is the question ludicrous? by bruce w. marcus author of professional services marketing 3.0 looking at the question from a different point of view, the international consultant patrick mckenna, said, “if you’re trying to determine which of the two professions … continued
wrong question. ask instead: who puts the client first, and how? by bruce w. marcus professional services marketing 3.0 comparing the marketing ability of one practice to another is irrelevant of itself and leads to generalizations that serve no useful … continued
taking your practice development technologies to the next level.
by hugh duffy
many accountants started their own firms ready to help local business owners and individual tax payers, but perhaps haven’t thought about how to narrow their approach so that they can develop an area of concentration and position themselves as an expert at something which generates higher fees and higher profit margins. read more →
it may be the answer to keeping talented people.
by gary adamson, cpa
most firms are faced with the dilemma of keeping long term managers who are major contributors to the firm but for whatever reason are not ready to be equity partners (or who perhaps never will have what it takes to be equity partners).
here is a seven-point outline of what the no-equity position looks like, how it differs from the normal equity partner spot and some considerations to implement it in your firm.
clients say: not as long as you think.
if you’re a finance manager on the client side, what do you say?
by rick telberg
are most cpas fooling themselves?
if you ask a cpa, as 卡塔尔世界杯常规比赛时间 has been doing since 2006, how long they typically keep a client, you’ll get a fairly consistent answer through the years.
if you ask a client how long they’ve worked with their current cpa firm, you’ll also get a fairly consistent answer.
the problem is: the cpa and the client disagree. read more →
[free podcast for pro members]
practical accounting and auditing guidance from the plain-english a&a update service by dr. thomas a. ratcliffe, phd, cpa
executive summary
au-c section 530: audit sampling
in implementing the clarified auditing technical literature, auditors need to consider the new audit sampling guidance in au-c section 530 along with the companion guidance in the aicpa audit guide that addresses audit sampling matters.
au-c section 540: auditing accounting estimates
au-c section 540 of the clarified auditing literature provides new guidance associated with auditing accounting estimates and financial statement disclosures associated with those estimates.
coso framework: looking at some planned guidance
now that the public comment period associated with planned changes to the coso internal control framework has ended has been extended to dec. 4, all stakeholders needing to understand this frequently-utilized framework can anticipate some modifications and even some enhancements to the framework that will need to be understood in order to implement the guidance effectively.
click to play or download podcast: read more →
they work at walmart. here’s how to make them work for you.
by august j. aquila
aquila global advisers
if they were good enough for sam walton, shouldn’t they be good enough for you and me? is there anyone who wouldn’t want his or her firm to be as successful as walmart?
more august aquila on 卡塔尔世界杯常规比赛时间: nine steps to effective succession planning for the small firm | thinking merger? look before you leap | four new checklists for succession planning | partner accountability: seven signs your firm may be in trouble |
of course, we can’t guarantee your success, but you are more likely to achieve it if you follow walton’s ten rules. read more →
be kind to your brain and your brain will be kind to you. ed mendlowitz answers some of the toughest questions practitioners can throw at him. he’s the right one to ask. after more than 40 years in the business … continued
only 19?
by marc rosenberg, cpa
author of “what really makes cpa firms profitable?”
partners are generally paid a lot more than firm administrators. for good reasons.
the marketplace has determined that doing what a partner does (bringing in business, possessing high levels of technical expertise, managing client relationships and managing the firm) commands a higher level of compensation than doing what a firm administrator does.
related: de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with • the first nine questions your partner team needs to embrace for optimal profitability • profitability and the value of strategic thinking • the five essential building blocks for creating a strong accounting firm • the seven signs of great leadership in a cpa firm • compensation issues for the new managing partner •
therefore, it makes no sense to pay a partner to do an administrator’s work. besides, most partners aren’t as good at administration as trained, experienced administrators are.
decision making in risk management by bruce w. marcus author of professional services marketing 3.0 too often, we simply take risk for granted and go headlong into danger and chaos. it needn’t be so. even in view of the elements … continued
build trust by giving prospects a small sample of value.
[for another view, see when not to offer a free initial consultation]
by sandi smith, cpa
accountant’s accelerator
today’s biggest marketing challenge for soloists and small firms is getting people’s attention, then getting their trust. one way to completely overcome the trust issue is to let prospects receive a small sample of value from you at no charge.
related: the success secrets women already know • why you’re missing out on 98% of your new business potential • the missing ingredient in your marketing that will make all the difference • 3 steps to start running on millionaire time • on the road to a stress-free life: identify your character strengths • the power of deadlines in closing a deal • his and her brains at work in tax and accounting • 5 mistakes to avoid when seeking new clients • the top 12 business card blunders accountants make •
because the trust factor is at an all-time historical low, as a practitioner you need to do one or more of several things before clients will do business with you in most cases:
they are more influential than many accounting firms think. join the study; get more answers.
by rick telberg
when companies go looking for a new audit or accounting firm, who within the client company decides which to pick? if you ask a corporate cpa, you’ll get one answer. if you ask a cpa, you’ll probably get another.
want to wager on who’s right? we know where we’d put our money. read more →
start thinking about “the fun factor.”
by august j. aquila
aquila global advisers
no heir apparent – what does the small firm do? unfortunately there is no silver bullet or magic solution to solve this problem.
more august aquila on 卡塔尔世界杯常规比赛时间: thinking merger? look before you leap | four new checklists for succession planning | partner accountability: seven signs your firm may be in trouble |
i do, however, have some solid suggestions that may help you work through the problem. and, if you start sooner than later, you will have a better chance of successfully passing the baton to someone else.
how do i know it’s time to sell or merge? there is perhaps one key indicator that it’s time for you to move on or do something else. i call it the “fun factor.”
1. ask yourself these simple questions: read more →