why cas is great for revenue growth

six reasons you need it, no matter the size of your firm.

by hitendra patil
the definitive success guide to client accounting services

before we get to why firms can’t miss out on cas, we need to know why business owners buy accounting software, even when their core business is not accounting.

more: survey: why some firms fall behind in cas | how cas makes firms better | cas: finding the why behind the why | how to lead clients into client accounting services | cas begins with a mindset
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in the years before the internet, accounting software was only desktop software. businesses used it to run their business processes – to issue checks, record income, and for some other processes. business owners predominantly did transactions processing, leaving the financial accounting – and compliance – to professional accountants.
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44 hard-earned tips from new managing partners

//www.g005e.com/2021/07/08/advice-from-new-managing-partners/

everything from gaining credibility to where to turn for help.

by marc rosenberg
the role of the managing partner

the toughest lessons for new managing partners have nothing to do with taxes, accounting, or even textbook management. it’s all about people – such as people issues and handling partners, according to our straw poll survey of a handful of top-flight firm leaders.

we gleaned comments from 10 relatively new managing partners. eight are from firms with revenues from $10 million to $30 million and two are from $5 million to $10 million firms.

more: partner compensation: a potent weapon | the managing partner’s secret weapon | how a good managing partner impacts profitability | how a great managing partner impacts firm growth | clarify partner expectations | exceptional managing partners offer their advice
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we posed three questions to the new managing partners:

  1. what advice would you give a new managing partner?
  2. what were your greatest challenges when you became a managing partner?
  3. if you had to do it over again, would you approach your ascension to the managing partner job differently? in what ways?

their responses tell us as much about how to do the job well as how to fail at it.

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when cpas leave to work for a client

money tree growing in the middle of green meadoware you sure that grass is greener?

by ed mendlowitz
call me before you do anything: the art of accounting

i know many cpas who left public accountancy to take a “better” job. for many of them this was a mistake. for some it worked out, so if you are one of the lucky few, you can stop reading what i have to say.

more: when siblings battle over the family business | readers rip: ‘she wanted her shoebox back’ | ceos don’t always know numbers | finding new business in sustainability | how to recoup staff training costs
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there are basically three types of companies the accountant could work for – a small client that does not have an in-house controller or cfo, one whose controller will be replaced by the departing cpa, or a large company that has an entire accounting staff already in place. let’s talk about working for the small companies that do not have a controller.
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how charlatans, creeps, and ghosts plague the tax profession

aicpa backs bill to regulate tax practitioners.

by 卡塔尔世界杯常规比赛时间 research

here’s a shocking stat from the treasury department:

“… unregulated preparers who lack the training to provide accurate tax assistance … submit more returns than all other preparers combined.”

more: grappling with the tax gap | wealthiest taxpayers cheat irs out of $400 billion a year | 173% increase in irs correspondence backlog | hunker down: the irs backlog isn’t going away anytime soon | the irs studebaker bomb | imagine irs ‘concierge’ service. just imagine. | irs has recruiting problems, too
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that sounds like trouble in a number of ways:

  • unwitting taxpayers may be paying more taxes than they owe.
  • taxpayers may be left liable for shoddy or shady tax preparation.
  • the irs may be collecting less than it could.
  • taxpayers may be left in a lurch when the irs has questions but the preparer has disappeared.

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there are two kinds of accounting firms

maze with word "plan" at the centerwhich one is yours? bonus: the 25 best practices of the most successful firms.

by marc rosenberg
the rosenberg practice management library

there are two kinds of cpa firms.

the first kind of firm argues that there is not much that needs to be managed at a cpa firm. these cynics might say: “come on. running a cpa firm isn’t rocket science. you hang out your shingle. you get clients. you hire staff. you do the work. bill and collect. what needs to be managed?”

more: drive your profits with only four metrics | 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?
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unfortunately, many cpa firm partners think this way – maybe not consciously, but it has the same effect.

when firms learn that the lack of commitment to firm management shown by this attitude creates problems, they often hire consultants like me to help them address these types of issues:
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6 steps to maximize referrals

female executive greeting couplehow to foster opportunities from your wealthiest clients.

by anthony glomski and russ alan prince
your $5-million high-net-worth practice

as part of the discovery process, you are ascertaining who your wealthy clients can refer to you. in empirical study after study, accountants (as well as other professionals) say that they get most of their client referrals from their current clients. they also say that this happens because they do an excellent job for their clients.

more: it’s all about your wealthy clients | conviction + process + expertise = your next $5 million | a high-net-worth practice in four steps | don’t ignore life insurance | adultery and other messy situations | how to attract the super-rich
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another insight we find in the research is that very few professionals are doing much to foster getting referrals from their highly satisfied clients.
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help! key staffer refuses to supervise people

businessman with hand extended in "no" gesture4 ways to deal with it.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i have a key staff person who does not like supervising people. he says he can do everything faster and better than anyone else and doesn’t want to take the time to teach someone who, he says, won’t do it as well. he is a workhorse and spends anywhere from 50 to 60 hours a week all year round. what do i do?

more: 44 key attributes for assessing staffers | reasons to drop your book of business | are you marketing for 2022 yet? | stop drowning in client documents | make more money starting now | the wrong way to look for staff | strategic planning for the small firm
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answer: he told me his firm consists of 10 staff and one owner and this person is indispensible to him, but he (the owner)
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accounting is a profession, not an industry

accountant. calculator and hand isolated over white.

“a profession by any other name…” (with apologies to william shakespeare).

by steven e. sacks
the new fundamentals

profession: n. calling requiring specialized knowledge and often long and intensive academic preparation.

maybe i am just cranky, or maybe i have a valid point. far too often i hear accounting referred to as an industry rather than a profession.

more: would you buy your own services? | the future of the accounting profession | avoid last-minute deal making | business is about relationships | can a cpa firm be different in a changing market? | a rapidly changing business environment requires flexibility

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let’s be honest. accounting is a profession that requires years of study and experience, culminating– if one desires – in a cpa credential after successfully passing an arduous two-day, four-part online exam.

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