Should I share prices on my website (accounting)?


I don’t think there’s ever a right or wrong answer here. There’s no one size fits all solution.

I’ve built a strategy around putting the pricing on my website and it works very well for me. But this also comes with a host of other variables in terms of how I do my business.

Like I was discussing in my Zoom already, there’s no one thing, no one formula. The key to all of this is finding the right set of things that works for you.

And at some point when it really starts working you’ll find yourself saying something like, “I don’t know which one thing I am doing that works, so I keep doing them all.”

That’s just a matter of having a conversation with the client and getting clear on what their needs are. You tell them which plan they go into based on what they need you to do.

I had a client tell me he wanted to review reports with me weekly. That wasn’t included in our plan. I told him he could either upgrade or pay additional for one of my support plans to cover the weekly meetings to review reports.

Evidently he didn’t see the value in that because he declined. I don’t see the value in putting my energy and experience into reviewing reports with him, without being paid more.

That was that. He’s still a client at my lowest tier. He still sometimes asks for additional things that are outside the scope of what I am willing to do for him at his current level. And I keep giving him the same answer.

Putting the pricing on my website enables me to start the conversation with some perspective. We’re exchanging value. I show people what it costs for different levels of service. If they want more insights they pay more.

In medicine I sort of have to pay for whatever is diagnosed. Accounting and bookkeeping doesn’t work that way, ESPECIALLY when we’re talking about becoming the more strategic advisor.
It’s not a question of necessity. It’s a question of what amount of money will get me excited to do the work we are agreeing on doing.

Sometimes I go in between and create a hybrid plan. The point of the pricing table is not to be the end all one size fits all plan. It’s a starting point.

For example, one client needed one thing that was on one tier, but didn’t need something that was on a lower tier. I was happy to swap them out. In other cases I have offered a hybrid plan that includes my lowest monthly consulting plan, plus one of my support plans.

So, they get our basic monthly bookkeeping offering, but then on the support plan we do the analysis and strategy – one client is using the support plan to work with me on cash flow projections. This works perfectly for me and the client. This way if he doesn’t want to spend as much, he can cut back on the analysis with me. We can do meetings twice a month instead of weekly.

And this is where I think a lot of us are “missing the boat” (I know I was when I started putting together my consulting plans). We think it all has to be put in a box and packaged up and sold, but that isn’t how this works. We build an accounting or bookkeeping business based on relationships.

That means we talk to the clients, and find out what they need. In my business the client never picks the plan. I talk to them, and then I prescribe the plan after making the diagnosis (if we’re going to go with that analogy).

Most of the time the client will ask me and say they think they need [insert plan they think they need]. Then after a short conversation I will either agree with them, or offer something else based on what I think their needs are.

We have to be in control of the conversation, not the client. You wouldn’t walk into your doctor’s office and tell them what kind of treatment you think you need. You listen to your doctor because he or she is the expert.

Seth David is the Chief Nerd and President of Nerd Enterprises, Inc. A company that provides consulting and training services in accounting and software. Consulting services range from basic bookkeeping to CFO services such as financial modeling.