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About Marc
Marc Rosenberg is a nationally known consultant, author and speaker on CPA firm management, strategy and partner issues. He is President of his own consulting firm, The Rosenberg Associates, Ltd.
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Monographs by
Marc Rosenberg
Marc has condensed 23 years worth of his CPA firm consulting advice and proprietary handouts and checklists into “how to” monographs on a variety of hard-hitting practice management topics.
Titles Include:
- CPA Firm Succession Planning: A Perfect Storm
- Strategic Planning and Goal Setting for Results
- How to Bring In New Partners
- How to Negotiate a CPA Firm Merger
- How to Operate a Compensation Committee
- What Really Makes CPA Firms Profitable?
- Guide to Planning the Firm Retreat
- Effective Partner Relations and Communication
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Author Archives: Marc Rosenberg
Merger Best Practices
Terry Putney is President of Transition Advisors, a company that consults CPA firms on mergers & acquisitions. This is the first of a two part series on the highlights of Putney’s presentation to two of my Chicago-area managing partner roundtable groups. Continue reading
CPA Firm Comp Committee Members Are Like Judges
The heart and soul of the Compensation Committee (CC) method for allocating partner income is this:
The system can only work if the people being judged are
willing to trust the judges. Period. If the partners aren’t
comfortable with this, then they should not use the CC. Continue reading
How the “IKEA Effect” Impacts CPA Firms
I heard an NPR piece recently entitled “The IKEA Effect.” I was expecting something about IKEA’s growth or expansion, or perhaps a commentary on their business model. Instead, I heard a clever way to describe how people develop more commitment to goals that prompted me to consider how CPA firms are impacted by the “IKEA Effect.” Continue reading
CPA Firm Change Orders: The New Staff Bonus Incentive
Client work that goes beyond the original scope of the engagement – we’ve all done it.
Sometimes it’s work that the client can and should do. Sometimes the extra work results from sloppy records that need to be straightened out.
Whatever the reason, virtually every firm performs work that was not included in the original fee quotation Continue reading
Boosting Your CPA Firm’s Profits: 4 Great Ideas
Do you want to find quick, easy ways to increase profitability?
If your answer to the above question is “yes”, this blog may disappoint you.
If your firm is not as profitable today as you’d like … Continue reading
CPA Managing Partners: Doing What You Want To, Not What You Have To
I recently interviewed the MP of a small firm that is in the process of merging with another firm of equal size. I asked him why he wants to merge with the other firm. Here was his response: “I’ve reached … Continue reading
How Different is Your Firm – REALLY?
CPA firm partners have never been accused of being marketing geniuses. While many understand the importance of differentiating their firm from others, few can execute – actually explain what sets their firm apart from others. Continue reading
A New Key Performance Indicator: “Lombardi Time”
This past July, The Green Bay Packers installed a giant clock at the main entrance to Lambeau Field, where the Pack plays their home games. The new clock was deliberately set 15 minutes ahead of the correct time. Huh? Well, … Continue reading
CPA Merger Mania: Why Aren’t We Jumping For Joy?
The baby boomer partners have had a great run, but it’s nearing its end. Retiring partners know they will have to merge upward to preserve their buyouts and provide continuity of service to their clients – and they dread the day. Many firms are merging, and even more are thinking about it. But they just can’t seem to pull the merger trigger. Why is this? Why aren’t we jumping for joy? Continue reading
E-Myth Revisited: Work ON Your Business, not IN it
Michael Gerber wrote two highly acclaimed books in the 80s and 90s: “The E-Myth” and the “E-Myth Revisited.”
“The E-Myth (‘E’ for Entrepreneur),” Gerber wrote, “is the flawed assumption that people who are expert at a certain technical skill will therefore be successful running a business of that kind.”
Those of us who read this landmark tome learned a lot about how to properly manage a CPA firm.
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