At the same time, there's something to be said for presenting such information in a tactful manner.

I like Mark's archetypes. The start ups are probably the most interesting category to discuss – considering it's the one with possibly the greatest opportunities and challenges, not even knowing which direction to take things even.

However, one area I do take issue with is his E-Myth ethos that accountants should aim to build a business that doesn't need them individually. I've posted in more detail about this on my own blog (http://askm-videos.blogspot.com).

Tom Gleeson replied to that with a great comment likening accountants to craftsmen such as "weavers, woodworkers or blacksmiths" who often choose to practise the craft themselves rather than (or as well as) having a group of apprentices to train and manage.

Not everyone wants to follow the E-Myth -and oi, watch it, not all Chartered Accountants are bigots!!

M

But, contrary to the impression given, I believe that the ICAEW provides enormous constructive and commercial guides, helpsheets and related materials for members who are starting in practice and for those who want to grow their practice. Sadly this guidance is not as easy to find on the ICAEW.com website as one might hope but it is there – for members in practice.

On the main point about Marketing I recall being advised not to use the M word when I first started presenting seminars on practice management related topics for accountants over 7 years ago. I did (and still do) cover such topics in the context of networking, websites and innovative ways to build a practice.

In my experience there are three types of accountancy practices. Only two are interested in marketing to secure new clients but, even together, they make up a very small proportion of the number of accountancy practices out there.

1 – the start ups – they have to market OR buy blocks of fees;
2 – the growing practices often with multiple partners – they have to market to grow;
3 – the sole practitioners who have established practices. They don't want to grow any bigger as this would require them to take on (more) staff and/or premises.

Many (most?) of these sole practitioners are happy with their present income levels, however frustrated they may find some of their work and some of their clients. IF they want to make things better they would probably be better reviewing their current client base and dumping the duff D-list clients that are a drain on resources and not paying fully commercial fees. This would free up time to focus on providing more profitable services to other current clients and to ask them for referrals to prospective new clients (like them).

As I explain in many of my seminars for accountants in practice (and on my blog for ambitious accountants) the recession will introduce new challenges for many of these accountants who have not had to market to win new clients in the past. Historically they haven't lost many clients and any such losses have been matched by what I call their 'accidental word of mouth referrals'. In future they may need to be more active and adopt a more strategic approach to maintain income levels as more of their business clients will fail or move to cheaper suppliers than ever before.