US' Top 100 Accounting Firms

1. Deloitte & Touche - Big 4, 107 U.S. offices
2.  Ernst & Young - Big 4, 95 U.S. offices
3.  PricewaterhouseCoopers - Big 4, 99 U.S. offices
4. KPMG - Big 4, 95 U.S. offices
5. Grant Thornton - 48 U.S. offices
6. McGladrey & Pullen - 103 U.S. offices
7. BDO Seidman - 35 U.S. offices
8. Mayer Hoffman McCann - Offices in: CA, AZ, UT, CO, KS, MN, WI, IL, MO, OH, TN, GA, FL, MD, PA, and NY. 
9. Crowe, Chizek and Co. - Offices in: IN, IL, OH, KY, TN, MI, and FL
10. BKD - Baird Kurtz & Dobson - Offices in: TX, IL, MO, IN, OH, KY, CO, KS, OK, AR, NE
11. Plante & Moran - Offices in: MI, OH, and IL
12. Moss Adams - Offices in: AZ, CA, NM, OR, and WA
13. Clifton Gunderson - Offices in: IL, CA, AZ, CO, IA, MD, IN, MO, NM, OH, TX, VA, WI, and D.C.
14. UHY - Offices in: CA, TX, MO, IL, MI, NY, MA, CT, and D.C.
15. Virchow Krause & Co. - Offices in WI, MN, IL, and MI
16. J.H. Cohn - Offices in NY, NJ, and CA
17. Dixon Hughes - Offices in: NC, SC, GA, AL, WV, TX, and TN 
18. Larson, Allen, Weishair & Co. - Offices in: MN, WI, MO, PA, and NC
19. Reznick Fedder & Silverman - Offices in: MD, NC, and GA
20. Rothstein, Kass & Co. - Offices in: CA, NY, NJ, CO, and TX
21. Eisner & Co. - Offices in NY and NJ 
22. Wipfli Ullrich Bertelson - Offices in WI and MN  
23. Eide Bailly - Offices in IA, MN, ND, SD, MT, OK, and AZ
24. M.R. Weiser & Co. - Offices in: NY and NJ  
25. Cherry Bekaert & Holland - Offices in VA, NC, SC, GA, FL, TN, and AL 
26. Berdon LLP - Offices in NY
27. Marcum & Kliegman - Offices in NY and CT
28. Smart and Associates - Located in PA, GA, MD, IL, and NY
29. Goodman & Co. - Offices in: VA and MD 
30. Amper, Politziner & Mattia - Offices in: NY and NJ
31. Parente Randolph - Offices in: PA, NJ, DE, and Washington DC
32. Marks Paneth & Shron - Offices in NY  
33. Schenck & Associates - 11 Offices in WI 
34. Anchin, Block & Anchin - Located in NY
35. The Rehmann Group - Offices in MI  
36. Rubin, Brown, Gornstein & Co. - Located in MO
37. Mahoney Cohen & Co. - Located in NY 
38. Vitale Caturano & Company - Located in Boston, MA
39. Carr, Riggs & Ingram - Offices in: FL, AL, and MS
40. Withum, Smith & Brown - Offices in: NJ and PA
41. Goldenberg Rosenthal - Located in: Philadelphia, PA  
42. SVA - Suby, Von Haden & Associates - Offices in: WI and IL
43. Citrin Cooperman & Co. - Offices in: NY and NJ  
44. Blackman Kallick Bartelstein - Located in Chicago, IL
45. Clark, Schaefer, Hackett & Co. - Offices in: OH
46. Kaufman, Rossin & Co. - Located in FL
47. Beard Miller Company - Located in PA, and MD
48. Friedman - Offices in: NY, and NJ
49. Schneider, Downs & Co. - Offices in: PA and OH
50. Aronson & Company - Located in MD / D.C.
51. Tofias - Located in MA, and RI
52. Horne CPA Group - Located in TN, MS, and LA
53. Doeren Mayhew - Located in MI
54. Lattimore, Black, Morgan & Cain - Offices in: TN
55. Margolin, Winer & Evens - Located in NY 
56. Hill, Barth & King - Offices in: FL, OH, PA, and VA
57. Carlin, Charron & Rosen - Offices in: MA, RI, and CT
58. SS&G - Saltz, Shamis & Goldfarb - Offices in: OH and KY
59. Lurie, Besikof, Lapidus & Co. - Located in MN
60. Elliott Davis, LLC - Offices in: SC and GA
61. Morrison, Brown, Argiz & Co. - Offices in: FL and CO
62. Beers & Cutler - Offices in: D.C. and VA
63. O'Connor Davies Munns & Dobbins - Offices in: NY, NJ, and CT
64. Rachlin Cohen & Holtz - Offices in: FL
65. Frank, Rimerman & Co. - Offices in: CA
66. Katz Sapper & Miller - Offices in: IN
67. Kennedy & Coe - Offices in: KS, OK, and CO
68. Weaver and Tidwell - Offices in: TX  
69. Schonbraun McCann Group - Offices in: NJ, NY, and FL
70. Joseph Decosimo and Co. - Offices in: OH, TN, and GA 
71. Watkins, Meegan, Drury & Co. - Offices in: MD, VA, and D.C.
72. Armanino McKenna - Offices in: CA
73. Hein & Associates - Offices in: CO, TX, AZ, and CA
74. LeMaster & Daniels - Offices in WA, and ID
75. Kemper CPA Group - Offices in: IL, IN, KY, CA, and FL
76. Novogradac & Company - Offices in: CA, TX, GA, MD, KS, MA, and OH
77. Sikich Gardner & Co. - Offices in: IL
78. Rosen Seymour Shapss Martin & Co. - Offices in: NY
79. Stout Causey & Horning - Offices in: MD, VA, TX, and GA
80. Warren, Averett, Kimbrough & Marino - Offices in: AL 
81. Berry, Dunn, McNeil & Parker - Offices in: ME, NH, and MA
82. Holthouse Carlin & Van Trigt - Offices in CA
83. Habif, Arogeti & Wynne - Located in GA
84. Berkowitz Dick Pollack & Brant - Offices in: FL
85. Holtz Rubenstein Reminick - Offices in: NY
86. Blue & Co. - Offices in: IN, OH, and KY 
87. Vavrinek, Trine, Day & Co. - Offices in CA  
88. Mohler, Nixon & Williams - Offices in: CA
89. Stonefield Josephson - Offices in CA and Mexico
90. Mauldin & Jenkins - Offices in: GA, and AL
91. Freed Maxick & Battaglia - Offices in NY
92. Honkamp Krueger & Co. - Offices in IA, WI, and IL
93. Seiler & Company - Offices in CA
94. Yeo & Yeo - Offices in MI
95. Burr Pilger & Mayer - Offices in CA
96. Postlethwaite & Netterville - Offices in LA
97. Ehrhardt Keefe Steiner & Hottman - Offices in: CO
98. Blum Shapiro & Co. - Located in: CT
99. The Bonadio Group - Offices in: NY
100. Alpern, Rosenthal & Co. - Located in PA 

Source: www.accountingmajors.com

The New Accounting Practice that's Saving Lockheed Martin, Chevron and the DOD Millions

Although the term “sustainability” has become something that most businesspeople associate with marketing or maybe compliance, at its core sustainability is as much about saving companies as saving the earth: it all boils down to maximizing resources and minimizing risk. Until recently, however, sustainability initiatives at most companies have tended to start with the sustainability director, who takes a good-for-the-environment idea and tries to build a good-for-business argument around it. That approach is fundamentally flawed according to Yann Risz, vice president of strategy and environmental finance for Environmental ERP software company Enviance. Instead, Risz suggests starting with the day-to-day operations of business–what the procurement folks deal with daily, for example, or the sales force–and looking for ways that sustainability initiatives might address some of the company’s pain points. Risz has been thinking about the subject nonstop for the past several years as he developed the company’s environmental finance tool and began to roll it out to many of Enviance’s compliance software customers, including Lockheed Martin, Chevron and the Department of Defense.
“If you want to scale sustainability you don’t start with sustainability and incrementally change it to make it business-friendly,” he says. “You start with understanding the average day of a procurement officer – he has five minutes to listen to you, so you need to understand what he needs and give him something he can understand in that time.”
A recent Gartner case study on Enviance’s work with Lockheed Martin shows just how effective that approach can be. In the course of that work, Enviance analyzed 2,000 environmental factors that are relevant to Lockheed’s business and found that only ten were material from an environmental point of view. In fact 10 environmental factors accounted for 96 percent of the company’s environmental impact, and much of them were not direct Lockheed impacts but factors that could be traced further up the company’s supply chain.
“As CFO, maybe that’s interesting but what does that mean to my job?” Risz says. “What’s the financial exposure linked to those factors? We estimated that 35 percent of Lockheed’s EBIT [Earnings before interest and taxes] was associated with energy-related commodities in its supply chain. Now that gets the CFO’s attention. Suddenly it’s not the crazy green guy talking, but the business guy going hey we have 35 percent earnings exposure here, so we’d better deal with it.”
Marrying environmental impacts and finance doesn’t just help to reveal financial risks associated with environmental exposures, it also helps companies pinpoint where they should be spending their sustainability budgets to get the most bang for their buck. In Lockheed’s case, for example, seven of the top ten environmental factors were energy-related while waste and water–both traditional targets for sustainability departments–were of relatively minor importance. That knowledge gave the company the opportunity to reconsider capital investment of water and waste projects, and reprioritization of longer-term project planning. Accurately accounting for environmental risks and benefits also helped Lockheed pinpoint more than $30 million in potential savings.
Lockheed isn’t the first company to marry finance and sustainability. WalMart was an early leader in this realm, as were Procter and Gamble and Unilever. However, although these early adopters attempted to link supply chain sustainability initiatives with financial returns ($1 billion in two years, in P&G’s case), they lacked the sort of granular data that would enable the sort of change in strategy that Lockheed is undertaking. Puma came closer when it issued its environmental profit and loss statement for its global supply chain, which revealed that approximately 94 percent of its total environmental burden lay in its upstream supply chain.
As notions around sustainability mature, more and more companies are embracing this new form of environmental accounting. Risz says Enviance has worked with companies in various sectors, including fast food, oil and gas, and banking, and the idea is really beginning to gain traction. In Italy, the company recently worked with Unicredit Bank, for example, to determine the financial risks associated with the bank loaning money to coal companies. “We were helping loan officers understand when they make loans to the coal industry, what is the impact their loans have and how they should assess the risk behind these loans,” Risz explains. “There are environmental risks there, but also reputational.”
The bottom line? If you want to get [all the various stakeholders in a company] on board with sustainability initiatives, you  have to appeal to their KPIs [key performance indicators, the metric upon which many companies base annual bonuses],” Risz says.

Source: www.forbes.com by Amy Westervelt

10 Phrases That Are Holding Your Career Back

“The difference between the almost-right word and the right word is really a large matter–it’s the difference between the lightning bug and the lightning.”—Mark Twain
Whether dealing with clients, coworkers or superiors, how you phrase and frame your message colors the way people perceive you. The words you choose may be the difference between being thought of as problem-solver or a problem.

“Words are very important because they shape not only how other people hear you, but how they feel about you,” says Karen Friedman, author of Shut Up and Say Something: Business Communication Strategies to Overcome Challenges and Influence Listeners. “If you garner some kind of positive emotion, then you’ll make people care. Then you’re in a much better position for them to listen.”
However, too often business communication is peppered with filler words (umm, uh huh, well) that muddle the message, qualifiers (sort of, kind of, mostly) that diminish authority, and negative framing (can’t, impossible, never) that is discouraging and unproductive. In an informal poll of communication experts and career advisers, these 10 phrases were voted the worst things to say in your career.
That’s not my job.
“This makes it about what you can’t do as opposed to what you can do,” says Friedman. “It paints you as not being a team player.” Furthermore, it flies in the face of crucial career assets like flexibility and the willingness to learn new skills, which are required for leadership roles. Take it to a positive place by saying, “It’s not really my area of expertise. Let’s see who might be able to better help with this.”
I think…
Lorrie Thomas Ross, chief executive of consultancy Web Marketing Therapy, calls this and others like it (“I believe” and “I feel”) “discounting phrases.” They make you seem less authoritative and reduce the power of the message. The statement, “I think this is the best strategy,” is much weaker than, “This is the best strategy.” Likewise, eliminate prefaces like “I want” or “I’d like to.” So, rather than saying, “I want to thank you,” simply say, “Thank you.”
I don’t know.
“You think that’s being honest, but it’s really a cop out,” says Henry Devries, assistant dean for continuing education at the University of California San Diego and co-author of Closing America’s Job Gap. “It can be seen as lazy and not willing to take the next step.” Instead, say: “Let me find out the answer.” Similarly, saying, “I don’t know how to do that,” is better framed as, “Where could I get help to learn how to do that?” Then, you’re bridging the solution.
I can’t.
Again, this suggests a rigidity and unwillingness to be helpful or provide solutions. “You want to show employers you are ready to learn and tackle any challenge,” says Josh Tolan, chief executive of video interviewing platform Spark Hire. Instead of dismissively saying “I can’t,” pinpoint the issue and suggest a way around it. For example, if you’re asked to present a project at a time that conflicts with another commitment, say, “Unfortunately, I have a conflict then. However, I’ve been working closely with Sarah on this, and she would be fantastic.”
But…
“Using the word ‘but’ completely negates whatever you’ve said before it,” says Devries. While you may be well-intentioned, a comment like “that blouse looks nice on you, but the earrings don’t match” will not be taken well. We are conditioned to always listen for the negative information. “We’re used to the manure sandwich,” he says—that’s something nice, something negative, something nice, so that the negative bit is sandwiched in between. Oftentimes, “but” is easily replaced with “and,” which softens the message.
That’s not a good idea.
Nancy Mobley, founder and chief executive of consultancy Insight Performance, says quickly shooting down ideas makes employees and coworkers feel less comfortable about sharing their opinions and ideas, which can hamper creativity and innovation. “Some of the best ideas might be something you’re apt to shoot down before vetting them and getting more information,” she says. Instead of dismissing something outright, ask a question like, “How would it work?”
I’ll try.
“The word ‘try’ implies the possibility it may not get finished; it presupposes possible failure,” says communication expert Darlene Price, author of Well Said. If your boss asks for a proposal first thing in the morning and you respond, “I’ll try to get it finished,” you’re undermining yourself and putting doubts in your boss’s mind. Instead, say, “I’ll have it on your desk by 9 a.m.”
It wasn’t my fault.
“People hear it as defensive,” says Friedman. If someone asks what went wrong, they may not even be blaming you, so immediately diverting blame only draws attention to it. Take the higher ground, and try to be a problem solver. Say, “Let me try to better understand what happened,” or, “Let’s figure out how we can prevent it from happening again.”
I guess.
This is a common qualifier, which people use to hedge their bets against saying the wrong thing. “Avoid language that is tentative and not reflecting confidence,” says Dale Austin, director of the career development center at Hope College. Erase it from your vocabulary. If there’s a concern that gives you pause, instead of speaking tentatively, express the concern outright.
That’s impossible.
Like saying “it can’t be done,” “that’s impossible” is extremely negative. “It signifies that you’re not willing to even try,” says Friedman. “Negativity is infectious and spreads like a virus.” To keep it positive, say, “Let’s look at some different ways to tackle it.”

Source: www.forbes.com by Jenna Goudreau

15 Phrases That Build Bridges Between People

 

Business is changing. The experts sure seem to think so. Every day, some new article hypes a brave new world of egalitarian openness and collaboration. That might be true if you work for yourself. For the rest of us, it’s still a winner-take-all, command-and-control world. Always has been, always will be. The experts may own the language, but not reality. When leaders feel threatened or the ink runs red, they rarely tap into their talent for solutions. More often, they cut communication and withdraw behind closed doors. Corporate culture can overcome many hurdles, but never human nature.
In reality, business has changed little. Work still involves small victories and slow progress, often ambiguous and rarely permanent. That said, what drives workers has changed little too. Besides money, they want a voice. They dream of receiving a fair shot to make a difference. And they long to feel special. And all that starts with communication. These days, we’re taught that tone and body language are the message. But words – and what they signify – matter too. Over time, your character, competence, and caring may be revealed by your actions. In a micro world, it is the right words used at the right moments that spark conversations and build bridges between people.
Want to tap into the deepest yearnings of your peers and employees? Consider sprinkling these phrases into your daily conversations:
1) Thank You: Common courtesy? Sure. But tell me this: When was the last time you forgot (or rejected) gratitude? Whether given in private or public, a sincere ‘thanks’ creates goodwill. Don’t forget your mother’s advice: “Say please.” People are always happier doing a favor than taking an order.
2) I Trust Your Judgment: Translation: “You have my permission. I believe in you. Now, go make it happen.” Feels pretty uplifting to hear that, doesn’t it? And I’ll bet you’d do almost anything to please someone who makes you feel that way. Your employees and peers are no different.
3) I Don’t Know: We don’t have all the answers. And it scares us to death. That’s a perfect point to start a dialogue…over facts and fears. Facing the unknown – and seeking assurances and answers – bonds people like nothing else. All you have to do is first admit what you don’t know.
4) Tell Me More: “I’m all ears.” It’s the ultimate conversation starter!  When you signal that you’re open and intrigued, the other party will respond in kind. And who can resist flattery? Use phrases like “What do you think” or “What would you do” to acknowledge someone’s expertise. In doing so, you’re courting authentic suggestions, even if they challenge convention or skewer a sacred cow. If your interest is genuine, you may just fuel a productive exchange.
5) What I Hear You Saying Is: Ever wonder if someone has been listening to you? Be assured the person speaking to you is. So here’s a way to keep the ideas flowing. Step back and rephrase what someone says. In fact, vaguely distort or stray from it. This offers two benefits. It implies that you’re engaged, increasing the likelihood you’ll get more detail. It also helps you gauge the other person’s preparation, reasoning, and seriousness. It’s a win-win for everyone.
6) I’m On It: You’re giving your full attention. You’re saying, “Relax. Don’t worry about a thing. I’ll see to it personally.” That response can disarm just about anyone. To express a deeper commitment, use “You have my word.” This makes you more accountable to someone, conveying that you’re on board and will make it happen…whatever it takes.
7) How Else Can I Help You: It takes guts to speak up. People risk rejection, ridicule, or retaliation. Sure, you’ve discussed one issue. Chances are, this was just a test balloon to see how you’d react. This person probably wants to cover more; he’s just hesitant to ask. Make it easy on him. Extend the proverbial “what can I do” invitation to widen the conversation. And don’t be afraid to ask for help occasionally, either. People love to lend a hand. It provides purpose. When you’re humble and vulnerable, it humanizes you. It makes you one of them. And people trust those with whom they can identify.
8) I’ve Got Your Back: We’ve all made big mistakes. When we’ve recognized the gravity, the same question automatically pops up: “Am I getting fired for this?” It’s natural for co-workers and reports to imagine worst case scenarios. In those times, step in with a reassurance: “I’m not judging you. You’re going to get through this. You’re not alone. We’ll figure this out together. It’s going to be OK.”
9) My Pleasure: This subtle reminder reinforces a key point. You’re here to help others. You have all the time they need. And you’re happy to do it.
10) What If: Call it whatever you want: Imagination, wonder, inspiration, or vision. It’s that “why not” spirit that’s driven men and women to dream, create, and push limits. How often do you channel this force to hit it off with others? When was the last time you used a phrase like “How can we make this happen” or “Let’s try this out?” Go ahead. Open the floor to everyone. Put every option on the table. Don’t judge them based on budgetary, time, labor, or cultural considerations.  Sure, most ideas won’t be feasible or relevant. But you’re seeking that nugget that makes your organization just a little more competitive and enjoyable. You can find the means another time.
11) Let Me Play Devil’s Advocate: Looking for a subtle way to critique? Turn the conversation into an exercise where you’re a detached party performing a function: Poking holes in the logic and plan of attack. Maybe you need to reel the other person back to the big picture. Maybe you want to direct him towards missing pieces, pros and cons, or alternatives. Either way, you use this strategy to stress test ideas without making the process personal.
12) Let Me Think About That: Yeah, it sounds like a cop out. And it is…sometimes. Fact is, we don’t always have the authority or expertise to make decisions. This phrase buys you time and breathing space. It intimates that you’re open-minded and the request merits consideration. Then, set a date and time for follow up so the other person knows you’re taking him serious.
13) Well Done: It’s a cliché, no doubt. Sometimes, it isn’t enough just to say thanks. People want to know what they did was great and why. They pour so much sweat and soul into their projects. They need more than recognition that a task or goal was completed. They need to know their work was special and had meaning to someone.
14) You’re Right: Want to get someone’s attention? Tell him that he’s right. Once you yield the high ground, it’s much easier for the other party to swallow that the right plan and sentiment can’t always overcome the absurdities and restraints we face every day.
15) I Understand: People have such an innate desire to connect. They long to know they’re not alone, seeking others who’ve been where they are – and have successfully made it through. Helping someone doesn’t always involve making suggestions or calls. It may just involve being there, paying attention to what a person has to say. Most times, that’s enough to show you understand.
What phrases do you use to make people feel more comfortable, motivated, and appreciated?

Source: www.forbes.com by Jeff Schmitt

10 key countries for accounting careers

 

Where in the world can you find the warmest welcome for accountancy skills?

As economies such as China, India and the Middle East grow, so too does the demand for qualified accountants. Tougher trading climates also make the financial insight provided by chartered accountants even more valuable. As the adoption and updating of International Financial Reporting Standards (IFRS) gathers speed, qualified accountants will be needed in increasing numbers to help organisations interpret and apply these complex standards. ICAEW’s ACA qualification is recognized in 170 countries in the world. So if you’re contemplating broadening your horizons and working in pastures new, here are 10 to whet your whistle.

Romania

Since the fall of communism in December 1989, Romania has undergone dynamic changes. The country experienced a boom on the back of accession to the EU in 2007 and, according to the World Bank, the last eight years have seen rapid economic growth. Despite the problems in the eurozone, the former finance minister says Romania has a "very comfortable" financing buffer amounting to €5bn.
In 2005 it adopted IFRS and in 2008 ICAEW launched its ACA qualification in Romania. Former ICAEW president Martin Hagen described accountants and auditors as "crucial for the continuing growth of the Romanian economy."
The cost of living is currently very low in Romania. Bucharest, its lively capital, is packed with restaurants, cafes, bars, museums and parks. Companies including all of the Big Four, Citibank, Renault and Visa have offices there and most expats in Bucharest work for major European corporations with smaller operations in Romania.

United Arab Emirates

The vibrant UAE is a federation of seven Emirates: Abu Dhabi, Dubai, Sharjah, Fujairah, Ajman, Ras Al Khaimah and Umm Al Quwain. With its liberal business environment, high standard of living, sunny climate, affordable housing and hospitable locals, the UAE continues to attract expats from around the world. The region experienced strong economic growth until the global economic downturn – in 2009, Abu Dhabi had to bail out Dubai to the tune of US$10bn. But its free zones remain attractive to business and companies including Rolls-Royce, BAe Systems and Deloitte have a presence in the UAE.
Companies generally follow IFRS and best industry practices for financial reporting. In terms of job opportunities the emirate is refocusing on its traditional strengths: trade, logistics and tourism. But professional services and advice is also sought by other sectors including banking and financial services, real estate, leisure and hospitality, retail construction, telecoms and energy.

Singapore

Consistently ranked as either the best, cleanest, easiest, efficient or most competitive country in which to work, Singapore’s open immigration policy makes it easy for foreigners to enter the city-state. Its pro-business attitude means that government agencies work closely with the business sector to promote economic growth.
It slipped into recession in 2009 and the forecast for GDP growth stands between 1% and 3%. But compared with Western economies, growth is robust. Singapore’s vision is to be a leading global accountancy hub for the Asia-Pacific region. The Singapore Financial Reporting Standards are closely modelled after the IFRS. Major industries include manufacturing (particularly electronics, engineering, biomedical sciences and chemicals) and commerce. Many of the major long-term British investors have increased their footprint in Singapore recently, including Barclays, Dyson, HSBC, Rolls-Royce, Shell and Standard Chartered. Development of the IT, bio-medical and tourism sectors are the government’s next priority.　

Malaysia

A multi-ethnic, multicultural and multilingual society, Malaysia has become one of the world’s top locations for offshore manufacturing and service-based operations. The capital, Kuala Lumpur, is home to the Bank Negara Malaysia and a hub for finance, real estate, business, arts and media companies. There’s a diverse expat community and lots of expat jobs.
Already a "tiger" economy, Malaysia aims to become a developed country by 2020. In 2010 the country recorded a GDP growth of 7% – one of the strongest showings in the region. However, foreigners are encouraged to take up employment only in areas where there is a shortage of suitably trained Malaysians. CFOs, partners and senior accountants are predicting buoyant demand for qualified accountants over the next five years. Expats speaking a second language will have an advantage, particularly if it is Mandarin or another Asian language.

China and Hong Kong

No longer an emerging market, Greater China has transformed itself into a global superpower. According to ICAEW’s 2012 Economic insight: Greater China report, average annual growth of 10% for the past three decades means its output has roughly doubled every seven years. Hong Kong’s top spot on the World Economic Forum’s ranking of financial development and Shanghai’s fast growth as an important financial centre in its own right is attracting global corporations to the East. But as James Lee, ICAEW’s representative in Beijing says, there is still an acute shortage of qualified accountants in China. The Ministry of Finance and the Chinese Institute of Certified Public Accountants (CICPA) are working with ICAEW to attract top talent into the accountancy profession. "ICAEW actively encourages contact between Chinese and UK accountancy practice firms," says Lee. "We promote our members’ expertise to business and ICAEW has a reciprocal recognition agreement with the Hong Kong Institute of Certified Public Accountants (HKICPA)." 　

Australia

The Australian economy has been ranked as the world’s most resilient for six out of the last eight years and is currently one of the best performing economies in the OECD. But the laid-back lifestyle is also a big draw. With the low cost of living, affordable quality housing, extensive healthcare benefits and one of the best education and social systems in the world, Australia has much to offer.
Key business centres in Australia include Sydney, Melbourne, Brisbane and Perth. Australia is a leading financial centre in the Asia Pacific region and its alliance with markets throughout the region provides business people with a comprehensive range of financial services. As Richard Stokes, contact member for the Institute of Chartered Accountants in Australia says: "Our members continue to find good career challenges and opportunities in Australia as well as enjoying the lifestyle. We have around 3,500 members here and we are ICAEW’s largest group of UK-qualified members based outside the UK. The local economy continues to expand while many other world economies struggle."

Mauritius

"With its warm and sunny climate, beautiful beaches and great golf courses, Mauritius is a nice place to live… and to work as a chartered accountant," says Jacques Pougnet, international liaison partner at BDO in Port Louis. It enjoys a long-established democratic tradition and political stability, while the people are friendly and bilingual (English and French). "Its economy (mainly financial services, tourism, ICT, sugar, textiles) has so far withstood the financial crisis and growth is currently estimated at slightly less than 4%", adds Pougnet. International Financial Reporting Standards (IFRS) have been adopted since 2001.
"The ACA qualification is prestigious and always in demand," says Pougnet. "There are over 10 organisations that are ICAEW authorised training employers. Mauritius is one of the countries with the highest number of ICAEW members in relation to its population."
Professional accountants must be registered with MIPA (Mauritius Institute of Professional Accountants) and non citizens must obtain a work permit.

Vietnam

PwC recently listed Vietnam as the fastest-growing economy among emerging markets. In 2011 the Vietnamese economy recorded an annual growth rate of 5.89%. With an increasing number of Vietnamese companies looking to trade internationally, and multinationals setting up base in Vietnam, there has been a private sector boom in recent years. The changes in Enterprise and Investment Law in 2005 also created new opportunities for foreign investors in Vietnam by establishing partnerships with local private firms. The major goal of Vietnam’s foreign direct investment (FDI) policy is to attract capital but also management skills in order to exploit the country’s potential and improve living standards.
The capital of Vietnam is Hanoi, which lies in the north of the country, but other major cities include Ho Chi Minh City (the primary economic hub), Can Tho, Hai Phong, Hue, Da Nang, Nha Trang and Da Lat. Over half of the US Fortune 100 companies have operations in Vietnam and it will only become more attractive with its continuing tax incentives, long coastline, low cost of living, increasingly modern and sophisticated port infrastructure and very friendly locals.
Vietnamese Accounting Standards are followed and ICAEW works closely with the Vietnam Association of Certified Public Accountants (VACPA) to advance the accountancy profession in Vietnam and South East Asia.

Switzerland

It manages around a third of all private and institutional offshore funds, but Switzerland is also renowned for its high-quality precision engineering industry. Other key sectors include pharmaceuticals, chemicals, telecoms, food processing and packaging, graphics and electrical and mechanical engineering.
The Swiss economy did relatively well during the global financial turmoil but is now struggling with the knock-on effects of the sovereign debt crisis in the neighbouring eurozone. Its largest banks, UBS and Credit Suisse, suffered significant losses in 2008-09 and the EU, the US and international institutions have increasingly put pressure on Switzerland to reform its banking secrecy laws.
But business expectations for revenue, profitability and employment are positive and Switzerland offers ideal operating conditions for foreign companies, including liberal and business-friendly legislation, political and financial stability and first-class infrastructure. According to expatfocus.com, a large percentage of Switzerland’s population consists of foreign nationals who move there for employment. Professionals working for large multinationals or in financial services tend to be found in Zurich.

Pakistan

Pakistan’s economy has fared much better than other developed economies during the financial crisis. The UK business community already has a significant presence in Pakistan, with investments in oil and gas, IT and telecoms, education, pharmaceuticals, and the financial services sector. Major British companies include HSBC, Barclays, GlaxoSmithKline, Royal Bank of Scotland and Standard Chartered.
Karachi, Lahore, Islamabad, Rawalpindi, Faisalabad, Gujranwala and Sialkot are the country’s key business centres and, according to expat Heather Carreiro, there is a big market in Lahore for qualified professionals. Many educated Pakistanis leave their country to settle in the West, which leaves a lot of room in the market for those with experience and education. "You may find yourself with several job offers within a short period of time," she says, adding: "Qualified foreigners can afford a higher standard of living in Lahore than in many North American or European cities."

 

How to Super-Charge Your Accounting Practice

Accounting is, by and large , a fungible business. That’s not to say that some accountants are not significantly better than others. However, from the perspective of many individual and corporate clients, more often than not, there aren’t that many competency differences between accountants. When it comes to filing tax forms or providing tax advice, for most clients a lot of it’s the same.
Even when it comes to specialty areas such as auditing alternative investments or filing tax forms for the very wealthy or delivering sophisticated tax advice to corporations, there are, relatively speaking, a lot of high quality accountants chasing after a relatively limited number of these especially attractive clients. For example, one of the biggest growth areas for accounting firms is providing family office services to the ultra-affluent. It’s a specialty that is booming because the prospective clientele is booming. Moreover, margins as high as 65% after compensating partners and staff (including bonuses) is possible. The complication is that many accountants – especially those at some of the larger firms – are moving into or expanding is this area, and there’s no way all of them are going to succeed.
Critical to super-charging your accounting practice is the ability to bring in new, high-quality,  well-paying clients on a consistent basis. Take a moment and think about how you’re getting your new high-quality clients today. Are they referrals from satisfied current clients? What about referrals from other professionals? Moreover, why should people be choosing you and your firm over all your competitors?
While accountants, for the most part, recognize the need to stand out from the crowd in order to garner new business, relatively few of them are being successfully proactive in this regard. If they’re growing organically they’re likely doing so slowly and incrementally – a referral here and there. For accountants, and most any professional for that matter, the need to be recognized as an expert in their field, coupled with a sophisticated referral generation strategy, is required to create a steady stream of new high-quality well-paying clients.
While you may very well be an expert in your field, who knows this to be the case? Most accountants fall into the category we refer to as Hidden Talents. They’re adept professionals that comparatively few people are aware of. If this is your situation, the key to super-charging your practice – to dramatically boost your firm’s revenues and your personal income – is to become a thought leader. Even if you’re professionally well established and well known, by becoming a thought leader you can still boost your ability to generate considerable new and higher-quality business.
Becoming a thought leader is the process of being a recognized industry expert combined with the ability to seriously monetize this positioning. Here, monetization means creating a pipeline full of highly desirable prospects very strongly predisposed to become your clients and quite willing to pay the prices you set. Because the prospects come to you strongly endorsed by other professionals or from your current clients, it’s quite likely that your ability to convert them into clients is extraordinarily high.
Many accounting firms, of all sizes, try valiantly to become thought leaders. They might publish reports, write articles, produce webinars and have their partners speak at conferences. While some of these firms are effective, by our definition of thought leadership, which includes monetization, the vast majority of accountants and accounting firms are not thought leaders. They’re going through the motions and producing content (some of it quite exceptional) without the strategic planning and related actions that tightly connect high-caliber intellectual capital to a constant flow of high-caliber, profitable new business.
By becoming a thought leader, which for the greater majority of accounting firms is the optimal business development methodology, you can seriously super-charge your practice. You can create a pipeline of new decidedly attractive new business that will not only greatly increase revenues , but likely super-charge your personal wealth as well.

Source: www.forbes.com by  Bruce H. Rogers and Russ Alan Prince, who are the co-authors of the just published book Profitable Brilliance: How Professional Service Firms Become Thought Leaders now available on Amazon  http://amzn.to/OETmMz