卡塔尔世界杯常规比赛时间

today's features

non-equity partners: a growing trend

the right way and many wrong ways that firms handle non-equity partner strategies.

a new analysis of data in the current rosenberg map survey shows that the number of firms adopting non-equity partners is surging. some 78% of firms over $20 million now have non-equity partners, as well as 61% of firms from $10 million to $20 million.

	percentage of firms with non-equity partners (rosenberg map survey)
	> $20m	$10–20m	$2–10m	all firms
2012-2013 report	78%	61%	39%	46%
2008-2009 report	47%		33%	37%

in this report by marc rosenberg:

a brief history and current status report on the trend.
how the non-equity partner position is commonly used.
how a non-equity partner becomes an equity partner.
why the non-equity partner concept works.
how the non-equity partner concept can fail.
the 11-point comparison: equity vs. non-equity partners defined.

read more →

outlook & analysis

the new advertising basics for accounting firms

start by thinking about the client.

by bruce w. marcus
professional services marketing 3.0

there are some basic advertising principles that are indigenous to all advertising. even in tax and accounting, you violate them at your own risk.

more professional services marketing 3.0: everything you need to know about your next brochure | being social in the new world of social media | there’s a leak in my firm | what ads, the web or social media still can’t do | advertising as a marketing tool that sometimes works | eight client retention strategies for the new competitive environment | why “niche marketing” should be superseded by “total context marketing” | ten strategies for the smaller firm facing competition from larger firms | the client service team in action | ten things every firm needs to make clear firm-wide |

today, every ad campaign, and every ad, should address the question, “what do we want readers to know, think, or feel, after reading these ads?” ads work best when you clearly understand your market, and clearly understand how your service relates to the needs of that market.

let’s break it down:

1) the foundation for the ad – nine rules on which every ad must be built.
2) writing the copy – three guidelines on the art and science of manipulating symbols and ideas to inform and persuade.
3) thirteen rules professionals already know.
4) three reasons a good ad is not about good writing.

outlook & analysis

four untapped profit streams locked inside your practice management data

how to control costs, maximize profits, and focus on your real money-makers.

by drew west
deltek solution consultant
@deltekdrew

new services offerings or fee increases are obvious tactics for earning more – but service expansion brings with it more expense, and rate hikes risk client defection.

so what about other ways? why not reflect on a few ways to drive higher profits?

the answers are deep within – deep inside your firm’s practice-management systems. reflecting on all the engagement data in those systems might expose opportunities for greater efficiency, less risk, and more control – all drivers of higher profits.

so look to your practice management system to find four places where higher profits might be hiding. read more →

outlook & analysis

sevenkeys cpa presents “how to protect your clients from competitors”

live webinar: july 25, 12 noon to 1:15 pm edt

with special guest shep hyken, customer service advocate, providing strategies on client service, satisfaction and retention.

see the complete 2013 webinar schedule

outlook & analysis

thanks for the feedback on today’s sevenkeys cpa webinar

thanks to everyone for joining us for the webinar, “how to generate, nurture and close new business.”

watch for the link to the recording.

your early feedback has been very helpful!

“relevant useful content – ability to act on today.”
“it was very informative, allowed me to see the things we as a firm are doing right and some things we need to focus more on. the guest speaker was also fantastic and really knew the subject matter.”
“good content, but needed more questions answered and give more examples of strategies that work in the acctg” field.”
“i was impressed with what you know, how much you know about it & how well you articulate your message.”
“it is very timely for our firm since we are in the process of re-doing our website and starting to embrace social media.”

the next event is july 25, “how to protect your clients from competitors / client service, satisfaction & retention.”

see the full schedule here.

– rick telberg

outlook & analysis

in this week’s newsletter: life after data entry

see this week’s research update newsletter

in comments this week, subscribers are sharing ideas about the end of data entry, the new staff shortage, and the problems of mixing business with friends or family.

cheryl biondolillo is looking forward to the end of keying-in. “i will be glad when it becomes a reality,” she says. “it feels likes a waste of time being a data entry person.”

noting that “finding qualified staff is back in focus in 2013,” dan gaffney sees small and mid-sized firms changing their steadfast ways and looking at flexible staffing models.”

and, “after 30 years in the business,” janice page refuses to mix business with family or friends. “i have decided that i hate being the accountant for friends and family. i don’t ask the questions i should ask, i don’t say the things i should say, i say the wrong things at the wrong times, i know too much about how they spend their money and i don’t know how to bill.”

– rick telberg
president / ceo

outlook & analysis

the five psychological hurdles that cpa firms must confront today

denial, perfectionism, precedent, competence and agility.

by patrick j. mckenna
professional services firm consultant and author

the professional services sector is undergoing a fundamental change. accounting firms are navigating a tough financial climate, suppressed growth rates, and declining demand. previous downturns have been transitory, as the industry has been able to recover within a few years.

however this time the landscape has changed and the professional sector is not expected to return to previous levels of growth for a long time.

adapted from the introduction to “how to engage partners in the firm’s future: the secrets every leader needs to know,” by august j. aquila and robert j. lees

whatever kind of economist-speak you prefer, there’s no getting around the fact that now is a scary time to be the leader of an accounting firm. read more →

client service opportunities

six money-making strategies to take you beyond quickbooks

how to give clients real solutions, options and opportunities they’ll love.

by sandi smith leyva, cpa
accountant’s accelerator

many accountants are quickbooks proadvisors who offer quickbooks consulting to their clients; you may be one of them.

more at 卡塔尔世界杯常规比赛时间 for soloists and small firms: proactive ways to get more referrals | the three biggest money leaks in your practice | new client opportunities with mobile apps | six questions to launch your summer strategy sessions | what most accountants miss in the five simple steps to get more clients | 10 ways to add a “money maker” hour to your day | 11 sources of wealth we can celebrate | nine value-adds to command a higher fee | how to design your business around your strengths

here are the opportunities i see to expand your client services in the area of quickbooks consulting, or for that matter, any accounting software consulting. read more →

management

when should you sign a new lease, merge or just retire?

a seven-step process to confront the questions raised by lease renewals.

question: i signed up with a broker who introduces buyers and sellers of cpa practices, to find someone who would buy my practice when i want to retire. i don’t want to retire yet, but am starting to think about it. the broker suggested a merger now combined with a buyout deal when i am ready to retire. am i going about this in the right way? read more →

outlook & analysis

new math for accountants: 3×3=10

how some cpas are leveraging principles and metrics as trusted business advisors.

by edi osborne
mentorplus

there’s a new formula for the business acumen needed to improve the overall performance of an organization: 3 x 3 = “10” in business performance. are you an accountant who “gets” this new math?

business owners are looking for an accountant who understands that for a business to be a “10,” they have to have the 3 x 3 fundamentals down pat. business owner expectations are on the rise, and client satisfaction may take a hit as these minimum expectations become the status quo.

to win in any game you have to know three things: read more →

busy season management

will zero data entry end your tax practice?

five things you need to know and three things you need to do.

by frank stitely, cpa
stitely and karstetter

get ready for a transformation in the tax business unlike anything we have experienced since turbotax. the transformation will force many of your colleagues to sell, retire, or go out of business. it will force many of your staff out of the profession. it will change the way you serve clients. and, it will either result in tremendous opportunity for you or end your practice. this transformation is zero data entry.

more stitely: three trends that will transform your tax practice or eliminate it | value, billem & dunn: a value billing case study | why value billing won’t transform your life | the problem with frank stitely? we need more frank stitelys! | the problem with timesheets? not enough timesheets! | who’s missing in action from your workflow processing system? | how to make an extra $72,000 by working smarter read more →

outlook & analysis

everything you need to know about your next brochure

despite the values inherent in well-done brochures, there are some pervasive misconceptions that substantially undermine their very real value to sound marketing.

by bruce w. marcus
professional services marketing 3.0

there is a peculiar comfort in a brochure. it’s easy to feel that if you’ve got one, you’ve taken care of marketing. or most of it, at least.

brochures, then, are too often done “because everybody has one,” rather than as part of a thoughtful marketing plan.

more professional services marketing 3.0: being social in the new world of social media | there’s a leak in my firm | what ads, the web or social media still can’t do | advertising as a marketing tool that sometimes works | eight client retention strategies for the new competitive environment | why “niche marketing” should be superseded by “total context marketing” | ten strategies for the smaller firm facing competition from larger firms | the client service team in action | ten things every firm needs to make clear firm-wide |

a brochure, in this context, is a pamphlet or booklet that describes a firm, a facility or a service. it may be used to explain all or a segment of the firm’s services, or how the firm functions in a particular industry, or to address a specific problem.

in this report:

the six right reasons to do a brochure and the four wrong ones.
how brochures work with a web site.
the six questions to ask before you even think about a brochure.
what works: 17 proven strategies read more →

management

congratulations! your firm needs a human resources director

now what?

that’s what a lot of successful firms are asking these days.

as more firms grow, merge and consolidate – and as hr and payroll rules and regs proliferate – it’s no small decision.

after studying hundreds of cpa firms and distilling their best practices, marc rosenberg, author of “cpa firm management and governance,” compiled this handy 15-item checklist of responsibilities and duties for 卡塔尔世界杯常规比赛时间.

more strategies for growing firms: 12 best practices for a cpa firm compensation committee | the 19-point marketing director job description | billable hours for partners: how much is too much? | charting the evolution of the firm administrator | checklist: how the best managing partners and firm admins work in concert | 25 managing partners list best profitability ideas in 7 key areas | two cpa firm committees that need explaining: management and executive | ten-point job description for the firm administrator or coo |