{"id":49939,"date":"2016-10-09t05:00:09","date_gmt":"2016-10-09t09:00:09","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=49939"},"modified":"2016-10-13t05:00:04","modified_gmt":"2016-10-13t09:00:04","slug":"pl-affects-income-allocation","status":"publish","type":"post","link":"\/\/www.g005e.com\/2016\/10\/09\/pl-affects-income-allocation\/","title":{"rendered":"how profitability affects income allocation"},"content":{"rendered":"
<\/a>don’t put the one-firm concept at risk.<\/strong><\/p>\n by marc rosenberg<\/i> intuitively, it makes sense for any organization (not just cpa firms) with multiple locations and departments to measure the profitability of each area.<\/p>\n more on partner compensation:<\/b> management stipends: who, how and why<\/a> | partner pay in retirement transition period<\/a> | how to pay non-equity partners<\/a> | 5 types of partner evaluations<\/a> | how large and small firms allocate income<\/a> | partner pay: recapping the compensation systems<\/a> | why firms use partner comp formulas<\/a> | partner compensation: an art, not a science<\/a> industrial companies routinely measure profits by product or plant. why shouldn\u2019t cpa firms do the same, especially with the most obvious candidates: the accounting and auditing (a&a) and tax departments?
\npartner comp: art & science<\/i><\/a><\/p>\n
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