marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 26 of 43

27 tough questions every firm needs to address

on succession, retirement, valuation, sale or acquisition.

before formally beginning the discussion part of a retreat session, it’s always a good idea to begin by asking the participants what they want to cover.

more on retreats: make more money | system vs. system: partner compensation best practices | 10 benchmarking missteps | 18 essential management questions to cover at a retreat | management styles: partnership vs. corporate | why create a marketing plan?

as issues are suggested, the facilitator should write them down on a flipchart.

marketing & sales

31 ways to make more money

yes, you can do these during busy season.

by marc rosenberg
cpa firm retreats

certainly when we consider best practices for transforming good firms into great ones, we have everything in mind from client surveys to strategic planning. but then what?

more on retreats for pro members: system vs. system: partner compensation best practices | partner accountability: how and for what? | 30 marketing and growth questions to cover at a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns

here are 31 methods to achieve strong profitability:
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pay & compensation

why firms use partner comp formulas

plus 5 ways to make them more sophisticated.

by marc rosenberg
partner comp: art & science

compensation formulas are the most common system used by cpa firms to allocate partner income. indeed, many small firms are not even aware that there are alternative systems available, and they’re puzzled as to why a firm would not want to use a formula.

more on partner compensation for pro members: 3 subjective compensation systems | 11 points in designing a partner comp system | 3 tiers of compensation | partner compensation 101| what partners earn and how they earn it | partner compensation: an art, not a science | why most partner comp systems are performance-based

compensation formulas are most heavily used by small firms, especially those with fewer than five partners. since over 90 percent of all cpa firms have fewer than five partners, formulas are the most common system. but once firms hit the five-partner mark, they find that other systems, mainly the subjective systems described in the previous chapter, are preferable. this will be explained later in this post.
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mergers & acquisitions

thinking ‘downstream’ merger? check these 25 potential problems first

match expectations to reality.

by marc rosenberg
cpa firm mergers: your complete guide

when checking out a downward merger candidate, do your due diligence.

more on mergers for pro members: 12 reasons to merge in a smaller firm | 3 factors that always affect negotiations | what to discuss at the first merger negotiation meeting | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging

here are the first 16 major issues to consider:

pay & compensation

system vs. system: partner compensation best practices

chart outlining multitier system — for full size, see full article

bonus lists: 12 allocation systems and 22 intangible performance attributes.

by marc rosenberg
cpa firm retreats

“if people are concerned about their absolute level of compensation, then they can be satisfied. however, if their focus is on relative standing, then they can never be satisfied.” – andrew grove, former chairman of intel

you’ve decided you’re going to discuss partner compensation at your next retreat, then you’ll need to start with some warm-up materials.

begin with this partner compensation best practices13-point checklist:

pay & compensation

partner comp: three subjective compensation systems

plus balloting details for those who use paper and pencil.

by marc rosenberg
partner comp: art & science

there are at least three performance-based systems for partner compensation. none rely completely on intractable formulas, but instead introduce various degrees of subjectivity. needless to say, none are without some controversy.

more on partner compensation: 11 points in designing a partner comp system | 3 tiers of compensation | what partners earn and how they earn it | how partners view compensation: it’s not all about the money

but each system requires serious thought. here’s a comprehensive of the three approaches. which does your firm use now? why? which might be a better approach?

let’s take a closer look:

mergers & acquisitions

18 concerns about merging in smaller firms

the good news? they all can be overcome.

by marc rosenberg

though not universally true, larger firms will find many aspects of smaller firms to be below their own standards.

more on mergers: 20 terms to settle when merging up | 3 factors that always affect negotiations | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent | plant seeds to turn up merger candidates | 13 ways to screw up a merger

the questions that the acquiring firm needs to ask are:

marketing & sales

10 benchmarking missteps

stop comparing apples to hockey sticks.

by marc rosenberg
cpa firm retreats

benchmarking is important, but context is needed.

more on retreats:partner accountability: how and for what? | how to decide who decides what | why create a marketing plan? | how to take action after a retreat | 12 simple rules for a retreat | retreat logistics: how long, what kind?| why do cpa firms conduct retreats?

here are the 10 biggest mistakes cpa firms make in compiling and analyzing map statistics:

pay & compensation

11 points in designing a partner comp system

bonus checklist: the 12 systems used by firms to allocate partner income.

by marc rosenberg
partner comp: art & science

because partner compensation is the most sensitive aspect of cpa firm practice management, adopting a new system or modifying the current one requires an exceptional amount of thought, care and study. here we summarize the many issues firms need to address in designing their partner compensation system.

mergers & acquisitions

12 reasons to merge in a smaller firm

from buying talent to expanding territory, mergers can be fast ways to grow.

by marc rosenberg

if an opportunity to merge in a smaller firm were presented to you, would you be interested in pursuing it?

more on mergers: 20 terms to settle when merging up | 3 factors that always affect negotiations | mergers: assessing compatibility | case studies reveal potential loi issues | one times fees is a steal! | looking to grow your firm? how to find a seller in four steps | 14 keys to a successful merger | 5 steps to take before merging

my guess is that in excess of 90 percent of all cpa firms would answer this question with a resounding “yes!”
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management

how to address partner compensation at a retreat

how do you feel about evaluations … and tying compensation to them?

by marc rosenberg
cpa firm retreats

before formally beginning the discussion part of a retreat session, it’s always a good idea to begin by asking the participants what they want to be sure to cover. as issues are suggested, the retreat facilitator should write them down on a flipchart.

pay & compensation

3 tiers of partner compensation

plus: 6 major factors impacting bonuses. and 4 notes from a master.

by marc rosenberg
partner comp: art & science

most cpa firm partner compensation systems consist of three tiers, each of which compensates the partners in a different way.

more on partner compensation: partner compensation 101| what partners earn and how they earn it | partner compensation: an art, not a science | how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

what is base compensation (or salary)?

it’s common to define partners’ base compensation as their historical or street value to the firm. what they bring to the firm every day. a managing partner once told me: “it’s what we would have to pay a partner at another firm to come work with us.”

practice debunked: many firms have equal bases for all partners. their thinking is that the base is merely a level of compensation that (1) is above what managers are paid and (2) is enough for the partners to live comfortably on. firms like this are operating a modified pay-equal system, which is widely viewed in the cpa industry as ineffective and unfair. not only do partners not perform equally, there is almost always a wide variation from highest to lowest performer. the case for equal bases is a weak one at best.

practice debunked: i’ve seen some firms impute partner bases as follows: first, compute hourly pay rate by dividing the standard billing rate by the firm’s billing rate multiple. then, multiply the hourly pay rate by 2,000 hours to arrive at imputed base pay. billing rate multiple is a staff person’s billing rate divided by the hourly pay rate. eighty to ninety percent of all firms are in the 3.5 to 4.0 range.

mergers & acquisitions

20 terms to settle when merging up

what the smaller firm needs to determine. they get a say, you know.

by marc rosenberg

when a small firm considers merging upward, they listen to the terms offered by the larger firm and decide whether they can accept them. through a combination of face-to-face meetings, negotiation sessions, telephone calls and review of materials, the seller should be comfortable with each of the following:

more on mergers: what to expect when merging up | 13 questions to assess an upward merger | mergers: assessing compatibility | 14 provisions to include in a letter of intent | want to merge? ask for data | merger prep: getting to know you | plant seeds to turn up merger candidates | 13 ways to screw up a merger

1. hopefully, you have identified the problems and the goals you have for the merger (retirement, access to staff, technical expertise, management capabilities, etc.). do you see each of these problems and goals actually being addressed and resolved with the merger?
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