Uploaded byShikha Sinha
Deloitte presentation
This document provides information about exit strategies in business and warfare contexts. It discusses how venture capitalists and business owners use exit strategies to transition ownership of a company. It also notes how military forces aim to minimize losses when developing exit strategies. The document then outlines some examples of exit strategies used in different business situations, such as when transitioning ownership of a company or parts of a company.
Deloitte presentation
- 2. • Introduction • DeloitteConsultancy • Executive Leadership- Jeff Brown • Bernand Tubiana • About AFALC and Colonial Life • Deloitte in 2009 • Working at an edge • Deloitte in 2010 • Working for AFLC and Colonial Life
- 3. WHAT IS EXITSTRATEGY…?? The method by which a venture capitalist/business owner intends to get out of an investment that he/she has made in the past. Also referred to as a "harvest strategy" or "liquidity event". An exit strategy is a means of leaving one's current situation, either after a predetermined objective has been achieved, or as a strategy to mitigate failure
- 4. WHERE IT ISUSED..?? In Warfare In military an exit strategy is understood to minimize losses of what military jargon called blood and treasure (lives and material). Adopted by critics of U.S. involvement in Afghanistan and especially Iraq. President George W. Bush was said to have no exit strategy to remove troops from Iraq. President Barack Obama also has not yet publicly announced an exit strategy for the troops in Afghanistan. In Business In entrepreneurship and strategic management an exit strategy is a way to transition one's ownership of a company or the operation of some part of the company. Transition companies are professional mergers and acquisitions companies that assist Middle Market business owners with their exit strategy. Services offered are often referred to as transition management services.
- 5. •MBA from CornellUniversity •Expert witness on employee benefits issues •Superb consultant & Strategic thinker •In 2005, joined Deloitte consulting •By 2010, strong contender to become Principal with deloitte consulting LLP
- 6. •Completed his 10years in deloitte and 5 years as principal •Development of client relationship •Creation of innovative market ideas •Deployment of sales & delivery team •Team building works •Demanding, open and enjoyable •Values quality and detail in every work •Generous, patient and receptive to new ideas
- 7. •American family lifeassurance company •Founded in 1955 by John B. Amos in Georgia •Leading provider in insurance in US •Industry leader in Japan’s cancer insurance market •Major success in 1970s from Japanese cancer policy market •In 1999, new ad campaign featuring a duck for its national brand name recognition •In 2009, Aflac’s revenue from premium increased by 13%
- 8. •John B. Amos- Co-founder •Dan Amos - CEO & Chairman •Paul S. Amos II- Jan ’07 – President •John Moorefield - Senior Vice President •Nikka Copeland - Executive VP
- 9. •Founded in 1937and incorporated as ‘Colonial life and accident insurance company’ •Its single product was $1000 accidental death insurance policy that sold for $3 premium •Market leader in providing personal insurance benefits to employees through the workplace and deducting premium from their paychecks •In 1993, it was acquired by Unum group •In 2009, it generated $1 bn in premium income
- 10. • Struck byFinancial Crisis. •Need to lower critical expenses. •Price Competition. •Demand Slowdown. •Reduction in talent-pool.
- 11. •Doing High profilestrategic work for competitors in same space. •Confidentiality agreements- for staff and customers (knowing the industry). •Learning from prior failures. •Field and hypothesis testing . •Knowing the impacts of reforms. •Anticipating the risk of investment and results.
- 12. •Capacity problems dueto reduction in workforce •Deloitte’s dominance in healthcare and life sciences •Problems due to high utilization rate
- 13. •Advantages of Deloitteworking with multiple players. •Problems faced by Deloitte when working with different players. •Strategy adopted to combat such problems. •Document requests being sent to the clients. •Information yet to be received by Tubiana and Brown. •Importance of Brown for the project team.