why time tracking still matters

if your team dismisses timesheets as old school, you may want to rethink that strategy.

by frank stitely
the relentless cpa

pen ready to fill in blank timesheet

because capacity is the denominator in the lean six sigma equation, and employee productivity is a big factor in capacity, employee productivity becomes a big factor in determining turnaround time.

more: business owners face one of three exits | don’t let clients dictate tax workflow | make fewer mistakes, increase revenue and capacity | how small firms can win the talent wars | easy ways to avoid ‘done but’ tax returns | six ways to create a millennial-friendly firm | do you know your turnaround time?
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first, let’s dismiss all the consultants who tell us time tracking and productivity metrics don’t matter. for the most part, these consultants have never managed or owned cpa firms. rarely have they worked in firms for any length of time. they have never known the struggles of meeting payroll the first pay period in february, when employee hours are up but the tax season money is not rolling in yet.

here’s an example that shows why time tracking and productivity metrics matter:
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10 questions for reconsidering your prices

coins and small bills in a plastic boxstop undervaluing yourself.

by martin bissett
business development on a budget

undercharging – or lowballing as it’s also called – is the scourge of the profession. it has always been present, and unfortunately, it will probably be with us for the foreseeable future.

undercharging is directly related to fear – fear of rejection.

more: five reasons firms don’t thrive | prioritize your prospects | good enough is not enough | consistency is key to business development | comfort vs. complacency | five questions about your network

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when you are building your pipeline according to the process, you have assigned fees you think might be in the ballpark of what you believe you could get from a new piece of work or a new client. you may tend to estimate on the low side, which is not a bad idea in theory, because it lets you be pleasantly surprised when it’s anything beyond that.
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how bullish are you this tax season?

tax pros see gains in clients, revenue, and profits.

rosy scenario: 75% forecast increases in revenue per client. more work, or higher fees, or both?

join the 5-minute survey. get the answers. start here.

by 卡塔尔世界杯常规比赛时间 research

if the early results of the 2023 卡塔尔世界杯常规比赛时间 busy season barometer are any indication, tax practitioners can look forward to a lucrative year.

more tax season ’23:accountants’ top problems for tax season 2023tax season 2023: better or worse? | tax: the procedural checklists your firm needs  |  stop tax return review shortcuts  |  offers in compromise aren’t for everyone  |  trump’s tax returns: read the originals here  |  survey: tax software favorite keeps crown

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over 46 percent of respondents expect a five to ten percent expansion of clientele, and another 13 percent say theirs will swell by more than ten percent.

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aynsley damery: adding value is the only way to stay in business

rethink the 80:20 rule, because the 80% are likely stealing from you.

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the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间

aynsley damery wants accountants to think more deeply about their work. the ceo for clarity said we need to think about what clients want and deliver it to them, but as simple as that sounds, the problem is he doesn’t “think many accountants truly understand what their clients are looking for.” clients who have started their own businesses are looking for a combination of “money, time and freedom.” however, damery said, we’re selling them dashboards, kpis and cash flow forecasting without explaining why that’s important and what that’s going to do for them. “clients are looking for an advisor who’s going to listen to me, understand my hopes, my fears, my vision, what the challenges are, and be able to be there to support me,” damery said.

more: erik solbakken: yes, you can work less and make more | donny shimamoto: future firm growth requires a mindshiftjennifer wilson: empower young workers to build the firm everyone lovesmike whitmire: re-think your hiring and training practiceshector garcia: success strategies of a quickbooks youtube superstar | blake oliver: why tax work yearns to be freeprivate equity explodes in u.k. | brannon poe: the status quo must go  | accounting nerds, unlock your super powers  | disruptor: jason statts shakes up the status quo | think small to think big with matt wilkinsonwhen financial statements go extinct with corey schmidtcan geraldine carter save accountants from themselves?re-inventing accounting with tyler anderson

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“our clients don’t understand numbers, yet we give them plans with the numbers, and … it doesn’t help,” he said. instead, damery said cpas need to help them understand what they need to do “to make a difference and move their business forward. and that’s not about giving them the answers. that’s about asking the right questions.”

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will my clients find cas expensive?

provide a different value experience with cas to stop price comparisons. hitendra patil cas q-and-a logo

by hitendra patil
the definitive success guide to client accounting services

have a cas question? get it answered here.

question: at our firm, we have been working on creating cas capabilities. we feel that the cost of offering cas will increase our services’ prices. we are worried that our clients will find cas too expensive. traditionally, it has not been easy for us to increase our prices. how should we go about our cas pricing?

more cas: matching your tech to your cas clients | the tech stack you need for cas | yes, you have the staffing for cas | six steps to spreading cas awareness  | finding profits in cas

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a: there are two separate problems here. first, your firm has a cost-plus pricing model. you’d want to change it not just for cas but also for other services. in general, cost-plus pricing emphasizes the features of your service. your pricing should reflect the relevant benefits of your service. second, you need to find out the different value that clients will experience from your cas offering.

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