Good partner meetings don’t happen by accident.
They take commitment and careful planning. Marc Rosenberg (Rosenberg MAP Survey, 2013-2014 Edition) has facilitated hundreds of them. So this 20-item checklist on the format, focus and agenda for planning effective partner meetings should come in handy for some firms, here:
“Pioneer” firms are beating the competition on all measures. Here’s how they’re doing it.
[ Pro MEMBERS GET THE INSTANT DOWNLOAD: Succeeding in the New Economy ]
By Rick Telberg
By any measure – revenues, profits, shareholder value, technology, client retention, talent development – the profession’s small minority of bold innovators are quickly seizing market share from late-comers and establishing new standards for the rest of the profession, according new data studied by CPA Trendlines.
By one reading of the data, some 73% of firms are in danger of falling hopelessly behind, while 8% of firms — representing all sizes — are surging ahead. Not surprisingly, then, two-thirds of CPAs are bracing for upheavals in ownership and management at their firms.
But some small, focused changes hold the potential for yielding big results. Today’s owners need to be smart about how to deploy their precious resources of time, money and talent. And there may be as many right answers as there are difficult challenges.
CPA Trendlines believes that firms don’t need to become pioneering innovators in all areas of the business, but if they can take initiatives on one, two or three at a time, they may be able to nudge their firm out of the undifferentiated mainstream and into the vanguard of excellence and success.
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Define measures of success and timesheets.
By Robert J. Lees
and August J. Aquila
Creating the Effective Partnership
Current thinking suggests that people who focus on a few key goals have a greater chance of achieving or surpassing their goals and all of our work confirms this is true.
In our research into what truly successful managing partners do, one of the things the successful managing partners do that differentiates them from their peers is to focus their partners’ efforts on the firm’s key deliverables as a way of avoiding dissipation of energy and a loss of momentum. READ MORE →
Many considerations play into determining the best time to retire.
By Ed Mendlowitz
“Tax Season Opportunity Guide“
Question: I am 76 and am starting to think about slowing down and selling my practice. I am a sole practitioner with three bookkeepers and a secretary/admin person working for me. I have a nice spacious office in a small building I own. READ MORE →
And five ways to put it to use in your practice.
By Sandi Smith Leyva, CPA
Accountant’s Accelerator
When I first heard the term “consumption marketing” I quickly fell in love with the concept.
Consumption marketing is continuing to market to clients even after they’ve signed to do business with you. It’s helping them to more fully “consume” your product or service.
Consumption marketing is good for business because: READ MORE →
And marketing drives client-centric practice, it’s ‘Professional Services Marketing 3.0.’
By Bruce W. Marcus
Professional Services Marketing 3.0
Today, we are entering a new phase of accounting marketing, in which marketing is not only integrated into the tax and accounting practice, but actually helps shape the nature of the firm itself. This is Professional Services Marketing 3.0. It’s new. It’s different. It’s better. And it’s already winning in the marketplace. READ MORE →