here’s what you’re looking for: marc rosenberg

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planning a partner retreat for real results

and why the best firms make them regular events.

by marc rosenberg, cpa
author of guide to planning the firm retreat

retreats are critically important to a firm’s success.

a retreat provides an opportunity for key people to meet off premises to plan for the future, devise strategies, form goals and address problem areas. another objective of a retreat is less tangible, but equally as important: to enhance the quality of the relationships among co-workers and improve communications between them.

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management

the 10 biggest mistakes in reading map statistics

don’t focus on what’s average. be exceptional.

by marc rosenberg
the rosenberg survey

i have never ceased to be amazed at the lack of understanding that partners – including managing partners – have about reading a map survey and computing map statistics. these difficulties prevent partners from properly using a map survey for the purpose for which it was intended: to improve firm performance. here are some of he biggest mistakes i see again and again:

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outlook & analysis

rosenberg survey 2011: cpa firms on rebound

at the typical cpa firm: “the bleeding has stopped.”

revenues at the typical cpa firm are up 1.7%, a slight improvement from the 1.4% increase in the year before, according to the 2011 rosenberg map survey.

still, when the impact of mergers is taken out, the growth rate was only 0.8%. the rosenberg map survey, founded 13 years ago by nationally known practice consultant marc rosenberg, reports on the results of 408 firms, most of which range from $2 million to $20 million in annual fees. nearly 100 metrics are collected and compared.

though the revenue increase is small, the authors say it’s noteworthy because — for the first time in two years — the growth rate increased from the prior year instead of decreasing. “the bleeding has stopped,” they say.

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leadership

marc rosenberg: slow learners need not apply

what little league umpires can teach us about succeeding in today’s competitive market.

to thrive in today’s tough and fast-changing market, accounting firms must become more agile and adaptable than ever before. but what are the characteristics of an agile, adaptable, quick-learning cpa firm?  and how do you get that way?

marc rosenberg
the rosenberg associates

my initial, somewhat amusing (probably just to me) thought was the credo for little league umpires (who in many communities are 14-18 years old):

be mobile.

be assertive.

be loud

it may have more relevance to what follows than either of us might initially think.

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