This year, we continued on our three year journey of transformation to become the clear choice. We stimulated growth in our business, turned the spotlight back up on our Values and reflected on and communicated our Purpose
After seven years of turmoil, the banking sector can finally shift focus from cleaning up the debris caused by the financial crisis and start making steps towards delivering sustainable growth and profitability.
Explore why technology firms should choose to invest in the UK. We consider what the UK currently has in its favour as it battles for technology investment.
KPMG has recently published the 2014 Guide to Directors’ Remuneration, a survey which analyses trends in FTSE 350 directors’ pay.
We help our clients understand current issues and future trends in the world of work, and identify how they can enhance organisational performance through their people.
Explore the opportunities available for school and college leavers at KPMG.
Find out about careers for graduates from all degree disciplines in Audit, Tax, Advisory, Technology, Marketing and HR.
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KPMG’s leadership blogs brings you insight, opinion and debate from our senior partners and industry experts.
Telecoms players face choices on how to play beyond providing airtime as the Machine to Machine unfolds. Platform–focused or vertically-integrated business models? Is hardware in or out? We explore these issues many of you may be facing below.
We always welcome feedback and are keen to share client stories and perspectives so get in touch if you have something to share.
Our specialist team look at the views of Ofcom and successful players in the recent UK LTE (4G) auction on how it was run and the lessons we can learn.
Many service providers have lost ground to their own next generation investments. ‘Sentiment analysis’ of their Big Data could help those companies regain an advantage, says Eddie Short, Partner and Head of Business Intelligence with KPMG.
In speaking with clients around the world, we’re often asked about the machine to machine (M2M) ecosystem. A horizontal strategy or deep vertical solutions? How is M2M changing? How do we scale our business? Chris Woodland, Partner for the TMT Strategy Group explores these issues.
Boards must take a bold and decisive approach to the non-core parts of their telecoms business. Otherwise they could face accusations of generating lower returns by failing to make best use of their capital, explains Transaction Services Director Marc Summers.
A range of proposals intended to create a more integrated telecoms market across the EU brings opportunities and risks. Sean Kennedy, Director and Telecoms Regulation specialist explores the issue.
Price offers aimed at motivating instinctive responses from customers have become common amongst telecoms operators. Companies should focus on reducing costs to offer the lowest prices, explains Partner Robert Browne.
Mobile technology is radically transforming the world around us and the mobile evolution is moving at unprecedented speed. Clearly, many challenges still lie ahead and many questions remain to be answered. What business models will prove resilient to future change? How will security and privacy concerns be overcome? Which payment technologies will win out in the long-term?
Delivering a great customer experience is now top priority for many telecoms companies. As the range of products and service options increases, the customer experience has become a critical differentiator. Staff at every level - and even suppliers - are rated against the customer experience they deliver, and are rewarded accordingly.
It seems everybody is concerned about mobile security. Consumers are worried that all of their personal data that now resides on their smartphones – contacts, bank account numbers, emails and so on – will fall prey to identity thieves and crooks. The risk for corporations is higher still as mobile devices become integrated into the office environment and start to be used to access sensitive company information, customer records and valuable intellectual property.
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KPMG International Cooperative ("KPMG International") is 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.