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1、 Thepossibilities 2 AboutDeloitte DeloitteAustralia 800m revenuein20105 400staffmemberswith400 PartnersKeyareasofbusiness AuditTaxConsulting S O EIM Online HC RiskServices ForensicDeloittePrivateDeloitteGloballyLargestontheplanetHeavyfocusonaudit 28b revenuein2010170countries180 000employees 3 About
2、Deloitte Ourbusinessmodel Weselltime We vesoldtimefor100years We regoodatit AbriefhistoryofDeloitte Whyinnovation BECAUSEINNOVATIONDRIVESSUSTAINABLEGROWTH THE3HORIZONMODEL SHAREHOLDERRETURN BreakthroughinnovationDYNAMICGROWTH OperationalPlan StrategicPlan SustaininginnovationHISTORICALGROWTH Failure
3、togrow HORIZON3 TheBusinesstheDayAfterTomorrowNewbusinesses products services marketsbeyondthecore HORIZON2 TheBusinessofTomorrowNewproducts services businessmodelstoextendthecorebusiness HORIZON1 TheBusinessofTodayProcessoptimisation product serviceextensionswithinthecorebusiness Thebusinessoftoday
4、mustevolveandgrowtobecomethebusinessoftomorrowSustaining incremental innovationallowsthebusinessoftomorrowtomaintainrelativepositionBreakthrough radical innovationgivessustainablecompetitiveadvantageStrategy systemsandprocesscanbuildcapabilityforbothtypesofinnovation Ourinnovationprocess Trendsinthe
5、marketplace Ourproblemsareouropportunities We vegotsomeproblemsDeloitteisinahighlycompetitiveindustrywithcompetitorswithlittledifferentiationotherthanpricewhichreducesmarginssignificantlyLowbarrierstoentry staffleaveDeloitteandtaketheir ourIPtoformspinofffirmsthataremorenimblethanDeloitteCompetition
6、fromoff shorefirmsfor body shopping workThefirmalreadyboastsmostofthetop100businessesinAustraliaasclientssotogrowweneedtoeithergrowtheseaccounts gobacktothewell oropennewmarkets orboth Traditionallyourservicesaresoexpensivethatonlythetopendoftowncanaffordourservicesandwecan tgointolowerendsofthemark
7、etprofitablyThereisawarfortalentwhichmeansthebestaregettingmoreexpensiveandlessavailableMoreandmoreofourinnovationsaretechnologyfocusedWe reseeingtheentryoflowcost doityourselfaccountingplatformslikeXero checkitout Ourbusinessmodeleffectivelydoesnotscale Wecan tmakemoneywhilewesleep 8 Ourproblemsare
8、ouropportunities SoDeloitteneedsto Findawaytotapintoalternativesourcesofrevenue GrowmarketshareinnewandadjacentbusinessservicesFindwaystoprovidebroad completeserviceofferingacrossthebusinesslifecycleEnternewmarketsthatcouldnotusuallyaffordthequalityofDeloitte sIntellectualpropertyDeloitte sstrengths
9、 CustomerrelationshipsBrandinthebusinesscommunitySizeandscaleNegotiatingpowerAbilitytopartner andacquire LeadershipandabilitytotryinnovativebusinessmodelMediamanagement 9 Theobjective DeliverourIPonline Deloittebelievesthatonlinedeliveryofservicescouldbeawaytocapitaliseontheseopportunities Yourobjec
10、tiveistotellDeloitte HowcanDeloitteAustraliabecomerecognisedasthegloballeaderindeliveringprofessionalservicesonline 11 Thepossibilities Howtowinthisthing DeloitteasksyoutorecommendhowtheFirmcanachieveitsobjectivewiththekeyconsiderationsinmind Teamrecommendationsshouldcomeintheformofaproposalforinves
11、tmentfromtheDeloitteAustraliaExecutive ThebestrecommendationswillincludeanunderstandingofDeloitte s BusinessmodelandcultureThetrendsthatdrivesDeloitteanditsclientsAvisionforonlinedeliveryofprofessionalservicesYourrecommendationsmayaddresssomeofthefollowingquestions a WhatproductsorservicesshouldDelo
12、itteofferonline b HowwouldDeloittemarketitsonlineofferingandproducts whatwouldit sbranding gotomarketstrategybe c Persona softhelikelybusinessesandindividualsthatwouldbeclientsofDeloitte sonlineproductsandservices d WhatwouldDeloitte sonlinewebsite presenceoffer e WouldDeloittehaveaphysicalshopliket
13、heMicrosoftorApplestores f HowshouldDeloittestructurethispartofthefirmintermsofstaffandleadership individualBUorintegrated g HowwouldthispartofthebusinessreporttoDeloitte sexecutive howwoulditbemeasured 13 What sthecatch Keyconsideration 1 AsaproviderofauditengagementsDeloittemustbeanindependentadvi
14、sortoauditclientsandhasstrictregulationsonwhichorganisationsandindividualsitmayprovideadvisoryandonlineservicesto Formoreinformationsee http en wikipedia org wiki Auditor independence 15 Keyconsideration 2 Deloitte scultureiscentredaroundprovidingservicesratherthanproducts Theshiftfrominfinitelycust
15、omisableservicestoproductsisalargeparadigmshiftforDeloitte ThisisespeciallytruewhenconsideringhowDeloittedevelopsproducts whenareturnisexpectedandthelifecycleofaproduct ImmediateprofitversuslongtermbenefitsChangingfromproductswillrequireworkinhowDeloitteMonitorsindependenceandconflictsHowDeloittetra
16、ditionallysellsit sservicesThelegalsetupThetermsandconditionsDeloitteusesTheaccountingpracticesusedHowrevenueisrealised 16 Keyconsideration 3 17 Deloittesharesaglobalnamebutnotaglobalbusiness SimilartoafranchisemodelRegulationsexistoverterritoryLegalstructuresaredifferentMoreauditfocusedDifferentleadership Keyconsideration 4 18 DeloitteisapartnershipDeloitte sappetiteforbothlegalandfinancialriskislimitedReputationisnumber1Recommendationsareencouragedtoconsiderlowriskwaystoachievetheobjective Cer
