Sentences with phrase «firm need the revenue»

Not exact matches

«If a business doesn't have the resources to raise capital when it needs to, manage tax situations effectively, or execute increasingly complex accounting issues [such as] revenue recognition, then they could run into some serious problems,» explains Calvin L. Hackeman, a partner at Grant Thornton LLP, a large accounting firm in Chicago that serves both small and midsized businesses.

To illustrate, one report from research firm Aite Group demonstrated that better integration among teams» internal applications led to a deeper understanding of clients» needs, a 46 percent increase in revenue and a 57 percent increase in the number of clients served.

For small firms — those with less than $ 10 million in annual revenue — you don't necessarily need your controller to be a CPA.

Since Zillow «prides itself on being an open platform,» the firm is «happy to offer MLSs and brokers the opportunity to use the reporting solution they are most comfortable with and best fits their needs,» said Greg Schwartz, Zillow Group's chief revenue officer, in a statement.

Implementing a BAT should bolster the competitiveness of US firms, eliminate the existing incentive to keep profits offshore, and raise the revenue needed to fund a substantial cut in the statutory corporate income tax rate (currently the highest in the Organisation for Economic Co-Operation and Development [OECD]-RRB-.

Albert Jenner, in his final public appearance, told a gathering of Chicago lawyers: «We need to reorient our thinking away from the legal marketplace and law firms as profit centers and revenue producers, and law as a business.»

• Large firms are deserting the cities for cheaper suburban sites, taking with them employment and badly needed tax revenues.

Lastly, I didn't need a marketing or public relations firm to me during the pre-draft process, but if you're a top draft pick like Jackson, it's a useful resource for capturing any revenue streams available now and in the future.

If your firm is large (that is making over $ 500,000 in annual revenue) enough, you may need to consider getting a corporate credit card account instead.

If your firm is large (that is making over $ 500,000 in annual revenue) enough, you may need to consider getting a corporate credit card account instead.

(For those of you who need details on the methodology, Acritas disclose that the research was compiled from the unprompted responses of 191 senior general counsel in Canadian organizations with revenues over $ 50M who were asked about six factors — their awareness of and favorability towards law firms; their consideration of firms for top - level litigation and major M&A; and their use of firms for high value and inbound work.

In two separate articles, long - time law firm consultant Joel Henning and former GE GC Ben Heineman, Jr. and William Lee, co-managing partner of WilmerHale, have highlighted the plight of the profession borne of the billable hour and the model that creates a ponzie - scheme - like need for ever increasing revenue in law firms.

Curiously, for all of the conversation about the need for new business and the amount of money firms expend in the name of business development (typically 2.5 % to 4.5 % of gross revenues), it is a wonder that firms are satisfied with a relatively low success rate from these efforts.

In the preceding blog, Peter Zver, President of Tikit North America, noted that firms need to focus on mobile timekeeping's impact on revenue to understand its value to the firm, rather than on how much it gets used.

Therefore, it's time for BigLaw firms to recognize the business reality that taking profitable partners away from the practice of law into the need to develop business, dilutes a firm's ability to generate more revenue and profit from their high - value practices, and places them at a competitive disadvantage against the Big4 and NewLaw.

Business efficiency, whether for your local store or for a worldwide law firm, is often at the core of consequential revenue stream, and for things to be efficient, they need to happen fast.

The firm discovered that the poor writing was draining revenues, since partners found that they needed to devote significant amounts of non-billable time to edit associate work product.

If you have an accurate and precise understanding of your costs, you can set goals for how much revenue your firm needs to bring in to meet your financial goals.

Make Timekeeping Relevant Most law firms» compensation structures are linked not to profits but revenues (explaining the need for more billable hours).

No longer does someone need to be in your offices to enter the data that generates revenue for your firm.

The good news for solo professionals and small firms is that a solution does exist for their invoicing software needs which addresses their concerns and provides a low - cost strategy for streamlining their invoice workflow and maximizing revenue.

The Access Legal Care «system» is based on 12 key components: 1) be profitable for the attorneys and legal - services providers; 2) apply the Pareto principle — focus on the 20 % of all legal services that 80 % of lower - and moderate - income people will likely ever need; then prune / refer - out those that are high - complexity / high - dollar (too risky) and contingency cases (already affordable); 3) process - map the remaining services into individual steps; 4) functionally - decompose each process step to the lowest - cost provider who can perform the step legally and with excellence; 5) streamline processes with Six Sigma and manufacturing principles; 6) centralize operations for economies of scale; 7) collaborate and out - source to expand reach; 8) leverage technology to minimize costs and maximize productivity; 9) make affordable with both terms and price; 10) generate high demand, high - volume; 11) develop multiple revenue streams; and 12) package up the system and re-sell it to other law firms and clinics.

Spending a few hours a month on some new business development activities will give your marketing the boost it needs to bring in new revenue for your firm.

«Like many firms, RPC was using a legacy time entry system and needed a broader suite of capabilities to meet its lawyer's personal preferences while maximizing time capture and revenue,» said Chris Giglio, chief executive officer for Aderant.

Partners whose practice areas or revenue generation are viewed by the firm's management as less profitable for the long term or in need of pruning were affected, the firm confirmed.

Traditionally, for firms to grow their revenue, they needed to do one or more of the following: A) increase the number of producers (timekeepers); B) increase the rate of production (billable hours); C) increase the unit price (hourly rate); D) A combination of A, B, and / or C.

The objectives of their assessment are to compensate the non-equity partners for their daily efforts and reward their significant contributions to the firm's revenue, profitability and environment in a way that is perceived as being fair to the firm and the non-equity partners; to compensate non-equity partners in a manner that is competitive within the firm's market; to encourage non-equity partners, by incentives, to share in their added value to the firm as they become more experienced; and use such experience productively and to satisfy the needs of the firm as it exists today and looking forward to tomorrow.

lawyer and current information services partner at KPMG Canada, figures many firms have all the data they need, like: type of client (e.g. industry, size, annual revenues, number of matters per year); matter type (e.g. transaction, litigation); types of opponents in litigation; and so forth.

The pricing for such a move to a larger firm usually involves: (1) a compensation cut for the acquired lawyers, a function of higher overhead and thus lower operating margins in many larger law firms; (2) the need for a profit for the acquiring firm to be derived from the work and revenue generated by the new addition; and sometimes (3), a deal feature that allows the acquired lawyers to monetize and harvest some of the built up value in their firm that would otherwise be lost if they were to wind down.

100 percent of law firms» revenue assets (its lawyers) walk out the door every night; they need to understand what brings them back in the morning and makes them productive; and

Month by month, list your goals for revenue, number of cases, marketing campaigns that need to launch, and hires that need to happen to keep your firm growing while serving your clients well.

Helen Gough, an associate at Worcestershire law firm mfg Solicitors, says complex rules for inheriting agricultural land and buildings will see the Inland Revenue take more than it otherwise would need to, unless farmers plan ahead.

What Do Firm Leaders Need to Build Sustainable Revenue Growth?

Lawyers need to reinvent their practice by rethinking firm structures, revenue models (e.g. billing by hours — how much longer will clients tolerate this?)

Unless the firm's market research analysts predict significant increases in revenue over a long period of time, the opportunity cost will exceed the benefits, and the funds needed to integrate Bitcoin payments would be better spent elsewhere or in another investment.

Firm understanding of business needs and an ability to analyze and document requirements for improving revenue and decreasing overhead costs.

Spa Director — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, executing spa and salon administration functions, overseeing sales and marketing operations, and implementing cutting - edge industry techniques and trends Collaborate in all phases of strategic planning with other members of management team, including product inventory control, marketing and sales strategies, product and service offerings, client service, event coordination, and area competition Provide continuous assessment of key markets, potential customers, and capital utilization, while furnishing oversight and guidance regarding policies and procedures, budgets and financial forecasts, and client experience considerations Perform needs - based and situational assessments of policies and procedures to improve operational efficiency, manage and reduce costs, promote both employee and client satisfaction, and deliver a luxurious experience to high - profile clientele Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, continued supervision of 40 staff, and the promotion of a performance - based environment leveraging individual talents for group benefit Develop and supervise support staff to aid in effective sales, marketing, and service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion, including newsletter and article distribution Ensure effective execution of all administrative, HR, and financial aspects of business management, while analyzing and presenting important information to executive staff, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, referral generation, and the leveraging of cross-sales opportunities Create and implement firm marketing and sales strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of products, services, techniques, and relevant tools, while committing to continued advanced technical education with respect to complex spa, salon, and fitness concepts and studies Act as a liaison between clients, vendors, sales and support staff, and other management partners to facilitate information flow and drive operational efficiency

Professional Experience Diversified E Solutions, Inc. (Atlanta, GA) 8/2008 — Present Senior Sales Director • Create and implement key business development concepts to establish new business relationships and revenue streams • Work effectively with SQL databases, marketing - driven email conversions, and co-reg campaigns as needed and required • Implemented strategic logistic programs for shipping and inventory for accounts as well as planned infrastructure for multi-domain environments for both marketing and e-retail • Utilized various methods, concepts, and techniques to take client E-Bay accounts to Platinum Power Seller Status in first year • Drive sales for web solutions through the leveraging of B2B contacts and successful marketing campaign execution, attaining great success working with the firm's online presence and strategies (SEO) • Created custom e-marketing and data collection campaigns to penetrate target markets and establish firm presence

Property Management — Duties & Responsibilities Coordinate regular maintenance and repairs as well as emergency resolution through the efficient management of maintenance team and general / sub-contractors, also participating in restoration and renovation projects to ensure timely completion within designated budgets Develop annual property budget and monitor with monthly variance reports, preparing financial statements and various regular and ad - hoc reports on property status, including occupancy rates and lease expirations Provide relevant oversight and administration to tenant build - outs, utility service termination and transfer, supply purchasing, and building consolidation processes Support firm management to aid in effective customer service, maintenance, and general property operations, delegating important tasks and assignments while overseeing all critical management aspects Organize, manage, and execute all aspects of the lease process, facilitating the ease of operational aspects as well as price / term negotiations, rental agreement reviews, rent collection, impounds, and tenant eviction as necessary Generate increased revenue through tenant referrals as well as consistent lease renewals through effective service and timely issue resolution Identify and develop talent among hired staff and property personnel, utilizing focused training efforts within a performance - based work environment designed to utilize the critical strengths of assistants, supervisors, and techs Provide continuous assessment of property usage and needs, while furnishing oversight and guidance regarding effective preventative maintenance programs, renovation considerations, and cost reduction / control measures Maintain a strong working knowledge of the leasing property, respective marketplace, and general economic trends Act as a liaison between clients, vendors, sales personnel, support staff, and senior management to facilitate information flow and drive operational efficiency

Medical Affairs Liaison — Duties & Responsibilities Provide guidance and leadership with respect to the diagnosis and resolution of various issues in response to incidents reported by customers, working efficiently and effectively to implement related solutions and maintain high - quality customer service Administer all quality control functions while interacting professionally with outside contacts, including firm public relations professionals, representatives, client associates and other parties, providing relevant information, materials and support as needed Identify and deconstruct issues utilizing honed problem resolution techniques, collaborating with other professionals to address uncovered issues and shortfalls while acting as internal clinical and product - related expert Manage and oversee the development and implementation of critical systems and processes while coordinating support and customer service functions, working effectively to utilize all available resources and maintaining all relevant information Review proposed modifications to client operating environments, implementing fixes and resolutions to minimize service disruptions on an on - going basis, clearing duplicated and out - dated entries, and performing general account management functions Participate in the administration of various organizations, clinics, associations and other groups, assessing operational strategies regularly Assist in the performance of related analyses and needs - based assessments of product gaps, service requirements and operations - related areas to develop and implement required projects while determining the feasibility and functionality of proposed solutions Collaborate with sales and marketing professionals to drive revenue growth, improve firm visibility, expand product markets and integrate valuable customer feedback into future research and development Utilize talent among team members with effective communication and the promotion of a performance - based work environment Communicate all issues and user feedback to members of departments teams and vendor representatives as needed Create and maintain issue - tracking and resolution databases while auditing all entries for accuracy and completeness Develop and maintain a strong working knowledge of all relevant products, services, industry trends, tools and related information Lead through example with consistent work ethic, attitude, professionalism, and commitment to firm success

Again brokerages and REALTORS ® are being asked to open the system we have built and own even further and to anyone who just needs to become registered so that they may create a VOW in order to derive their revenues from third party advertisement including FSBO firms.