Rhythm Blog | Guest Blogger

Written by Guest Bloggers Ryan Whitley, CFP^® and Brian Swilling, Financial Advisors at Navipath Partners and sponsors of the 2018 Rhythm Systems' Breakthrough Conference  

Written by Meredith Wood, Editor-in-Chief of Fundera

As the CEO, you’ve either started and cultivated your own company, or worked hard to climb the ranks. Maybe you’re not the CEO, but another chief-level executive. Regardless, you’re held partly accountable for the success of the company. Looking back, can you distinguish a single action that led you to this position?

It’s possible that you took the traditional route: graduated high school, attended college, received an undergraduate degree, landed a full-time job, and even pursued another degree or two. Maybe you drew inspiration from Bill Gates and Steve Jobs, deciding that dropping out of school was the only way to pursue your passion. You might even have a degree from a prestigious Ivy League university.

Written by the Blue Ocean Team

As a middle market firm, don’t fall into the trap of going up against the biggest established players in your industry. Instead, you should be focusing on creating new markets.

Plenty of successful middle market companies grow fast without going head to head with the competition at all. To take your middle market company to the next level, learn to shift from competing to creating, and grow your business by offering unprecedented value to your buyers. Chan Kim & Renee Mauborgne show you precisely how to achieve this in their recent New York Times bestseller Blue Ocean Shift. Here we provide a quick snapshot to get you started.

Our guest blogger today is Howard Cox, CPA, CMA, CIA. Launching his career with a Big Four firm in 1983, Howard established his own practice just four years later—and, in late 2001, merged his independent CPA firm into Somerset CPAs and Advisors' operations. Currently, Howard focuses on general Business Advisory, Mergers and Acquisitions and PPACA Compliance engagements, and also conducts informative presentations for clients, as well as outside events.

The quality of business performance is dependent on the quality of management decisions. The quality of management decisions is dependent on the quality of management information.

Strategy is about focus. Customers are a key element of effective strategies. Optimal allocation of finite resources towards appropriate customer focus can only come from customer knowledge. Therefore, having a deep analytical understanding of relative customer profitability is a critical prerequisite to annual or quarterly strategic thinking.

Our guest blogger today is Howard Cox, CPA, CMA, CIA. Launching his career with a Big Four firm in 1983, Howard established his own practice just four years later—and, in late 2001, merged his independent CPA firm into Somerset CPAs and Advisors' operations. Currently, Howard focuses on general Business Advisory, Mergers and Acquisitions and PPACA Compliance engagements, and also conducts informative presentations for clients, as well as outside events.

Position Scorecards help maximize the return on investment from your players by creating a culture of discipline and accountability. You can further increase engagement by ensuring that your compensation system aligns your players’ best interests with overall team goals. This is accomplished through integrating Position Scorecard results into an overall performance based incentive compensation system.

Written by sales process expert, Marylou Tyler. Marylou is currently launching her newest book, titled Predictable Prospecting: How to Radically Increase Your Sales B2B Pipeline.

There’s no feeling in the world quite like it.

A quick, sharp tug and you know it’s on. In an instant, you’re mentally transported back hundreds, perhaps thousands of years... back to a time when your very survival rested upon whether you caught that fish on the end of your line.

Over time, I’ve discovered my Predictable Prospecting™ methodology has much in common with the ancient art of fishing.

Written by Peter L. Wyro, M.B.A. of www.justcherry.co
Peter is the CEO of Cherry, an ROI-Ready Inbound Marketing Agency. For nearly 20 years, he has helped transform businesses into highly-valued assets. His expertise is marketing strategy and new product development.

One of the biggest challenges that marketers face is justifying their investments. How much should your business spend to acquire a new customer? If you spend too much, you’ll eventually go out of business. If you don’t invest enough, you might be missing opportunities to grow – much to the delight of your better-informed competitors. The stakes associated navigating this dilemma are pretty high. Forecasting future cashflows by calculating customer lifetime value is an essential practice in figuring out how to invest in your ideal customer.

Written by special guest blogger, Jess Thompson of Bannerconnect 
Jess is communications manager at Bannerconnect, Europe's leading data and advertising technology company delivering optimal digital experiences. Jess crafts content that aims to educate and inspire around Bannerconnect's mission to innovate digital media by translating industry jargon into plain english.

“Our company has undergone more change and transformation in the past year than we have in our 10 years of existing. In 2014, we were acquired by WPP, the world’s largest media company. This gave rise to a huge surge in growth; we tripled in size within a year with no sign of slowing. We’ve always been a small and agile front-runner in our rapidly changing industry of digital media, but we couldn’t keep running the company as if we were 30 people.” The challenges described by Rutger Tuit, director of operations at Bannerconnect, include welcoming waves of new employees, increasing our global footprint and integrating with a media giant.

Written by Graham Couling of www.braindropsmarketing.com 
Graham Couling is a marketing manager and consultant that specializes in current small business marketing strategies that are practical and effective.

When I was in business school, the “4 P’s of Marketing” were repeatedly jammed into my head, day after day. Many courses, ranging from economics to organizational behavior, had reference to the “4 P’s of Marketing.” If you are not familiar with the 4 P’s, they are product, price, placement and promotion. Essentially, all aspects of any organization need to consider these important fundamentals when operating their business.

Written by Christian Brim of wp.myemployeesolution.com
Helping Small Business Eliminate Employee Headaches. Over 20+ years of hands on experience.

The most common complaints I hear about accountants/CPA's are "my accountant messed up my taxes" or "my accountant won't return my calls." So you're fed up, ready to make a change, and now you want to know, how do I fire my accountant?