o    Basic Information—The main purpose of this type of Website is the basic dissemination of information about the firm and its partners. It's generally a low-cost templated site.
o    Business Development—This is a robust site; its main objective is the development of leads and the nurturing of prospects who have been met by partners.
o    Client Portal—This type focuses on conducting business with clients in a secure environment.
o    Multi-Purpose—A multi-purpose site is a combines the Business Development and a Client Portal sites.
 
The Multi-Purpose Web site should be the objective of any progressive firm. When I was practicing many years ago, the process was very predictable and the rules well known. You had a fancy expensive print brochure with inserts for different services. When you met prospects, you reviewed your brochure and left the prospect multiple copies. It was your testimonial that your firm was professional, progressive and successful. We spent thousands of dollars on a brochure that had a very short shelf life. There were always changes taking place that made the brochure obsolete. The kiss of death was to mention a particular staff person in the brochure. You could bet your last dollar that staffer would leave the firm within months of printing the marketing piece.
 
Today, the system is quite different. If a firm is looking for an accountant, perhaps through a Google search, the first thing they do is check out your Website. If you visit a prospect, they will review your site before they make a decision—guaranteed! Wouldn't you do the same? So, if your firm is going to be judged by its Web site, can you really afford to have a sub-standard site? Does it make sense not to invest in your firm by building a site that will make you and your staff proud and project a professional image to prospects as well as future hires?
 
I'm sure you get the point. Your strategic positioning is the most important decision you will make. It drives the action plans to implement the strategy. So, if your firm strategy is to develop a Website to generate new business, what are some factors to be considered? First, let's understand that the Web is really a direct marketing channel. It's just another way you can reach many potential clients, provided you know how to do it. Fundamentally, it's a segment of direct marketing done through the Web rather than print media like postcards, print newsletters, newspaper ads, or yellow page advertising.

There are three major challenges overcome in order to become successful in online marketing for an accounting firm after you develop a Website:

o    Traffic—You can develop the greatest Website among all your peers, but if you lack traffic to your site, there are no business development opportunities.
o    Conversion—The second concept is conversion. This is about what to do with the traffic that comes to your site. How do you nurture this traffic? How do you obtain their name, email address, and other information (i.e., you have converted them from an unknown entity to someone you now have in your database).
o    Trust—The third concept is how to communicate effectively with these warm leads so they will trust you and do business with you.
 
Let's examine some of the major concepts that drive traffic to your Website:

a.    Google Adwords
b.    Web Site Search Engine Optimization (SEO)
c.    Affiliate Programs
d.    Email Newsletters
e.    Social Media (Twitter, Facebook, LinkedIn)
f.    Blogging
 
In future columns we will be exploring the three major challenges as indicated above and how accounting firms can manage them to drive leads. Welcome to the new age of how to grow your practice online.
 
It's an exciting new world. Buckle up and most importantly, be willing to explore and change!

Barry Friedman CPA

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Barry is CEO of BizActions, which he co-founded in September 2000. Previously, he was co-founder and CEO of GovCon from 1993-1999 where he developed an online electronic commerce community that brought together thousands of IT contractors and hundreds of government entities. He was also the CEO of Friedman and Fuller, an accounting and business consulting firm that was sold to American Express in 1996.
He stayed with American Express as a Regional Director until 1999. Barry holds an MBA in business administration from Loyola College and taught Financial management in their Executive MBA program. He has been a CPA since 1961.