{"id":133426,"date":"2025-01-03t11:57:15","date_gmt":"2025-01-03t16:57:15","guid":{"rendered":"\/\/www.g005e.com\/?p=133426"},"modified":"2025-01-09t00:08:34","modified_gmt":"2025-01-09t05:08:34","slug":"better-starting-pay-calls-for-a-new-revenue-model","status":"publish","type":"post","link":"\/\/www.g005e.com\/2025\/01\/03\/better-starting-pay-calls-for-a-new-revenue-model\/","title":{"rendered":"better starting pay calls for a new revenue model"},"content":{"rendered":"
<\/strong><\/p>\n considering pe? beware focus on the next five years.<\/strong><\/p>\n by michelle golden river<\/em> pricing and talent are related. we\u2019ll see another wave of fee increases as well as more firms feeling compelled to establish higher \u201cminimum\u201d fee thresholds. but these increases still won\u2019t be enough. until firms earn a lot<\/strong> more revenue per person, they simply cannot pay enough to overcome starting salary gaps.<\/p>\n editor\u2019s note: every year, the 2024 rosenberg national survey of cpa firm statistics<\/a> asks the profession\u2019s top consultants two sets of questions:<\/em><\/p>\n <\/p>\n our would-be hires choose higher-paying professions like finance and tech, and who can blame them? to offer commensurate starting pay (and raise legacy salaries, accordingly), we must change our revenue model. our current 5-10 percent annual increases cannot get us there. we fell behind more than a decade ago and, at this pace, we\u2019ll never catch up. <\/strong><\/p>\n considering pe? beware focus on the next five years.<\/strong><\/p>\n by michelle golden river<\/em> pricing and talent are related. we\u2019ll see another wave of fee increases as well as more firms feeling compelled to establish higher \u201cminimum\u201d fee thresholds. but these increases still won\u2019t be enough. until firms earn a lot<\/strong> more revenue per person, they simply cannot pay enough to overcome starting salary gaps.<\/p>\n editor\u2019s note: every year, the 2024 rosenberg national survey of cpa firm statistics<\/a> asks the profession\u2019s top consultants two sets of questions:<\/em><\/p>\n <\/p>\n our would-be hires choose higher-paying professions like finance and tech, and who can blame them? to offer commensurate starting pay (and raise legacy salaries, accordingly), we must change our revenue model. our current 5-10 percent annual increases cannot get us there. we fell behind more than a decade ago and, at this pace, we\u2019ll never catch up.
\nthe rosenberg national survey of cpa firm statistics<\/a><\/em><\/p>\n\n
\n
more: <\/b><\/strong>business models continue to evolve<\/a> | accounting firms must consider capital resources<\/a> | artificial intelligence plays role in analytics, optimization<\/a> | people development still a concern<\/a> | tech anxiety paralyzing some accounting firms<\/a> | solving staffing requires intention<\/a> | as private equity closes in, firms seek new answers to staffing problems<\/a> | next five years are critical for accounting firms<\/a> | the new pipeline: outsourcing and offshoring<\/a>
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n
\n read more →<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"
\nthe rosenberg national survey of cpa firm statistics<\/a><\/em><\/p>\n\n
\n
more: <\/b><\/strong>business models continue to evolve<\/a> | accounting firms must consider capital resources<\/a> | artificial intelligence plays role in analytics, optimization<\/a> | people development still a concern<\/a> | tech anxiety paralyzing some accounting firms<\/a> | solving staffing requires intention<\/a> | as private equity closes in, firms seek new answers to staffing problems<\/a> | next five years are critical for accounting firms<\/a> | the new pipeline: outsourcing and offshoring<\/a>
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n
\n read more →<\/a><\/p>\n","protected":false},"author":3120,"featured_media":134418,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"path to raising prices, pricing strategies, value-based pricing, hourly billing flaws, technology impact, revenue protection, client value, pricing communication, professional services pricing, pricing model shifts, client-centric pricing, outdated business models, cpa firm challenges, talent attraction, customer satisfaction, client acceptance criteria, work compression, employee burnout, talent shortages, client overcommitment, client attrition, firm consolidations, mergers and acquisitions, leadership flaws, private equity, pe investments, short-term focus, long-term strategy, cost-cutting, profit prioritization, business model evolution, team inspiration, charge-hour goals, process improvements, value perception, project purpose, purpose-driven work, fulfillment in work, professional passion, firm growth opportunities, business model disconnects, operational improvement, strategic planning.","_relevanssi_related_include_ids":"0","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"129943,129835,138048,134808,133468,131604","_relevanssi_noindex_reason":"","footnotes":""},"categories":[5,2274,3120,3002],"tags":[721],"class_list":["post-133426","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-outlook","category-pricing","category-pro-member-exclusive","category-special","tag-pricing","membership-content","access-restricted"],"acf":[],"yoast_head":"\n