surveys & research

survey results: it’s now a buyer’s market in mergers

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handshakeretirements both inside and outside the firm cause problems.

by marc rosenberg
the rosenberg map survey

for the last 10 years or so, every year’s merger activity seems more frenetic than the year before. 2015 and 2016 continued that trend.

more from the survey: do you have a firm or a co-op? | accountability, equity, compensation are concerns | map survey top 10 findings | cpa firm revenues rise a hefty 8%
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buyers are getting pickier in deciding which mergers to pursue:
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survey results: effective stay interviews for cpa firms

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two businessmen talking over coffeewant to boost retention? this is how.

how some firms are beating the staffing crisis:
join the survey. get the results.

by kristen rampe
talent retention & development

in a survey we conducted of over 300 cpas, over one-third of respondents indicated that healthy effective communication at their accounting firm only happened “sometimes” or “rarely or never.”

more from the survey: the 16 biggest #fails in delegation | work-life balance: according to whom? | new survey results: two ways your strategic plan can reduce turnover
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with many facets to overall communication between team members and from leadership to the organization, it’s hard to pick the next thing to try and improve the status of communication at your firm. one to try if you haven’t? the stay interview.
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survey results: more accountants turning to experts for tech management

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young businessman drawing computer network against server backdroptablet and portal use rises.

by randolph p. johnston and leslie garrett
the accounting firm operations and technology survey

over the last 25 years, managing technology has become an increasingly important part of managing a firm. today’s staff members have video meetings with clients and team members around the world without the other party knowing whether they are wearing a suit in the office or wearing slippers in their living room.

more from the survey: survey results: workflow management concerns many firms | survey results: accounting firms add new service lines | survey results: how top tech vendors are failing cpas in the cloud | master change, master the future | why every cpa firm is a tech company at heart
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just as it is not a good use of an entrepreneur’s time to try to learn the tax law, buy software and prepare all of their own tax returns, it is not a good use of a practitioner’s time to work on it issues. given the value of an accountant’s time performing client work, it makes little, if any sense to manage it yourself.
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survey results: what clients really want

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rob nixon: we’re all busy and time allocation is a priority, not a resource.428 business owners surveyed: “what should your accountant do?”

by rob nixon

there are two schools of thought on finding out what a customer wants and what they are prepared to pay for.

more on strategy: what it means to be a real-time accountant | are your goals big enough? | finding new opportunity in compliance services | how offshoring is shaking up accounting | the profession disrupted: compliance commoditized
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the first i’ll call the henry ford way. mr. ford (who founded the ford motor company) famously said that if he asked his customers what they wanted they would have said “a faster horse.” he didn’t ask his customers what they wanted – instead, he designed something that they needed. however, the customer didn’t know that they needed it yet.
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survey results: accountability, equity, compensation are concerns

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risk takers are being recognized.

by allen koltin
the rosenberg map survey

looking back to 2015, first and foremost remains the human capital challenge.

more from the survey: map survey top 10 findings | cpa firm revenues rise a hefty 8%
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firms are gearing up the financial and people resources around recruiting in ways i’ve never seen before. interestingly it’s not so much at the entry level but rather at the experienced hires all the way up to lateral-level senior managers and partners.
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