1. GET TO KNOW BDO
BUSINESS PERFORMANCE
IMPROVEMENT
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PERFORMANCE-ORIENTED SOLUTIONS FOR RAPIDLY
CHANGING ORGANIZATIONS SEEKING PROFITABLE
GROWTH AND PERFORMANCE AGENDAS DESIGNED TO
CAPITALIZE ON VOLITILITY, MARKET DISRUPTIONS,
SHIFTING PRIORITIES.
In today’s complex environment, a financial executive requires a comprehensive plan to
operationalize corporate strategy and drive business value creation. With many years of
insight, experience and industry knowledge, BDO professionals will help clients identify
opportunity and provide them with the path to improve performance along three key
dimensions: top-line growth, bottom-line contribution, and risk management.
BDO offers guidance and support for addressing essential client needs by leveraging
leading practices to provide pragmatic and value driven solutions including the following:

BACK OFFICE TRANSFORMATION/OPERATIONS IMPROVEMENT
The people, process and technology operating model elements of the finance and
accounting, HR and IT functions create the fundamental building blocks of high-
performing businesses. Operational solutions support executives with the planning and
implementation of key back-office services to improve service-levels, efficiencies and
costs while achieving better alignment to support the critical strategic agenda of the
business. Larger multi-market, multi-product line, or multi-region companies can also
experience a great deal of back office waste related to redundancy of silo’d operations or
business hierarchy. These companies can benefit from a comprehensive, end-to-end
operating model review to determine how shared service frameworks and concepts can
pragmatically help standardize, simplify and streamline back-office operations while
enhancing service levels and support of the business.
INTEGRATED PERFORMANCE MANAGEMENT
High performing businesses possess the ability to define, organize, analyze and then take
action on data (operational, financial, market and other) that both most strongly reflect
past performance as well as most strongly predict the likelihood of future performance.
The ability to effectively and efficiently improve performance transparency, strengthen
budgeting and forecasting, assess real-time information scorecards/dashboards and then
convert that information and intelligence into action, in terms of revised
plans/investments and changing priorities, may be the difference between a company
thriving or simply just surviving.
Learn some of the ways
that BDO can help
improve your business
performance by focusing
on proactive problem
solving, increasing
management agility and
strengthening finance
capabilities as a “Value
Creator”.

2. Concentrating on
addressing business
needs and driving
business value that is not
directly audit and tax
related.
CONTACT:
Wm. Christopher Alger, MS, MBA
Managing Director
Business Performance Improvement
BDO Consulting
calger@bdo.com
(412) 281-4323
bdoconsulting.com
CUSTOMER PROFITABILITY/COST TO SERVE
The total cost to serve for any customer and product/service combination is typical the sum
combination of the actual selling price and associated margin coupled with the hidden
unallocated service costs typically linked to customer service, rebates, customizations,
shipping/delivery policy, inventory and fill rate policy, skills availability policy, technical
consulting policy. Product/service margin and therefore, customer profitability can be
flushed away by not fully understanding the total cost-to-serve and considering that cost
when establishing the pocket price for goods and services. Often what we consider our
biggest and best customers are generating losses or, at least, marginal profits. Several
common tools can be leveraged to raise visibility, creating transparency to actual customer,
product and/or service profitability for the purpose of prioritization, rationalization and
focus of a company’s constrained resources.
BUSINESS PERFORMANCE IMPACT MODELLING
High performing companies proactively model and analyze the intended impacts of their
desired business change agenda as a basis for prioritize and approving initiatives. Financial
and operational modelling can be used to establish alignment around assumptions and set
expectations regarding projected business results. Models created and agree to by the
management team up-front can also be used as a basis for measuring their performance
against plan and expectations throughout in the lifecycle of the performance improvement
change program. 
CONTROLS AND RISK MANAGEMENT
The highest performing companies must systematically and efficiently identify, assess,
manage and monitor risks in an integrated and transparent fashion. Addressing and
mitigating identifiable enterprise-wide risks is an important method of managing
controllable volatility. Creating an Enterprise Risk Management capability systematically
helps to transform tactical, reactive and fragmented risk control activities into ones that
are more strategic proactive and value-centered while focusing on both the improvement
and protection of company business value and the decrease in both internal and external
controllable volatility.
TAS – INTEGRATION STRATEGY, PLANNING AND SUPPORT
Effective acquisitive companies seek to minimize the near-term performance impact of an
acquisition on both the acquiring and the acquired entities, seeking first to stabilize and
integrate only what is absolutely mission critical in terms of organization, processes and
tools in the first one hundred days after the deal is finalized. Once stable, post first 100
days, the acquirer has the opportunity to more systematically and deliberately focus on the
business performance improvement and the synergy realization mission that was likely the
ultimate justification or rationale for the deal. BDO’s philosophy of thorough executive-
sponsored integration strategy and planning early, before the deal is finalized, leads to
more rapid business stabilization after the deal is consummated and greater speed to value
in terms of prioritized synergy identification and ultimately value realization.
To ensur e compliance with Treasury Department regulations, we wishto inform you that any tax advice that may be
contained in thiscommunication (including any attachments) isnot intended or written tobe used, and cannot be used,
for the purpose of (i) avoiding tax-related penaltiesunder the InternalRevenue Code or applicable stateor localtax law
pr ovisionsor (ii) promoting, marketing or recommending to another party any tax-related matters addressedherein.
Materialdiscussed ismeant toprovide generalinformation and should not be actedon without professionaladvice tailored
to your firm’s individualneeds.
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