Today's Features —

A Startling Revelation: 1 Times Fees is a Steal

A Startling Revelation: 1 Times Fees is a Steal

Get the free white paper. Do the math…

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13 Ways CPA Firm Mergers Can Go Wrong

13 Ways CPA Firm Mergers Can Go Wrong

And nine of the the thorniest issues…

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Where Laptops Rule at CPA Firms Today

Where Laptops Rule at CPA Firms Today

Save up to 26% on your hardware spending with four smart strategies…

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6 Steps to Handle Staffing Problems in a Merger

And the top 8 questions every staffer will ask.

Aquila

Aquila

By August Aquila
Creating the Effective Partnership

To get your employees’ commitment to the merger, they must understand how it impacts them personally and see the opportunities for themselves.

Let’s assume that the announcement for the upcoming merger or sale is handled properly. In other words, it was not leaked or there were no rumors on the street. You can be sure that once the announcement is made, employees start thinking about one thing — How does this event affect me? This is about self-preservation; it’s an emotional and psychological question that everyone will ask themselves. READ MORE →

5 Time Management Tips for an Overworked Accountant

time management clock money dreamstime_xs_13009574

Ed Mendlowitz CPA The Practice Doctor Q and AQUESTION: I am sure you heard this before, but I just can’t seem to get on top of my work – I am always behind and in addition, my income has been dropping.

I am a sole practitioner with no staff and don’t want any. I like what I do, but lately it seems I have been chasing my tail and losing some ground. My practice is 40% 1040s which are mainly done from mid-January to April 15. I do not file many extensions. Another 40% are small businesses that I work on monthly. About half I go to and the other half send in their information or QuickBooks files. 10% is payroll preparation for clients.

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Managing Knowledge as a Marketing and Management Tool

What do we really know when we say we know?

by Bruce W. Marcus
Professional Services Marketing 3.0

The road to knowledge management, now well-traveled, seems to end with the science of acquiring and retrieving data. The end of that road, which was built mostly by the brilliance of computer scientists, stops where a clear understanding of the meaning of useful knowledge begins.

Bruce W. Marcus

Bruce W. Marcus

More for CPA Trendlines PRO members: The Secret Formula for Getting New Clients What We’ve Learned Since Accounting Marketing Was LegalizedDo Accounting Firms Really Want an ‘Image’?What Accounting Firms Need to Learn from Personal Financial Planning Specialists The Delicate Art of Positioning Your Firm in the Mind of the ProspectEven a Random Disaster Can Be Controlled with Risk Management

But with the growth of knowledge management as a discipline in many aspects of professional practice, some definitions may help forge a new direction for knowledge management that not only move the subject to a new realm of discovery, but may help find ways to make knowledge more useful as a management and marketing tool. We now seem to know a lot about gathering data, and are learning to turn data into knowledge. Knowledge must now be adapted to work for the firm, and especially for the firm’s leaders. READ MORE →

Managing Risk in Client Relations

Wishful thinking?

by Bruce W. Marcus
Professional Services Marketing 3.0

CPA Trendlines research has uncovered the startling fact of the wide disparity between how accounting firm management perceives their own performance and how their clients see their performance. (Join the survey; get the results.)

RELATED:  Your Clients Love You? What If You’re Wrong?  The Three Degrees of Risk  • Four Essential Habits for Building Client Trust   •  The Nine Hallmarks of a Marketing Culture  •  The Four Cornerstones to Building 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  •

Another consideration of risk lies in a tendency to ignore or distort reality, which can lead to a vast expectations gap. READ MORE →

When Accountants Don’t Know They Don’t Know

blindfolded at computer By Sandi Smith Leyva
The Accountant’s Accelerator

Early in my career, one of my favorite things to teach was Maslow’s four stages of learning.  I still think it’s one of the most valuable and profound pieces of information I have come across in my learning.

Maybe you recall, too:

  1. Unconscious incompetence.
  2. Conscious incompetence.
  3. Conscious competence.
  4. Unconscious competence.

Here’s how it applies to accountants: READ MORE →

New Times Call for New CPA Firm Metrics

How to fine-tune your management dashboard for effectiveness, innovation and growth.

dreamstime_xs_9983601.jpgBy August Aquila
Creating the Effective Partnership

Don’t kid yourself – It’s a new world out there. Accounting firms need to become more transparent. Partners and employees need to truly understand the firm’s vision and value proposition. They need to see how their daily actions move the firm toward its goals. Mission and vision can no longer be vague, fluffy statements that mean nothing to your clients, employees and partners, and prospects.

This new environment requires firms to actually implement their goals by looking at specific objectives and measures. Performance and execution are the key operatives. The old measures, by themselves, won’t do the job anymore. They are still valuable, but new measures are needed today. Firms no longer compete with the firm down the street in terms of mere marketing. They now complete in how they manage the practice, treat their employees, win employees’ hearts and minds and provide a true learning environment.

What would it be worth to you if you had a system which could measure your business development and management efforts?  In short, measure how well you are implementing your firm’s strategy? READ MORE →

The Competition for Talent: It’s All About Motivation

At Microsoft, they worry about motivation, says Bruce W. Marcus, author of Professional Services Marketing 3.0. When everybody who holds any kind of a responsible job is making more money than any of them ever dreamed they would, and when they’re in an industry that would pay anything to hire them away, how do you motivate people? How do you get them to stay, and to produce at the high levels demanded by Microsoft and other high-tech companies? Two ways.

In this report:

  • Five mistakes firms make.
  • Four strategies that can’t miss.

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Seven Hot Lead Generation Methods for Accountants

By Sandi Smith Leyva
The Accountant’s Accelerator

The big change in lead generation for accountants is that there are many more methods out there today to get clients’ attention. The problem — or the opportunity! – is most accountants are still only using the old methods. READ MORE →

Nuances and Idiosyncrasies: The Top 12 Issues that Complicate Mergers

By Marc Rosenberg, CPA
CPA Firm Mergers

Throughout the merger process, you should be probing for nuances and idiosyncrasies of the other firm so that the concerns get on the table. Here’s a checklist of a dozen: READ MORE →