KPMG全套内部培训教程(四)
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KPMG培训资料课件
信息技术咨询与解决方案
总结词
信息技术咨询与解决方案是KPMG为企业提 供的一项重要服务，旨在帮助客户解决信息 技术问题、优化信息系统，以提高运营效率 和竞争力。
详细描述
KPMG的专家团队具备丰富的信息技术知识 和经验，能够为客户提供全面的信息技术解 决方案。他们协助客户进行信息系统规划、 系统集成、数据管理、信息安全等方面的咨 询，帮助客户提高运营效率和降低成本。同 时，他们还为客户提供创新的技术解决方案
总结词
企业战略规划是KPMG的核心服务之一，旨在帮助客户制定长期发展计划和目标 ，以实现可持续增长和竞争优势。
详细描述
KPMG的专家团队通过深入了解客户的业务、市场和竞争环境，识别机会和挑战 ，制定具有可行性和可操作性的战略规划。他们运用专业知识和经验，帮助客户 实现战略转型、优化资源配置、提高运营效率和盈利能力。
审计标准
遵循国际审计准则和职业道德准 则，确保审计结果的客观、公正 和独立。
财务报表审计
目的
对财务报表的合法性、公允性和一致 性进行审计，为投资者和利益相关者 提供可靠的财务信息。
内容
对资产负债表、利润表和现金流量表 进行审计，确认报表的真实性和准确 性。
内部控制审计
目的
评估企业内部控制的有效性，帮助企业识别潜在的风险和管 理漏洞。
。
2020年，毕马威中国在武汉 设立合伙人合伙人大会。
2021年，毕马威海南分所正 式业。
服务领域与业务范围
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03
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审计
为客户提供财务报表审计、内 控审计等。
税务咨询
协助客户处理税务问题、税务 筹划等。
财务咨询
提供企业融资、并购、重组等 财务咨询服务。
KPMG培训资料
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kpmg特色服务介绍
kpmg特色审计服务
总结词
高质量、全面、细致
详细描述
KPMG的审计服务以高质量、全面和细致而著称。我们的专业团队拥有深厚的行 业经验和卓越的技术能力，能够为客户提供无与伦比的审计服务。
kpmg特色税务服务
总结词
专业、高效、策略性
详细描述
KPMG的税务服务以专业、高效和策略性而闻名。我们的税务专家团队不断关注税收法规的变化，并 能够提供符合客户需求的定制化解决方案，帮助客户实现税务优化。
实施审计程序
根据审计计划，审计师实施一系列审计程序，包括检查财 务报表、内部控制和治理结构的有效性等。
制定审计计划
根据初步了解的情况，审计师制定详细的审计计划，包括 审计时间表、人员配备、预算和风险评估等。
形成审计意见
在实施审计程序后，审计师根据收集到的证据和信息，形 成审计意见，并对被审计单位的财务报表、内部控制和治 理结构的有效性进行评价。
公司治理评价标准
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评价公司治理的标准包括董事会结构、股权结构、股东权利、
管理层激励等。
公司治理评级体系
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评级体系是评估公司治理水平的重要工具，通过对公司的治理
结构、机制、效果等方面进行评价，得出评级结果。
公司治理自查与评估
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公司应定期进行自查和评估，发现问题及时整改，不断完善公
司治理结构和机制，提高公司治理水平。
公司治理的原则
公司治理应遵循透明、公正、责任、效率、风险控制等原 则，以确保公司的决策科学、管理规范、运营稳健。
公司治理的重要性
良好的公司治理能够增强公司的竞争力，提高公司的市场 地位和声誉，同时能够有效地保护股东和利益相关者的权 益。
企业会计准则第4号—固定资产(KPMG内部培训资料)
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初始计量
几种特殊情况下的初始计量： 几种特殊情况下的初始计量： 投资者投入的固定资产 延期支付购买的固定资产 存在弃置义务的固定资产
© 2009 毕马威华振会计师事务所是一家中华人民共和国中外合作经营企业，同时也是与瑞士合作组织毕马威国际 相关联的独立成员所网络中的成员。版权所有，不得转载。
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分期付款 确认的融资费用 应付本金减少额
② ③=期初⑤×10% ④= ②- ③
应付本金余额
期末⑤=期初⑤- ④ 568 620 475 482 373 030 260 333 136 366 0
© 2009 毕马威华振会计师事务所是一家中华人民共和国中外合作经营企业，同时也是与瑞士合作组织毕马威国际 相关联的独立成员所网络中的成员。版权所有，不得转载。
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© 2009 毕马威华振会计师事务所是一家中华人民共和国中外合作经营企业，同时也是与瑞士合作组织毕马威国际 相关联的独立成员所网络中的成员。版权所有，不得转载。
问题2－ 问题 －解答
日期
① 2007.1.1 2007.12.31 2008.12.31 2009.12.31 2010.12.31 2011.12.31 合计 150 000 150 000 150 000 150 000 150 000 56 862 47 548 37 303 26 033 13 634 181 380 93 138 102 452 112 697 123 967 136 366 568 620
初始计量 — 投资者投入的固定资产
协议价值 是否公允
公允
协议价值作 为初始成本 公允价值作 为初始成本
CAS 4.11
不公允
旧准则： 旧准则： 按投资各方确认的价值作为入账价值
KPMG全套内部培训教程4
proposal
Proposal Basics
Typical Opportunity Scenarios
Request for Proposal (RFP) Opportunity from Partner/BDM/Sr. Manager
No RFP No formal requirements statement
CONSULTING
Proposal Basics
Why Are So Many Proposals Bad?
CONSULTING
They are produced by committees They are produced under pressure They show an anxiety to win The proposal staff is over-committed and/or poorly prepared The message is unclear or lacking KPMG did not listen to the customer KPMG listened to the wrong people Unsubstantiated claims
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
Typical Opportunity Scenarios
Request for Proposal (RFP) Opportunity from Partner/BDM/Sr. Manager
No RFP No formal requirements statement
CONSULTING
Proposal Basics
Why Are So Many Proposals Bad?
CONSULTING
They are produced by committees They are produced under pressure They show an anxiety to win The proposal staff is over-committed and/or poorly prepared The message is unclear or lacking KPMG did not listen to the customer KPMG listened to the wrong people Unsubstantiated claims
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
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
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PPT模板 (4)
Proposal Writing
Proposal Tone
CONSULTING
Begin sentences with the client’s concern Show understanding and empathy of that concern
- prove that you know the client (names, sites, systems)
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
Proposal Writing
Proposal Tense
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
graphics
Always dangerous to reuse technical
Respond to that concern Be direct, confident and assertive, but not arrogant Guard against too many paragraphs beginning: “KPMG understands...” or “KPMG recognizes...” Substantiate claims with statistics and examples Superlatives are generally bad (can’t be
KPMG全套内部培训教程4(英文PPT 14页)
Use two spaces:
– between numbers and title of section headings – after periods and colons
Use one space after commas and semicolons
Reference other sections of the proposal when appropriate, as such:
if we really do, we should explain how and why
Avoid the ambiguous “etc.” at the end of a series Use words for numbers less than 10 Use numbers when referring to time, money, distance, or percentage Avoid “i.e.” and “e.g.” - use “for example” Avoid “via” - use “through” or “using” Know difference between “its” and “it’s” “KPMG staff” is singular, “personnel” are plural; “datum” is singular, “data” are plural
CONSULTING
Proposal Writing
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
– between numbers and title of section headings – after periods and colons
Use one space after commas and semicolons
Reference other sections of the proposal when appropriate, as such:
if we really do, we should explain how and why
Avoid the ambiguous “etc.” at the end of a series Use words for numbers less than 10 Use numbers when referring to time, money, distance, or percentage Avoid “i.e.” and “e.g.” - use “for example” Avoid “via” - use “through” or “using” Know difference between “its” and “it’s” “KPMG staff” is singular, “personnel” are plural; “datum” is singular, “data” are plural
CONSULTING
Proposal Writing
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
KPMG全套内部培训教程
engagements) – Cost – Assumptions
Proposal Contact List Calendar/Schedule Production Checklist
Develop Outline with Assignments
Use the proposal format section number of the RFP
inconsistencies, and on RFP-compliance
not a time for line editing
Usually occurs 3-5 days before Red Team Be constructive
no finger-pointing, defensive rebuttals, or whining
Proposal Coordinator
– Copies and distributes RFP/OFS; creates and enforces proposal calendar; manages version
Proposal Planning Pieces
Typical Proposal Outline
Last opportunity to verify scope, themes, message
Final validation of compliance, completeness, and accuracy
Proposal Manager has province over all final changes
Bad Theme:
“KPMG is unquestionably the best of the Big Five companies.”
Proposal Contact List Calendar/Schedule Production Checklist
Develop Outline with Assignments
Use the proposal format section number of the RFP
inconsistencies, and on RFP-compliance
not a time for line editing
Usually occurs 3-5 days before Red Team Be constructive
no finger-pointing, defensive rebuttals, or whining
Proposal Coordinator
– Copies and distributes RFP/OFS; creates and enforces proposal calendar; manages version
Proposal Planning Pieces
Typical Proposal Outline
Last opportunity to verify scope, themes, message
Final validation of compliance, completeness, and accuracy
Proposal Manager has province over all final changes
Bad Theme:
“KPMG is unquestionably the best of the Big Five companies.”
KPMG_SOX_法案内部控制矩阵培训资料
©2006 ©2005 毕马威华振会计师事务所是瑞士合作组织毕马威国际的中国成员。版权所有，不得转载。中国印刷。
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记录与财务报告相关的内部控制
©2006 ©2005 毕马威华振会计师事务所是瑞士合作组织毕马威国际的中国成员。版权所有，不得转载。中国印刷。
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记录与财务报告相关的内部控制
• 标准化内部控制手册 • 标准化内部控制矩阵 • 缺陷汇总 • 省公司业务流程描述（或内部控制手册） • 省公司层面内部控制矩阵 • 省公司层面穿行测试资料 • 省公司缺陷汇总 •
©2006 ©2005 毕马威华振会计师事务所是瑞士合作组织毕马威国际的中国成员。版权所有，不得转载。中国印刷。
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一些注意事项
•
• •
对应的 重要会计科目
固定资产
对应的 会计报表认定
存在或发生、完整 性、权利和责任
通话费、其他营业收 入、网内结算收入、 应收账款
存在或发生、完整 性
独立于会计凭证编制人的财务人员以原始 所有会计科目 凭证为依据，对经济事项的真实性、合法 性、合规性及会计核算的准确性进行复核， 复核后在会计凭证上通过系统生成复核标 记或在打印的会计凭证上签字或盖章。
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3.控制活动 与财务报告相关的业务流程 及内部控制
4.信息与沟通
5.监控
©2006 ©2005 毕马威华振会计师事务所是瑞士合作组织毕马威国际的中国成员。版权所有，不得转载。中国印刷。
省公司层面记录与财务报告相关的内部控制
对于每个与财务报告相关的业务流程，省公司业务流程描述中包括以 下内容：
一、业务流程范围 二、所涉及的应用系统 和重要电子表格 三、目标 四、风险 五、相关会计科目 六、流程描述和关键控 制点 对业务流程所涉及的业务活动范围和所涉及的部门 范围的定义 本流程所涉及的的信息技术应用系统，以及在业务 流程中可能会最终影响财务报告的重要电子表格 业务流程中与财务报告/防范错误或舞弊相关的目标 业务流程中存在的，可能影响财务报告的可靠性以 及在防范和找出错误或舞弊方面的风险 记录业务活动过程中所涉及的会计科目 对业务流程进行完整详细的记录，其中包括流程运 作的步骤和程序，以及流程中与财务报告相关的内 部控制。在此基础上，提炼与财务报告相关的关键 控制点。
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。
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THANKS FOR WATCHING
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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
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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
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CHAPTER 01
引言
2024/3/24
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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。
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发展阶段
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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substantiated) Mix the use of “we” and “KPMG” throughout
Proposal Writing
Proposal Tone Examples
CONSULTING
Proper Example:
“Over the past several years, the University of
Change a sentence that lists many items to a bullet list
Avoid switching tense, voice, or tone within the list
Use parallel wording to start each bullet (the same kind of word - verb, noun, adjective, etc.)
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
graphics
Always dangerous to reuse technical
“Based on your RFP, we recognize that UMass desires
specific assistance related to the business process
redesign of your student services, and fit-gap
analyses
Massachusetts, Amherst has initiated a broad
review of
its administrative systems, resulting in the
selection of the PeopleSoft Student Administration
System.
Respond to that concern Be direct, confident and assertive, but not arrogant Guard against too many paragraphs beginning: “KPMG understands...” or “KPMG recognizes...” Substantiate claims with statistics and examples Superlatives are generally bad (can’t be
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
Proposal Writing
Proposal Tense
Don’t throw boilerplate together and call it a section
Clients/evaluators know when they’re reading generic text, and resent it!
Thoroughly review and modify any text or graphics you reuse
Capitalize the first word of each bullet in the list
Introduce bullet list with a colon, then separate each bullet with either a semi-colon or nothing
Example of a consistent bullet list:
Proposal Writing
Proposal Tone
CONSULTING
Begin sentences with the client’s concern Show understanding and empathy of that concern
- prove that you know the client (names, sites, systems)
Incorrect: “The system will be developed.”
Follow the “true tense” rule, whether past, present, or future
Correct: “The current system interfaces with...”
Creating Effective Proposals
Proposal Writing -- Guidelines and Hints
CONSULTING
Proposal Writing
Re-using Material
CONSULTING
Reusable Material -- text or graphics from previous proposals that address similar requirements
CONSULTING
Use “active” voice - the actor comes before the verb
Avoid “passive” voice - no actor, vague, unresponsive
Correct: “KPMG will develop the system.”
“The future system will increase access…”
Incorrect: “The future system interfaces with…”
Proposal WritingBulletຫໍສະໝຸດ ListsCONSULTING
Break up lengthy narrative
Proposal Writing
Proposal Tone Examples
CONSULTING
Proper Example:
“Over the past several years, the University of
Change a sentence that lists many items to a bullet list
Avoid switching tense, voice, or tone within the list
Use parallel wording to start each bullet (the same kind of word - verb, noun, adjective, etc.)
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
graphics
Always dangerous to reuse technical
“Based on your RFP, we recognize that UMass desires
specific assistance related to the business process
redesign of your student services, and fit-gap
analyses
Massachusetts, Amherst has initiated a broad
review of
its administrative systems, resulting in the
selection of the PeopleSoft Student Administration
System.
Respond to that concern Be direct, confident and assertive, but not arrogant Guard against too many paragraphs beginning: “KPMG understands...” or “KPMG recognizes...” Substantiate claims with statistics and examples Superlatives are generally bad (can’t be
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
Proposal Writing
Proposal Tense
Don’t throw boilerplate together and call it a section
Clients/evaluators know when they’re reading generic text, and resent it!
Thoroughly review and modify any text or graphics you reuse
Capitalize the first word of each bullet in the list
Introduce bullet list with a colon, then separate each bullet with either a semi-colon or nothing
Example of a consistent bullet list:
Proposal Writing
Proposal Tone
CONSULTING
Begin sentences with the client’s concern Show understanding and empathy of that concern
- prove that you know the client (names, sites, systems)
Incorrect: “The system will be developed.”
Follow the “true tense” rule, whether past, present, or future
Correct: “The current system interfaces with...”
Creating Effective Proposals
Proposal Writing -- Guidelines and Hints
CONSULTING
Proposal Writing
Re-using Material
CONSULTING
Reusable Material -- text or graphics from previous proposals that address similar requirements
CONSULTING
Use “active” voice - the actor comes before the verb
Avoid “passive” voice - no actor, vague, unresponsive
Correct: “KPMG will develop the system.”
“The future system will increase access…”
Incorrect: “The future system interfaces with…”
Proposal WritingBulletຫໍສະໝຸດ ListsCONSULTING
Break up lengthy narrative