TYPES OF SERVICES:

Deloitte member firms offer services in the following functions, with countryspecific variations on their legal implementation (i. e., all operating within a single
company or through separate legal entities operating as subsidiaries of an umbrella
legal entity for the country). The 2014 revenue shares are listed in parentheses.[2]

Audit (30%): Provides the organization's traditional accounting and audit

services, as well as internal auditing and IT control assurance.[30]

Consulting (33%): Assists clients by providing services in the areas

of enterprise applications, technology integration, strategy & operations,human
capital, and short-term outsourcing.[31]

Financial Advisory (9%): Provides corporate finance services to clients,

including dispute, personal and commercial bankruptcy, forensics, e-discovery,
document review, advisory, capital projects consulting and valuation services.
[32][33]

Enterprise Risk (9%): Provides offerings in enterprise risk

management, information security and privacy, data quality and integrity,
project risk and business continuity management.[34]

Tax (19%): Helps clients increase their net asset value, undertake the
transfer pricing and international tax activities of multinational companies,
minimize their tax liabilities, implement tax computer systems, and provides
advisory of tax implications of various business decisions.[35]

Opportunities:

Change in economic and business environment

The changing world economic and business environment creates opportunities for
major consulting firms to help clients with global competitive and environmental
challenges. These include the following:
o
o
o
o
o
o
o
o
o
o

Tougher competition
Consolidation, mergers, acquisitions and divestitures
Growing awareness of business risk
Increasing regulation, but also deregulation in other areas
Growing public sector
Increasing globalization
Requirements for sustainability
Pursuit of agility
Growth of emerging economies
Growth of digital economy

The strengths discussed earlier mean that deloitte is well positioned to capitalize in
these opportunities if it chooses. Its own relative success in stemming serious
revenue loss during the economic crisis allows it to lead by example, especially
for clients that are themselves in services industries.

Green agenda
The whole green agenda is a major opportunities for deloitte . It has a trusted
brand and approaches this issue from a serious business perspective, being seen to
be on the same side s business and yet with sound credentials and skill in areas
such as carbon emissions trading. The services required for this opportunity sit
comfortably with an accounting and business consulting heritage such as deloitte
has. Businesses know they have to do something and will turn to trusted advisors
to help them. Thus, deloitte has invested in market offerings and recruitment for
sustainability services. Green IT is only a minor part of this because it affects
only a small proportion of business costs and environmental impact is on the wider
business; therefore, business-led firms have a strong advantage in this field.

National infrastructure investment and reaction to

the global financial crisis:
The need for, and investment in, national, government and physical
infrastructure in countries around the world is a major opportunity for firms with
breadth of capability like deloitte. Right now, much of this investment is driven by
the many stimulus packages from governments. But the initiatives will likely
outlive the financial crisis and its aftermath. The need for renewed and smarter
infrastructure energy supply, transportation networks, and telecommunications
exists in mature economies, as well as emerging ones.
The global financial and economic crisis has also been accompanied by visible
financial scandals, law violations and business failures, all of which have
highlighted the need for risk management, compliance initiatives, and global
regulation or agreements, such as IFRS. A firm like deloitte is able to exploit this
opportunity by consulting to all participants, starting with that investigation the
problems and progressing to the governments regulating them and then the
enterprises forced to implement new rules. To capitalize on the opportunity,
deloitte will, in some cases at least, need to communicate its strengths in this area
to all the relevant stakeholders in such infrastructure.
Forward looking new initiatives, such the institute for large scale innovation , put
deloitte in a position to create new opportunities for itself rather than just bidding
for work.

Pattern-based strategy:
Garter has identified the need for enterprises to adopt an approach to management
and strategy based on pattern seeking (see the recommended reading section).
Firms like deloitte , with a strongly fact-based and numerate culture, used to
dealing with complex, tough and cross-disciplinary problems or opportunities,
should be able to build excellent business from this. On the whole deloitte could
exploit some real relative advantages here.

Midmarket penetration:
Deloitte already has excellent penetration in this segment. It reports that outside the
U.S., 70% of its total revenue comes from small and midsize businesses (SMBs),
and in the U.S., 61% comes from SMBs. The local county-based audit practices
further and some of deloittes innovations such as deloitte research into midmarket
business. In Australia, deloitte is alredy experimenting with solution offering based
on software as a service for SMB clients.

Other high-growth sectors:

Other high-growth sectors that represent good opportunities for deloittes business
consulting include sovereign wealth funds and the public sector worldwide. In the
longer term, the health services industry will offer good potential.
Among service lines, enterprise cost reduction presents obvious demand now but
will remain strong in the long term. Deloitte has good credibility in this area. For
similar reasons, consulting related to cash and liquidity continues to be an
opportunity.

Threats
More-Focused Competitors from IT Heritage
Deloitte is to some extent vulnerable to more-focused IT services Providers
because it is not easy, even at the scale of Deloitte, to cover all aspects of IT that
are needed to implement its consulting advice. For some enterprises, working with
consulting providers that also provide their own technology is a pragmatic
advantage. This puts a limit on Deloitte's ability to effectively control the outcome
of all its business consulting projects.

IT Providers with Business Capability

The competing brands that have successfully combined a business focus with a
strong IT background-predominantly IBM Global Business Services and
Accenture, but also Capgemini and some others-pose a threat to Deloitte's

business. In an era when no business decision can be effected without IT,

competitors with an IT heritage are not as disadvantaged as they once would have
been.
This is not to deny the validity of the strength pointed out earlier Deloitte's strong
business orientation. This particular threat should be seen as acting as a partial
brake on the force of that strength.

Software Brands
Software brands, especially SAP and Oracle at present, have a high degree of
recognition and intent to use among buyers of consulting services. Even though the
consulting offerings of these vendors are today centered on their own products, our
demand-side research does show a willingness by buyers to consider them for
business oriented services. Even if these specific vendors do not become more
active in that space, this buyer perception opens the door to new types of
competitors, new entrants and substitutes for business consulting.

Implications for Deloitte

Deloitte is in a strong position in the business consulting market. But nothing
stands still. We recognize that Deloitte is firm whose a leadership is constantly
challenging its own assumptions and the business model. It should actively
continue the following:
Invest, experiment and innovate in the areas of automation, online services,
emerging business models offshore & labor.
Apply thought leadership marketing, and manage it even more rigorously.
Deliberately extend the capability and the brand into new areas of client
need, such as sustainability consulting, while avoiding overextension
It should undertake these steps to secure the future:
Work on an appropriate level of global integration of the consulting business
that is compatible with the current global structure.

 Carefully extend the relevance and awareness of the brand among more
nonfinancial executives.
Closely monitor the Internet based providers of business services (and
consumer services and digital content): They may act as substitutes or
competitors for some services, but they are also potentially among the
largest prospective clients.
Develop local services and solutions for the high-growth markets of Asia.
In addition, we have identified several major opportunity areas in this SWOT
analysis. These are the ones that look most promising for investment by Deloitte.

Company overview
Deloitte refers to Deloitte Touche Tohmatsu, legally constituted as a Swiss Verein
(association) whose members are separate partnerships in 140 countries
worldwide. Each partnership is a legally separate entity under the laws of its
country and may have its own subsidiaries. Thus, for example, Deloitte LLP is the
peak legal entity in the U.S. The Deloitte name and the origins of the earliest
member firms go back to the middle of the 19th century.
Deloitte provides audit. tax, consulting and financial advisory services to public
and private clients.
Worldwide, the firm employed 169,000 staff at its reporting date at the end of May
2009.
The vertical industries served by Redentore are as follows, varying somewhat by
geography :
Aerospace & Defence
Automotive
Industrial products & services

 Process Industries
Consumer Products
Retail, wholesale &distribution.
Tourism , hospitality & leisure
Transportation
Electric Power
Mining
Oil & gas
Water
Banking & securities
Insurance
Investment management
Real estate
Education
International Governmental organization
International NGOs
National , Regional & local governments
Health Plans
Health care providers

 Life insurance
Technology
Media
Telecommunications
They are grouped into sectors as follows :

Consumer business & transportation

Energy & Resources
Financial Resources
Life sciences And health care
Manufacturing
Public sector
Real estate
Technology, media & telecommunications

The main service lines are as follows :

Consulting
Strategy and operations : Strategy; finance, integration, divestiture and
restructuring; operations: supply chain; outsourcing advisory.
Human capital-Talent people strategy: strategic change and organization
transformation: talent, productivity and rewards: technology adoption: HR
transformation, mergers and acquisitions: actuarial, risk and analytics
service
Enterprise applications : customer relationship management: emerging
solutions: financial services solutions: Oracle: SAP: supply chain
management
Technology integration- Business integration and optimization; information
management; performance management; platform architecture and
infrastructure; systems development; technology strategy.

 Outsourcing-Application management services business process

management services
Audit and enterprise risk services:
Audit-Auditing services, global FRS and IFRS implementation services:
cross-border services; reporting advisory services
Enterprise risk service business risk-Contract risk and compliance: corporate
responsibility and sustainability; governance, regulatory and risk strategies:
internal audit
Enterprise risk services information and technology risk Data risk services;
information and controls assurance: risk management technologies: security,
privacy and resiliency; technology risk and governance
Financial advisory services:
Forensic and dispute services: electronic discovery services: reorganization
services: valuation services: corporate financial advisory: transaction services.

Tax services :
Business tax consulting; compliance and reporting services; tax management
consulting: private company services: legal services: research and development
and government incentives; indirect tax; customs and global trade: global employer
services: high-net-worth individuals and employed wealth; international tax and
transfer pricing: mergers and acquisitions.

In May 2009, Deloitte acquired substantially all the North American public-sector
practice of BearingPoint, bringing some 4,250 principals and employees and an
estimated $745 million in (2008) revenue into Deloitte through an asset purchase
agreement that included assets associated with the Middle East public-sector
practice of the same firm

Methodology
Deloitte was chosen for this SWOT analysis because of its overall stature and
influence in the business consulting service marketplace as the largest global
provider in terms of consulting service revenue in Gartner's 2009 market share.
The Gartner vendor SWOT analysis is designed for the use of vendors as a
supplement to their planning processes. Its primary value is as an independent
analysis of the vendor's competitive situation. The SWOT analysis provides a
unique independent view of the strengths, weaknesses, opportunities and threats
for a specific vendor in a specific market and geography.