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 company’s 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 Accenture’s 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 Centre’s 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 Accenture’s Delivery Centre locations, the Delivery Centre’s are

evenly distributed across the world with 7 centre’s in Europe, 7 centre’s in South East Asia

and 7 centre’s in North America. There are no operations in Africa.

Accenture’s 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. Accenture’s 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 firm’s 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 Accenture’s underlying value proposition and recently

has been positioned as one of Accenture’s “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.

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Industry Expertise:Accenture delivers its services and solutions through 22* focused industry groups in

five operating groups. This industry focus provides Accenture’s 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 CORE-

CT 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 low-

wage developing countries like India, The Philippines and Romania - Accenture

India Delivery Centre, Accenture Delivery Centers in the Philippines

and Accenture Bucharest Delivery Center.

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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.

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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 company’s

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.

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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, don’t 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 company’s 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.

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Financial Highlights Business HighlightsNet revenues of $5.67 billion increaseof 19.3% Year-Over-YearEarning per share $.60 cents increaseof 30% Year-Over-YearGuidance for full fiscal year raised to arange of $2.36 to $2.41 raised by$.15 centsOperating Income 19% increase $726million or 12.8% percent of netrevenues compared with $610 millionor 12.8 net revenuesGross Margin was 30.1% flat as 2007SG&A $970 million - 17.1 percent ofnet revenues compared with $ 817million 17.2%5.9 Billion US$ bookings (Consulting3.4, Outsourcing 2.5)Consulting net revenues were $3.46billion an increase of 19% YoYOutsourcing net revenues were $2.22billion, an increase of 20% YoY

America revenue: 2.325 billion (grew11% YoY). Growth coming from USAand Canada and Brazil and ArgentinaEMEA revenue: - 2.883 billion (grew25% YoY) Growth in UK, France,Italy, Spain and NetherlandsAPAC revenue: 465 million (grew 29%YoY) Growth in Japan, Australia,Singapore and ChinaGlobal Delivery network of 75,000people grew 41%. Strong growth inIndia and Philippines (43% headcount inglobal delivery network)175,000 employees , Utilization 83%,Attrition 17%Product Area breakdown in revenues:Communication and High Tech: $1.3billion (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) Third Quarter (3 months ended May 31, 2009 and May 31, 2008)

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

Fiscal 2009 Fiscal 2008

Growth* % of Q3 FY09 Net

Revenues

Fiscal 2009 Fiscal 2008

Growth* % of FY09 Net

Revenues

TOTAL 5,145,093

6,102,059

-4% 100 16,430,914 17,387,286

+3% 100

By Operating Group Communications & High Tech

1,155,599

1,387,790

-5% 22 3,713,073 4,038,933

-1% 23

Financial Services

1,026,946

1,302,942

-9% 20 3,305,729 3,756,135

-4% 20

Products 1,307,684

1,611,009

-8% 25 4,244,205 4,522,867

+2% 26

Public Service 744,534

756,348

+8% 15 2,207,986 2,139,830

+10% 13

Resources 904,699

1,037,785

+1% 18 2,937,194 2,912,342

+11% 18

Other 5,631 6,185 ** 0 22,727 17,179 ** 0

TOTAL 5,145,093

6,102,059

-4% 100 16,430,914 17,387,286

+3% 100

By Geography Americas 2,264,5 2,527,0 -6% 44 7,139,290 7,169,6 +3% 44

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30 67 55 EMEA 2,341,7

71 3,031,5

52 -5% 46 7,629,452 8,705,7

10 +0% 46

Asia Pacific 538,792

543,440

+10% 10 1,662,172 1,511,921

+15% 10

TOTAL 5,145,093

6,102,059

-4% 100 16,430,914 17,387,286

+3% 100

By Type of Work Consulting 2,954,6

94 3,701,1

41 -9% 57 9,641,9

1710,511,188 +0% 59

Outsourcing 2,190,399

2,400,918

+3% 43 6,788,997

6,876,098 +7% 41

TOTAL 5,145,093

6,102,059

-4% 100 16,430,914

17,387,286 +3% 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

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

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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

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:

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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.

Accenture’s 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 IT-

related 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

Accenture’s own research into best practices of high-performance companies. Its method-

driven 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

knowledge management team that collaborates with the network of internal M&A experts

and assists in building and continuously improving Accenture’s intellectual property and

assets.

SWOT ANALYSIS OF ACCENTURE:

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

Company attribute Strength Weakness

Coherent brand/portfoliostrategy

• It positions M&A as a key element of its underlying value proposition.• It makes ongoing investments intostrengthening M&A capabilities across all services lines.• It has an excellent brand and strong visibility with clients.

It needs to strengthen the strategy part of its predeal capabilities because it isnot yet at the same level as the traditional strategy consulting rms.

Consistent sales andgo-to-market strategy

• 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 corporateM&A services, all operational M&A services, and all IT M&A services.

• 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 taxand auditing services that many clients require for transitioning during the M&A process.

Delivery and execution strategy

• Consultants and senior executives have deep expertise across M&A deal cycle.• It can quickly take on projects around large integration scenarios byleveraging strong methods and playbooks covering all phases of the M&A deal cycle.• It can support pan-geographic deals through its global delivery network.• Central, dedicated M&A

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

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content management team builds and continuously updates the M&A assets.

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

Market attribute Opportunity ThreatMarket dynamics • 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 providerconsolidation exists.• Increasing demand for M&A services in the emerging countries exists.

• 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 trail Accenture in terms of portfolio breadth, integration,and industry expertise.• Most competitors lack Accenture’s strong integration capabilities andglobal reach.• Many competitors lack Accenture’sstrong technology and outsourcingcapabilities

• Most competitors are also expanding M&A services capabilities and globalfootprints.• Many competitors are also investing in their technology capabilities.• Some competitors’ approach to M&AEngagements’ is more flexible and critical.

MISSION:

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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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