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10. people who judge me for sleeping with my calculator
9. immodest clients who freely divulge their annual income
8. all the friggin’ numbers read more →
by hitendra patil
pransform
you can call it a “stop doing these” list.
if you have done the “abc analysis” of your clients, you know the best customers who yield highest net profit per unit of effort (generally your time) are your a clients and those who yield the least are your clients. now do the same with your – and your firm’s – activities. read more →
how to communicate your value.
by sean stein smith
communication is, of course, the key to any successful business or organization. without effectively communicating the value proposition that the business is offering, the business will not be in business for very long.
good service needs to be rewarded as much as business development.
by august aquila
it seems like no matter what the topic is at partner meetings, it always reverts to compensation. there isn’t a partner out there who is not interested in his or her compensation, and maybe even more interested in what the other partners make. read more →
question: your book recommends having the preparer fix all errors. however, this is not always possible and our main concern is to get the returns out, so we usually have the reviewer make the changes, except if it looks like there will be extensive changes. isn’t this the way we should do it?
response: i receive the most comments about this issue, so i usually spend a lot of time rethinking this.
by ed mendlowitz
when you perform additional services on a tax return that you will be charging for, list it as a separate item along with the fee for that service. this way the client will know that something extra was done and the charge.
4 essential habits for building client trust.
by bruce w. marcus
in the firm with a strong marketing culture, getting the client is only half the battle. the other half is keeping the client. it’s done with more than just doing good work. in fact, most clients, surveys tell us, don’t really know how good or how bad your work is. why should they? it’s not the business they’re in. they have to trust the accountant.
more professional services marketing 3.0: • the four cornerstones to building a marketing culture • the nine hallmarks of a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm • what accounting firms need to understand to grapple with radical change • six reasonable goals for cpa firm marketing •
12 easy traps to fall into.
by ed mendlowitz
practice management answers
question: it is tax season and i am inundated with work. do you think it is proper to tell regular clients that i will deal with their problems after april 15? read more →
by sandi smith leyva
if you have small business clients that don’t pay attention to their accounting as much as you would like them to, you are likely not alone. the problem is that most of us accountants give up on those types of clients who seem apathetic to our passion for numbers. we shrug our shoulders and consider the client a hopeless case if they won’t take a look at their financial reports at our urgings. read more →
it started as a rivalry between two brothers.
one of them worked at one of the big four (still does). and he was always making jokes about the other firms’ scandals.
it’s better than last week’s 704,000-return deficit.
but irs data shows the professional tax preparer industry is still running behind year-ago rates, with 48.8 million returns e-filed in the latest week, compared to 49.2 million in the year-ago period. read more →
by ed mendlowitz
top 101 practice management answers
question: it is tax season and i am very busy, but many clients need financial planning advice and i want to make it a separate engagement for after tax season. what can i do now to get the work? read more →