How to Manage Your Accounting Practice (Sixth Edition)Topics and Contents |
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| Chapter 1: Are We in Roswell New Mexico or at a Partner Meeting? |
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| Chapter 2: You Can’t Close or Ignore Pandora’s Box, Even if You Try |
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| Managing Like A Baby Boomer Doesn't Work |
| The Pie Is Bigger: More Work Creates Demand For More People |
| A Flattened World Flattens Traditional Business Models |
| Hiring And Helicopter Parents |
| Lateral Hires Are On The Rise |
| Management Must Finesse More Constituencies |
| A) Strategize |
| B) Recognize Talent At All Levels |
| Good Security Is A Priority |
| A) Privacy Risks |
| B) Don't Forget About Disaster/Business Continuity Planning |
| C) Losing A Key Client: Another Kind Of Disaster |
| Firm Management Models Are Morphing |
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| Chapter 3: Your Firm Into Infinity? |
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| The Changing Management Paradigm |
| A) Case Study: Business Succession Planning/Kahn Litwin Renza |
| B) Case Study: A Retired CEO's Reflections On Being A CPA Firm Owner – A Right Or A Privilege?/Tim Michel |
| The Face Principle |
| A) Flexibility And Adaptability |
| B) Empowering Others Is Powerful |
| C) Leaders Must Delegate |
| The X And Y Factor: Find The Sweet Spot |
| Positive Firm Culture Is Essential |
| Creating A Continuous Learning Culture |
| Performance Evaluations Count |
| When The Conversation Becomes Difficult |
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| Chapter 4: Regulation: The Runaway Train |
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| From Self-Regulation To Shock And Awe |
| The Likely Implications Of The IFRS |
| The AICPA |
| Specialize Or Die |
| The Threat To Entrepreneurship |
| The Phoenix Factor |
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| Chapter 5: The Chaos of Practice Development |
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| Strategic Planning Defined |
| New Lessons In The Geography Of Firm Management: The World Is Flat |
| Cpa Firm Associations, Networks And Alliances: Abandoning The Silo |
| Can-Spam |
| Competitive Intelligence: The Next Frontier? |
| Firm Management |
| Harnessing The Chaos Of Managing From A Distance |
| Invasion Of The Aliens: Marketing And Business Development Experts |
| Managing The Marketing Function |
| Creating A Career Path |
| Business Development Pipelines: An Anti-Chaos Tool |
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| Chapter 6: Growth + Specialization + Experience = Survival |
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| Real ROI: Differentiation |
| The Benefits Of A Strong Niche |
| A) Case Study: Tax Niches At Ss&G Financial Services |
| New Sources Of Business = Potential For Chaos |
| Creating A New Niche |
| More Sophisticated Services |
| Taking The Pulse |
| The Legacy Of SOX |
| Mergers And Acquisitions: The 800-Pound Gorilla |
| Positioning A Firm To Be Acquired |
| The Chaos Of A Merger |
| Written Agreements Are Essential |
| The Future |
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| Chapter 7: Changing Role of Rainmakers |
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| Mistmakers Count Too |
| Big Brother, Big Sisters: Do Mentoring Programs Work? |
| Networking Magic |
| Other Online Tools |
| Online Reputation Management: RSS Feeds |
| Public Relations |
| Advertising Can Pay Off |
| Community Involvement |
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| Chapter 8: Get What You’re Worth |
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| Calculating Profit: Profitability And Productivity Ratios |
| A) Realization Rates |
| B) Margin Rates |
| Billing Rate Formulas |
| A) Traditional Billing |
| B) Total Employee Cost Formula |
| C) Seasonally Adjusted Formula |
| D) Fixed, Flat, Quoted Or Bid Fees |
| E) Contingent Fees |
| F) Blended Hourly Rate |
| G) Discounted Fees Or Volume Discount |
| H) Value Billing |
| Don't Underestimate The Power Of The Engagement Letter |
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| Chapter 9: Nobody Likes Billing and Collections, But It Pays the Bills |
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| Create A Written Billing And Collections Policy |
| A) Will Litigation Be An Option? |
| B) Using Collection Agencies And Attorneys |
| The Billing Process: Software Provides Many Options |
| Business Dashboards And Flash Reports: An Early Warning System |
| Collections Best Practices: Following The Rules |
| A) Holding Partners Accountable |
| B) Legalities |
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| Chapter 10 : The New Competition |
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| Technology As A Competitor |
| XBRL: The Universal Language Of Financial Reporting |
| Security: The Hidden Vulnerabilities Of Technology |
| The New Cooperation |
| The Globalization Of Competition |
| A) The Internet Levels The Playing Field |
| B) Outsourcing |
| C) The Shift In Client Priorities |
| D) Know Your Competition |
| E) Keeping Track Of Wins And Losses |
| F) Carving A Profitable Niche |
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| Chapter 11: Partnership and the Evolution of Firm Structure |
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| The Concept Isn't New |
| When Should A Corporate Structure Be Adopted? |
| Utilizing A Committee Structure |
| Ability To Run A Tight Meeting Is Key To Success |
| Good Communication Is Critical |
| Are Ancillary Companies And Non-CPA Partners The New Normal? |
| What Qualities Make A Good Partner? |
| Reasons New Partners Are Admitted: The Good, The Bad And The Ugly |
| The Rise Of The Non-Equity Partner |
| The Partnership Agreement |
| Partner Compensation |
| The Myth Of Lifelong Partnership |
| A) Partner Performance Reviews |
| B) Preparing For A Meeting To Discuss A Negative Performance Review |
| The Third Rail Of Firm Management: Firing A Partner |
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| Chapter 12: The Chronic Headache of Risk Management |
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| The Lawsuit Against You: It's A Matter Of Time |
| Minimize Your Firm's Risk |
| A) Circular 230 Primer |
| Employee Handbooks |
| At-Will Employment: Protecting Your Firm From Wrongful Discharge Claims |
| Procedure To Follow For Just-Cause Discharge |
| The Role Of The Equal Opportunity Commission |
| A) Some Behaviors That Could Be Considered Discriminatory |
| B) Employer Responsibility |