Some of our favorite comments from some of our favorite readers…
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 •
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 →
New trends emerge in net profit margins and accounts receivable.
After years of intensifying and debilitating pressure on bottom lines, profits at tax, accounting and bookkeeping firms appear to be hitting 10-year highs, according to information obtained by CPA Trendlines from Sageworks, the specialist in tracking private-company financials. READ MORE →
Step 1: How to find the right candidate.
Every merger is different, says Marc Rosenberg in How to Negotiate a CPA Firm Merger. “It’s impossible to choreograph, from A to Z, exactly how the process for all mergers will work.” In this 20-step roadmap, the milestones are laid out in the order they most commonly occur. Each twist and turn has its own perils. And they don’t necessarily come in the same order every time.
What successful managing partners do
By Robert J. Lees and August J. Aquila
How to Engage Partners in the Future
The problem is that in the majority of CPA firms there is no clarity around what being a managing partner actually entails and, specifically, what managing partners should do to create and sustain their partners’ commitment to actively participating in delivering the firm’s future.
Our research involving in-depth interviews with 150 managing partners at the world’s leading firms identified that the truly successful managing partners share three key activities: READ MORE →