Bessere Mitarbeiter für ein Buchhaltungsunternehmen finden

0:01Unternehmer/Gast It's going pretty well. Uh, so >> can't have a bad day with a name like that for you. >> All right, go for it, man. Talk to me. >> All right. All right. Thanks, Alex. Okay, so uh I just have a two-prong question here for you. >> Uh, first uh first and kind of foremost here. Uh, how do you kind of acquire, uh, semi senior but not senior kind of mid-level staff, right? And then second off,

0:29Alex >> how do I get mid-level staff is the question? >> How do you >> Yeah. Yeah. That's that's predominantly my question. >> So like a director level or manager? >> Manager level, right? Because I have an easy time finding >> Yeah, that's true. Um, but the kind of issue that I was having was, you know, finding these mid-level staff that are qualified enough to do the position in the first place. I'm having a really hard time with it, right? You know

0:57Alex >> what kind of business is it? >> It's a it's an accounting business. >> Okay, got it. Do you need an accountant who's mid like an accounting manager? >> Well, kind of. It's you know, I'm looking for somebody that has a CPA license or EA license and ultimately trying or or is kind of on that path, right? >> Yeah. >> Well, option one is go to the schools where they're on that path and see if you can create an affiliate pro not affiliate but like a referral program for them. Plenty of those people want to have uh career opportunities for people who are in there and that can create the farm system. That's thing one. Thing two is that you can also just do direct outreach to other accountants. Um, what is your gross profit per accountant per year right now?

1:35>> Uh, gross profit right now it's probably I'd say about 120,000 >> per accountant, right? >> Yeah. >> Okay, got it. Um, and what and what's gross revenue for an accountant? Uh gross revenue is about you know 200,000ish somewhere around there. >> Got it. So you pay them 80, you make um you make 200. >> 200. >> Yeah. Got it.

2:02>> Yeah. >> So I'm I'm actually going to bet that right now you have a two-pronged issue, which is thing one is you're probably undercharging and as a result of undercharging, you're not able to pay above market so that you can attract the talent that you need. >> Mhm. Okay. Sure. >> Yeah. I mean, that's that's right now you're running on 60% gross margins. For me, my rule of thumb with services is 80% or higher.

2:29>> Yeah. >> Right. So, if 80 is the base, then we need to make $400,000 a year >> per accountant. >> Yeah. >> So, you probably What are your close rates for customers right now? >> Uh, my close rates are around 80%. >> Yeah, dude. 80% means you've got a you've got a for sure double, maybe a triple in pricing. That's sitting right there. Okay. >> So, you're supply constrained and in a supply constrained setup and with high close rates, that's a a clear, prescriptive, no question in my sleep double, triple in price.

3:02>> And then that unlocks Yeah. an extra $200,000 a year and all of a sudden you can go to those accountants and offer them 150. >> All right. And then you will get them. >> Yeah. >> And you're happy to do it because at 150 you're still making way more money than you're making right now. >> Yeah. That's true. You know, I'd be less uh less busy, too, >> right? >> Yeah. >> Where do we want to go from here? >> Yeah.

3:30So, the the kind of Okay. So, the other kind of question that I had uh because my accounting business, you know, it's a pretty traditional accounting business, right? You know, uh we we do the kind of standard suite of accounting services, right? Yeah. >> Uh but yeah, but kind of Yeah. I I was just kind of curious how you would test, you know, that pricing model then at that point, right? What do you mean?

3:57>> You know, because >> You mean test the pricing model that I just said? >> Yeah. Yeah. >> Did you do the exact same thing? >> You do the exact same thing you currently same pitch and then right when you say the number >> Yeah. >> you just double it. >> Yeah. >> That's how you do it. >> Okay. Sure. Yeah. And if you don't close as many, guess what? Doesn't matter. Your supply can train anyways.

4:20>> Yeah. Yeah. True. Okay. Yeah. Because again, to double or triple price, you know, I think I think I I remember watching one of your YouTube videos, you know, it to triple price, you know, it's it's kind of a mindblower, right, for me, right? Because we do a monthly reoccurring model, right? Yeah. where you know it's and and I I think that it's a crazy value, right? You know that we offer. >> Well, you don't think it's that crazy because you're not willing to charge more for it.

4:49>> Yeah, true. I guess, right? >> You're not you're not selling me very well right now. I don't believe you. >> Yeah. >> If you thought it was that good, you would charge more. >> Yeah, that's true. But yeah, you know, >> you got to put your money where your mouth is right now. You're still talker. >> Yeah. Yeah. you know that that's that that is that is the point Alex right you know but to be quite fair you know you think about it these small to mediumsiz businesses is what I'm ultimately you know kind of fixated at you know 500,000 to a million and you know ultimately we just offer this bundle package right

5:24>> you know doing their taxes at the end of the year we do the bookkeeping and then we do their payroll on a monthly basis right >> so >> are you want to try to sell me on the way that let me let me pause you for a second >> one of is going to win this sale. >> You or me? >> Your current way of doing business is why you called, which is that you can't get talent, you can't scale because you're supply constrained. You're closing four out of five people that you talk to.

5:51>> Yeah. >> Okay. Do you want do you want to keep having that? >> No. I I I'd rather not be supply constrained, right? You know, I'd rather sell you then don't sell me. >> Then don't sell me and don't sell you on your problem. >> Yeah. >> Right. That's true. >> You got to change the change, >> right? >> You're intimidated by the fact that you just have to say a different number at the end of the phone call.

6:19>> That's it. Literally, the worst case scenario is a person says no. It's not like you can't change the price back. >> Yeah. Yeah, that's true. Okay. Yeah, that that basically solves my issue, Alex. Thank you. >> Glad I could help. All right. Byebye. >> Have a good one, Ben. You're a sport. I appreciate you. >> All right. Later, man.