557 search results for pricing

11 things all partners must do

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two businessmen discussing a projectit comes down to this: what does being a partner mean?

by august j. aquila
what makes a great partnership

partners are the culture in a professional service firm – what they believe, what they reward, what they do and how they do it determines what and how things get done.

more on great partnerships: do your partners pay their own way? | how to become the firm of choice | five factors for measuring a partner’s value | why accountability counts | communication goes both ways | 6 ways to pay partners | 8 questions to analyze your pricing
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but one of the problems we consistently hear about is the lack of clarity in what being a partner means. and in the absence of clarity, the partners typically fill the gap by doing what they think it means, with all of the differences of thought and behavior that inevitably brings. it’s these differences in behavior that result in firms failing to maximize their potential.
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survey: embracing new technology a must

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a man tries to fix a broken hourglass in the forestwhat value are you adding?

by rob nixon

2015 was much the same as other years. too many hours for not enough profit.

more from the survey: technology will solve labor shortages | accounting profession demands swift change | next-gen leaders getting restless | do you have a firm or a co-op? | cpa firm revenues rise a hefty 8%
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a cpa firm will never make serious profits (more than $1 million profit per partner) if they focus on billable hours and realization margins.
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expand your national and global geographic reach

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colorful world mapthe cities and networks you need to be in.

by domenick j. esposito
8 steps to great

the business world was never simple, but it has never been as complex and dynamic as it is today.

more on strategic planning: using a high-performance business framework | the benefits of a client situation review | capital markets 101 | how to implement industry practice groups | 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 | learning to ‘run with the big dogs’
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for decades, two key factors – technology and globalization – have driven profound change throughout the business world including the mid-market. and both will continue to do so – at an ever-increasing pace.
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ed kless: what is strategic pricing?

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there are three strategies. use what you want, but learn them all.

by sandi leyva and michelle long
the ultimate accounting virtual conference

head shot of ed kless
kless

i’m super jazzed to introduce ed kless, who’s going to be discussing the fundamentals of strategic pricing.

more small firm growth strategies: how to keep current | four tools for a millionaire mindset | reconnect with your why | use payroll to grow client retention | 3 ways to work less and earn more | what to do when a client doesn’t pay | how to find hidden money for your clients | 3 killer lead generation channels
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he is the senior director of partner development and strategy at the sage group. he’s also the co-host and author of the soul of enterprise. he developed and delivers curriculum for sage consulting academy, business strategy and workshops related to customer experience. he’s also a senior fellow at vera sage, which is where ron baker teaches pricing to firms in our industry.

kless: we’re going to review the fundamentals of strategic pricing. what i’ve found fascinating about the subject of pricing is for as complex as it is, there are only three basic strategies. we’re going to review what those are and talk about where one might use one over the other and why they’re important to know. even if you don’t prescribe to one or the other or only ever use one strategy, it’s important to know what the three are.

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using a high-performance business framework

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businessman holding word "success" and upward arrow in handsbonus: sample client feedback letter.

by domenick j. esposito
8 steps to great

the high-performance framework is a description of how middle-market companies can identify the components of high performance, assess their present position relative to high-performance benchmarks, and then create a plan of action to close any performance gaps.

more on strategic planning: the benefits of a client situation review | show clients how to improve working capital | do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | 3 tools to boost your metrics | seizing the $10 trillion opportunity
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the framework is essentially a set of models and common language that help communicate with a client. it provides the basis for developing an action to assist a client in a systematic and thoughtful way.
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when partners need written goals

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undervater shoot of swimming pool with swimmer holding both thumbs upthree questions to ask yourself.

by august j. aquila
what makes a great partnership

if we achieve what we measure, then is it true that we become what we think about most of the time?

more on great partnerships: five factors for measuring a partner’s value | why accountability counts | communication goes both ways | why shared values are important | why ‘walking together’ is so important | how to build a better firm through teamwork | 8 questions to analyze your pricing | 5 questions for every mp to answer honestly
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

philip e. humbert, ph.d. wrote, “the human brain is a goal-seeking, problem-solving machine, and the things we think about, focus on and worry about inevitably shape our destiny.”
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how to keep current

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young businesswoman and social network over white backgroundpro tips from doug sleeter and cpa practice advisor editor gail perry.

by sandi leyva and michelle long
the ultimate accounting virtual conference

how do we stay up to date?

more small firm growth strategies: best practices for growth: network, specialize, share | 10 easy tips to boost your business cash flow | 2 ways to serve clients better | how to fire a client | how to manage client expectations | trashing the spreadsheet: best practices in modern expense management | 3 ways to implement value pricing | building reputation to build your business | need more business? focus on referrals
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

one thing is making time for it. that’s the key to a lot of things and actually the first step to a million things is making time for it. some things i do include continue attending conferences.
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four tools for a millionaire mindset     

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choosing just one could make a big difference.

by sandi leyva
as a business owner, i need tools to help me stay in a mindset that will help me serve more people and be more successful in my business.
here are four that have helped me play bigger throughout the years.

what i wish i knew when i started my practice

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word "marketing" highlighted above other wordsthey are skills you can learn. accountants are good at that, right?

by sandi leyva and michelle long
the ultimate accounting virtual conference

one thing i like to focus on is just letting people understand that they do need additional skills.

more small firm growth strategies: best practices for growth: network, specialize, share | reconnect with your why | use payroll to grow client retention | 3 ways to work less and earn more | what to do when a client doesn’t pay | how to handle price sensitivity | how to find hidden money for your clients | how small firms can use value pricing | 3 killer lead generation channels
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

we already come with the accounting because that’s our background. so we come with accounting, bookkeeping, tax or whatever it is in our background and so we have that part down.
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survey: next gen leaders getting restless

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angry anger frustration staff worker businessmanhow do you keep them?

by jennifer wilson
the rosenberg map survey

growth is up for many firms. but so is staff turnover.

more from the survey: mergers keep racing forward  | do you have a firm or a co-op? | accountability, equity, compensation are concerns | map survey top 10 findings | cpa firm revenues rise a hefty 8%
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

in firms with solid marketing engines, people – including firm leaders – are stretched thin trying to

  • land prospects,
  • serve clients,
  • recruit and onboard people and maybe even
  • integrate a merger.

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the six-step plan for transitioning clients

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number 6make the client part of the process.

by august j. aquila
what makes a great partnership

there are six steps that a firm should follow when transitioning clients from one relationship owner to another.

more on great partnerships: how and why to achieve partner unity | why accountability counts | communication goes both ways | why shared values are important | why ‘walking together’ is so important | 6 ways to pay partners | how to build a better firm through teamwork | 8 questions to analyze your pricing | 24 points for after the deal is done | 5 questions for every mp to answer honestly | 6 practical ways to innovate
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

it is recommended that you transition the clients over a two- to three-year period in order to make sure that you have time to make adjustments in the transition plan.
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the four factors for fixed pricing

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price targetplus 5 reasons not to manage employees by timesheet.

by jody padar
the radical cpa

ron baker and ed kless of the verasage institute are the hands-down experts on value pricing. they do a phenomenal job of explaining how it works and why you shouldn’t track time.

more on radicalism: clients buy solutions, not time | how to leverage social media | why transparency matters to clients | how to become a social business | the cloud is your starting point | why transparency matters in the ‘new firm’ | 10 questions to prepare for radical change | radical firms embrace 4 values
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i’ve done it for the last nine years and i absolutely love it. i would never go back to time and billing.
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survey results: what clients really want

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rob nixon: we’re all busy and time allocation is a priority, not a resource.428 business owners surveyed: “what should your accountant do?”

by rob nixon

there are two schools of thought on finding out what a customer wants and what they are prepared to pay for.

more on strategy: what it means to be a real-time accountant | are your goals big enough? | finding new opportunity in compliance services | how offshoring is shaking up accounting | the profession disrupted: compliance commoditized
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the first i’ll call the henry ford way. mr. ford (who founded the ford motor company) famously said that if he asked his customers what they wanted they would have said “a faster horse.” he didn’t ask his customers what they wanted – instead, he designed something that they needed. however, the customer didn’t know that they needed it yet.
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