508 search results for "by marc rosenberg"

five people to keep out of partnership

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businesswoman opens door to brick wallyou’ll resent them later.

by marc rosenberg
how to bring in new partners

many firms make the mistake of admitting to the partnership someone who will not be a strong contributing member of the group. they miss the signs that this person will be a bad fit.

more: nine ways to woo a prospective partner | tell potential partners what it takes
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the following red flags may signal a potential future challenge in the partnership. consider whether your candidate
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nine ways to woo a prospective partner

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number 9 created by gaps between many small green plastic 9'splus counterarguments for those who say they don’t.

by marc rosenberg
how to bring in new partners

partners have it great. if a staff person really gets a proper, thorough understanding of why it’s fantastic to become a partner in a cpa firm, there are almost no reasons for not wanting to be a partner. well, there are a few, but we’ll discuss them later in the post.

more: nine reasons to make someone a partner | tell potential partners what it takes
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  1. the money. sorry, i probably shouldn’t have led with this one. i struggled with where to put it. if i put it first, you might think i’m saying that money is everything, but i certainly don’t feel that way. if i put it last, some might think it’s the least important, but that is not the case either. if i bury it in the middle, it might not get your attention.

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nine reasons to make someone a partner

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signals, sparks and strategies.

by marc rosenberg
how to bring in new partners

why would a cpa firm ever want to make someone a partner in the first place? why would it want to share profits with more people?

more: tell potential partners what it takes
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the short answer is that it must be beneficial to both the firm and the new partner. a win-win, as the saying goes.
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tell potential partners what it takes

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businesswoman walking up stairsdon’t forget to add what they could make.

by marc rosenberg
how to bring in new partners

accounting firms worldwide are dealing with an enormously difficult challenge today – one that has topped every firm’s list of critical issues since the turn of the century and will continue to be a high priority for years to come. the vast majority of firms struggle with it. failure to solve it causes hundreds of firms to merge out of existence every year.

more: what prospective partners should ask their firm | what new partners should know about buyouts | comp: what new partners don’t know
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the “it” is, of course, succession planning, with difficulties rooted in a perfect storm of causes: read more →

merging? protect your staff

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five young business people at work in an office setting.if your people matter, show it.

by marc rosenberg
cpa firm mergers: your complete guide

when a cpa firm acquires or merges in a smaller firm, it is common for the seller’s staff to be employed by the buyer.

more: cherry-pick your merger partner | 34 steps to implement a merger | m&a: the six types of due diligence | why solo cpas need pcas | where mergers go wrong
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in this situation, there are two very important documents to be executed between the buyer and the seller’s staff:
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merger minded? go out on top!

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hands raising wine glasses to toastit’s time to be realistic.

by marc rosenberg
cpa firm mergers: your complete guide

an aging seller who has no successors on staff has four possible exit strategies:

1. persist in eternally searching for smaller firms with bright young owners to merge in and eventually take over the firm. but ask yourself: why in the world would a young, successful firm want to merge with a firm that’s older than dirt? besides, every firm in the country wants to merge in a talented young firm. the competition is formidable.

more: cherry-pick your merger partner | 34 steps to implement a merger | where mergers go wrong | what your merger letter of intent needs | 61 things buyers should explore with sellers | thirteen ways to woo potential firm buyers | one times fees isn’t the only way
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2. continue the endless search for that young manager at a bigger firm who is disenchanted working at such a large firm and would jump at the opportunity to become a partner at your firm. ask yourself: why in the world would such a manager want to work for a small firm of old guys instead of joining a more vital, sophisticated firm with much more to offer?
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cherry-pick your merger partner

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young businesswoman putting hand out in "stop" gesture while sipping coffeeit’s ok to walk away.

by marc rosenberg
cpa firm mergers: your complete guide

for anything really important in your life, do you opt for the first choice that comes your way? did you marry the first person you had a crush on? how many jobs did you accept without checking out other opportunities? when looking to hire someone, did you interview only one person? do you make an investment without considering alternatives? i trust the answer to all of these is a resounding no.

more: 34 steps to implement a merger | m&a: the six types of due diligence | twelve tips for negotiating mergers | buying a solo | why merging in smaller firms is fabulous | 13 reasons to merge up | thinking merger? first ask why.
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the same advice applies to mergers, whether you are a buyer or a seller. the more firms you talk to and negotiate with, the more expertise you acquire with the merger process. as the saying goes, “information is king.” more knowledge, information and experience are always better than less.
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34 steps to implement a merger

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your staff will be much more comfortable.

by marc rosenberg
cpa firm mergers: your complete guide

most firms find that it takes three to four years to fully implement a merger. but during the first few months after the merger’s effective date, there are quite a few administrative and procedural issues that need to be attended to immediately.

more: m&a: the six types of due diligence | why solo cpas need pcas | mergers: one stage or two?
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most firms try to get as much of a head start as possible before the effective date.
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