MTD for VAT video promotion

As part of the Landmark Tax Box service, our April 2019 video covers the MTD for VAT changes from 1 April 2019.

Do you offer an MTD for VAT service to clients?

If yes, and if you promote the service on your website, why not acquire the rights to have a branded copy of this video displayed on your website?

According to published research, video content is more likely to capture the attention of site visitors than text. Adding video content will also beef-up your profile with the search engines.

Do you have a YouTube channel?

Out Tax Box videos will help you build a useful series on your YouTube channel, and if you don’t have a channel as yet, use the MP4 files that we provide as part of the Tax Box service to create one for your practice.

You can link the videos to your Twitter, Face Book and other social media outlets.

Introductory offer – 50% discount

Each quarterly video costs £260 plus VAT for the branded version and £195 plus VAT for a generic version.

The Tax Box service is provided on an ongoing subscription basis, but you are free to cancel this subscription at any time.

If you are willing to try out this service, and if you sign up before 1 April 2019, we will discount your MTD for VAT video subscription by 50% – this offer is for new subscribers only.

This reduces the cost of the April 2019 video to £130 plus VAT for the branded version and £97.50 plus VAT for the generic version.

Watch video here

This is the pre-release version of the MTD for VAT video, your copy would be branded – your logo and contact details are added – if you select the TaxBox plus option prior to publication. The reference on the title bar to Tax Box would be removed.

Complete online order form to secure your 50% discount

Complete before 1 April 2019 to qualify for 50% discount

The order form will not display the discount, you will automatically receive the reduced price if you submit the order before 1 April 2019.

Dither or act

I suggest that a contemporary definition of dither be changed to reflect the way that politicians of all shades have handled the EU withdrawal agreement. Good job these people don’t have to manage a business.

18 months to purchase a book

And maybe I should include myself in this definition. When in full-time practice I remember taking eighteen months to make a decision to buy a Tolley’s tax planning book.

The hapless sales person would ring me dutifully every month or so, to be requested to call back in a further two-months. Eventually, the game of cat and mouse concluded and the book was acquired.

Which brings me to the point of this post.

How many decisions have you declined to make recently?

What I have discovered, is that the older I get, the less tolerant I have become regarding incomplete tasks. I made the mistake some years ago of visualising a sack I carried in which all my deferred actions were parked – I’ve no idea how heavy this bag became, before I started to empty it, but the contents had a way of haunting me.

The incomplete items became a growing distraction. The sack of deferrals required periodic reviews and as the sack filled, this process  was taking up too much attention, too much time.

Lightening the load

As with all effective strategies, the solution to my problem was really simple: I spent less time considering what to do and spent more time doing stuff. All pretty obvious.

How did I do this? I purchased a Paperchase “New Week, New Goals” booklet. This allowed me to empty the sack and create a list of absolutely everything that was incomplete, or that I needed to revisit at a later date. I then planned what I was going to achieve to shorten the list in the following week; the remainder of my uncompleted actions stayed in the book. After a few months of using this process the deferred list started to shorten and the weight on my back, on my attention, significantly diminished.

I update this book every Sunday night and I can’t tell you the pleasure it gives me when a task is highlighted as completed. And if a chore is left undone, for whatever reason, it just gets moved forward.

This system may not suit everyone. However, there are a few up-coming challenges for our profession and the UK business community that will demand a certain dexterity and agility. Being weighed down by your internal to-do lists and their constant need for attention, is possibly not the smart way forward.

 

 

Opportunity knocks, again

OPPORTUNITY: a time or set of circumstances that makes it possible to do something. The opposite of which is usually described as misfortune, tragedy and failure.
PESSIMIST: is a mental attitude in which an undesirable outcome is anticipated from a given situation.
OPTIMIST: is inclined to be hopeful and to expect good outcomes from a given situation.
I my opinion these three words shape the way we react to a changing business environment and it is worth pausing to reflect on where we fit on the sliding scale?

Opportunity/Optimist

This is one extreme position. With these beliefs there is always a tendency to “look on the bright side of life”, to search for outcomes that prove the belief that there is always win-win outcome to any given situation. At it’s most effective, this combination drives innovation, it’s a creative force. At its most ineffective, this combination would have us drive off the white cliffs confident in the belief that the cliff edge is an illusion and the road continues into the wide blue yonder.

Misfortune/Pessimist

At this extreme, we cannot cope with the idea of a constructive outcome, the downside risks are the only criteria that seem to hold water. Pessimist would not even get in the car, they would simply watch the unfortunate spectacle unwind and feel an agreeable sense that the universe has once again proved that misfortune, tragedy and failure have prevailed.

Where do you sit on this scale?

Take a few minutes to consider where you sit on the seesaw that determines your reaction to changing circumstances.

I like the analogy of the seesaw. It’s easy to conceptualise that at either extreme we experience the most movement: for movement you could substitute the range of our feelings or the inability to appreciate an opposite point on view. In fact, there is point, a fulcrum point, half-way between the two, where there is relatively no movement, and this, I believe, is where we need to sit when making decisions about our future courses of action.

If we are optimistic and opportunistic in outlook we should draw breath and see if the opposite point of view offers any constructive checks and balances that will allow us to reach a sensible conclusion. And the same process would apply to the pessimists if they drew breath and took stock of the optimists point of view.

Taking a fresh look at current challenges

This week, the outcome of the Brexit conundrum should be decided. Next month, MTD for VAT kicks off. Next year, we may see MTD rolled out to embrace the upload of accounts data. Eventually, I am sure that HMRC will pursue Pay as You Go – quarterly payment – of self-assessment liabilities. There is a LOT of change in the air for the accountancy profession and it’s time that practitioners lifted their heads from the daily grind, aware of their tendency towards the above dichotomy, and figure out just how they are going to respond.

Fee Building

In conjunction with feedback from practitioners, I am writing a planning resource that firms can use to rise to these challenges. It examines the possibilities to re-frame existing, recurring – and mostly compliance – services, and add a bunch of new recurring services. I am hopeful that my approach will prove useful, and profitable, to both the optimists and pessimists out there…

I should have this ready to launch before the end of this month.

– posted by Bob Edwards, 12 March 2019.

 

Support services for professional practices

The Landmark Support Directory – where you can find third-party support for a variety of issues – is starting to fill. There are presently nine firms represented.

Present service support available

Topics covered include:

Easy to use CA claims calculator

The first to sign up, the Capital Allowance Review Service, has recently posted a blog article covering how tax payers can reduce taxable income by claiming capital allowances. There is a useful link at the end of the post to an online “Claims Calculator“. Worth a look as this would provide you with an estimate of CA’s available for a wide variety of capital acquisitions by clients.

Could you provide colleagues with support on specialist topics?

Do you, or could you, provide specialist support to firms on complex tax issues or other professional service matters?

Take a look at the Support Directory here.

If you are interested in adding your details to the directory, information on how to do this and the costs involved can be accessed here

 

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