Are You in the Business of Pleasure?

You might not think you are in the business of pleasure, but we all are, to one degree or another. If we don’t give our clients a great experience, they’re not likely to come back. That’s why we can learn so much from the entertainment industry, even though we might not be in it directly.

Pleasing Clients

From the day a prospect calls you, emails you, or enters your shop, what do they see, hear, feel, taste, and smell? Is it pleasant?

  • In a movie theater, the smell of popcorn is tempting as you take your comfortable seat and watch previews, engaging you while you wait for the start of the movie.
  • In a spa, you are treated to snacks and drinks in a comfortable robe while you wait for your session.
  • In a restaurant, you are served drinks, music, and appetizers while you enjoy the company of your friends and family.

There’s no reason your customer experience couldn’t be as enjoyable, even if you are a dentist, a doctor, a lawyer, or a professional that’s associated with a somewhat unpleasant service.

Your Company Experience in Surround Sound

The first step you can take to enhancing your prospects’ or clients’ experiences is to map out all of the interaction points they have with you. Your list could look like this:

  • Website
  • Phone call
  • Office appointment
  • Email
  • Billing

Or this:

  • Walk-in to store
  • Employee greeting and interaction
  • Sales at register
  • Charge on credit card statement
  • Thank you note

Make a chart like the one below for each touch point and fill in what you think your customer may experience with you at each point. It’s perfectly OK to have some that won’t apply; I don’t know of any technology that will get your email to smell!

Touchpoint Sight Sound Touch Taste Smell
Walk-in to store Merchandise Loud rock music Fabrics Refreshments Lavender
Employee greeting Well-groomed employee wearing the sale item featured in your store Pleasant, not pushy Products Drinks are offered
….
Phone call Voice mail that is not initialized Automated voice N/A N/A N/A
Office appointment Lobby with awards and prospect kits rather than magazines Calming standards piped in Fabric of chairs Refreshments Cinnamon

As you review your chart, are there any areas in which you could improve? The nice thing about charting it out is that it organizes it for you so that any weaknesses or strengths pop right out. The ones highlighted in yellow could be improved!

Where you have touch points with limited sensory impact such as email, phone, and billing, it is important to make the most of the senses you do have access to since they will be amplified.

If you feel like you cannot be impartial or simply don’t know what your customer experiences, you can hire a mystery shopper to provide an objective report of your customer experience.

A Movie with Great Reviews

Your client already has a movie going on in their mind about what it will be like to do business with you. Your job is to impress them with an experience they won’t forget, and you can do it in any situation, no matter what business you’re in.

Examples:

  • Dentists: One of the worst parts of going to the dentist is hearing the sound of the drill. Pass out iPods and headphones with a choice of music styles to drown out the unpleasantness.
  • Restaurant owners: If your customers have to wait for a table, hire a mime, clown, or performer that can keep them occupied and make the wait time go fast.
  • Plumbers: Leave behind a clean house and scented oils for the kitchens and bathrooms.
  • Retail shop owners: Heat up a pinch of cinnamon in your microwave to have the whole store smelling like an apple pie or some scent that coordinates with your merchandise.

If your clients call you by phone rather than see you in person, you can script a pleasant greeting for your employees to memorize. For clients on hold, give them something memorable to listen to such as a poem, jokes, or unusual music. Even with email, you can create a great signature line that appeals to your clients, and of course, craft a message full of gratitude and compliments.

When you can wrap an excellent experience around the products and services you sell to customers, your word-of-mouth will spread, saving you time and money. Think of what will work in your industry, and give your ideas a try.

Life Beyond the Profit & Loss Statement – Do You Know Your Lifestyle Ratios?

Each month, you may anxiously await the reports that provide the numbers that help you manage your business. Revenue, net income, total expenses, and payroll costs are just a few of the items that you may be monitoring on your profit and loss statement. Those numbers will help you meet and improve your business goals, but the question is, what numbers are you using to determine if you are meeting your life goals?

It might be fun to come up with a few lifestyle ratios to help you measure and move toward your personal goals. Here are a few for your consideration:

Passive vs. Active Income

If you’d like to work less as time goes by, then you’ll want to create your passive vs. active income ratio. Make a list of all of your sources of income (not just business) in a spreadsheet. You might have interest income, rental income, and investment income along with your business income or salary.

Then write down how many hours you spend working to earn each type of income. For interest income, it is likely to be very little. Investment income will only include the time you take selecting your investments and managing your portfolio. If you are active in your business, this will be the lion’s share.

Income is passive if you spend almost no time earning it. Income is active if you spend time earning it. (These definitions correlate to your time spent, not the IRS definitions.) Put the income in the appropriate column, passive or active. You can allocate if necessary.

In the example below, this person is well on their way to retiring. They also might question why they are spending so many hours working so hard for a fraction of their monthly income!

  Income Monthly Hours Passive Active
Interest Income $5,000 0 $5,000  
Rental Income $6,000 2 $6,000  
Investment Income $20,000 1 $20,000  
Business Income $10,000 167   $10,000
Totals $41,000 170 $31,000 $10,000
Passive/Active ratio     76% 24%

The “aha” comes when you see the numbers. The numbers often drive people to action. You might decide to be more intentional about moving your income to passive sources so you can do the things you want to do.

Leveraged vs. Unleveraged Revenue

Leveraging your business revenue is a way to work less while making more money.

Measuring leverage is business-specific. Examples of revenue that are not leveraged include seeing clients one at a time and selling hours-for-dollars services without a staff. Revenues that are partially leveraged include group programs such as classes and events like webinars and conferences as well as hourly consulting that your staff performs with your limited oversight. And revenue that is fully leveraged includes product sales. Once the product is developed, it takes little incremental time to sell (unless you’re in retail).

Here’s an example, assuming this business owner has a staff of five people. Both hourly consulting and training classes are partially leveraged because the business owner spends time teaching, consulting, and supervising.

  Revenue Leveraged Unleveraged
Book sales $500,000 $500,000  
Hourly consulting $3,000,000 $2,500,000 $500,000
Training classes $2,500,000 $1,500,000 $1,000,000
Total $6,000,000 $4,500,000 $1,500,000
Ratio   75% 25%

If your revenue streams are flexible, you can work on moving more of your business income over to the leveraged side. To create more leverage in the example business, the owner could sell or develop more products, hire another teacher, hire an additional consultant, and/or hire someone to review the consulting work of the employees.

Days Off vs. Days Worked

This ratio measures how much time we are able to spend away from the office. It’s simple to compute, and you can estimate it if you don’t track your time.

Assuming a 5-day work week, there are about 250 working days in a year, not including about 10 holidays. Estimate the numbers of days you were off, and divide by 250. For example, if you took 5 1-week vacations from work last year, that would be 25 days, resulting in 10%. This assumes you worked the rest of the year.

Your Lifestyle Goals

What’s on your “bucket list?” (This is a list of things you want to do in your lifetime before you die.) Figure out the metric that will get you thinking about doing your dreams sooner rather than later.

You can have fun with metrics and ratios in and out of your business. Here are some more ideas to think about:

  • The number of customers you have that really fit your ideal client and how many more you need to go.
  • How many countries (or states) you want to visit each year vs. how many you’ve already visited.
  • How many volunteer hours or dollars you spend vs. how much more you like to.

When you put your goals into numbers and on paper, they seem more real and achievable. You can get an “aha” just by computing these ratios. Hopefully, life beyond the profit and loss statement will get you closer to your dream life.

11 Low-Cost Employee Perks for Fun & High Performance

It’s always a good idea to help employees stay motivated, and there are many things you can do besides the traditional cash bonus. Here are twelve ideas that cost little yet go a long way with employees, contractors, and other business associates.

1. Compressed workweek.

Employees love getting Friday afternoon off, or even a full day a week. Providing weekday time off cuts absenteeism since the employee has a window to run errands that need to be done during business hours.

2. Social activities.

Create social events that become a tradition in your company. The employees will look forward to them. If you’re not sure what to do, consider the hobbies of your employees, plan an event based on a holiday or anniversary, or simply have a meal out.

A business owner who offers training classes can have movie showings in their training rooms complete with popcorn on Wednesday evenings. The cost of the movie and popcorn is minimal compared to the fun everyone will have.

3. Telecommute part-time.

If possible, consider allowing employees to work from home one day a week. They love the flexibility, often get more done without constant interruptions, and save road time.

4. Customized recognition.

Every employee likes to be recognized for a job well done, but each may differ in exactly how the recognition is expressed. Instead of guessing, ask at the time the employee is onboarded whether they prefer gift certificates, time off, sports event tickets, cash, or public recognition.

5. Time off.

Offer a creative twist to holiday pay. Instead of the standard holidays, allow employees to have their birthday or job anniversary as paid time off. Consider also providing pay while philanthropic employees volunteer their time and talents to nonprofits.

6. Education.

Education is always a great perk. Here are some ideas along those lines:

  • Cross-train employees on job duties other employees do so you have a deeper bench of knowledge to pull from.
  • Consider reimbursing for professional memberships or allowing employees to attend professional association events.
  • Bring in an instructor who can teach self-defense.
  • Have on-site fitness yoga classes.
  • Encourage employees whose first language is not English to take English as a second language or accent reduction classes.
  • Send employees to learn a foreign language.
  • Bring in a teacher for CPR and first aid training.

7. Stress reduction.

Who isn’t stressed out? Treat employees to a massage, or bring in an instructor who can teach stress-reduction techniques like meditation.

8. Casual dress.

On days with no client appointments or perhaps every Friday, offer a casual dress day. It cuts down on dry cleaning, and employees are more relaxed.

9. Errand concierge services.

Cut down on absenteeism and long lunch hours by bringing the errands to the employees. I suspect local businesses would love the business. Find a nearby dry cleaner that can pick up onsite and maybe even throw in a discount. Do the same for car wash services, take-home meals from a caterer or local restaurant, prescription refills, postal services, banking, and more.

 10. Transportation.

Offer a subsidy for carpooling, public transit subsidy, or purchasing a hybrid car.

11. Discounts on products and services.

Provide discounts on your services or merchandise for employees.

 

Try one or more of these eleven employee perks to rev up the motivation on your team.

Are You Fully Supported in Your Business?

Click above to see enlarged image

Whether we run a large company with dozens of employees or run our own solo business, we rely on a support team of vendors, customers, employees, contractors, and other associates that help us carry out our business goals.  Here’s a fun exercise to discover the strengths and weaknesses of your business support team and how you can increase and strengthen the support you have.

Take out a blank sheet of paper, and draw a small circle in the middle.  Write your name in the circle.  This represents you.

Draw a little larger circle next to your circle.  Write your employees’ names and major functions in this circle.  Draw a similar circle for contractors’ names and functions.   If you have partners and/or affiliates, include them in a big circle.

Draw a small circle for your five largest clients, and write their names in the circles.  Draw another small circle for your five largest vendors, and write their names in the circles.

Draw one more circle for your business mentors and coaches, and write their names inside the circle.  If you have any more major groups related to your business, draw them now.

These circles represent your business and all of the people you rely on to get your job done.

Now, think about what groups you belong to that relate indirectly to your business.  It could be a professional association, a licensing agency, or a networking group.   Make large circles for each of the groups you feel connected to, and write some of the key names you know that are part of each of the groups.

Add a few more circles in the same way if you have more business associates to list or other groups that you didn’t add above.  If you want to, you can also include your personal support team:  the nanny, cook, gardener, esthetician, wardrobe consultant, makeup artist, nail artist, hair stylist, nutritionist, personal workout trainer, butler, chauffeur, masseuse, travel agent, and water boy.  Okay, maybe listing the water boy is getting a little carried away.

The sheet should now represent all of the important people in your business that support you in one way or another.  It’s a lot, isn’t it?

Now is where the aha’s come in:

  • Take a look at your to do list and see if there are holes in your team that you need to fill.  Are there job openings or are you ready to bring in more support?  Mark the openings or potential openings with a yellow highlighter.
  • With a green highlighter, mark the people who are most positive and supportive to you.  You may want to let them know how much you appreciate them if it’s been a while.
  • With a red highlighter, mark anyone who is costing you more than supporting you.  It may be time for a change in team members.
  • With a purple highlighter, list the five people you most look up to and can count on for great advice.  These people should either have expert advice or be ahead of you in business.

We’ll stop here, but you can continue selecting colors to evaluate the relationship of the people in your circles.

When you take a look at your social circles, what do you notice?

  • Where are you fully supported?
  • Where could you use more help?
  • Where do you need to make some replacements?
  • What else do you notice about your business network?

Make a list of action items you can do to strengthen your business support network.

This is a great exercise to allow you to consciously evaluate and improve the ever-important support system in your business.  When you have a great team, you can accomplish so much!

Do You Know the Lifetime Value of Your Client?

How much is the average client worth to your business? Not just per project or even per year, but for the lifetime of your business. Calculating the lifetime value of a client is an eye-opening exercise I recommend to every small business owner.

Repeat business

Let’s take several examples. A client who eats a $15 lunch at your restaurant every Monday is worth $780 for one year and $2,340 for three years. It really adds up, doesn’t it?

A personal services business, such as a chiropractor, massage therapist, manicurist, or hair stylist has a similar business model where hopefully they can attract repeat clients. A client who gets a $20 manicure once every two weeks is worth $520 per year and $2,600 in five years, and that does not include the tips. Grocery stores, hardware stores, clothing stores, and office supply stores are just a few industries with similar models.

Large purchase with add-ons

Some businesses rely on a larger but less frequent purchase than some of the industries listed above. This may include furniture stores, airlines, and computer sales. Many of these larger purchases can be increased by adding service contracts, delivery charges, financing charges, and by selling more items.

Some businesses will benefit from becoming aware of the lifetime value of their vendors, partners, and employees. For example, contractors are often reliant on their subcontractors to deliver great services so they can complete the construction projects. Landscaping firms make great partners with nurseries and bring them much business. And employees who sell and close large contracts can have a lifetime value to your business of millions in some cases.

Referrals

One way all businesses can increase the lifetime value of a customer is by counting the amount of referrals the customer sends you. Let’s say Marni spent $500 with you. She was so impressed with you that she sent three clients your way. They each bought $1,000. Marni is now worth seven times what she originally purchased from you: $3,500. When each of these new clients refer more people and buy more in subsequent years, Marni’s value to your business gets bigger.

This might just have you treating your clients like Marni with a lot more respect!

Multiple service lines

The more products and services you offer, the greater your opportunities for increasing the lifetime value of your customers. Let’s say Katie buys a $500 product from you in January. In May, she comes back and wants the $2000 service you talked about in a newsletter you sent her. She’s so happy she refers two clients to you that buy $1,000 apiece. What can start out as a $500 client has now morphed into a $4,500 client and can easily mushroom into a five-figure client by the end of the year. I’m sure it’s happened to you over and over again.

Take some time next week to create a spreadsheet that shows you the lifetime value of your clients. I’ll think you’ll be pleasantly surprised to see how valuable your current clients really are. If you need help with the calculations, let us know. We’re here to help.

Are You Working on All the Wrong Things?

Have you ever gone through your list of things to do and looked for the easiest thing to knock out first? Have you ever been moody when you’ve looked through your tasks and said to yourself, “I don’t feel like doing that one, that one, or that one?” Do you have some items on your to do list that have been there for a while (like months)?

If so, you’re not alone. However, you may be working on all the wrong things. One of the top time management secrets that smart business owners implement is to prioritize their tasks in a very special way: by the highest payback, and not the biggest sense of urgency.

The hard truth is we may not be able to get to every single thing we want to do, especially those of us who are creative business owners who have an idea every minute! You may have a lot of them captured on your to do list, and some may still be swimming around in your head.

One of the ways that you can choose your opportunities and slim down that ever-growing to do list is to understand the concept of return on investment. For each task, how much money could it bring you if you did it? Some of the items that are not urgent but incredibly profitable are often the items we’re too exhausted to do once we complete all the required client and compliance work we need to do.

The successful business owner will make time for those profitable but not urgent activities. In fact, they will do them first thing in the morning before checking their email or returning calls.

Here’s an exercise to try on your own to-do list. Assign a dollar value to each task on your list in terms of revenue potential or cost savings. If you got to that task, how much could it save you or make you?

Then the fun starts. Sort your to-do list by this new dollar value column you just added. Sort the highest payback tasks to the top and the lowest payback tasks on bottom.

What’s jumping out at you on the top of your list that you’re not getting to? Can you find a time on your calendar to do it this week?

When we step back, become more proactive about insisting that we get a return on our time for what we’re doing, we can make a really huge difference in our bottom line. It’s as simple as assigning some values to the tasks on our to-do list, and then re-sorting them by that value.

However you identify them, the goal is to bring to our attention the highest potential revenue opportunities so we can act on them. Even if you only get to one more per week than you are currently doing, you’ve made wonderful progress.

It may take some discipline to resist tackling the urgent tasks. When we accomplish our urgent tasks, we feel needed. We love rushing to the rescue of clients that need us. When we attempt our high-dollar tasks, it may be a little uncomfortable, even scary. So that’s why we avoid them.

Prioritizing is something we all have to do, since we live in a world that competes for our limited time. Prioritizing by highest dollar return on investment is something the most successful business owners do, even if it feels a little uncomfortable in the process.

When we do the serious work of choosing what is really going to move our business forward, we will see the changes in our revenue. If we can help you with any of your high-payback tasks, let us know.

What’s Your Opportunity Number?

opportunity number mandy cohenIs your revenue increasing or decreasing every year? There are many factors that can cause your revenue to slide, and one of them I’d like to introduce is your opportunity number.

Your opportunity number is the smallest amount of business you’re willing to take on when you take on a new client. Here’s an example: if you have a ten-hour minimum per client engagement and your hourly rate is $300.00, then your opportunity number is $3,000.00.

Going after a business opportunity that is too small could actually cause your company to lose money on the initial sale. Since our limited resource is time, we can either spend our time going after small fish or big fish. If we want our business to grow, we need to let go of the small fish. In our example above, it’s not worth it to you to sign up a new client for less than $3,000.00.

Define your own opportunity number

The first action item is to set your opportunity number if you don’t already have one. Take a look at your average annual revenue per client for last year or the last twelve months. Continuing our example, let’s say it’s $10,000.00/client. You always want to be striving to increase your average annual revenue per client year after year, in most cases.

Your opportunity number and your revenue per client are related in an important way. If your opportunity number is too low, it can drag down your revenue per client average. That means it’s going in the wrong direction.

Evaluate your opportunity number

If your opportunity number is too high, you may be walking away from business that could be profitable after a period of time. It’s possible once you build trust after doing a small engagement that the client will come back for more. So it’s important to factor in the potential.

If you have a sales team, you may have a different opportunity number for each sales person and yourself. They may have more time to pursue a larger number of smaller deals. If you have lots of leads and less time, then you want to find a way to work on the largest opportunities by qualifying those leads, estimating the potential revenue, and comparing that to your opportunity number.

Once you implement your opportunity number, you might free up quite a bit of time. You’ll have more time to go after the larger opportunities while giving yourself permission to “throw the small fish back in the pond.”

Seizing the opportunity

There’s nothing wrong with taking your opportunity number a step further and proactively seeking power clients and deals that will net far more than your opportunity number. Hard to imagine, but some businesses have an opportunity number of $1 million. What’s your number?

Let us know if we can help you calculate yours.

8 Smart Steps to Fiscal Responsibility

As our businesses grow and our schedules fill with serving clients, it’s easy to overlook how our personal financial needs might have changed. Here are eight best-practice tips of millionaire business owners and how they personally protect their wealth.

1. Move your money from banks to brokerage accounts.

Instead of having their money tied up at banks, most affluent individuals hold brokerage accounts at investment companies. The advantage is that you can more easily invest excess cash in fairly low-risk interest- or dividend-bearing investments such as bonds. Many multi-millionaire use their brokerage accounts as checking accounts.

The bottom line is your money should always be working for you. Make sure you don’t have huge amounts of cash lying around earning no interest. It’s harder these days to get a good interest rate, but not impossible, and every little bit helps.

2. Protect yourself with insurance.

Are you fully covered for every contingency that could happen, and if not, are you willing to shoulder the risk? Just a few of the types of policies to consider include:

  1. Personal: home, auto, health, disability, dental, life, umbrella, and many more.
  2. Business: property and casualty, business services liability, director’s and officer’s liability, worker’s compensation, business interruption, auto, non-owned auto if you have employees driving for you using their own cars, health insurance for workers, life insurance for officers, and many more.

Meeting with an insurance professional who can perform a risk audit can help make sure you are aware of any coverage holes, especially if your business has grown significantly or your needs have changed.

3. Keep more of what you make.

There’s nothing wrong with paying the least amount of taxes that are legally required. The fourth quarter is when to make most of your tax-saving moves, so don’t wait until March or April when it could be too late.

Make sure you have a great tax adviser, and reach out to them at least once a quarter for ideas on how to keep more of what you make.

4. Hire slow, fire fast.

You’ve probably heard it before, but it’s more important than ever. It’s a good idea to run extensive background checks on all new hires (and current employees as well if you haven’t done so). A criminal background check is essential, and I’d recommend running employment verification, social security number match, education verification, and social media search.

If your state laws allow it, I recommend running a credit check too. Risk of fraud becomes real when three things are present: 1- opportunity due to poor cash controls (which is more common in small businesses), 2- dire need, which has grown exponentially lately as life savings have been depleted and borrowing has increased, and 3- rationalization in the employee’s mind. You can really only control number one, but with a credit check and where it’s allowed by law, you can see if number two is present. Be careful, though; in many states, it’s illegal to make hiring decisions based on credit checks if the person won’t directly be handling money.

5. Create a bright future.

Pay your future self out of the earnings you make today. Set up a retirement plan so that you can maximize deductions and ensure a comfortable future for yourself.

6. Make it easy on your heirs.

It’s never a good time to think about what will happen after you’re gone. But especially if you run a business, you’ll want to not only have a succession plan in place, you’ll want to make sure someone knows enough about your operations to be able to slip in to do an orderly shutdown, a sale, or continue operations. Something as simple as not knowing your passwords and pins or where all of your accounts or contracts are can wreak havoc on your grieving loved ones, not to mention business operations.

If your personal will is not up to date and your circumstances have changed, then it’s time to revisit documents such as your medical instructions, organ donation wishes, burial preferences, and the like. Gruesome, yes. But imagine these two scenarios: 1- your grieving family and they don’t have a clue where anything is, what to do next, what you wanted, and the confusion that exacerbates the grief, and scenario 2- your grieving family who has a clear checklist of where everything is, who to call for help, what to do next, and exactly what your wishes were in these emotional times. Which one would you wish on your loved ones?

7. Pay attention to your numbers.

I hear it over and over again: the people who become millionaires are clearly on top of their operational numbers. They know their business by the numbers, inside and out.

A good accountant can help you develop the systems and reports you need to stay close to your numbers like the millionaires do. Let us know how we can help you with this.

8. Pay it forward.

When you’ve been successful, you can decide if you want to support causes that are near to your heart. This might mean helping people in need that you can relate to, volunteering, or simply providing a big tip to wait staff. People who are highly successful often create their own foundations and nonprofit organizations so that they can become champions of causes they believe strongly about.

How did you measure up on the eight tips to fiscal responsibility? If you know you have some work to do, mark it on your calendar, break it down into small manageable steps, and get started on building or protecting your financial prosperity. If we can help in any way, please feel free to call us.

Do You Go to Power Hour?

strategic planning power hourI’m sure you’ve heard of Happy Hour, but have you heard about Power Hour? Power Hour is something you should be doing at least once a week during your working day. It’s the time that you carve out of your busy schedule to do the highest-payback tasks for your business. These include items like strategic planning, product or service development, deal-making, and leveraged revenue-building activities.

Chances are some of these power hour tasks may not even be on your to do list. Sometimes it takes some brainstorming and being away from working “in” your business to develop the innovative ideas you need to move your business forward.

To make Power Hour the most effective, schedule it on your calendar on at least a weekly basis (a few times a week would be better). The entire hour should be uninterrupted and free of phone calls, email, and current clients.

Power Hour should NOT include:

  • Doing billable work for current clients. This will bring in income, but it will not move your business forward like higher-payback ideas.
  • Checking email.
  • Answering unscheduled phone calls.
  • Putting out fires.
  • Routine marketing work, such as going to a networking meeting or creating a web site.
  • Administrative work or work that falls into your overhead bucket.
  • Supervising employees.

We all keep very busy in our businesses, and if we don’t take the time to occasionally stop and take stock, we often become distracted working on things that are urgent but not important.

The things you do in a Power Hour should be a little bit (if not a lot) scary to you. In fact, that’s why we put them off. But they’re the exact things that will allow our business to really take off when we make the time and face our trepidations.

Some of the things you can consider that would go into a Power Hour:

  • Identifying power partners that you can make major deals with to bring in substantial contracts or clients.
  • Developing new revenue stream ideas.
  • Developing human performance skills such as speaking, writing, or negotiating.
  • Working with a coach or doing homework a coach gives you.
  • Doing a survey to see how you can look for new ideas for new service lines to serve your customers better.
  • Going after leveraged reputation-building opportunities, such as speaking to 1,000 ideal prospects or appearing in the news media.

What can you do that is going to bring in a significant amount of business across a multiple number of clients? If you think of some things, make a note right now.

Power Hour also brings perspective. It allows you to slow down and examine all of the tasks on your list to see what may not make sense to do. As your Power Hour ideas take root and produce revenue, you may very well be able to delete some items on your to-do list that are less profitable. That will free you up so that you’re working less and making more. In effect, you’ve just given yourself a raise by implementing Power Hour.

Try Power Hour for a month and see what happens in your business. If you’re already doing some form of Power Hour, formalize it, expand it, and leverage it so that you’re benefiting even more.

An Appetite for Double-Dipping (and I Don’t Mean Ice Cream)

We never think it will happen to us. Becoming a victim of fraud is a horrible experience. It can wreak financial damage, sometimes significant enough to put us out of business. It’s a time-consuming business disruption which often involves accountants, lawyers, credit bureaus, bank executives, and IRS and state tax agents (our favorite people, right?). Worst of all, it’s a betrayal by one or more fellow human beings, sometimes relatives; an intimate violation that can leave us emotionally scarred for years.

The purpose of today’s article is to get you thinking about this business threat, relay some common ways your accounting system can be used to hurt you, and to urge you to make a plan to protect yourself against fraud so you don’t become a victim.

Story time

Here’s a list of just a few common ways that someone with access to your accounting system can make off with your dough.

Paying bills you don’t owe.

If you and your bookkeeper both owe Pacific Gas and Electric, make sure the check is going to cover your account balance and not theirs. It’s a common fraud act to pay personal bills from the company account. According to a Florida CPA, “one bookkeeper promised to repay a company owner $50,000, with a second mortgage on the bookkeeper’s house, when caught using QuickBooks this way.”

Also watch out for repeat requests for reimbursements of the same receipts as well as overstated expenses due to improper use of entering bills versus writing checks in QuickBooks.

PayPal, ATM withdrawals, and petty cash violations.

Make sure you have the same controls on your bank accounts as you do your cash equivalent accounts. It’s easy for employees to abuse PayPal accounts, ATM withdrawals, and other cash equivalents if controls are not in place.\

Lackadaisical oversight.

When the cat’s away….

A Connecticut consultant’s clients were living overseas while a cousin was supposed to be handling their bills. The clients were unable to access their accounts online, so they began asking for bank statements. When they didn’t get them, they suspected something was up. They finally had to request the bank statements from the bank and found that their cousin was paying both the clients’ bills and their own bills from their account. It took four to five years to straighten out, plus a huge bookkeeping bill, and they never recovered all of the lost money.

You would hope people don’t take advantage of you when you are in a weak spot, but it didn’t happen in the next story. A Florida CPA tells of a bookkeeper and manager who stole $250,000+ while an owner was out trying to recover from a liver transplant. They kept money that should have gone to pay payroll taxes. By the time you get the IRS letter telling you of the problem, the bookkeeper and manager can be long gone.

Don’t let the mice play.

Sales irregularities.

A Florida CPA alerted me to this story. When a customer attempted to return an item to the Complete Wireless store in Edinboro, PA, the receipt could not be found. Robert Kerner, a former employee, allegedly pocketed over $19,000 worth of cash sales by deleting not only his sales receipts but the sales receipts of other workers. Journalist Tim Hahn of the Erie Times-News wrote, “Kerner admitted to taking the money in order to pay his college tuition.”

Angry employees.

An attorney who was a client of a Connecticut Timeslips consultant terminated their bookkeeper but let her work a few extra weeks. All of the billing was done in Timeslips. The angry employee deleted billings worth thousands of dollars right before she left. The Timeslips consultant was hired to attempt reconstruction of the damage.

It’s dramatic in movies when the bad guy actors escort fired employees directly out of the building (most recently, Margin Call), but it’s a good thing to do in real life as well.

Collusion.

When the bookkeeper is a close friend of a bank teller, it can spell trouble. When they go in together to draft fraudulent checks and pull money out of a business owner’s account, it can spell fraud. This happened to an attorney in Connecticut; to his credit, he noticed some irregular transactions on the bank statement and blew the whistle. You may wonder like I do how people think they can get away with this, especially when it’s an attorney.

Fraud hardly ever ends well, so the best thing to do is to put measures in place to prevent it as much as possible. It’s never a sure thing to prevent fraud 100%, but it makes sense to do as much as is cost-effective to avoid catastrophic losses that can bring an entire business down.

As always, if we can help you in any way with this, please don’t hesitate to contact our office.

(Thanks to Caren Schwartz of Time and Cents Consultants, LLC for the Connecticut-based stories.)