Business scenario All

Business scenario 1

A big industrial manufacturer received a negative internal audit opinion on all credit notes: sales discounts, sales bonuses, product returns since not been able to provide evidence that internal policy for credit note approval has been respected. Auditors gave 1 year to correct. The chief controller needed to find fully compliant solution, implement it and achieve tangible results in less than 1 year, unless severe sanctions for the top management could occur.

Business scenario 2

A big pharmaceutical company expected a audit concerning FCPA (Foreign Corruption Practice Act) application in respect of marketing Events for physicians. The heavy regulatory compliance requires multiple verifications, building an event file with supporting documents and obtaining a big number of signatures, thus proving that no corruption of physicians occur during marketing Events. The process is very heavy and takes a very significant time. Events were usually prepared without respecting the procedure because of lack of automated system and a shortage of time. FCPA audits are done by independent ex-prosecutors and failing to meet an audit may result in severe negative impact on the corporation and sanctions for the management.

Business scenario 3

A big pharmaceutical company saw prices going down due to change in government disbursement policy. It was necessary to find immediate savings from discretionary expenses in order to compensate. The finance director identified the travel expense, taxi, marketing events and non-trade purchases as an opportunity to make significant savings. The issue was that implementing a system takes usually more than one year, however the savings were needed in the current financial year to keep meeting financial objectives.

Business scenario 4

A big Equipment manufacturer encountered the issue of non respecting deadlines for submission of offers to customers due to time consuming documentation preparation and many steps in offer approval. Very often the Sales Director was not aware what is the current pipeline of offers in course of preparation and what is the hit rate. The project managers and sales force had a difficulty of setting price due to launch of statistics from previous tenders. A quick result was needed in respect of the slow down of demand and tightened competition resulting from the economic downturn.

Business scenario 5

A Finance Director fearing the impact of the economic slowdown wandered how to start controlling discretionary cost. The company had a very well structured purchasing organization and system in respect of trade purchases, while non-trade purchases were done directly by employees without any preliminary approval and offers gathering. The target was to have the results in the current financial year while implementing a new system usually requires many months and significant upfront investment.

Business scenario 6

The accounting outsourcing becomes more and more competitive industry with prices going down while salary inflation keeps rising year over year. Margins are deteriorating every year and keeping profitability stable becomes a hard challenge.

Business scenario 7

The biggest issue for the Business Development Director was to differentiate from other providers, since everyone in the industry performs the service the same way. The only differentiation is the lower price. But also presumably reduce costs so as to maintain margin

Last Updated on Tuesday, 31 January 2012 10:29

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