The KPMG International Annual Review focuses on our record of achievement and those who define us as an organization: clients, people and communities.
We will build and sustain our reputation as the best firm to work with by ensuring that our people, our clients and our communities achieve their full potential.
KPMG's Global IFRS Institute provides information and resources to help Board and Audit Committee Members, Executives, Management, Stakeholders and Government Representatives gain insight on the evolving global financial reporting framework.
CC&S is a global network of professionals providing sustainability & climate change services delivering value to corporate & public sector clients.
Mining organizations need to adapt across the mining asset lifecycle, from expansion to closure, as changing economic, political and regulatory environment demand greater flexibility.
The Chemical industry’s landscape is changing fast - global companies are developing or launching new products and services – and appear optimistic - setting sights on geographic expansion.
Something to Teach, Something to Learn addresses practitioners rather than policy makers - and it champions real and successful developments as well as showing how new theories can be applied in the real world.
This report provides an analysis of the complex, fragmented and rapidly evolving green tax landscape worldwide. It aims to encourage companies to explore the opportunities of green tax incentives, and to reduce exposure to green tax penalties.
The global job search tool allows you to search available career opportunities within many of our 150 member firms worldwide.
KPMG's International Case Competition (KICC) is a chance for students to challenge yourself to solve a real business issue and an opportunity to meet new people across the globe.
In the case of one regional Asian bank, remote payment solutions offered a number of compelling benefits. For one, the initiative reinforced its reputation as an innovative retail bank that delivered customer-focused services. It also built awareness within their ‘early adopter’ customer base and helped them become accustomed to using their mobile devices for financial transactions.
But more importantly, the bank also tapped into new sources of revenue and built a strong market presence as the first to market with many mobile payment services. For example, the bank’s ‘top-up’ service delivers not just payment revenues, but also a percentage of the total sale. The bank has also enabled the purchase of consumer items through their web portal, which has driven adoption and increased their payment revenues.
Of course, the bank expects some form of proximity payment system to formalize soon, and so is working with merchants to conduct pilot programs with contactless cards and NFC companion devices. Again, this has provided some valuable lessons to the bank in terms of customer and merchant adoption.
Executives at the bank are confident that they are gaining competitive advantage through their mobile payments solutions. And while they admit that quantifiable metrics and clear revenue streams are not always available, they seem certain that the qualitative benefits and positive response they are receiving from their customers is already paying dividends on their investment.
We encourage you to contact your local KPMG member firm, or email firstname.lastname@example.org to talk to one of our mobile banking specialists.
KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.