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Due Diligence & Transition

Do's and Don'ts of Due Diligence

Originally published in Journal of Accountancy, June 2014
Due diligence is the assessment of the legal, financial, and business risks associated with a merger or acquisition. It is totally appropriate and recommended that both parties involved in a transaction perform due diligence on each other, regardless of the deal's nature and whether you are buying, selling, or merging. This article discusses when you should conduct due diligence, what you should review, and how to interpret and react to the findings.
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How to Maximize Client Retention After a Merger

Originally published in Journal of Accountancy, April 2014
The retention of clients is essential to a successful merger of accounting firms. Most deals are structured so that the payments from the acquiring firm to the selling firm are based, at least in part, on the percentage of clients that stay with the post-merger firm during a specified retention period. In other words, the departure of clients from the acquiring firm results in lower payments to the selling firm, providing a healthy incentive for selling firms to facilitate a transition that encourages clients to stick with the acquiring firm post-merger.
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Retaining Clients During a Firm Transition

Originally published as a chapter in the ebook, Next Level Accountants: Your Guide to Growing a Firm of Trusted Advisors by Mary Ellen Biery. 
If you'd like to download the complete book, visit Sageworks.com 
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The Long Goodbye

Originally published in Journal of Accountancy, August 2013
The best time for an accounting firm to start work on a succession plan is the day the firm is formed. Of course, most firms don't do that. The question in many cases has become: "How quickly can I put together a succession plan and head into retirement?" The answer depends on a number of factors.
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Keeping It Together (Part 2 of 2)

Originally published in the Journal of Accountancy, April 2009
This article looks at the challenge of retaining clients and staff immediately after the merger. Retention should be addressed through a properly designed and executed transition plan, which should be divided into two retention sections: clients and staff.
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