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

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why billing less may mean earning more

businesspeople discussing chartshere’s the proof.

by marc rosenberg

question from a client: “as the firm’s mp, i’m trying to encourage our partners to delegate as many billable hours as possible to the staff instead of doing it themselves. what is the benchmarking metric for how much of partners’ billing responsibility should be performed by themselves?”

more: what smaller firms must do to become firms of the future | when managing partners can’t | covid-19, adversity and innovation | is mandatory retirement a best practice? | merging in sellers: what you need to know | take yoda’s advice on strategic planning
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rosenberg response: there is a natural tendency for partners to perform high levels of billable hours, perhaps in the 1,200 to 1,500 range annually.
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how to manage the practice development function

dollar being built of blocksyour firm’s existence depends on marketing.

by marc rosenberg
the rosenberg practice management library

sometimes the most important ingredient in marketing success has little to do with marketing.

more: how to brand and differentiate your firm | working business development into your day | how marketing systems produce business growth | 6 keys to developing new client prospects | protect and grow existing clients | 19 takeaways from the history of cpa firm practice development
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this statement may seem illogical, even unbelievable, in a series professing to teach cpa firms how to generate revenue growth. but stay with us and you’ll see what we mean.
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what smaller firms must do to become firms of the future

12 trends to consider.

by marc rosenberg
the rosenberg practice management library

it used to be common for practice management conference agendas to include a panel of luminaries – prominent consultants and rock star managing partners – to make predictions for the cpa industry. as an up-and-coming consultant (who was too new to be invited as a panelist), i saved several years of these predictions to see if, years later, the predictions came true.

more: when managing partners can’t | don’t let exiting partners double dip | how covid impacts partner retirements | covid-19: how your firm can respond | 8 ways comp systems get partners to do what the firm needs | buyers name 20 big merger turnoffs | why governing by partner ownership is bound to fail
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i was not surprised to find that only 10 percent of these predictions came true. (examples: the demise of small and midsized firms; outsourcing to become mainstream; tax law simplification.) i vowed then, as i continue to do today, to refuse invitations to make predictions.
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how to brand and differentiate your firm

and why it matters.

by marc rosenberg
the rosenberg practice management library

selling cpa services can be challenging. there are many cpa firms and purveyors of financial services in most markets. many people aren’t entirely sure what a cpa firm is or what it does. it can be difficult for cpa firms to stand out against the competition. that’s where branding comes into play.

more: working business development into your day | networking for fun and profit | 14 marketing activities needed now more than ever | now is the time to activate your referral network | the 4 marketing disciplines | why you have to kill the old paradigms | are you ready for the great disruption?
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overarching goal of branding

one of the main goals of marketing is to make it easier to sell. one way to do that is by enhancing the name recognition of your firm. and one of the best ways to do this is with branding.
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working business development into your day

businessman standing outside the office on the phone with coffeeand five ways to counter possible objections.

by marc rosenberg
the rosenberg practice management library

the accountants’ use of their time is critically important to running a successful, profitable accounting firm.

more: networking for fun and profit | why consultative selling works | how not to develop your practice | does your firm recognize all its skills? | 15 powerful niche marketing practices
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time management is critically important to business development:

  • it helps you determine how much time to spend on business development. spending 100 hours a year on business development should yield better results than spending 10.
  • it helps you determine when you spend your time.

let’s drill down on the when.

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