marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 29 of 44

partner compensation 101

bonus checklists: 26 intangible performance attributes and 9 teamwork rules.

by marc rosenberg

a performance-based system links partners’ compensation with their performance.

more on partner compensation: what partners earn and how they earn it | partner compensation: an art, not a science | how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

if partners have a “good year,” however “good” is measured, they will most likely earn more. partners experiencing a “bad” year or an “off ” year should expect to earn less.

management

partner accountability: how and for what?

13 things to hold partners accountable for, 10 ways to do it and 12 questions to ask. bonus: example of a personal accountability plan.

by marc rosenberg
cpa firm retreats

partner accountability means different things to different people. some quotations:

“if there are no consequences to failing to achieve a goal, then it is less likely that the goal will be accomplished.” – marc rosenberg

“if people are not prepared to be held accountable for what they do, it is unlikely they will achieve much.” – david maister

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

“i’m a partner in this firm. that gives me the right to do whatever i darn well please, whenever i want to do it.” – firm partner to whom “accountability” is a dirty word
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mergers & acquisitions

3 factors that always affect negotiations

bonus checklists: smaller firm to larger, 25 questions to ask and 17 data points to request.

by marc rosenberg
cpa firm mergers: your complete guide

there are always three intangible factors that greatly influence the extent to which merger terms and issues are negotiable:

more on mergers: what to discuss at the first merger negotiation meeting | 14 provisions to include in a letter of intent | want to merge? ask for data | one times fees is a steal! | looking to grow your firm? how to find a seller in four steps | 15 can’t-skip merger terms to decide | 14 keys to a successful merger

1. negotiation ability of each firm. some people are “tough” negotiators, continuously trying to impose their will on the merger partner, while others are more malleable and tend to go along with whatever the other side wants.
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marketing & sales

18 essential management questions to cover at a retreat

responsibilities of the mp and other positions.

by marc rosenberg
cpa firm retreats

before formally beginning the discussion part of a retreat session, it’s always a good idea to begin by asking the participants what they want to be sure to cover.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

as issues are suggested, the facilitator should write them down on a flipchart, starting with: read more →

mergers & acquisitions

13 questions to assess an upward merger

bonus checklist: 13 ways to make your firm an attractive candidate.

by marc rosenberg
cpa firm mergers: your complete guide

the smaller firm in a proposed merger should make an objective, realistic assessment as to whether or not merging upward is a good business decision.

more on mergers: mergers: assessing compatibility | what to discuss at the first merger negotiation meeting | 14 provisions to include in a letter of intent | case studies reveal potential loi issues | want to merge? ask for data | merger prep: getting to know you | the merger process in 21 steps | looking to grow your firm? how to find a seller in four steps | 13 reasons accounting firms merge | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging

every small firm evaluating the feasibility of merging should consider these questions in as much depth as possible:

leadership

how to decide who decides what

bonus charts: 15 habits that make a partner. plus: equity vs. non-equity partners, and a voting decision grid.

by marc rosenberg
cpa firm retreats

“i can’t manage this firm if i have to take a vote every time i want to make a decision.” – tony kendall, ceo of top 200 firm mitchell & titus, shortly after taking over from the firm’s founder.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

exclusively for pro members. log in here or 2022世界杯足球排名 today.

there are decisions that managing partners should make without a partner vote.

mergers & acquisitions

dealing with the 16 reasons merging up causes anxiety

bonus checklist: 12 benefits.

by marc rosenberg
cpa firm mergers: your complete guide

while selling to a larger firm may ultimately be the most viable succession plan available to a small firm, the prospect of the merger creates a great deal of anxiety among small firms nonetheless. the larger firm’s sensitivity to these concerns is critical for a successful meeting of the minds during the negotiation phase.

more on mergers: mergers: assessing compatibility | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent | want to merge? ask for data | merger prep: getting to know you | looking to grow your firm? how to find a seller in four steps | 13 ways to screw up a merger

why small firms are so anxious about merging up
read more →

marketing & sales

management styles: partnership vs. corporate

bonus checklist: 25 best practices for managing partners.

by marc rosenberg
cpa firm retreats

in firm management and governance, we find two distinct management styles: partnership vs. corporate.

partnership style. democracy heavily impacts the way partnerships are governed. in a democracy, every partner has a vote and there is a “majority rules” mentality. a system of checks and balances prevents leaders from becoming dictators. the “citizens” want a reasonable amount of input into decisions.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

in a partnership style, partners have “certain inalienable rights” like:
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pro member exclusive

how much do partners earn? and why

bonus: the 18 factors that drive partner pay.

by marc rosenberg

what do cpa firm partners actually earn?

more on partner compensation: how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

the statistics below usually vary by the size of the population market, though our experience working on numerous client projects with firms in small markets has shown that it is quite possible for firms in small markets to earn “large market” income.

marketing & sales

30 smart marketing and growth questions

drill down on what is working and what isn’t.

by marc rosenberg
cpa firm retreats

it’s always a good time to ask the right questions of your marketing strategy is always. but most firms save the heavy lifting for their annual retreats.

before formally beginning the discussion part of the session, it’s always a good idea to begin by asking participants what they want to be sure to cover.

more on retreats: how marketing for cpa firms is different | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | retreats are no place for clowns | retreat logistics: how long, what kind? | why do cpa firms conduct retreats?

as issues are suggested, write them down on a flipchart.

pay & compensation

partner compensation: an art, not a science

the 4 engines that drive management.

by marc rosenberg

the allocation of partner income is much more an art than a science. anyone who thinks otherwise is either naïve or has never been a partner whose income was subjected to an income allocation process.

more on partner compensation: how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

partner compensation is not a science. if allocating partner income were a science, it would be easy to concoct the perfect formula that factors in all relevant performance metrics, both tangible (production) and intangible (leadership, mentoring staff, loyalty, teamwork, etc.), producing results that would be considered fair and acceptable to most or all partners. there would be few arguments among the partners because they would feel the formula says it all and leaves nothing for debate.
read more →

marketing & sales

how marketing for cpa firms is different

bonus checklists: 32 aspects of a marketing budget. 16 ways to establish name recognition and credibility. plus leading cpa firm specialty services and industry niches.

by marc rosenberg
cpa firm retreats

what’s a commodity?

evian – naïve spelled backward

starbucks – premium coffee – “it’s beans and water!”

lettuce – put it in a bag, cut it up, wash it, put in croutons, packet of dressing…

more on retreats: why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

if companies can take these commodities and turn them into premium products, why can’t cpas?
read more →

mergers & acquisitions

mergers: assessing compatibility

bonus checklists: 8 questions to answer and 23 issues to negotiate.

by marc rosenberg

these questions can be explored via interviews or group sessions. but they are all great questions that will give insight into each firm’s culture and personality.

more on mergers: what to discuss at the first merger negotiation meeting | 14 provisions to include in a letter of intent | case studies reveal potential loi issues | want to merge? ask for data | the merger process in 21 steps | 13 ways to screw up a merger | 15 can’t-skip merger terms to decide | 14 keys to a successful merger | 13 reasons accounting firms merge | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging

why do the firms really want to merge? after the merger, will the firms have the commitment and wherewithal to realize their expectations? acid test: if some of the main reasons for doing the merger are clearly not realized 12 months later, which issues and failures would make you the most upset and frustrated?
how would the new firm be better than the sum of the two individual firms?
do both firms share a similar vision for what the firm should look like in five years? growth, services offered, specialties desired, industries served, number of offices, etc.?
do you share similar values? values include things like how billable a partner should be, how important it is for a partner to follow the rules, the importance of being a business-getter, how staff are treated, work ethic, etc.
each firm should tell the other the following:

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