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KPMG Presentation Slide

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Kpmg Powerpoint Template

Transcript: Balance Sheet Profitability ratios Liquidy and working capital ratios RATIOS Gearing ` Auditor Profit and loss account CONCLUSION Introduction Profitability Liquidity and working capital Gearing Accounts KPMG Case Study Perla M. Abreu Priscilla Herrera Pamela Abreu Stephannie Cobo Interested parties: Present and potential investors Lenders and suppliers The Government KPMG

Transcript: Good aspects Weak 4 and Highlights One of the Big 4 Consultancy firms; Global market Interaction with financial institutions; Best way to learn about finance Get a feel of what the advisory team does at firms- Business Valuations & Forecasts Gain better understanding in market dynamics Study new business plans and strategies with Management consultancy Thank you for this journey Adapting to a professional environment Understanding the operations of a consultancy firm Applying my school knowledge to the workplace and financial world Getting accustomed to heavy workload through an internship and writing college essays Improve my weak excel and computer skills Conducted research on the associates and subsidiaries of QIMC- Flow Charts & Summaries Created a presentation on lithium ion batteries- VARTA Research on Anti-Dumping laws on China in regards to Refractory products Spoke to Shannon on Qatar's education industry The Experience Why KPMG? Made 30 tenders for Kuwait schools development program Worked on logistics for Turkey if OnlyRoses were to expand in Istanbul- Istanbul Ambarli Port Week 1 Exposure to the intersection of global markets and the Qatari manufacturing industry thanks to the range of clients Bloomberg! Economic analysis and the extent of detail in presentations Suiting up The sheer amount of workload on some days whilst other days there's none Alcat financial statements Read the Executive summary of the project and studied the company Collecting financial & annual reports for QIMC Research into multiple topics broadened my knowledge on Qatar and its market, and other countries Working with both departments helped me understand the differences and the similarities I was able to apply some school economic knowledge on theories to the work I did- OnlyRoses, VARTA, Universities Recommendations Week 3 Personal Motives Collected Data on University destinations for different schools in Qatar Created financial statements and P&L sheets for TOCO Inputted data for financial forecasts for TOCO Presented our ideas and research on lithium Ion batteries Crash course in using the Bloomberg terminal to find financial information on companies and live updates Analyzing the potential for a premier flower shop, "Only roses", entering global markets and forming a strategy for the expansion. Week 2 Need to be proactive and self teach A set out internship plan so that interns have work to do in the first week & can gain necessary knowledge through that work More client meetings and interaction with people Freedom to work in all the departments- Not yet sure which is right for you KPMG

Transcript: BIG FOUR In 1891, William Barclay Peat & Co. William Peat joins James Marwick. (Peat Marwick) In 1987, KMG + Peat Marwick = KPMG IN 2001, the company release its first Initial Public Offering(IPOs) HISTORY 100 REASONS TO WORK FOR KPMG ABOUT KPMG Helton Moura "Working in a multinational opens doors around the world, and provides an interaction between offices that would be impossible in a small company." "KPMG puts you to work with the most important and influential companies in the world. We go through a lot of challenging situations, which are exciting, but very tough to overcome." 6.We’re in the Market for Growth. We’re investing to strengthen and build resources and capabilities where change and opportunity are most pronounced. 12. One Firm. Countless Opportunities. A key benefit of working at such a large, multidisciplinary firm is that we can offer a wide variety of career opportunities. 30.We Offer the American Dream. More than 8,000 current KPMGers are among the first in their family to graduate from college and pursue a professional career. For them, the firm is more than a great place to work, it’s the gateway to the American Dream. MBA at IESE (Barcelona) Started in KPMG as a Staff Member Current position: Senior Manager During the European crisis, he was the only worker to get a double promotion in the company Daniel Rosás Sospedra 32 years old 8 years in the firm 5 years in Barcelona, Spain 3 years in Sao Paulo, Brazil Amstelveen, the Netherlands 173,965 workers 155 countries US$ 24.44 billion / year PricewaterhouseCoopers (PwC) Ernst & Young (EY) Deloitte KPMG

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Transcript: huddle Mrs. Rossi huddle to crowd together crowd huddle separate

Transcript: Audit > Audit is an independent service that enhances the reliability of information used by investors and other stakeholders. Tax > Attitudes to tax are changing. Organizations of all sizes are ever more exposed to new trends in tax regulation, not just locally but globally. Advisory > Advisory works with clients to tackle challenges in Management Consulting, Risk Consulting and Transactions & Restructuring. Cutting through complexity. "When you join our skills and experience with our sense of purpose and values, I believe we can realize our full potential and accomplish great things.” "Founding Fathers" Klynveld Piet Klynveld founded Klynveld Kraayenhof & Co. in Amsterdam in 1917. Peat William Barclay Peat founded William Barclay Peat & Co. in London in 1870. Marwick James Marwick founded Marwick, Mitchell & Co. with Roger Mitchell in New York City in 1897. Goerdeler Dr. Reinhard Goerdeler played a significant role in the founding of Klynveld Main Goerdeler, Amsterdam, 1979. KPMG's social responsibility is founded on three pillars of global concerns: Tackling climate change Ending extreme poverty Encouraging a culture of leadership Would you want to work for KPMG? KPMG International is divided into three regions: Americas, Asia Pacific, and Europe, Middle East, Africa, and India region. Each region has a separate chairman on the Global Board. http://www.youtube.com/watch?v=66FwV_6eejM&feature=related

Transcript: KPMG Services Include: Auditing (42%) Advising (37%) Taxes (21%) Business corporations Government/public sectors No-for-profit "We believe we can help lead with the courage and humanity needed to make change happen. We have a long standing and deep commitment to corporate citizenship and through our efforts we help to build the capability of governments, aid agencies and civil society." KPMG core values KPMG has firms located in 155 different countries. KPMG By: Paige Ford and Kristen Klein In 2014 KPMG reached its record-high revenue at $24.82 billion; a 6.3 increase from 2013 KPMG's headquarters are located in Amstelveen, Netherlands. History of KPMG At the end of the fiscal year in September 2014, the firms collectively employed 162,000 people (18,000 of which were new graduates) KPMG was formed in 1987 in when the four founders merged their respective firms together. "Lead by example, work together, respect the individual, provide insight, be open and honest, be committed, and retain integrity." Klynveld Peat William Barclay Marwick Goerdeler Current Day KPMG

Transcript: KPMG in Mexico we have earned the trust of our customers through the strength of our services, but especially the tight schedule, whereby they can constantly evaluate the services we provide to them, Client Care. KPMG has more than 162,000 thousand professionals in 155 countries, offer their services to clients including business corporations, public sector institutions and nonprofit organizations. KPMG Professional ethics, loyalty and availability In addition, in KPMG contribute to generate sustainable, long-term economic growth, for their members, customers and the communities where they live and work. G for Goerdeler. Dr. Reinhard Goerdeler was for many years chairman of Deutsche Treuhand-Gesellschaft and later chairman of KPMG. He is credited with laying much of the groundwork for the KMG merger KPMG is a global network of deep local roots, through their audit, tax and advisory services, they offer a double benefit to their customers: GLOBAL EXPERIENCE AND EXTENSIVE LOCAL KNOWLEDGE OF THEIR NEEDS. 1. We preach with the Sample 2. We work together 3. We respect individuals 4. We investigated the facts and transmit our knowledge The practice of tax and legal services offers consulting services, strategies and tax compliance, strictly within the legal framework, in order to help their clients to improve the profitability of their companies. Technology Audit 5. We communicate openly and honestly so 6. We are committed to society 7. Above all, we act with integrity Automate processes CULTURE Reach a better administration and fiscal global coordination Tax & Legal Client Care reduce poorness Working at KPMG means used to the main stage. Some of the most successful companies in the world choose the services of KPMG Confidence Backup and security Technical knowledge K for Klynveld. Piet Klynveld founded the accounting firm Klynveld Kraayenhof & Co. in Amsterdam in 1917. KPMG firms are among the leaders in services of audit, tax and advisory services. The organization of our services is divided into: OUR VALUES All that we are, what we do and how we do is based on our values. They are the heart of our global code of conduct and make what defines us. KPMG Works with others organizations and companies for: support to education Client The way we work is adapted to the customer's business and, often, will be working with professionals from all service lines to deliver a complete solution that will provide deep knowledge of particular industry sectors. Evaluations are received and analyzed by independent personnel to assigned work team. With the information received, we can identify areas of opportunity and focus to achieve your satisfaction. Advisory M for Marwick. James Marwick founded the accounting firm Marwick, Mitchell & Co. with Roger Mitchell in New York City in 1897. That is why the core values that have contributed to our clients are: At KPMG you account with an independent auditor, which performs responsible judgments, based on a broad knowledge of each industry sector, the market and positioning of each client. Advisory professionals are divided in various multidisciplinary services, which can be adapted to your specific needs to help strengthen its profitability, mitigating risks and improving performance Commitment and experience as you can see, Client Care means the importance of always listening to the customer, as the basis of our commitment to excellence, professionalism and the highest ethical standards. Organization We provide an alternative channel of communication KPMG member firms audit 18 of the top 50 global banks and also completed 260 transactions globally one more than any other adviser in mergers and acquisitions. In Mexico, KPMG has more than 65 years assisting their national and multinational clients, with total commitment to deliver the best results, to mitigate risks and seize opportunities. ABOUT KPMG KPMG was formed in 1987 with the merger of Peat Marwick International (PMI) and Klynveld Main Goerdeler (KMG) and their individual member firms. Formed the new entity know as “kpmg” Formed the new entity know as “kpmg” named is honor of our original founders Client Care is the program which crystallizes our commitment to excellence. Through this, they measure the levels of satisfaction of customers and prospects in a very simple way It is based in the values Monitor key processes and the use of ERP (Enterprise Resource Planning) P for Peat. William Barclay Peat founded the accounting firm William Barclay Peat & Co. in London in 1870. We also work with smaller companies, governments and public agencies and throughout our service areas to help clients deal with challenges such as mergers and acquisitions, organizational change and other complex issues. Each of their services and products is designed to enable it to achieve the efficiency and productivity that all companies required, based on their knowledge of each industry sector Protect environment Evaluate the degree of utilization of

Transcript: https://www.guidetorulingtheworld.ca/ Thinking prioritizing, problem solving, critical thinking Digital Technology email, accessing the database and network, learning how to use new programs Continuous Learning asking questions, using prior knowledge, seeking new opportunities Access to the programs that certified CPA's use. Fancy key card Real world experiences Networking Fun Activities Statistics/How to get Involved Financial Accounting Management Accounting Economics Business Law Telfer School of Management CPA Designation Algonquin College English, Grade 12 (ENG4C or equivalent). Mathematics, Grade 12 (MAP4C or equivalent). MONEY Newbie First year CPA Compensation in Ontario: $71,000* CPA with 5 Years Experience: $114,000* Average Ontario CPA Compensation: $145,000+* No Limits Conference ¢OIN Rule the Tube 2:29 Dressing appropriately Attendance Bookkeeping and Data Entry Creating financial statements Balance Sheet, Profit & Loss Statement Simple T1 preparation T4's, T5's, MED, 776, T5013, 364, 365, T4AP, T4OAS TAKE COOP Post Secondary Document Use taking information and inputting it accordingly Numeracy money math, scheduling, accounting Writing logs, notes for reviewers, emails Working with others asking others for help to get work done quickly and efficiently Cooperative Education Objectives Essential Skills Duties and Responsibilities Benefits of my Placement KPMG Enterprise Staff Accountant BAT4M - Financial Accounting Principles Bailey Castonguay Supervisors Lori - Senior Manager Ray - Senior Manager Mickey - Senior Accountant Workspace Cubicle with a laptop, dual screens, phone, scanner, etc. Why you won't regret it: Meet new people Amazing opportunities Have new experiences NO HOMEWORK/EXAM Networking Get real world experience in accounting to determine my future plans Build relationships and connections for the future Learn business etiquette Work Setting

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KPMG International Corporate Citizenship

KPMG INTERNATIONAL. KPMG International Corporate Citizenship. June 2008. KPMG International Contents. The contacts at KPMG in connection with this report are: Michael Hastings Lord Hastings of Scarisbrick CBE

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KPMG Peat Marwick

KPMG Peat Marwick. The Shadow Partner http://www.kpmg.com. Suggested Study Questions. 1. What are the challenges that KPMG Peat Marwick faces over the next five to ten years? What are the organizational implications of these challenges?

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47 real mckinsey presentations, free to download.

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Consulting firms like McKinsey, Bain, and BCG are notoriously secretive about both their clients and their slide decks.

Even so, there are a few publicly available McKinsey slides floating around the internet that can be fun to look at and get inspired by. For your convenience, we’ve rounded them up here and divided them into categories, along with short summaries of each deck.

But be warned: Many of the decks are older and for external purposes like presentations for industry conferences or extracts of McKinsey Global Institute reports. 

You can find similar lists of presentations for Bain here and BCG here .

If you want to see some recent real-life consulting slides used with corporate clients, go to our templates to get specific full-length case examples related to each topic.

Full list of available presentations:

Client projects:

• McKinsey - Helping Global Health Partnerships to increase their impact: Stop TB Partnership (2009)
• McKinsey - USPS Future Business Model (2010)
• McKinsey - Capturing the full electricity efficiency potential of the U.K. (2012)
• McKinsey - Modelling the potential of digitally-enabled processes, transparency and participation in the NHS (2014)
• McKinsey - Refueling the innovation engine in vaccines (2016)
• McKinsey - Lebanon Economic Vision - Full Report (2018)

Industry reports/market overviews:

• McKinsey - The changed agenda in the global sourcing industry: perspectives and developments (2009)
• McKinsey - What Makes Private Sector Partnership Works: some learnings from the field (2011)
• McKinsey - The Internet of Things and Big Data: Opportunities for Value Creation (2013)
• McKinsey - Laying the foundations for a financially sound industry (2013)
• McKinsey - Manufacturing the Future: The Next Era of Global Growth and Innovation (2013)
• McKinsey - Insurance trends and growth opportunities for Poland (2015)
• McKinsey - Challenges in Mining: Scarcity or Opportunity? (2015)
• McKinsey - Restoring Economic Health to the North Sea (2015)
• McKinsey - How will Internet of Things, mobile internet, data analytics and cloud transform public services by 2030? (2015)
• McKinsey - Overview of M&A, 2016 (2016)
• McKinsey - Five keys to unlocking growth in marketing’s “new golden age” (2017)
• McKinsey - Using Artificial Intelligence to prevent healthcare errors from occurring (2017)
• McKinsey - Digital Luxury Experience (2017)
• McKinsey - Technology’s role in mineral criticality (2017)
• McKinsey - The future energy landscape: Global trends and a closer look at the Netherlands (2017)
• McKinsey - European Banking Summit 2018 (2018)
• McKinsey - Current perspectives on Medical Affairs in Japan (2018)
• McKinsey - Investment and Industrial Policy: A Perspective on the Future (2018)
• McKinsey - Moving Laggards to Early Adopters (Maybe even innovators) (2018)
• McKinsey - Digital and Innovation Strategies for the Infrastructure Industry (2018)
• McKinsey - The Future of the Finance Function –Experiences from the U.S. public sector (2019)
• McKinsey - New horizons in transportation: mobility, innovation, economic development and funding implications (2020)
• McKinsey - Accelerating hybrid cloud adoption in banking and securities (2020)
• McKinsey - COVID-19 - Auto & Mobility Consumer Insights (2020)
• McKinsey - Race in the workplace: The Black experience in the U.S. private sector (2021)
• McKinsey - The top trends in tech - executive summary download (2021)
• McKinsey - Women in the Workplace (2022)
• McKinsey - Global Hydrogen Flows: Hydrogen trade as a key enabler for efficient decarbonization (2022)
• McKinsey - McKinsey Technology Trends Outlook 2022 (2022)
• McKinsey - Global Economics Intelligence; Global Summary Report (2023)
• McKinsey - Fab automation - Artificial Intelligence (date unknown)

McKinsey Global Institute reports (McKinsey’s business and economics research arm):

• McKinsey - Context for Global Growth and Development (2014)
• McKinsey - Perspectives on manufacturing, disruptive technologies, and Industry 4.0 (2014)
• McKinsey - From poverty to empowerment: India’s imperative for jobs, growth and effective basic services (2014)
• McKinsey - Attracting Responsible Mining Investment in Fragile and Conflict Affected Settings (2014)
• McKinsey - A blueprint for addressing the global affordable housing challenge (2015)
• McKinsey - Jobs lost, jobs gained: Workforce transitions in a time of automation (2017)
• McKinsey - Reinventing Construction: A Route To Higher Productivity (2017)
• McKinsey - Outperformers: High-growth emerging economies and the companies that propel them (2018)

Miscellaneous projects:

• McKinsey - How companies can capture the veteran opportunity (2012)
• McKinsey - The Five Frames – A Guide to Transformational Change (date unknown)

Helping Global Health Partnerships to increase their impact: McKinsey (2009)

54 page pre-read deck for a board meeting during a longer project. Describes project overview, key findings from current phase, as well as next steps. Detailed and systematic walk-through. Good inspiration for : How to divide a project into relevant phases. Presenting detailed findings for different areas and summarizing these in suggested next steps for each area.

Download the presentation here.

USPS Future Business Model (2010)

39 page deck describing the recent context and base case going forward for USPS, as well as potential change levers and what is required to change course short term. Good inspiration for: Structuring a coherent strategy document with a clear storyline.

Capturing the full electricity efficiency potential of the U.K. (2012)

61 page main deck + 68 page appendix covering a full analysis and recommendations for becoming more energy efficient. Appears to have been prepared for the UK government. Excellent deck with many good slide designs and the full end-to-end storyline from baseline calculation to potential efficiency measures to barriers to prioritization and recommendations of measures to take. Good inspiration for : Creating a full report of a project analysis and recommendations based on that analysis. Presenting data in clear slides. Presenting and analyzing potential measures systematically.

Modelling the potential of digitally-enabled processes, transparency and participation in the NHS (2014)

3 page deck + 13 page appendix describing the context, methodology, and outcome of a quantitative model to analyze the net benefits of various technology interventions for the NHS. Also includes an analysis of the net opportunities against the ease of implementation, and ends with a recommendation of the four most impactful actions to take. Good inspiration for: Structuring and explaining a quantitative model including drivers and expected impact.

Refueling the innovation engine in vaccines (2016)

40 page discussion document for NVAC as part of a longer project. The deck goes over the state of the industry, challenges to innovation and potential solutions, as well as what role NVAC can play. Good inspiration for: Creating a clear and structured storyline that balances data-heavy slides with verbal/abstract slides.

Industry reports & market overviews:

The changed agenda in the global sourcing industry: perspectives and developments (2009) 35 page dense deck presented at a Global ICT services sourcing conference. Covers the development of the onshore-offshore industry, what it is expected to look like going forward, and the imperatives for management to successfully navigate the future. Good inspiration for: Creating a complete and comprehensive market picture, as well as framing recommendations.

​​What Makes Private Sector Partnership Works: some learnings from the field (2011) 12 page deck describing public-private partnerships around agriculture in Africa. The deck identifies where in the value chain there could be partnership possibilities, as well as examples of successful partnerships and what is needed to succeed. Good inspiration for: Presenting a value chain. Visually representing different partnership models (or other types of models).

The Internet of Things and Big Data: Opportunities for Value Creation (2013) 18 page picture-heavy deck used in an oral presentation around the topic of IoT and big data. The deck first describes IoT’s growth in recent years before moving into how IoT works on a high level and what the possibilities and challenges are.

Good inspiration for: Using quotes to enhance a storyline.

Laying the foundations for a financially sound industry (2013) 17 page deck going over the current financial situation of the global steel industry before briefly touching on the outlook and then discussing possible measures to become more financially stable. Contains a fairly detailed and interesting EBITDA model with different drivers of EBITDA laid out. Presented at a Steel Committee meeting. Good inspiration for: Creating clear graph slides. Visually representing a quantitative model.

Manufacturing the Future: The Next Era of Global Growth and Innovation (2013) 38 page deck covering the current state of US manufacturing and five disruptive trends that are reshaping the industry. Good inspiration for: Summarizing trends and relating them to a specific value chain. Many good graphs and ways of presenting data (both quantitative and qualitative) visually.

Insurance trends and growth opportunities for Poland (2015) 25 page deck covering the status of the Polish insurance market and five main trends shaping the market, as well as a case of a different market and how that has changed. Presented in connection with the Polish Insurance Association. Good inspiration for: Systematically presenting various trends and their expected impact without becoming too monotonous visually.

Challenges in Mining: Scarcity or Opportunity? (2015) 10 page main deck + 30 page appendix describing the current status of mining and how the value chain will potentially change due to new innovations. Presented during World Materials Forum. Good inspiration for: Presenting a value chain in different ways, as well as which areas of the value chain will change/can be innovated.

Restoring Economic Health to the North Sea (2015) 28 page deck used for an oral presentation about the cost increases in the UK oil industry and potential ways to mitigate these. Good inspiration for: Creating a simple and clear storyline with a strong narrative arc that works well for a live presentation.

How will Internet of Things, mobile internet, data analytics and cloud transform public services by 2030? (2015) 15 page fairly high-level deck describing IoT and other digital trends and how they will potentially impact various industries and current ways of doing things. Good inspiration for: Presenting a trend and following with a good example/case study.

Five keys to unlocking growth in marketing’s “new golden age” (2017) 26 page deck going over five main levers to pull in marketing; science, substance, story, speed, and simplicity. Describes each lever in a few slides using mainly images, icons, and other graphics. Good inspiration for: Creating light, image-based slides that still tell a story and get the message across.

Using Artificial Intelligence to prevent healthcare errors from occurring (2017) 25 page dense deck describing how AI/ML (machine learning) is changing industries, the possible use cases in healthcare, and what barriers exists/which key things need to be in place to enable an advanced analytics implementation. Good inspiration for: Showing quantitative potentials for different use cases/levers and summarizing these in a visually clear way. Creating one-pagers on specific use cases.

Digital Luxury Experience 2017 (2017) 24-page support deck for an oral presentation going over three areas of change for the luxury industry, hosted by a luxury goods umbrella organization. Good inspiration for: Using simple graphs and numbers to illustrate a point.

Technology’s role in mineral criticality (2017) 28 page deck first describing some overall technology trends and how they may impact the minerals industry including potential opportunities. Then going into productivity issues in mining and potential fixes, as well as a deep dive into two commodities. Presented at the World Materials Forum. Good inspiration for: Presenting complex data on relatively simple slides and making the message visually clear.

The future energy landscape: Global trends and a closer look at the Netherlands (2017) 38 page graph-heavy deck describing the current energy landscape and three major trends expected to impact it going forward, as well as how it specifically applies to the Netherlands. Presentation to the Dutch financial sector. Good inspiration for: Different ways of presenting numbers and graphs in clear, compelling visuals.

European Banking Summit 2018 (2018) 10-page deck going over the status of European capital markets, particularly concerning the US. Mainly focused on current numbers, not a lot on the path forward. Good inspiration for: Making classic consulting-style graph slides.

Current perspectives on Medical Affairs in Japan (2018) 20 page deck covering the current status and trends impacting Medical Affairs in Japan, as well as four priorities for leadership going forward. Good inspiration for: Creating divider slides that also function as executive summaries.

Investment and Industrial Policy: A Perspective on the Future (2018) 16-page main deck + 7-page appendix describing the rise of globalization, its impact on economic growth, and recommendations for policy-makers. Fairly high-level, although with some good data slides. Presented as part of a panel discussion at the UNCTAD Trade And Development Board. Good inspiration for: Creating visually clear data-heavy slides. Condensing a potentially long storyline into a few key slides.

Moving Laggards to Early Adopters (Maybe even innovators) (2018) 18 page word-heavy deck used in an oral presentation on the topic of digitalization in manufacturing. Covers the challenges of digital manufacturing, then goes over survey output from the industry, before ending with three recommendations for businesses. Good inspiration for: Presenting verbal findings and recommendations in simple slides with icons.

The Future of the Finance Function –Experiences from the U.S. public sector (2019) 14 page deck used in an oral presentation for a government finance function conference. The deck goes over what challenges CFOs etc. face in the current environment and five ways to move from transaction to value management going forward. Good inspiration for: Presenting different levels of maturity of a given function and supporting this with data.

Fab automation - Artificial Intelligence (date unknown) 17 page deck discussing the potential for AI in the semiconductor industry by first describing what AI is, then how it applies to fab, and finally what is required to unlock that potential. Good inspiration for: Creating different types of slide designs that balance text and numbers to avoid a monotonous or boring storyline.

McKinsey Global Institute reports:

Context for Global Growth and Development (2014) Sub-title: Extracts from McKinsey Global Institute research for UN Session on “Financing for global sustainable development”. 11-page deck focusing mainly on key findings from a longer research report put out by McKinsey Global Institute. Good inspiration for: Creating different slide designs for graphs and numbers.

Perspectives on manufacturing, disruptive technologies, and Industry 4.0 (2014) 17-page slightly ad hoc deck with extracts of a longer report put out by the McKinsey Global Institute on manufacturing. Goes over why manufacturing is important, how the boundaries of industry and services are blurring, how digital manufacturing is growing, and finally where governments can support from a policy perspective. Good inspiration for: Different slide designs and presenting data in a visually appealing and clear way.

From poverty to empowerment: India’s imperative for jobs, growth and effective basic services (2014) 13-page deck + 8-page appendix going over India’s poverty issues and potential change levers. Extract of a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating clear and compelling quantitative slides in different formats.

Attracting Responsible Mining Investment in Fragile and Conflict Affected Settings (2014) 8 page deck describing the development of resource-driven countries and six dimensions for governments to focus on to realize the full potential going forward. Extract from a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating a short and to-the-point storyline following the SCQA framework (situation-complication-question-answer), although the “Q” is implied.

A blueprint for addressing the global affordable housing challenge (2015) 49 page deck going into first what the affordable housing challenge looks like in numbers, followed by levers to narrow the affordability gap. The deck is a summation of a longer report put out by the McKinsey Global Institute. Good inspiration for: Illustrating change levers and their quantitative impact, both collectively and separately.

Jobs lost, jobs gained: Workforce transitions in a time of automation (2017) 16-page deck going over how automation and computers have historically affected jobs, and what potential impact it will have in the future. Summary of a longer report put out by the McKinsey Global Institute. Good inspiration for: Creating data-heavy slides. Keeping the storyline simple and to-the-point.

​​Reinventing Construction: A Route To Higher Productivity (2017) 14-page deck describing the current state of construction, in particular productivity, before briefly going over seven potential improvement areas and how government intervention might help. Very high-level deck summarizing a longer report by the McKinsey Global Institute. Good inspiration for: Using an agenda or divider slide actively to both summarize and outline the storyline.

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KPMG FINAL PRESENTATION

Mabe is a global appliance manufacturer that has historically relied on revenues from Latin America and Mexico. It is looking to expand into new markets to drive further growth. The document discusses Mabe's strengths such as an educated workforce and global manufacturing assets. It also analyzes Mabe's past operations including joint ventures and acquisitions. The document provides recommendations on how Mabe can improve its strategy, including increasing its focus on local talent and markets outside of major cities to capture more market share. Read less

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• 1. 2015-2016 KPMG International Case Competition Unicorn Consulting Mabe Business Strategy
• 2. Mabe profile a. Revenues b. Global Occupations c. Strengths and weaknesses
• 3. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 2 Historical revenues show strong year on year for performance, reliant on the Americas • Latin America (along with Mexico) make up the core of Mobe’s market. • Further high growth will be difficult to achieve in these markets Historical revenues and projectionsGlobal Revenue by Region Latin America and Mexico’s future growth are limited, expansion or Joint Venture is needed in culturally similar markets • Large growth attributed to JV and Acquisitions • Slight decline in revenue due to GFC • 4% Future growth estimate 10% 10% 40% 23% 17% International Canada Latin America GE USA Mexico Sales Performance by Region in 2011 0 500 1000 1500 2000 2500 3000 3500 4000 4500 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 Mabe's Revenue (US $m) Projected Growth CAGR 24%
• 4. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 3 Mabe is a global company with the core of the business in the Americas and potential to expand to Asia and the emerging markets Manufacturing facility centre Procurement Office Research and Development Centre Representation office Acquisitions Future Markets Joint Ventures Centre
• 5. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 4 Human Capital Assets DebtGeographic reach Synergy with other firms We have identified 5 indicators of performance that help outline Mabe’s strengths and weaknesses • Progressive hiring college graduates has led to educated employees • Global manufacturing centres(through JVs and acquisition) leaves Mabe with considerable assets • In 2008, Short term borrowings were $637m, whilst long term debt decreased to $429m • Commanding a foothold in the Americas, Mabe should look to expand to Asia and the emerging markets • Past JVs and acquisitions have performed well, whilst the Russian venture underperformed due to a combination of factors
• 6. Historical performance and strategy a. Russian market drivers b. Areas for improvement c. Corporate structure d. Past operations (JVs and acquisitions) e. Scorecard f. Marketing
• 7. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 6 • Russia had a profit margin 2x that of the standard operating margin for appliances • Required local manufacturing which Mabe did not -all items from other plants (high transportation cost) • Wholesale – • Regional Distributor – • Self-distribution or acquire distributor • Must address market-specific needs • Corruption/brib ery in bureaucracy • 56% of enterprise owned by government • Few small enterprises • Gap between 5 big cities and rest of country • Few investment banks and private equity institutions • One large central bank operated by the government • Difficult to obtain loans • Decline in foreign investment (cite appendix -$80B outflow in 2011) • Young twenty- somethings that are capitalistic consumers, concerned with status • Older Soviet generation that is disciplined, hardworking and distrusting • Market-specific needs must be met in emerging markets • More affordable products • Government stimulus packages • Energy & Water efficiency Market Requirements Distribution Chanbels ProfitabilityDemographics Capital Market Institutions Economic structure Market drivers in Russia are unique to the country Russian market drivers RegulationSupplyDemand
• 8. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 7 Improvements can be made on current business strategy to better position Mabe within the global appliance market Current Strategy Recommended Action New Effectiveness Corporate structure (e.g. Spanish CEO in Russia) Local talent in upper management (in progress) ◕ Joint venture in Russia with Spanish firm Fagor Acquire local companies and small players (e.g. Candy) ● Action Learning Team Action Learning team and a scorecard to analyse factors outside of city business life ◕ Value proposition Continue to trim offerings, attacking holes in the market, target highlighted area in scorecard and AL ◕ Marketing (ads, demographics) Advertise online and through social media to target younger generations ◕ A B C D E
• 9. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 8 Improvements can be made on current business strategy to better position Mabe within the global appliance market Current Strategy Recommended Action Action Effectiveness Corporate structure (e.g. Spanish CEO in Russia) Local talent in upper management (in progress) ◕ Joint venture in Russia with Spanish firm Fagor Acquire local companies and small players (e.g. Candy) ● Action Learning Team Action Learning team and a scorecard to analyse factors outside of city business life ◕ Value proposition Continue to trim offerings, attacking holes in the market, target highlighted area in scorecard and AL ◕ Marketing (ads, demographics) Advertise online and through social media to target younger generations ◕ A B C D E
• 10. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 9 Corporate Structure CEO Upper Management Integration Middle Management Employees Experienced Locals Integration of experience and youth Educated workforce Educated foreign A
• 11. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 10 Improvements can be made on current business strategy to better position Mabe within the global appliance market Current Strategy Recommended Action Action Effectiveness Corporate structure (e.g. Spanish CEO in Russia) Local talent in upper management (in progress) ◕ Joint venture in Russia with Spanish firm Fagor Acquire local companies and small players (e.g. Candy) ● Action Learning Team Action Learning team and a scorecard to analyse factors outside of city business life ◕ Value proposition Continue to trim offerings, attacking holes in the market, target highlighted area in scorecard and AL ◕ Marketing (ads, demographics) Advertise online and through social media to target younger generations ◕ A B C D E
• 12. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 11 Success in Latin America shows us what works and what doesn’t RussiaLatin America Challenges faced during Mabe’s Latin American market entry are not unlike those faced in Russia. Global financial crisis aside, deviating from our previously successful strategy was our downfall, not “overconfidence” Revenue $80M after 4y, Double in 4y with (14% growth rate), $400M with an acquisition Demographics European yuppies, older Soviet generation Competition Large US Brands, local competition External Factors Distrusting culture, complex tax system, global financial crisis, low human capital Strategy Joint Venture, high-end niche positioning Revenue Brazil $1B, Mexico $650M Demographics Working class families Competition Large US Brands, local competition External Factors Mexico/Brazil clash, Corruption, capitalist, unindustrialized, poor education system Strategy Acquisition, medium-end positioning
• 13. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 12 Acquisitions help us to get the “local edge” that is so crucial in emerging markets RussiaLatin America Acquiring companies with local insights and manufacturing helps penetrate markets quickly, even in subprime economic conditions Year 1 Year 5 Year 10 • Acquire Easy • 2 plants in Mexico (Queretaro, San Luis Potosi) • Acquired plants in Ecuador, Argentina, Columbia • JVs with Ceteco and Durex (locally-based) • Acquire Dako in Brazil • Open new plant in Mexico (Celaya) • Acquire ATLAS (Costa Rica) • Acquire Bosch (Brazil) • Open representation office • JV with Fagor • Shrink product mix, repositioning Goal: “Leaders in Latin America” Goal: “Gain global competitiveness”
• 14. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 13 A possible acquisition could bootstrap growth from the bottom up MielCandy In order to fully take advantage of high profit margins (exhibit 8) and other benefits that come from local manufacturing in an emerging market, we need factories on Russian soil. Benefits • A supply chain that supports our most popular products (Stoves and Fridges NOT microwaves and washing machines) • Snag extra 5% market share (2x current) • Gives us access to their suppliers to grow our network in the region • Allows us to focus on local markets instead of 5 city areas where most competition is • Financial statements with revenue projection from acquisition go here
• 15. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 14 Mabe is not new to culture clashes RussiaLatin America Mabe’s workers may have been Russian enough, but they have not acted Russian enough. We want to be a foreign company selling Executives CEO in Brazil from HR department, action teams Workforce Engineers from the US, LATAM nationals from acquisitions Distributors Used channels from acquisitions Consumers Strong price competition, very elastic demand, accepting of US brands Business Culture Based on charm Executives CEO was only foreigner, action teams Workforce Split between seniors/juniors, average age <42yo Distributors Regional distributors Consumers Disparate market segments, rural/urban divide, distrusting of US brands Business Culture What you see is what you get
• 16. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 15 Improvements can be made on current business strategy to better position Mabe within the global appliance market Current Strategy Recommended Action Action Effectiveness Corporate structure (e.g. Spanish CEO in Russia) Local talent in upper management (in progress) ◕ Joint venture in Russia with Spanish firm Fagor Acquire local companies and small players (e.g. Candy) ● Action Learning Team Action Learning team and a scorecard to analyse factors outside of city business life ◕ Value proposition Continue to trim offerings, attacking holes in the market, target highlighted area in scorecard and AL ◕ Marketing (ads, demographics) Advertise online and through social media to target younger generations ◕ A B C D E
• 17. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 16 A weighted scorecard might be used in conjunction with the ActionLearning to provide a more swift and accurate view on market entry Country FDI and Market Size Market Entry Profitability GDP Discretionary Income Total Brazil 2 3 2 2 2 11 Russia 1 2 3 1 3 10 India 2 3 2 1 1 9 China 3 1 3 3 1 11 South East Asia ? ? ? ? ? ? $13 (B) Market Size $1.5 trillion State Ownership (>50%) (10-12% marginal contribution– 2x Margins) 16-18% marginal contribution 6-8% marginal contribution Weak Capital Market Institutions (56%) $1.4 trillion $2.2 trillion $5.7 trillion Low barriers to entry $50B in direct foreign investment $1 (B) Market Size $104 (B) Market Size $12.5 (B) Market Size
• 18. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 17 Improvements can be made on current business strategy to better position Mabe within the global appliance market Current Strategy Recommended Action Action Effectiveness Corporate structure (e.g. Spanish CEO in Russia) Local talent in upper management (in progress) ◕ Joint venture in Russia with Spanish firm Fagor Acquire local companies and small players (e.g. Candy) ● Action Learning Team Action Learning team and a scorecard to analyse factors outside of city business life ◕ Value proposition Continue to trim offerings, attacking holes in the market, target highlighted area in scorecard and AL ◕ Marketing (ads, demographics) Advertise online and through social media to target younger generations ◕ A B C D E
• 19. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 18 Mabe needs to focus marketing efforts outside five major cities (local areas) to capture larger market share Use to increase market share by targeting customers in local towns Local Media Commercials of products to establish familiarity with operations Television Advertisements of Mabe’s product line integrated in model homes Social Media Incorporate Mabe Logo to increase public presence Physical Media Local entertainment channels to target the youth Stations Daytime Programming Time Targets majority of youth on internet Age Integration of model home appliances appeals to youth Content Public Areas: Local Parks, Shopping Centers, etc… Locations The Mabe logo on billboards encourages local brand recognition Content Incorporation of local media campaign targeting the new youth demographic will increase market penetration E
• 20. Moving forward
• 21. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 20 • 18% Growth Rate • Risks: Low discretionary income, not culturally- familiar to the firm Why we should stick with the Russians Russia China India • 4% Growth Rate (Possibly higher with acquisitions) • Risks: Locals still resent foreign firm intrusion • Benefits: • 10% Growth Rate • Risks: Extreme competition, no first mover advantage, low discretionary income - 1 2 3 4 5 6 2013 2014 2015 Millions Emerging Markets Revenue Projections Russia India China - 1 2 3 4 5 6 2013 2014 2015 Millions Emerging Markets Revenue Projections Russia India China - 1 2 3 4 5 6 2013 2014 2015 Millions Emerging Markets Revenue Projections Russia India China 4% 10% 18%
• 22. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 21 In order to address Mabe’s concerns and gain global competitiveness from Russia, we will target 3 key areas of development Seize market share/access to local manufacturing through acquisitions Appeal to the Russian working culture AND consumer culture Develop a “market scorecard” to help assess future market entries • Candy and Miel (~5%) • Take advantage of low manufacturing costs/regulation • Ad campaign to be run locally • Distribution channel that is more local than regional distributors? • Focus on quantitative AND qualitative factors • Composed of internal experts instead of external newbees
• 23. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 22 A five year plan should include these steps to secure Mabe’s future in the global appliance market Year 1 Year 2 Year 3 Year 4 Year 5 Acquire Miel and Candy Switch distribution channels Assess new markets with scorecard Begin local manufacturing Run local ad campaign
• 24. Appendix a. Market Size Projections b. Income/Revenue Projections c. Balance Sheet Projections
• 25. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 24 A. Market Size Projections Market Size (units) '05-'10 CAGR 2011 2012 '11-'12 CAGR 2013 2014 2015 China 10% 114,926,187 126,808,111 4% 131,880,436 137,155,653 142,641,879 India 18% 15,778,473 18,573,298 4% 19,316,230 20,088,879 20,892,434 Russia 3% 12,933,784 13,278,939 4% 13,810,097 14,362,501 14,937,001 Model Drivers Russia Acquisition! Market Share % 3.00% 4.00% 4.90% 10% 12% 14% Market Share $ 0 517,351 650,668 1,381,010 1,723,500 2,091,180 Sales 70,000,000 80,000,000 14% 176,000,000 197,120,000 224,716,800 Average Purchase $ 135.30$ 122.95$ 127.44$ 114.37$ 107.46$ India Market Share % 3.00% 1.00% 2.00% 4.00% 6.00% 8.00% Market Share $ - 157,785 371,466 772,649 1,205,333 1,671,395 Sales 21,348,993 45,671,947 98,468,718 137,856,206 179,606,942 Average Purchase $ 135.30$ 122.95$ 127.44$ 114.37$ 107.46$ China Market Share % 3.00% 0.50% 1.00% 1.50% 3.00% 4.00% Market Share $ - 574,631 1,268,081 1,978,207 4,114,670 5,705,675 Sales 77,750,188 155,911,284 252,108,546 470,602,620 613,127,984 Average Purchase $ 135.30$ 122.95$ 127.44$ 114.37$ 107.46$ Key Assumptions • All three markets normalize to a 4% growth rate after 2012 • Russian acquisition helps to double market share (from ~5% to 10%)
• 26. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 25 B. Income/Revenue Projections Key Assumptions • Mabe revenue growth rate of 4% • Russian market is fully recovered from global financial crisis by 2014 • Cost of Goods Sold increases at half the rate of revenue growth (2%). • In order to be conservative, we expect a small currency loss growing 1% each year. Income Statement Model Drivers December 31st (000s USD) '06-'08 CAGR 2009 2010 2011 2012 '09-'012 Average '09-'012 CAGR 2013 2014 2015 '13-'15 Average '13-'15 CAGR Total Revenue 3.86% 3,540,995 3,682,635 3,829,940 3,983,138 3,759,177 4.00% 4,142,463 4,308,162 4,480,488 4,310,371 4.00% YOY % Change #NUM! 3.85% 3.85% 3.85% 3.85% 3.85% Cost Of Goods Sold 1.18% 2,549,642 2,600,635 2,652,648 2,705,700 2,627,156 2.00% 2,759,814 2,815,011 2,871,311 2,815,379 2.00% YOY % Change 1.96% 1.96% 1.96% 1.96% 1.96% Gross Profit 12.55% 991,353 1,082,000 1,177,293 1,277,437 1,132,021 8.82% 1,382,649 1,493,151 1,609,177 1,494,993 7.88% Selling General & Admin Exp. 17.74% 710,412 738,828 768,381 799,116 754,184 4.00% 831,081 864,324 898,897 864,767 4.00% Operating Income 0.06% 280,942 343,172 408,912 478,321 377,837 19.41% 551,568 628,827 710,280 630,225 13.48% YOY % Change 18.13% 16.08% 14.51% 12.29% 11.47% Interest Expense 3.07% -90,272 -93,883 -97,638 -101,544 -95,834 4.00% -105,605 -109,830 -114,223 -109,886 4.00% Interest and Invest. Income -3.06% 12,112 12,596 13,100 13,624 12,858 4.00% 14,169 14,736 15,325 14,743 4.00% Net Interest Exp. -4.17% -78,208 -81,336 -84,590 -87,973 -83,027 4.00% -91,436 -95,094 -98,898 -95,143 4.00% Currency Exhange Gains (Loss) 329.38% 10,000 10,100 10,201 10,303 10,151 1.00% 10,406 10,510 10,615 10,510 1.00% YOY % Change 0.99% 0.99% 0.99% 0.99% 0.99% Other Non-Operating Inc. (Exp.) -53.09% -7,072 -7,355 -7,649 -7,955 -7,508 4.00% -8,273 -8,604 -8,948 -8,609 4.00% Income Tax Expense -11.49% 28,261 29,391 30,567 31,790 30,002 4.00% 33,061 34,384 35,759 34,401 4.00% Net Income to Company -62.55% 177,401 235,190 296,307 360,906 267,451 26.71% 429,203 501,255 577,290 502,583 15.98% YOY % Change 24.57% 20.63% 17.90% 14.37% 13.17%
• 27. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 26 C. Balance Sheet Projections Balance Sheet December 31st (000s USD) '06-'08 CAGR 2009 2010 2011 2012 '09-'012 Average '09-'012 CAGR 2013 2014 2015 '13-'15 Average '13-'15 CAGR ASSETS Cash And Equivalents 17.22% 213,078 221,601 230,466 239,684 226,207 4.00% 249,271 259,242 269,612 259,375 4.00% Total Cash & ST Investments 17.22% 213,078 221,601 230,466 239,684 226,207 4.00% 249,271 259,242 269,612 259,375 4.00% Accounts Receivable 1.22% 949,285 987,256 1,026,747 1,067,816 1,007,776 4.00% 1,110,529 1,154,950 1,201,148 1,155,543 4.00% Other Receivables 0.00% 22,789 22,789 22,789 22,789 22,789 0.00% 22,789 22,789 22,789 22,789 0.00% Total Receivables 2.48% 972,074 1,010,045 1,049,536 1,090,605 1,030,565 3.91% 1,133,318 1,177,739 1,223,937 1,178,332 3.92% Inventory 14.33% 550,463 561,473 572,702 584,156 567,199 2.00% 595,839 607,756 619,911 607,836 2.00% Prepaid Exp. -24.95% 7,477 7,776 8,087 8,410 7,937 4.00% 8,747 9,096 9,460 9,101 4.00% Total Current Assets 7.30% 1,743,092 1,800,895 1,860,790 1,922,856 1,831,908 3.33% 1,987,175 2,053,834 2,122,921 2,054,643 3.36% Net Property, Plant & Equipment 2.20% 725,869 747,645 770,074 793,176 759,191 3.00% 816,972 841,481 866,725 841,726 3.00% Goodwill -8.97% 160,276 157,071 153,929 150,851 155,532 -2.00% 147,834 144,877 141,979 144,897 -2.00% Other Long-Term assets 32.02% 378,383 393,519 409,259 425,630 401,698 4.00% 442,655 460,361 478,775 460,597 4.00% Total Assets 7.07% 3,007,620 3,099,129 3,194,053 3,292,513 3,148,329 3.06% 3,394,636 3,500,553 3,610,401 3,501,863 3.13% LIABILITIES Accounts Payable 4.60% 1,009,708 1,029,902 1,050,500 1,071,510 1,040,405 2.00% 1,092,941 1,114,799 1,137,095 1,114,945 2.00% Accrued Exp. -16.37% 3,364 3,499 3,639 3,784 3,572 4.00% 3,936 4,093 4,257 4,095 4.00% Short-term Borrowings 242.76% 657,006 676,716 697,018 717,928 687,167 3.00% 739,466 761,650 784,500 761,872 3.00% Curr. Income Taxes Payable 19.85% 50,989 53,029 55,150 57,356 54,131 4.00% 59,650 62,036 64,518 62,068 4.00% Other Current Liabilities 4.31% 14,130 14,696 15,284 15,895 15,001 4.00% 16,531 17,192 17,880 17,201 4.00% Total Current Liabilities 29.47% 1,735,198 1,777,842 1,821,590 1,866,474 1,800,276 2.46% 1,912,523 1,959,771 2,008,249 1,960,181 2.47% Long-Term Debt -23.51% 446,419 464,276 482,847 502,161 473,926 4.00% 522,247 543,137 564,862 543,415 4.00% Pension & Other Post-Retirment Benefits -12.39% 113,492 118,032 122,753 127,663 120,485 4.00% 132,770 138,080 143,604 138,151 4.00% Def. Tax Liability, Non-Curr. 20.00% 41,419 43,076 44,799 46,591 43,971 4.00% 48,454 50,393 52,408 50,418 4.00% Other Non-Current Liabilities 10.06% 99,511 103,492 107,631 111,937 105,643 4.00% 116,414 121,071 125,914 121,133 4.00% Total Liabilities 9.00% 2,436,040 2,506,717 2,579,621 2,654,825 2,544,301 2.91% 2,732,409 2,812,452 2,895,037 2,813,299 2.93% Common Stock -1.73% 525,537 516,453 507,525 498,751 512,066 -1.73% 490,130 481,657 473,330 481,706 -1.73% Minority Interest #NUM! 17,110 17,110 17,110 17,110 17,110 0.00% 17,110 17,110 17,110 17,110 0.00% Total Equity -0.17% 571,581 592,412 614,432 637,687 604,028 3.72% 662,227 688,101 715,364 688,564 3.93% Total Liabilities And Equity 7.07% 3,007,620 3,099,129 3,194,053 3,292,513 3,148,329 3.06% 3,394,636 3,500,553 3,610,401 3,501,863 3.13% Key Assumptions: Most items growing at the rate of revenue (4%), Inventory/Accounts payable (2%), Investment in PPE (3%)
• 28. © 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 304443 The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.

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Digital Transformation

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Overview Of KPMG Digital Transformation Strategy Comprehensive Guide To KPMG Strategy SS

This slide covers introduction to digital transformation strategy of KPMG company. The purpose of this template is to provide an overview on important KPMG areas for digital transformation. It also includes KPMG digital transformation objectives such as addition of new digital capabilities, building new digital product services, creating digital business model, etc.

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This slide covers introduction to digital transformation strategy of KPMG company. The purpose of this template is to provide an overview on important KPMG areas for digital transformation. It also includes KPMG digital transformation objectives such as addition of new digital capabilities, building new digital product services, creating digital business model, etc.Deliver an outstanding presentation on the topic using this Overview Of KPMG Digital Transformation Strategy Comprehensive Guide To KPMG Strategy SS. Dispense information and present a thorough explanation of Product Development, Customer Experience, Customer Channels using the slides given. This template can be altered and personalized to fit your needs. It is also available for immediate download. So grab it now.

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July 19, 2023

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