{"id":51933,"date":"2017-05-18t05:00:54","date_gmt":"2017-05-18t09:00:54","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=51933"},"modified":"2017-06-21t22:50:18","modified_gmt":"2017-06-22t02:50:18","slug":"importance-ma-culture-due-diligence","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/05\/18\/importance-ma-culture-due-diligence\/","title":{"rendered":"the importance of m&a culture due diligence"},"content":{"rendered":"
<\/a>a 6-point blueprint.<\/strong><\/p>\n by domenick j. esposito<\/i><\/p>\n over the last several years, there have been over 200 merger, acquisition, alliance and joint venture announcements by the top 100 and other fast-growing cpa firms. every indication is that these combinations will continue at a very rapid rate as cpa firms are:<\/p>\n more on strategic planning: <\/b>get your money\u2019s worth from non-billable time<\/a> | stay independent but keep looking upward<\/a> | ineffective partners and how to address them<\/a> cpa firm ceos and other senior management are very effective at financial and operational due diligence, tracking results and holding partners accountable for hitting timely targets. on its face, an observer would tend to conclude that these 200+ combinations are very accretive to partner profitability after an integration period of 18 to 24 months.\n
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