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13 questions to assess an upward merger

january 13, 2016

bonus checklist: 13 ways to make your firm an attractive candidate.

by marc rosenberg
cpa firm mergers: your complete guide

the smaller firm in a proposed merger should make an objective, realistic assessment as to whether or not merging upward is a good business decision.

more on mergers: mergers: assessing compatibility | what to discuss at the first merger negotiation meeting | 14 provisions to include in a letter of intent | case studies reveal potential loi issues | want to merge? ask for data | merger prep: getting to know you | the merger process in 21 steps | looking to grow your firm? how to find a seller in four steps | 13 reasons accounting firms merge | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging

every small firm evaluating the feasibility of merging should consider these questions in as much depth as possible:

how to decide who decides what

january 11, 2016

by marc rosenberg

bonus charts: 15 habits that make a partner. plus: equity vs. non-equity partners, and a voting decision grid.

by marc rosenberg
cpa firm retreats

“i can’t manage this firm if i have to take a vote every time i want to make a decision.” – tony kendall, ceo of top 200 firm mitchell & titus, shortly after taking over from the firm’s founder.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

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there are decisions that managing partners should make without a partner vote.

dealing with the 16 reasons merging up causes anxiety

january 6, 2016

by marc rosenberg

bonus checklist: 12 benefits.

by marc rosenberg
cpa firm mergers: your complete guide

while selling to a larger firm may ultimately be the most viable succession plan available to a small firm, the prospect of the merger creates a great deal of anxiety among small firms nonetheless. the larger firm’s sensitivity to these concerns is critical for a successful meeting of the minds during the negotiation phase.

more on mergers: mergers: assessing compatibility | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent | want to merge? ask for data | merger prep: getting to know you | looking to grow your firm? how to find a seller in four steps | 13 ways to screw up a merger

why small firms are so anxious about merging up
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management styles: partnership vs. corporate

january 4, 2016

by marc rosenberg

bonus checklist: 25 best practices for managing partners.

by marc rosenberg
cpa firm retreats

in firm management and governance, we find two distinct management styles: partnership vs. corporate.

partnership style. democracy heavily impacts the way partnerships are governed. in a democracy, every partner has a vote and there is a “majority rules” mentality. a system of checks and balances prevents leaders from becoming dictators. the “citizens” want a reasonable amount of input into decisions.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

in a partnership style, partners have “certain inalienable rights” like:
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how much do partners earn? and why

january 3, 2016

by marc rosenberg

bonus: the 18 factors that drive partner pay.

by marc rosenberg

what do cpa firm partners actually earn?

more on partner compensation: how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

the statistics below usually vary by the size of the population market, though our experience working on numerous client projects with firms in small markets has shown that it is quite possible for firms in small markets to earn “large market” income.

30 smart marketing and growth questions

december 28, 2015

by marc rosenberg

drill down on what is working and what isn’t.

by marc rosenberg
cpa firm retreats

it’s always a good time to ask the right questions of your marketing strategy is always. but most firms save the heavy lifting for their annual retreats.

before formally beginning the discussion part of the session, it’s always a good idea to begin by asking participants what they want to be sure to cover.

more on retreats: how marketing for cpa firms is different | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | retreats are no place for clowns | retreat logistics: how long, what kind? | why do cpa firms conduct retreats?

as issues are suggested, write them down on a flipchart.

partner compensation: an art, not a science

december 27, 2015

by marc rosenberg

the 4 engines that drive management.

by marc rosenberg

the allocation of partner income is much more an art than a science. anyone who thinks otherwise is either naïve or has never been a partner whose income was subjected to an income allocation process.

more on partner compensation: how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

partner compensation is not a science. if allocating partner income were a science, it would be easy to concoct the perfect formula that factors in all relevant performance metrics, both tangible (production) and intangible (leadership, mentoring staff, loyalty, teamwork, etc.), producing results that would be considered fair and acceptable to most or all partners. there would be few arguments among the partners because they would feel the formula says it all and leaves nothing for debate.
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how marketing for cpa firms is different

december 16, 2015

by marc rosenberg

bonus checklists: 32 aspects of a marketing budget. 16 ways to establish name recognition and credibility. plus leading cpa firm specialty services and industry niches.

by marc rosenberg
cpa firm retreats

what’s a commodity?

evian – naïve spelled backward

starbucks – premium coffee – “it’s beans and water!”

lettuce – put it in a bag, cut it up, wash it, put in croutons, packet of dressing…

more on retreats: why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?