364 search results for marc rosenberg

the top 20 reasons clients love their cpa firms

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by marc rosenberg
how cpa firms work

the cpa’s training is geared to identifying problems that clients are experiencing and giving recommendations for improving the company.   this leads to producing what is known as the “oh wow” feeling from a client.  efforts to super-please clients are what it takes to satisfy clients’ needs, retain them year after year and get them to make unsolicited referrals of other companies.

here are 20 things that cpas do that their clients rave about: read more →

what makes a top 100 firm?

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six guesses. only one right answer.

by marc rosenberg
the rosenberg survey

of the 45,000 cpa firms in the u.s., an elite group of these firms, referred to as the top 100 (in terms of annual revenues), is publicized by several media groups. what do they have in common? what are they doing right? read more →

the top eight ways firms are improving profits today

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and 12 elements essential for success.

by marc rosenberg
rosenberg map survey

there are many ways to improve profitability in most cpa firms.  but there are only four, time and time again, that have the highest impact:

  1. drive top-line revenues and stop worrying about expenses.  increased revenues drop directly to the bottom line, whereas costs in a cpa firm are mostly fixed and difficult to trim back. read more →

partner retirements and buyouts: today’s 24 major deal points

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what 80% of firms agree on.

by marc rosenberg
the rosenberg survey

if partner compensation is the single most critical and sensitive aspect of cpa firm practice management today, then a close second is partner retirements and buyouts – the money partners receive for the purchase of their ownership in the firm when they retire or leave the firm due to death, disability, withdrawal or expulsion.

the amount of money involved is quite significant.  roughly 80% of all firms consider the value of the firm to include: read more →

the top three mistakes in benchmarking your firm

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statistics can inform.

but when misused they can distort, according to 卡塔尔世界杯常规比赛时间 contributor marc rosenberg, chief author of the nation’s leading practice management survey. here, he cites three benchmarks that firms often use — and misuse:

  1. partner income as a measure of profitability,
  2. focusing on averages, and
  3. salary data.

rosenberg explains:

read more →

solving the partner compensation puzzle

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start with this 20-item checklist.

by marc rosenberg
author of “cpa firm management & governance“

if you ask the partners, they will tell you that the most critical and sensitive aspect of cpa firm practice management is the allocation of partner income.

because of the sensitivity of partner compensation, firms change various aspects of their allocation system quite often.  for this reason, the smart firms include wording in their partnership agreements on partner compensation that is very short and quite general.  this way, the firm doesn’t have to revise the partnership agreement every time a change is made.

it’s a complicated task. there are seven different systems in use today, three basic tiers, a couple ways firms are calculating bonuses, and at least a dozen other items to ponder and work through.

here is a checklist of decisions that the best firms are making to determine the compensation of each partner:

read more →

identifying the right new partner in a 26-point checklist

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responsibilities, abilities, and deliverables.

bringing in a new partners is part art and part science. marc rosenberg, after studying thousands of cpa firms, has a few suggestions on the science, with a series of checklists covering intangible, financial, legal, practice development, production, client management, technical, administration, and supervision-related benchmarks. read more →

10 ways to achieve partner accountability

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卡塔尔世界杯常规比赛时间 contributor marc rosenberg knows how to be succinct, as well as insightful. pondering the question of accountability in a cpa firm partnership, he quotes the legendary david maister, ““if people are not prepared to be held accountable for what they do, it is unlikely they will achieve much.” 

but then he adds his own epigram: “if there are no consequences for failing to achieve a goal, then it is less likely that the goal will be accomplished.”

that said, he presents a new checklist:

the 10 main ways that firms achieve partner accountability read more →

the 15 rules for partner teamwork

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no lone rangers, no prima donnas.

how healthy is your firm’s partnership? 卡塔尔世界杯常规比赛时间 contributor marc rosenberg, cpa, has been asking that question for 20 years at more than 700 firms by now. he has a few ideas. in fact, he has a checklist of 15 items by which to measure the strength and sustainability of any accounting practice. how well does yours measure up?

the tried-and-true rules for successful partner teamwork

1. partners agree on a common vision, goals and a set of firm practices, which are followed by all partners, even if each partner doesn’t agree 100%.

2. key firm personnel are viewed as team players, particularly in servicing clients.  clients are viewed as clients of the firm, not the individual.

3. people rarely go on sales calls alone.
read more →