Practice growth & client service

As entrepreneurial workers increasingly embrace the autonomy and flexibility of performing as independent contractors, they need CPA firms to help them with taxes, accounting services and other business needs.

June 14, 2017

Good clients, bad clients: How to manage them all

Success starts with honing in on a firm’s “sweet spot” in terms of services provided, and identifying the firm’s best (and worst) clients.

June 13, 2017

Furious rush of digital disruption creates opportunities for CPAs to help clients

The demand is increasing for CPA firms to understand how new technologies are affecting clients.

June 1, 2017

Being responsive to clients

Prompt, effective responses to clients’ concerns are essential for firms and CPAs, who take pride in their reputation for service.

May 30, 2017

What people like to do on vacation—and why CPAs should care

Insight is valuable for CPAs who work with clients in the travel and leisure industry because it can help them shape more efficient business strategies.

May 23, 2017

Big Four benefit as consulting spending rises in U.S.

Demand for cybersecurity consulting helped drive the growth, accounting for $7.1 billion in revenue.

May 1, 2017

ESOPs help some CPA firms with retention, succession

Some profitable firms have found that employee stock ownership plans have helped them preserve their culture and provide stability.

April 3, 2017

How to avoid inheritance mistakes

During times of grief, family members often become overwhelmed and make quick decisions about inheritance details they don’t understand.

March 20, 2017

9 tips for being more responsive to clients

Sometimes CPAs do not realize that clients are dissatisfied with their level of responsiveness.

February 1, 2017

Take a hike: Ending client relationships

Treat a client termination as if it were a hike through uncharted lands.

February 1, 2017

Providing a future: A succession story

For the good of clients and employees, Virginia-based Wall, Einhorn & Chernitzer PC has made long-term success a priority. A gradual, five-year buy-in process is designed to make it affordable for new shareholders to move into their positions in the firm’s leadership.

February 1, 2017