kpmg全套内_部培训教程7(PPT 13页)
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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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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。
企业培训-KPMG全套内部培训教程打印版48页 精品
Better, faster, cheaper
Impresses evaluators Provides tangible value
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
What to Do When There is No RFP
Refer to the Opportunity Fact Sheet (OFS) filled out by the KPMG Partner/BDM/Sr. Manager
Contains much of the information found in an RFP Serves as the RFP for the proposal
proposal
Write to win, or don’t begin
Typical Opportunity Scenarios
Request for Proposal (RFP)
Opportunity from Partner/BDM/Sr. Manager
No RFP No formal requirements statement
What Graphics Represent
Impresses evaluators Provides tangible value
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
What to Do When There is No RFP
Refer to the Opportunity Fact Sheet (OFS) filled out by the KPMG Partner/BDM/Sr. Manager
Contains much of the information found in an RFP Serves as the RFP for the proposal
proposal
Write to win, or don’t begin
Typical Opportunity Scenarios
Request for Proposal (RFP)
Opportunity from Partner/BDM/Sr. Manager
No RFP No formal requirements statement
What Graphics Represent
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
01
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。
KPMG全套内部培训教程7(英文PPT 13页)
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
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
CONSULTING
Understand response format - verify if you are unsure If you have compliance concerns, talk to the Proposal Manager BEFORE you start writing
Questions can be posed to the client that clarify the requirement
Refer to OFS for guidance/themes When in doubt, ask Proposal Manager Again, don’t assume anything
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
CONSULTING
Proposal Writing
Compliance Example
CONSULTING
Requirement:
Think some more Compose graphics first (represent visually)
Helps organize ideas
Obtain pre-formatted section template and style guide from Proposal Coordinator
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
CONSULTING
Understand response format - verify if you are unsure If you have compliance concerns, talk to the Proposal Manager BEFORE you start writing
Questions can be posed to the client that clarify the requirement
Refer to OFS for guidance/themes When in doubt, ask Proposal Manager Again, don’t assume anything
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
CONSULTING
Proposal Writing
Compliance Example
CONSULTING
Requirement:
2024年度KPMG全套内部培训教程
2024/3/23
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财务报表分析与解读
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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
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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。
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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
麦肯锡七步法PPT课件.ppt
访谈准备
分享成果
访谈
最佳做法
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第一步–陈述问题
一个好的问题陈述的特点 一个主要问题或可靠性很高的假设 具体陈述而非笼统说明 富有内涵（而不是一种事实的罗列或一种无可争议的主张） 行动性强 以决策者下一步所需的行动为重点
清晰地阐述要解决的问题
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其他方面：问题的背景情况
1.决策者 哪些是你的听众? 谁有决策权，谁会执行？
2.影响决策者的主要因素 哪些是决策者较为关心的问题？ 你如何协调各利益方的目的？
找到前进中的障碍
优化下一步骤
收集信息/ 收集数据
对议题，领域或 具体公司 具体了解
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访谈准备
分享成果
访谈的三步曲
核心
开始
结束
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以访谈目的和最终成果驱动 确认访谈是否是获取信息的最佳途径 – 访谈耗时较长 建立访谈背景资料 考虑细节 – 时间、地点，如可能，亲自安排访谈 尽可能了解与访谈有关的基本情况(例如，竞争对手，行业术语，被访谈者与麦肯锡/客户的关系) 如果你要向被访谈者索取文件，需事先通知被访谈者 以“问题树”为基础设计访谈提纲 在进行中，实时修改你的访谈提纲和议题
提早 经常 具体 综合 里程碑 有意义
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第五步–进行关键分析
评注 不要拘泥于“数据”，追究“我试图回答什么问题” 不要在一个问题绕圈子 开阔视野 避免钻“牛角尖” 寻找比“图书馆数据”更清晰的指导方向 记住假设也可能被推翻 检验你的观点 细心观察 寻找突破性观点
原则 以假设为驱动，以结果为导向 经常进行假设和数据分析的比较 尽可能简化分析 在仔细分析前先估算数量级 用80/20及简便的思维判断 以专家作为信息来源 对新数据采取灵活态度 同项目小组分享良计 预见困难 勇于创新
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全套内部培训_教程6(PPT 20页)
– Is there a compelling reason to bid?
• Rely on the KPMG contact’s knowledge about the client, the opportunity, and the
• Organizing the Proposal Response
– Contains much of the information found in an RFP – Serves as the RFP for the proposal
• Analyze the Business Opportunity outlined in the OFS just as you would an RFP
• Proposal Contact List • Calendar/Schedule • Production Checklist
Develop Outline with
Assignments
• Use the proposal format section number of the RFP
• Mirror RFP section numbers/titles verbatim
• Proposal Manager
• Day-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks and overall proposal quality; owns the proposal creation process; works with Partner to create themes.
• Rely on the KPMG contact’s knowledge about the client, the opportunity, and the
• Organizing the Proposal Response
– Contains much of the information found in an RFP – Serves as the RFP for the proposal
• Analyze the Business Opportunity outlined in the OFS just as you would an RFP
• Proposal Contact List • Calendar/Schedule • Production Checklist
Develop Outline with
Assignments
• Use the proposal format section number of the RFP
• Mirror RFP section numbers/titles verbatim
• Proposal Manager
• Day-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks and overall proposal quality; owns the proposal creation process; works with Partner to create themes.
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
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
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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。
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品牌建设与维护
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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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–
• Then discuss how we will accomplish or exceed the requirement
Compliance Example
• Requirement:
• Vendor will be responsible for system performance tuning.
10 Commandments for Superior Proposal Writing
• 1. Get your point across early
•
establish theme right away; spark the evaluator’s interest
– –
Questions can be posed to the client that clarify the requirement Creative responses can be developed
Writing RFP-Compliant Text
• Write for ease of evaluation
Creating Effective Proposals
Proposal Writing -- General Rules
C O N S U L T I N G
A Quotation for All Writers
•
•
“IF I HAD MORE TIME, I WOULD HAVE WRITTEN A SHORTER LETTER.”
–
–
Understand what is rቤተ መጻሕፍቲ ባይዱquired in your section(s) Pay close attention to the RFP “evaluation criteria”
• Understand response format - verify if you are unsure • If you have compliance concerns, talk to the Proposal Manager BEFORE you start writing
• Set up model database environment • Load comparable volumes of data • Run the application repeatedly
What to do When There’s No RFP
• KPMG Partner/BDM/Sr. Manager should fill out an Opportunity Fact Sheet (OFS)
• Non-Compliant:
• “KPMG will conduct system performance tuning.”
• Compliant: • “Using our proven OSIIG methodology, KPMG will conduct system performance tuning by completing the following tasks:
Winning Proposal Text
RFP
Compliant Direct and Concise Client Specific Geographic Slant Specific Examples Tells How and Why Empathetic
• Guidelines and Tips to Get There
• Don’t assume anything • Be prompt with your sections - proposals depend on organization and punctuality
Understanding RFP Compliance
• Read the RFP BEFORE you start writing
Verify Your Writing Assignments
• Know the sections you are assigned to write • Consult the Proposal Outline for deadlines and page constraints
–
If confused, consult with Partner, Proposal Manager, or Proposal Coordinator
Preparing to Write
• Think before you write
–
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
– –
Ensures consistent headings, fonts, appearance Increases punctuality
– –
Contains much of the information found in an RFP Becomes, in effect, the RFP for the proposal
• Refer to OFS for guidance/themes • When in doubt, ask Proposal Manager • Again, don’t assume anything
–
–
Evaluator tends to look for RFP section number references, RFP wording Evaluator uses compliance checklists
Q/A format vs. standard format
• Write response format according to RFP
• Then discuss how we will accomplish or exceed the requirement
Compliance Example
• Requirement:
• Vendor will be responsible for system performance tuning.
10 Commandments for Superior Proposal Writing
• 1. Get your point across early
•
establish theme right away; spark the evaluator’s interest
– –
Questions can be posed to the client that clarify the requirement Creative responses can be developed
Writing RFP-Compliant Text
• Write for ease of evaluation
Creating Effective Proposals
Proposal Writing -- General Rules
C O N S U L T I N G
A Quotation for All Writers
•
•
“IF I HAD MORE TIME, I WOULD HAVE WRITTEN A SHORTER LETTER.”
–
–
Understand what is rቤተ መጻሕፍቲ ባይዱquired in your section(s) Pay close attention to the RFP “evaluation criteria”
• Understand response format - verify if you are unsure • If you have compliance concerns, talk to the Proposal Manager BEFORE you start writing
• Set up model database environment • Load comparable volumes of data • Run the application repeatedly
What to do When There’s No RFP
• KPMG Partner/BDM/Sr. Manager should fill out an Opportunity Fact Sheet (OFS)
• Non-Compliant:
• “KPMG will conduct system performance tuning.”
• Compliant: • “Using our proven OSIIG methodology, KPMG will conduct system performance tuning by completing the following tasks:
Winning Proposal Text
RFP
Compliant Direct and Concise Client Specific Geographic Slant Specific Examples Tells How and Why Empathetic
• Guidelines and Tips to Get There
• Don’t assume anything • Be prompt with your sections - proposals depend on organization and punctuality
Understanding RFP Compliance
• Read the RFP BEFORE you start writing
Verify Your Writing Assignments
• Know the sections you are assigned to write • Consult the Proposal Outline for deadlines and page constraints
–
If confused, consult with Partner, Proposal Manager, or Proposal Coordinator
Preparing to Write
• Think before you write
–
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
– –
Ensures consistent headings, fonts, appearance Increases punctuality
– –
Contains much of the information found in an RFP Becomes, in effect, the RFP for the proposal
• Refer to OFS for guidance/themes • When in doubt, ask Proposal Manager • Again, don’t assume anything
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Evaluator tends to look for RFP section number references, RFP wording Evaluator uses compliance checklists
Q/A format vs. standard format
• Write response format according to RFP