{"id":91326,"date":"2022-03-27t12:00:56","date_gmt":"2022-03-27t16:00:56","guid":{"rendered":"\/\/www.g005e.com\/?p=91326"},"modified":"2022-12-22t00:40:20","modified_gmt":"2022-12-22t05:40:20","slug":"seven-steps-for-newly-medium-firms","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/03\/27\/seven-steps-for-newly-medium-firms\/","title":{"rendered":"making the jump from small to mid-sized firm"},"content":{"rendered":"
<\/a>bigger firms require bigger thinking.<\/strong><\/p>\n by steven e. sacks<\/i> there has been talk about consolidation within the accounting profession for the last several years. will the big 4 become the big 2, or will there be the big one?<\/p>\n more: <\/b>what sets your firm apart \u2026 if anything?<\/a> | why deadlines get missed<\/a> | too busy? you may need to reprioritize<\/a> | is it time to outsource?<\/a> | five reasons you\u2019re not swot-ready<\/a> | who needs another meeting?<\/a> | 4 questions for cpa firm boards<\/a> or, on the other hand, will there be a combination of regional firms whose size will be in the neighborhood of the top 10 or top 15 firms that are considered super-regional firms \u2013 and who may consider themselves direct competitors to the big 4? \u201cit is better to spend money like there\u2019s no tomorrow than to spend tonight like there\u2019s no money.\u201d \u2013 pj o\u2019rourke<\/p><\/blockquote>\n if there is a tidal wave of new medium-size firms, what will be needed for them to succeed?<\/p>\n here are a few things newly formed midsize firms should consider to increase their competitive standing. they will need to \u2013<\/p>\n keep in mind that when firms combine to form a new entity, the existing client base wants a level of comfort that it will still be served with the same level of commitment, accountability, and responsiveness it has been accustomed to.<\/p>\n both firms should recognize and understand that business is now global. so the new strategic plan should incorporate international goals, strategies, and priorities. and be sure the firm\u2019s message is clearly conveyed by everyone, irrespective of their level.<\/p>\n the papers are signed. what now?<\/strong><\/p>\n there are so many possibilities and opportunities you can avail yourself of now that you have an infusion of resources from the merger or acquisition. i suggest that the marketing and business development teams work in tandem to compose and promote the information, experience, and knowledge of the entire staff. this means promoting those areas of special competence that provide niche services and key industry sectors, obtaining testimonials, and encouraging the younger staff to look for more business opportunities.<\/p>\n you may or may not change the name of the new entity, but surely you should work on developing an awareness campaign, articulating your firm\u2019s distinctiveness, and discovering ways to better position your firm competitively.<\/p>\n finally, as you establish a stronger presence, you can employ recruitment tactics you have never before considered.<\/p>\n warning: don\u2019t think your job is complete when the agreement is inked.<\/p>\n au contraire.<\/p>\n the heavy lifting has just begun.<\/p>\n","protected":false},"excerpt":{"rendered":"
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\nhow will this impact smaller firms (let\u2019s say $3 million or less in revenue for the sake of this discussion)? will they look to go on a parallel track and seek combinations resulting in what is not considered medium-sized firms? will the medium-size firms then face the same challenges as the large regional firms that now compete with the big 4?<\/p>\n\n