When was the last time you came across something that guaranteed you 100 percent satisfaction or your money back? Okay, these types of offers are all around us, so let's drill down a bit to our profession. . . .
Firm owners are always looking for ways to save time and money. So why not take those findings to your clients? In other words, teach your clients what you've learned so that they, in turn, can save time and money and pay you for your consultative advice.
What do you think of when you hear the word "coach?" For most of us, it brings up thoughts of athletics and someone who has coached a team that we have been a part of or maybe one that we follow as a fan.
Take great care in sending a client an e-mail: the subject line should be brief, the greeting professional, and the message succinct. Your e-mail signature leaves the last impression, so it should look as professional as your business card.
All too often, companies trust that a potential business partner is creditworthy with very little evidence to support the assumption. CPAs can advise their clients on how to evaluate potential business partners, further instilling their role as trusted business advisors.
Adding a client assessment as a required short-term project for every new client – before agreeing to a long-term engagement – can provide countless benefits for you and the client. It can also help you uncover any unfortunate surprises early on.
Are you really getting paid for what you do? The debate between billable hours vs. value pricing has heated up in the accounting profession over the past few years, especially as technology continues to increase efficiency.
A constant topic of conversation is the age-old question of how to determine partner compensation. Every firm is a little bit different, but the issues surrounding how you split the pie are pretty consistent.
I continue to be amazed at the number of firms that have no partner agreements at all or haven't made revisions in many years. Remember, their primary purpose is to protect the firm and define the relationship between the firm and each partner.
Managers asking themselves, "Where does the day go?" may now have an answer. CFOs recently surveyed said that, on average, supervisors spend 17 percent of their time overseeing poorly performing employees.
In this interesting Q&A, Andrew Rose, Naden/Lean LLC’s director of Marketing and Business Development, talks about some specifics to managing a dental niche practice, his firm’s sweet spot, and how social media has changed the game.
Is your firm at risk of losing clients or missing opportunities for additional wallet share from existing clients? A large gap may exist between what partners believe their clients think versus what clients actually think.
Each household in America carries roughly $114,000 in debt ($13 trillion divided by the total number of households counted in the 2010 Census). Whether you cater to the affluent or have a lower-income client base, debt is a reality for nearly all of your clients.
Changing your pricing model is no simple task, but it is something beneficial for your clients and your firm. There are a number of investments of time and money that need to be factored into the overall pricing calculations for your firm.
While the accounting industry moves to the Cloud, it makes sense to hold a conference in the Cloud as well. Attend and you'll learn practice-growth tips from two accounting industry thought leaders and much more.