September 2026 Tax and Business Update

September 2026 Tax and Business Update: What You Need to Know

Australia’s tax and compliance environment continues to change. Recent developments affect the timing of superannuation payments, family trust obligations, property deductions, capital gains tax, contractor income reporting and SMSF valuations.

For business owners and investors, the message is clear: accurate records, timely action and careful advice are increasingly important. Below is a practical overview of the key developments and the actions you should consider.

Payday Super is now in effect

The Payday Super reforms commenced on 1 July 2026, changing the way employers meet their superannuation guarantee obligations. Employers must now ensure eligible super contributions are received within the required timeframe linked to an employee’s payday, rather than relying on the previous quarterly payment cycle.

The ATO has finalised guidance covering the transition to Payday Super, eligible contributions and the calculation of the superannuation guarantee charge where an employer does not meet its obligations.

What employers should do

  • Review payroll and superannuation payment processes.
  • Confirm that payroll software and clearing-house arrangements support Payday Super.
  • Allow sufficient processing time for contributions to reach employees’ funds.
  • Reconcile payroll, superannuation and general ledger records regularly.
  • Investigate rejected or returned contributions immediately.

Late payment can result in additional costs, administration and potential superannuation guarantee charge liabilities. KGBM can review your payroll process and help establish reliable controls for ongoing compliance.

Family trust distribution tax: important deadline approaching

The ATO is offering eligible taxpayers up to an 80% remission of general interest charge on certain family trust distribution tax liabilities until 31 December 2026.

Family trust distribution tax may arise when a trust with a family trust election makes a distribution outside the permitted family group. These issues can remain undiscovered for years, and there is no general time limit preventing the ATO from issuing a liability notice.

Trustees should review historical elections and distributions before the concession closes. Early voluntary disclosure and payment may significantly reduce interest costs where the ATO considers remission fair and reasonable.

Recommended action

Arrange a review if your trust has:

  • made or received a family trust election or interposed entity election;
  • distributed income or capital to extended family members, companies or other trusts;
  • changed beneficiaries, ownership arrangements or advisers; or
  • uncertain or incomplete historical trust records.

Negative gearing and capital gains tax reforms

Further amendments have been proposed and enacted in connection with the Government’s negative gearing and capital gains tax reforms. The rules include important treatment for residential properties transferred through inheritance or relationship breakdown and further detail on what may qualify as a new residential dwelling.

For certain transfers between spouses or through deceased estates, existing negative gearing treatment may be preserved. The reforms also include significant CGT consequences and choices that may depend on the taxpayer, asset and acquisition circumstances.

Individuals and trusts holding CGT assets should maintain reliable ownership, acquisition and improvement records. Where valuation evidence may be required, it should be obtained from a reputable or appropriately qualified valuer at the relevant time.

These measures are complex and continue to develop. Advice should be obtained before acquiring, transferring, restructuring or selling property.

Holiday homes and rental property deductions

From 1 July 2026, updated ATO guidance applies to rental properties that are also used as holiday homes or leisure facilities.

Where a property is not used or held mainly to produce rental income, owners may be unable to claim major ownership and operating costs such as interest, council and water rates, body corporate fees, repairs and maintenance. Some directly connected expenses, including advertising, guest cleaning and booking commissions, may still be deductible.

Where the property is used mainly to earn rent but has limited private use, deductions may still be available under the ordinary rules, subject to appropriate apportionment.

Records property owners should retain

  • Booking calendars and evidence of genuine availability for rent.
  • Details of private use by owners, relatives and friends.
  • Market rental evidence and agent correspondence.
  • Advertising records and platform statements.
  • Invoices for interest, rates, repairs, cleaning and commissions.

The commercial reality of how the property is used is critical. Simply listing a property for rent may not, by itself, support a full deduction claim.

ATO data matching for motor vehicles

The ATO is collecting motor vehicle registration and transfer data for the 2025/26 to 2029/30 financial years. The program covers vehicles newly registered or transferred with a purchase price or market value of at least $10,000.

The data may be compared with tax returns, activity statements and other records to identify potential discrepancies involving income tax, GST, fringe benefits tax, luxury car tax and fuel tax credits.

Businesses should ensure that vehicle purchases, disposals, finance arrangements, private use and employee benefits are correctly recorded. Business owners should also be able to explain significant vehicle acquisitions that appear inconsistent with their reported financial position.

Contractor income will increasingly be pre-filled

For Tax Time 2026, the ATO is pre-filling contractor payments reported through taxable payments annual reports into the tax returns of many sole traders and individuals in business.

This information is intended to improve reporting accuracy, but it is not necessarily a complete record of business income. Contractors remain responsible for declaring all income and maintaining evidence for legitimate business expenses.

Before lodging, contractors should reconcile:

  • customer invoices and receipts;
  • bank deposits;
  • payment platform records;
  • taxable payments annual report information; and
  • GST reported through business activity statements.

Differences should be investigated and documented before the return is lodged.

SMSF valuations are under increased scrutiny

Market valuations are a priority area in the ATO’s 2026/27 SMSF auditor compliance program. Particular attention is expected for real property, unlisted shares and units in private trusts.

SMSF trustees must report fund assets at market value and provide the auditor with sufficient objective evidence. Repeating a prior-year figure or relying on an unsupported estimate may not meet the required standard.

Reliable 30 June 2026 valuations may also be important for Division 296 planning and any available cost-base election. Trustees with difficult-to-value assets should agree on a defensible valuation process early and collect supporting evidence while it is readily available.

Strong records remain your best protection

Recent tax cases reinforce a consistent lesson: a claim must be supported by both the law and reliable evidence.

Expenses are not automatically deductible merely because they help a person maintain professional knowledge or capability. Similarly, GST credits may be denied where legal or other costs relate to holding or realising an investment rather than carrying on an enterprise. Taxpayers seeking protection through the tax agent safe-harbour rules must also provide their adviser with complete and accurate information.

Good tax outcomes begin with clear documentation, correct accounting treatment and advice obtained before a transaction is completed.

How KGBM can help

KGBM supports businesses, employers, investors and trustees with practical accounting and tax compliance services, including:

  • bookkeeping and reconciliations;
  • payroll and superannuation compliance;
  • BAS preparation and lodgement;
  • company and individual tax returns;
  • trust and entity accounting support;
  • management reporting; and
  • Virtual CFO services.

If any of these changes may affect you, contact KGBM to arrange a review. Early action can help reduce compliance risk, avoid unnecessary interest and penalties, and give you greater confidence in your financial position.

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Tax Implications of Rewards Cards

Franchise Ownership Mastering Tax Essentials!

ASIC : Pay your annual review fees in advance and save

 

 

ASIC: Pay your annual review fees in advance and save

Here’s a summary of the key points:

        • Advance Payment Option: Companies can pay annual review fees 10 years in advance at a discounted rate.
        • Fee Protection: Paying in advance protects the company from future fee increases.
        • No Refunds: Refunds are not available if company circumstances change after paying in advance.
        • Separate Recording: Advance payments are separately recorded and do not appear as a credit on the company’s account.
        • Notification Requirements: Even with advance payment, the company must review the annual statement and notify changes within 28 days.
        • Solvency Resolution: Company directors must pass and store a solvency resolution within two months of the review date, unless a financial report has been lodged within the last 12 months.

Here’s a breakdown of the advance payment fee amounts for 10 years:

Type of company or scheme Annual review fee Advance payment for 10 years
A public company, except a special purpose company or a small transferring financial institution $1,492 $10,000
A proprietary company, except a special purpose company $321 $2,381
A special purpose company (proprietary) $65 $452
A special purpose company (public) $61 $446
A registered scheme $1,492 $10,000
Corporate Collective Investment Vehicle $1,492 $10,000

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Tracking the top trends in fraud

Tracking the top trends in fraud

The threat landscape for fraud has evolved significantly, and Accountants play a crucial role in helping businesses mitigate these risks.  Here’s a summary of the key fraud schemes highlighted and the steps Accountants can take to help their clients:

Trending Fraud Schemes in 2024

  1. Vendor Fraud: Skimming Off the Top
    • Nature of the Fraud: Includes invoices for undelivered services, kick-back schemes, and padded invoices.
    • Increased Risk: The rise of remote work has led to less oversight of purchasing processes.
    • Expert Insights: Fred Kohm emphasized the importance of reviewing accounts payable to ensure payments are made to legitimate vendors. Jonathan T. Marks noted the necessity of updating controls to reflect remote work realities.
    • Accountant Actions:
      • Urge clients to tighten controls and increase audits.
      • Train accounts payable departments to recognize suspicious transactions.
      • Use data analytics to flag discrepancies, such as vendors with the same address.
  2. Revenue Recognition Fraud: Too Good to Be True
    • Nature of the Fraud: Involves exaggerating or falsifying revenue to meet targets, receive bonuses, or improve corporate appearance.
    • Increased Risk: Often seen in growing companies that haven’t updated their controls.
    • Expert Insights: Marks highlighted the role of compensation incentives in driving fraudulent behavior and the increased enforcement.
    • Accountant Actions:
      • Educate clients on maintaining accurate reporting and robust checks.
      • Encourage transparency and accountability in corporate culture.
  3. Ransomware: Networks Under Attack
    • Nature of the Fraud: Hackers hold company networks hostage, demanding ransom payments.
    • Increased Risk: The frequency and severity of attacks are rising, though not always widely publicized.
    • Expert Insights: Kohm stressed the importance of vigilance, especially for rapidly growing companies lacking technical sophistication.
    • Accountants Actions:
      • Advise clients on penetration testing and vulnerability assessments.
      • Train employees to recognize phishing schemes and other attack vectors.
  4. Disaster Relief Fraud: Taking Advantage in Uncertain Times
    • Nature of the Fraud: Includes contractor scams, fake charities, and inflated insurance claims following disasters.
    • Increased Risk: The chaotic post-disaster environment is ripe for fraud.
    • Expert Insights: Woodward pointed out the need for diligence and thorough research during disaster recovery.
    • Accountants Actions:
      • Educate clients on verifying charities and contractors through platforms like GuideStar.
      • Encourage strong oversight and frequent audits post-disaster.

How Accountants Can Help Mitigate Fraud Risks

  1. Fraud Risk Assessment:
    • Conduct comprehensive fraud risk assessments to identify potential vulnerabilities.
    • Encourage clients to brainstorm around how fraud could occur within their operations.
  2. Use of Technology:
    • Implement data analytics tools to detect anomalies and patterns indicative of fraud.
    • Leverage AI and machine learning to enhance fraud detection capabilities.
  3. Employee Training:
    • Regularly train employees on recognizing fraud indicators and following proper procedures.
    • Foster a culture of vigilance and ethical behavior within the organization.
  4. Strengthening Internal Controls:
    • Update internal controls to reflect changes in work environments, such as increased remote work.
    • Ensure segregation of duties and robust approval processes for financial transactions.
  5. Regular Audits and Reviews:
    • Perform regular audits and reviews of financial statements and processes.
    • Encourage clients to have open conversations about vulnerabilities and risk mitigation strategies.

By staying informed about current fraud trends and employing these preventive measures, Accountants can significantly reduce the risk of their clients becoming victims of sophisticated fraud schemes. This proactive approach not only protects the financial health of businesses but also safeguards their reputation in an increasingly complex threat landscape.

AI and fraud: Should Know

AI and fraud: Should Know

The threat landscape of fraud has significantly evolved with the advent of AI, heightening the complexity and efficiency of fraudulent schemes. Here’s how AI has reshaped these threats, particularly in the context of executive impersonation scams and other fraud types:

Executive Impersonation Scams

Traditional Approach: These scams typically involved emails where fraudsters impersonated CEOs, requesting urgent fund transfers. Employees were trained to identify red flags such as unusual requests, poor grammar, and inconsistencies in email addresses.

AI-Driven Evolution: AI has introduced deepfake technology, allowing fraudsters to create convincing voicemail or video messages that mimic a CEO’s voice and appearance. This next-level threat means employees might receive seemingly authentic video calls or voice messages, making detection much harder.

Automation and Efficiency in Fraud Schemes

Traditional Fraud Schemes: Historically, executing fraud required significant manual effort, including creating fake documents and planning phishing attacks, which limited the scale and speed of operations.

AI-Driven Efficiency: AI can automate these processes, allowing fraudsters to execute a high volume of attacks quickly and with minimal human intervention. For instance, AI can generate large quantities of phishing emails or fake documents, significantly increasing the reach and impact of fraudulent activities.

Generation of Convincing False Documents

Traditional Document Fraud: Fraudsters created fake documents that often contained detectable errors such as poor formatting or incorrect details, which could be identified by vigilant employees.

AI-Enhanced Document Fraud: AI can produce high-quality, realistic documents such as invoices, contracts, and bank statements. By analyzing numerous legitimate examples, AI systems generate fakes that are nearly indistinguishable from authentic documents, reducing the likelihood of detection.

Sophistication of Traditional Attacks

Traditional Phishing Attacks: Phishing often relied on generic, broadly targeted messages, which have become less effective as awareness has increased.

AI-Driven Sophistication: AI can tailor phishing attacks using publicly available information to create highly personalized messages. For example, fraudsters can use social media data to craft messages that appear to come from a distressed family member, complete with personal details and convincing media like photos and mimicked voices.

Increasing Speed and Persistence of Schemes

Traditional Limitations: Traditional schemes required significant planning and manual execution, limiting the frequency and persistence of attacks.

AI-Enhanced Persistence: AI operates tirelessly, allowing for continuous and relentless attacks. Automated AI systems can execute spearphishing, robocalls, and ransomware attacks at a scale and persistence unattainable by humans alone.

Decreasing Detectability

Traditional Cybercrime Detection: Tracing cybercrimes often relied on identifying human errors or detectable patterns in fraudulent activities.

AI’s Role in Evasion: AI can employ techniques to evade detection, such as using generative adversarial networks (GANs) to continuously improve the realism of fake data. GANs involve two neural networks that train each other: one generates false information while the other detects it, leading to progressively more convincing forgeries.

Mitigation Strategies for AI-Driven Fraud

  1. Advanced Training Programs:
    • Educate employees about the capabilities of AI in generating deepfakes and the new red flags to watch for.
    • Conduct regular training sessions with updated scenarios that include AI-generated threats.
  2. Enhanced Verification Processes:
    • Implement multi-factor authentication (MFA) for financial transactions and critical communications.
    • Use secure, encrypted communication channels for sensitive interactions to verify identities.
  3. AI-Based Detection Tools:
    • Deploy AI systems designed to detect anomalies and inconsistencies in communications and documents.
    • Continuously update AI detection tools to counteract evolving AI-generated fraud techniques.
  4. Public Awareness and Collaboration:
    • Stay informed about the latest AI-driven fraud methods through industry updates and cybersecurity reports.
    • Collaborate with other organizations and cybersecurity experts to share knowledge and develop best practices.
  5. Limiting Data Exposure:
    • Control internal access to sensitive data and limit public availability of personal information to reduce the risk of deepfake generation.
    • Ensure that publicly posted data is minimal and managed securely.

By understanding the evolving capabilities of AI in perpetrating fraud and adopting proactive strategies, organizations can better protect themselves against these sophisticated threats. Embracing AI for fraud detection and prevention is crucial to staying ahead of malicious actors who leverage this technology.

TYPES OF PAYROLL FRAUD

TYPES OF PAYROLL FRAUD

1. This is a more sophisticated form of fraud that often involves salaries being disbursed to “employees” who do not exist in the company. These could be fictitious employees or former employees whose payroll records have not been terminated. It can also involve using the names of current casual employees to fabricate hours being worked within a business and then making payments based on those falsified casual hours into a third party’s bank account. This type of fraud is commonly linked to businesses involved in outsourced labour hire and with large casual workforces, and it normally involves people with ready access to payroll records.

2. This occurs when employees, either by manipulating time records or through deceit, claim overtime for hours not worked.

3. Employees claim benefits for fake or inflated personal expenses. This may include travel expenses, use of a company credit card, use of a company vehicle, or any extra benefit provided to an employee.

4. This occurs when commission is paid on contracts obtained, sales, or other activities directly linked to their duties. Fraud occurs when inflated sales and/or inflated performance figures are provided to obtain higher commissions.

5. Occurs when an employee (in liaison with someone in the human resources or payroll department) changes their pay rate, leading to higher salaries.

6. This is common in businesses where there is a requirement to record hours worked by clocking in and out of work physically or logging in and out of computer systems digitally. Perpetrators generally get other employees to impersonate them, so it appears they have attended work (and are paid accordingly) when they are absent

Insights and tips for strategic revenue planning

Insights and tips for strategic revenue planning

Effective revenue planning allows you to set realistic goals and identify opportunities to increase revenue by offering new services or expanding your firm’s client base.
Revenue planning based on three factors: net new business, one-time projects, and client losses.

Internal and external analysis for revenue planning

Detailed data regarding your firm’s expenses and past revenue are two internal factors that inform decisions for your future revenue targets. Additionally, you’ll want to:

  • Identify your target market — Which clientele would your firm like to reach based on the capacity of resources and services you provide?
  • Understand current clients’ needs and preferences — For example, do your clients prefer in-person or online meetings?
  • Assess any changes in accounting standards or procedures that may affect service offerings.

Revenue modeling should be reflective of the firm’s [business] strategy.  We need to have a pretty clear vision of who do we want to serve, what do we want to do for [clients].

External factors that will influence your revenue plan include:

  • Market demand, which reflects a client’s interest in your firm
  • Business and industry trends that show market direction
  • Business indicators that reflect how your firm is performing
  • Target audiences that determine clients
  • State and federal regulations that affect the accounting profession

Another crucial factor is capacity, which is the ability to offer a service or the amount of services your firm can provide to clients.

Key performance indicators to stay aligned with your revenue plan

Metrics, such as a decrease or reduction in your client base, profit margins and return on investment for marketing campaigns reveal how effective revenue planning strategies are for your firm.

Calculating the revenue growth rate involves measuring how much your firm’s sales have grown during a particular time frame, showing you how your revenue planning efforts are helping your firm grow overall.

The revenue [modeling] toolkit offers some metrics that firms can look at regularly to give them some data … one of which is the pipeline report.

A comprehensive pipeline report should include an overview of your firm’s current revenue state, including the number of activities in progress, their stage of development, and the value of each one.

“Pipeline reporting is really one of the few leading indicators of success that firms have available. Everything else is kind of a lagging indicator, but our pipelines should help us look forward and say, ‘OK, do we have the right amount of activity inside of our pipeline to help us meet our revenue goal?’ ”

Aligning revenue plans with your firm’s business strategy gives you a clear vision of how you want your firm to grow, helping you develop revenue strategies that support your firm’s overall objectives. Firm leaders should communicate clearly with their staff to ensure everyone understands the firm’s strategic goals.

Firms sort of forget or miss their opportunity to really set clear strategies and make sure that everyone in the firm understands what they are. Revenue planning is most successful when there’s intent behind it, and that’s where the strategy comes in … everything needs to be in alignment and supporting each other.

The Revenue Modeling Worksheet is invaluable for firms planning or reorganizing their revenue efforts with intention. With this tool, you can effectively articulate your revenue goals and identify potential areas for improvement, leading to informed decisions that maximize your firm’s revenue targets.

 

Tips for third-party vendor management

Tips for third-party vendor management

Mitigating risks associated with third-party vendors is an important aspect of an organization’s enterprise risk management strategy.
Highlighted the challenges companies face when managing third-party vendors.

As a component of enterprise risk management, Companies to adopt formal vendor-management policies that outline procedures for:

  • Identifying and ranking vendors
  • Selecting vendors
  • Assessing vendor risks
  • Performing due diligence

Ensuring appropriate language and requirements are included in vendor contracts

Vendor management challenges and solutions

1. Lack of accountability with outsourcing

Problem: Companies often outsource vendor management, especially when they have limited internal resources. But outsourcing can result in a lack of accountability: Who is responsible for maintaining security and regulatory compliance? And if there is a security breach, who will be held accountable?

Solution: Open communication: A balanced approach where the company’s team and vendors share responsibility and maintain open lines of communication to prevent confusion and promptly address problems that arise.

2. Inadequate documentation of the vendor partnership

Problem: When companies fail to properly document their vendor relationships — when there’s no integrated system of documenting and archiving such information — that information can be lost when key personnel leave the company.

Solution: Use software to create an online system for accurate documentation of vendors that tracks any changes in vendor operations, financial health, business practices and regulatory compliance to ensure they meet evolving standards.

3. Failure to conduct vendor reviews

Problem: Inadequate vendor reviews invite negative consequences and can lead to underperformed controls around understanding issues with third-party vendors.

Solution: Perform routine vendor reviews based on an established framework for the review process and document archival.

4. Insufficient communication with vendors

Problem: Companies outsource responsibility to third parties without establishing communication channels and reporting mechanisms.

Solution: Create a vendor-management team that includes a management-level member, IT and compliance personnel and other staff who directly interact with vendors. A designated team that oversees vendor management and maintains communication channels allows personnel to hold one another accountable and collaborate to resolve problems.

“Finding the right group is important,” Perry said. “Don’t rely on just one person to do all of it, it’s always better when you have a team.”

5. Unclear scope of services

Problem: When leadership or the vendor-management team don’t have a clear understanding of a vendor’s responsibilities, essential tasks might not be completed and preventable risks might be overlooked.

Solution: Align the vendor’s role and responsibilities with your company’s values, strategic goals and compliance requirements. Clearly define and document the services the vendor provides.

Each company or organization will have a vendor-management system designed to meet its specific goals and objectives, but it is essential that any such system defines the vendor’s scope of work, documents transactions and provides for regular reviews.

Steps to transition to a subscription-based business model

Steps to transition to a subscription-based business model

Since Salesforce disrupted the software industry at the turn of this century, businesses whose models are based on recurring revenues and cash flows rather than “fire-and-forget” products and services have attracted a lot of attention, particularly from investors.

The frequently cited reasons are compelling, not just as a driver of company value but also for the organisations themselves. Greater upselling and cross-selling opportunities and more predictable revenues combined with a vigorous focus on end customers’ needs lead to stronger customer relationships, greater competitiveness, and ultimately higher customer lifetime values. Although often presented as a pricing strategy alone, subscription-based business models inform all aspects of an organisation from finance to IT to culture.

Finance is exceptionally well positioned to champion companies along the subscription journey — from building the business case for change, to operationalising strategies, to incentivising culture change and shaping IT.

Components of a subscription pricing model

At the heart of any subscription pricing model is the idea of customers paying regularly, say monthly or annually, to receive the benefit of a product or service. The most common examples are subscriptions to magazines or streaming services such as Netflix, YouTube Premium, or Spotify.

Sometimes, subscription products or services include multiple components and bundling is an important aspect of subscription pricing strategy. For example, a mobile phone sale can involve a device, airtime (minutes, data, and texts), and insurance.

Subscriptions typically allow customers to continue, upgrade, downgrade, or discontinue the service contract annually, quarterly, monthly, or even daily. That is why continuous customer engagement and satisfaction become critical for any subscription business.

As such, organisations will need to zoom in on the product portfolio and contractual terms to ensure high customer loyalty. Achieving this will require a high degree of organisational flexibility and customer-centric processes and IT systems.

Moving to a subscription model is a strategic undertaking that affects all areas of the business, including culture, people, processes, and technology. This demands that the finance function deploy the full breadth of their capabilities, including business modelling and driver analysis; planning, budgeting, and forecasting; key performance indicator (KPI) development; and incentive structure definition.

Steps to transform to a subscription-based model

Management accountants play a key role in most aspects of a subscription-pricing transformation initiative. With their position between strategy, operations, and IT, they need to be heavily involved in setting up the appropriate technology and business intelligence data infrastructure.

1. Translate strategic objectives into KPIs and incentive structures

Transitioning from a traditional model to a subscription pricing model frequently requires a change in mindset to one where the long-term and changing needs of the end customer, rather than the short-term sales success of the product or distribution partners, become the primary focus of activity.

It also means data trumps intuition. The finance team, therefore, needs to get involved early on by translating strategic objectives into appropriate business drivers, KPIs, and incentive structures. The results from this exercise not only inform the way sales or other parts of the organisation are incentivised but, crucially, determine the business intelligence and data requirements. Despite the known shortcomings, Kaplan and Norton’s classic Balanced Scorecard and Strategy Map, or more recent frameworks like the Business Model Canvas, can provide guidance for this exercise.

2. Define data and analysis requirements based on strategic objectives and KPIs

Subscription businesses typically focus on three central areas: annual recurring revenue (ARR), customer retention, and cash flow metrics. Translating these metrics into KPIs and being able to monitor the KPIs can prove to be challenging for businesses that have traditionally followed a perpetual pricing model or have a channel-centric sales and distribution model.

Finance is best positioned to develop and operationalise the KPIs in the organisation. It can translate the KPIs into data and analysis requirements. Because the end customer is the focal point for any subscription business, organisations need to clearly define end customers, identify them in their data, and capture any interactions, including sales activity and pricing. As the business grows, it becomes crucial to be able to track customer interactions over longer periods of time and to establish leading indicators based on many data points, past or present, that can easily be interrogated.

3. Drive technology, data, and business intelligence infrastructures

Businesses that transform their pricing model will have to make significant changes to their operational systems, particularly the enterprise resource planning (ERP) software. They must typically also invest in processes and technology to deploy and monetise their products over the subscription period and to manage the product’s use at the end-user level. This includes, for example, systems to reliably initiate, renew, terminate, and charge for all or part of a software functionality and associated support services.

Traditional subscription products that are typically of a physical nature, like newspapers or gym memberships, can easily be managed over the customer’s lifecycle, and, for example, be withdrawn upon contract termination. Software products, such as Microsoft Windows, on the other hand, require new technologies and processes to control their usage at the end user level. This is a key area where early market innovators in the software space such as Salesforce disrupted the market.

Finance will have to take ownership of the required business intelligence infrastructure. This in turn demands a firm understanding of the organisation’s technology architecture and data.

Experience shows that unless finance gets involved early and ensures that business intelligence requirements are met, companies run the risk of being unable to effectively master subscription pricing.

The business’s ability to make good decisions based on data requires finance leaders to understand the implications of what is being proposed operationally.

Moreover, they need to work with IT and operations to confidently place their specific requirements on the roadmap and take full ownership of reporting as well as planning, budgeting, and forecasting for technologies.

Experience also shows that “outsourcing” any data and business intelligence competency to the IT function will often lead to not only inefficiencies and a loss in flexibility but also to business requirements not being met sufficiently or data not being interpreted correctly. Instead, subscription pricing initiatives require finance, IT, and other business functions to operate in lockstep.

4. Constantly realign IT systems and data with strategic requirements

Because subscription businesses first and foremost need to be built around customer satisfaction, they need to respond flexibly to changing demands. This also applies to reporting, incentives, IT systems, and data. Finance teams therefore need to adopt a flexible “lean startup” mentality when it comes to their willingness to drive and adopt change or accept failure.

IT systems and data should be flexible enough to support whatever strategic or operational change is necessary to realign the business. Examples here include the ability to re-map customers, products, and teams to new reporting hierarchies or to change the algorithm behind the calculation of KPIs.

Formulating and testing hypotheses based on data and then updating metrics as well as reporting structures should become second nature to any management accountant involved with subscription pricing. As the guardian of enterprise value, finance also needs to lead by example when it comes to making IT investment decisions; a rigorous use of business cases to test and clearly outline objectives, costs, benefits, and alternative options is good practice in any business, not just subscription businesses.

5. Provide strategic and operational insights from data

Finance professionals’ core competency is the ability to provide strategic and operational insights from data to support decision-making. To do this, they need to become experts in packaging and pricing methods, subscription pricing models, and their value drivers. They should also have a firm grasp on KPIs and how and where they are being calculated, including the caveats that the underlying data and calculations entail.

Finance’s championing role

Subscription pricing offers significant upside in terms of growth, competitiveness, and long-term value. But it also puts a high level of demand on businesses’ and individuals’ ability to manage complexity and change. Placed between strategy, operations, and IT, finance is able to champion subscription pricing models that are fast becoming the standard in many industries.

A prerequisite for this is for management accountants to fully embrace technology, data, and change — a challenge that promises the reward of making themselves indispensable for business success.