-
國內財務簽證及PCAOB財務簽證
真正讓我們與眾不同的是我們服務客戶的經驗,讓正大所能夠在客戶服務上面創造更多的價值
-
稅務簽證
國稅局對於優質會計師事務所出具之報告作書面審核,公司被選案查核機率較低
-
營業稅簽證
本所採用Grant Thornton Voyager 軟體及其他軟體工具等,來提升工作效率
-
公開發行及上市櫃專案輔導與規劃
本所特將會計師與經理群之菁英分成八大部,組成團隊並提供最迅速而完善之專業服務
-
IFRS專區
分享Grant Thornton International之國際財務報導準則專業服務團隊及成員所內專家之寶貴經驗
-
移轉訂價服務
移轉訂價服務
-
跨國交易租稅規劃
跨國交易租稅規劃
-
外國專業投資機構之稅務代理人(FINI/FIDI)
外國專業投資機構之稅務代理人(FINI/FIDI)
-
所得稅法第4條,第8條及第25條等專案申請
所得稅法第4條,第8條及第25條等專案申請
-
租稅協定之專案申請
租稅協定之專案申請
-
租稅獎勵申請
租稅獎勵申請
-
稅負平衡政策訂定與假定稅計算
稅負平衡政策訂定與假定稅計算
-
代為計算薪資及各項扣繳
代為計算薪資及各項扣繳
-
資遣通報
資遣通報
-
處理薪資轉帳事宜及繳納扣繳稅款
處理薪資轉帳事宜及繳納扣繳稅款
-
勞保賠償給付申請
勞保賠償給付申請
-
勞健保,二代健保及退休金之申報及繳納
勞健保,二代健保及退休金之申報及繳納
-
年底開立扣繳憑單
年底開立扣繳憑單
-
IT 顧問服務
IT 顧問服務
-
PRIMA 顧問服務
PRIMA 顧問服務
-
營運計劃書編制
營運計劃書編制
-
績效考核服務
正大聯合會計師事務所協助企業進行績效制度建立及優化,創造勞資雙贏的局面。
-
沙賓氏法案第404條遵循查核
沙賓氏法案第404條遵循查核
-
內部稽核服務
內部稽核服務
-
協議程序(併購交易實地查核)
協議程序(併購交易實地查核)
-
風險管理服務
協議程序(併購交易實地查核)
-
舞弊調查服務
舞弊調查服務
-
電腦鑑識服務
電腦鑑識服務
-
外籍人士工作證申請
外籍人士工作證申請
-
商業文件英日文翻譯服務
商業文件英日文翻譯服務
-
公司、分公司、行號設立登記
公司、分公司、行號設立登記
-
外商分公司、辦事處設立登記
外商分公司、辦事處設立登記
-
陸資來台投資設立登記
陸資來台投資設立登記
-
行政救濟
行政救濟
-
企業法律諮詢
企業法律諮詢
-
破產與限制
破產與限制
-
公司解散和清算
公司解散和清算
-
供應商和員工背景調查
供應商和員工背景調查
-
存證信函草稿服務
存證信函草稿服務
-
中英文協議的準備和審查
中英文協議的準備和審查
-
放寬限制出境
放寬限制出境
-
勞動法合規與勞資談判
勞動法合規與勞資談判
-
企業和個人資產規劃
企業和個人資產規劃
-
企業評價服務
企業評價服務
-
ESG 確信報告及相關顧問業務
正大聯合會計師事務所取得了金管會授權辦理 ESG 確信業務(永續報告及溫室氣體)。 目前已經協助許多企業辦理ESG相關業務,如需更多相關資訊,歡迎與我們ESG負責的會計師聯絡。
-
網際網路購物包裝減量會計師確信報告服務
「公司之資本額、實收資本額或中華民國境內營運資金」達1.5億元以上,或自有到店取貨據點數達500以上之網際網路零售業,在包裝減量方面在包裝減量方面,應依平均包裝材減重率或循環箱(袋)使用率規定擇一辦理,且其減量成果須於每年3月31日前經會計師出具確信報告。關於會計師確信報告服務,歡迎跟我們聯絡。
![ESG & Sustainability 企業永續發展](/globalassets/1.-member-firms/taiwan/media/featured/esg_464x422.jpg)
-
其他政府委託專案查核
其他政府委託專案查核
-
財團法人及社團法人等非營利組織(公益慈善基金會)
財團法人及社團法人等非營利組織(公益慈善基金會)
-
文化教育相關產業(私立學校)
文化教育相關產業(私立學校)
Francois Pons says outsourcers need to become true business partners
Companies outsource back-office business processes mainly to boost efficiency and reduce costs. Payroll, HR and accounting processes – the most common to be outsourced – are heavily transactional, and many companies determine that external specialists can execute these far more cost-effectively than they can themselves. It might therefore be expected that providers’ mastery of the relevant technical skills is the critical success factor in any relationship. Insight from Grant Thornton’s International Business Report (IBR) reveals something different, however.
The intangible aspects of these relationships – a partner’s reliability, trust and other 'non-technical' skills – count as much as (or even more than) harder factors, such as their specialist capabilities, in making outsourcing relationships work. Consider, for example, the important step of selecting an outsourcing provider. Given the overriding objective of boosting cost-efficiency, businesses might be expected to focus on provider cost as the main selection criterion. However for business leaders, cost comes second to service reliability. Trust is the other factor in the top three selection criteria.
Of course, businesses need to be sure that providers will deliver on time and to the required level of quality. But it goes further: many companies are dependent on their outsourcing provider to remain compliant with regulatory requirements. The UK government, for example, recently imposed tighter payroll requirements on companies, and the latter frequently pass that burden onto their external provider. Tough new tax reporting rules in Brazil and Argentina are leading foreign and domestic firms there to do the same.
This dependence helps explain why trust is such an important factor. In Asia’s and Latin America’s emerging markets, for example, this trust is usually built through personal interaction, the basis of any good business relationship.
Communication matters
Communication is integral to building high levels of trust. In fact, businesses told us it is the single most important ingredient of a successful outsourcing experience. More important even than the provider’s pedigree, and considerably more than project governance, resource management and scoping of specifications.
Communication between client and provider needs to be good at many levels. Regular status meetings organised by the provider should be a standard feature of any engagement. In some markets, such as in Latin America, clients may prefer these to be frequent and face-to-face. But providers should also recognise when busy clients may prefer to reduce the frequency of meetings. Good communication practice also means being ultra-responsive: three quarters of business leaders say it is important that their lead outsourcing provider be able to meet with them at very short notice – within 24 hours – should an issue arise.
Being proactive is another part of the trust and reliability equation. Companies want their outsourcing providers to be looking for ways to streamline processes. Good providers also listen to clients to improve their service. Ever tougher competition in this digital age means that companies look for every possible means of boosting their cost-efficiency, and they increasingly rely on their suppliers – including their outsourcing providers – to help them design better business processes.
Extending the check-list
The high value businesses place on these non-technical attributes of an outsourcing relationship pose what may be unfamiliar challenges to outsourcing clients and providers alike. Whether outsourcing for the first time or looking for a new provider, companies need to find ways of assessing how providers perform in areas such as reliability and communication. Reviewing provider testimonials and arranging calls with a provider's other clients are a couple of steps that could help. Clients should also develop metrics to capture these areas of performance, against which their provider can be measured.
Providers themselves need to ensure they have the right account managers and staff able to provide the 'human touch'. Finding professionals with the requisite technical skills, the ability to communicate effectively and build personal relationships with clients is no easy task. But it is clearly critically important so outsourcers need to be measuring the performance of their people in these areas and provide on-going training. They can be sure of one thing: the criteria their clients are judging them on are evolving. Those that can adapt may just create a new point of differentiation with their rivals in an increasingly competitive marketplace.
Francois Pons is a partner and head of business consulting & outsourcing at Grant Thornton France
Dominic King, Editor, global research, +44 207 391 9537