Business development

In a smaller firm, should the owner of the firm be the "rainmaker?"

Times are changing and a tried-and-true business development strategy no longer has the pulling power it once did.

Many firm owners are not too ambitious and do not want to grow.

These 12 steps should help firms capture more 'diamonds.'

It can be difficult for accountants to develop a consultative approach to serving their clients, and Rainmaker Companies’ Angie Grissom offers useful advice on how to open up the opportunities.

Behavioral retargeting may help increase conversions among potential clients.

Identify the windows of opportunity within each purchasing cycle.

Creating your perfect competitor makes you a better, more focused firm.

Public speaking is a serious responsibility and must be approached that way.

Developing new business is tough enough for professional services firms, but when those services happen to be accounting, things can get even tougher.

If you thought YouTube only featured videos of cute babies and stupid pet tricks, think again.

Even in firms that want to grow, some partners do not.

There is a wide chasm between talking about value and making your firm a value-based-firm.

Boomer Consulting has joined forces with the Business Learning Institute, a strategic learning partner and talent management consultancy, to develop the Anticipatory Accelerator, a two-day workshop to help accounting firms identify client opportunities.

Many colleagues I talk to have as many or even more ideas than my partners and I had, but they are afraid of not succeeding with them, so they do not try.

Look for ideas, and looking is what yields the results.

While you will never find these commandments on two stone tablets, they should provide you with direction as you seek to develop your practice.

Whether you have launched an international service niche, or would like to, here’s advice on what works.

Periodically, every farmer will go around and pluck the low-hanging fruit so that it doesn't spoil. Well, the same principle applies to effective professional service marketers.

Senior partners at many small and midsized CPA firms are unable to make significant strides in their bottom-line distributions to their partners.