strategy archives - page 16 of 47 - 卡塔尔世界杯常规比赛时间

36 consulting services you might be overlooking

october 13, 2016

plus 38 events that trigger those needs.

by domenick j. esposito
8 steps to great

in today’s business world, the greatest growth and margin opportunities for a cpa firm are in the consulting area, as clients outsource specialized skills to deal with business challenges that they cannot handle internally.

more on strategic planning: how to implement industry practice groups | why you need marquee clients | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics
exclusively for pro members. log in here or 2022世界杯足球排名 today.

presented below is a summary of the most typical cpa firm service offerings, together with opportunity triggers and market trends.
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the limitations of rainmakers

october 11, 2016

by succession institute

why marketing has to permeate the firm and the process.

by bill reeb and dominic cingoranelli

for most firms, new business comes in through referral. therefore, the bigger a partner’s client base, the more likely that partner will bring in new business – which simply means that the more clients a partner knows, the more referrals that partner is likely to receive (not in percentage, but in raw numbers).

more on performance management: different roles for different partners | dealing with a-d clients (you know who we mean) | how small ‘books’ hurt firms | why the partner agreement matters | merging for the wrong reasons | how to implement strategy, step by step | accountability requires clear expectations | how retirement issues affect succession planning | how partner ratings factor into equity
exclusively for pro members. log in here or 2022世界杯足球排名 today.

other drivers of referral success are long-standing service (seniority) and position in the firm (such being one of the named or senior partners). in these cases, there is an extended opportunity for referral simply because:
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are your goals big enough?

october 10, 2016

by rob nixon

“what pain do you want to fix and what pleasure do you want to achieve?”

by rob nixon

most accounting firms set no goals or at best they set small goals. if they do set any goals they set smags – small minded adequate goals.

more on strategy: is your business by design or default? | 12 predictions on the future of accounting | finding new opportunity in compliance services | the world is flat | will the internet replace cpas? | how offshoring is shaking up accounting | the profession disrupted: compliance commoditized
exclusively for pro members. log in here or 2022世界杯足球排名 today.

if you go back to my success formula (doing what you want, when you want, with whom you want, in a manner you want) then a smag may be appropriate for your style. at least it’s a goal – albeit a goal that doesn’t fill your potential.

in my opinion (and this entire approach is based on my opinion – plus a lot of research) we’re only here once so let’s do something purposeful. let’s do something grand. let’s do something that lives beyond us.

let’s set some bhags – big hairy audacious goals.
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how to implement industry practice groups

october 6, 2016

by dom esposito

industry specialization can provide the added value you need.

by domenick j. esposito
8 steps to great

you know you need marquee clients, but how do you attract, develop and retain them? you do it by attracting, developing and retaining partners with industry, consulting and technical skills.

more on strategic planning: why you need marquee clients | how to drive consistent partner behavior | cpa firm partner performance: different activities, different metrics | develop the partners you already have | how many partners do you need? | how to develop tactics for your strategic plan | the big eight: harsh realities for firms today
exclusively for pro members. log in here or 2022世界杯足球排名 today.

my basic belief is that accounting and auditing partners are the principal relationship partners in a cpa firm. they are the key to your business and the key to becoming a mid-market sustainable brand.
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different roles for different partners

october 4, 2016

by succession institute

some people should stick to technical roles, but there’s an impact on profitability.

by bill reeb and dominic cingoranelli

when you are a client relationship partner, regardless of your technical specialty, you take on the role of being that client’s general contractor for professional services – that is, his or her most trusted business advisor.

more on performance management: dealing with a-d clients (you know who we mean) | firms only grow when partners play their roles | the four basic parts of cpa firm partner agreements | younger partners see succession differently | how to compensate your managing partner | the job of managing partner: empowered or emasculated? | how the best managing partners turn ideas into reality
exclusively for pro members. log in here or 2022世界杯足球排名 today.

if you are unwilling to fulfill this role, then you shouldn’t be a client relationship manager; you should be a technical partner. we define these two roles broadly as follows:
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is your business by design or default?

october 3, 2016

by rob nixon

5 key areas of focus when re-modeling your business.

by rob nixon

most accounting firms are operating their business by default – not operating their business by design.

more on strategy: 12 predictions on the future of accounting | finding new opportunity in compliance services | how offshoring is shaking up accounting | the profession disrupted: compliance commoditized
exclusively for pro members. log in here or 2022世界杯足球排名 today.

most accounting firms just seem to exist. they get through the years with a limited plan; they seem to “acquire” a bunch of clients who are a hodgepodge of make, model and size. they do not typically run the firm like a business, and worst of all the partners typically operate the firm based on learnings from the partners of the firms where they used to be employees.
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the curious case of ‘the irreplaceable accountant’

october 1, 2016

by hitendra patil

the real reason clients change accountants.

by hitendra patil
accountaneur

why do people change their accountants? a google search lists a ton of reasons: not approachable. not available. not enough business understanding. not responsive. not tech-savvy. not predictable in changing fees. and some more…

more accountaneur: the three gears that drive success in the accounting business | brexit worries? worry more about cexits, texits and pexits | linkedin launches accountant-for-hire service | 4 pillars of future firm foundation | ‘uberizing’ means more than technology | you don’t think technology helps get new clients? | do you want a practice … or a business? | ‘decisiveness’ rated top trait for success in accounting business | tax season management: multi-tasking is a myth | 3 apps to automate business networking |

exclusively for pro members. log in here or 2022世界杯足球排名 today.

is technological advancement adding one more reason hardly anyone wants to ever talk about? perhaps we should add to the list “accountant not required.” to me, that sounds like an outrageous inference to draw. but several accountants tell me that they lose clients regularly. they tell me they got “replaced.” technology could be part of the problem. but it’s not necessarily the solution.

why you need marquee clients

september 29, 2016

by dom esposito

build your credibility, not just your bank account.

by domenick j. esposito
8 steps to great

every ceo i have interacted with over the years looks at the partner complement as those with basic accounting, auditing and tax skills and for brand extension and diversification into higher margin lines of business with advisory and consulting skills.

more on strategic planning: how to drive consistent partner behavior | what is ‘acceptable’ performance? | 6 measures of partner performance | is hr ready for your partner pipeline? | is your pyramid upside down? | taking a balanced scorecard to your partners | seizing the $10 trillion opportunity
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the best way for a firm to obtain maximum advantage of their relationships with clients and with attorneys, investment banks, private equity groups and industry peer groups is to have access to all of the firm’s capabilities.
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$26 billion worth of strategic insights for accountants

september 24, 2016

by hitendra patil

https://cpatwpe.s3.amazonaws.com/cpatrendlines/wp-content/uploads/2016/09/microsoft-linkedin-conference-call-announcement-2016-06-13.pdf — download microsoft’s pitch deck on the linkedin deal (pdf)

this isn’t just news. it’s a business lesson in three parts.

by hitendra patil
accountaneur

microsoft announced that it is buying linkedin for a colossal $26.2 billion—cash. what’s the message to the accounting profession? the value of the “professional network” isn’t in the number of its members, but the combination of the buying and the influencing power of linkedin members. the whole is greater than the sum of its parts.

more for the entrepreneurial accountant: the three gears that drive success in the accounting business | the words that will change your future | a declaration of independence for accountants | brexit worries? worry more about cexits, texits and pexits | linkedin launches accountant-for-hire service | 4 pillars of future firm foundation | ‘uberizing’ means more than technology | you don’t think technology helps get new clients?

exclusively for pro members. log in here or 2022世界杯足球排名 today.

take a look at how microsoft and linkedin look at the deal (pdf). while microsoft is paying $26.2 billion (including net cash) to buy linkedin, it believes the total addressable market of its linkedin purchase is $315 billion. read more →

how to drive consistent partner behavior

september 22, 2016

by dom esposito

bonus: partner performance evaluation balanced scorecard.

by domenick j. esposito
8 steps to great

presented below are excerpts, including some illustrations, of two forms to be used to drive consistent partner behavior:

more on strategic planning: what is ‘acceptable’ performance? | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics | how many partners do you need? | how to develop tactics for your strategic plan | taking a balanced scorecard to your partners

individual partner balanced scoreboard
individual partner goal achievement form

new findings: the three gears that drive success in the accounting business

september 21, 2016

by hitendra patil

gears-in-head — essential success traits: join the survey; get the results

top drivers found in new 卡塔尔世界杯常规比赛时间 research.

by hitendra patil
accountaneur

a new study of 卡塔尔世界杯常规比赛时间 survey research shows that the most successful accountants in the business share three particular personality traits that, when combined, create a powerful force for growth and profits.

卡塔尔世界杯常规比赛时间 is studying “the essential traits for success as an entrepreneurial accountant.” nearly 400 accountants have participated in the survey and about 80 percent of the respondents are managing partners, owners or ceos of their firms. join the survey, get all the updates.

findings from the survey have already shown that “decisiveness” is the top trait for success in accounting business. but when matched with two other traits, the three together form a powerful and integrated success-cycle for accountants.

the research is finding answers for questions like:

which traits separate successful firms from others?

how do high-performing firms thinking differently from others?

which traits determine how big your firm can grow?

firms only grow when partners play their roles

september 20, 2016

by succession institute

how often are you seeing your clients?

by bill reeb and dominic cingoranelli

whether you simply desire to improve your firm’s operations, or identify and implement a new long-term strategy, you need to be clear about the role that the owner(s), partners or shareholders should be playing in your firm.

more on performance management: how big ‘books’ hurt firms | how small ‘books’ hurt firms | why the partner agreement matters | merging for the wrong reasons | accountability includes partners | 7 succession questions to ignore for now | develop your employees or suffer the consequences
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the roles and responsibilities we’ve suggested are based on the best practices we’ve had the opportunity to observe and be involved with in our work with cpa firms throughout north america.
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