featured

what’s different about cas marketing?

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"target market" illustration with arrow and bull's eyeyou have two audiences: existing clients and prospects.

by hitendra patil
client accounting services: the definitive success guide

how will you market client accounting services? you will use fundamental steps to generate words and content to express the value of your cas offering.

more: survey: how to market your cas offering | how to decide on your firm’s cas pricing | how to write your cas engagement letter | 12 signs it’s time to outsource | will 2021 be your cash-flow year?
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you will focus on each component of your cas offering to do so, e.g., different content to talk about bill payment services, different for advisory and outsourced cfo services, and so on. you will also use the contrast principle to differentiate between your “usual” services and cas offering. marketing cas to your existing clients will be different than marketing cas to your prospects.
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avalara crush 2021: the new rules for tax tech

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mcfarlane

ceo mcfarlane: “navigate the new rules that are defining global commerce as we know it.”

avalara, a leading provider of tax compliance automation for businesses of all sizes, today announced details of its keynotes and featured speakers for avalara crush virtual, its fifth annual tax conference, and industry gathering.

“this year, avalara crush is designed to help attendees navigate the new rules that are defining global commerce as we know it,” said scott mcfarlane, co-founder, and ceo of avalara. “we’ve assembled thought leaders and experts on the forefront of tax compliance to share their insights, views, and strategies for success. i’m confident that attendees will walk away with the knowledge and insights needed to tackle tax compliance and help ensure tax never stands in the way of opportunity.”

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make cpe worth your while

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three young businessmen in office training sessionhow to make the best choices.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i received a call from an accountant with some questions about a foreign-owned client of his. he had the client for 15 years and seems he did not file a ton of required disclosure forms.

more: are you marketing for 2022 yet? | don’t fire that staffer on may 18! | employee demands a raise she doesn’t deserve | how are you spending the next five years? | how to get the most from cpe | does your staff know all the services you provide? | price your practice by gross | advising estate executors: the newbie guide to getting started | how’s your overhead? | envision your future, then plan for it
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

in the course of our discussion it turns out he never took a cpe program or even read an article on the topic. the question here is why didn’t he?
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how to enforce the partner agreement

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senior businesswoman holding portfoliopartners should be allowed to work past mandatory retirement age only if they continue adding value to the firm. also: six agreement provisions that often are outdated.

by marc rosenberg
the role of the managing partner

when the managing partner’s job is discussed, their role in the firm’s partner agreement is rarely mentioned. perhaps in the overall scheme of things, it’s not as important as revenue growth, profitability and staff development, among many others. but it’s still critically important.

more: how long should it take to make partner? | how a good managing partner impacts profitability | how a great managing partner impacts firm growth | compensation is no way to manage partners | clarify partner expectations | exceptional managing partners offer their advice
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if there is one person in the firm responsible for safeguarding the firm’s assets – its clients, people, proprietary data and practices, reputation and value – it’s the managing partner. and the most important way he or she does that is by enforcing a solid partner agreement.
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how bickering can ruin a family business

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advise without getting in the middle.

by ed mendlowitz
call me before you do anything: the art of accounting

i have had many clients where children work in their parents’ business and have seen a lot of private interactions that shouldn’t have ever occurred, but did.

more: ceos don’t always know numbers | wealth is a state of mind | the six types of “impossible” clients | you’re not just taxes | granting unconventional request pays off
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you might think the time i saw a father and son punching and wrestling with each other would be the worst, but it wasn’t. the worst are the psychological games parents and children play with each other, many times without the arguing or evident disagreements.
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five marketing mistakes to avoid

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illustration with some employee symbols standing in circlesbe thoughtful about how you seek new clients.

by sandi leyva

as an accounting professional, you’re likely very talented at delivering the service you offer your clients. but when it comes to marketing and selling yourself, many of you didn’t voluntarily sign up for that part. many of you are resisting (kicking and screaming) marketing yourself. if that’s you, that could be why your business is slow or not growing at the rate you’d like it to.

more on small-firm growth strategies: spend your time on the most profitable tasks | seven performance boosters for your firm | why your google ranking is about to tank | seven tips to keep the clients you have | 12 ways to stress less this busy season | six ways to make your own history during women’s history month
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

we all hope we will have enough referrals so that we will never have to sell ourselves. but in the last few years, referrals, even for those of us with huge followings, have slowed down. it’s (past) time that we work on more fully developing the marketing and selling function of our businesses. as you do, here are five mistakes to avoid.
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assessing your firm

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diagramfor a true baseline, bring in a consultant.

by anthony zecca
leading from the edge

now that we have completed an assessment of your leadership team and your leadership, the third leg is assessing the overall performance of the firm. this assessment, coupled with the assessment of the leadership team and your leadership, provides a strong foundation upon which to build the roadmap (strategies) for moving the firm from where it is today to a standout, high-performing firm. the underlying objective for this assessment of the firm is to have a factual basis for establishing a myth-free and accurate baseline of the firm by analyzing a number of key characteristics.

more on edge leadership: assessing your firm | the 4 traits of great cpa leaders | why leaders must ensure clarity | incremental vs. exceptional success | do you lead or just manage? | managing vs. leading | is your leadership team at the edge? | 6 leadership challenges through covid and beyond | edge leaders share 7 strengths | leadership must drive culture | leading from the edge
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

what are the major areas of focus for the firm assessment? in center-led firms, the assessment of how well the firm is doing is generally focused around financial metrics. how much profit did we make? what was our growth? what was the change in average partner compensation? what profit percentage to revenue did we achieve?
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how long should it take to make partner?

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hourglass on money backgroundyour top candidates might not want to wait.

by marc rosenberg
the role of the managing partner

accounting today published a very interesting piece of research titled “the long path to partner.” the polling question: how many years does it take to make partner at your firm?

more: how a good managing partner impacts profitability | the 9 biggest merger pitfalls | 10 ways to hold partners accountable
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the results:

  • less than 5 years: 9%
  • 5-7 years: 12%
  • 8-9 years: 12%
  • 10-13 years: 30%
  • more than 13 years: 17%
  • don’t know: 20%

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what + who leads firms to better service

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maze with word "plan" at the centeryou need commitment + competency.

by gary bolinger

you may remember the old abbott and costello routine “who’s on first.” after some back-and-forth dialogue, we get to “all i’m trying to find out is what’s the guy’s name on first base?” abbott responds, “no. what is on second base.” after some more banter, we finally learn that “i don’t know is on third base.” baseball almanac says that this is “one of the most famous baseball comedy acts to ever take place.”

more: how accountants are profiting in disruption | ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting
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setting all of this up, lou costello said to bud abbott, “if you’re the coach, you must know all the players.” and that is a true statement. you need a good understanding of your players’ (who) competencies (what). a partner must know all the players’ strengths and weaknesses.
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how to get promoted to manager

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bonus: 12 questions to ask of staff.

by marc rosenberg
the rosenberg practice management library

cpa firms have many different titles or positions. we’ll address the most common:

  • staff
  • senior
  • manager

more: how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
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i often use the term “staff” to refer to anyone who is not at the partner level. this is different from a “staff-level” associate, who typically has only a few years or less of experience in public accounting. this post addresses what it takes to advance from staff to senior and from senior to manager.
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don’t ignore life insurance

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businesspeople having a meeting over coffee sitting together at a table discussing a document, young man and two middle-aged women presentit’s an important part of wealth management.

by anthony glomski and russ alan prince
your $5-million high-net-worth practice

a percentage of accounting firms have chosen to be compensated by delivering financial products – specifically investment management and life insurance. these firms see wealth management as a way to deliver greater value to clients. there are also solid business reasons for the decision, such as the profitability of wealth management practices, including the potential for consistent revenues.

more: adultery and other messy situations | how to attract the super-rich
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the best wealth management practices – anywhere – tend to be all about developing a deep understanding of their clients’ goals and concerns. with these insights, wealth managers evaluate how they can use the range of financial strategies and products to help their clients’ achieve their agendas.
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how today’s staffing crisis can forecast your future

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copyright 2021 rick telberg. all rights reserved

you can read the tea leaves in who’s getting hired today because they’re the generation that will re-define the tax and accounting firms.

by steven e. sacks
the new fundamentals

the accounting profession is at a crossroads: increasing pressure on keeping up with technology to serve more varied and complex clients, while a quick peek at the landscape indicates the ongoing struggle to attract and retain talent.

more: 7 signs your accounting firm agreement falls short | effective networking is an art | courtesy still matters | bigger firm, bigger thinking | 5 steps to better time management | swot’s the purpose? | is your firm’s culture a magnet or a repellent? | click here for more by steven sacks
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

but what is meant by this, actually?

what will be the type of necessary talent? will it be a mixture of technical gaap and gaas know-how and technology-driven knowledge like artificial intelligence? or will the necessary technical expertise be superseded by a deep understanding of blockchain technology and data analytics? if that, then how will firms draw the right people to deliver the value-added services that leverage technology?

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