{"id":54120,"date":"2018-04-11t11:15:07","date_gmt":"2018-04-11t15:15:07","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=54120"},"modified":"2018-04-11t16:11:07","modified_gmt":"2018-04-11t20:11:07","slug":"accept-poor-new-business-results","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/04\/11\/accept-poor-new-business-results\/","title":{"rendered":"why do we accept poor new business results?"},"content":{"rendered":"

5 critical steps to turn things around.<\/strong><\/p>\n

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by domenick j. esposito<\/i>
\n8 steps to great<\/i><\/a><\/p>\n

the question to ask is why do so many firms accept poor performance from so many of their partners relative to growth and generating revenue?<\/p>\n

more on strategic planning: <\/b>is it time to manage your receivables like a real business?<\/a> | profitability requires discipline<\/a> | pitching vs. pursuing<\/a> | the top 11 reasons cpa firm mergers fail<\/a> | growth: the difference between the disruptor and the disrupted?<\/a> | m&a: sometimes bigger is better<\/a> | what a value proposition truly is (and isn\u2019t)<\/a>
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there isn\u2019t a firm in existence that does not depend on constant growth to be successful and to generate enough profit to pay its staff and partners well.\u00a0 yet, so many firms accept the old bell-shaped curve argument that they are winning if just 20 percent of their partners are good at generating business.
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