Designations Conferred on Two Hamilton CAS
 The Institute of Chartered Accountants of Ontario has announced the election of 88 Ontario Chartered Accountants as Fellows of the Institute, including Barry R. Brownlow of Ancaster and R. Ian Cowan of Hamilton. Fellowship elections are held every three years. The highest designation the Institute confers, Fellowship is awarded for outstanding career achievements as well as outstanding service to the community and the profession. Ontario's chartered accountants work in public practice, industry, academe, government and the not for profit sector. About three per cent of CAs have earned the FCA designation. "Being elected and FCA by their peers is an indication of the esteem these CAs enjoy in their profession and communities," said Brian Hunt, FCA president and CEO of the institute. "IT is also testimony to how much each has contributed to both the CA profession and their respective communities."
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New Product Success With Startups
 Secrets
of selling stateside
Five hot tips
on making it in the U.S.
By Susanne
Baillie as originally appeared on www.PROFITguide.com, 2004
Looking for
rock-solid advice on how to make inroads into the U.S. market, but
can't afford a high-priced consultant? Look no further. Meet Barry
Brownlow, founding partner of Brownlow & Associates Chartered
Accountants. For the past 24 years his Ancaster, Ont. firm has provided
business-building and strategic planning advice to entrepreneurial
clients keen on tapping the U.S. market.
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10 Steps
to Success
Barry Brownlow
discusses how to prosper in today’s shifting business climate
by Barry Brownlow
Summer, 2003
Biz Magazine
Consolidation,
a global economy and labour shortages are forcing companies of all
sizes to step up their corporate game plans. Barry Brownlow, founding
partner with Brownlow & Associates, asked local business leaders
how they are meeting today’s challenges. The result is a top
10 list of business trends and issues that companies must address
to stay on top.
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No
Money, No Funny
Tough
Questions About Your Cash Flow
by Barry
Brownlow
| Help
with financial decisions for
RMA Doctors
- McMaster Pension Surplus Share Payment
-
Professional corporations
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As appeared
in the Spring 2002 issue of Biz Magazine, Town Publishing.
Lou
Albanese, chairman of The TMF Group in Stoney Creek, once told me
that "cash flow [the amount generated by a business] is the
lifeblood of your business. Every business needs a regular, consistent
cash flow in order to meet its commitments." Simply put, no
money, no funny. The advantage of a strong and consistent cash flow
is perhaps best explained by Roger Couldrey, in charge of strategic
planning at Orlick Industries in Hamilton. "Build your war
chest... think of what you could do at a time when you have cash
and no one else does."
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Discussion
of Evidence of Non-Big 6 Market Specialization and Pricing Power
in a Niche Assurance Service Market
by Barry Brownlow
1998
Auditing: A Journal of Practice & Theory, published by the American
Accounting Association
Cullian’s
(1998) argument proposes that specialization can provide competitive
advantages to smaller firms. This assumption raises interesting
questions, the most important of which is – under what circumstances
or conditions could a smaller firm with fewer resources obtain a
higher fee than a larger firm with greater resources? A logical
extension of this argument indicates significant potential changes
in the public accounting profession.
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Cementing
Client Loyalty
by Barry Brownlow
December/January
1998
National, The Canadian Bar Association
With
non-traditional competitors lining up to cash in on what they see
as an unprotected market, lawyers must either develop innovative
new products and better ways of cementing client loyalties or end
up as victims in a competitive war of attrition.
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Getting
the Edge on Competition
by Barry
Brownlow
November 1997
Practically Speaking, The Canadian Bar Association-Ontario
Lawyers,
like accountants, are being attacked on all sides in today’s
rapidly changing marketplace. Intense price competition, new
competitors from outside the profession, traditional work being
taken in-house by clients and the effects of technology are eating
into our competitiveness and, ultimately, our profitability.
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