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Kpmg Analysis

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Kpmg Analysis
An overview of what the company does its history and its product/service range

KPMG is a multinational leading professional services firm, which deals with both audit and tax with over 10,000 partners and staff. They have achieved a vast amount of awards for both employment and health and safety, and this in turn reflects their dedication to excellence in their services. In 2008, KPMG merged with other firms in Europe, which formed KPMG Europe LLP. This therefore makes the company the largest integrated accountancy firm in Europe, with the headquarters based in Frankfurt. KMPG has a wide range of human resources, and these results in a diverse and highly skilled workforce. Furthermore, it can be seen that KPMG treat their workforce as an intangible resource, and this contributes to the firm’s competitive position.

KPMG deal with three key areas: audit, tax and pensions and advisory. Their audit department deals with decision making within capital markets (KPMG, 2011 p.1). Therefore, they provide a service to stakeholders, by ensuring that they are able to independently audit organizations. Their tax and pensions function helps individual organizations to reduce their tax burden and to ensure they meet the highest levels of compliance. Therefore, this involves key areas such as corporate reputation, pensions, and effective tax rates. Finally, they offer advisory support, which supports businesses through their business life cycle. This therefore helps and encourages firms to develop within regulatory environments.
An analysis of the firm’s macro-environment

Table 1: PEST analysis
Political
Increased governmental regulation.
Increased taxes reducing consumer spending and corporate spending.
Focus on environmental governance for example: environmental auditing.

Economic
Difficult and restrictive economic times.
Businesses closing down on the UK high street.
Unstable economic times, which has resulted in an increased focus on the



References: Barney, JB (1991) ‘Firm resources and sustained competitive advantage’. Journal of management, 17 (1) pp. 99-120. Department of justice (2007) ‘KPMG to pay $456 million for criminal violations in relation to largest ever tax shelter fraud case’ [online] (eds) Concepts and Issues in Administrative Behavior. Prentice-Hall, Englewood Cliffs, NJ, 1962. Henry, AE (2007) ‘Understanding strategic management’. Oxford University Press: Oxford. KPMG (2011) ‘What we do’ [online] http://www.learnmarketing.net/porters.htm [Accessed 21.03.11] Porter, ME (1998) ‘On competition’ Pucik, V (1988) ‘Strategic alliances, organizational learning, and competitive advantage: the HRM agenda’. Human resource management, 27 (1) pp.1-16. Schein, EH (2010) ‘Culture and leadership’ Schoemaker, PJH (1995) ‘Scenario planning: a tool for strategic thinking’. Sloan management review, 36 (2) pp.25-32. Van der Heijden, K Wilson, Purushothaman (2003) ‘Dreaming with BRICS: the path to 2050’. Global economics paper 99, [online]. Available from: - http://antonioguilherme.web.br.com/artigos/Brics.pdf [Accessed 20.03.11].

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