*****SAVE WHEN YOU BUY DIRECT FROM THE PUBLISHER AT https://store.cpatrendlines.com/shop/accountaneur/*****  Advance Praise for Accountaneur®  “Accountants need to be more than just accountants and Hitendra creates a way for accountants to look at themselves. He calls it the Accountaneur®. This book contains a great deal of new thought about what accountants should be doing. It is a required read for all professionals, partners, and non-partners. Leaders at accounting firms have a huge responsibility to create a business environment conducive to growth and achievement, not just at their firms, but especially for their clients. Hitendra brings a perspective that helps accounting firm leaders find answers to key questions that will lead to entrepreneurial achievement.” – August J. Aquila, CEO, AQUILA Global Advisors LLC, consultant to professional service firms, author, and speaker.  “What impressed me the first time I met Hitendra is his drive to help others reach their potential. This book does just that. You will learn and appreciate what an important role the accountant plays in our business and personal lives. Hitendra makes the profession come alive. If you are in the accounting profession, or thinking about it, you must read this book!” – Chester Elton, New York Times best-selling author of "The Carrot Principle," "All In," and "What Motivates Me"  “Entrepreneurs create wealth and opportunities for others. Entrepreneurial accountants make it possible for entrepreneurs. Accountaneur® is a probing question bank for accountants who want to be entrepreneurial.” – Allan D. Koltin, CPA, CEO, Koltin Consulting Group Inc.  Are you an Accountaneur®?  Think different.  Taking a cue from several research studies across different professions and industries that identify traits, strengths, talents, skills, values, and beliefs, we identify the most common attitudes and beliefs of successful accountants who can be deservedly called as entrepreneurs in the true sense of the word.  An Accountaneur is an entrepreneur whom, with considerable initiative and risk, organizes and manages a business that provides tax, accounting, and advisory services to solve problems for people, for profit, or, for pay, by employing productive labor and technologies. So, the difference between an Accountaneur® and an accountant lies in his or her traits, strengths, talents, skills, values and beliefs.   There are three types of people in the professional world. Those who work for others, i.e. in a job. Those who work for themselves, i.e. who create a job for themselves. And those who create jobs for others. An Accountaneur® either works for him or herself or is the one who creates jobs for others in the tax and accounting profession.   Are you an Accountaneur®? If you work for yourself or if you have created jobs for others in the tax and accounting profession, you are an entrepreneur, rather an Accountaneur. You are an Accountaneur if you chose not take up a job, but chose instead to create a business.   More at http://cpatrendlines.com/author/patil

Accountaneur: The Entrepreneurial Accountant

Business & Money

Hitendra R. Patil

Accounting

Bay Street Group LLC

In this original and insightful work, Bruce W. Marcus describes the evolutionary process from the traditional, rigid, top-down law and accounting firms of the the 20th century to today's contemporary, client-oriented and competitive firms. It began in 1977 with a U.S. Supreme Court striking down the ethical restraints barring frank promotional activities. By introducing the concept of active competition, and adapting traditional marketing activities to professional firms, it led to reshaping accounting, legal and marketing practices to the unique and distinctive needs of the changing professional services market. It is history as a guide to the future. "Professional Services Marketing 3.0" describes the evolutionary process from 1977 (Professional Services Marketing 1.0) as a guide to where marketing is now (Professional Services Marketing 2.0), to where it's going ("Professional Services Marketing 3.0"), and, significantly, how to survive and thrive in the marketing needs of the future.

Professional Services Marketing 3.0

Bruce W. Marcus

Need a Laugh? Okay, maybe just a chuckle and the occasional groan? We've done our best to compile all the (mostly) decent jokes we can find about accountants. (Some are even funny!)

The Accountant's (Bad) Joke Book: Have you heard the one about ... ?

Rick Telberg

The selection of a managing partner in a professional services firm -- especially in accounting and law -- is just too important and too complex to leave to chance. With the scale of the challenges firms are facing, no firm can afford not to identify and develop a group of partners with the ability to successfully take on the role of managing partner in the future. This monograph lays the groundwork to show firms how to do it -- based on hundreds of interviews with already highly successful managing partners. The right person to lead a major geographic, cross-cultural expansion isn’t necessarily the right person to take tough decisions to correct reducing financial performance or to deal with significant changes in the firm’s business model in response to changes in technology and low cost competition.  For firms, the key is to identify a number of potential managing partners and give them experience of operating in different contexts, which can then be used to determine who is most suited to the challenges the firm faces at the time of the managing partner’s appointment and during their likely tenure.  Making the right call, choosing the right managing partner, is critical to every firm’s future success. Successful managing partners are strong and effective leaders. Leaders whose picture of the future excites and energizes the firm’s partners and people, who help everyone, clients and people, to exceed their expectations and whose personal performance personifies everything the firm stands for.  There’s no getting away from the fact that being a managing partner is a tough job. But with clarity around the behaviors that deliver success, every managing partner now has a chance to truly make a difference

Leadership At Its Strongest: What Successful Managing Partners Do

Aquila, August J.

Lees, Robert J.

Management & Leadership

Tax Season Opportunity Guide: 27 Ways to Make More Money, Service Clients Better and Have More Fun

MENDLOWITZ, CPA. EDWARD

Partners are the culture in a professional services firm – what they believe, what they reward, what they do and how they do it determines what and how things get done. And, if they don’t believe in what the firm is doing, they will never be effective role models who think firm first and actively bring the whole of the firm’s services to their clients. In this brief book, the authors identify six major challenges that firms need to address to engage their partners and to ensure everyone moves forward together. They are: 1. Un-motivational firm vision. 2. Lack of clearly defined core values. 3. Lack of clarity around what being a partner means. 4. Ineffective or non-existent partner performance reviews. 5. Performance systems not tied to strategic initiatives. 6. Lack of successful firm leaders. Most firms consider these six challenges to be merely “touchy feely” aspects of running a professional services firm. They take time to implement and the common response is that “we have clients to serve and this stuff just detracts us from our real job.” But unless you embrace these challenges and get your partners actively engaged and performing for the firm and its future, you may find yourself without clients and without a viable future.

How to Engage Partners in the Firm's Future: The Secrets Every Leader Needs to Know

***BUY DIRECT FROM THE PUBLISHER AND SAVE! https://store.cpatrendlines.com/shop/htrtr/ Reviewing tax returns is a key part of tax preparation. It also is an area vulnerable to major bottlenecks and backlogs. Part of the problem is that there is no information or training specifically for reviewers... until now. Inevitably, firms have more preparers than reviewers. The latter are highly skilled professionals who are more difficult to train or find. Therefore, you must consider ways to reduce review time, even at the expense of adding preparer time. This book discusses methods to reduce review time, establishes who should do the review, distinguishes between content and issues reviews, identifies specific items for the reviewers to check, and offers administrative procedures to facilitate the review process. Reviewers are not born complete and ready to go, they are developed. The problem with many firms is that they take a reasonably good tax return preparer, with above average tax knowledge and they make them a reviewer, either on purpose or by default. In many firms a partner doubles as a reviewer. In some cases this partner does not even have reasonable tax knowledge, but they do the job because it needs to get done. This is not acceptable and does not assure a good product. There is a need and hunger for information on how to more effectively review returns, and this book is the response. Read the book, reread sections, use it as a reference source. Make your review process more effective. – from the Introduction

How to Review Tax Returns: The Simple Seven-Step System for Quality Control and Continuous Improvement

Edward Mendlowitz Cpa,Andrew D. Mendlowtz

In this original and insightful work, Bruce W. Marcus describes the evolutionary process from the traditional, rigid, top-down law and accounting firms of the the 20th century to today’s contemporary, client-oriented and competitive firms. It began in 1977 with a U.S. Supreme Court striking down the ethical restraints barring frank promotional activities. By introducing the concept of active competition, and adapting traditional marketing activities to professional firms, it led to reshaping accounting, legal and marketing practices to the unique and distinctive needs of the changing professional services market. It is history as a guide to the future. “Professional Services Marketing 3.0” describes the evolutionary process from 1977 (Professional Services Marketing 1.0) as a guide to where marketing is now (Professional Services Marketing 2.0), to where it’s going (“Professional Services Marketing 3.0”), and, significantly, how to survive and thrive in the marketing needs of the future. BUY NOW or SAVE BIG WHEN BUY DIRECT FROM THE PUBLISHER at http://cpaclick.com/psm3dot

Professional Services Marketing 3.0: Its evolution, its future, and how to thrive with it

Marcus, Bruce W.

Marketing & Sales

Real-world, time-tested, and common-sense solutions for the most difficult problems tax and accounting practitioners face every day. With tables, checklists, sample letters, illustrative samples, real-life stories, and step-by-step instructions. For over 40 years Edward Mendlowitz, CPA, has asked fellow professionals for assistance, and for almost as long he has reached out to offer assistance. Mendlowitz believes professionals do not live and work in a vacuum. "We need each other," he says, "and the more we collaborate the more we both grow." Through interaction with fellow CPAs, colleagues, other professionals, staff and clients he has learned much and refined it here.

101 Questions and Answers for Managing an Accounting Practice: Solutions for the Most Difficult Problems Practitioners Face Every Day

Mendlowtz CPA, Edward

Radical Pricing

Jody Padar

See the best price to sell, buy or rent books by the Bay Street Group LLC publisher. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Bay Street Group LLC