While clients expect a high-level of service, few firms take the time to define what that really means. Furthermore, management frequently does not communicate to employees what they need to do to deliver consistent exceptional service. It is not enough to ask employees to provide exceptional service. You have to tell them exactly how to deliver that level of service.
A survey of clients from approximately 400 companies reported that only eight percent of the companies actually delivered a superior experience. Eighty percent of the companies that participated in the same survey believed that the service they provided was indeed superior [Bain & Company].
A best practice is to define your brand and communicate to employees how to deliver on your brand promise. For example if providing “value beyond accounting” is important to your firm you can start by developing a list of on-brand behaviors. Decide how you firm will uniquely provide “value beyond accounting.” For example, you could give clients industry data and benchmarks with every audit report. Or you can discuss strategies to increase profitability when you deliver the audit findings.
Train employees on how to deliver “value beyond accounting” and make them accountable for living this brand concept. Incorporate on- and off-brand behaviors into annual performance evaluations. Institute a brand recognition program to reward employees that “live your brand.”