here’s what you’re looking for: marc rosenberg

fortunately, they all can be overcome … if everyone is willing.

by marc rosenberg
the rosenberg practice management library

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

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the questions that the acquiring firm needs to ask are:

• how severe are these weaknesses?

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obtain a niche, acquire talent and more.

by marc rosenberg
the rosenberg practice management library

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

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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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the smaller firm gets a say, so decide what you want.

by marc rosenberg
the rosenberg practice management library

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:

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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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smaller firms should be prepared.

by marc rosenberg
the rosenberg practice management library

the degree to which merger terms are negotiable is often determined by the relative size of the two firms.

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generally, the larger the gap in firm size between buyer and seller, the fewer the items are open to negotiation. this can be illustrated by the following chart:
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bonuses: smaller firm to larger, 25 questions to ask and 17 data points to request.

by marc rosenberg
cpa firm mergers: your complete guide

there are always three intangible factors that greatly influence the extent to which merger terms and issues are negotiable:

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1. negotiation ability of each firm. some people are “tough” negotiators, continuously trying to impose their will on the merger partner, while others are more malleable and tend to go along with whatever the other side wants.
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