marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 77 of 116

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