kpmg全_套内部培训教程
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kpmg全套内部培训_教程6
Proposal Kickoff
❖ Stresses importance and purpose of deal - Partner, Proposal Manager, and BDM
❖ Organizing the Proposal Response
Proposal Roles/Responsibilities
❖ Partner
❖ Works with BDM/Sales Lead to validate client needs; identifies and assigns proposal team resources; approves proposed KPMG approach and final pricing; reviews proposal prior to production; signs proposal.
Writer
Draft Review Done Done
1_exsumm
1.0
Executive Summary
Johnson X
Developing a Calendar/Schedule
❖ Key events:
Proposal kickoff Storyboards - section brainstorming sessions Draft questions about RFP due to client contact Final questions due to the client Drafts due (Blue Team, Red Team, Final) Final manager/Partner review(s) Work plan and costing due dates Final edit and formatting (together if possible) Production (print, proof master, copy, assemble, and
kpmg全套内部培训教程3[1]
![kpmg全套内部培训教程3[1]](https://img.taocdn.com/s3/m/a8a84594580216fc700afddd.png)
More Tips and Pointers
Consistency
Fonts, shading, shapes, pictures/images, verb tense, capitalization, arrows, titles, clipart/diagrams, photos
Graphics should be conservative and professional, not flashy
Tips and Pointers
Clear Message (12) 5 - 7 Second Test (15) Flow and Entry Point (5)
Left-to-right, top-to-bottom, or center out
Organization (2) Balance/Symmetry (6, 10) Appropriate Size (2, 8, 16) Use Shading to Provide Contrast (1, 8)
Relationships (10-11)
Organizational charts, reporting structures
Statistics and Related Information (12-19)
Revenue figures Staff breakdown by skill area/degree
Action Captions
Effective for conveying a message and reinforcing a theme Should be informative and positive Should tell the reader what to conclude from the graphic, and not serve solely as a title Bad Example: “Project Schedule.” Good Example: “KPMG’s project schedule accelerates delivery by 3 months due to the use of COTS software.”
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7
Winning Proposal Text
RFP Compliant Direct and Concise Client Specific Geographic Slant Specific Examples Tells How and Why Empathetic
PPT文档演模板
kpmg全套内部培训教程7
– If confused, consult with Partner, Proposal Manager, or Proposal Coordinator
• Don’t assume anything
• Be prompt with your sections - proposals depend on organization and punctuality
– Fight the temptation to dig in
• Think some more
• Compose graphics first (represent visually)
– Helps organize ideas
• Obtain pre-formatted section template and style guide from Proposal Coordinator
kpmg全套内部培训教程 7
PPT文档演模板
2020/11/2
பைடு நூலகம்
kpmg全套内部培训教程7
A Quotation for All Writers
•
• “IF I HAD MORE TIME, I WOULD HAVE WRITTEN A
SHORTER LETTER.”
PPT文档演模板
kpmg全套内部培训教程7
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
2024版KPMG全套内部培训教程(10个文件)
01 KPMGChapterKPMG历史与发展创立初期KPMG起源于19世纪的荷兰，由PietKlynveld、Johann Plenk、AlbertGielisse和Reid van der Gast四人共同创立。
国际化进程20世纪初，KPMG开始拓展国际业务，逐渐在全球范围内建立起广泛的分支机构。
合并与重组历经多次合并与重组，KPMG逐渐壮大，成为全球领先的审计、税务和咨询服务机构之一。
企业文化与价值观诚信为本客户至上团队协作追求卓越业务领域及专长审计服务KPMG提供财务报表审计、内部控制审计、合规审计等全方位的审计服务。
税务服务KPMG在税务领域具有深厚的专业知识和丰富的实践经验，为客户提供税务筹划、税务咨询、税务争议解决等服务。
咨询服务KPMG的咨询服务涵盖战略、运营、人力资源、信息技术等多个领域，致力于帮助客户解决复杂商业问题并实现可持续发展。
行业专长KPMG在多个行业领域具有深厚的专长和丰富的经验，如金融、能源、制造业、零售业等，能够为客户提供针对性的解决方案。
02审计基础知识与技能Chapter审计概念、目的和原则审计概念01审计目的02审计原则03审计程序和方法审计程序审计方法审计报告编写与沟通技巧审计报告编写审计报告是审计师向被审计单位管理层或治理层提供的关于财务报表的可靠性、合规性和一致性的独立意见。
审计报告应包括标题、收件人、引言段、范围段、意见段、签名和日期等要素。
沟通技巧与被审计单位管理层或治理层进行有效沟通是审计工作的重要组成部分。
审计师应清晰、准确地传达审计结果和建议，并尊重被审计单位的观点和意见。
同时，审计师还应保持职业谨慎和保密原则，确保沟通内容的准确性和完整性。
03税务筹划与合规管理Chapter税务法规及政策解读中国税收法律体系概述01最新税收政策解读02税务争议解决机制03税务筹划策略与方法税务筹划的基本原则介绍税务筹划的合法性、合理性、前瞻性等基本原则，确保筹划活动的有效性和可持续性。
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全套内部培训教程打印版
KPMG全套内部培训教程打印版
PPT文档演模板
Proposals Answer 9 Basic Questions
Who are we? What are we selling? Why are we selling it? How is it better than the competition? How are we going to execute it? How are we going to manage it? Why are we qualified to do it? How much is our price? Can we do it within cost and on KPMG全套内部培训教程打印版
No RFP No formal requirements statement
PPT文档演模板
KPMG全套ading 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 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?
PPT文档演模板
Proposals Answer 9 Basic Questions
Who are we? What are we selling? Why are we selling it? How is it better than the competition? How are we going to execute it? How are we going to manage it? Why are we qualified to do it? How much is our price? Can we do it within cost and on KPMG全套内部培训教程打印版
No RFP No formal requirements statement
PPT文档演模板
KPMG全套ading 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 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?
KPMG全套内部培训教程7
Ensures consistent headings, fonts, appearance Increases punctuality
CONSULTING
Proposal Writing
10 Commandments for Superior Proposal Writing
CONSULTING
Compliance Example
CONSULTING
Requirement:
Vendor will be responsible for system performance tuning.
Non-Compliant:
“KPMG will conduct system performance tuning.”
CONSULTING
Proposal Writing
Guidelines and Tips to Get There
CONSULTING
Proposal Writing
Verify Your Writing Assignments
Know the sections you are assigned to write Consult the Proposal Outline for deadlines
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
CONSULTING
– vague proposals confuse evaluators
7. Keep your writing terse
– excessively long sections obscure the few good points
CONSULTING
Proposal Writing
10 Commandments for Superior Proposal Writing
CONSULTING
Compliance Example
CONSULTING
Requirement:
Vendor will be responsible for system performance tuning.
Non-Compliant:
“KPMG will conduct system performance tuning.”
CONSULTING
Proposal Writing
Guidelines and Tips to Get There
CONSULTING
Proposal Writing
Verify Your Writing Assignments
Know the sections you are assigned to write Consult the Proposal Outline for deadlines
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
CONSULTING
– vague proposals confuse evaluators
7. Keep your writing terse
– excessively long sections obscure the few good points
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
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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
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
v Focus on Opportunity and
Proposal Managers
Proposal Support
Proposal Writers
Proposal
Proposal
development/
Coordinators/Analysts
management
Backed up by
assistance
M ark B owerm an K n owleg e C en ter
610 263-7087
Presenter
❖ Carl Rosenblatt ❖ BDST Manager, Public Services ❖ Tyson’s Tower ❖ 703 747-6508
Course Modules
N ancy V etter H ealth C are 317 951-2420
D en ise L ee C IM
703 747-7798
G reg R alp h F in an cial S ervices
212 954-6213
Jen n ifer U yed a H ig h Tech
650 404-4836
BDST Points of Contact
E d C ourtney D irector
610 263-7141
C arl R osen b latt P u b lic S ervices 703 747-6508
S haron Long C om m & C ontent
703 747-5490
Who is This Guy, and Why Should I Listen to Him?
❖ 10+ Years of Personal Prope
❖ Built a KPMG Consensus, speaking to:
Good Proposal ❖ Future Program Will Focus on Improving the
Process
Knowledge Center
Engagement
content
Goal: Improve the quality needed to respond to our
aclniednrtesd. ucdeetvheeltoimpemaenndteffort
Maintain online
repositories;
❖ 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
❖ 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
❖ 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
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
v Focus on Opportunity and
Proposal Managers
Proposal Support
Proposal Writers
Proposal
Proposal
development/
Coordinators/Analysts
management
Backed up by
assistance
M ark B owerm an K n owleg e C en ter
610 263-7087
Presenter
❖ Carl Rosenblatt ❖ BDST Manager, Public Services ❖ Tyson’s Tower ❖ 703 747-6508
Course Modules
N ancy V etter H ealth C are 317 951-2420
D en ise L ee C IM
703 747-7798
G reg R alp h F in an cial S ervices
212 954-6213
Jen n ifer U yed a H ig h Tech
650 404-4836
BDST Points of Contact
E d C ourtney D irector
610 263-7141
C arl R osen b latt P u b lic S ervices 703 747-6508
S haron Long C om m & C ontent
703 747-5490
Who is This Guy, and Why Should I Listen to Him?
❖ 10+ Years of Personal Prope
❖ Built a KPMG Consensus, speaking to:
Good Proposal ❖ Future Program Will Focus on Improving the
Process
Knowledge Center
Engagement
content
Goal: Improve the quality needed to respond to our
aclniednrtesd. ucdeetvheeltoimpemaenndteffort
Maintain online
repositories;
❖ 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
❖ 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