edward mendlowitz, author at 卡塔尔世界杯常规比赛时间 - page 16 of 55

which kpis do you need?

consider how the data will be used.

key performance indicators (kpis) are shortcuts and tools to give managers a quick grasp of essential activities enabling greater control. whether a manager runs a business, not-for-profit, governmental unit, department or a small group, kpis can help the manager be more effective, achieve goals and better serve customers, stakeholders or others relying on the organization.

more on advisory: when an audit is a great thing | how to read a financial statement | the kpi an absentee manager needs | which kpis do you need? | the seven-minute financikal statement
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managers need to develop the kpis that will help them the most. this development should be based on what they are doing now (with some tweaking) so they get four or five numbers daily that will not take more than three minutes to absorb, assess and activate changes, if necessary. transparency and sharing the kpis will also draw team members into the process.
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advisory & consulting

how to handle referrals with attorneys

let’s redefine currency: seven forms, and none are cash.

by ed mendlowitz
managing an accounting practice: 202 questions and answers

q: i referred a large amount of business to an attorney friend, and she hasn’t reciprocated. i asked her for a referral fee and she declined. i’d like to keep referring her because she does a great job for my clients and that makes me look good, too. what should i do?

more: audit reports without doing the work? | why partner retreats are worth the cost | why checklists? | ask these 10 questions before adding financial services | selling your practice is not a retirement strategy | thirteen things to know before selling your practice | 10 reasons clients don’t pay
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a: it is always the right thing to look out for your clients’ best interests. referring the best attorney you know for a job is the right thing to do. but…

advisory & consulting

77 thoughts about client needs

take action today.

by ed mendlowitz
77 ways to wow!

this list is a guide to jog additional thought about a client’s business. i have done all of these, and, at some point, i started making a list to help me remember. i also used it to help staff choose a few items each time they performed services for a client as a value-added benefit to the client.

more on advisory: when an audit is a great thing | how to read a financial statement | the kpi an absentee manager needs | which kpis do you need? | the seven-minute financikal statement
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the listing can also be used a guide for a separate engagement. either way, the emphasis should be to provide information to the client about their business that the client does not already consider, focus in on or know about.
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client service opportunities

audit reports without doing the work?

step away.

by ed mendlowitz
managing an accounting practice: 202 questions and answers

q: i have a friend who runs a small cpa firm. he has a client who owns some motels across the u.s. who sold them to a large company.

more: why partner retreats are worth the cost | why checklists? | ask these 10 questions before adding financial services | selling your practice is not a retirement strategy | thirteen things to know before selling your practice | 10 reasons clients don’t pay
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their auditor, a big 4 firm, would like to review his prior year audit papers and he has asked me to review his work papers beforehand and make sure that they are in good shape for the big 4 firm. as he is a small practice, his work papers are likely to be not as sophisticated as the big 4 is used to seeing.
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featured

why partner retreats are worth the cost

send your toughest questions to ed at emendlowitz@withum.com

new environment, new ideas.

by ed mendlowitz
managing an accounting practice, the complete 2-volume set – 202 questions and answers, the 650-page encyclopedia of practice management

q: is there any value to a retreat?

more: why checklists? | ask these 10 questions before adding financial services | selling your practice is not a retirement strategy | thirteen things to know before selling your practice | 10 reasons clients don’t pay
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send your toughest questions to ed at emendlowitz@withum.com

a: absolutely! retreats are very important to reconnect with your partners and reassert why you are in business and what you hope to accomplish, in addition to making a living and not having to work for a boss who isn’t as good or nice as you are.
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checklist

why checklists?

life isn’t always about you.

by ed mendlowitz
101 questions and answers: managing an accounting practice, the complete 2-volume set

q: i know you preach using checklists, but are they really necessary? i don’t like using them.

more: ask these 10 questions before adding financial services | selling your practice is not a retirement strategy
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a: well…
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featured

ask these 10 questions before adding financial services

remember it’s a new business.

by ed mendlowitz
101 questions and answers: managing an accounting practice, the complete 2-volume set

q: i am thinking of adding financial services to my practice. what are your thoughts?

more: selling your practice is not a retirement strategy | thirteen things to know before selling your practice | 10 reasons clients don’t pay
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a: for starters, “financial services” means selling investment products or managing money. this is different from adding financial planning, which i see as an extension of and a next step to sound tax planning for clients.
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featured

selling your practice is not a retirement strategy

consider your other possible sources.

by ed mendlowitz
101 questions and answers: managing an accounting practice

q: i’ve heard you say that you shouldn’t count on anything from your practice when you decide to retire. are you serious?

more: thirteen things to know before selling your practice | 10 reasons clients don’t pay
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a: i probably said that, but it was in the context of planning for guaranteed cash flow in retirement. a practice’s value is never guaranteed until the checks clear.
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featured

thirteen things to know before selling your practice

timing is critical.

by ed mendlowitz
101 questions and answers: managing an accounting practice, the complete 2-volume set

q: i am getting older and want to continue working at least five more years. should i merge now to anticipate and facilitate a buyout?

a: selling means retiring. is that something you want to do?

more: 10 reasons clients don’t pay
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i’ve written many times about being clear about your goals and what you really want. that being said, here is a general discussion about the reality of the value of your practice.
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featured

10 reasons clients don’t pay

and what to do about it.

by ed mendlowitz
101 questions and answers: managing an accounting practice, the complete 2-volume set

q: i always have large amounts owed to me from clients. is there anything i can do about this?

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a: absolutely! my feelings are that large a/r balances are your fault. accounting fees are almost never material to a business’ cost structure, but letting fees pile up can make them somewhat material.
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client service opportunities

when clients say ‘no’

four ways to deal with their decision.

by ed mendlowitz
call me before you do anything: the art of accounting

i found out many years ago that i cannot spend my clients’ money.

i used to feel that if they did not want to “buy” a service i felt they must have, it meant i did not clearly convey the value to them. i do not feel this way anymore because the value is relative and draws on many issues the client might have and that i am not privy to.

more: when good things happen | when an employee’s growth has gaps | my first trainee | the growing pains of a small firm | giving clients the best you’ve got | why map programs are essential | how to become a specialist | secrets in specialties | making sure the son got proper credit | yes, shirt logos can matter | 10 more reasons cpas quit public accounting
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in my earlier days i used to do the work anyway, feeling a responsibility to the client. it took me quite a while to realize that the responsibility is the clients’ and if they did not want to spend their money for it, i should not spend part of my life doing it on a pro bono basis. there were also times i felt the work was so essential to the client that i did it expecting their recognition of the importance and willingness to pay me afterward. stupid! my bad!
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client service opportunities

when good things happen

be open to unexpected opportunities.

by ed mendlowitz
call me before you do anything: the art of accounting

my friend al is a sole practitioner with seven staff members and a thriving audit practice, besides the typical tax and small business tax clients.

more: when an employee’s growth has gaps | my first trainee | the growing pains of a small firm | giving clients the best you’ve got | why map programs are essential | how to become a specialist | secrets in specialties | making sure the son got proper credit | yes, shirt logos can matter | 10 more reasons cpas quit public accounting | family trees of clients
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he is getting older, and while he has no plans to retire and is actively trying to grow his practice, he periodically meets with larger firms to see if there is an interest in acquiring his practice when that day comes. by doing this he stumbled on a fantastic business development formula.
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featured

when an employee’s growth has gaps

where did all that experience go?

by ed mendlowitz
call me before you do anything: the art of accounting

we hired sam out of school and he worked for us for two and a half years and then we split up our firm. this was ages ago and sy and i left our third partner to form our new firm on jan. 1.

more: my first trainee | the growing pains of a small firm | giving clients the best you’ve got | why map programs are essential | how to become a specialist | secrets in specialties | making sure the son got proper credit | yes, shirt logos can matter | 10 more reasons cpas quit public accounting | family trees of clients | preparing for the worst (thanks to my wife)
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however, there is a valuable lesson here and i think it is worth sharing. it changed the way we hired staff.
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edward mendlowitz

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edward mendlowitz, cpa, abv, pfs, is a partner at withum, a forward-thinking, technology-driven advisory, and accounting firm. ed has over 40 years of public accounting experience, is recognized as one of the top 100 most influential people in accounting by accounting today, and is the 卡塔尔世界杯常规比赛时间 "practice doctor." his latest handbook for 卡塔尔世界杯常规比赛时间 is 77 ways to wow! the handbook for small-business advisory services.

ed is also the author of "memoirs of a cpa," available at amazon.

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"memoirs" tells his story as a cpa and provides an inside look at what cpas do and how they run their accounting "business." cpas must serve clients effectively and exceptionally, recruit, train, retain and grow staff, and charge fees that clients happily pay because of the value they receive while the cpa earns a living, funds a retirement account, grows infrastructure, and perhaps makes a profit. this book tells how he did all of this and much more.

more ed mendlowitz in the 卡塔尔世界杯常规比赛时间 store:

he is a licensed, certified public accountant in the states of new jersey and new york and is accredited by the american institute of certified public accountants (aicpa) in business valuation (abv), certified in financial forensics (cff) and as a personal financial specialist (pfs). ed is also admitted to practice before the united states tax court and has testified as an expert witness in federal and state court regarding business valuations, and twice at the house ways and means committee on tax reform, fairness, and reduction. a city college of new york graduate, ed earned his bachelor of business administration degree.

he is a member of the aicpa, the new jersey society of certified public accountants (njscpa) and the new york state society of certified public accountants (nysscpa). in addition, ed was a founding partner of mendlowitz weitsen, llp, cpas, which merged with withum in 2005. currently, he serves on the nysscpa estate planning committee and was chairman of the committee that planned the nysscpa’s 100th anniversary. ed, the author of 19 books, has also written hundreds of articles for business and professional journals and newsletters.

he is the contributing editor to the practitioners publishing company’s 706/709 deskbook, the aicpa’s management of an accounting practice handbook, corporate controller’s handbook and wiley’s handbook on budgeting and is on the editorial board of bottom line/personal newsletter and the journal of accountancy member panel on business valuation. appearing regularly on television news programs, ed has also been quoted in numerous major newspapers and periodicals in the united states. he received the lawler award for the best article published in 2001 in the journal of accountancy.

ed frequently speaks to many professional and business groups, including the aicpa, njscpa, nysscpa, american management association, the national committee for monetary reform, the university of medicine and dentistry in n.j., and many more. for 11 years, he taught courses on financial analysis, corporate financial policy and theory, monetary and fiscal policy, and managerial accounting in the mba program at fairleigh dickinson university.

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