Marketing and Membership
Membership organizations offer marketing opportunities for all CPAs--from the managing partner to the most junior associate. Firms can develop policies that encourage staff and partners to participate in order to learn and demonstrate management skills while making worthwhile contributions to the community. For most firms, personal contacts are second only to referrals from existing clients as sources of new business. SELECTING ORGANIZATIONS CPAs should select organizations that interest them because those who participate purely for marketing purposes likely will be disappointed. Since membership is time-consuming, the organization should not be one that's particularly active during the busy season. Members should be approximately the CPAs age and at similar career levels, because relationships are easier to initiate and maintain between people at aboud the same career level and within a 10-year age range of each other. Other members of these organizations are most likely marketing prospects. If the firm has no clients from an organization, the membership list will reveal whether it is an untapped resource or of little use for marketing purposes. Budgeting for membership should include not only yearly dues and expenses but also the cost of attending meetings during the workday or when travel is required. To support organization membership, firms should offer financial assistance for dues and meeting fees and allow time during the business day for meetings. They should have policies on the types of organizations to join. For example, some firms don't support political parties, while others make involvement in them a high priority. Role models, such as partners who are good marketers, can invite less experienced staff members to events and demonstrate specific techniques and approaches. A strategy session before the event can outline marketing objectives and a debriefing can determine follow-up activities. WHAT ROLE TO PLAY There are various levels of participation open to members, depending on the time and effort they want to invest. * Member only. CPAs first should attend as many events as possible to determine if membership is appropriate and to build credibility. New members are rarely appointed to significant leadership positions, so an organization must be cultivated before it provides opportunities for marketing and leadership development. Relatively new members can invite clients or prospects to meetings. The cost is nominal and, by boosting attendance and helping to recruit new members, the member gains recognition and consideration for more responsible roles. * Committee member. Committee service helps develop relationships and often is required for leadership positions. CPAs should volunteer for assignments that demonstrate their personal and professional strengths and make a significant contribution. Since most members don't volunteer, those who will be noticed. * Chairperson. This role offers higher visibility, which builds personal and firm name recognition. To become a candidate, volunteer to prepare reports to the board of directors, conduct programs during meetings, issue press releases and sponsor committee meetings in your firm's offices. * Officer or board member. These positions allow interaction with highly placed leaders inside and outside the organization. This helps develop leadership and marketing skills and can create photo and press opportunities that enhance both the organization's--and the CPA's--reputation. Remember that there are also risks to being a joiner. People equate performance within an organization to performance on the job. If a member arrives late and leaves early, it gives the impression he or she is already too busy with existing clients. Because many organizations require a large commitment of time and resources, firms should recognize both the benefits and the obligations of membership. …