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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
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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
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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
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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
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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
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移轉訂價服務
移轉訂價服務
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跨國交易租稅規劃
跨國交易租稅規劃
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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)
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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
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租稅協定之專案申請
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租稅獎勵申請
租稅獎勵申請
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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
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代為計算薪資及各項扣繳
代為計算薪資及各項扣繳
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資遣通報
資遣通報
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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
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勞保賠償給付申請
勞保賠償給付申請
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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
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年底開立扣繳憑單
年底開立扣繳憑單
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IT 顧問服務
IT 顧問服務
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PRIMA 顧問服務
PRIMA 顧問服務
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營運計劃書編制
營運計劃書編制
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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。
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沙賓氏法案第404條遵循查核
沙賓氏法案第404條遵循查核
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內部稽核服務
內部稽核服務
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協議程序(併購交易實地查核)
協議程序(併購交易實地查核)
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風險管理服務
協議程序(併購交易實地查核)
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舞弊調查服務
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電腦鑑識服務
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外籍人士工作證申請
外籍人士工作證申請
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商業文件英日文翻譯服務
商業文件英日文翻譯服務
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公司、分公司、行號設立登記
公司、分公司、行號設立登記
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外商分公司、辦事處設立登記
外商分公司、辦事處設立登記
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陸資來台投資設立登記
陸資來台投資設立登記
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行政救濟
行政救濟
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企業法律諮詢
企業法律諮詢
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破產與限制
破產與限制
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公司解散和清算
公司解散和清算
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供應商和員工背景調查
供應商和員工背景調查
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存證信函草稿服務
存證信函草稿服務
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中英文協議的準備和審查
中英文協議的準備和審查
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放寬限制出境
放寬限制出境
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勞動法合規與勞資談判
勞動法合規與勞資談判
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企業和個人資產規劃
企業和個人資產規劃
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企業評價服務
企業評價服務
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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。
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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)
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其他政府委託專案查核
其他政府委託專案查核
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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)
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文化教育相關產業(私立學校)
文化教育相關產業(私立學校)
Advances in technology and logistics allow businesses to expand across borders more easily, but understanding and overcoming the psychological barriers to expansion abroad is crucial to giving your global growth plans a head-start
From gaining global market share to increasing sales and profits, expanding abroad offers businesses significant rewards. The digital economy and modern transport links have made it easier and cheaper for companies to go global, so why are some businesses reluctant to set foot beyond their own borders?
“The fear of failure, a prevailing culture of being error averse and a lack of education in risk literacy are just some of the psychological impediments that prevent businesses from taking the leap abroad,” according to Professor Gird Gigerenzer, Director at the Max Planck Institute for Human Development and author of ‘Risk Savvy: How To Make Good Decisions’.
However, some businesses clearly have a natural tendency to overcome these psychological barriers – forthcoming research from Grant Thornton’s International Business Report reveals that half of business leaders cite ‘gut instinct’ as a key driver behind their choice of overseas location.
Taking a deep breath
The decision to expand abroad can be a daunting one for all types of businesses, not least those in the mid-market.
“At the beginning, business owners are overwhelmed because they think international expansion is something for bigger firms,” says Stefan DiBitonto, senior manager, Investor Consulting, at Germany Trade and Invest (GTAI). “But soon after, they realise that with the right help they can overcome obstacles and expand to overseas markets successfully.”
German businesses are particularly active in growing beyond borders: 40% of those in the German mid-market are export-oriented, according to the GTAI.
But expanding overseas is rarely a snap decision and many businesses admit to nerves getting in the way of taking the next big step. James Taylor, co-founder of UK business AngelBerry Frozen Yoghurt, made his first move overseas through franchising after opening just three stores in the UK. He handed the reins of his business to a local franchisee in Mauritius.
“I was really nervous about training him,” says Taylor. “Given the short time frame, I had to quickly transfer all my tacit business knowledge to him so that he could set up and run our business successfully abroad.”
Since starting out with just one small store in Bristol in the south west of England in 2011, AngelBerry has now expanded into four markets, setting up 12 stores worldwide. Taylor adds: “We overcame those initial fears and it’s worked out really well.”
Barriers in the mind
However, not all business leaders have the confidence or experience to take their growth plans forward. Defensive decision-making is one psychological barrier that can hold them back.
Dynamic business owners often have a natural instinct for international growth but the risks associated with it might make them hesitate, and conducting business operations in foreign countries can take them outside their comfort zone. If the growth strategy is unsuccessful the responsibility for failure falls on the decision-maker’s shoulders. “Defensive decision-making protects the manager but hurts the company,” says Gigerenzer.
Organisations need to do more to promote a culture where people can take risks, without fear of failure.
“If you don’t move abroad as a result of fear of failure and stay in your home market, you run the risk of missing out on opportunities,” says Gigerenzer.
He points out that some cultures have a higher ‘fear of failure’ barrier than others. In Germany, such failure is frowned upon, whereas in the US it is part of business culture – the more risks you take, whether they pay off or not, the more you are perceived as an experienced business manager.
“Education in risk literacy is as important as the ability to read and write in the 20th century,” says Gigerenzer. Organisations must encourage business decision-makers to become risk-savvy to enable them to be courageous so that they can face uncertain situations. “We have to learn to live with uncertainty,” he stresses.
Perfect on paper?
While risks can never be completely eradicated, companies can take steps to mitigate them. Engaging with experienced business experts becomes critical for dynamic organisations that want to unlock their full potential and excel beyond borders.
For AngelBerry, the idea of expanding to India was perfect on paper – with its warm climate and national love of yoghurt. But it was only after Taylor met local business managers that he discovered it was impossible to find a price point low enough to sell to the mass market and still generate a profit. “It was a costly mistake,” says Taylor, “but it’s hard to research things like that on the internet.”
Louis Barnett, founder of the UK-based Louis Barnett Chocolates, says: “If you want to grow your business and learn about exports you need to research as much as you can online, pay for seminars, and speak to local government agencies and industry bodies such as local Chambers of Commerce. Talk to people and learn about foreign expansion before you make your move.”
But there is help out there for businesses, including peer networks, government agencies and business advisors. In Germany, the GTAI is on hand to inform and advise international businesses setting up companies there. DiBitonto says: “We offer a service package for businesses – we can give them very field-specific information, including where exactly they should be located when to make their move.”
Other organisations such as Austrade, the local trade, investment and education promotion agency in Australia, have set up an International Readiness Indicator to help small and medium-sized businesses take their first steps towards exporting. Businesses can find out what it takes to be export-ready and compete successfully in overseas markets.
For dynamic businesses that have ambition and drive, there are numerous opportunities out there: do your homework, get specialist advice and be brave.
Look out for the next in this series of Going Beyond Borders, where we explore how rational and psychological factors influence the decision to grow globally.