The demand is increasing for CPA firms to understand how new technologies are affecting clients.
Practice Growth and Client Service
Prompt, effective responses to clients’ concerns are essential for firms and CPAs, who take pride in their reputation for service.
Demand for cybersecurity consulting helped drive the growth, accounting for $7.1 billion in revenue.
Some profitable firms have found that employee stock ownership plans have helped them preserve their culture and provide stability.
During times of grief, family members often become overwhelmed and make quick decisions about inheritance details they don’t understand.
Sometimes CPAs do not realize that clients are dissatisfied with their level of responsiveness.
Treat a client termination as if it were a hike through uncharted lands.
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.
The gains are especially big among large CPA firms.
The biennial Management of an Accounting Practice Survey shows broad-based revenue growth.
New CPAs can plant the seeds of future business now by taking steps such as joining groups, solidifying relationships with their contacts, and using social media to raise their profile.
Accounting firms of all sizes posted year-over-year revenue gains during their most recent fiscal year, with the rate of growth increasing for most practices.
When groupthink occurs, the benefits of diversity can be lost.
Client attrition is one of the biggest threats to the success of an accounting firm merger or sale. Buyers and sellers both have pivotal parts to play if they want to maximize the benefits and minimize the risks of the transition process.
Here are some steps you can take to minimize conflict or tension that arises due to miscommunication or other issues.
Technology, specialization, succession issues and other factors are combining to change the marketplace for CPA firms.
Here's how to avoid some common mistakes that cause mergers to fail.
This article examines the most common internal obstacles that firms face when acquiring other CPA firms and offers possible solutions.
In the pursuit of revenue growth, many firms make the mistake of overemphasizing the billing measures of chargeability and utilization.
Firm leaders increasingly see the potential of consulting services to provide additional value to clients.