survey: accountants’ favorite anti-virus apps
and what about the accountants with none?
by randy johnston and brian tankersley
the accounting firm operations and technology survey
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drive your profits with only four metrics
accounting firm econ. 101, including a sample income statement.
by marc rosenberg
the rosenberg practice management library
all businesses have economic structures unique to their industries:
- grocery stores are high volume, low-profit margin.
- real estate ventures use accelerated depreciation and other tax angles to generate cash flow and healthy rois.
- professional sports teams focus on increasing the value of the franchise so it can eventually be sold for a gigantic profit.
more: a crash course in the business of public accounting | how to get promoted to manager | 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?
exclusively for pro members. log in here or 2022世界杯足球排名 today.
the typical cpa firm is a low-volume, high-priced business, with a relatively high-profit margin (generally 30-45 percent of revenue).
clients: what accountants don’t understand
knowing them is just the start.
by gary bolinger
you know a lot about your business clients. as a result of the compliance work you do – tax and financial reporting projects – you do know a lot about your clients. you know about profit and loss. you know about payroll. certainly, you have some knowledge about vendors and customers, at least from a financial perspective. you have seen marketing budgets, cost of sales and know what occupancy costs are. all of that is good.
more: why accountants fail at consulting | advisory vs. low-value clients | what + who leads firms to better service | how accountants are profiting in disruption | ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting
but do you understand your clients? do you understand your clients in ways that can give you the kind of insight that is needed to indeed be a most trusted advisor? in fact, to be the most valued advisor?
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44 key attributes for assessing staffers
they’re in no order. what are your priorities?
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: do you have a staff evaluation checklist?
more: reasons to drop your book of business | get more done by saying no | 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
answer: i did not have a checklist of attributes that are looked at in evaluating staff performance, so i prepared one.
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how cas makes firms better
offerings fall into three categories.
by hitendra patil
the definitive success guide to client accounting services
client accounting services (cas) is the new revenue segment you cannot afford to miss.
more: cas: finding the why behind the why | how to lead clients into client accounting services | cas begins with a mindset
if you are an accounting firm owner or partner, you don’t want to miss the emerging, growing, and profitable opportunities in client accounting services.
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