This page serves two sides. If you run an accounting firm, it helps you define who the firm sells to best, beyond the “companies in every sector” line that shows up on so many websites. If you sell to accounting firms, it shows who makes the purchase decision inside them and what weighs in that decision.
The examples are fictional companies and show which side defined the ideal customer. To build yours, use the tool: eight questions, result on screen.
Fictional example: Company in the sector
Accounting firm serving healthcare businesses
Clinics, practices and laboratories with up to 30 employees in the interior of São Paulo state, where the purchase decision is made by the partner who runs management, and the problem is not knowing how much profit each unit makes and paying taxes without planning.Define my ideal customer
Fictional companies. Each sentence states the type of company, the size, where it is, who decides and which problem is solved. The label shows whether whoever defined it is in the sector or sells to it.
Clinics, practices and laboratories with up to 30 employees in the interior of São Paulo state, where the purchase decision is made by the partner who runs management, and the problem is not knowing how much profit each unit makes and paying taxes without planning.
Small manufacturers with 10 to 49 employees in the Serra Gaúcha region, where the purchase decision is made by the owner, and the problem is closing the month late and only discovering in the year-end statements that the margin has dropped.
Accounting firms with 5 to 30 staff and a client base of small businesses under Brazil's simplified tax regime, where the purchase decision is made by the partner in charge of operations, and the problem is losing hours chasing clients for documents over WhatsApp and email.
In small firms, the buyer is usually the partner who founded the firm and still serves clients. They decide quickly when they see time given back to the team, and slowly when something new requires changing the month-end routine.
In larger firms, the tax, payroll and accounting departments each have a head who feels the pain day to day. They do not approve alone, but they take the idea to the partners and can block anything that disrupts the workflow.
When the firm is the one selling, the decision maker on the other side is almost always the owner or the finance lead. They want to hear about peace of mind with the tax authorities and numbers to make decisions, not about ancillary obligations.
The problem your company solves is the last part of the ideal customer sentence, and almost always the one that weighs most in the buyer's decision.
Eight questions about your best customers. At the end, a ready sentence with sector, size, region, who decides and the problem you solve, plus a warning if it is too broad. Free and with no sign-up.
Open the ideal customer builderThere is no single one. The ideal customer is the slice where your firm already delivers best: a sector the team knows well, a size where the fee makes sense and a type of owner who values guidance. Look at your three best current clients and find what they have in common.
It helps you get remembered and referred. Specializing does not mean turning away everyone else: it means having a sector where you speak the client's language and can show results. You can combine a main niche with a general client base.
In small firms, the founding partner. In larger ones, the head of the department that will use the tool brings the idea, and the partners approve. It is worth talking to both: one feels the pain, the other signs.
In online business rounds, the firm talks to companies that have stated what they are looking for. There is also a page for accounting firms that organize business rounds for their clients. Each company's first round is on the platform, with just the CNPJ (Brazilian company tax ID).
In an online business round you have several short meetings with companies looking for what you offer. Your company's first round is on us, with just your CNPJ (Brazilian company tax ID).