More on renewal contracts in real world from article on January 11, 2017
    This commentator [“From The Real World” ] does, in fact, frame the line of question from a perspective of the 'real world' indeed. I am convinced of that as I have also experienced the same sort of scenarios as well as feel the constant strain of the company housekeeping duties required to stay in line with good legal standing - for all of the right reasons.
    The writer requests a solution, or workable response, from you when navigating the apparent inevitable box he himself may have built? - not the box your diligent provisions use.  The tone he takes also leaves me to sense an implication that your strenuous contracts are unreasonable and further work to burden a company.  The writer implies his conundrum is as universal as Kirschenbaum contracts - when attempting to maintain current contracts and signatures.  Also, if he would re-read the contract coupled with older blogs, the provisions only shift to month-to-month after the term, still protecting; therefore, it is only a business decision of his -that effects valuation (which he apparently minimizes) - to gain fresh signatures.
    Moving along...
    Let me quote some unnamed wise man: "Lack of planning on your part does not constitute an emergency on mine." 
    It is a favorite liberal (small 'L') tactic to approach a problem from the History of Now.  History definitively does not start 'now' and the writer cannot conveniently demand a solution without regard to the consequence of history.  I suggest to do the work of contacting client base and getting as many contracts current as possible is well worth the trouble.  This assumes an owner can see far enough ahead to value the valuation of his company.
    If the RMR potential is as large as $500.00 in this case, I assume the risk exposure is also quite large.  Therefore, one should not view the monthly profit in a 'bubble' (as they eventually pop...).  My opinion, as he DID ask for it, is that any client that is assuming their money has such leverage over me so as to waive good legal principals is the red flag I look for indicating a generally problematic account.  The first couple years I operated this company, I made similar mistakes - jumping at what appeared to be money that was not actually money at all.  In keeping my response brief, I believe this perspective cuts to the chase of the matter:
    Risk, exposure, contested account negotiations, when identified, should warrant walking away.  Ken Kirschenbaum does his absolute best to RESPECTFULLY relate the need to be discerning, and be truly prepared to close the book on a client.  I know Ken understands he risks appearing insensitive and out-of-touch by highlighting reasons and scenarios when faced with considering a 'walk- away'.  But his subscribership continually demands him to respond.  He has done hand-stands to provide an incredible service to us: years of professional leadership, represents in proceedings, daily blogs, in-depth and exhaustive contracts, open to phone calls, email, maintains staff, provides reasonable pricing....all for what???  To face inquiries such as this?  Ken, however you did ask for it...
Peter Mason