{"id":52540,"date":"2017-08-10t05:01:39","date_gmt":"2017-08-10t09:01:39","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=52540"},"modified":"2018-01-10t11:18:24","modified_gmt":"2018-01-10t16:18:24","slug":"esposito-valuations","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/08\/10\/esposito-valuations\/","title":{"rendered":"m&a candidates: valuations and vetting"},"content":{"rendered":"
<\/a>plus consultant fee structures and integration committees.<\/strong><\/p>\n by domenick j. esposito<\/i> last year alone, over 200 firms merged up and this year is tracking the same. at this pace, a very large percentage of the approximately 14,000 multi-partner cpa firms (about 90\u00a0percent of which are under $10 million in revenue) will be looking at an upward merger in the next few years.<\/p>\n more on strategic planning: <\/b>m&a: sometimes bigger is better<\/a> | use compensation to shape partner behavior<\/a> | the importance of m&a culture due diligence<\/a> | are you attracting the new breed of equity partners?<\/a> | quality work, quality service not the same thing<\/a> | who will be the next category killer?<\/a> | why is strategy execution so difficult?<\/a> so let\u2019s take a deep dive into what you need to know about merger combinations, which are as much about the addition of talent as they are about the addition of clients.
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