It’s tax time and in all likelihood you’ve had some close, personal contact with your CPA firm during the last few weeks. While taxes and financial statements are probably at the center of conversation … are there other items on the agenda? I sincerely hope so.

CPAs are much more than number-crunchers and your CPA-client relationship should reflect that dynamic. Certainly, timely and accurate financial information, as well as tax filings, are important, but if the conversation stops there, you are surely missing out.

In the very near term, taxes do matter. Your conversation, however, should go well beyond the balance due. One of the hottest topics at the moment is tangible property. What used to be a relatively simple consideration, focused in many cases on buy now or buy later, has taken on a life of its own. Beyond the initial consideration of what to expend is the determination of category and type of classification. With a multitude of terms swirling around, including 481(a) adjustment, safe harbor, election, partial disposition, and form 3115 — it’s not shocking that many taxpayers are surprised at the impact of the new tangible-property regulations. Without in-depth consultation with your CPA, you can quickly join that club, or worse, file a negligent tax return.

A qualified CPA is also a worthy ally as you work to ensure that your business grows and prospers. Whether considering an expansion or sale, your CPA will provide you with a full understanding of the potential financial outcomes. A conversation that commences after the deal is done can dramatically limit your options, and certainly the opportunity to approach the transaction armed with complete information.

What else should your CPA be doing for you? To begin, your meetings should not be reserved for year-end, alone. Just as you shouldn’t visit your doctor only when you have the flu, you should maintain an ongoing dialogue with your CPA. Does he or she know about your business operations? Your competition? What are your long-term plans for succession? Does your CPA know what keeps you up at night? Your CPA should be a sounding board, an adviser, a partner. The implications of this type of relationship are far-reaching — in a good way.

Let me put a few things on the table for consideration. Beyond tax and financial reporting, what about your financial-reporting system? After all, this is where everything begins. Does the system and available reporting meet your needs, providing timely and reliable information? Many businesses today utilize dashboard reports, but these important tools are only effective when reporting accurate, useful data. A conversation with your CPA can help determine whether any information issues you might be experiencing are system or data related.

Accurate information provides a clear view of the actual cost of doing business. Consideration of direct and indirect costs, overhead, break points, and profitability all combine to tell a story. The combination of key performance indicators and analysis can identify when action is necessary in order to respond to today’s quickly changing business environment. Your CPA can help you synthesize and utilize all of this.

There is almost no limit to the areas where your CPA can provide valuable insight. Financing, workforce issues, expansion, transition, management-information systems, competitive advantage, the list goes on. Broach the topics. The response may be a simple conversation or a more in-depth consultation. Yes, I know, “consultation” sounds expensive, but isn’t the price of failure far greater? You are probably talking with your CPA about taxes, why not much more?        

Gail Kinsella is a partner in the Syracuse office of The Bonadio Group accounting firm. Contact Kinsella at gkinsella@bonadio.com

Throughout the budget-negotiation process, I’ve discussed a number of priorities, like the need to help middle-class families, supporting our children’s education, and helping family farmers. I think we’ve had some meaningful conversations on these matters. We must also see what we can do to invigorate upstate New York.

I am very passionate about finding ways to support our part of the state. I see two looming needs in our area: economic growth and support to repair and rebuild our bridges and roads. These two needs complement each other, as efficient and sound infrastructure is very important to supporting and attracting small businesses and job creation.

It is interesting how differently the governor and each conference of the state legislature approach economic development. Personally, I have always believed that our first responsibility in this area should be to make the state a better place to start and operate a small business. The fact is that New York has created an environment where taxes and over-regulation have made it very difficult to keep mom-and-pop shops open.

Over the last few years, the governor has held many economic-development competitions. That isn’t a bad thing, but I am growing frustrated because we are creating winners and losers when all communities Upstate need help. Cuomo’s plan to create yet another competition, his “Upstate New York Revitalization Competition,” where only three regions out of seven will win $500 million in awards, is creating disparity among the regions of upstate New York. To put it simply, all regions need assistance, especially in the Mohawk Valley and the North Country. We should not risk alienating any New Yorkers from economic opportunities just because they do not reside in one of the chosen regions. I have been advocating for more funds that will be fairly distributed throughout Upstate for economic revitalization.

And as I have said, economic development and infrastructure go hand in hand. Our local roads and bridges are crumbling because of the state’s failure to assist our upstate municipalities. I have been fighting for the funds from the more than $11 billion windfall in bank settlements to be invested in fixing Upstate’s long-neglected roads and bridges.

We have an obligation to support upstate New York and offer solutions that will help invigorate it to create new jobs and economic growth. I will be considering all these priorities when I make my final vote on the budget.         

Marc W. Butler (R,C,I–Newport) is a New York State Assemblyman for the 118th District, which encompasses parts of Oneida, Herkimer, and St. Lawrence counties, as well as all of Hamilton and Fulton counties. Contact him at butlerm@assembly.state.ny.us

National Ag week was celebrated recently. It’s a week in which we recognize the abundant crops harvested by farmers all over the nation and the contributions they make to the economy. In New York state alone, the agriculture industry recorded $5.68 billion in cash receipts in 2013, up more than $1 billion from 2010. 

Economists estimate that for every one job created in agriculture, that one job generates an additional 0.8 non-agricultural jobs.

Consumer demand for local produce has surged in recent years. We’ve also seen communities voice a desire for open spaces amid pressures from land developers. Local farms provide both local produce and open spaces, but running a profitable farm is not easy. For the most part, these are family-owned and operated businesses that are subject to market and price fluctuations, weather, crop disease, and many rules and regulations where rest and time off is hard to come by, especially in dairy farming. 

One group in particular that has recognized some of the complexities unique to a family-owned farm business is NYFarmNet. The organization assists farmers in transferring assets or farm ownership to the next generation, helps with expansions, and assists with retirement and estate planning. If a farmer calls with a concern, NYFarmNet determines which type of counselor to send — either financial, crisis management, or a business analyst. Counselors are hired on a consulting basis, which helps the organization save on costs, and counselors travel to the farms to assist the farmer directly.

In January, the organization held a two-day seminar on farm-business transfers in Syracuse. The seminar attracted 150 farmers. In talking with those who operate NYFarmNet, I found there is a growing demand in agriculture for this type of service. As farmers look to retire, they either need to transfer their farms to the next generation with financial agreements or sell outright. NYFarmNet also helps with advertising farms for sale. 

In addition to financial and legal services, NYFarmNet provides mental-health counseling services and can send a psychologist or social worker to the farm when asked to do so. Most counselors and financial advisors have some experience with farming so they can identify the problems inherent and unique to farmers. Recently, NYFarmNet has had to respond to reports of barn roofs collapsing or damage to property due to the heavy snowfall this winter. This type of damage or property loss comes with its own set of considerations that the organization can provide advice on.

NYFarmNet is funded in part by the New York State Department of Agriculture and Markets as well as the Office of Mental Health, and is managed by administrators through Cornell University. Last year, NYFarmNet received a total of $875,000 in the state budget through both departments. I support the funding of these services and hope through budget negotiations the legislature can at least maintain funding for the important services they provide to the agriculture industry. To learn more or to seek help, visit nyfarmnet.org or email them at nyfarmnet@cornell.edu or call 1-800-547-FARM (3276).        

William (Will) A. Barclay is the Republican representative of the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact him at barclaw@assembly.state.ny.us, or (315) 598-5185.

It is spring as Professor Albert Einstein and his assistant walk across the Princeton University campus. The shy assistant asks the famous physicist if the test he just gave his physics graduate students isn’t the same test he gave last year to this same group of students? “Yes,” Einstein answers, “it is the same test to the same students.”

The assistant asks dumbfounded, “How could you give the same test to the same students two years in a row?” “Well,” Einstein answers slowly, “the answers have changed.”

What about your business? Has business changed for you and are the sales programs that worked so well for you in the past not working so well today? 

Recently, we’ve seen news stories about companies such as Target, Microsoft, IBM, Best Buy, Family Dollar, Caterpillar, GameStop, and Nordstrom planning closures or layoffs. Think their business is changing?

Are you making any changes in your company due to the continued changes in your business environment? One business owner told me he hoped business would improve. Well, business will only improve for you when you improve your business.

In today’s highly competitive marketplace, the sales answers have changed.

– Your customers have changed the way they wish to do business.

– The way your customers purchase products and services has changed.

– The way your customer wants to deal with a salesperson has evolved.

– The balance of who is in control of the sale has changed.

– Are you aware of how your customers want to do business today?

Progressive Insurance and its TV spokesperson “Flo” know what customers want. Between 1996 and 2005, Progressive Insurance grew an average of 17 percent per year, from $3.4 billion to $14 billion in sales.

The Harvard Review wrote, “Progressive’s success is maddeningly simple: It out-operated its competitors, it simply took their customers away.”

Have you adapted to all of the changes in the business world, or are you using the same sales playbook from the past?

In the wonderful past, you the salesperson had all of the power. You had all of the pertinent information about the product or service you offered and knew far more than the buyer. You had control.

Today, the buyers know as much, or to your embarrassment, more than you do about what you are selling and how it compares in the marketplace. They are in control.

Does this mean the end to the art of selling? Yes and No. 

Yes, it will mean the eventual end to the old way of selling. Misleading people, using high-pressure techniques, outright lying, being dishonest or mistrustful, not being totally upfront with the customers, and not knowing what the customers want as an outcome of their purchase will kill the sale and destroy a business. If you don’t differentiate yourself from the competition you will lose the sale.

No, it won’t be the end for the sales professionals that do it the right way. Salespeople that are trustworthy become a partner to the buyers in the sales process, being more of a trusted adviser than a pushy salesperson. Using honesty, integrity, ingenuity, and determining what the customers want as an outcome to this purchase will move you to the front of the line in gaining their trust and their business. Differentiate yourself from your competitors.

If you want to grow your business, just remember, the sales answers have changed. Have yours?        

James McEntire is founder and owner of JM Sales Consulting, a company that says it provides training and coaching for those who want to excel in sales. Contact him at (315) 761-3208, or visit his website at http://jmsalesconsulting.com