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  • Cloud computing - the impact on revenue recognition: PwC
    the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Cloud computing the impact on revenue recognition Download Cloud computing and revenue recognition are telecoms ready By 2017 global cloud service providers are expected to generate approximately 235 billion of revenue from cloud computing services Telecom companies are searching for ways to save money limit fixed costs and improve efficiencies The use of cloud computing can help However challenges may arise specifically in revenue recognition patterns and costs associated when accounting for revenue generated for cloud services

    Original URL path: http://www.pwc.com/gx/en/industries/communications/publications/cloud-computing-revenue-recognition.html (2016-02-10)
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  • IFRS15 Determining & allocating transaction price for Communications: PwC
    to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites TIAG perspectives on IFRS 15 Download IFRS 15 Revenue from Contracts with Customers the Standard will have a profound impact on the way in which the Communications industry measures and reports revenue The industry is currently assessing the impact of the Standard on its current revenue recognition policies Operators also have major change and implementation programmes in progress reflective of the impact this Standard will have on accounting systems and the processes of the business Communications

    Original URL path: http://www.pwc.com/gx/en/industries/communications/publications/ifrs15-transaction-price.html (2016-02-10)
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  • Capitalising the costs of acquiring and fulfilling customer contracts: PwC
    Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites TIAG perspectives on IFRS 15 Capitalising the costs of acquiring and fulfilling customer contracts Download IFRS 15 Determining and allocating the transaction price In this series of papers we will set out some of the aspects of the Standard that require consideration by Communications businesses including practical implementation considerations This paper considers the requirement to capitalise the costs of acquiring and fulfilling customer contracts IFRS 15 sets out how to account for these incremental costs if they do not fall within the scope of another standard such as IAS 16 Property plant and equipment IAS 38 Intangible assets or IAS2 Inventories The guidance applies only to the costs incurred that relate to a contract with a customer or part of that contract that is within the scope of the guidance in IFRS 15 Today operators have established policies on the treatment of expenditure to connect to customer premises These costs will normally be included as part of the capital cost of the underlying network under IAS16 subject to entity level de minimis thresholds IFRS 15 does not change these accounting

    Original URL path: http://www.pwc.com/gx/en/industries/communications/publications/ifrs15-capitalizing-customer-contracts-costs.html (2016-02-10)
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  • Telecommunications capital expenditure: Communications: PwC
    process to be a deeply flawed and frustrating experience Nearly two thirds say that capex is driven by technology not business commercial objectives a worrying trend in an increasingly competitive market We have proprietary data fresh perspectives and new tools to bring to the table This distinctive approach gives us and you a head start We cut straight to three areas ruthless decision making clear accountability and strong capital controls Here are some examples of the measurable results we have had for other telcos Ruthless decision making Our Capital Value Planning tool can support telecom operators to build a more commercially led approach to capex planning bringing together commitments from across the business to allow executives to make clearer choices Clear accountability Operators often struggle with accountability particularly when the investment straddles networks IT and marketing Our approach up ends traditional thinking by re casting projects as a portfolio of outcomes and unpicks the traditional model of shooting the IT messenger We can help advise on new organisational models that drive real accountability for ROI not just Revenue EBITDA and Cash Strong capital controls Even the best decision go wrong if the value is leaking during delivery PwC can assist telecoms operators to build a strong capex financial control function that delivers high quality outputs for both business insight and financial reporting We can help with capex reporting Fixed Assets Registers FAR capex work in progress WIP regulatory compliance and network inventory Telecommunications capital expenditure Capex Your concerns around Capex allocation are common many operators find the Capex process to be a flawed and deeply frustrating experience In our company there has always been the attitude If we build it they will come but my view is that if we build the wrong thing in the wrong place at the wrong price they won t come We often don t understand the market correctly customer demand customer needs what customers will pay Fixed line capex is always technology driven and we need a more commercial approach feeding in to these decisions Scrutiny at back end is too late Then we have people coming and asking for forgiveness when it s gone wrong what we want is for them to ask for permission That way is better We need everyone to understand this is not our money Marketing product management are not rewarded on capex but on revenue and EBITDA No one is happy with this situation but it s difficult to fix There is a lack of planning between the business teams and the IT delivery team We don t take sufficient account of unknowns Commissioning departments typically understate the scope of what they want to do because they don t know how to specify correctly and then there are always cost overruns which means the numbers always look bad Top leaders don t have full technical understanding but they have to trust their technical leaders fully Capex cases should be presented by marketing sales people not technology engineering people

    Original URL path: http://www.pwc.com/gx/en/industries/communications/capex.html (2016-02-10)
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  • Capital value planning for capex programme success: Communications: PwC
    highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Ruthless capex decision making PwC bring new tools that can assist telecom operators to quickly make clearer choices and link specific actions to investor returns We regularly identify 10 40 of capex that can be re directed towards growth initiatives Here s how Making clearer choices PwC opens the black box of capex and by linking products to assets We show how investment options can be separated into independent choices allowing executive teams to make clearer tradeoffs based on a multiyear appraisal of end to end costs Actionable insights All network and technology investments need to be justified by rigorous and robust commercial rationale PwC can help you build a capex planning tool that allows all investments to be modelled planned and crucially compared using a consistent approach with common denominators Link to investor returns PwC s capex programme enables telecoms operators to identify good versus bad capex Operators can focus ruthlessly culling value destructive investments while making larger continuous investments in priorities underpinned by new data into the metrics which drive Investor Returns Communications Publications Telecom Capex expenditure Capital value planning Clear capex accountability Strong capital controls Get well programme Capex professionals Telecommunications industry accounting group About TIAG TIAG Publications Specialist profiles IFRS Solutions Communications Review Archive CEO

    Original URL path: http://www.pwc.com/gx/en/industries/communications/capex/capital-value-planning.html (2016-02-10)
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  • Capex accountability for funding strategy: Communications: PwC
    us Global Annual Review Our leadership team Code of conduct Corporate responsibility Network governance Our contribution to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Clear capex accountability In most telcos accountability for revenue opex and capex is clear Yet somehow ROI accountability falls between the cracks Most know how to fix this problem for the exceptional projects NGA LTE and OSS transformation but embedding it the business as usual capex is where the real savings lie PwC s seven Ps capex delivery framework creates a rigorous structure to create tightly coupled links and clear accountability between commercial objectives and funding Communications Publications Telecom Capex expenditure Capital value planning Clear capex accountability Strong capital controls Get well programme Capex professionals Telecommunications industry accounting group About TIAG TIAG Publications Specialist profiles IFRS Solutions Communications Review Archive CEO Survey industry summary Contacts Thomas Tandetzki Global Communications industry leader Tel 49 211 981 1105 Email Rolf Meakin Global Communications advisory leader Tel 44 0 20 721 31707 Email Joel Walters Global Communications tax leader Tel 1 202 414 4323 Email Roman Friedrich Strategy Global Technology Communications Entertainment and

    Original URL path: http://www.pwc.com/gx/en/industries/communications/capex/accountability-for-funding-strategy.html (2016-02-10)
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  • Strong capex management & capital controls: Communications: PwC
    Network governance Our contribution to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Strong capital controls Strong capex management plays a pivotal role in ensuring that telecoms operators fixed assets strategic policy and control objectives are achieved PwC breaks down the core elements of capex control into three areas Business Insight Partnering with the business to create value Delivering relevant timely management information Supporting performance management model Transactional efficiency Performing tasks in a timely and cost effective manner Standardized processes that leverage technology Consolidation of non core activities through shared services Compliance and control Risk management compliance and control Sustainable cost effective control environment Flexible for future changes in business and regulations Communications Publications Telecom Capex expenditure Capital value planning Clear capex accountability Strong capital controls Get well programme Capex professionals Telecommunications industry accounting group About TIAG TIAG Publications Specialist profiles IFRS Solutions Communications Review Archive CEO Survey industry summary Contacts Thomas Tandetzki Global Communications industry leader Tel 49 211 981 1105 Email Rolf Meakin Global Communications advisory leader Tel 44 0 20 721 31707 Email Joel Walters Global Communications tax leader Tel 1 202

    Original URL path: http://www.pwc.com/gx/en/industries/communications/capex/management-and-capital-controls.html (2016-02-10)
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  • Improving capex operations: Communications: PwC
    choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Get well programme PwC s Get Well Programme for telecom operators capex operations adopts a three phase approach to enable operators to quickly identify what are the root causes for their capex challenges and how their business needs to not just fix them but thrive 1 Diagnostic overview First we perform a diagnostic on your current operations exploring your decision making your accountability model and your capex controls 2 Review against industry benchmarks Our next step is to review your business against our proprietary data set of global operators practices Our best practice benchmarking guide provides a scorecard of capex management excellence based on interviews with over 30 global operators Our study of 90 operators over the last decade enables you to perform a quantities gap analysis against relevant industry peers 3 Identify target outcomes Finally we work with you to build a roadmap to improved performance at three six and 12 months milestones Our 3 month outcomes focus on quick wins and establishing the required workstreams to realise the value from superior capex management At six months we can typically deliver a working capital planning tool and delivery framework that identified the hidden drivers and destroyers of value by key commercial levers Communications Publications Telecom Capex expenditure Capital value planning Clear capex accountability Strong capital controls Get well programme Capex professionals Telecommunications industry

    Original URL path: http://www.pwc.com/gx/en/industries/communications/capex/improving-capex-operations.html (2016-02-10)
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