negotiate for success, not a ‘win’
5 common mistakes to avoid.
by steven e. sacks
5 common mistakes to avoid.
by steven e. sacks
34 action steps. got your signs and video camera ready?
by marc rosenberg
cpa firm mergers: your complete guide
most firms find that it takes three to four years to fully implement a merger. but during the first few months after the effective date of the merger, there are quite a few administrative and procedural things that need to be attended to immediately. most firms try to get as much of a head start as possible, before the effective date of the merger.
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avoid the temptation to concentrate on some and breeze through others.
by r. peter fontaine
newgate law
my approach in writing this post is to give you a comprehensive list of due diligence items for your consideration, and to let you select the reviews you wish to perform. the ultimate decision rests with you.
more on mergers: how to merge sole practitioners | thinking ‘downstream’ merger? check these 25 potential problems first | 20 terms to settle when merging up | 13 questions to assess an upward merger | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent | one times fees is a steal! | looking to grow your firm? how to find a seller in four steps | 14 keys to a successful merger
the scope of due diligence will differ depending on the transaction, and should be appropriately tailored. however, your letter of intent combined with the six areas outlined below result in a fairly comprehensive list of due diligence procedures that should serve the needs of most cpa mergers.
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it’s a favor, so treat it like one.
by marc rosenberg
cpa firm mergers: your complete guide
and the five steps you can’t skip.
by r. peter fontaine
newgate law
few cpas enjoy the due diligence part of a merger. it’s like proofreading legal agreements or checking the answers to a test before handing it into the teacher. it’s not very exciting.
more on mergers: how to merge sole practitioners | 13 questions between merger equals | 18 concerns about merging in smaller firms | what to expect when merging up | 16 reasons merging up causes anxiety | 14 provisions to include in a letter of intent | want to merge? ask for data | the merger process in 21 steps | 13 ways to screw up a merger | 13 reasons accounting firms merge
by the time due diligence begins, the parties have usually decided they want to come together and due diligence is viewed as a process to confirm a decision which, for the most part, has already been made.
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by marc rosenberg
cpa firm mergers: your complete guide
when considering a merger of sole practitioners, there are numerous critical issues to negotiate. twenty-one, in fact.
more on mergers: merging in smaller: what to ask | 12 reasons to merge in a smaller firm | 3 factors that always affect negotiations | mergers: assessing compatibility | case studies reveal potential loi issues | merger prep: getting to know you | plant seeds to turn up merger candidates | 15 can’t-skip merger terms to decide | mergers 101: when negotiations aren’t really negotiations
1. method/system for splitting the profits. keep in mind that if you devise a system that essentially revolves around making each solo a profit center, as if they still had their own firms, it will tend to discourage the two of you working together as one firm.
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negotiations often are more difficult.
by marc rosenberg
cpa firm mergers: your complete guide
mergers of equals or firms close to equal (some call these sideways mergers) are much less common than mergers in which there is a clear survivor. but they do occur.
more on mergers: merging in smaller: what to ask | thinking ‘downstream’ merger? check these 25 potential problems first | 20 terms to settle when merging up | 13 questions to assess an upward merger | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent
quite simply, there are two reasons mergers of equals are uncommon:
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33 questions the larger firm should ask smaller firm partners, plus a telephone screening form.
by marc rosenberg
cpa firm mergers: your complete guide
even though these questions are primarily intended for larger firms to ask smaller firms, some of the questions may be appropriate for the smaller firm to ask larger firms. these are general questions; based on your review of the other firm’s data, you will certainly have specific questions to ask in addition to those below.
more on mergers: thinking ‘downsteam’ merger? check these 25 potential problems first | 18 concerns about merging in smaller firms | what to expect when merging up | 16 reasons merging up causes anxiety | 14 provisions to include in a letter of intent | want to merge? ask for data | the merger process in 21 steps | 13 ways to screw up a merger
an important goal of these interviews is to get open, honest and brutally candid responses. at most firms, this is virtually impossible if you interview two or more partners together. only rarely, where two or three partners appear to be “joined at the hip,” is it acceptable to do group interviews.
match expectations to reality.
by marc rosenberg
cpa firm mergers: your complete guide
when checking out a downward merger candidate, do your due diligence.
more on mergers for pro members: 12 reasons to merge in a smaller firm | 3 factors that always affect negotiations | what to discuss at the first merger negotiation meeting | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging
here are the first 16 major issues to consider:
the good news? they all can be overcome.
by marc rosenberg
though not universally true, larger firms will find many aspects of smaller firms to be below their own standards.
more on mergers: 20 terms to settle when merging up | 3 factors that always affect negotiations | what to discuss at the first merger negotiation meeting | what to ponder before issuing a letter of intent | plant seeds to turn up merger candidates | 13 ways to screw up a merger
the questions that the acquiring firm needs to ask are:
from buying talent to expanding territory, mergers can be fast ways to grow.
by marc rosenberg
if an opportunity to merge in a smaller firm were presented to you, would you be interested in pursuing it?
more on mergers: 20 terms to settle when merging up | 3 factors that always affect negotiations | mergers: assessing compatibility | case studies reveal potential loi issues | one times fees is a steal! | looking to grow your firm? how to find a seller in four steps | 14 keys to a successful merger | 5 steps to take before merging
my guess is that in excess of 90 percent of all cpa firms would answer this question with a resounding “yes!”
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what the smaller firm needs to determine. they get a say, you know.
by marc rosenberg
when a small firm considers merging upward, they listen to the terms offered by the larger firm and decide whether they can accept them. through a combination of face-to-face meetings, negotiation sessions, telephone calls and review of materials, the seller should be comfortable with each of the following:
more on mergers: what to expect when merging up | 13 questions to assess an upward merger | mergers: assessing compatibility | 14 provisions to include in a letter of intent | want to merge? ask for data | merger prep: getting to know you | plant seeds to turn up merger candidates | 13 ways to screw up a merger
1. hopefully, you have identified the problems and the goals you have for the merger (retirement, access to staff, technical expertise, management capabilities, etc.). do you see each of these problems and goals actually being addressed and resolved with the merger?
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bonus checklist: what smaller firms need to know.
by marc rosenberg
the degree to which merger terms are negotiable is often determined by the relative size of the two firms.
more on mergers: mergers: assessing compatibility | what to discuss at the first merger negotiation meeting | case studies reveal potential loi issues | merger prep: getting to know you | one times fees is a steal! | 13 ways to screw up a merger
generally, the larger the gap in firm size between buyer and seller, the fewer the items are open to negotiation. this can be illustrated by the following chart:
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