...interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ............................................................................................................. 5 HR SIZE: HR Staff Ratio................................................................................................................... 13 HR STATUS ........................................................................................................................................ 14 CONCLUSION...
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...αγοράσουν; • Παράρτημα – Παραδόσεις και κατανάλωση παγκοσμίως 2 Έρευνα Εορταστικής Περιόδου ©2006 Deloitte • Για την έρευνα • Σημαντικά ευρήματα της έρευνας • Αντίληψη καταναλωτών για τη σύγχρονη οικονομική κατάσταση • Εορταστικές αγορές – Πόσα θα ξοδέψουν; – Σε τι αγορές θα τα ξοδέψουν; – Για ποιους θα αγοράσουν δώρα; – Τι δώρα θα αγοράσουν; – Πότε θα τα αγοράσουν; – Από πού θα τα αγοράσουν; • Παράρτημα – Παραδόσεις και κατανάλωση παγκοσμίως 3 Έρευνα Εορταστικής Περιόδου ©2006 Deloitte Για την έρευνα • Σκοπός της έρευνας ήταν η διερεύνηση των απόψεων και των καταναλωτικών τάσεων των Ευρωπαίων την περίοδο που ξεκινούν να προγραμματίζουν τα δώρα τους και τους υπόλοιπους εορτασμούς για την Περίοδο των Χριστουγέννων και της Πρωτοχρονιάς. • 14 χώρες συμμετείχαν συνολικά στη φετινή έρευνα της Deloitte “Year end Holiday Survey 2006”. Ο συνολικός αριθμός των συμμετεχόντων στην έρευνα ανέρχεται στα 9.943 άτομα. • Η Ελλάδα συμμετείχε στην έρευνα για πρώτη φορά. • Η έρευνα πραγματοποιήθηκε μέσω internet, με δομημένο ερωτηματολόγιο. • Τα μέλη του δείγματος συμμετέχουν σε έρευνες σε τακτική βάση. • Κάθε συμμετέχων στην έρευνα επιλέχθηκε βάσει των εξής κριτηρίων: – Δημογραφικά χαρακτηριστικά – Προσωπικά ενδιαφέροντα – Καταναλωτική συμπεριφορά • Οι ηλικία των συμμετοχόντων κυμαίνεται από 16-65 χρόνων. 4 Έρευνα Εορταστικής Περιόδου - Για την έρευνα ©2006 Deloitte Για την έρευνα • Το δείγμα της έρευνας στην Ελλάδα προέρχεται από την ευρύτερη περιοχή της Αθήνας...
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...shortened to PwC for rebranding purposes. (“Big four (audit firms)”1) According to company revenue records in 2014, PwC is currently the second largest professional services network in the world, and are considered one of the big four auditors, competing with Deloitte, EY and KPMG. (“Big four (audit firms)”1) In addition, PwC has firms across 157 countries with over 195,400 employees. Their total revenue in 2014 is around 34 billion dollars with 15 billion generated by their assurance service, 8.8 billion by their tax services, and 10 billion by their consulting services. (“Big four (audit firms)”1) Types of competition this enterprise faces: PwC is one of the big four auditing companies along with Deloitte, EY and KPMG, therefore making it an oligopoly. Oligopolies provide very similar products, where smaller firms follow the lead of the top four auditors in the industry and consist of fairly inelastic demand. (Richardson 1) Another reason PwC is classified as an oligopoly is because there are many barriers to establishing an auditing company with an established network of services and only the top four have managed to survive and stay in business. (Richardson 1) In addition, PwC’s competing companies; Deloitte, EY and KPMG are all fairly equal in size. For...
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...GameIncorp is a sportswear and equipment retail chain in India. It was established in 2007 with its first outlet in Punjab. The company believes in providing the largest range of products at the lowest prices. GameIncorp took the market by storm in 2007. It rapidly expanded across the country, opening 20 outlets in their first year of operation. It currently has 50 stores across India. GameIncorp’s aggressive stance was rewarded with a positive response from consumers. The company grew at a CAGR of 23 percent since 2007 until 2013. In 2013, GameIncorp was valued at Rs. 254 crores. However, in 2014, GameIncorp registered its first decline in sales. Furthermore, 2015 too appears to be bleak as per the forecast. The company has projected a 15 percent decline in quarter-on-quarter sales for Q1. GameIncorp had conducted an in-store survey. The objective was to understand the buying behavior of its target market. Buyers ranked “product quality” and “ease of purchase” above “affordability” as factors that influence a purchase the greatest. GameIncorp has scheduled a meeting the following Monday with your team at their headquarters in New Delhi. The company is looking for insights about the market and what it could do in the coming years to become competitive again by 2018. Perform a detailed analysis with the data provided by the company. Campus Maverick—Round 1 1 Industry data: Competitor data Sport equipment industry growth rate (%CAGR) and Profit Margin (PM)...
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...Sector: A Quick Tour for the Investor November 2013 Investment Support and Promotion Agency of Turkey ©2013 Deloitte Türkiye. Member of Deloitte Touche Tohmatsu Limited Disclaimer Republic of Turkey Prime Ministry Investment Support and Promotion Agency (ISPAT) submits the information provided by third parties in good faith. ISPAT has no obligation to check and examine this information and takes no responsibility for any misstatement or false declaration. ISPAT does not guarantee the accuracy, currency, reliability, correctness or legality of any information provided by third parties. ISPAT accepts no responsibility for the content of any information, news or article in the document and cannot be considered as approving any opinion declared by third parties. ISPAT explicitly states that; it is not liable for any loss, negligence, tort or other damages caused by actions and agreements based on the information provided by third parties. Deloitte accepts no liability to any party who is shown or gains access to this document. The opinions expressed in this report are based on Deloitte Consulting’s judgment and analysis of key factors. However, the actual operation and results of the analyzed sector may differ from those projected herein. Deloitte does not warrant that actual results will be the same as the projected results. Neither Deloitte nor any individuals signing or associated with this report shall be required by reason of this report to give further...
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...TAKING LEADERSHIP IN A DIGITAL ECONOMY BY TELSTRA CORPORATION LIMITED AND DELOITTE DIGITAL November 2012 deloittedigital.com.au telstra.com A NOTE FROM DAVID Consumers and businesses are rapidly embracing digital technology and this is redefining the traditional transaction model. We now have a new generation of globally connected consumers and businesses who behave very differently – and we must all adapt to these changes and take advantage of the new opportunities. By the end of the decade we will have connected just about every device to next generation networks, from smartphones and offices of the future, to educational resources and digital home appliances. The changes we are talking about are transformational. Everything, everyone and every place will be connected. This will make us more innovative and more competitive – and change the way we live and work for the better. The challenge ahead is how to best use the tremendous creativity, innovation and capability of Australians to participate in these new opportunities – whether it be m-commerce, Big Data, robotics or social media. Every part of our economy can benefit from this new era of connectivity. Our role, as Australian business leaders, is to help build a 21st century economy that is locally accessible and globally competitive. As a nation, we can lead the world and create positive change. David Thodey Chief Executive Officer Telstra 1 A NOTE FROM GIAM The world is changing. The internet has...
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...Deloitte Consulting WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect? No—but...
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...------------------------------------------------- * ------------------------------------------------- PART-TIME MBA IN DC * ------------------------------------------------- SIDE NOTES * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- BUSINESS SCHOOL CASES * ------------------------------------------------- BEST MBA TEXTBOOKS * ------------------------------------------------- SUBSCRIBE Part-time MBA Degree in DC Blog on in and out of class experience of part-time MBA student at GWU School of Business Deloitte & Touche Consulting Group Case Analysis APRIL 12, 2011 The presented case of Deloitte and Touche Consulting Group engagement with SKS Manufacturing is offering invaluable lessons in team and project management. It briefly touches upon all major facets of the consulting company involvement with client projects, such as: • Engagement planning • Team selection • Roles and responsibilities of team members • Background and qualifications of key people • Client participation • Gathering and analyzing data • Making recommendations Most importantly, however, the case is emphasizing the need for the proper balance between the core competencies that consulting companies bring to the table in their engagement with the clients. Namely, the balance between the technical knowledge...
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...Financial Statements 2011 Contents Report to members 1 Report of the independent auditor to the members of Deloitte LLP 10 Consolidated income statement 11 Consolidated statement of comprehensive income 12 Consolidated balance sheet 13 Consolidated statement of changes in equity 15 Consolidated cash flow statement 16 Notes to the financial statements 17 Report to members The Board presents its report to the members and the audited financial statements of Deloitte LLP for the year ended 31 May 2011. The financial statements incorporate the financial statements of Deloitte LLP and all its subsidiary undertakings (the ‘group’), drawn up to 31 May each year. The financial statements that will be filed at Companies House will comprise the consolidated financial statements together with the separate financial statements of Deloitte LLP. Executive Group Deloitte’s activities are managed by the Senior Partner and Chief Executive and the Executive Group, which is appointed by the Senior Partner and Chief Executive. In keeping with our client service focus, members of the Executive Group are also actively engaged with our clients. The members of the Executive Group are: David Sproul, Senior Partner and Chief Executive, Steve Almond, International Markets, Margaret Ewing, Public Policy, Quality & Risk, Sharon Fraser, Regional Markets, Stephen Griggs, Finance, Heather Hancock, Brand and Talent, Andy Hodge,...
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...Case 08-5 Sell-I t Products I nc. Sell) business is the manufacturing, marketing, and distribution of consumer products. SPI sells all its products to grocery stores, drug stores, and mass merchandisers in the United States, Canada, Mexico, Asia, and Europe. SPI has a dedicated sales force with individuals assigned by geographic area. SPI is organized into three divisions that include the following products: 1. Beauty care cosmetics and shampoo. 2. Family care paper towels and diapers. 3. Drinks and snacks Blasto Energy Drink, Jazzy Juice, and Fruit & Granola Snacks each of these products contains no added sugar or preservatives in order to appeal to the diet- and health-conscious consumer. The production, distribution, are subject to the Federal Food, Drug, and Cosmetic Act (FD&C Act) in the United States and other federal, local, and state laws in the regions in which SPI conducts business. snack markets has remained fairly constant over the past few years and is expected to remain fairly constant in the foreseeable future, SPI expects to face increased competition in the energy drink marketplace because of the introduction of new energy drinks by two 2011. Managers responsible for each product line (product managers) report to the respective divisional executive vice presidents (EVPs), who are responsible for the day-to-day operations of the division. The EVPs report to the chief executive officer (CEO). The CEO makes decisions regarding the...
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...(Australian Vintage, n.d.). Australian Vintage has also established 18 new distributor relationships around the world. The new relationships generated solid branded sales growth (Australian Vintage, n.d.). Principle Business Function ‘The consolidated entity’s principal activities in the course of the financial year were wine making, wine marketing, vineyard management and development’. (Australian Vintage, 2011, p20) Registered Office 275 Sir Donald Bradman Drive Cowandilla SA 5033 (Australian Vintage, 2011, p85) The Auditor In the 2011 financial year the company was audited by a member firm of the worldwide accountancy firm known as Deloitte Touche Tohmatsu Ltd, a firm that is limited by guarantee (Deloitte, n.d.). Deloitte is a firm that was formed in the UK in the early 19th Century by a man named William Welch Deloitte (Deloitte, n.d.). The annual report (Australian Vintage, 2011, p32) states that the audit was undertaken by a South Australian member firm located in Waymouth Street, Adelaide. The partner in charge was Stephen Harvey (Australian Vintage, 2011, p32). The report (Australian Vintage, 2011, p32) states that ‘In...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
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...Case 15-5 Trouble at the Resort Resort Co. (the “Company”) is a private company that operates luxury hotel properties. As of December 31, 2010, Resort Co. had $432 million in uncollateralized term loans (the “Original Debt”) outstanding with two lenders, Bank A ($129.6 million) and Bank B ($302.4 million). Note that these are not participating loans. Further, issuance costs associated with the Original Debt in the amount of $3 million remained unamortized as of December 31, 2010 ($900,000 and $2.1 million for the loans held by Bank A and Bank B, respectively). As a result of lower than expected travel during the holiday season, the Company projected a short-term cash flow shortage and would not be able to meet the short-term requirements of the Original Debt. In addition, the Company defaulted on a separate debt instrument with Bank C, which resulted in a cross default on the Original Debt held by Bank A and Bank B. On January 1, 2011, Resort Co. restructured and amended the Original Debt (the “Restructuring”) with Bank A and Bank B. As part of the terms of amending the Original Debt: • The Company sold its 50 percent investment in Resort P in exchange for $250 million, which was used to pay down the loan balance that existed before the amendment. This reduced the Original Debt balance from $432 million to $182 million. • The Company agreed to new interest terms, which included raising the interest rate from 5 percent to 6 percent. The modified interest...
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...Diamond Food Case Project Requirement 1 1. Manipulation of commodity cost. As a common practice in the company, management would instruct related accounting employee to decrease the commodity costs by a small incremental at a time, until the desired earning numbers for that period was achieved. 2. Special accounting treatment of grower payments. Diamond made “continuity payment” and “momentum payment” to manipulate cost to growers. These payments were claimed to be advances for multi-year supply from growers, hence the company delay the recognition of these amounts as costs in later periods. However, payments to growers were actually for the crop in prior year although Diamond insisted the payments were for current year; and growers who already cancelled their contracts with Diamond still received this payment, which suggested that these payments, in substance, should have been for previous periods. Diamond used this controversial accounting method to continuously defer part of its payments to later periods, which reduced current costs and increased net income. Conversely, Diamond also increased its current cost by making more payment, when its EPS exceeded the expectation. The “continuity payment” method was continuously applied, and it created a cost pool in future period, which gave the company room to adjust costs and expenses in accordance with the management’s goals. Requirement 2 No, both recording of “continuity” payments and “momentum” payments did not...
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