david bergstein: traditional accounting firms face an onslaught from self-styled advisors, coaches, and business managers.
with steven sacks
the new fundamentals: practical guidance for today’s accounting firms
millennial clients will make your firm smarter, faster, and more profitable.
by frank stitely
the relentless cpa
do you know why millennials can’t buy houses?
more: why small firms can win the talent wars | the fool in the room | the 3 biggest tech failures of accounting firms | 7 steps to effective project management | wip-ing clients into shape | how to be the chief communicator | how to teach reviewing and time management | 4 steps to take before next tax season
exclusively for pro members. log in here or 2022世界杯足球排名 today.
how many millennials does it take to change a light bulb?
why do millennials always type in lower case?
what is a millennial’s favorite fragrance?
buy me a craft beer, and i’ll tell you a half dozen more. now, after all of the above, i’m about to tell you why you need millennials as clients and how they increase the efficiency of your firm.
卡塔尔世界杯常规比赛时间 expert contributor shows how to make more money with the clients you already.
eileen j. kennedy, ceo of the kennedy factor, demonstrates how to create a consistent, exceptional, customized, and memorable client experience in the age of the coronavirus.
more video from 卡塔尔世界杯常规比赛时间: three hidden surprises in ppp loan forgiveness | judy trepeck on how to think beyond accounting, with steven sacks | attaching files to a chat or post in ms teams | how to add visuals to a message in ms teams | bill reeb: new rules for the covid era | composing text messages in ms teams | when covid ‘got real’ | the covid outlook: a long, slow climb back to recovery | composing chats and posts in ms teams | how to fight covid-19 ‘fear’ and ‘insecurity’ | covid: learning how to operate in the new normal | what comes after coronavirus? | covid and client communications | andrew argue is on a mission | covid slams u.k. accountants, too | covid crisis separates the winners from losers | go remote with this app you already own [#wfh] | geared up for exponential growth at mowery & schoenfeld cpas |
exclusively for pro members. log in here or 2022世界杯足球排名 today.
you can thrive for years to come – if you take the covid crisis as a call to reinvent your practice, kennedy tells attendees of the free 30-minute flash briefing aired live by 卡塔尔世界杯常规比赛时间.
> hit “play” to stream the podcast or download it here
the four types of professionals … and which one you need to be.
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
over the last decade with rising markets and the ranks of the wealthy swelling, it has certainly been possible to build a $5 million high-net-worth practice.
more: the essential process for building a high-net-worth practice | what the wealthy need | setting financial and practice goals during covid-19 | 4 components of a high-net-worth practice | life insurance as part of wealth management | mistresses, mister-esses and accountants | the coming boom in tax services for the super-rich
even with soaring competition, using the very same approach as we are discussing, you could have consistently generated those kinds of revenues or better.
so, what is the difference today? the difference is covid-19.
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vital to coping with the covid-19 crisis.
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
a lot goes into building a $5 million high-net-worth practice.
more: what the wealthy need | setting financial and practice goals during covid-19 | 4 components of a high-net-worth practice | life insurance as part of wealth management | mistresses, mister-esses and accountants | the coming boom in tax services for the super-rich
it is a given that you will need wealthy clients. for most accountants, most of these wealthy clients are very likely to be successful business owners. but that is not always the case. you can potentially achieve your financial end goals with wealthy inheritors, for example.
and 4 qualities they often have.
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
by design, the clientele of an accounting firm’s high-net-worth practice is the wealthy, defined as having a net worth of $10 million or more.
join glomski and prince for “how to build a pipeline of new high-value clients” oct. 6, 1 pm et. get the details here
more on building a high-net-worth practice: setting financial and practice goals during covid-19 | 4 components of a high-net-worth practice | life insurance as part of wealth management | mistresses, mister-esses and accountants | the coming boom in tax services for the super-rich
we know that with clients at this level of net worth, you can indeed build a $5 million high-net-worth practice.
e-book ready for download, 110 pages of practical guidance.
learn more
by stephen nelson cpa
when even the best internal controls fail, guess who the client will blame?
by ed mendlowitz
call me before you do anything: the art of accounting
i have addressed the importance of controls when trying to get a client. but it is also important to retain the client.
more: clients don’t lose sleep for overpaying taxes | 6 ways to increase your fees … if you dare | the clients that got away | upselling made painless | boosting a fixed fee substantially | creative ways to retain staff | what cpas can learn from lawyers and doctors | my top 10(ish) regrets
a good system that is not monitored is a sure way to lose your client – and your sleep.
how to embrace disruption to help clients like never before and create the life you’ve always wanted.
by matt solomon
poor controls are a different matter.
by ed mendlowitz
call me before you do anything: the art of accounting
in my early days i would get many leads for clients who told me they were switching accountants because they believed they were paying “too much tax.” however, at most of those meetings, we only spent a few minutes on taxes and then most of the time expressing concern about whether their controls were good enough!
more: 6 ways to increase your fees … if you dare | creating a cross-selling culture | cross-selling beyond your comfort zone | value pricing in uncharted waters | advising cheapskates | getting bonuses from clients | why you’re only as good as your staff
my conclusion from these conversations is that the potential of loose controls is a major cause of keeping someone awake at night. no one stays awake at night wondering if they are paying too much tax. a pending tax audit might keep someone awake, but not paying too much tax.
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which employee is most valuable? you might be surprised.
by frank stitely
the relentless cpa
we have been heavily in the numbers so far. let’s take a break from that to discuss a factor that, while not heavily numeric, plays a big factor in managing wip – employee productivity. because capacity is the denominator in the lean six sigma equation, and employee productivity is a big factor in capacity, employee productivity becomes a big factor in determining turnaround time.
more: calculating and cutting turnaround time | there are no easy answers | how to thrive as a 21st-century firm | farm-aid for accountants? | whittle down wip | the tax practice traffic cop | how to coach your staff | how to create good managers
first, let’s dismiss from the room all the consultants, who tell us that time tracking and productivity metrics don’t matter. for the most part, these consultants have never managed or owned cpa firms. rarely have they worked in firms for any length of time.
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16 questions to consider.
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
the accounting business was changing even before the onset of the covid-19 crisis.
more: 4 components of a high-net-worth practice | life insurance as part of wealth management | mistresses, mister-esses and accountants | the coming boom in tax services for the super-rich
three of the factors that are possibly impinging on your ability to be as successful as you want include:
partners must be accountable.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: i am the managing partner and run a tight ship, however, some of my partners do not appear to be growing and on some level that is holding back the firm’s overall growth.
more: collect more by clearing up billing | envision your future, then plan for it | 5 ways to build teamwork
any suggestions or is this just the way it is?
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