Work with a business coach or mentor who can offer personalized guidance and accountability
  • Cultivate vulnerability and authenticity in your own content and interactions to attract genuine connections

The Problem with Perfection

Alongside comparison, pursuing perfection is another major psychological pitfall for CPA firm owners. In a profession built on precision and attention to detail, it’s easy to think that everything in your firm must be flawless. But as Marcus points out, this mindset can quickly lead to frustration and burnout.

The reality is, perfection is an unattainable moving target. No matter how much you achieve, there will always be a new goalpost, a new standard to reach for. Constantly striving for perfection can breed dissatisfaction and detract from enjoying the journey of building and growing your firm.

Moreover, the fear of imperfection can hold firm owners back from taking risks, trying new things, or putting themselves out there. As Rachel shares, embracing imperfection and being okay with making mistakes along the way is essential. No successful leader has a spotless record – what sets them apart is their willingness to learn, adapt, and keep moving forward.

Chasing perfection can also erode firm owners’ mental well-being and authenticity. When you constantly hold yourself to an impossible standard, it’s hard to show up as your true self and find joy in your work. This impacts your fulfillment and can trickle down to your team and clients, creating a culture of stress and unrealistic expectations.

So, what’s the alternative if chasing perfection is a recipe for burnout and frustration? As Marcus and Rachel explain, the key is consistency over perfection.

Consistency Beats Perfection

As Rachel puts it, “Consistency will always yield better results than perfection. So there might be the best way to do something or the optimal way to do something. But if it’s not practical, if you can’t apply it on a consistent basis, then it’s not the perfect way for you or for me.”

The key insight here is that consistent, sustained effort – even imperfect – will drive better results than short bursts of perfection that can’t be maintained. Like crash diets or unsustainable workout regimens, forcing your firm into a “perfect” mold will only lead to burnout and backsliding. 

Instead, firm owners should focus on developing strategies and habits they can stick with for the long haul. This might mean:

  • Choosing a manageable client load rather than chasing every opportunity
  • Investing in systems and processes that can be consistently applied, even if they’re not the most cutting-edge
  • Prioritizing regular team communication and feedback over sporadic, intense check-ins
  • Setting realistic goals and timelines that allow for flexibility and course correction

Of course, embracing imperfection doesn’t mean settling for mediocrity. As Marcus and Rachel note, striving for excellence and continuous improvement is still important. But the key is to pursue these goals in a way that aligns with your capacity, values, and long-term vision rather than burning yourself out chasing an impossible ideal.

Embracing Imperfection in Leadership

As a CPA firm owner, it’s easy to think that your leadership needs to be flawless. After all, you’re responsible for setting the tone and direction for your entire team. But as Marcus and Rachel point out, this perfectionist mindset can actually hold you back from being an effective and authentic leader.

The truth is, no leader is perfect – and that’s okay. In fact, it’s essential for building trust and rapport with your team. When you try to present an invulnerable, always-in-control image, it can actually create distance and make it harder for your team to relate to you. 

Instead, Marcus and Rachel advocate for embracing your humanity and showing up as your whole self – flaws and all. This means:

  • Being transparent about your own challenges and mistakes
  • Admitting when you don’t have all the answers
  • Showing vulnerability and asking for help when you need it
  • Encouraging your team to do the same

To start embracing your own imperfection as a leader, Marcus and Rachel recommend a few key practices:

  • Regularly share your own struggles and lessons learned with your team
  • Encourage team members to take calculated risks and view failures as learning opportunities  
  • Celebrate progress, not just perfection
  • Build in time for reflection and self-care to avoid burnout

By modeling these behaviors yourself, you create space for your team to do the same.

Moreover, when you let go of the need to be perfect, you free up energy to focus on what really matters: supporting and empowering your team. Instead of getting caught up in micromanaging every detail, you can step back and trust your team to handle challenges and seize opportunities. This not only helps your firm be more agile and innovative but also gives your team the autonomy and growth opportunities they crave.

Of course, embracing imperfection doesn’t mean lowering your standards or tolerating sloppy work. As a leader, it’s still your job to set clear expectations, provide guidance and feedback, and hold your team accountable. But you can do all this while recognizing that mistakes and setbacks are inevitable and often valuable learning opportunities.  

For More, Listen to Who’s Really the BOSS?

Building a successful CPA firm in the modern age is no easy feat. Between the constant pressure to keep up with curated social media highlight reels and the ever-present specter of perfectionism, it’s all too easy for firm owners to get trapped in a web of psychological pitfalls that can hold them back from true fulfillment and success. 

But it doesn’t have to be this way. By proactively addressing the mental traps of comparison and perfectionism, firm owners can cultivate the resilience, confidence, and authenticity they need to not just survive, but thrive amid today’s challenges.

Ready to dive deeper into these powerful insights? Be sure to tune into the full episode of Who’s Really the BOSS? and start implementing these strategies today. Your future self – and your firm – will thank you.

Rachel and Marcus Dillon, CPA own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources, education, and operational strategy.

How One Accounting Firm Transformed Their Business Model and Thrived in a CAS-Driven World

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As client expectations shift and technology advances, many firm owners find themselves at a crossroads, wondering: How do we transition from a traditional tax practice to a thriving Client Accounting Services (CAS) model? 

In this episode of the “Who’s Really the Boss” podcast, Rachel and Marcus Dillon share their experience transforming their firm from a traditional tax practice to a successful CAS provider. The Dillons learned that to transition successfully, firms must adapt their processes, technology, and management approach while carefully balancing client relationships and financial stability.

The Catalyst for Change: The Last Worst Tax Season

For Rachel and Marcus, the decision to transition from a traditional tax practice to a CAS model was sparked by a pivotal moment in their firm’s history: the “last worst tax season” in 2017. With over 1,000 individual clients and 2,000 tax projects, the couple became overwhelmed and exhausted, working long hours and sacrificing precious time with their family.

Marcus recalls, “We walked away exhausted and were beyond our tipping point and decided that was it. Nothing like that ever again.” This experience was a wake-up call, prompting the Dillons to reevaluate their business model and seek a more sustainable and fulfilling path forward.

As the Dillons’ story demonstrates, recognizing the need for change is often the first step in a firm’s journey toward a more sustainable and rewarding future.

The Reality of Client Attrition

One of the most significant hurdles firms face when transitioning to a CAS model is convincing existing clients to embrace the change. As Rachel and Marcus discovered, many clients who were satisfied with their current arrangements resisted adopting a new approach, even when presented with the potential benefits. 

Despite their best efforts to communicate the value of CAS, the Dillons found that only a small percentage of their existing client base was willing to make the transition. As Marcus shares, “We were a very heavy annual-only client roster in 2017. We were not able to convert 95% of our client base to CAS. And so the oversimplified advice of people that just tell you, hey, you should go convert all your clients to CAS is probably not going to hold most of the time.”

Because many clients will not make the change, firms need to be prepared for client attrition and have a plan to refer clients who don’t fit the CAS model to other providers.

To mitigate client attrition during the transition to CAS, consider the following strategies:

  1. Communicate the value of CAS services and how they address clients’ pain points.
  2. Offer a phased approach to transitioning clients, allowing them to adapt to the new model.
  3. Provide exceptional service and support during the transition to demonstrate the benefits of CAS.
  4. Regularly seek client feedback and promptly address concerns to maintain trust and loyalty.

Embracing Cloud-Based Solutions and Real-Time Collaboration

As firms transition from a traditional tax practice to a CAS model, they quickly discover that their existing processes and technology may not be well-suited to the demands of ongoing client engagement. 

Firms must adopt processes and technology that effectively track project frequency, timeliness, and client communication to succeed in a CAS model. Cloud-based solutions and remote access become essential for collaborating with clients and providing real-time insights into their financial performance.

The Dillons’ experience illustrates the necessary changes firms must make to their processes and technology to thrive in a CAS environment. By embracing tools that facilitate seamless collaboration and real-time data sharing, firms can position themselves to deliver the high-touch, proactive service that CAS clients expect.

Shifting from a Partner-Centric to a Team-Based Approach

One of the most significant challenges firms face when transitioning to a CAS model is adapting their management style to support ongoing client engagement. As Rachel points out, “We have to hire and then empower our team to work with the client to deliver the information, to have conversations, to have a relationship. We have to trust our team so that we can serve clients. If not, the practice isn’t scalable, so you’re not really better off one way or the other.”

In a traditional tax practice, partners are often clients’ primary point of contact, handling everything from client communication to project management. However, in a CAS model, this approach quickly becomes unsustainable, as the ongoing nature of client engagement requires a more distributed approach to client service.

To scale a successful CAS practice, firms must shift from a partner-centric model to a team-based approach, empowering staff members to take on greater responsibility for client relationships and project delivery. This requires a significant mindset shift for many firm owners, who may be accustomed to maintaining tight control over client interactions.

Learning from the Challenges and Triumphs of Others

As the Dillons’ story illustrates, transitioning from a traditional tax practice to a CAS model is a journey filled with challenges, surprises, and growth opportunities. While every firm’s path is unique, there is much to be gained from learning from the experiences of those who have gone before.

By sharing their struggles and successes, Rachel and Marcus offer valuable insights and guidance for other firms considering a similar transition. Their story serves as a reminder that change is rarely easy, but with perseverance, adaptability, and a willingness to learn, it is possible to navigate the complexities of the CAS landscape and emerge stronger on the other side.

Charting Your Course to CAS Success

For firms embarking on their own CAS journey, the Dillons’ experience offers several key takeaways:

  1. Embrace the need for change: Recognizing when your current business model no longer serves you is the first step towards a more sustainable and rewarding future.
  2. Communicate the value of CAS: Clearly articulating the benefits of CAS to both existing and prospective clients is essential for building a successful practice.
  3. Adapt your processes and technology: Embracing cloud-based solutions, streamlining workflows, and eliminating inefficiencies are critical for delivering high-quality CAS services.
  4. Empower your team: Shifting from a partner-centric to a team-based approach is key to scaling a successful CAS practice and providing exceptional client service.
  5. Stay committed to the journey: Transitioning to a CAS model takes time, effort, and a willingness to learn from both successes and failures.

By remembering these lessons and staying committed to the journey, firms can chart their own course toward CAS success, building a profitable and personally fulfilling practice.

Are you ready to take the first steps toward building a successful CAS practice and shaping the future of accounting? If so, tune in to the Who’s Really the Boss podcast and hear Rachel and Marcus Dillon’s inspiring story.

Rachel and Marcus Dillon, CPA own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources, education, and operational strategy.

Struggling to Communicate Your Worth? Revolutionize Your CPA Firm’s Pricing Strategy

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Are you tired of wrestling with pricing your services for potential clients? Do you struggle to communicate the value of your accounting services? It’s time to rethink your pricing strategy.

In a recent episode of the “Who’s Really the Boss” podcast, Rachel and Marcus Dillon, the founders of DBA, share their journey of transforming their pricing model from traditional, transactional pricing to a value-aligned subscription approach. By aligning their pricing with the value they provide to clients, Rachel and Marcus have streamlined client relationships, better communicated their worth, and optimized their practice for growth.

Let’s examine how adopting a value-aligned pricing strategy can benefit your firm. We’ll delve into the process of developing a subscription pricing model, the importance of analyzing internal data and conducting market research, and the benefits of communicating value through transparent pricing.

The Evolution of Pricing at DBA

Like many CPA firms, DBA initially priced their services based on what clients paid their previous CPA, a practice known as “apples-to-apples” pricing. Marcus Dillon explains, “We priced just like every other CPA firm does. And I know if you’re listening to this and you hear what I’m about to say, you’re going to shake your head. Because if you can gain access to their QuickBooks Online account and see what they paid in the past, you’re going to charge them what they’ve at least paid, or a little bit more.”

However, as DBA grew and evolved, they realized that this pricing approach needed to reflect the additional value they provided to their clients. They then shifted to value-based pricing, which aimed to align their fees with the perceived worth of their services. While this was a step in the right direction, it presented challenges. Value-based pricing required individual negotiations with each client, making it difficult to scale the business.

The turning point came when DBA decided to implement a subscription-based pricing model. This approach allowed them to streamline their pricing, remove owners from setting prices for each client, and better communicate the ongoing value they provided. By offering a set of standardized service packages, DBA was able to create a more predictable revenue stream and simplify the client onboarding process.

DBA engaged a consulting group to conduct secret shopping to gather insights and benchmark their pricing. The consulting group reached out to firms similar to DBA, posing as potential clients, and obtained quotes for comparable services. This process provided valuable information on competitor pricing and helped DBA ensure their fees were competitive while still reflecting their unique value proposition.

Developing a Subscription Pricing Model

DBA’s subscription pricing model offers a straightforward approach that benefits the firm and its clients. The model consists of three service plans: Essential, Premier, and Elite, with base prices of $1,500, $2,000, and $3,000 per month, respectively. Marcus explains that these prices are not set in stone: “We do give ourselves a little bit of flexibility in that we could customize that pricing based on complexity of the industry or number of transactions.”

The primary differentiator between the plans is the level of advisory services included. Clients on the Essential plan receive annual CFO meetings, while those on the Premier plan have quarterly meetings, and Elite plan clients benefit from monthly CFO interactions. 

The Benefits of Subscription Pricing

Subscription pricing offers several advantages for both CPA firms and their clients:

  • Predictable revenue: Firms can better forecast their income and plan for growth with a subscription model.
  • Simplified client relationships: By clearly defining the services included in each plan, subscription pricing reduces the need for constant negotiation and scope creep.
  • Improved cash flow: Regular, recurring payments help to smooth out the peaks and valleys often associated with project-based work.
  • Enhanced client retention: Subscription pricing encourages long-term relationships and provides ongoing support and advisory services opportunities.

By adopting a subscription pricing model, CPA firms can create a more stable and scalable business while providing their clients with the clarity and support they need to succeed.

Aligning Pricing with Value

To effectively align pricing with the value provided to clients, DBA conducted a thorough analysis of their internal data and considered their desired profit margins and business goals. This process involved examining write-ups, write-downs, services provided, and team capacity to understand the resources required to serve clients effectively.

Marcus says that DBA worked backward to get to the pricing. He says, “To get to that point and know what we wanted to charge, we reverse-engineered how many clients we wanted to serve on an ongoing basis. And our max limit is 150 client relationships. Beginning with that in mind and knowing the size of the business and the size of the team that we wanted to work with, the amount of profit that we wanted to make – that’s how we started to engineer pricing and make sure it was in line with market and the value we could bring.” 

This process relied on considering their desired profit margins and the size of the business they wanted to build. By setting clear goals and working backward, DBA could create a pricing structure that supported their long-term vision for the firm.

The Importance of Data-Driven Pricing

CPA firms looking to align their pricing with the value they provide should consider the following steps:

  1. Analyze internal data: Examine write-ups, write-downs, services provided, and team capacity to gain a clear picture of the resources required to serve clients effectively.
  2. Set clear goals: Define your desired profit margins and the business size you want to build, and use these goals to guide your pricing decisions.
  3. Conduct market research: Gather data on competitor pricing to ensure that your fees are competitive while still reflecting your unique value proposition. Consider engaging a consulting group to perform secret shopping and obtain quotes for comparable services.
  4. Continuously monitor and adjust: Regularly review your pricing and make adjustments as needed based on market changes, service offerings, and client base.

By taking a data-driven approach to pricing, CPA firms can ensure that their fees accurately reflect the value they provide and support their long-term growth and profitability.

Communicating Value through Pricing

One of the key challenges many CPA firms face is effectively communicating the value of their services to potential clients. This is particularly true for firms offering comprehensive support and advisory services, as clients may not be accustomed to paying for these offerings. As Rachel notes, “When I was conversing with people, they weren’t expecting the price that I would say. A lot of the people that were finding us, either by referral or just Google search, were mostly looking for a tax return and tax savings. They hadn’t experienced someone pricing all of the services that they’re going to need for the entire year, plus one of those services being advisory. So they just weren’t expecting it.”

To address this challenge, DBA decided to publish their pricing on their website. By providing transparency around their fees and the services included in each plan, DBA could better communicate the value they offer and help potential clients understand the comprehensive nature of their support.

Publishing pricing also had the added benefit of streamlining the sales process. By allowing prospects to self-qualify based on their budget and needs, DBA reduced the number of initial conversations with clients who were not a fit for their services. This freed up time and resources to build relationships with clients who were more likely to benefit from their offerings.

Tips for Communicating Value through Pricing

If you’re considering publishing your pricing or looking for ways to communicate the value of your services better, keep the following tips in mind:

  1. Be transparent: Clearly outline the services included in each pricing tier and the value clients can expect to receive.
  2. Highlight the benefits: Focus on the outcomes and results your clients can achieve by working with your firm rather than just the features of your services.
  3. Use case studies and testimonials: Share success stories from past clients to demonstrate the tangible impact of your work.
  4. Offer a range of options: Provide different pricing tiers or service packages to cater to your target market’s diverse needs and budgets.
  5. Be open to customization: While published pricing can be a helpful starting point, be prepared to create custom plans for clients with more complex needs.

Embracing Value-Aligned Pricing for Long-Term Success

By analyzing internal data, considering desired profit margins and business size, and conducting market research, DBA developed a pricing model that communicates the value of their services and supports their long-term growth.

Are you ready to unlock the full potential of your CPA firm? Start by examining your current pricing strategy and identifying opportunities to better align your fees with the value you provide.

To learn more about aligning your pricing strategy with service value, listen to the full episode of the “Who’s Really the Boss” podcast featuring Rachel and Marcus Dillon. Their insights and experiences offer valuable guidance for any CPA firm looking to transform its approach to pricing and increase overall firm value.

Rachel and Marcus Dillon, CPA own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources, education, and operational strategy.