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The good, the bad and the ugly of the New Zealand accounting profession 2014 / by CCH Business Fitness NZ

By: CCH Business Fitness NZ.
Publisher: Mount Maunganui, N.Z. : CCH Business Fitness NZ, 2014Edition: GBU 2014.Description: 87 p. : ill. ; 30 cm.Subject(s): Accounting firms | Surveys | Revenue | Accounting profession | New Zealand
Contents:
SNAPSHOTS: Performance summary -- Performance by region -- Performance comparison 2013/2014. THE BEST VS THE REST: Productive and profitable firms -- The best firms - quick stats -- Client contact -- League tables -- Training - cost or investment? FINANCIAL RETURN: Revenue -- Partner charge-out rates -- Clients per partner -- Client fees -- SMEs show remarkable turnaround in five years. SPECIAL FEATURE - CUSTOMER QUANTITY OR QUALITY OF RELATIONSHIP? Competitive advantage -- Two key approaches -- Quality of relationship -- Quantity of customers -- Exceptions -- Rethinking value -- Helping clients better manage cashflow. INVESTMENT: Profit per partner -- Strategic cost management -- Productivity -- Leverage -- Salaries. SPECIAL INTEREST AREA - THE PURSUIT OF PROFITABILITY: Remuneration and benefits -- Performance review and reward -- Productivity -- Values and mission statements -- Client contact -- Outsourcing -- Correlation with profitability and productivity. BEST PRACTICE: Workflow management -- What strategy? -- Job scheduling -- The importance of the front end -- Billing systems -- Getting paid on time and reducing write-offs -- Debtors -- Seven steps to better debtor management -- Top ten challenges. SUMMARY & ACTION PLAN: What have we found? -- Action plan -- Innovating beyond the product -- What is responsive website design?
Summary: Analyses the financial performance and management trends of New Zealand accounting firms, ranging in size from sole practitioners to multi-partner practices, located in cities, suburban and regional areas. Summarises the research found to be significant, and discusses the strategies that can have a substantial impact on financial performance in accounting firms.
Item type Home library Call number Status Notes Date due Barcode Item reserves
Book Book New Zealand
206 GOO (Browse shelf) Available Courier requires signature upon delivery CA008205
Book Book New Zealand
206 GOO (Browse shelf) Available Courier requires signature upon delivery CA008204
Total reserves: 0

SNAPSHOTS: Performance summary -- Performance by region -- Performance comparison 2013/2014. THE BEST VS THE REST: Productive and profitable firms -- The best firms - quick stats -- Client contact -- League tables -- Training - cost or investment? FINANCIAL RETURN: Revenue -- Partner charge-out rates -- Clients per partner -- Client fees -- SMEs show remarkable turnaround in five years. SPECIAL FEATURE - CUSTOMER QUANTITY OR QUALITY OF RELATIONSHIP? Competitive advantage -- Two key approaches -- Quality of relationship -- Quantity of customers -- Exceptions -- Rethinking value -- Helping clients better manage cashflow. INVESTMENT: Profit per partner -- Strategic cost management -- Productivity -- Leverage -- Salaries. SPECIAL INTEREST AREA - THE PURSUIT OF PROFITABILITY: Remuneration and benefits -- Performance review and reward -- Productivity -- Values and mission statements -- Client contact -- Outsourcing -- Correlation with profitability and productivity. BEST PRACTICE: Workflow management -- What strategy? -- Job scheduling -- The importance of the front end -- Billing systems -- Getting paid on time and reducing write-offs -- Debtors -- Seven steps to better debtor management -- Top ten challenges. SUMMARY & ACTION PLAN: What have we found? -- Action plan -- Innovating beyond the product -- What is responsive website design?

Analyses the financial performance and management trends of New Zealand accounting firms, ranging in size from sole practitioners to multi-partner practices, located in cities, suburban and regional areas. Summarises the research found to be significant, and discusses the strategies that can have a substantial impact on financial performance in accounting firms.

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