What’s happening in the profession in relation to practice management
Managing client relationships effectively can be challenging when the primary focus is on getting the work done efficiently and professionally. Engagement documents are the best way to ensure both engagement scope and fee for service are clearly understood. They also...
What sort of accounting firm do you think will own the future? One that provides a broad range of accounting and advisory services or one that specialises in a particular service? One that knows what type of client it wants to attract or one that will embrace anyone...
The ATO has confirmed its consultative approach for the transition to digital client communication – is your practice ready? The ATO are working directly with digital service providers to support the move to digital-only communication; Accounting practices should...
Recently I participated in an interactive webinar with Patrick Lencioni who is a well known author and speaker on management and leadership topics. His view is that the goals of a leader are to make the organisation smart and to make it healthy. Lencioni also holds...
Step 1 – a great “idea!” Step 2 – preliminary investigations into the “great idea”. Step 3 – check eligibility – to claim Research and Development Incentive Rebate must be a “company”. Step 4 – conduct “prior art/literature searches”. Step 5 – identify “core”...
It’s easy to understand why capacity and leverage are so important, but more difficult to appreciate why accounting firms sometimes struggle to get real success in these areas. Administration is one of the keys to effective leverage in accounting firms; by taking on...
The Good Bad Ugly 2020 Benchmarking Report is now available. CLICK HERE TO DOWNLOAD THE EXECUTIVE SUMMARY Some key statistics: The total revenue per partner is $1,072,065. An average staff salary is $77,893. Debtors are at 50 days. The average client group fee is...
