Category: Pricing

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Good causes vs charities

Not all good causes are charities and not all charities are UK charities. Why does this matter? Only donations to UK charities are tax deductible.

Please don’t let this stop you donating to good causes around the world but I just wanted you to be aware that your donations can go further if they’re to UK charities.

I also meet a lot of people wanting to set up charities for very good causes. The regulations around running a charity are enormous so, if you’re just running a few events, it may be easier to treat it as a fundraising event for an existing charity. Why saddle yourself with all the additional accounting, admin, and audit of setting up a charity when you could use that energy to raise money for the good cause itself?

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You are not a bank!

And, as far as I know, you are not a charity. So why are you lending clients money by allowing them extended credit or even working for free?

Here are some tips to help you collect money faster:

  • Invoice promptly. Xero can help with repeating invoices, invoicing from quotes, and invoicing from your phone while on site
  • For longer contracts consider getting paid up front or in instalments. Minerva’s clients pay us over 12 months as we are doing work for them throughout the year with monthly bookkeeping health checks and other advice as a minimum
  • Make it easy for people to pay you. Make sure that your bank details are on your invoice. Our regular clients pay by direct debit through Gocardless. We can also take payment by card and there is a button for this on our invoices or we use Zettle to take payments for booksales at conferences etc.
  • Send invoice reminders. We can help clients to set up the automated reminders in Xero. The first one is just a polite enquiry to check that they have received the invoice and that everything is alright. Later ones are more severe. If clients require more functionality we can help them with Satago or Chaser.io
  • Credit check your clients with an app like Satago.
  • Be prepared to take legal action. Clients pay for their services. Requesting services without the means to pay is like shoplifting. If they’re not paying they’re definitely not clients. Clients ghosting you is definitely a broken relationship, get paid and get out!

You work hard so you deserve to be paid.

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Money, money, money

Most small businesses fail because they run out of cash. It caught out a lot of people who couldn’t cope while they waited for covid funding came through. Hopefully we’ll never have to manage a global crisis of that magnitude again but there are many things that might go wrong for individuals. I’ll talk about business continuity planning separately as I just want to consider your bank balance today.

I recommend reading the first half of Profit First by Mike Michalowicz and I think I’ve written about it before. There are some good principles and the remaining chapters just go into more detail

I have a Starling account which comes with savings spaces and I do monthly management accounts on Xero so I try to ensure that I have the following saved:

  • VAT per Xero
  • Corporation Tax per Xero management accounts (or you can save 19% of your profit)
  • 3 months of overheads in case of illness or crisis which can also be used to buffer any large or unexpected bills
  • Dividends to pay myself later in the year
  • Spare cash to pay into my pension later in the year to minimise my tax

I usually pay my suppliers immediately because, as a small business, it reduces my admin to only deal with each transaction once. You should ensure that you have enough funds to pay your suppliers on or before the due date. A business is insolvent if it can not pay its debts on time.

I also use a Starling account for my personal finances and I use my savings spaces for:

  • 3 months of household costs in case of illness or crisis which buys me enough time to sort out alternatives
  • Savings to replace my car every three years
  • Savings for holidays each year and fun experiences such as watching musicals with my kids
  • Income tax due on my dividends and other income not on PAYE.

It’s taken a long time to build up this financial security so don’t worry if you’re not there yet but, if you’d like a hand with making your business run more profitably, please give me a shout.

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Making Tax Digital for landlords

Landlords with rental income over £10,000pa, ie charging rent of just £834 per month, will have to join MTD ITSA (Making Tax Digital Income Tax Self Assessment). This means that they will need to keep digital records and submit quarterly reports to HMRC from April 2024.

Speaking to friends on both the accountant and HMRC side of the project there is no sense that this date will move so I’ve been looking for some software to help landlord clients to comply with these new requirements without costing a fortune. I have a couple of possibilities that I will be reporting on over the next couple of months. I’ll be sharing the articles on social media but, if you miss them, then please do get in touch for the links.

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I’m worried about increasing my prices in case I lose clients

It’s a common fear but your existing clients will be less price sensitive if you are doing a good job.

Have a look at this example (numbers rounded for simplicity) of how many clients you can afford to lose without impacting your profit:

Before
• You have 100 clients paying £1,000 each so turnover of £100,000
• You make 50% margin so profit of £50,000

After
• Della comes along and tells you to increase your prices (see the last two weeks for how and why you should do this) by 10%
• You now have 100 clients paying £1,100 each so turnover of £110,000
• Your margin is now 54.5% so profit of £60,000 ie a gain of £10,000 because all your pricing increase is profit

But
• Some of your clients aren’t happy and 10% decide to leave
• You now have 90 clients paying £1,100 each so turnover has fallen slightly to £99,000
• But your 54.5% margin means that you are still making profit of around £54,000 so you are earning £4,000 more for only 90% of the work. Possible even less work because the price sensitive clients are usually those who are most demanding and often a pain to deal with.

In fact
• In this example you can afford to lose up to 16% of your clients and still make slightly more profit
• 84 clients paying £1,100 gives turnover of £92,400 and profit of £50,400 ie £400 more than at the start but for 84% of the work

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How to increase your prices

Last week I talked about WHY you need to increase your prices but, less talked about is HOW you go about doing it.

It’s a lot easier to talk about in theory than it is to do in practice.

  1. Work out what your prices should be. If you need to provide quotes then work out what your method of calculations will be.
  2. Recalculate up to date prices for all your clients.
  3. Consider using pricing software which provides confidence to both buyer and seller that this is the right price.
  4. Start by increasing prices for new clients
  5. Email/write to all clients with the new price. If you have not done regular price increases before then you may need to explain that this is due to catching up an several years and reassure them that you will not leave it so long in future. Keep your explanations brief.
  6. Telephone any clients who need extra TLC or if a change in scope means that the increase needs further explanation
  7. Resist discounting. You worked out your prices in (1) above.
  8. Practice telling client your new prices. If you’re an introvert who hates role play then just rehearse in front of a mirror:

“Our new prices are …”

“We do not offer discounts”

Also prepare responses to any other potential objections so that you don’t need to think on your feet quite so much.

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Why you need to increase your prices

A lot of business owners avoid increasing their prices, either because they’re worried about losing clients or because they don’t know how to go about it. Even when they know that they need to increase their prices it is too easy to procrastinate (I’m the queen of procrastination, I have all the excuses)

I’ll cover the ‘how’ in separate tips but today I want to talk about why.

We all started our business for a reason which broadly come into one of three areas:
• Profitability
• Build something valuable to sell at retirement
• Better work – life balance

All of these will benefit from having better prices allowing you to earn more money, increase the value of your business, or to earn more in limited time.

But the real benefit to our clients is that we will have time to provide a quality service. To do things properly and not cut corners. And to run a business that will still be around to help them in future years.

When we provide a quality service our clients benefit, they stay with us, and they refer other people to us. It’s a virtuous circle because everybody wins.

To create the business you want you need to charge the right prices.

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What is business advisory?

As you know I’ve spent the last year writing ‘Changing the Numbers: how to deliver advisory services for success’ to help accountants to provide real help for their business clients. And I’m the first to agree that, whilst all businesses need this service, not everybody can afford to pay for it. (This is why we have free products such as our Better Business webinars for accountants and our Money Matter ones for general business.)

But for those clients that can afford to invest in growing their business then we can do much better than a bit of tax advice at the year end or help completing a loan application. As accountants we have financial training but we also have exposure to hundreds, if not thousands, of businesses as well as running our own.

Accountants who, like me, have worked as Finance Directors or similar will know that their role at the board room table includes much more than ‘just’ accountancy. The topics that I’ve identified include:

1. Vision and values
2. Cash flow
3. Pricing
4. Staffing
5. Efficiency of operation
6. Funding
7. Tax
8. Mergers and acquisitions
9. Marketing
10. Sales
11. Customer services and quality
12. Cost control

Different accountants may offer advice on some or all of these areas depending on knowledge and experience so we need to be clear on those areas.

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New year, new plan

Welcome to the new year. What have you got planned? Incremental business growth, a better work life balance (how long have you been promising yourself that?) or world domination?

Now is a good time to think about what you want and what that means for your business.

Here are some questions to get you underway with your plan:

1. What do you want your life to look like in 5 years time?
2. How much do you want to earn from your business?
3. How much do you need to earn from your business?
4. How many hours per week/month/year do you want to work in your business?

This will give you some idea of how much you need to earn per hour in your business. Don’t forget that you will need to cover your business costs and taxes too.

A good SWOT analysis will help you to decide how to earn the necessary profit. Look at your strengths, your weaknesses, and any opportunities and threats around you. Covid and potential lockdowns can provide both opportunities and threats to your business to make a plan to eliminate or buffer the formers and to be able to take advantage of the latter.

Take a close look at what you are actually doing. What will you sell and to whom? What problems do you solve?

Now you can start on the details of the plan:

1. Sales plan
2. Marketing plan
3. Staffing – who, when and at what level
4. Technology and other resources
5. Premises
6. Other costs
7. Taxes

If you need a hand with any of this then we’re running a Strategic Planning Day on 19 January. We’ll work through templates together to help you come up with your own plan for your best year yet. Email us to sign up.

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Things to think about when pricing

Whilst I would encourage people to value price where possible it is often more practical to quote fixed prices.

Here are some of the things to consider when setting your prices for services:

  • How long will it take?
  • How complex is it?
  • Does it need any particular expertise? And do you need to pay extra for this?
  • How much does it cost in terms of hourly salaries?
  • Can you use software to speed up the work?
  • Are there other costs?
  • How easy is the client is to work with? eg clear specification, providing information promptly, approving promptly and paying on time
  • What is the acquisition cost? (Time and money spent on marketing)
  • What proportion of overheads should be included in the fee?

With  new clients there maybe a lot of unknowns and they may also take time to set up contracts, software, direct debits etc as well as more general familiarisation. These set up costs need to be covered too.

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