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This paper outlines seven strategies that are being used to harness churn and use it to grow practices. It draws on the experience of Online50 partner firms of all sizes - from sole practitioners to top 10 firms - over 7 years.

The changes set in motion by Lord Carter's review of HMRC online services may ultimately benefit accountants - but they also create some significant challenges. This white paper explores some of the opportunities and highlights the issues advisers need to confront.

Many believe that online accountancy is the future, others are sceptical. Some firms are already exploiting the internet to generate more profitable revenues. Here are the experiences of one company, in their own words. You'll hear how online accounting can deliver speed, transparency, flexibility and increased communication, new ways of growing your client base and developing more profitable income streams. Read our new paper to learn from those who are making it work.

A joint survey by AccountingWEB and NB2BC in the autumn of 2007 set out to establish the knowledge and enthusiasm levels of AccountingWEB members for e-business. The full report describes the range of practitioners' experiences and identifies the hurdles that may be holding them back from deeper involvement. Find out how you could make a difference...

Imagine a time when bookkeepers, business owners and accountants can work together seamlessly. Imagine having more time to effectively manage your business and add value for your clients. With online accountancy, that time has arrived. Read our new white paper to find out if internet-based accounting is the future.

Jacobs Rimell is a UK-based software development company that develops and implements user-centric service fulfilment solutions for Communications Service Providers (CSPs). Its solutions are designed to help operators cope with the challenges of this fast-growing market, which is driven by the increasing number of ‘new entrants’ offering appealing and reliable products at low costs. Jacobs Rimell use many of the Armstrong solutions including Access Dimensions and FocalPoint. This case study explains why they looked for a new solution, their software selection process, their complex needs and benefits they are experiencing as a result of their new business system.

Freedom Group, part of Spice Plc, is a world class provider of construction and maintenance services to the utility industry within the UK, with key customers including EDF Energy and Scottish & Southern. Freedom operates from its head office in Wakefield and 12 offices throughout the UK, offering an extensive range of specialist services tailored towards the individual needs of its customers. Their turnover is £85m, which has doubled in the past three years via both organic and acquisition routes. Freedom Group uses many of the Armstrong solutions including Access Dimensions, FocalPoint, Invu Document Management. This case study explains their initial selection process, their complex needs and details of the benefits of their business system.

Established in Switzerland in 1947, the Kern group is a market leader in the manufacture and distribution of mailroom equipment. Kern Ltd, the UK arm of the group, has grown and diversified to supply technology across the mailroom and packaging market. It currently employs over 115 staff at its headquarters in Fareham, Hampshire and across the country as field engineers. Kern uses the whole range of Armstrong solutions; Access Dimensions, FocalPoint, Service Manager Editions, GoldMine. This case study explains their needs and details the benefits they are seeing as a result of their business system.

Are manual or spreadsheet based systems for group accounting giving your finance team indigestion? OCRA could be the remedy you need. Download our white paper for more information.

People are not even mentioned in the balance sheet even though they are often the biggest single cost and no value is directly attributable to the workforce except the historic cost of wages and salaries reported in the profit and loss account. So how should the contribution of people to value creation be measured and is it possible to link people development with profit? It is these matters which are examined in this white paper. Download your copy now.

BT Limited South Africa has upgraded its internal accounting system and now enjoys the benefits of Pastel Evolution’s business management functionality. Joanne Shields, BT Finance Manager, MEA, says over the last two years, BT’s business in South Africa has grown tremendously. “We therefore needed a product that would provide better financial integration with customer relationship management (CRM) capabilities. Within months of using Evolution, we’re very happy with the results,” she says.

Research by Sage in 2007 uncovered a new breed of accountants who feel they are entrepreneurial and have an open attitude to technology adoption. Whether working as sole practitioners or as "aspiring multi-partner" firms, accountants are adapting to changing circumstances by becoming active networkers and taking a more business-minded approach to running their practices.

In order to support the agenda for growth through innovation, Finance needs to partner more, to analyse and predict, not only record and report. What stops this happening? Business partnering needs people with the right skills. It needs a culture that uses information and spurns workarounds. It demands the ability to think strategically, the ability to work with, and sometimes around, risk. How do successful CFOs engineer this shift? They reassess their heavy roles in favour of what matters most to their business, and delegate the rest. They put much greater focus on the people agenda. They use innovation in tools and techniques. And they home in on the information agenda, with a target of quality information and its management. They are then able to fully partner with the business.

The CFO’s role is changing. CFOs seeking to lead their companies to greater competitiveness, more profitability and higher share values are enabling innovation. CFOs are uniquely equipped to facilitate innovation and support the CEO’s agenda in ways they haven’t before. This new CFO, the Agile CFO, uses his or her c-suite presence and horizontally crosscutting role to bridge the distance between innovative theory or ideas and real-world implementation.

At Murray's Medical Equipment, sales and distribution channels were buckling under the strain of complex stock management and intricate customer relationships. David Murray turned to Irish International Sales,'black belts' in SAP B1, for help.

In the course of the last two years, the world of financial reporting has completely changed. The impact of the mandatory introduction of international financial reporting standards (IFRS) across Europe has become one of the biggest challenges facing companies today. This white paper investigates the long term effects of this change and looks at the areas where corporate systems can deal with the changes and be run more effectively as a result.

The software industry, like many other sectors before it, is consolidating fuelled by an apparently inexhaustible supply of funding for mergers an acquisitions. But the impact of this turmoil on customers is frequently under estimated. But what should you do if you find that your company is on the wrong end of an acquisition and you have doubts about future support, product development and technology direction? In this white paper we set out current marketing issues and trends and discuss what other choices of finance systems are available in the market place and what factors you should be taking into account.

While it’s possible to survive without the latest business applications by relying on antiquated finance systems you could seriously threaten your corporate health. Whether it’s international trading, buying or selling new divisions, diversification or just growing the business, companies could easily find themselves losing out to competitors that are simply more technologically advanced. Read this paper to find out if you are keeping up and how to ensure you don’t loose out as a result of your applications.

In April 2007 a new Construction Industry Scheme (CIS) was introduced. The introduction is likely to require significant changes to either the contractor’s Accounts Payable processes or Payroll systems. If contractors don't already have plans in place to implement the changes in good time for April 2007, then they must start to plan as soon as possible as penalties for non-compliance are automatic and not trivial. This paper will help you understand the scheme and the major implications.

“Implementing the system has been scarily simple. I think it was a result of defining the scope very clearly before we started. Nammis did a good job in helping us to do that. The company has very smart technical staff and its project management skills are very strong. They were really dedicated and worked hard to ensure the system was delivered on time and within budget.”

Founded 21 years ago, Aura counts many well known lingerie brands in the UK and USA as its customers. To stay ahead in this very competitive industry, Aura not only has to be innovative and creative with its product development, but also lean and efficient with its manufacturing and delivery. Containing costs, operating highly efficiently and providing the highest standards are essential for success.

With the festive season round the corner, as many as nine out of ten bosses are planning to cancel their Christmas party out of legal worries, Croner research suggests. How can you make sure you have a safe Christmas celebration? This free newsletter from Croner A-Z Guide to Managing People gives you answers to this, an insight into how to write an effective employee handbook and the latest news and updates.

This white paper delineates a 10-step plan for SMEs to gear themselves up to capitalize on a re-emergent economy. It offers a framework that SMEs can use as the template to map out a plan for greater cost control and competitiveness going forward. It is important to bear in mind that the framework is not a full-scale roadmap for every SME. It serves as a suggested 10-step framework for the way in which SMEs should consider their current financial, operational and technological situation, rather than as a route to profitability. The framework focuses particularly on business processes and workflow, operational efficiency and relevant technologies in support of them. An SME is defined for the purposes of this paper as a business employing between 10 and 500 employees, or with revenues of between €5 million and €250 million.

The age discrimination regulations have been in force for just over a month, but many employers are still unsure about how they are affected by them. This 8 page newsletter from Croner Personnel in Practice answers a range of important questions about the new regulations, from who is protected by them to the circumstances in which age discrimination is still allowed. Click here to download the newsletter.

Sliderobes, an Irish company founded in Belfast and Dublin in 1983, currently employsapproximately 250 people. As well as three wholly owned subsidiary factory showcentres in Belfast, Dublin and Birmingham, the company franchises its intellectual property, systems and processes. It has 14 franchise factory showcentres in Great Britain and Ireland, with plans to open another three later this year.

Wrightbus, the UK manufacturing division of the Wright Group, offers the largest portfolio of vehicles in the UK and this choice and flexibility, combined with high quality, have elevated Wrightbus to the position of largest independent manufacturer in the UK.

Leading Pharma Specialist Selects Microsoft Dynamics and Advantage for Pan European Systems Strategy

Global Aerospace Underwriting Managers selects Microsoft Dynamics GP and Advantage Business Systems to meet global business objectives.

Dune, the shoe retailer, is using Snowdrop's Payroll and HR software to manage the Payroll and personnel records of its 1,000 employees. Dune manages 3,000 seasonal staff during the holiday period. It required a new system to track, update and provide accurate payment details with up-to-date employee information, so to minimise administration. Read the full case study.

The technology implications of compliance, financial intelligence and overall performance management.