The accounting profession is undergoing a significant transformation. Clients want and need different services, and technology is automating many traditional compliance services. Firms that want to remain competitive must rethink their approach to growth.
What will the growth department look like in the future? I believe marketing, sales and client experience will no longer operate in silos. Instead, these areas will be integrated to create a cohesive strategy that touches all aspects of the firm's operations.
At the center of this transformation is marketing, which has the potential to influence not just external perceptions but internal processes and client relationships.
Why you need a unified growth strategy
The traditional approach to growth in a CPA firm focuses on acquiring new clients, with marketing and sales playing distinct, often disconnected roles. However, firms that want to thrive in the future must adopt a more holistic approach, aligning sales, marketing, client experience (CX), and employee experience (EX) as part of a unified growth strategy.
The future growth department won’t compartmentalize these functions. Instead, the boundaries between them will blur, with marketing as the connecting thread that influences how the firm attracts clients, manages relationships and fosters a positive internal culture.
Marketing's role in a unified growth department
Traditionally, marketing in CPA firms has been narrowly focused on lead generation, brand awareness and external communication. But in the growth department of the future, marketing will touch every aspect of the client and employee journey. Here’s how marketing intersects with the key areas of growth:
Sales integration. The line between marketing and sales is increasingly blurred. The most successful firms develop strategies that allow seamless collaboration between the two. Marketing no longer stops at generating leads; it plays an active role in nurturing prospects through personalized content, automation, and data-driven insights that inform sales decisions. According to Gartner, organizations prioritizing alignment between sales and marketing are nearly three times more likely to exceed their new customer acquisition targets.
Client experience. Marketing doesn’t stop once the sale is closed. The client experience begins when a prospect engages with your firm, and marketing can help ensure consistency across all touchpoints—from initial engagement to service delivery. According to PwC, 73% of consumers say a good experience is critical in influencing their purchasing decisions. By collaborating with CX teams, marketing can help design touchpoints that improve client satisfaction, increase retention rates and turn satisfied clients into brand advocates.
Employee experience. A firm’s employees are often its most significant brand ambassadors, yet marketing teams in CPA firms rarely engage with the employee experience. In the growth department of the future, marketing will play a vital role in shaping how employees perceive their workplace. This can include everything from internal communications to branding efforts that resonate with staff. A Gallup study found that companies with a highly engaged workforce have 23% higher profitability.
Building the growth team of the future
Here are some steps your firm can take to start building the growth team of the future.
Create cross-functional teams. Growth requires a collaborative mindset, and that starts with building cross-functional teams. Bring together representatives from marketing, sales, client services and human resources to ensure every part of the firm is aligned toward common goals. Regular meetings and a clear communication strategy will help keep these teams in sync.
Leverage technology for integration. Technology is essential for enabling collaboration between marketing, sales and CX teams. CRM systems, marketing automation tools and data analytics platforms allow firms to track interactions with clients and prospects, ensuring the entire team has visibility into the client journey. Firms that invest in the right technologies can streamline their processes and gain deeper insights into their clients’ needs.
Develop a client-centric culture. Firms that put the client at the center of their growth strategy will be more successful in the long run. This requires shifting the focus from simply providing services to delivering an exceptional experience at every stage of the client journey. Marketing can play a critical role by ensuring that every touchpoint reinforces the firm’s brand and communicates value to the client.
Measure success holistically. Traditional success metrics such as revenue and client acquisition are still important but don’t tell the whole story. Firms need to measure success across multiple dimensions, including client satisfaction, employee engagement and the lifetime value of a client. By adopting a more holistic approach to metrics, firms can better understand how different teams contribute to overall growth.
As your firm continues to evolve, you need a unified growth strategy that integrates sales, marketing, client experience and employee experience to meet the changing demands of clients, enhance employee satisfaction and ultimately achieve sustainable growth. Marketing will play a pivotal role in this transformation, serving as the bridge that connects all areas of the firm to create a cohesive, client-centric strategy.
By breaking down silos, leveraging technology and developing a culture centered around growth, you can build the kind of growth team that will ensure long-term success.
Do you want to fast-track your firm’s success in the areas of marketing and business development?
The Boomer Marketing & Business Development Circle is a peer group of top marketing and business development leaders in the accounting profession who are committed to aligning marketing and business development initiatives with firm strategy. Apply now to get plugged into the Circle and start growing your firm.
As the Marketing Manager for Boomer Consulting, Inc., Heather’s primary focus is on developing the firm’s marketing strategy and brand awareness to help drive business results. She is one of the leads of the Marketing & Business Development Circle. Internally she manages and executes marketing and business development initiatives, with daily oversight of the website, social media, and thought leadership content. In addition, as a part of the Business Development team, she provides leadership and strategic planning on marketing and communication practices for the firm.
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