KPMG全套内部培训教程
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知名咨询公司KPMG全套内部培训教程1
C O N S U L T I N G
Preparing and Writing III
Work Through Each Section
n n n n
Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
n n
C O N S U L T I N G
Objectives
Get the Reader ’s Attention Reader’ Show our Understanding of the Problem
n
Insights/Perspectives
Summarize Key Parts of Our Approach/Solution - Focus on How Convey Confidence that KPMG is the Best Firm to do the Job - Why? Obtain Important Points/Themes from Major Section Writers
C O N S U L T I N G
Preparing and Writing I
First Steps
n n n n n
Read the RFP/Opportunity Fact Sheet Review Proposal Discriminators and Themes Analyze Proposal Learn Customer ‘Hot Buttons’ Review Other Executive Summaries
kpmg全套内部培训教_程2
or outside help (teaming arrangement)? • How is evaluation weighted (technical vs. cost)? • Are there special production considerations? • Existing contract vehicle? • What about contract terms and conditions?
• Bus. Development is doing your homework (studying); proposals are taking the test
• Proposal Management is where democracy stops
Typical Opportunity Scenarios
a high-quality, competitive document – Cost to produce proposal outweighs potential award
Any Questions?
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
• Request for Proposal (RFP)
• Opportunity from Partner/BDM/Sr. Manager
– No RFP – No formal requirements statement
Reading an RFP: What to look for?
• Is the SOW what we thought? Can we do the job? • How many days to prepare the proposal? • How many sections are in the proposal? • Are there 8a or minority-owned business requirements? • What are the staffing/skills/geographic requirements? • Are there extensive customer reference requirements? • Are there technologies requiring other KPMG practices
• Bus. Development is doing your homework (studying); proposals are taking the test
• Proposal Management is where democracy stops
Typical Opportunity Scenarios
a high-quality, competitive document – Cost to produce proposal outweighs potential award
Any Questions?
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
• Request for Proposal (RFP)
• Opportunity from Partner/BDM/Sr. Manager
– No RFP – No formal requirements statement
Reading an RFP: What to look for?
• Is the SOW what we thought? Can we do the job? • How many days to prepare the proposal? • How many sections are in the proposal? • Are there 8a or minority-owned business requirements? • What are the staffing/skills/geographic requirements? • Are there extensive customer reference requirements? • Are there technologies requiring other KPMG practices
KPMG全套内部培训教程3
CONSULTING
Consistency
Fonts, shading, shapes, pictures/images, verb tense, capitalization, arrows, titles, clip-art/diagrams, photos
Graphics should be conservative and professional, not flashy
Proposal Graphics
What are Proposal Graphics?
They’re worth 1,000 words when used properly and effectively
Great for page constraints
They show spatial relationships They break up monotonous text They convey information quickly Some evaluators focus primarily on graphics
CONSULTING
Message/Purpose
Architecture/Processes/Relationships
Flow/Starting Point
Placement/Size (Mockup)
Draft Graphical Elements
Action Caption
Review - Is the original message clear?
CONSULTING
第7页，共11页。
Proposal Graphics
Tips and Pointers
Clear Message (12) 5 - 7 Second Test (15) Flow and Entry Point (5)
2024年度KPMG全套内部培训教程
2024/3/23
9
财务报表分析与解读
01
财务报表构成
财务报表主要包括资产负债表、利润表、现金流量表和所有者权益变动
表。这些报表反映了企业的财务状况、经营成果和现金流量等信息。
2024/3/23
02 03
财务分析方法
财务分析的方法包括比较分析法、趋势分析法、比率分析法和因素分析 法等。这些方法可以帮助审计师更好地了解被审计单位的财务状况和经 营成果。
内部控制评价流程
内部控制评价流程包括了解被审计单位及其环境、识别关键业务流程和控制点、评估控制 设计和执行的有效性等步骤。评价过程中需要采用穿行测试、重新执行等审计程序来验证 内部控制的有效性。
风险管理策略及措施
风险管理是组织识别、评估和应对风险的过程。风险管理策略包括风险规避、风险降低、 风险分担和风险承受等。针对不同类型的风险，组织可以采取相应的风险管理措施，如建 立风险管理制度、完善内部控制体系
阐述投资决策的基本流程，包括项目筛选、初步 分析、详细评估和投资决策等环节，帮助学员掌 握科学的投资决策方法。
风险评估与管理
介绍风险评估的基本概念、方法和工具，指导学 员识别、量化和应对投资风险，确保投资决策的 科学性和稳健性。
投资回报与敏感性分析
3
讲解投资回报的计算方法和评估标准，以及敏感 性分析在投资决策中的应用，提高学员对投资回 报和风险的综合评估能力。
2024/3/23
18
营运资金管理及优化建议
营运资金管理概述
阐述营运资金的概念、管理目标和 原则，帮助学员了解营运资金管理
的基本框架和核心内容。
流动资产管理
详细介绍现金、应收账款和存货等 流动资产的管理策略和方法，指导 学员优化流动资产结构，提高资金
KPMG全套内部培训教程(1-5)全套
Better, faster, cheaper
Impresses evaluators Provides tangible value
Proposal Basics
What Makes a Bad Proposal?
Hard to understand/hard to score Not responsive and non-compliant Fails to demonstrate competence Solves the wrong problem Offers an unproven or risky solution Not differentiated from the competition Claims are not believable Grammatical errors/general sloppiness
Preparing and Writing III
CONSULTING
Work Through Each Section Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
CONSULTING
The Big Picture
Proposal Basics
“The obvious is obvious… only after it’s obvious”
CONSULTING
Proposal Basics
What Makes a Good Proposal?
CONSULTING
CONSULTING
Impresses evaluators Provides tangible value
Proposal Basics
What Makes a Bad Proposal?
Hard to understand/hard to score Not responsive and non-compliant Fails to demonstrate competence Solves the wrong problem Offers an unproven or risky solution Not differentiated from the competition Claims are not believable Grammatical errors/general sloppiness
Preparing and Writing III
CONSULTING
Work Through Each Section Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
CONSULTING
The Big Picture
Proposal Basics
“The obvious is obvious… only after it’s obvious”
CONSULTING
Proposal Basics
What Makes a Good Proposal?
CONSULTING
CONSULTING
kpmg_全套内部培训_教程5
650 404-4836
Mark Bowerm an Knowlege Center
610 263-7087
Presenter
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
Course Modules
• Focus on Opportunity and Proposal Support
– Proposal development/ management
– Backed up by
assistance
Knowledge Center
– Engagement
content
Goal: Improve the quality needed to respond to our
– Managing Directors – BDMs – Senior Managers/Proposal Managers – Experienced Proposal Team Members
KPMG Proposal Process
• No Established Official Process Yet • Today’s Program Focuses on What Makes
锦绣讲堂 修德明道 锦心绣行
道德讲堂
第一讲：道德理论专题——继承和弘扬 中华民族优良道德传统
kpmg_全套内部培训_教程5
Why is This Course Important?
• Proposals remain the primary way that KPMG wins new business
Mark Bowerm an Knowlege Center
610 263-7087
Presenter
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
Course Modules
• Focus on Opportunity and Proposal Support
– Proposal development/ management
– Backed up by
assistance
Knowledge Center
– Engagement
content
Goal: Improve the quality needed to respond to our
– Managing Directors – BDMs – Senior Managers/Proposal Managers – Experienced Proposal Team Members
KPMG Proposal Process
• No Established Official Process Yet • Today’s Program Focuses on What Makes
锦绣讲堂 修德明道 锦心绣行
道德讲堂
第一讲：道德理论专题——继承和弘扬 中华民族优良道德传统
kpmg_全套内部培训_教程5
Why is This Course Important?
• Proposals remain the primary way that KPMG wins new business
KPMG全套内部培训教程1分解
Sr. Manager/Partner Review Don’t Skip Editor Fine Tune Continuously
C O N S U L T I N G
Any Questions?
Carl Rosenblatt
BDST Manager, Public Services
Explicit Messages Active Voice, First or Third Person, Present Tense, Positive/Confident (but not arrogant) Tone Avoid Adverbs and Overblown Writing Utilize Summary Graphics
C O N S U L T I N G
Preparing and Writing III
Work Through Each Section
Flesh Out Ideas that will be Developed
Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
Create Text
Adapt Proposal Text (minimize direct lifts) Write Introductions, Linkages, Closing Points
C O N S U L T I N G
Editing and Revisions
Ensure Good Draft for Red Team Review
Tyson’s Tower 703 747-6508
KPMG全套内部培训教程5
CONSULTING
Who is This Guy, and Why Should I Listen to Him?
10+ Years of Personal Proposal Writing and Management Experience Built a KPMG Consensus, speaking to:
610 263-7087
Greg Ralph Financial Services
212 954-6213
Jennifer Uyeda High Tech
650 404-4836
CONSULTING
பைடு நூலகம்
Presenter
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
Creating Effective Proposals
Introduction
CONSULTING
Why is This Course Important?
Proposals remain the primary way that KPMG wins new business For as successful as we are, we need to win a higher percentage of the opportunities we develop and the proposals we submit Need to improve proposal quality Need to reduce the time spent responding to RFPs 5 CPE credits!
CONSULTING
Who is This Guy, and Why Should I Listen to Him?
10+ Years of Personal Proposal Writing and Management Experience Built a KPMG Consensus, speaking to:
610 263-7087
Greg Ralph Financial Services
212 954-6213
Jennifer Uyeda High Tech
650 404-4836
CONSULTING
பைடு நூலகம்
Presenter
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
Creating Effective Proposals
Introduction
CONSULTING
Why is This Course Important?
Proposals remain the primary way that KPMG wins new business For as successful as we are, we need to win a higher percentage of the opportunities we develop and the proposals we submit Need to improve proposal quality Need to reduce the time spent responding to RFPs 5 CPE credits!
CONSULTING
kpmg全_套内部培训教程5
• Built a KPMG Consensus, speaking to:
– Managing Directors – BDMs – Senior Managers/Proposal Managers – Experienced Proposal Team Members
KPMG Proposal Process
Guidelines/Hints • 5. Proposal Graphics • 6. Executive Summary
Who is This Guy, and Why Should I Listen to Him?
• 10+ Years of Personal Proposal Writing and Management Experience
assistance
Knowledge Center
– Engagement
content
Goal: Improve the quality needed to respond to our
aclniednrtesd. ucdeetvheeltoimpemaenndteffort
– Maintain online
repositories;
BDST Points of Contact
Ed Courtney Director
610 263-7141
Carl Rosenblatt Public Services 703 747-6508
Sharon Long Comm & Content
703 747-5490
Nancy Vetter Health Care 317 951-2420
Denise Lee CIM
– Managing Directors – BDMs – Senior Managers/Proposal Managers – Experienced Proposal Team Members
KPMG Proposal Process
Guidelines/Hints • 5. Proposal Graphics • 6. Executive Summary
Who is This Guy, and Why Should I Listen to Him?
• 10+ Years of Personal Proposal Writing and Management Experience
assistance
Knowledge Center
– Engagement
content
Goal: Improve the quality needed to respond to our
aclniednrtesd. ucdeetvheeltoimpemaenndteffort
– Maintain online
repositories;
BDST Points of Contact
Ed Courtney Director
610 263-7141
Carl Rosenblatt Public Services 703 747-6508
Sharon Long Comm & Content
703 747-5490
Nancy Vetter Health Care 317 951-2420
Denise Lee CIM
知名咨询公司KPMG全套内部培训教程1
知名咨询公司 KPMG全套内部培 训教程1
目录
• KPMG公司及业务介绍 • 咨询行业概述与市场趋势 • KPMG内部培训体系介绍 • 专业技能提升课程 • 行业知识拓展课程 • 职业素养提升课程
01
KPMG公司及业务介 绍
KPMG公司历史与发展
创立初期
国际化进程
KPMG起源于19世纪的荷兰，由Piet Klynveld、William Piet、Johann Plenk 和Alfred Goerdeler四人共同创立。
掌握商业计划书的写作技巧和注意事项，如清晰表达商业想法、突出亮 点和优势、合理预测市场前景等。
03
商业计划书案例分析与实战演练
通过案例分析和实战演练，提高商业计划书的撰写能力和水平。
项目管理与团队协作能力
1 2 3
项目管理基础知识
了解项目管理的基本概念、原则和方法，包括项 目范围管理、时间管理、成本管理、质量管理等 方面。
竞争格局
国际知名咨询公司占据市场主导地位，本土咨询公司逐渐崛 起。
主要参与者
麦肯锡、波士顿咨询、贝恩、埃森哲等国际知名咨询公司。
未来发展趋势预测
01
02
03
04
数字化咨询
随着人工智能、大数据等技术 的发展，数字化咨询将成为未
来咨询行业的重要趋势。
跨界合作
咨询公司与其他行业企业跨界 合作，共同为客户提供更全面
创新与数字化能力
KPMG注重创新和数字化发展 ，积极运用新技术和新方法提 升服务质量和效率。
客户关系管理
KPMG重视客户关系管理，通 过深入了解客户需求和建立长 期合作关系，为客户提供个性
化的服务。
企业文化与价值观
诚信为本
目录
• KPMG公司及业务介绍 • 咨询行业概述与市场趋势 • KPMG内部培训体系介绍 • 专业技能提升课程 • 行业知识拓展课程 • 职业素养提升课程
01
KPMG公司及业务介 绍
KPMG公司历史与发展
创立初期
国际化进程
KPMG起源于19世纪的荷兰，由Piet Klynveld、William Piet、Johann Plenk 和Alfred Goerdeler四人共同创立。
掌握商业计划书的写作技巧和注意事项，如清晰表达商业想法、突出亮 点和优势、合理预测市场前景等。
03
商业计划书案例分析与实战演练
通过案例分析和实战演练，提高商业计划书的撰写能力和水平。
项目管理与团队协作能力
1 2 3
项目管理基础知识
了解项目管理的基本概念、原则和方法，包括项 目范围管理、时间管理、成本管理、质量管理等 方面。
竞争格局
国际知名咨询公司占据市场主导地位，本土咨询公司逐渐崛 起。
主要参与者
麦肯锡、波士顿咨询、贝恩、埃森哲等国际知名咨询公司。
未来发展趋势预测
01
02
03
04
数字化咨询
随着人工智能、大数据等技术 的发展，数字化咨询将成为未
来咨询行业的重要趋势。
跨界合作
咨询公司与其他行业企业跨界 合作，共同为客户提供更全面
创新与数字化能力
KPMG注重创新和数字化发展 ，积极运用新技术和新方法提 升服务质量和效率。
客户关系管理
KPMG重视客户关系管理，通 过深入了解客户需求和建立长 期合作关系，为客户提供个性
化的服务。
企业文化与价值观
诚信为本
KPMG全套内部培训教程1——中房商学院
4
Preparing and Writing II
Build Outline Outline Each Page Major Headings, Ideas and Graphics Map Themes and Discriminators to Headings
5
Preparing and Writing III
Create Text Adapt Proposal Text (minimize direct lifts) Write Introductions, Linkages, Closing Points
6
Editing and Revisions
Ensure Good Draft for Red Team Review Seek BDM Review Seek Sr. Manager/Partner Review Don’t Skip Editor Fine Tune Continuously
7
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
8
2
Objectives
Get the Reader’s Attention Show our Understanding of the Problem
Insights/Perspectives
Summarize Key Parts of Our Approach/Solution - Focus on How Convey Confidence that KPMG is the Best to do the Job - Why? Obtain Important Points/Themes from Major Section Writers
Preparing and Writing II
Build Outline Outline Each Page Major Headings, Ideas and Graphics Map Themes and Discriminators to Headings
5
Preparing and Writing III
Create Text Adapt Proposal Text (minimize direct lifts) Write Introductions, Linkages, Closing Points
6
Editing and Revisions
Ensure Good Draft for Red Team Review Seek BDM Review Seek Sr. Manager/Partner Review Don’t Skip Editor Fine Tune Continuously
7
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
8
2
Objectives
Get the Reader’s Attention Show our Understanding of the Problem
Insights/Perspectives
Summarize Key Parts of Our Approach/Solution - Focus on How Convey Confidence that KPMG is the Best to do the Job - Why? Obtain Important Points/Themes from Major Section Writers
2024年度管理课件KPMG全套内部培训教程7
成果评价
对项目成果进行综合评价，包括项目 目标的达成度、项目质量、项目效益 等方面。
2024/3/24
经验总结
对项目过程中的经验教训进行总结和 归纳，为后续项目提供借鉴和改进方 向。
持续改进
根据项目评价结果和反馈意见，对项 目管理和团队协作进行持续改进和优 化。
33
THANKS FOR WATCHING
17
绩效管理
制定绩效计划
根据组织目标和岗位职责，制定具体的绩效计划，包括绩效指标、 目标值、权重和考核周期等。
绩效辅导与沟通
定期对员工的绩效进行辅导和沟通，了解员工的工作进展和困难， 提供必要的支持和帮助。
绩效考核与反馈
按照绩效计划对员工的工作绩效进行考核，给出客观公正的评价结果 ，并针对员工的不足之处提出改进意见和建议。
管理课件KPMG全套 内部培训教程7
2024/3/24
1
2024/3/24
目录
• 引言 • KPMG管理理论概述 • 组织架构与职责划分 • 人力资源管理 • 财务管理与资金筹措 • 市场营销与客户关系管理 • 项目管理与团队协作
2
CHAPTER 01
引言
2024/3/24
3
目的和背景
提升员工专业能力
制定详细的营销计划，包括营销活动的安排、预算的制定和执行、 营销效果的评估等，确保营销策略的有效实施。
25
品牌建设与维护
2024/3/24
品牌定位
明确品牌的核心价值和特点，确立品牌在目标市场中的独特地位 。
品牌传播
通过广告、公关、销售促进等手段，将品牌形象传递给目标市场和 客户群体，提高品牌知名度和美誉度。
。
发展阶段
KPMG全套内部培训教程4
Serves as the RFP for the proposal
Analyze the Business Opportunity outlined in the OFS just as you would an RFP
Is there a compelling reason to bid?
Rely on the KPMG contact’s knowledge about the client, the opportunity, and the competition
Proposal Basics
Final Analysis: Should We Bid?
CONSULTING
Easy to bid, hard not to
Some reasons not to bid:
Strong incumbent (client looking for a “check bid”) Client budget vs. project scope doesn’t match No knowledge of competition No relationships with, or prior knowledge of client/RFP KPMG project staff either not available or unqualified Can’t meet minimum solution/geographic requirements KPMG Qualifications not strong/pertinent enough Proposal response time too short to produce a high-quality, competitive document Cost to produce proposal outweighs potential award
Analyze the Business Opportunity outlined in the OFS just as you would an RFP
Is there a compelling reason to bid?
Rely on the KPMG contact’s knowledge about the client, the opportunity, and the competition
Proposal Basics
Final Analysis: Should We Bid?
CONSULTING
Easy to bid, hard not to
Some reasons not to bid:
Strong incumbent (client looking for a “check bid”) Client budget vs. project scope doesn’t match No knowledge of competition No relationships with, or prior knowledge of client/RFP KPMG project staff either not available or unqualified Can’t meet minimum solution/geographic requirements KPMG Qualifications not strong/pertinent enough Proposal response time too short to produce a high-quality, competitive document Cost to produce proposal outweighs potential award
2024年KPMG内部培训教程(带特殊条款)
KPMG内部培训教程(带特殊条款)KPMG内部培训教程一、引言KPMG作为全球知名的会计师事务所之一，一直以来都致力于为员工提供全面、系统的内部培训。
本教程旨在帮助新员工快速融入公司，提升专业技能，为公司的持续发展贡献力量。
本文将详细介绍KPMG内部培训教程的结构、内容和特点，以便让读者更好地了解KPMG的培训体系。
二、培训目标1.使新员工尽快熟悉公司的文化、价值观和业务领域；2.提升员工的专业技能，提高工作效率；3.培养员工的团队协作精神和沟通能力；4.增强员工对企业社会责任的认识。
三、培训内容1.企业文化及价值观培训：新员工入职后，需要了解KPMG的企业文化、价值观和发展历程。
通过培训，使员工深刻理解公司文化，将公司的价值观融入到日常工作中。
2.专业技能培训：根据员工的岗位需求，提供相应的专业技能培训。
包括财务、审计、税务、咨询等领域的专业知识，以及各类软件操作技能。
培训形式有内部讲师授课、外部专家讲座、在线学习等。
3.团队协作与沟通培训：通过团队建设、沟通技巧培训等活动，提高员工的团队协作精神和沟通能力。
使员工能够更好地与同事、客户进行有效沟通，提高工作效率。
4.企业社会责任培训：KPMG注重企业社会责任，通过培训使员工认识到企业社会责任的重要性，并在工作中积极践行。
培训内容包括环境保护、公益事业、合规经营等方面。
四、培训方式1.面授培训：由内部讲师或外部专家进行面对面授课，结合案例分析、互动讨论等形式，使员工更好地吸收知识。
2.在线学习：通过KPMG内部学习平台，提供丰富的在线课程资源，员工可根据自己的时间和进度进行学习。
3.实践操作：结合实际工作，让员工在实际操作中提升专业技能。
如参与审计项目、咨询项目等。
4.师徒制度：为新员工指定一位经验丰富的导师，进行一对一辅导，帮助新员工快速成长。
五、培训评估为确保培训效果，KPMG对内部培训进行严格评估。
评估内容包括：1.培训满意度：通过问卷调查、访谈等方式，了解员工对培训的满意度，及时调整培训内容和方式。
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Managing Directors BDMs Senior Managers/Proposal Managers Experienced Proposal Team Members
KPMG Proposal Process
❖ No Established Official Process Yet ❖ Today’s Program Focuses on What Makes a
BDST Points of Contact
E d Courtney D irector
610 263-7141
ห้องสมุดไป่ตู้
C arl R osen b latt P u b lic S ervices 703 747-6508
S haron Long Com m & Content
703 747-5490
Nancy Vetter H ealth C are 317 951-2420
Who is This Guy, and Why Should I Listen to Him?
❖ 10+ Years of Personal Proposal Writing and Management Experience
❖ Built a KPMG Consensus, speaking to:
D en ise L ee C IM
703 747-7798
G reg R alp h Fin an cial S ervices
212 954-6213
Jen n ifer U yed a H ig h Tech
650 404-4836
M ark B owerm an K n owleg e C en ter
v Focus on Opportunity and Proposal Support
Proposal Managers
Proposal Writers
Proposal Coordinators/Analys ts
Backed up by Knowledge Center
Proposal development/ management assistance
Why is This Course Important?
❖ Proposals remain the primary way that KPMG wins new business
❖ For as successful as we are, we need to win a higher percentage of the opportunities we develop and the proposals we submit
Good Proposal ❖ Future Program Will Focus on Improving the
Process
610 263-7087
Presenter
❖ Carl Rosenblatt ❖ BDST Manager, Public Services ❖ Tyson’s Tower ❖ 703 747-6508
Course Modules
❖ 1. Proposal Basics ❖ 2. Proposal Process ❖ Proposal Theme Simulation Exercise ❖ 3. Proposal Writing - General Rules ❖ 4. Proposal Writing - Guidelines/Hints ❖ 5. Proposal Graphics ❖ 6. Executive Summary
❖ Need to improve proposal quality ❖ Need to reduce the time spent responding
to RFPs ❖ 5 CPE credits!
Business Development Support
Team (BDST)
v Organized and Managed by Industry
Engagement content development
Maintain online repositories; respond to ad-hoc inquiries
Goal: Improve the quality and reduce the time and effort needed to respond to our clients.
KPMG Proposal Process
❖ No Established Official Process Yet ❖ Today’s Program Focuses on What Makes a
BDST Points of Contact
E d Courtney D irector
610 263-7141
ห้องสมุดไป่ตู้
C arl R osen b latt P u b lic S ervices 703 747-6508
S haron Long Com m & Content
703 747-5490
Nancy Vetter H ealth C are 317 951-2420
Who is This Guy, and Why Should I Listen to Him?
❖ 10+ Years of Personal Proposal Writing and Management Experience
❖ Built a KPMG Consensus, speaking to:
D en ise L ee C IM
703 747-7798
G reg R alp h Fin an cial S ervices
212 954-6213
Jen n ifer U yed a H ig h Tech
650 404-4836
M ark B owerm an K n owleg e C en ter
v Focus on Opportunity and Proposal Support
Proposal Managers
Proposal Writers
Proposal Coordinators/Analys ts
Backed up by Knowledge Center
Proposal development/ management assistance
Why is This Course Important?
❖ Proposals remain the primary way that KPMG wins new business
❖ For as successful as we are, we need to win a higher percentage of the opportunities we develop and the proposals we submit
Good Proposal ❖ Future Program Will Focus on Improving the
Process
610 263-7087
Presenter
❖ Carl Rosenblatt ❖ BDST Manager, Public Services ❖ Tyson’s Tower ❖ 703 747-6508
Course Modules
❖ 1. Proposal Basics ❖ 2. Proposal Process ❖ Proposal Theme Simulation Exercise ❖ 3. Proposal Writing - General Rules ❖ 4. Proposal Writing - Guidelines/Hints ❖ 5. Proposal Graphics ❖ 6. Executive Summary
❖ Need to improve proposal quality ❖ Need to reduce the time spent responding
to RFPs ❖ 5 CPE credits!
Business Development Support
Team (BDST)
v Organized and Managed by Industry
Engagement content development
Maintain online repositories; respond to ad-hoc inquiries
Goal: Improve the quality and reduce the time and effort needed to respond to our clients.