Business development

These days, the cost of securing an accounting degree is rather exorbitant. Well over $100,000 at most private colleges. And lots of hard work to boot.

Learn to embrace disorder and uncertainty.

While successful tax professionals find themselves with a surplus of business from January to April, the months of May to December are way too light.

Despite gentle nudges, love taps and tactics to shorten the cycle time, the process is slow and the lag time is painful.

High-growth firms consistently have long-term “game changer events” planned in the future, with action plans that have strategic executive accountability.

It’s tough to stand out as a professional services firm these days, especially in a field like accounting.

It seems as though every firm and company wants to consider itself “high growth,” but only a small percentage of them actually are.

What’s holding your accounting firm back? Chances are it’s not your marketing, your business model or your methods holding your firm captive.

Reverse-engineering your sales approach by looking at things from the eyes of the prospect can boost your effectiveness.

If you don’t like change, you’ll like irrelevance even less.

How many times does your target audience need to be exposed to a message before it triggers a response?

I was once asked, “Why is growth important?” My short answer was it comes down to perspective. Do you want your firm to be relevant and be a disruptor, or do you want your firm to be irrelevant and be disrupted? Without growth, your firm will certainly be the latter.

Many colleagues and clients get tangled in the daily merry-go-round that consumes much of their time while pushing aside creative, innovative and big picture thinking about their business, how they got there and where they are going.

When you start marketing your firm using a variety of marketing tactics at once, you will soon realize that all leads are not to be treated equally.

It’s one thing to take the time and effort to create a well-conceived marketing program designed to grow your accounting firm and it can be quite another to get critical stakeholder buy-in.

Peter Weitsen and I started our practice, MendlowitzWeitsen LLP, on July 1, 1988. My life has been enriched every moment of our partnership, which continues even now as part of WithumSmith+Brown, PC.

Art Kuesel on how proper allocation can help a business grow early and often.

One thing I am good at is leveraging something I did.

The pro skateboarder has defined his career by taking risks, and he championed a similar business strategy during his keynote address at the AICPA Engage conference in Las Vegas.

There are lots of potential missteps that can trip you up along the road to making your firm more visible to the right prospects.