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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

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

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

KPMG全套内部培训教程3

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

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

kpmg_全套内部培训_教程5

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

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

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

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
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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.