Today's Features

Before the Audit: More Than Just Planning

Effective inquiry starts with knowing how to ask the right questions.

By Alan Anderson, CPA
Transforming Audit for the Future

To weave relevance into the fabric of your firm culture, your team must shift from just getting the work done, with relevance as an afterthought, to putting the client at the center of the audit. That starts by building a foundation with the four U’s of understanding your client, the industry, the standards and how to audit.

MORE: Are You Correctly Identifying the Relevance Intersection? | Lack of Relevance Drives Audit Commoditization | Five Crucial Attributes for Successful Audit Leadership | Traditional Audits Don’t Deserve Premium Billing | Four Basic Understandings Every Auditor Must Master | Put the Ethics Code to Work for Your Clients and Your Firm | Turning Audit & Accounting into Assurance & Advisory | WANTED: Great Audit Mentors | Is Audit in Crisis Because of Definitions? | Stop Sending the Wrong Message to Audit Teams | Closing the Audit Expectations Gap
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To master these, you first need a natural sense of curiosity. Out of curiosity comes inquiry. We’ve all been taught that inquiry is one of the fundamental components of the audit process. But too often, inquiry doesn’t go any further than getting some answers to the questions on a checklist. And too often, those questions are the same ones that get asked at every audit engagement. The client has probably heard them (and answered them) more times than you can imagine.

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A Friendly Chat or a Billable Discussion?

two older men pausing on golf course to talk, one has hand on other's shoulder

Make your intentions clear at the outset.

By Ed Mendlowitz
202 Questions and Answers: Managing an Accounting Practice

Question: I have a close friend who is also a client. He went through a rough time with his wife threatening a divorce and we spent a lot of time talking about it (out of office settings).

MORE: Busy Season Is Over, So It’s Time for Some Resolutions | Hold Staff Accountable If You Want Them to Listen to You | How to Raise Your Rates | Three Ways to Start an Accounting Practice | How Much Is Your Tax Practice Worth? | Merge in Lower-Priced Work without Losing Out
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I sent him a bill and he returned it with a notation that “we spoke as friends and not as a professional consultation, and the bill should be canceled.” What should I do?

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On a Mission: Introducing Accounting, Reaction, Comedy

Accountants on a mission: Accounting, reaction, and maybe a little fun.

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Accounting ARC 
With Donny Shimamoto, Liz Mason, and Byron Patrick

Center for Accounting Transformation

In a universe where financial chaos threatens to overwhelm even the bravest souls, our trio of accounting change agents emerge to restore order, one ledger at a time. These stewards of integrity are uniting to serve the integrated ecosystem of families, businesses, and communities and aligning their efforts to unlock the power of the accounting profession with their unique blend of wit, wisdom, and, yes, a dash of comedy.

MORE: Harper & Co. CPAs: The Perspective of a Non-Accountant is ImperativeMenlo Innovations: Improve Office Culture by Overhauling Internal Reviews | Dustin Wheeler: For Serious CAS Success, Hire Tech Teams | Chase Birky: Overcoming Paralysis By Analysis |

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In the inaugural episode, our agents pull back the curtain to reveal the origins of their financial prowess. Delve into the captivating backstories as they share their personal journeys, unveil the driving forces behind their decision to become accounting professionals, and what led them to seek and find ways to improve the world.

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Eleven Possible Pitfalls of Mergers

illustration of merger: four jigsaw puzzle pieces, each held by a different person's hand

What is driving the sale? Is your firm ready?

By August J. Aquila
Price It Right: How to Value Accounting Services

The trend for small and midsized CPA firms to merge is accelerating as the competitive environment becomes even more demanding. While hundreds of firms merge every year, history continually shows that at some point in the future, things don’t always work out. Like marriage, some mergers are successful while a great majority fail. Many of the reasons for failure can be avoided if firms do their homework at the front end before entering the merger.

MORE: Dodge the Four Curses of a Production Orientation | Clients Buy Solutions, Not Features | Make Sure You Know What You Will Get from Your Marketing | Three Pillars Support a Successful Accounting Firm | Clients Have Six Reasons for Needing You | Six Ways to Market Your Technology Consulting Practice | Sixteen Marketing Activities to Try | The Four Steps of Your Personal Marketing Process | How Does Your Firm Measure Up? | Six Questions Before Asking for All the Referrals You Deserve | Five Rules for a Marketing Orientation | Ten Keys to Marketing Success
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The merger and acquisition drivers are constantly changing. Some of the drivers we see today are a constantly changing marketplace, the creation of megafirms beyond the Big 4, the sophistication of clients, the high demand for qualified people, technology, the cost of acquiring new clients, and finally, the accounting industry being in a mature market.

As we will see, most mergers fail because of non-financial reasons. Unlike the sale of the manufacturing company, mergers of accounting firms are a lot more difficult to accomplish.
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Change Is Inevitable, Even in Marketing

Sometimes it’s improvement. Sometimes it isn’t. What role will you play?

By Bruce Marcus
Professional Services Marketing 3.0

EDITOR’S NOTE: CPA Trendlines was privileged to have a long relationship with Bruce W. Marcus, who was ahead of his time in his thinking and practice in marketing for accounting. We are publishing some of the late expert’s evergreen work, which retains wisdom for the present.

Speaking of change, as we have been, in the several months it took me to write my book and to choose from the hundreds – maybe thousands – of articles I’ve written over the years, a great deal has changed. And not just trivial stuff.

MORE: Do You Want More Publicity? Or BETTER Publicity? | How to Write Media Releases That Capture an Editor’s Attention | Why Accountants Should Be Nice to Journalists | Ten Keys to Crafting Ads | Four Things to Know About Social Media | Internal Communications Are Underrated | Four Things Better Than a Company Song | Let’s Lose the Word ‘Image’ | The Risk In Not Understanding Risk | What Your Marketing Program Can and Can’t Do | Nine Reasons That Prospects Say Yes | How Marketing Evolved to 3.0 | Accountants Don’t Sell Soap.
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The movement to replace the hourly billing with value billing has accelerated. Firm mergers, consolidations, new boutique firms that bear little resemblance to the historical professional firms, new technology that makes obsolete technology that was itself only months old. It seems that observations (I don’t make predictions) that I made decades ago about the need to go outside the firm for new sources of capital to finance growth have turned out to be accurate. New professional/marketers partnerships are springing up. Professional Services Marketing 3.0 is in full swing.
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Five Business Development Mistakes to Avoid

Businessman working on laptop with wall of symbols scribbled behind him

Don’t have a skill? Hire someone who does.

By Sandi Leyva
The Complete Guide to Marketing for Tax & Accounting Firms

If you’re a sole practitioner or small-firm operator, you’re probably very good at what you do – or you wouldn’t be in business today. But when it comes to marketing and selling yourself, well, many of us didn’t voluntarily sign up for that part.

MORE: Twelve Ways Your Business Card Can Hurt You | How to Use ChatGPT to Create Images | How to Leverage ChatGPT During This Crazy Tax Season | Got FOMO When It Comes to AI and ChatGPT? You Should: Here’s What You’re Missing | Create a Bad Website in Ten Easy Steps | Eight Steps to Getting Started with AI: A Guide for Tax Professionals | How to Weather Any Economic Storm | Leverage Your Strengths to Beat Stress
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As a matter of fact, some of us are resisting – kicking and screaming – marketing ourselves. So no wonder, for some of us, business is slow or not growing at the rate we’d like.
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Bissett Bullet: The Mindset Curve

Today’s Bissett Bullet: “How long does it take for a technical professional such as an accountant to move out of their comfort zone and build business development habits?”

By Martin Bissett

As a rule – nine months. The journey begins with discomfort and bewilderment, but if you practice consistently then not only will you become used to proactively building your pipeline, you will reap the rewards and become eager to do more of the same.

Start by taking every opportunity to tell people the impact of what you do, on your clients. Reach out to them on LinkedIn, speak to them at events, post helpful content on social media. Positive feedback from prospective clients provides external validation, convinces you of your own value and helps you to ascend the mindset curve.

Today’s To-Do:

Start now. Find a space in your diary in the next two weeks, decide on a means to communicate with your target audience and schedule it in. Will you write a blog? Attend a networking event? Record a video with some top tips to post on your social media? The choice is yours.

See more Bissett Bullets here

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Help! A Partner Wants to Retire Really Early

six shocked coworkers

How big should the buyout be?

By Marc Rosenberg
The Rosenberg Practice Management Library

Question from a reader: We didn’t contemplate an owner leaving before normal retirement age unless it was because of death or disability or we had to fire them. However, as we were discussing hypotheticals at a recent partner meeting, we came to the uncomfortable conclusion that, currently, there’s nothing to stop owners from accumulating large buyout balances and just walking in one day and offering up their resignation pursuant to our partner agreement, thus entitling them to receive substantial buyouts as long as they give us a one-year notice. Our vesting provision has a very limited penalty for early retirement: the buyout is reduced by 2 percent a year for every year before 60 they leave.

MORE: Thirteen Traits of Partners You’ll Want to Keep | Six Rules for Keeping Partners Happy and Productive | Five Ways to Separate Accounting Winners from Losers | Core Values: Why Your Firm Needs Them | Voting on Ownership Basis? Three Better Methods | Fifteen Big Questions for Your Next Strategy Session
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No matter what, we need to modify our agreement so that if someone wants to leave early, they can do so, but they must know there will be a stiff penalty. We don’t want our partners to see their vested buyouts as large savings accounts that can be withdrawn at any time. Instead, we want them to see our buyout as a true retirement plan, one that is redeemed close to or at a normal retirement age. My current thinking is that we restrict it in a similar way to an employer-funded retirement plan. The first day you can withdraw is the day you reach 55½, subject to vesting provisions and stiff penalties for early withdrawal. We think there should be a minimum number of years as a partner in order to receive any buyout.
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