Entrepreneurial Management | KPMG | BR

Entrepreneurial Management

Entrepreneurial Management

Diagnosing problems, deficiencies and weaknesses in small, medium and large companies

Diagnosing problems, deficiencies and weaknesses in small, medium and large companies

Diagnosing problems, deficiencies and weaknesses within the enterprise, and optimizing the use of this information is the most effective manner to generate profit to your business. The figure below shows how Entrepreneurial Management may influence all strategic departments of your Company so that the latter may prioritize measures with positive results in the short, middle and long terms.

Entrepreneurial Management
Accounting Process
Tax Issues
Corporate Governance
Funding
Operating Processes
Family and Succession
Legal Issues
Information Technology

The KPMG Entrepreneurial Management service is based on an end-to-end process, from the mapping of the principal weaknesses which slow down the business development to the identification of the most favorable opportunities for improvement. This thorough diagnosis will generate greater self-knowledge and set the direction of your business during times of economic downturn. 

KPMG may help your company in aspects related to profitability, growth and risk management by:

  • applying a proven methodology to engage all levels of the company in monitoring, forecasting, preserving and generating cash, involving immediate and measurable results.
  • decreasing operating costs through the enhancement of processes and activities related to supply chain and project management.
  • creating managerial reports and performance indicators aimed at control and decision-making. 
  • decreasing product inventory levels and the lack of products by means of toll and process implementation regarding sales planning, logistics and production.
  • Introducing improvements to the accounting and information technology (IT) systems aiming at increasing the quality of information, controlling the business, and mitigating risks. 

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