AA 65 Ron Saharyan | Accounting Sales Plan

 

Many accountants find themselves unable to secure deals with potential clients since they already give away too much during prospect calls. Hiring them doesn’t matter anymore. Therefore, a proper accounting sales plan must be put in place to learn how to entice people to what you can offer after they actually pay for your services. Michelle Weinstein is joined by Ron Saharyan, Co-Founder of Profit First Professionals, to talk about how accountants should position themselves when connecting with prospective clients without giving away very specific solutions. Sharing the story of one of his clients that he calls Joe, he explains how to present services in an inviting way and properly align with the client’s perception of success. Ron also discusses the art of saying no and the right time to offer extra services without charging. 

Listen to the podcast here:

An Accounting Sales Plan That Won’t Sell You Short With Ron Saharyan

We have a special guest. Our special guest is Cofounder of Profit First Professionals and he’s also the Managing Partner. He has over fifteen years of experience in managing organizational growth and built multiple companies in the staffing industry prior to launching Profit First Professionals. Our special guest is Ron Saharyan, who lives in New Jersey with his wife, Mary, and their daughter. He also has the most beautiful garden. If you go to Facebook, you can see pictures of it. It is awesome. I’m super excited to have Ron here on the show. Before we get started, here at The Abundant Accountant empire, I’ve discovered what it takes to build a successful accounting practice, truly full of clients who are happy to pay you what you’re worth upfront, not in the rears.  

Never have accounts receivable and learn how to be detached from the emotional side of the sales process. You can have these massive paradigm shifts and propel yourself forward. If you truly want to end the grind where you feel constantly frustrated, stressed, and have no control over who you work with and how much you charge, then make sure to grab our simple five-step process over at the FiveStepsToAbundance.com. This is where accountants go to learn the ways to grow their firm. It will help you gain the five things that you need to have the confidence to ask for higher fees, so it’s complimentary. Head on over to the website. Welcome, Ron, to the show. 

Accountants must learn how to ask smart questions and when to bite their lips when speaking with prospective clients.   Click To Tweet

Thanks, Michelle. I’m glad to be back. 

I am happy to have you back here on the show. We should make this at least an annual event because you are amazing. We have the same mindset as it relates to growing top-line sales and revenue. We can’t have profit if we don’t have that. Before we start, can you share with everyone who you are? 

My name is Ron Saharyan and I’m Cofounder of Profit First Professionals. Our organization is a membership organization of the most elite accountants on the planet. The Profit First brand is the largest profit brand with small businesses. As the Small Business Administration says, that’s under $25 million. That’s what we do. 

I am happy to know that and I’m happy to be here with you. You have amazing accountants. I’ll do Ron’s plug because he never likes to. For every single accountant that I’ve ever worked with who’s a Profit First Professional, you’re missing out if you’re not a part of their organization, so you should go and apply right now. We are going to talk about a few different topics all related to sales. I know that you’ve been doing a lot of webinars and there’s a lot of profit first professionals having success and no success. We’re going to talk about value pricing. We’re going to talk about when we give away information for free to try to prove that we know what we’re talking about and then wonder why none of our prospects ever enroll. 

“How come I’m not converting the prospects?” 

Also, honing in on why free doesn’t get us anywhere as accountants and it doesn’t get your clients anywhere because I’m sure a lot of you have come to realize that clients come back. You told them all this free information and they didn’t implement anything. That is what we’re going to talk about. Also, why having higher prices helps your clients get the results they’re looking for. I know you had a story and it would be great to lead us off because you dealt with someone before we started this episode. He’s like, “This is a perfect topic, Michelle.” I’m like, “I know.” 

It’s timely. I noticed this whenever a firm or a new salesperson is selling something new or a new service offering coming out of an accounting firm. They want to justify the value and the worth of this new program regardless of what it is or they’re looking to grow by adding additional customers. It was funny, I was having a conversation with one of our members and he was struggling. He says he’s having great conversations with prospects and they’re scheduling. They love what he’s doing, but he’s not turning them into paying customers. 

I’m talking with Joe, and that’s not his real name, but we’re going to use Joe. I’m like, “Joe, tell me a little bit about some of the questions that you’re asking and some of the positioning that you’re doing. As Joe was sharing with me, I was like, “Holy cow. He’s giving the farm away for free.” I understand, “We want to give,” but that’s different than providing a solution. He was new in the world of Profit First but not in the world of business. The guy is a phenomenal business guy. He’s a great coach, accountant, financial advisor, and all that stuff, but his confidence level regarding Profit First service offerings was not there. 

What he was trying to do was justify the value of this additional program by having multiple conversations with the same prospects and by working with them on a particular issue that they had, and then trying to spin that into maintenance or a continuing type of relationship. He couldn’t do it and he wasn’t doing it. By listening to his questioning and understanding where he was coming from, from a mindset, he had a lot of the right elements, Michelle, but they were scattered. 

His number one issue was he asked a great question, listened to the answer, then as opposed to say, “I understand. Thank you,” and moving on to the other one, he would then drill down even deeper, “Tell me about that more.” He’d find himself in a conversation solving that problem and providing a solution versus identifying multiple problems and multiple wants of the organization, writing them down and tying it back to the end of the conversation. That says, “From my understanding, you’re looking for XYZ PDQ. You need help and clarity with systems and profit. I know I can help you.” 

Without solving it right then and there. 

The issue is that we can solve the problems immediately, but our job on a prospect call is to show the value and the benefits of working with us. Working with us is key. It doesn’t mean we’re on a phone now and I’m going to solve your problem. It means, “Let me show you the value. Let me relate to your experiences. Let me share with you that I’ve had other customers that we’ve navigated these choppy waters successfully through.” 

Like sharing some other case studies, the real thing, too, what was going on with Joe and you tell me what other successful Profit First professionals you’ve seen have done well because we both seen it. Not only was one of the challenges that he kept justifying the value, but he would hone in on one problem and drill down so much that he got in a fixated mode. I don’t even know if that’s a word. 

I don’t know either, but it’s right. 

I’ve worked with many accountants. We both do. We get into fixing that one thing. One of the solutions that we can all take away from this episode is what if you have prospect meetings and say, “I’m going to come up with multiple problems and not tell them any about how I’m going to solve it.” Because I always preach that consultants are people who get paid. If you’re saying you’re a Profit First Professional consultant and you’re doing profit coaching, did you get paid yet? Until you have the payment from the client, then you’re not consulting. You’re just a nonprofit organization donating free advice. You’re wondering why these people aren’t paying you for the top dollar service that Ron and the team are teaching you. 

It’s a common thing I see with accounting firms. They’re helpful. Our members genuinely, honestly want to help their customers to a fault and their prospects as well. It’s learning to pull back a little bit and capture the information. Give them enough to want more. 

How would you do that? Let’s break that down. I know everyone’s reading and they’re like, “Ron and Michelle, this sounds easy, but clearly, it’s not working for me. I keep doing work for free.” “Better yet, I’ll take payment once I help you save this money and help you grow your profits.” They’re doing things in the future. You’re getting paid. It doesn’t make any sense to me. What if we break it down? What are three things that you found that the accountants can do to be helpful because we are? However, not be so helpful where the client is like, “Tell me more,” and then that’s where they have to engage with you. 

AA 65 Ron Saharyan | Accounting Sales Plan

Accounting Sales Plan: Accountants can solve problems immediately, but their job on a prospect call is to show the value and benefits of working with them.

 

There are a couple of things. One would be to have some framework that your prospect calls are going to follow. From breaking the ice to understanding the current situation to understanding what they want to achieve in the business to understanding what some of their personal goals are to also finding out what the priority and commitment to working with the professional is. If we follow that little framework there, that’s a good framework to have because you’re going through sequence. One of the things however though is how do we stop ourselves? 

One of the things that I do, and I suggested that Joe did, was to write a little note on his monitor or on a yellow piece of paper on his prospect interview form that says, “One question at a time, listen, and move on. Acknowledge and move on.” If I were to say to you, Michelle, has the business afforded you and your family with the lifestyle that you intended? If you said no, I would say, “What would you have liked to have done a little bit more of?” Let’s say, for example, you might say, “If I did earn more money, I’d like to put more away for retirement.” If I understood, one of the important things for you to do would be to put more money away for retirement. Versus saying, “Michelle, here’s the solution and what you can do. You can take a predetermined percentage of this. You can open up this account. You can do this,” and give them the solution right there. 

What I’m saying is, that’s important to them. Next, what’s another thing that’s important? What’s a pain point? In the end, when we’re tying it all together, we can say, “From my understanding, funding your retirement is paramount. Next would be this. I know we can help you, but before I go ahead and generate a proposal, what is the priority and the commitment to you making this change?” If you could close them over the phone on the call, great, awesome. Many times, they want to see a proposal. They want a little bit of time to digest. If that’s the case, then I always ask, “What is the priority in the commitment?” If they say it’s a top priority, drill down more. “What do you mean? What is your top priority?” “I got to implement this ER pay. I got to hire somebody.” “It’s clearly not a top priority.” If they do say, “Yes, it’s a top priority,” you say, “Great. If my proposal meets your liking, are you ready to start tomorrow?” “Start tomorrow? No way. I’ve got to go on a vacation. I got to do this. I got this going on.”  

In the end, we’re also assessing the situation for the validity as to how hot this prospect is because there’s a lot of people kicking the tires, trying to identify what is a better accountant and bookkeeper than what they currently have. I would never want any accountant or bookkeeper to go through an hour or so generating proposals. They have a great sales call and everything only to have that prospect ghost them because it wasn’t their top priority and they weren’t committed to going. That’s a whole different topic, back to what we were saying, having a framework, having smart questions, and learning how to bite your lip and not continue to go on and on. 

I have this problem as well when it comes to biting my lip. One of the things that I do is I have a half-gallon of water or there’s a mute button on your phone. You can hit the mute button or you can have a sip of coffee because a lot of times, we talk and talk. When we talk and talk, we start answering people’s solute problems with solutions because you know it. You know what to do, but they haven’t paid yet to do that. 

Everyone's definition of success is different.   Click To Tweet

One of the things, too, I’ve noticed is that a lot of prospects want to know what we’re doing in our business to live the lifestyle right or wrong. Being able to position yourself and share what you’re doing in your business to achieve or what you’ve done in your business to overcome what the prospect is feeling is also paramount to sharing versus selling. 

Sharing is huge because this is how you do it without being pushy, a nag or bothering them, or like that sleazy feeling. One other thing, Ron, for those that may have read the book, Never Split the Difference by Chris Voss, in the framework, asking, “Why us? Why are you interested in working with us?” He calls that the proof of life question and this question is powerful because at the end of the day when you get to the priority and commitment part that you were sharing if they’re telling you how great you are, and that they did all this research on you. Also, that they’re sick of their current accountant and they want to grow their bottom line and their profitability, and then they come to you and tell you, “At the priority, I got to do this first. I‘ve got to do that. We got to go on the vacation.” It sounds like you’re not that committed. 

I love that questionIt’s a good one. That can be at the beginning or the end of the conversation. “How did you hear about us? Why did you decide to pick up the phone and give us a call? How did you find us?” That all adds to the tie back that you heard from Joe or you’re seeing that we’re a certified Profit First firm. Awesome. Any indication that they’ve done a little bit of research, that’s darn good versus, “I googled and you were the first one that came on up.” 

We want people who have done the research. I know Chris suggested asking that question upfront. I like to ask it at the end of an enrollment conversation. 

I can see that as well. I forget if it’s Ed Kless or Ron Baker. I know there’s a lot of smart guys and ladies out there that have great questions. How would you evaluate a successful engagement? At the end of six months, how would you determine that our relationship has so far been a success? What is their perspective of success? It might be different than ours. 

That’s a great question because every single person, especially in my other podcast, Success Unfiltered, I would ask them, “What does success look like to you?” Everyone is different. Some are financials. Some are like, “I want to work part-time, kick my feet up, go watch Netflix, and travel the world.” Everyone’s definition of success is different. 

It’ll also give you an indication of how you manage that client. If the client is like, “Success would be you and I having a conversation every other month. I have clean and accurate books. The financials are updated regularly.” That’s a lot different than, “I don’t want to worry about anything. I want to trust and know that it’s taken care of. If I talk to you quarterly and everything is great and everything is up to date, awesome. That’s good.” Inquiring how they perceive a solid relationship. What does success look like from their perspective? How you manage a new customer varies based upon their needs. Do they want a lot of frequency of contact? Do they want strategic meetings? Do they want to have little to do? Understanding their perspective on how they’re going to be weighing or valuing or judging the relationship is key to be able to be in alignment with that perspective. 

They then can have a successful engagement at a six-month mark when you check back in. 

AA 65 Ron Saharyan | Accounting Sales Plan

Accounting Sales Plan: Understanding the client’s perspective on how they’re going to be valuing or judging the relationship is key to aligning with their idea of success.

 

You might be an accounting firm that says, “No way. I’m not talking to my customer every other week. I talk to Carol, my bookkeeper, every other Thursday at 10:00.” That’s a lot. There might be firms reading here that say, “No way am I talking to that many people.” If I’m a prospect and I say, “The frequency of strategic conversations, I’d love it to be biweekly.” If you’re not able to do that and you’re not able to commit to that, don’t take me on as a customer. 

You know that upfront in your prospecting call, discovery call, or whatever you want to call it. Let’s go back to Joe, Ron. With Joe, it clearly wasn’t working. What did he change? I’m curious to know if you even know how many prospects he lost. 

Seventeen. 

He lost seventeen prospects and the average revenue of seventeen for what he was offering was what? 

Probably about $10,000. 

Per person in annual revenue. 

Yeah. 

He lost $170,000 of revenue potentially, probably more worst-case scenario, by trying to solve their problems right then and there. 

One of the issues was he wants it so bad that he can’t say no. That is one of the worst things in the world any business professional can operate like. He was sharing with me that he has been talking to this prospect for three months and the prospect has doubled their revenues by working with him. He’s like, “When is she going to sign with me?” I’m like, “She’s not going to sign with you. You already did the work.” “I wanted to show her the value of working with me.” “Congratulations. You did, but you’ve been conditioning her to get this solid advice for free. No matter how much you might want to discount the engagement to continue on with her, she’s not going to see the value in it. You’ve already laid down the expectations.” 

The expectation is if you charge her, she might look at you crazy. “What are you talking about? You just did the work for me. The consumers, clients, and people like me, we don’t know.” The client was conditioned to not have to pay, so when you ask to pay, they’re going to look at you like you’re crazy. “We’re talking every couple of weeks. I thought this was part of my tax returns,” or whatever other things that you were doing. The clients know that nothing’s 100% for free, but if they’re doing good and now you come and say, “It’s $3,000 a month to continue on with me,” you’ve lost her. There’s no value anymore. She probably feels and thinks, “I got what I needed. Thanks so much.” 

It’s tough because we want to help, engage in the new services that we’re offering, and be successful. Never want something so bad you can’t say no. I’m not opposed to sharing great advice at all, but this is how I recommend people do it, even with a current customer. If something is outside of the scope of what the working relationship is, I hate saying no. I also know by not saying no, could have an adverse effect on the profitability of this particular customer. I’m more of, “First one’s free,” type of guy. 

If you just say yes to every client request, you're setting yourself to give away more stuff for free. Click To Tweet

If somebody came to me and they said, “Ron, this PPP thing, I’m not sure about it. Is there any way you could help me navigate the file?” I would say, “Sure. I’d be more than happy to take a look at it. However, if this turns into me doing filing and me spending more time than just an hour talking with you in navigating it, then we’re going to have to change our agreement. I’m going to have to charge you for this work because it is outside of the scope.” It’s always like, “The first one’s free.” If it’s little, great. No problem. “Do you think you can send something to somebody?” “Sure. Absolutely. No problem. However, that’s not what we do here. I’d be more than happy to do it for you this time because you’re a great customer, but this is outside of the scope of what we do.” 

Being upfront and open about that, a lot of times, we’re scared. We fear losing the client. You have bills to pay, a team to pay, rent, and overhead. You have things. What does Chris say in the book? There’s nothing worse than a bad client. It was a funny saying in his book. I always remember that there’s nothing worse than a bad client and the ones that try to get everything for free or the ones that you keep doing extra work on the front end, I like your philosophy of just one thing. 

The first one’s free. If you just say yes, you’re setting yourself up to give away more stuff. You can always say business owner to business owner. “This is outside of the scope of what we’re doing. I’m more than happy to help you out, but if this turns into a regular recurring thing, then we’re going to have to adjust our operating agreement or our working relationship agreement,” or whatever it happens to be. 

Let’s go back to Joe. What happened? What was the shift? What did he change? What is the new Joe look like today? 

I don’t know. I haven’t spoken to him. What I tasked him to do was to realize that his value is already there. His value is in the working relationship. I said to him, “What would the conversation look like if you were working with her?” He goes, “Like we are now.” “Don’t do that. Stop because you’re giving it away. Have your framework.” If you know you’re doing something, the first step is to identify it, then you can work on no longer doing that. I suggested that he roleplays with his mastermind, his staff, new prospect engagements, his partner, and his business partner. 

Roleplay with that gentleman so that they can also aid and guide you like, “Joe, you’re going way too much. Time out. Stop. Back up.” How you’re going to get great at overcoming an issue is by practicing. Enjoying the journey of practicing. Enjoying the suck, if you will so that you do eventually get better. I guarantee that in the future, Joe is going to be having great shorter conversations. He’s going to be landing great paying customers by making that simple shift of not going on and on about solving the issue. 

To add to that, I would ask Joe or you could ask yourself once you quantify how many people did not engage with you and you’re wondering what is going on, $170,000 is a lot of money. I would ask Joe or ask yourself, if you had $170,000 in your bank account right now, what would you do? What’s your vision? What are your personal goals on why you’re trying to grow your top-line revenue, increase profitability, and implement everything that Ron and Mike talk about in the book? What is that for you? I would like to know motivating factors because $170,000 is, I call that an opportunity cost, a lot of money you’re leaving on the table. That’s more for retirement. That’s a down payment on a second home. That is significant. 

It’s also a good mistake that he’s learned from. That’s a $170,000 mistake. That’s worth almost any college degree out there to learn what you should not be doing. He knew he was doing it. People know they’re doing it, but they need a little bit of encouragement, support, and practice to ensure that they’re not giving it all away and they’re not shooting themselves in the foot. They’re sharing the value and benefits of what’s to come by working with them. 

To sum it up, honing on the free advice, doing things for $0, and not getting engagement letters signed with a clear scope on them doesn’t get us anywhere and it doesn’t get your clients that far either. Joe’s example with the company that doubled profitability, it sounds like they implemented stuff because Joe did it for them. A lot of times, when we give away some free information, there’s no monetary value attached to it. It’s similar to someone who wants to lose weight, for example. You can take this quick, easy pill. It’s only $999 a month. For $10, they probably won’t do anything. They’ll take it, not going to exercise, and not going to change their eating and they’re going to wonder, “Why didn’t it work?” To do the hard work to eat right, track your food, drink a gallon of water a day, exercise, and move takes a lot of work. 

It does but here’s the thing, the price also dictates perception. I’ll share an example. Michelle, you and I are walking down Main Street in Boonton, New Jersey and we come across a jewelry store. We go on in it and you see a beautiful necklace. You’re like, “Ron, I’m going to buy this. I’m going to take a look at it.” You see that it’s $25 and you’re like, “No problem.” You buy it and it’s great. You bring it home to California and maybe you misplace it or something happens to it. No big deal. Maybe you’ll call me over here in Boonton and say, “Ron, get me another one.” 

“Get me three.” 

Let me back up a little bit. You’ll know it’s not real platinum or gold or cubic zirconia. It’s nice costume jewelry. If we go into that same store and we see that same identical necklace is $10,000, if you buy it, I guarantee you treat that better. I guarantee you’re not going to misplace it. You’re going to lock it up and you’re going to bring it out for special occasions. It might even become an heirloom. That’s what happens when people pay a premium for products and services. They want to make it work. If you have a high-end car, chances are you’re taking care of it, regular oil changes, keeping the paint, and keeping it clean. Chances are, if you’re buying a luxury or custom-made anything, you’re treating it better. 

I’m paying a boatload for my accounting and bookkeeping services. I’m proud to pay a lot for that. Here’s the thing. I am not late with anything. I do what Carol asks me to do. She’s the expert. I want to make her job that much easier so she can do her job properly and I don’t mind paying for that, but I also talk all the time with her that it’s true. If somebody is paying bottom rack rates for anything, then it’s a commodity. They can go get it anywhere. You might as well use price attraction$0.99 burgers. 

To go with what you’re saying, not only price dictates perception, but price dictates cooperation and compliance. Meaning, you’re asking your clients to get you something on time like getting documents on time, paying estimates on time, putting money in bank accounts, and all that stuff. You get Carol anything she needs when she needs it. I’m the same way. The higher the price I’m paying for something, the higher the compliance. 

AA 65 Ron Saharyan | Accounting Sales Plan

Accounting Sales Plan: Accountants are still humans, and there needs to be a consequence. Otherwise, you’re conditioning customers to continue taking advantage of you.

 

I haven’t heard that before. I’m going to steal that from you, Michelle because it’s awesome. You’re right if people are like, “My clients never get back to me. My clients never do this.” One, you probably conditioned them in a way that they don’t have to. Two, they’re probably paying less than they probably should. Three, they probably know that they can go and get the same exact services next door for the same price if not cheaper. It’s no way to run a business. 

Maybe we can end here on this note. For each of you, think about where you have high compliance and you do the things that are required and necessary. Look at the areas or services you’ve done where you didn’t do it. You bought a program and you did something and it sat on the shelf for a long time. You thought about maybe losing 20 to 30 pounds and you took a quick pill and thought that was going to work. You didn’t want to hire a trainer that’s $300 a week. You don’t want to invest in a meal delivery service to help you have the meals. Not only the price dictates perception, but also the compliance side. I have a personal story. I’ll share it at the end of our recap. I’ve had a call on a program that I paid a lot for and I have high compliance. 

I have a trainer. It’s funny you used that analogy because I share it. The relationship that I have with my trainer is if I don’t show up or I cancel, I still have to pay for that session. 

You should pay. I consult with my trainer and her business. “If you book a class and you are a no show, you get charged.” Trainers should double the fee. If you don’t show up, Ron, let’s say you’re paying $100 for your session, it’s a little different personal training than profit first or a lot of the higher-value services that each of you offers your clients because that’s still trading time for dollars in a sense. If you don’t show up and the trainer charges you $200, I can guarantee you, Ron, that you will be showing up all the time or you will cancel within the 24-hour notice or whatever the agreement is with the trainer if you got sick or aren’t feeling 100%. 

Kurt is a reasonable guy. If I was sick or something happened, he’d be cool with it and I’d probably still pay him because that’s how he puts food on his plate. I’m taking a spot away from somebody else. People are human, but there needs to be a consequence. Otherwise, you’re conditioning your customer to continue to take advantage of you. 

Ron, thank you for being here with us on the show. It is always fun to have you here. You can steal the compliance piece because of the higher the price, the higher compliance. 

Thank you, Michelle, for inviting me to be a guest, and thank you, readers. If I can help anybody out, all you’ve got to do is take a look at Profit First Professionals. If you’re interested in learning more about us, go ahead and hit apply. I’d be more than happy to learn more about you and share with you what we have going on over here. 

Thank you. 

Thank you, Michelle. See you soon. 

What an amazing episode with Ron here at the show. It’s always fun to have him on and it’s always fun to be here with each of you. I want to recap it with your prices dictate compliance from your clients. I have a personal story to share. I enrolled in a class and it’s $2,500 for the first 30 days, and then I’m continuing on for 90 days to do the implementation and other things and it’s $7,500, so I spent $10,000. When you spend that money, you will comply. I will do all the work. I’ve listened to the lessons more than once. I’m on every single call and I show up with questions. I booked my one-on-one calls or whatever it is that you have spent a lot of money on and invested in yourself, I want you to reflect on the compliance that you had for that program class, education, or whatever it may be. 

The higher the price, the higher the compliance and the higher the result. Every time I’ve had high compliance and if they promise what they’re delivering, so for each of you, we have to also come through on the promise, what’s in the engagement letter, and what’s on the scope of work. As long as those parts align, there’s no reason it’s a win-win-win for everyone. It’s a win for your client, your prospect because you know that they will comply. You know they have a vested interest. They have skin in the game. You’ve got to have skin in the game. I’ve realized that if you don’t have skin in the game, there’s nothing there or if you don’t value it high on the priority list. 

Accountants must not give it all away but instead focus on sharing the value and benefits of what's to come.  Click To Tweet

Dr. John Demartini has a great exercise if you go to his website on your values. What do you value right now? If you say you value increasing revenue like Joe and he wanted to get to $170,000 in revenue and never have those missed opportunities, then he goes and does the value exercise where money isn’t that important to him. No wonder he keeps giving away information for free because that doesn’t mean anything for him right now. I highly recommend doing that exercise. It’s eye-opening. One of my friends, Sean, who teaches a class on money mindset have you do it. It’s powerful. I invested in a class, so you will be seeing some Facebook ads for me because I’m learning how to do that. I’m finally going to do some advertising in addition to my show. We have this awesome new app, The Abundant Accountant Sales app, so keep your eyes peeled. 

If you go to www.FiveStepsToAbundance.com, not only will you get my five simple step processes to turn clients from waiting around to busy season every year, thinking you’re going to get busy having consistent cashflow. Not only having the confidence to ask for higher fees, but you’ll also get on my email list. I only send out two emails a month. One is on the first for the show and others on the fifteenth. The only other time I will send an email is if I have something you need to talk about, which means you will all be notified about The Abundant Accountant Sales app. 

It’s an app that you can download and send videos and emails that I’ve written to your prospects to make the whole sales process a lot simpler because I’ve done it for you. This is how you’re never going to have any not only missed opportunities like Joe had, but help the conversion side and the client relationship side. Make sure to head over to the website. It was an honor to be here with each of you and I will see you in the next episode. 

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About Ron Saharyan

AA 65 Ron Saharyan | Accounting Sales PlanRon Saharyan is the Co-Founder and Managing Partner of Profit First Professionals. Ron has over 15 years of experience in managing organizational growth and built multiple companies in the staffing industry prior to launching Profit First Professionals. Ron lives in New Jersey with his wife, Mary, and their daughter.

 

 

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