how to tell a client how the fee was set

ed mendlowitz cpa the practice doctor q and aby ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i performed some additional services for a client and gave her a bill that she questioned and wanted to know how much time i had spent. i billed more than the time charges, but this client never gets time bills – everything i do is on a fixed fee so i never account for my time with her. what should i say now?

more practice doctor q&a: 18 ways to blow a partnership opportunity | when experience doesn’t add up | 8 times when hourly billing trumps value pricing | 6 simple steps to impress a prospect | making meetings more productive | 5 time management tips for an overworked accountant | running an accounting business | 14 ways to switch to value pricing | pricing, billing, costing: don’t blame clients

response: if a client is on a strict time basis, they are entitled to a breakdown of the hours and person performing the services.

otherwise, when clients ask me how i arrived at a bill i tell them something similar to this:

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18 ways to blow a partnership opportunity

by ed mendlowitz

question: i have been working for a one-owner cpa firm for the past eight years and want a partnership, but it hasn’t been offered. how should i approach it?

response: i had a couple of rather long discussions with this practitioner. why, i don’t know. i suppose i was being polite to the person who told him to call me.

here is some additional information before i give my response: read more →

early data exchange vital to evaluate a merger

three possible outcomes from trading numbers early.

by marc rosenberg
cpa firm mergers

i have always been a big believer in the buyer and seller exchanging financial and operating information as early in the process as possible.

more on cpa firm mergers: deciphering the current state of the cpa firm merger market | the law of attraction: 15 ways to romance a merger partner | the 14 keys to a successful merger | mergers: 11 lessons from done deals | the 21 steps in every merger deal | today’s 15 essential deal points in accounting firm mergers

numbers aren’t everything, but they do speak volumes. the data enable each firm to gain an understanding of the other in a manner that is not always possible in conversation.

the data is also a good way to corroborate things that are said verbally. here are some examples: read more →

partners have love-hate relationship with leadership

aquila leadership context modelby robert j. lees, august j. aquila
and derek klyhn
creating the effective partnership

regardless of their ownership structure, most firms either operate as partnerships or would prefer to operate as partnerships.

the tensions between being a business and the loss of the values and ethics of being a partnership feature strongly in our research.

but accounting firms are different from their corporate counterparts in a number of ways, which impact their functioning and, therefore, their leadership. read more →

when experience doesn’t add up

ed mendlowitz cpa the practice doctor q and aby ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i need to hire an experienced person and am looking for someone with two to three years’ experience. i know you don’t think this is advisable. why not?

response: if you hire people who already had their first job, the chances are they were not trained your way, and something happened that made them want to leave that is still in them and will be duplicated in some form in your firm.

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