Introduction About Accenture

Accenture Limited is one of the largest global providers of consulting, technology, and outsourcing services. It is registered in Hamilton, Bermuda but it was announced on the May 26, 2009 that the Board of Accenture approved moving their incorporation to Ireland. It is said to be the largest consulting firm in the world. Accenture is a Fortune Global 500 company with more than 186,000 people in 52 countries across the Americas, Asia Pacific, and Europe Middle East Africa (EMEA) regions. The company is headquartered at Hamilton (Bermuda), the US. The company reported net revenues of about $23 billion in fiscal-year 2008, which grew by 19% compared with the previous year. Accenture goes to market through five distinct operating groups covering 17 industry verticals.

Emergence of Accenture:
The company, established as Andersen Consulting in 1989, separated from Andersen Worldwide and Arthur Andersen, an accounting firm, in 2000. Two years later, Arthur Andersen surrendered its license owing to lapses in the auditing of Enron. On January 1, 2001 Andersen Consulting adopted its current name, "Accenture". The word "Accenture" is supposedly derived from "Accent on the future". Although a marketing consultancy was tasked with finding a new name for the company, the name "Accenture" was submitted by Kim Petersen, a Danish employee from the company's Oslo, Norway office, as a result of an internal competition. Accenture felt that the name should represent its will to be a global consulting leader and high performer, and also intended that the name should not be offensive in any country in which Accenture operates. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. On May 26 2009 accenture announced that its Board of Directors has unanimously approved changing the companys place of incorporation to Ireland from Bermuda. The reason of changing the headquarters to Ireland was quite obvious since Ireland, A member of the European Union, offers a sophisticated, well-developed corporate, legal and regulatory environment. It also has a long history of international investment and long-established commercial relationships, trade agreements and tax treaties with European Union member states, the United States and other countries around the world where Accenture does business.
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In addition, Ireland offers a stable political and economic environment and has the financial and legal infrastructure to meet Accentures needs, both today and in the future. Accenture has been criticized repeatedly by Lou Dobbs of CNN and others for moving many jobs outside the U.S., resulting in loss of work and employment for some U.S. citizens. This is because Accenture utilizes Global Delivery Centres in South Asia and Southeast Asia (such as Bengaluru, Pune, Hyderabad, Chennai, New Delhi and Mumbai in India, and, Manila and Cebu in the Philippines) to reduce cost and increase profit margin in outsourcing deals with major U.S. companies. This enables Accenture to perform work (such as software development and call centre support) at a greatly reduced employee cost as compared to U.S. employees. As a balance to the criticism about movement of jobs outside the U.S., Accenture's employee population in the U.S. has increased from 28,000 in 2005 to 33,000 in 2008. According to the map of Accentures Delivery Centre locations, the Delivery Centres are evenly distributed across the world with 7 centres in Europe, 7 centres in South East Asia and 7 centres in North America. There are no operations in Africa. Accentures mergers and acquisitions (M&A) services portfolio represents a core element of its offerings and is provided through a truly integrated and global go-to-market strategy. Thanks to its deep business expertise as well as its strong and trusted client relationships, Accenture is well positioned to act as a strategic partner throughout the entire M&A deal cycle. Accentures deep functional experience is especially valued in projects around large integration scenarios. The company already maintains a leading position within the M&A services market. But Accenture is committed to further investing in its M&A services capabilities across its consulting, technology, and outsourcing growth platforms to increase its footprint going forward The current economic climate has a dramatic impact on global M&A activities. On one hand, the shortage of financing money already led to a significant decrease in global M&A activity in 2008.On the other hand, declining asset prices and forces of market consolidation are again making M&A a key strategic option for many corporate strategists. At the same time, the M&A landscape is getting more complex. As corporations seek to restructure and streamline their business operations, they are increasingly leveraging divestitures, carve-outs, and business-unit consolidations to achieve their objectives.

While M&A tasks and objectives are getting more complex and diverse, the provider landscape for M&A services remains extremely heterogeneous and fragmented, with many
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different providers coming from different backgrounds and offering different core competencies. Clients are often confused because many of the players try to position themselves along the entire M&A life cycle. This makes it particularly hard for the providers to identify their points of competitive differentiation. Forrester will therefore publish separate research reports on the current strengths, weaknesses, opportunities, and threats (SWOT) regarding some of the key providers in the M&A services market. Accenture provides its M&A services through the firms strategy consulting practice, which has more than 2,000 M&A professionals worldwide. The firm claims to have been engaged in more than 850 separate M&A projects over the past five years. Effective M&A management forms an essential part of Accentures underlying value proposition and recently has been positioned as one of Accentures C-suite imperatives for management during the economic downturn. With its strong executive stakeholder relationships and deep industry expertise, Accenture is acting as a key strategic partner for many clients going through major business transformations in the current market environment Net Revenues: US$23.39 billion for fiscal 2008 (12 months ended Aug. 31, 2008) Exchange/Ticker: NYSE / ACN Employees: Approximately 177,000 (including 4,800 senior executives) Global Reach: Offices and operations in more than 200 cities in 52 countries Geographic Regions: Americas, Asia Pacific, Europe / Middle East / Africa (EMEA) Senior Leadership: William D. Green Chairman & CEO Jo Deblaere * Chief Operating Officer Pamela J. Craig Chief Financial Officer

Clients:
Accenture's clients span the full range of industries around the world and include 96 of the Fortune Global 100 and more than three-quarters of the Fortune Global 500. In addition, of our top 100 clients in fiscal year 2008, based on revenue, 99 have been clients for at least five years, and 87 have been clients for at least 10 years.

Industry Expertise:
Accenture delivers its services and solutions through 22* focused industry groups in five operating groups. This industry focus provides Accentures professionals with a thorough understanding of industry evolution, business issues and applicable technologies, enabling Accenture to deliver solutions tailored to each client's industry.

Loss of sensitive data:

In September 2007, Accenture was implicated in a high-profile case of loss of sensitive data (sometimes referred to as a "data spill") on individual American citizens. The information was contained on a backup computer tape being used in the development of a government information system for the state of Ohio which was stolen on June 10, 2007. The stolen tape contained the names and Social Security numbers of: every Ohio state employee, more than half a million people, who were owed tax refunds by the state of Ohio; 602 Ohio Lottery winners who had not cashed their winnings; 84,000 welfare recipients; tens of thousands of other individuals. It also contained taxpayer identification numbers for Medicaid providers and bank account information for school districts and local governments. In addition to the Ohio data, the tape also contained a small amount of information related to the state of Connecticut, also an Accenture client, including "information on nearly every bank account held by state agencies including checking accounts, money market accounts, time deposit accounts, savings accounts, trust fund accounts, treasury and certificates of deposit which could total billions of taxpayer dollars. The tape lists agency names, account numbers, bank names and types of accounts ... the account numbers of numerous state procurement cards known as P-Cards most of which were fortunately out of date ... the names and Social Security numbers of dozens of Connecticut taxpayers ... and numerous detailed documents from the development and implementation of the CORECT project," according to a press release by Connecticut governor Jodi Rell on September 16, 2007. Governor Rell stated that the Connecticut data was being used in Ohio by Accenture to aid in the development of a similar state government information system. The tape was stolen from the car of 22 year old Jared Ilovar, a $10.50 an hour intern in the Ohio Office of Budget and Management, who had been assigned to nightly take home a backup computer tape and return it the next day, as part of a data security program . Ilovar was quickly terminated by Ohio governor Ted Strickland during the storm of public indignation after the theft became public on June 15. Ilovar was fired when he refused to
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resign, stating that he had been made a scapegoat for this questionable policy when his car, along with four others, was broken into outside his apartment complex outside Columbus, Ohio. In a statement to the Columbus Dispatch, Ilovar said: I was a victim of a random car theft, and now I am the scapegoat for the state of Ohio. On the subject of instructions, I was never instructed by my employer on how to properly secure, store or watch over the data tapes at night. ... I was the newest person in the door, so I inherited the job of taking the data tapes out of the building. That was the extent of my instructions. Connecticut State Controller Nancy Wyman reported that Accenture would pay for two years of identity theft protection for the 57 Connecticut residents and one from out of state whose lost data originated in her office.

Locations:
Accenture has offices and operations in more than 200 cities across the world.

Subsidiaries:

Coritel BPM is the Spanish subsidiary of Accenture for software development

and outsourcing. It was founded in 1984 and currently has 6,500 workers.

Avanade is a joint venture between Microsoft and Accenture. It develops

enterprise business solutions on the Microsoft platform.

Navitaire is a subsidiary of Accenture, providing specialized solutions to airlines. Accenture National Security Services is a subsidiary of Accenture, providing
services directly to United States government and military agencies. It was specifically incorporated as a US subsidiary to meet a congressional mandate that defense contractors be based in the US.

Accenture Technology Solutions is a subsidiary of Accenture, providing

technology solutions to the client. The solutions work is mainly offshored to lowwage developing countries like India, The Philippines and Romania - Accenture

India Delivery Centre, Accenture Delivery Centers in the Philippines

and Accenture Bucharest Delivery Center.

Accenture SAP Solutions is a subsidiary of Accenture, providing SAP solutions

to the client. It has taken Coritel BPM SAP resources and turned it into this new unit called: ASAPS.

Competitors:
Accenture's primary competitors are IBM, CapGemini, Deloitte Consulting, Ernst & Young, and PricewaterhouseCoopers.

Operating Groups and Industry Groups *

Communications & High Tech Financial Services Health & Public Service Products Resources

Communications Electronics & High Tech Media & Entertainment

Banking Capital Markets Insurance

Border
Management & Public Safety Defense Health Human Services Postal Revenue & Customs

Automotive Consumer Goods & Services Industrial Equipment Pharmaceuticals & Medical
Products Retail Transportation & Travel Services

Chemicals Energy Natural

Resources Utilities

How do Indian outsourcing vendors compare with Accenture (Revenues):

Accenture Financial Year ending August 31st, 2007 revenues: $19.70 billion. TCS Fiscal 2007 year ending March 31st revenues: $4.3 billion. Infosys Fiscal 2007 year ending March 31st revenues: $3.09 billion. Wipro Fiscal 2007 year ending March 31st revenues: $3.5 billion.

SWOT ANALYSIS
A SWOT Analysis is used to evaluate a company's strengths, weaknesses, opportunities and threats. This report examines Accenture -'s key business structure and operations, history and products, and it provides summary analysis of key revenue lines and strategy. Use this report to understand the internal and external factors that affect Accenture 's performance in achieving its business goals. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. SWOT analysis groups key pieces of information into two main categories: Internal factors - The strengths and weaknesses internal to the organization. External factors - The opportunities and threats presented by the external environment. The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. Accenture Ltd - SWOT Analysis company profile is the essential source for top-level company data and information. Accenture Ltd - SWOT Analysis examines the companys key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy. Good marketing is the art of finding, developing, and profiting from these oppurtunities. A Marketing Opportunity is an area of buyer need and interest that a company has a high probability of profitably satisfying. An Environmental Threat is a challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to lower sales or profit.

What makes a SWOT analysis effort successful?

You must start with your Vision, Mission and Values statement. You must objectively prepare your businesses internal and external status. You must be realistic and forthright in preparing the businesses, and your, strengths and weaknesses. Be specific but keep it short and simple, dont over analyze. Developing strategies and tactics that match the SWOT analysis results. Writing an operating plan based on your SWOT Analysis, strategies and tactics. Implementation of a resulting operating plan.

Scope:

Provides key company information for business intelligence needs. The companys strengths and weaknesses and areas of development or decline are analyzed. Financial, strategic and operational factors are considered.

The opportunities open to the company are considered and its growth potential assessed. Competitive or technological threats are highlighted. The report contains critical company information business structure and operations, the company history, major products and services, key competitors, key employees and executive biographies, different locations and important subsidiaries.

The report provides detailed financial ratios for the past five years as well as interim ratios for the last four quarters.

Financial ratios include profitability, margins and returns, liquidity and leverage, financial position and efficiency ratios.

The company recorded revenues of $23,386.8 million during the financial year (FY) ended August 2008, an increase of 18.7% over 2007. The operating profit of the company was $3,011.6 million in FY2008, an increase of 20.8% over 2007. Its net profit was $1,691.8 million in FY2008, an increase of 36.1% over 2007.

Financial Highlights Net revenues of $5.67 billion increase

of 19.3% Year-Over-Year

Business Highlights America revenue: 2.325 billion (grew

11% YoY). Growth coming from USA and Canada and Brazil and Argentina

Earning per share $.60 cents increase

of 30% Year-Over-Year Guidance for full fiscal year raised to a range of $2.36 to $2.41 raised by $.15 cents

EMEA revenue: - 2.883 billion (grew

25% YoY) Growth in UK, France, Italy, Spain and Netherlands

APAC revenue: 465 million (grew 29%

YoY) Growth in Japan, Australia, Singapore and China

Operating Income 19% increase $726

million or 12.8% percent of net revenues compared with $610 million or 12.8 net revenues Gross Margin was 30.1% flat as 2007

Global Delivery network of 75,000

people grew 41%. Strong growth in India and Philippines (43% headcount in global delivery network)

SG&A $970 million - 17.1 percent of

net revenues compared with $ 817 million 17.2%

175,000 employees , Utilization 83%,

Attrition 17% Product Area breakdown in revenues:

5.9 Billion US$ bookings (Consulting

3.4, Outsourcing 2.5) Consulting net revenues were $3.46 billion an increase of 19% YoY Outsourcing net revenues were $2.22 billion, an increase of 20% YoY

Communication and High Tech: $1.3

billion (20% YoY)

Financial Services: $1.244 billion (17%

YoY)

Products: $1.473 Billion (23% YoY) Public Services:$709 million(13%

YoY)

Resources:$931 million (22% YoY)

Net Revenues:
(revenues before reimbursements; all figures in $US thousands; growth rates in local currency) May 31, 2009 and May 31, 2008)

Third Quarter (3 months ended

Year to Date
(9 months ended May 31, 2009 and May 31, 2008)

Fiscal 2009

Fiscal 2008

Growth*

% of Q3 FY09 Net Revenu es -4% 100

Fiscal 2009

Fiscal 2008

Growth*

TOTAL

5,145,0 93 1,155,5

6,102,0 59 1,387,7

16,430,914

17,387, 286 4,038,9

+3%

% of FY09 Net Revenu es 100

By Operating Group
Communications -5% 22 3,713,073 -1% 23

& High Tech Financial Services Products Public Service Resources Other TOTAL

99 1,026,9 46 1,307,6 84 744,53 4 904,69 9 5,631 5,145,0 93 2,264,5 30 2,341,7 71 538,79 2 5,145,0 93 2,954,6 94 2,190,3 99 5,145,0 93

90 1,302,9 42 1,611,0 09 756,34 8 1,037,7 85 6,185 6,102,0 59 2,527,0 67 3,031,5 52 543,44 0 6,102,0 59 3,701,1 41 2,400,9 18 6,102,0 59 -9% +3% -4%

-9% -8% +8% +1% ** -4%

20 25 15 18 0 100

3,305,729 4,244,205 2,207,986 2,937,194 22,727 16,430,914

33 3,756,1 35 4,522,8 67 2,139,8 30 2,912,3 42 17,179 17,387, 286 7,169,6 55 8,705,7 10 1,511,9 21 17,387, 286 +0% +7% +3%

-4% +2% +10% +11% ** +3%

20 26 13 18 0 100

By Geography
Americas EMEA Asia Pacific TOTAL -6% -5% +10% -4% 44 46 10 100 7,139,290 7,629,452 1,662,172 16,430,914 +3% +0% +15% +3% 44 46 10 100

By Type of Work
Consulting Outsourcing TOTAL 57 43 100 9,641,9 17 6,788,9 97 16,430, 914 10,511,188 6,876,098 17,387,286 59 41 100

Market Trends:
1. Accenture does not foresee a slowdown in IT and business spending despite the adverse market conditions. The team believes that there could be a potential growth in spending and customers they have spoken with. 70% of the businesses in the US see a focus to increase sales and 80% of these expect the employment to rise in 2008. 2. Financial Services industry product line for Accenture has grown YoY by 17%. This growth has come from US and EMEA. 3. There is no market pushback or delays in larger deals which Accenture is seeing in the marketplace. 4. Significant opportunities in outsourcing exist (outsourcing does not directly equate to off shoring). Accenture also continues to be selective about their clients. Growth continues to come by going deeper in existing relationship with clients. 5. There is a short term growth in consulting demand in certain industries where clients are looking for short term cost reduction processes to allow companies to save money for mid to longer term initiatives. This necessarily does not mean a

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growth in off shoring but a whole range of consulting product offerings from Accenture including: re-engineering, six sigma, and process improvement, strategic realignment etc.

Where is the growth?

1. Accenture expanding industry expertise in Military command and control operations Accenture has recently purchased two companies in this space (Gestalt and Maxim systems). 2. Strong growth in Management Consulting Human Performance has been a growth area. 3. Outsourcing growth in Learning, F&A and Procurement 4. Growth in Technology consulting business strong demand for Microsoft technology services. Growth seen in Network consulting services ( Accenture acquired Coriliant) 5. Strong demand for ERP consulting SAP and Oracle 6. Expanding BPO vertical offerings in Health Administration and Pharma 7. Growth in Infrastructure outsourcing 8. Overall levers Accenture is looking to manage business a. Pricing initiatives b. SG&A Opportunity to drive down cost in Sales. In G&A corporate functions moved to low cost locations c. Chargeability Down from 86% to 83% and believe this optimum in most areas.

INDIA TALK:
1. Accenture has seen strong growth in their global delivery network (41% YoY) and has seen a strong growth in India and Philippines. 2. Accenture setting up a Management Consulting Center of Excellence in Delhi and will add another three locations across India. The COE will build expertise
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around Data Analytics, Workforce optimization and Supply Chain. 3. Accenture COO did not disclose any hard numbers on growth they expect in head count in India. (Based on recent press releases Accenture has 35,000 employees in India and plans to grow at 30-50% YoY see links at the end of the report)

Accenture provides true end-to-end services around M&A services: While other competitors only recently started to position their M&A-related services more proactively, Accenture has historically always maintained a strong position on the subject. Ever since the 1980s when the company was still Andersen Consulting and the sister company of one of the largest tax advisory companies then the firm has been constantly involved in M&A transactions, with services covering the entire deal life cycle. Accentures M&A offerings cover core elements of corporate M&A services, including strategy advice, target identification, strategic due diligence, as well as all operational and ITrelated aspects of the deal. Accenture leverages its strong client relationships and industry focus: Accenture benefits from its very consistent global and integrated go-to-market approach, which is led by its senior executives who maintain deep operational experience around integration and carve-out scenarios. With its strong horizontal M&A expertise and deep vertical insights, the company is able to foster strategic relationships with clients typically at C levels. For projects, Accenture bundles its M&A expertise from consulting to technology and outsourcing to serve clients along the entire deal life cycle, independent of the actual entry point into the project. Thanks to its strong global reach, Accenture is also able to support customers on pan-geographic deals with local resources available across different countries. Accenture maintains strong delivery and execution skills for M&A: Accenture has a large catalog of standard methodologies, playbooks, and tools that support its service delivery in all phases of the M&A deal cycle. These methods and tools also partly reflect industry-specific aspects of transactions and are often underpinned by Accentures own research into best practices of high-performance companies. Its methoddriven approach allows Accenture to take on projects around large transaction and integration scenarios very diligently and quickly. In addition, Accenture has a central dedicated M&A
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knowledge management team that collaborates with the network of internal M&A experts and assists in building and continuously improving Accentures intellectual property and assets.

SWOT ANALYSIS OF ACCENTURE: M&A Services Swot Analysis: Accenture, Q2 2009: Company attribute
Coherent brand/portfolio strategy

Strength
It positions M&A as a key element of its underlying value proposition. It makes ongoing investments into strengthening M&A capabilities across all services lines. It has an excellent brand and strong visibility with clients. It leverages strong industry focus and global reach. It has strong relationships among C-level executives. It leverages many entry points for its M&A services, while targeting the entire process. Strong M&A services portfolio includes core elements of corporate M&A services, all operational M&A services, and all IT M&A services. Consultants and senior executives have deep expertise across M&A deal

Weakness
It needs to strengthen the strategy part of its predeal capabilities because it is not yet at the same level as the traditional strategy consulting rms.

Consistent sales and go-to-market strategy

Executive-driven engagement approach does not always resonate well with IT stakeholders. Accenture does not cover corporate M&A services such as legal and regulatory compliance as well as tax and auditing services that many clients require for transitioning during the M&A process.

Delivery and execution strategy

It sometimes lacks flexibility due to a very method-driven approach.

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cycle. It can quickly take on projects around large integration scenarios by leveraging strong methods and playbooks covering all phases of the M&A deal cycle. It can support pangeographic deals through its global delivery network. Central, dedicated M&A content management team builds and continuously updates the M&A assets.

M&A Services Swot Analysis: Accenture, Q2 2009:

Market attribute
Market dynamics

Opportunity
M&A is still high on clients agenda. Focus is on divestitures, carve-outs, and business-unit consolidations. Increasing demand for integrated services portfolio in times of provider consolidation exists. Increasing demand for M&A services in the emerging countries exists. Most competitors trail Accenture in terms of portfolio breadth, integration, and industry expertise. Most competitors lack Accentures strong integration capabilities and global reach. Many competitors lack Accentures strong technology and outsourcing

Threat
M&A activity will further slowdown in 2009. Large deals and megadeals will be the exception in the current economic environment.

Competitive position

Most competitors are also expanding M&A services capabilities and global footprints. Many competitors are also investing in their technology capabilities. Some competitors approach to M&A Engagements is more flexible and critical.
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capabilities

MISSION:
Accenture's mission is to become one of the world's leading companies, bringing innovations to improve the way the world works and lives.

VISION:
Driving Successful Outsourcing through the Transformation of the Retained Workforce.

VALUE:
Since its inception, Accenture has been governed by its core values. They shape the culture and define the character of our company. They guide how we behave and make decisions.

CONCLUSION:
These are the main reasons to grownup the accenture in this position. From this company methodology tells every company should have the long term goal, planning, correct decision making at right time, maintain good relations with employees, customers and stake holders. Build team co ordination in correct way. Use better technologies in product making and at a time updated product. These points are use full to success the organization in market. ACCENTURE is the high performers step outside well-worn organizational pathways.

BOOKS: 1. Principles of marketing (Gary Armstrong and Philip Kotler 10th edition). 2. Marketing Management (Philip Kotler 11th edition). 3. Marketing Management (Philip Kotler 12th edition).

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