Charge what you’re worth, not what your competitors are worth 

Pricing is often difficult when you first start your business, and you may well have based your initial prices on what your competitors charge. But you soon learn where you sit amongst the competition. 

At Minerva Accountants we charge slightly higher than others and have testimonials from clients that we are ‘worth it’ as well as other success stories. They might just say that we’re easier to deal with or perhaps quantify it by saying that coaching has helped them save three years in growing their business. There are also the silent testimonials when clients return with a new business or refer others to us. 

So where do you sit in the hierarchy of your competition? 

And is that reflected in your prices? 

In order to increase your prices, you may first need to raise your services to a higher level or, if you’re already ahead of your competitors, you may need to differentiate yourself more to your prospects. As accountants we’re often seen as offering the same commodity service as any other accountant. People think we just fill in tax forms once a year and keep them legal. 

But we can do soooo much more.  

We can spend time learning about the business and identifying where profits are being left on the table. We can help clients to pluck the low hanging fruit. Or build a ladder to harvest the higher rewards too. This is where we get most satisfaction and provide most value. When we move beyond hassle-free accounts to more profitable clients. 

First, improve the value of your offering, then promote it widely.  

How can you differentiate your yourself? 

How was your holiday? 

Hope fully you managed some time off (or have a break lined up) from your business without too much hassle.  

When I ran Hudson Business Accountants and Advisers, I remember coming back from a holiday to find that my team had onboarded 2 new clients from new enquiries and already completed the work for one of them.  

It was a very strange feeling to realise that, even though I was the face of the business and the one responsible for business development, my team could function perfectly well without me. Yes, it was what I had aimed for but, like my kids growing up and leaving home, it took a bit of mental and emotional adjustment from me.  

How great to take a relaxing holiday without interruption and not come back to a disaster.  

It also increased the value of my business when I eventually sold it as the business was its own entity and could function to the same high standards without me.  

If I can help you to achieve the same profitable, work-life balancing business then please reply to this email and we can book a call to discuss the options from free to freedom. 

The Club Tropicana business model 

Apologies, I’ve forgotten where I first heard this description, but according to Wham, at Club Tropicana drinks are free! 

And many businesses appear to be adopting the same model. We often do it ourselves. 

We give away free books, free webinars, free speaking gigs, newsletters like this, blog posts, free discovery calls, etc. Because we don’t value our time enough.  

So this week I’d like you to work out the time and cost of everything that you give away for free. And then compare it to the number of new clients that you have acquired in the last 12 months. What is your cost of acquisition per client? Or per £1 of turnover? 

Most of this fails to convert, not because it isn’t useful, but because we’re targeting the wrong people (if they’re relying on your free stuff they’re probably ‘tyre-kickers’ and not likely to pay for your prime products/services) or because we’re too British about money and sales to give a clear ‘call to action’  

So here is our big, fat CALL TO ACTION 

Accountants and bookkeepers: go to our website and choose one of our courses or book some coaching (individual is the best value but we have group coaching for those on a budget) 

Business owners: stop wishing for a better business and book yourself a Clarity Business Advice session where we can pull up your numbers, identify where you can improve profitability etc, and send you away with an action plan (and maybe book some coaching too) 

I’m not a disrupter! 

I don’t ‘move fast and break things’. 

And I don’t believe that many of my successful entrepreneur friends are either. 

Agile business development is not about revolution and guillotines. It’s about agility and being open to change and innovation.  

I’m acknowledged as an ‘early adopter’ by the founders of Xero who led large scale cloud adoption in the UK. And I’m an award winning author and speaker on subjects of running a modern business and delivering advisory services for practice and client success. 

I believe in building a business on solid foundations supplemented by innovation. Our team never do anything just because ‘we’ve always done it that way’. Instead we systemise, automate, and delegate and then put a friendly, human front end onto the latest technology. 

I’m far from traditional but I’m not a rebel either. 

Where do you sit on the innovation spectrum? 

Tax Tip – Directors responsibilities 

It seems really simple, you pay a very small fee and set up your own company on Companies House but did you know that you have many legal responsibilities as a director? The sort that mean you might personally be fined or go to jail? Here are some of them. 

Whilst it might feel good to be the director of your own company you have several responsibilities as directors under the Companies Act 2006: 

  • To act within their powers (in the articles of association etc) 
  • To promote the success of the company for the benefit of its members as a whole i.e. not benefitting one member above the company e.g. by allowing one director/shareholder to take out more dividends/loans that the company can afford 
  • To exercise independent judgement – you can take advice but must decide for yourself 
  • To exercise reasonable care, skill and diligence eg using a chartered accountant or professional bookkeeper if you don’t have those skills in house 
  • To avoid conflict of interest  
  • Not to accept benefits from third parties 
  • To declare interests in transactions 

Being a director doesn’t come with a compulsory training (although I do offer a course) so please make sure that you don’t fall foul of the law. 

Are you goal oriented or process oriented? ​​

Do you get excited by the end goal or do you take the time to enjoy the journey.

Although I like to have a Big Hairy Audacious Goal, I actually get most pleasure from the things I learn on the journey. 

This was brought home to me as I tend to relax by watching something easy on TV just before bed (currently on season 4 of Stargate SG1 if you’re interested) and I’ve recently taken up crochet again to keep my hands occupied while my brain is gently slowing down. 

I’ve chosen a simple pattern for a cardigan as my goal. I haven’t crocheted regularly for decades so a few days later I was about 20 rows in before realising that my tensions were all wrong and the garment would end up at least 20% too big for me. That’s assuming that it will ever be good enough for me to wear anyway. 

As with business problems I went back to my primary motivation to decide what to do. My true purpose was to occupy my hands and the time already spent was a ‘sunk cost’ irrespective of my next action.   The solution was obviously to start again and reuse the wool with nothing lost except time. 

But that time wasn’t wasted! I had learned things from the first attempt that will make the second turn better. I have remembered how to crochet, I will watch the tension more closely and measure earlier and, if all else fails, I will have a third attempt with a smaller needle or rework the pattern to aim for a smaller size. 

Business is the same. It may seem a little more important with more at stake but there’s often a simple way to rescue an apparent disaster (just ask some of my coaching clients how much better they feel after we’ve worked through a gnarly problem together) and lots of learning to be had along the way, 

What’s the biggest problem in your business at the moment? 

Why we love Xero  

At Minerva Accounts most of our clients are on Xero.

I chose this back in 2012 after an abortive attempt to move to the cloud with another software provider. Back then Sage and Quickbooks were still providing great desktop software but hadn’t really made any viable inroads into cloud software. At that time Xero stood head and shoulders above their competitors (in my opinion)

Roll forward to 2025 and the gap has now closed. I still think Xero is the best all rounder for small businesses under £10million turnover but I’m not in a hurry to migrate business owners who are happy with a different product. We’re accountants who act in the best interests of our clients; not software resellers.

The advantage of focusing on one software is that we can all learn it inside out and even make it sing and dance (that may be an exaggeration but do try typing a sales invoice with the description ‘I want a Unicorn!’ if you want t smile) If clients are better served by another software, due to either functionality or their personal preference, we refer them to another accountant. We NEVER force businesses to move to Xero just for our convenience.

Take a look at the new Xero Simple for MTD which is just £7 per month. You get a lot of the functionality of big Xero but for a fraction of the price.

How can I find clients?

Many a business starts up with a great idea believing that, as in the Field of Dreams film, if they build it, he will come. Then the harsh reality comes that the founder is also responsible for sales and marketing (as well as finance!)

Here are my thoughts on sources of leads in order of the quality of clients the seem to generate

  1. Referrals – looks at your existing clients and have a process for requesting referrals. A referral usually means that you are pre-qualified with a personal recommendation. Obviously a startup doesn’t have any existing clients so this isn’t usually possible.
  2. Networking – building personal relationships with referrers, or ensuring that your existing networks (friends, family, school gates, gym, etc) all know what you do means that introductions will come with a personal approval even if they don’t quite understand your business. Networking takes 6-12 months to become fruitful but you might get lucky as I’ve been approached by a new client the first time I went to one group.
  3. Social media – this is getting harder since covid when everybody took to the airwaves but we used to generate 1/3 of our business this way. Don’t just post good quality content but turn up and interact with people. Treat it as online networking and take time to build relationships rather than advertise.
  4. Mailshots – With paper post becoming rarer it is easier to stand out this way. If you are selling to other businesses then you can obtain a list from Companies House. Make sure that you send something that makes you stand out.
  5. E-mailshots – generate your own lists rather than buying them in as there are some really poor quality lists for sale. It’s a crowded space and harder to stand out.
  6. Facebook and google ads – these are better for those selling to consumers rather than businesses but worth a try. They generate rather a lot of spam but it’s worth doing through a social media business that understands the systems.

How else have you had success generating business clients?

The importance of delegation 

Some people find it easier to delegate than others. I’m one of the former, perhaps because I find it easier to find people who are better than me? 😉 But it is also important to be able to stand back and let them get on with things while ignoring the temptation to micromanage.

I’ve written and spoken elsewhere about HOW to delegate so I’ll address WHY it is important for you to delegate.

  • Moving away from hands on work allows you to remove yourself from the business in order to focus on strategy and business improvements. You can’t see the view from the bridge if you’re busy shovelling coal in the engine room.
  • It empowers your employees and enables them to step up (using you’re your training, procedures, and checklists) and maybe even step beyond your current standards
  • It allows your team to develop more skills themselves and even to add new skills to the team
  • It improves team productivity and efficiency. Get the right pegs in the right holes instead of trying to do everything yourself, irrespective of whether it’s in your area of expertise or not
  • Spreading the workload allows you to reduce your personal stress and avoid burnout

So, sit back, relax, and delegate.

A couple of extra bits that caught my eye:

New supercomputer in Bristol UK’s most powerful supercomputer Isambard-AI comes online – BBC News

ICAEW Q2 Business Confidence Monitor (regional updates will follow) UK Business Confidence Monitor: National | ICAEW

How to automate your business processes 

Start by identifying the most repetitive tasks, or the repetitive steps of larger tasks.  For us that is the accounts production, bookkeeping, onboarding new clients, and chasing client records. 

Choose the best tools for you. This may not be the same as for another business. For instance, we wouldn’t use the same tools as a large accountancy practice as we have fewer clients, a smaller team, and our clients’ needs are much simpler. 

We use (mainly) Xero for our client bookkeeping which means that we can use Hubdoc, Apron, or Dext for our clients to upload their invoices digitally. XeroTax fits smoothly onto our Xero clients or we use Xero Ledger for those clients not already on Xero. We have two different working papers for limited or unincorporated clients. The danger with small clients is that the checking can often take longer than the actual accounts production so we try to simplify this as much as possible. Onboarding, and the interminable task of chasing clients for records, is done through Bright Manager. 

Train your team to use the software. Xero provides free training and certification for accountants which enables us to get the most out of the software. We create our own training videos for clients. Bright Manager has some training but we rely more on our own internal videos. 

In line with our continuous improvement mindset we keep trying to get more out of our existing automation and to keep an eye out for other automation that can help us. 

Automation is great but never forget to have a human being available when necessary.