.png?sfvrsn=dd675fd5_2)
6a6c7fe2013f4be3b0ecc0a5930da5c9.jpg?sfvrsn=ab5334c8_0)
/business-management-global-connection/istock-1167579720-c.jpg?sfvrsn=ff93f9a5_2)
/audit-assurance/istock-1169206203-c.jpg?sfvrsn=1d6f9b25_6)
/ethics-and-professionalism/istock-1141115724-c.jpg?sfvrsn=4e54d691_2)
/business-management-global-connection/istock-1079974636-c.jpg?sfvrsn=e9fea23b_2)
/audit-assurance/istock-818732836-c-v3.jpg?sfvrsn=ae44e7b7_0)
.png?sfvrsn=905ee1bd_0)
/legal-secretarial/istock-866706340-c.jpg?sfvrsn=d7f57b8c_2)
IFAC Interview with Ronald J. Baker
In a late-2012 poll conducted by IFAC, pressure to lower fees was identified by practitioners as one of the biggest challenges facing their small- and medium-sized accounting practices (SMPs). For some service offerings, like business advisory, the traditional hourly billing model may place a strain on the practice. Value pricing—which sets prices primarily, but not exclusively, on the value to the customer rather than on the cost of the service or historical prices—may be part of the solution to alleviating this pressure.
Read more
In a late-2012 poll conducted by IFAC, pressure to lower fees was identified by practitioners as one of the biggest challenges facing their small- and medium-sized accounting practices (SMPs). For some service offerings, like business advisory, the traditional hourly billing model may place a strain on the practice. Value pricing—which sets prices primarily, but not exclusively, on the value to the customer rather than on the cost of the service or historical prices—may be part of the solution to alleviating this pressure.
Read more