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  • Regulatory compliance and reporting: PwC
    focussed on managing risk than ever before Compliance is about more than prevention It s also about navigating opportunities Regulatory compliance is not just about playing defence It also offers an opportunity to consistently strengthen your organisation through strategic proactive measures such as best practices employee training internal controls and benchmarking appropriate for your industry and size Measures that can uncover value even as they help assure compliance PwC s independent assurance specialists are ideally positioned to help Whatever sectors or regions you operate in and whatever your size or geographic reach we offer both local in depth on the ground knowledge and global state of the art regulatory compliance tools We can help you assess your risk profile and though strategic benchmarking your competitive position and business performance And if you re contemplating entering a new market or industry we can advise you on the very latest regulations that would affect your investment allowing you to make the right strategic decision With the regulatory environment continually changing compliance remains a moving target PwC is here to help you stay on track with a relentless focus on adding value through assuring compliance We invite you to contact us to learn more about our full complement of audit and assurance services Depending on the independence and regulatory requirements that may be applicable such as Sarbanes Oxley certain services may not be available to audit clients of PwC member firms Related research insights GRI Information alone will not lead to change vision is needed too 10 06 15 Organisation s project looks at sustainability reporting trends into the next decade Prince of Wales We are failing to run the global bank 22 03 15 Royal plea for the finance world to fundamentally address sustainability Enhancing the quality of financial institution audits 05

    Original URL path: http://www.pwc.com/gx/en/services/audit-assurance/regulatory-compliance.html (2016-02-10)
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  • Innovation: Making innovation profitable: PwC
    economy has reinforced the value of Innovation and PwC can deliver on this To be competitive in the global marketplace organizations need to deliver new products services and even business models to market quickly reliably and cost effectively Our Innovation offerings help clients develop a wide array of capabilities to achieve market leading revenue and profitability growth We have successfully helped many organizations develop new innovative businesses products and services We also help our clients build lasting internal capabilities ranging from Innovation Incubators to global R D centres to PLM systems that enable sustained consistent results Our unrivalled experience in delivering Innovation capabilities is underpinned by deep knowledge on how to move organisations to both optimise core product service innovation and development levers and find new paths to growth Companies that prioritise innovation to a great extent forecast 10 higher 12 month revenue growth rates than their peers Also top CEOs ranked innovation as the number one approach for growth Increasing competitive pressures and a need to deliver growth mean that CEOs recognise the need to bring new products and services to market quickly and efficiently Growth via breakthrough innovation is a major topic in C suites across all industries in the US Europe and Asia How we help you innovate Our latest thinking PwC s 6th Annual Digital IQ Survey Explore the best practices of Top Performers in our Digital IQ Survey report Unleashing the power of innovation This publication looks at what organisations need to address to become genuinely innovative and generate full value from their investment Converging worlds Five management principles from companies modernizing our vehicles buildings and electric grids Industry is radically reframing how it can increase productivity and improve the efficiency and stability of our vehicles buildings and electric grids Cities campuses and corporations need to manage energy use more actively and in a more aggregated way The first step in navigating the opportunities is to start from within Growing your business Innovation imperative In today s world of emerging technologies emerging markets and emerging consumer demands companies must emerge too out of old molds and into new ones if they are to survive and thrive For some companies that means reinventing themselves For others it s about seeking innovative ways to make their business newly relevant Getting the benefits that PLM has promised for years Product lifecycle management PLM implementations often fall short of expectations Now leading companies are starting to see ay that PLM projects may deliver the kinds of benefits described in the brochures One hint Treat PLM as a critical business system rather than as a productivity tool for engineers Making music with global R D Expansion does not always bring growth In fact with many companies globalising their R D operations it can bring just the opposite As new sites and new talent are acquired and the R D workforce becomes increasingly dispersed the capabilities required for full productivity can be easily dissipated and operational performance can suffer greatly Pot

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/innovation.html (2016-02-10)
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  • Connected living: Global Annual Review 2015: PwC
    is a key component of the success of new marketplaces and new business models in areas as diverse as education entertainment the home health transport and work Many consumers are taking advantage of new solutions that enable them to bypass traditional channels to access the goods and services they want Massive Open Online Courses MOOCs reach millions around the world offering unprecedented access to high quality educational resources unbounded by the physical limits that restrict traditional educational institutions And as my colleague Norbert Winkeljohann has already outlined we also see the rapid growth of platforms that allow consumers to take advantage of the sharing economy Tipping point for rapid adoption of connected living While technology is creating new solutions that potentially address many different areas of our lives the question is how quickly these will be embraced by consumers As technological breakthroughs drive down costs and smarter more intuitive platforms and applications increase convenience we could be at a tipping point for rapid adoption of connected living across key areas of our day to day lives The business leaders I meet recognise the opportunities that digital platforms present for engaging their customers enabling their employees enhancing their brand protecting against competitive threats and transforming their businesses Eighty five percent of CEOs see more interaction with consumers as a result of being connected according to our recent CEO Pulse survey on connectivity Trust a key component They also recognise that trust will be a key component of any successful digitally enabled service PwC s research found that 69 of consumers will not trust sharing economy companies until they are recommended by someone they do trust In fact peer to peer review systems are becoming the new arbiters of quality And having a trusted brand is not only essential to building market share but to attracting talented employees who can innovate and deliver new services For companies of all kinds the right talent combined with technology mastery is going to be an imperative for success Businesses need to determine whether they can build these new capabilities or if buying them through targeted acquisitions of disruptive new entrants is a more productive strategy The leaders of these businesses are well aware of the need for action The question they should continually ask themselves is whether they are moving quickly enough Global Annual Review 2015 60 second overview Chairman s interview Facts and figures Colliding megatrends The sharing economy Connected living Supercompetitive cities Food integrity and transparency Revenues Corporate responsibility Demonstrating social return on investment Helping countries navigate the road to the Global Climate Negotiations in Paris Helping the Kenya government to transform reproductive health for poor mothers in rural areas Improving the lives of up to a million marginalised girls Partnering with TUI Group and the Travel Foundation to pinpoint the total impacts of tourism Clients Diversity and inclusion Enabling the genders to team up for equality GLEE gains momentum Global Diversity Week interactions with global impact Leading PwC s research into female

    Original URL path: http://www.pwc.com/gx/en/about/global-annual-review-2015/colliding-megatrends/connected-living.html (2016-02-10)
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  • Food trust: Giving customers confidence in your food: PwC
    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 Food trust Giving customers confidence in your food Download Food trust Giving customers confidence in your food When horse meat was passed off as minced beef and sold to people all around the world it sparked a scandal that shocked consumers and continues to affect the food industry to this day From melamine in dairy products to genetically engineered contaminated crops counterfeit wine incorrect product labelling cocoa shortages sustainability and ethical issues the food industry has never faced more challenges As a result trust in food has been destabilised and people want to know more about what they re eating and feeding to their families These consumer pressures along with core health and safety concerns demand a proactive response from all those involved across the food industry from farm to fork Read how we re helping the world s leading food companies and governments improve their processes to enhance standards reduce risk and differentiate themselves from competitors Find out how we can work with you Food supply and integrity services How we can help Research and insights Winning your

    Original URL path: http://www.pwc.com/gx/en/services/food-supply-integrity-services/publications/giving-customers-confidence-in-your-food.html (2016-02-10)
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  • Insight to Impact: Measuring the outcome of customer experience excellence
    Center for Board Governance PwC s Investor Resource Institute Point of view View CFOdirect About us Alumni Alliances Awards Corporate responsibility Diversity Our global site Press room Video library Careers PwC Open University United States 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 Insight to Impact Measuring the outcome of customer experience excellence June 2015 At a glance Insight to impact Measuring the outcomes of customer experience excellence When customer metrics programs fall down and the metrics that matter how to build a better measurement dashboard Download Insight to Impact Measuring the outcome of customer experience excellence Create custom report Download chart pack Download the iBook for your iPad Customer experience measurement programs tend to fall into one of two camps They re too complex They re overly simplified What s missing from either of these approaches Often customer experience measurement lacks direct ties to the only legitimate outcomes of a positive customer experience revenue and profitability growth Consulting Customer Build a customer centered business and

    Original URL path: http://www.pwc.com/us/en/advisory/customer/publications/insight-to-impact.html (2016-02-10)
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  • Insurance 2020: The digital prize: PwC
    can digital innovation help them to engage more closely with customers and what untapped commercial opportunities would this open up Non life insurers are being left behind by the rapid changes in customer expectations Cover has become increasingly commoditised and decisions over its purchase are almost entirely driven by price as many customers fail to understand or underestimate its value Customers have access to more information than ever before using social media and price comparison sites to compare policies prices and claims experience Whilst at the same time customers demand simplicity and want quotes and prices at their convenience via the platform they choose access to help when they need it and to only interact when renewing or making a claim Loyalty is reducing and customers will happily change insurer on a regular basis and have little desire to forge a lasting relationship Where customers are looking at value rather than just price they want policies tailored to their requirements and to be only paying for what they need But few non life insurers are able to meet these demands Their focus on risk ratings and products means that their understanding of their customers lags behind the advanced techniques being developed by internet and telecommunications businesses and these shortcomings are opening the door to more customer centric competitors including the data rich and tech enabled entrants who see non life insurance as a vulnerable sector that is ripe for targeting PwC surveyed 9281 consumers globally about what kind of non life insurance they hold their attitudes to buying non life insurance digitally and what if anything would encourage them to buy non life insurance this way What emerges from this research is how strongly embedded digital already is within the market and the potential to take the engagement and commercial

    Original URL path: http://www.pwc.com/gx/en/industries/financial-services/insurance/publications/digital-non-life.html (2016-02-10)
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  • Spotlight on the customer: PwC
    a new type of young urban and aspirational customer are shaping the plans of business leaders like never before Take the Global Emerging Middle GEM made up of 4 billion people from India China Indonesia Latin America and Africa These regions have an average per capita income of between 1 000 and 4 000 per year That might not seem appealing for companies that have traditionally focused on the upper and middle income tier but this segment is a significant expanding and untapped market potentially worth 6 trillion by 2021 according to our Profitable growth strategies for the Global Emerging Middle report Companies that want to serve these new consumers will have to develop new products and services and price them correctly They ll also need to establish a culturally sophisticated and diverse approach to business one that blends innovative collaborative business models consider what the sharing economy could achieve at GEM scale with aspirational marketing to secure the continued loyalty of these new customers as they increase their economic power Advanced markets also are evolving shaped by smartphone savvy customers that are willing to pay for faster delivery higher quality and more environmentally friendly components or materials No wonder then that in our most recent Annual Global CEO Survey 80 of retail CEOs ranked technological advances as one of the global trends that will transform their businesses most over the next five years That doesn t mean all commerce is going digital The bricks and mortar shopping experience is still important in all markets but when it comes to deals and discounts customers increasingly run online Over half 55 of internet shoppers globally say they now buy online because they get better deals than in store according to our new research Achieving Total Retail That research also highlights the

    Original URL path: http://www.pwc.com/gx/en/research-insights/spotlight/the-customer.html (2016-02-10)
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  • Resilience: Global CEO Survey: Technology, Talent and Consumer Strategies: PwC
    and shifts in economic power These three global trends will throw new competition new buying patterns new consumer needs new markets new attitudes and new business models into their path at a speed never encountered before Here s what the CEOs don t know How fast How much And how best to act in order to turn these risks into opportunities And act they must if they want to survive and grow Yet as the results of our 17th Annual Global CEO Survey illustrate businesses vary vastly in their preparedness for the three megatrends Many appear to be pausing and pondering Others are embracing innovation and marching straight ahead So what accounts for the difference Is it a lower risk appetite that is holding many businesses back after the economic shocks of recent years Is it a lack of awareness of what the risks really are On the other hand what risk resilience practices have some CEOs started to implement which are putting them ahead of their competitors Fit for the future means being fit for a world in flux The good news is that we have much greater capacity today to get more data and model different futures The bad news is we can t know all the eventualities and we can t remove all the risks That s why embracing risk resilience is the best route for navigating the coming storms of change Risk resilient or risk resistant to the trends that will transform Fit for the future But are you truly resilient Are you drawing the most innovation from your technology Are you ready for tomorrow s workforce Are you winning and keeping your many consumers trust Are you drawing the most innovation from your technology While four out of five CEOs surveyed ranked technological advances as

    Original URL path: http://www.pwc.com/gx/en/services/advisory/consulting/risk/resilience/publications/ceo-survey-fit-for-the-future.html (2016-02-10)
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