m&a

mergers 101: when negotiations aren’t really negotiations

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two businessmen shaking hands in front of tall office buildingsand a merger is really an acquisition. plus: the six top issues in the negotiations.

by marc rosenberg
cpa firm mergers: your complete guide

at some point, many cpa firms and sole practitioners will be in a position to consider a merger.

more: covid drives new m&a trends | when managing partners can’t | don’t let exiting partners double dip | the 13 signs you have a partner problem | covid-19, adversity and innovation | networking for fun and profit | why consultative selling works | eleven ways to jump-start your covid comeback | how covid impacts partner retirements | three tough questions in partner buyouts | is mandatory retirement a best practice? | covid-19: how your firm can respond | reward partners for performing like partners | checklist for implementing a merger | practice continuation agreements and why solos need them | how to merge sole practitioners | 13 questions between merger equals | thinking ‘downstream’ merger? check these 25 potential problems first

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there are numerous types to think about:

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how much should you pay to buy, sell or merge an accounting practice?

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here are just 19 factors.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i am in process of buying a practice and would like to know how much to pay.

more practice doctor q&a: when fees don’t keep up with cost increases  | when large (or any) clients need backup assurances | 18 ways to blow a partnership opportunity | 10 do’s and don’ts for making small business clients happy | 10 ways to get new 1040 clients | before you even think about selling your practice…

answer: an alternative question is how much to sell it for. this is a complicated issue with many important variables, some of which are:

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before negotiations begin: 18-item checklist for a first meeting

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the “getting-to-know-you” stage for prospective buyer and seller

by marc rosenberg
cpa firm mergers

all merger discussions have to begin somewhere. after merger candidates have been identified, there obviously needs to be an initial meeting for the two firms to get acquainted.

everything is confidential and informal. no exchange of financial statements.  the two parties simply spend an hour or two – you guessed it – getting to know each other.

many firms like to convene this meeting over breakfast or lunch because meeting at a restaurant gives the encounter an air of informality and sociability.  other firms like to do this in the larger firm’s office so that the smaller firm can get a “house tour.” read more →

talking merger? the basic 7-item agenda for the first meeting

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the ultimate success of a merger is directly proportional to the effort made by both firms.

according to marc rosenberg, of cpa firm mergers, each firm must ask lots of questions, agree on as many merger implementation issues as possible before the merger takes place and openly share as much of their “dirty laundry” as possible. “don’t assume anything,” rosenberg says.

in merger talks between well-matched firms of similar size, the best deals seem to start with the right agenda at the first meeting. it’s a seemingly simple seven-item agenda. but the discussions are rarely simple. nor should they be.

agenda for the first meeting: read more →

the 20-step cpa firm merger process

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step 1: how to find the right candidate.

every merger is different, says marc rosenberg in how to negotiate a cpa firm merger. “it’s impossible to choreograph, from a to z, exactly how the process for all mergers will work.” in this 20-step roadmap, the milestones are laid out in the order they most commonly occur.  each twist and turn has its own perils. and they don’t necessarily come in the same order every time.

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