marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 113 of 117

profitability and the value of strategic thinking

“to succeed, we have to disturb the present.”

by marc rosenberg, cpa / exclusive to 卡塔尔世界杯常规比赛时间
author of what really makes cpa firms profitable

roberto goizueta, the late chairman of coca-cola, and certainly one of the top two or three ceos of the last 20 years, said it best: “challenging the status quo when you have been successful is difficult. if you think you will be successful running your business in the next 10 years the way you did the last 10 years, you’re out of your mind. to succeed, we have to disturb the present.”

more accounting firm management strategies: the five essential building blocks for creating a strong accounting firm | the seven signs of great leadership in a cpa firm | the 10 biggest mistakes cpa firms make in reading map statistics | new rosenberg map survey says cpa firm revenue growth re-accelerating | five skills that separate winners from losers in the accounting business | don’t ask a cpa what profitability means | the essence of cpa firm profitability | compensation issues for the new managing partner | 20 decisions for your firm’s new partner compensation committee | three ways to break partner gridlock in an accounting firm | what partners are entitled to, and what they’re not entitled to | how to make partner? | why accounting firm partners are “popping prozac like m&m’s” |

compared to most vocations, cpa partners make a pretty good living. their success has been attributable primarily to a combination of the following: read more →

management

the five essential building blocks for creating a strong accounting firm

the ideal management structure for a profitable cpa firm.

by marc rosenberg, cpa
author of what really makes cpa firms profitable

the vast majority of cpa firms are well under 100 people and therefore don’t need the kind of formalized structure that larger firms need. but virtually all firms, regardless of size, need some minimum form of structure.

more like this: the seven signs of great leadership in a cpa firm | the 10 biggest mistakes cpa firms make in reading map statistics | new rosenberg map survey says cpa firm revenue growth re-accelerating | five skills that separate winners from losers in the accounting business | don’t ask a cpa what profitability means | the essence of cpa firm profitability | compensation issues for the new managing partner | 20 decisions for your firm’s new partner compensation committee | three ways to break partner gridlock in an accounting firm | what partners are entitled to, and what they’re not entitled to | how to make partner? | why accounting firm partners are “popping prozac like m&m’s” | more…

there is a natural tendency for firms to minimize the role of management. there are several reasons for this: read more →

leadership

the seven signs of great leadership in a cpa firm

how strong management spells the most reliable path to profits.

by marc rosenberg, cpa

if partners of firms across the country were asked what the key was to the success of legendary fortune 500 companies such as general electric, coca-cola, ibm and countless others, i’m sure that the words “strong management” and “strong leadership” would dominate their responses. yet, ask those same partners to evaluate their own firms’ management, and if they are honest, their responses would not be very flattering.

of all of the techniques for improving cpa firm profitability, none is more effective than strong management and leadership. yet, nothing is more elusive. why is this?

management

the 10 biggest mistakes cpa firms make in reading map statistics

do the math.

by marc rosenberg, cpa
author of the rosenberg map survey

reading map surveys and analyzing the statistics they contain can be challenging, but when used properly these surveys can be valuable tools to improve firm performance. here’s a list – in no particular order – of the 10 biggest mistakes partners make in reading and computing map statistics.

avoid these common pitfalls and you’re well on your way to improving your firm’s performance.

management

five skills that separate winners from losers in the accounting business

super-successful firms are experts at achieving one or more these…

by marc rosenberg, cpa
the rosenberg map survey

if cpa firms did everything “right,” they could easily double or triple their income. doing things right includes effectively bringing in clients, charging high billing rates, maintaining strong realization, high leverage of staff to partners and keeping expenses down. it’s the rare firm that does well in all of these categories.

more practice management strategy: compensation issues for the new managing partner | 20 decisions for your firm’s new partner compensation committee | three ways to break partner gridlock in an accounting firm | what partners are entitled to, and what they’re not entitled to | how to make partner? | why accounting firm partners are “popping prozac like m&m’s” | more…

the path to profitability is different for every firm. but the truly profitable firms are successful at achieving one or more of the following: read more →

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