197毕马威--全套内部培训教程8个文件(如何写建议书)_KPMG全套内部培训教程5
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197毕马威--全套内部培训教程8个文件(如何写建议书)_KPMG全套内部培训教程7
Refer to OFS for guidance/themes When in doubt, ask Proposal Manager Again, don’t assume anything
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
Creating Effective Proposals
Proposal Writing -- General Rules
CONSULTING
Proposal Writing
A Quotation for All Writers
“IF I HAD MORE TIME, I WOULD HAVE WRITTEN A
depend on organization and punctuality
CONSULTING
Proposal Writing
Understanding RFP Compliance
Read the RFP BEFORE you start writing
Understand what is required in your section(s) Pay close attention to the RFP “evaluation criteria”
Compliance Example
CONSULTING
Requirement:
Vendor will be responsible for system performance tuning.
Non-Compliant:
“KPMG will conduct system performance tuning.”
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
Creating Effective Proposals
Proposal Writing -- General Rules
CONSULTING
Proposal Writing
A Quotation for All Writers
“IF I HAD MORE TIME, I WOULD HAVE WRITTEN A
depend on organization and punctuality
CONSULTING
Proposal Writing
Understanding RFP Compliance
Read the RFP BEFORE you start writing
Understand what is required in your section(s) Pay close attention to the RFP “evaluation criteria”
Compliance Example
CONSULTING
Requirement:
Vendor will be responsible for system performance tuning.
Non-Compliant:
“KPMG will conduct system performance tuning.”
KPMG全套内部培训教程2
目录•KPMG介绍与企业文化•审计基础知识与技能•税务筹划与合规管理•企业内部控制与风险管理•财务分析与决策支持•行业前沿动态与趋势分析KPMG介绍与企业文化KPMG历史与发展创立初期01KPMG起源于19世纪的荷兰，由Piet Klynveld、Johann Plenk、Jrgen Peat和Franz WilhelmDeutz四人创立。
国际化进程0220世纪初，KPMG开始国际化进程，逐渐在全球范围内建立分支机构。
合并与重组03历经多次合并与重组，KPMG逐渐壮大，成为国际知名的会计师事务所之一。
诚信为本客户至上始终将客户的需求放在首位，提供优质的服务和解决方案。
团队协作倡导团队协作，鼓励员工之间互相支持、共同进步。
KPMG强调诚信为企业文化的基础，要求员工保持高度的道德标准和职业操守。
追求卓越不断追求卓越，致力于提高服务质量和客户满意度。
企业文化与价值观审计服务提供财务报表审计、内部控制审计、合规审计等服务。
税务咨询为企业提供税务筹划、税务申报、税务争议解决等咨询服务。
财务管理咨询协助企业优化财务管理流程、提高财务管理水平。
企业并购服务为企业并购提供尽职调查、交易结构设计、估值等服务。
其他专业服务包括风险管理咨询、信息技术咨询、人力资源咨询等。
业务领域及专长审计基础知识与技能审计概念、目的和原则审计概念01审计是一种独立、客观的鉴证和咨询活动，旨在增加价值和改善组织的运营。
它通过系统化、规范化的方法，对组织的风险管理、控制和治理过程进行评估和改善。
审计目的02审计的主要目的是提供独立的保证和咨询服务，帮助组织实现其目标。
具体而言，审计旨在评估财务报表的公允性、合规性和一致性，以及内部控制的有效性和风险管理的适当性。
审计原则03审计遵循独立性、客观性、公正性、保密性、专业胜任能力和应有的职业关注等原则。
这些原则确保了审计师能够提供高质量的审计服务，维护公众对财务报表的信心。
审计程序包括计划阶段、实施阶段和报告阶段。
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
毕马威内部培训教程(如何写建议书)5
Managing Directors BDMs Senior Managers/Proposal Managers Experienced Proposal Team Members
CONSULTING
KPMG Proposal Process
No Established Official Process Yet Today’s Program Focuses on What Makes a Good Proposal Future Program Will Focus on Improving the Process
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
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:
CONSULTING
KPMG Proposal Process
No Established Official Process Yet Today’s Program Focuses on What Makes a Good Proposal Future Program Will Focus on Improving the Process
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
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:
KPMG全套内部培训教程(1-5)全套
Better, faster, cheaper
Impresses evaluators Provides tangible value
Proposal Basics
What Makes a Bad Proposal?
Hard to understand/hard to score Not responsive and non-compliant Fails to demonstrate competence Solves the wrong problem Offers an unproven or risky solution Not differentiated from the competition Claims are not believable Grammatical errors/general sloppiness
Preparing and Writing III
CONSULTING
Work Through Each Section Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
CONSULTING
The Big Picture
Proposal Basics
“The obvious is obvious… only after it’s obvious”
CONSULTING
Proposal Basics
What Makes a Good Proposal?
CONSULTING
CONSULTING
Impresses evaluators Provides tangible value
Proposal Basics
What Makes a Bad Proposal?
Hard to understand/hard to score Not responsive and non-compliant Fails to demonstrate competence Solves the wrong problem Offers an unproven or risky solution Not differentiated from the competition Claims are not believable Grammatical errors/general sloppiness
Preparing and Writing III
CONSULTING
Work Through Each Section Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
CONSULTING
The Big Picture
Proposal Basics
“The obvious is obvious… only after it’s obvious”
CONSULTING
Proposal Basics
What Makes a Good Proposal?
CONSULTING
CONSULTING
197毕马威--全套内部培训教程8个文件(如何写建议书)_KPMG全套内部培训教程6
Bad Theme:
“KPMG is unquestionably the best of the Big Five companies.”
CONSULTING
Proposal Process
First Draft (Blue Team) Review
Checkpoint for Partner/BDM/Proposal Manager Limited to proposal contributors only Draft should be complete, but can be rough in spots Focus on identifying serious weaknesses and
CONSULTING
Proposal Process
Why We Need Themes
Picture the mindset of the customer:
I don’t know who KPMG is I don’t know KPMG’s capabilities I don’t know KPMG’s related/relevant experience I don’t know your past performance I don’t know your technical approach I don’t know your management style I don’t know what you’re selling
Proposal Manager
– Day-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks and overall proposal quality; owns the proposal creation process; works with Partner to create themes.
“KPMG is unquestionably the best of the Big Five companies.”
CONSULTING
Proposal Process
First Draft (Blue Team) Review
Checkpoint for Partner/BDM/Proposal Manager Limited to proposal contributors only Draft should be complete, but can be rough in spots Focus on identifying serious weaknesses and
CONSULTING
Proposal Process
Why We Need Themes
Picture the mindset of the customer:
I don’t know who KPMG is I don’t know KPMG’s capabilities I don’t know KPMG’s related/relevant experience I don’t know your past performance I don’t know your technical approach I don’t know your management style I don’t know what you’re selling
Proposal Manager
– Day-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks and overall proposal quality; owns the proposal creation process; works with Partner to create themes.
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
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
kpmg全套内部_培训教程3
kpmg全套内部_培训教程3
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
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
谢谢！
graphics
What Graphics Represent
• Architectures (1-3)
– Technical diagrams, network topologies, etc.
• Processes and Methodologies (4-9)
– Management procedures, testing processes, KPMG methodologies, etc.
Tips and Pointers
• Clear Message (12) • 5 - 7 Second Test (15) • Flow and Entry Point (5)
– Left-to-right, top-to-bottom, or center out
• Organization (2) • Balance/Symmetry (6, 10) • Appropriate Size (2, 8, 16) • Use Shading to Provide Contrast (1, 8)
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
• Carl Rosenblatt • BDST Manager, Public Services • Tyson’s Tower • 703 747-6508
谢谢！
graphics
What Graphics Represent
• Architectures (1-3)
– Technical diagrams, network topologies, etc.
• Processes and Methodologies (4-9)
– Management procedures, testing processes, KPMG methodologies, etc.
Tips and Pointers
• Clear Message (12) • 5 - 7 Second Test (15) • Flow and Entry Point (5)
– Left-to-right, top-to-bottom, or center out
• Organization (2) • Balance/Symmetry (6, 10) • Appropriate Size (2, 8, 16) • Use Shading to Provide Contrast (1, 8)
毕马威内部培训教程(如何写建议书)1
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
Explicit Messages Person, Present Tense,
Positive/Confident (but not arrogant) Tone Avoid Adverbs and Overblown Writing Utilize Summary Graphics
Create Text Adapt Proposal Text (minimize direct lifts) Write Introductions, Linkages, Closing Points
Editing and Revisions
Ensure Good Draft for Red Team Review Seek BDM Review Seek Sr. Manager/Partner Review Don’t Skip Editor Fine Tune Continuously
CONSULTING
Preparing and Writing I
First Steps
Read the RFP/Opportunity Fact Sheet Review Proposal Discriminators and Themes Analyze Proposal Learn Customer ‘Hot Buttons’ Review Other Executive Summaries
毕马威内部培训教程如何写建议书4
Massachusetts, Amherst has initiated a broad
review of
its administrative systems, resulting in the
selection of
the PeopleSoft Student Administration
System .
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
CONSULTING
ห้องสมุดไป่ตู้
Proposal Writing
Proposal Tense
Creating Effective Proposals
Proposal Writing -- Guidelines and Hints
CONSULTING
Proposal Writing
Re-using Material
Reusable Material -- text or graphics from previous proposals that address similar requirements
Proposal Writing
Proposal Tone
Begin sentences with the client's concern Show understanding and empathy of that concern
- prove that you know the client (names, sites, systems)
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CONSULTING
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
Focus on Opportunity and Proposal Support
Proposal development/ management assistance
Engagement content development
Maintain online repositories; respond to ad-hoc inquiries
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:
Carl Rosenblatt Public Services 703 747-6508
Sharon Long Comm & Content
703 747-5490
Nancy Vetter Health Care 317 951-2420Leabharlann Denise Lee CIM
703 747-7798
Mark Bowerman Knowlege Center
CONSULTING
Business Development Support Team (BDST)
Organized and Managed by Industry
Proposal Managers
Proposal Writers
Proposal Coordinators/Analysts
Backed up by Knowledge Center
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!
610 263-7087
Greg Ralph Financial Services
212 954-6213
Jennifer Uyeda High Tech
650 404-4836
CONSULTING
Presenter
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
Managing Directors BDMs Senior Managers/Proposal Managers Experienced Proposal Team Members
CONSULTING
KPMG Proposal Process
No Established Official Process Yet Today’s Program Focuses on What Makes a Good Proposal Future Program Will Focus on Improving the Process
CONSULTING
Goal: Improve the quality and reduce the time and effort needed to respond to our clients.
CONSULTING
BDST Points of Contact
Ed Courtney Director
610 263-7141
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
Focus on Opportunity and Proposal Support
Proposal development/ management assistance
Engagement content development
Maintain online repositories; respond to ad-hoc inquiries
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:
Carl Rosenblatt Public Services 703 747-6508
Sharon Long Comm & Content
703 747-5490
Nancy Vetter Health Care 317 951-2420Leabharlann Denise Lee CIM
703 747-7798
Mark Bowerman Knowlege Center
CONSULTING
Business Development Support Team (BDST)
Organized and Managed by Industry
Proposal Managers
Proposal Writers
Proposal Coordinators/Analysts
Backed up by Knowledge Center
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!
610 263-7087
Greg Ralph Financial Services
212 954-6213
Jennifer Uyeda High Tech
650 404-4836
CONSULTING
Presenter
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
Managing Directors BDMs Senior Managers/Proposal Managers Experienced Proposal Team Members
CONSULTING
KPMG Proposal Process
No Established Official Process Yet Today’s Program Focuses on What Makes a Good Proposal Future Program Will Focus on Improving the Process
CONSULTING
Goal: Improve the quality and reduce the time and effort needed to respond to our clients.
CONSULTING
BDST Points of Contact
Ed Courtney Director
610 263-7141