ACCENTURE

INTODUCTION:

Accenture is a global management CONSULTING, TECHNOLOGY

SERVICES AND OUTSOURCING COMPANY. Committed to delivering innovation, Accenture
collaborates with its clients to help them become high-performance businesses and governments.
At Accenture you can join ranks with approximately 178,000 professionals in 49 countries and
work with clients in nearly every major industry worldwide, including 91 of the Fortune Global
100, two-thirds of the Fortune Global 500 and government agencies around the world.

CONSULTING:
Experts in business functions, industry, systems integration and
technology CONSULTING professionals help our clients design, build and deliver strategies that
can transform companies into high-performance businesses.

TECHNOLOGY:

Working with many of the worlds best-known companies,

TECHNOLOGY professionals help deliver innovation by envisioning the future and inventing
the next wave of cutting-edge business solutions for our clients.

OUTSOURCING:

Accenture’s dedicated team of OUTSOURCING professionals

provide increasingly specialized business operations while seeking to improve them to help our
clients move ahead of the competition.

PROFILE OF ACCENTURE

Company Name: Accenture Ltd.

Ticker Symbol: ACN

WWW Address: www.accenture.com

CEO: William D. Green

No. of Employees: 170,000

Common Issue Type: CS

 Business Description: The Company is a management consulting,
technology services and outsourcing
organization.

HISTORY

Formation and early years

Accenture originated as the consulting division of Arthur Andersen, which Arthur Andersen and
Clarence DeLany founded in 1913 as Andersen, DeLany & Co. Accenture's origins are in a 1953
feasibility study for General Electric. GE asked Arthur Andersen about the feasibility of
automating payroll processing and manufacturing at GE's Appliance Park facility near
Louisville, Kentucky. Arthur Andersen recommended installation of a UNIVAC I computer and
printer, and GE agreed, which is the start of what became the first-ever commercial computer in
the United States. Joe Glickauf was Arthur Andersen's project leader for the GE engagement and
was responsible for the payroll processing automation, launching commercial data processing in
the United States. Considered to be the father of computer consulting, Glickauf headed Arthur
Andersen's Administrative Services division for 12 years.

Splitting from Arthur Andersen

In 1989, that division split from Arthur Andersen and began using the name Andersen
Consulting. Both Arthur Andersen and Andersen Consulting consisted of groups of locally-
owned independent partnerships and other entities around the world, each in a contractual
agreement with Andersen Worldwide Société Coopérative (AWSC), a Swiss administrative
entity.

By 2000, Andersen Consulting had achieved net revenues exceeding US$9.5 billion and had
more than 75,000 employees in 47 countries,[3] whereas Arthur Andersen had revenues of
US$9.3 billion with over 85,000 employees worldwide in 2001.

Through the 1990s there was increasing tension between Andersen Consulting and Arthur
Andersen. Andersen Consulting was upset that it was paying Arthur Andersen up to 15% of its
profits each year (a condition of the 1989 split was that the more profitable unit - AA or AC -
paid the other this sum), while at the same time Arthur Andersen was competing with Andersen
Consulting through its own newly established business consulting service line called Arthur
Andersen Business Consulting. This dispute came to a head in 1998 when Andersen Consulting
claimed breach of contract against AWSC and Arthur Andersen. Andersen Consulting put the
15% transfer payment for that year and future years into escrow and issued a claim for breach of
contract. In August 2000, as a result of a conclusion of the International Chamber of Commerce,
Andersen Consulting broke all contractual ties with AWSC and Arthur Andersen. As part of the
arbitration settlement, Andersen Consulting paid over the sum held in escrow (then $1.2 billion)
to Arthur Andersen, and was required to change its name, resulting in the entity being renamed
Accenture.

Perhaps most telling about who had "won" the decision was that four hours after the arbitrator
made his ruling, Arthur Andersen CEO Jim Wadia suddenly resigned. Industry analysts and
business school professors alike viewed the event as a complete victory for Andersen Consulting.
[4] Jim Wadia would provide insight on his resignation years later at a Harvard Business school
case activity about the split. It turned out that the Arthur Andersen board passed a resolution
saying he had to resign if he didn't get at least an incremental $4 billion (either through
negotiation or via the arbitrator decision) for the consulting practice to split off, hence his quick
resignation once the decision was announced.

Accounts vary on why the split occurred — executives on both sides of the split cite greed and
arrogance on the part of the other side, and executives on the Andersen Consulting side
maintained breach of contract when Arthur Andersen created a second consulting group, AABC
(Arthur Andersen Business Consulting) which began to compete directly with Andersen
Consulting in the marketplace. Many of the AABC firms were bought out by other consulting
companies in 2002, most notably, Hitachi Consulting and KPMG Consulting, which later
changed its name to BearingPoint.

AC's change of name proved to be fortunate as it avoided the taint when Arthur Andersen was
dissolved as a result of its role in the Enron scandal.

Emergence of Accenture
On January 1, 2001 Andersen Consulting adopted its current name, "Accenture". The word
"Accenture" is 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 an
employee from the Oslo office named Kim Petersen, 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. The choice of name also means that the company appears closer towards the
top of any alphabetised lists, and retains the AC letter sequence of its previous identity.

Accenture started its Seoul office with seven people in 1986. Since then we have witnessed an
astonishing growth and currently is the largest consulting company in Korea with more than 450
professionals. Our office participates in projects, both domestic and international, and offers
services covering the whole business spectrum. Our clientele encompasses many of the leading
companies from products, communications & high tech, resources, and financial service
industries.

In October 2000, our Seoul office moved to Kyobo Securities Building, expanding its space to
 accommodate our fast growing headcount. The office adopts the "Hoteling System", which
maximizes the space efficiency and provides convenient working environment.

On January 1, 2001, we were reinvented to be the market maker, architect and builder of new
economy. Along with our traditional services, we have expanded our focus to meet the full range
of any organization's needs—consulting, technology, and outsourcing. By building a network of
business, we address effectively to any kind of business challenges our clients face.

As of 2007, Accenture has delivered high performance to approximately 90% of Korean Top 30
companies.

IPO
On July 19, 2001, Accenture offered initial public offering (IPO) at the price of $14.50 per share
in New York Stock Exchange (NYSE); Goldman Sachs and Morgan Stanley served as its lead
underwriters. Accenture stock closed the day at $15.17, with the day's high at $15.25. On the first
day of the IPO, Accenture raised nearly $1.7 billion.[5]
 HR PRACTICES & PROGRAMS
TRAINING & DEVELPOMENT

Accenture invested around US$700 million each year in training and development—around 80
hours of training per employee per year.

 Campus graduates from Business schools follow the Analyst Training Programme, which
kicks off with a general induction, as well as intensive technical skills training that covers
both programming and Accenture development methodologies.

 Shortly after, the employees go to Kuala Lumpur Training Centre in Malaysia for a
fortnight to complete a core consulting skills course with Analysts from around the world.

 Before they start on first live assignment (probably at a client site), they receive training
that relates to the team and project they join. Depending on the nature of the work
involved this could be industry, skills or specific technology tools training. And
obviously, it's also in our interests to prepare you well for client exposure.

From now on, development is both continuous and intense. At some point during the first year,
their may be seconded Job Readiness training—specific instruction that will equip you with extra
skills for a particular project. The timing and nature of this training depends on client demands.

We want you to develop quickly, and we will provide the support to help you get there. Although
some exceptional people do make it earlier, it usually takes 10 to 12 years to become a Senior
Executive. During this time you will have plenty of opportunities to learn something new and
think differently. It’s up to you to make the most of them.

However, it's fair to say that in an environment where you are surrounded by talented colleagues
and working with leading-edge clients, it would be difficult not to develop. What’s more, our
online personal development tools make learning even more accessible. As your career unfolds,
'self-directed learning' will help you take increasing control of your development; this in turn
means you are better able to choose where you want to focus your career.

Continuous Learning

Accenture recognize and understand the need to continually enhance the capabilities of the
employees and build on the experience they gather on the job. Employees undergo training and
developmental activities throughout their work life at Accenture. They are committed to provide
training to deliver superior solutions, whether in advanced systems development programme
management, emerging or established technologies, or professional skills. Accenture's proven
 experience as the leading provider of innovative, high-performance technology solutions
provides the perfect environment for honing the skills of the employees.

To support a continuous learning environment and enable the employees to integrate better with
the global Solutions workforce, accenture offers a Global Training Curriculum that is made up of
three key areas:

* Application Delivery Training: You will be trained on the Accenture Delivery Suite (ADS),
Accenture's best project experience, crystallized into simple, easy-to-use delivery methods, tools
and architectures.

* Technology Specialty Training: Supports building the deep, specialized technology and
delivery excellence skills required to deliver Technology Solutions. These technology trainings
are tailored to your career level and technology skills.

* Professional Development Training: Supports development of the interpersonal, professional,

cross-cultural, management and leadership skills required to succeed across various projects and
roles as a well-rounded professional.

Taking our culture of employee engagement to a formalized level are the Accenture Core
Seminars. These annual events provide a platform for the Executive Leadership to engage with
future leaders of the company. As part of learning and development, employees also have access
to Career Counselling, “Leadership Connect” and “Town Halls” for mentoring, coaching, sharing
knowledge and networking.

MyLearning

The myLearning.accenture.com learning portal is available to all Accenture employees. From

classrooms to virtual sessions and self-paced computer courses, our employees can enrol in any
of the over 18,000 courses at the click of a button. The portal enables employees to access a
wealth of information and create their own curriculum and development plan. The strong e-
learning strategy constitutes the very foundation of the learning environment at Accenture and
the starting point in our employees’ journey to growth and development.

Communities of Practice

At the very essence of our being lies innovation, and we have taken this forward to our learning
initiatives. They have built strong communities of practice within Accenture in both industry and
technology domains. Experts in particular technologies or industries share their knowledge and
expertise with colleagues within the company. This unique knowledge-sharing platform not only
helps in honing the skills of individual employees but also creates valuable assets for the
company.

Higher Education Programme

 Top performers at Accenture can continue their education through their Continuous Learning
initiative. Accenture sponsors MBA and MS programmes in various institutes. The Educational
Sponsorship Programme demonstrates the commitment to the professional and personal
development of the employees. They get the opportunity to do part-time MBA courses at IIM-B,
NMIMS and XLRI.

As part of our efforts to ensure that the best talent is available to the client, we encourage and
support certification programs across technologies. In fact, to facilitate many of the certification
programs, we are associated with premier institutes. For example, through the Accenture
Solutions Delivery Academy set up in association with the Professional Education Programs
office of the Massachusetts Institute of Technology, we offer our employees international
certification as Application Developer and/or Application Designer.

Being part of Accenture is as much a learning experience as it is rewarding. Each employee has a
growth and development plan that is commensurate with the growth and vision of the company.
To support our sustained growth charter, we have built a culture with a strong foundation on
learning, teaching and nurturing that is continuous and holistic. In short, at Accenture you never
stop learning.

RECRUITMENT PROCESS
The interview process explores the problem-solving and analytical abilities in addition to help
you determine if Accenture is right for you.

The application form is an important part of the Accenture selection process. They consider the
following while short-listing an application:

 Excellent and consistent academic record.

 Detailed review of the various sections in the application form

 Prior work experience details (if any)/ Achievements in extra curricular events/activities
etc.

After screening the Application Forms, we follow this up with 2 or 3 rounds of rigorous
interviews with the short-listed candidates.

AWARDS & RECOGNITIONS

Helping our clients achieve high performance while fostering an innovative and diverse culture
is our goal at Accenture. The awards and recognition we receive are a testament to the successful
actions we've taken.
 * Inclusion and Diversity Awards & Recognition
The awards Accenture has received for its programs encouraging understanding and tolerance.

* Women's Awards & Recognition

The recognition Accenture has received for its programs and policies supporting women.

* Recognition as a Great Place to Work

The awards Accenture has received as an employer of choice.

* Corporate Recognition
The recognition Accenture has received as a global and industry leader.

HR INITIATIVES
Retention is a thrust area at Accenture in India. It is increasingly focusing on employee
satisfaction and training.

While spending $400 million annually on HR training, the company is betting big on its
innovative HR initiatives, which are showing on improved retention, employee satisfaction
and productivity

ACCENTURE in India is taking new strides in employee initiatives. The 12,000-strong Indian
facility of the company scores among the highest for 'employee satisfaction,' when benchmarked
among 47 other countries. While spending $400 million annually on HR training, it is betting big
on its innovative HR initiatives, which are showing on improved retention, employee satisfaction
and productivity, according to Accenture-India HR head Rahul Varma.

Interestingly, Accenture has taken employee mentoring to another level, graduating it to a

concept called 'career counselling' across the work force. For every employee at Accenture-
from senior manager to junior recruits - a senior who is nearly two levels above him in career
path, is assigned as his career counsellor. The counsellor takes charge of monitoring, mentoring
and counselling the employee to help his growth within the organisation.

Says Mr. Varma, “Many IT companies have loose mentoring programmes which is also like
hand-holding for a new employee. At Accenture, a career counsellor plays a very significant role
 in the empowerment and development of the employee.”

For instance, every new employee draws for himself a 'development path” with assistance from
his/her counsellor. The counsellor helps the recruit to describe possible individual growth paths,
linking it with organisational objectives.

All the HR initiatives, delivered primarily through the company's learning portal 'my learning',
are interlinked uniquely, making it easier to monitor each programme. The portal itself is a
uniquely resourceful knowledge bank, offering over 15,000 courses online. When an employee
chooses a course, an automatic report is generated to his/her counsellor, notifying that the
employee has opted to take up the course.

“This allows the counsellor to give his approval (for the choice), after weighing how well the
course suits the employee's development path. The counsellor's involvement is so alive in each
employee's worklife that if he or she has a problem with a supervisor at the work place, the
counsellor can intervene to set things right,” adds Mr. Varma

This kind of active counselling, he says, is particularly crucial in the BPO business. “In the BPO
space, India has gone through a unique growth phase. A lot of people joined the space without
much exposure and are thrown into situations with demanding workload. The role of counsellors
is very important here,” he adds.

Periodic auditing of counsellor is done after taking feedback from employees, apart from six to
eight hour training programmes, that equip and measures their performances.

Accenture has recently launched an Academy of Leadership Excellence Training, aimed at

disseminating stronger leadership skills across the company. “We periodically work with
employees for nearly four months, helping them understand their leadership skills and styles.
You need to build a people management skills in your first line of supervisors, in the cross-
cultural market that we operate in,” Mr. Varma pointed out, adding that Accenture serves nearly
150 global clients from India.

“We continue to see very strong demand for India across all our businesses in different
geographies. There is need to focus on learning and building leaders, given that we want Indian
employees to be able to influence the businesses on a global platform,” he adds.

WHAT ACCENTURE DOES

The highly talented individuals who work in the Enterprise workforce bring deep expertise to the
management and operation of Accenture’s business functions as well as the supporting client
teams. The Enterprise workforce strategy has been to build a strong internal core of experts with
deep functional knowledge who are responsible for strategy and execution accountability to
internal customers through a service delivery model. The Enterprise workforce delivers value
added services that are critical to the organization.

The Enterprise workforce in India is responsible for Human Resources, Facilities and Services,
Marketing and Communications, Finance, Asset Protection, Legal Services, Procurement,
Delivery Excellence, Growth and Strategy, Knowledge Management and Corporate Citizenship.
Most Enterprise professionals are aligned to one of Accenture’s business practices or
workgroups. In its short period of existence as a group in India, Enterprise has pioneered several
best practices and is also being actively sought after for its expertise in other geographies of
Accenture. Examples - functional recruitment model, single design approach in infrastructure
development, eProcurement.

Some of the important functions within Enterprise are:

Human Resources:
The Human Resources business practice has a wide set of responsibilities. It develops and
manages Accenture’s performance management process, leadership development, learning
strategy, compensation strategy, recruiting, new joiner orientation, reporting processes, training
tools and initiatives.

You are likely to be involved in critical processes, from defining the rewards structure and
establishing the criteria that determine promotions to creating the curriculum that helps people
build their skills and continue to learn. You could also help set up feedback mechanisms that
guide people on how to improve or develop their skills and keep their career moving forward, or
you could work directly with them to help them find the right engagements where they can make
the most of their existing expertise and expand it.

As a recruiter, you would work closely with the recruitment marketing team to attract the right
people using original, world-class branding materials. Recruiters also evaluate potential
candidates and then manage the selection process.

Finance:
The Finance business practice is responsible for our financial integrity and results. It operates
across several functional areas to ensure that Accenture’s financial reporting is accurate,
consistent and compliant with all policies, principles and local statutory rules and regulations.
The team also acts as a strategic business partner for other parts of the company, for example,
advising and structuring client deals that make the best use of Accenture capital and resources.
 Marketing and Communications:
The Marketing and Communications business practice is responsible for developing and
implementing initiatives that help build our brand image and establish ownership of the market
space.

Marketing and Communications people are involved in a range of activities from advertising,
market research and brand management while promoting Accenture’s capabilities and services.
The Marketing team is also actively involved in several employer branding programmes to build
loyalty for the Accenture brand with their employees.

Facilities and Services:

Facilities and Services provide on-site facilities management, executive support services, office
services, real estate, travel and workplace research and development.

Procurement:
Managing outside suppliers is a time-consuming activity for any organization. Because of our
size and scale, Accenture can help clients to source better products and services at reduced costs
while connecting with a larger base of suppliers.

Legal:
The Legal business practice provides or manages all legal advice and support for Accenture. We
provide objective, focused, practical advice and solutions, based on an understanding of the law
and Accenture’s business. As a group, we work closely with client engagement teams to find
ways to maximize revenues and manage risk.

Corporate Citizenship:
Corporate Citizenship works towards making a measurable impact on society by maximizing
employee involvement and aligning social responsibilities with business strategy and values.
This teams works with non-profit and community organizations to help them adapt to change,
become more efficient and effective, work through times of crisis and evolve to achieve their
goals and serve our communities.

GSCO:
The Global Service Centre Organization (GSCO) is a function in Accenture, constituting over
a thousand employees that manage the consolidation and redesign of administration and support
business processes into service centres. GSCO as a function defines best practices offering end-
to–end solutions to our internal customers.
In addition to being an internal service organization, GSCO is a unique sales tool and provides a
platform to demonstrate Accenture’s leadership in implementing and developing global service
centres. GSCO showcases Accenture as an organization without boundaries of geography or
culture and demonstrates our ability to provide world – class standard service to our business by
unifying, re engineering and continuously improving repetitive processes.

The objective of the GSCO is to deliver optimum results in a cost effective way, thereby
delivering high quality services to Accenture.

GSCO is now growing to be the largest enterprise group in the world. Responding to the new
Accenture operating model, the GSCO is building strong alliances with HR services, Finance,
Procurements and others. The GSCO also leads and supports key initiatives and support in
process improvement for enhanced operational efficiency.

Delivery Excellence:
Delivery Excellence strives at providing a set of proven methodologies like Six Sigma, Lean,
BPR (Business Process Re-engineering) and other tools like Poka-Yoke (Mistake Proofing) to
industrialize processes as Accenture enters a steep growth phase.

Balance Sheet

PERIOD ENDING 31-Aug-07 31-Aug-06 31-Aug-05

Assets

Current Assets

Cash And Cash Equivalents 3,314,396 3,066,988 2,483,990

Short Term Investments 231,278 352,951 463,460

Net Receivables 4,017,506 3,454,381 3,227,999

Inventory - - -

Other Current Assets 407,998 479,501 509,818

Total Current Assets 7,971,178 7,353,821 6,685,267

Long Term Investments 145,930 230,200 735,303

Property Plant and Equipment 808,069 727,692 693,710

Goodwill 643,728 527,648 378,488

Intangible Assets - -
-

Accumulated Amortization - - -

Other Assets 405,485 186,508 173,551

Deferred Long Term Asset 772,772 392,211 291,033

Total Assets 10,747,162 9,418,080 8,957,352

Liabilities
Current Liabilities

Accounts Payable 5,153,535 4,280,431 3,547,014

Short/Current Long Term Debt 23,795 24,792 31,072

Other Current Liabilities 1,785,286 1,511,259 1,284,303

Total Current Liabilities 6,692,616 5,816,482 4,862,389

Long Term Debt 2,565 27,065

44,116

Other Liabilities 732,386 795,520 1,367,353

Deferred Long Term Liability 246,077 16,880 5,621

Minority Interest 740,186 867,878 980,959

Negative Goodwill - -
-

Total Liabilities 8,683,830 7,523,825 7,260,438

Stockholders' Equity

Misc Stocks Options Warrants - -

-

Redeemable Preferred Stock - -

-

Preferred Stock - -
-

Common Stock 18 20
606,643

Retained Earnings 2,360,703 1,607,391 960,120

Treasury Stock (1,033,025) (869,957)

(763,682)

Capital Surplus - 701,006

1,365,013

Other Stockholder Equity 733,636 455,795 (471,180)

Total Stockholder Equity 2,063,332 1,894,255 1,696,914

Net Tangible Assets $1,419,604 $1,366,607 $1,318,426

RATIOS
 SOLVENCY RATIOS

SHORT-TERM SOLVENCY RATIOS

(LIQUIDITY)

Net Working Capital Ratio 9.38

Current Ratio 1.1

Quick Ratio (Acid Test) 1.0

Liquidity Ratio (Cash) 0.51

Receivables Turnover 6.2

Average Collection Period 58

Working Capital/Equity 48.9

Working Capital pS 1.26

OPERATING RATIOS

PROFITABILITY RATIOS

Free Cash Flow Margin 8.30

Free Cash Flow Margin 5YEAR AVG 9.19

Net Profit Margin 5.8

Net Profit Margin - 5YEAR AVRG. 5.1

Equity Productivity 10.40

Return on Equity (ROE) 60.2

Return on Equity (ROE) - 5YEAR AVRG. 54.9

Capital Invested Productivity 10.38

Return on Capital Invested (ROCI) 60.2

Return on Capital Invested (ROCI) - 5YEAR AVRG. 50.6

Assets Productivity 2.10

Return on Assets (ROA) 11.6

Return on Assets (ROA) - 5YEAR AVRG. 10.0

Gross Profit Margin 30.0

Gross Profit Margin - 5YEAR AVRG. 31.2

EBITDA Margin - LTM 13.5

EBIT Margin - LTM 12.2

Pre-Tax Profit Margin 12.2

Pre-Tax Profit Margin - 5YEAR AVRG. 11.9

Effective Tax Rate 34.2

Effective Tax Rate - 5YEAR AVRG. 31.7

EFFICIENCY RATIOS

Cash Conversion Cycle 62

Revenue per Employee 126,193

Net Income per Employee 7,313

Average Collection Period 62

Receivables Turnover 6.2

Day's Inventory Turnover Ratio 0

Inventory Turnover 0.0

Inventory/Sales 0.0

Accounts Payble/Sales 4.59

Assets/Revenue 0.48

Net Working Capital Turnover 21.27

Fixed Assets Turnover 7.73

Total Assets Turnover 2.1

Revenue per $ Cash 6.47

Revenue per $ Plant 26.55

Revenue per $ Common Equity 10.40

Revenue per $ Capital Invested 10.38

Selling, General & Adm/tive (SG&A) as % of Revenue 16.4

 SG&A Expense as % of Revenue - 5YEAR AVRG. 18.0

Research & Devlopment (R&D) as % of Revenue 0.0

R&D Expense as % of Revenue - 5YEAR AVRG. 0.0

MARKETING PRACTICES & STRATEGIES

ANALYSIS OF P'S
PRODUCT

The Products group serves clients in the Automotive, Consumer Goods and
Services, Health & Life Sciences, Industrial Equipment, Retail and Transportation and Travel
Services industries.

Airlines

Accenture helps clients reach a new tier of high performance through an innovative balance of
customer satisfaction, low costs and improved efficiency.

Leading airline companies display an obsession with customer satisfaction that must be balanced
against keeping costs low, while always striving to improve efficiency. Accenture has a vast
amount of expertise in systems development that allows it to integrate these obsessions and
enable airlines to deliver customer-centric service and reach new heights of performance.

Consumer Goods & Services

Accenture helps companies in the consumer goods and services industry transform their
businesses, increasing shareholder returns and ensuring long-term success.

Consumer goods and services companies, such as Unilever, Diageo and PepsiCo, face real
challenges, including a much more demanding universe of end-customers and competition from
the private label brands of retailers, not to mention the complexity of global supply chains.

Health & Life Sciences

Our Health & Life Sciences industry group works with clients to ensure that patient need is at the
centre of everything they do. Within pharmaceutical and medical products, healthcare providers
and insurers, we are transforming global health care by connecting information, insights and
technology to improve the quality of the patient experience.

Our practice continues to help large global pharmaceutical companies such as Pfizer and Wyeth
develop strong local capabilities in Ireland and is also helping healthcare providers and insurers
meet the changing demands in the Irish healthcare market.

Public Transportation

Throughout the world, citizens depend on safe, efficient transportation systems. As congestion on
trains, buses and highways continues to increase, along with the cost of maintaining vehicles and
infrastructure, many people are being asked to pay more for declining service. Accenture helps
public service and public transportation organisations provide easier more integrated and
efficient mobility for citizens, bringing high performance to public transportation.

Retail

Accenture helps retailers transform their businesses, meeting investor expectations and ensuring
long-term success despite an increasingly complex marketplace

PRICING

Accenture’s research reveals that the following are the characteristics of a pricing
organization that is playing a role in driving high performance.

 A dedicated pricing organization that understands relevant market competition,

customer behavior and creates pricing strategies centrally.

 Innovative technology that empowers the organization with deep insights into consumer
behavior and price impact.

 Integrated process architecture to enable pricing strategy to be executed across

channels in streamlined, repeatable processes.

 Cross-functional stakeholders comprising retail, marketing, financing, category

managers and local store management.

Our approach has helped retailers gain two to five percent on margins and five to ten percent on
revenue and achieve greater levels of business performance.