WEAKNESSES
Strong management and
Culture of excellence
Commitment to quality
number of clients
the client
OPPORTUNITIES
THREATS
industry
B.
For People
i.
ii.
iii.
For Workplace
i.
Regular clean-up
ii.
iii.
2.
firms personnel are directed to avoid these actions. It also provides the actions that the
personnel should take in case bribery is discovered.
2.
Trade Sanctions
This provides guidance on activities affected by sanctions issued in other geographies.
4.
Winnie Tan Chung who worked at SGVs Tax Consultancy Group for two years, the firm ensures
that everyone undergoes training that is restricted to formal and actual environment and actual
findings. SGV selects associates that are self-operating, smart and have the best aptitudes.
These new associates are provided with basic modules and programs that will guide them in
performing well at work. EY member firms are regularly cited by external organizations as being
leaders in diversity practices and providing an excellent working environment.
Continuing Education of Statutory Auditors. SGV adopts an extensive and globally
consistent learning curriculum that helps all of their people develop the right technical and
personal leadership skills. Learning programs were developed in response to changes in
accounting and reporting standards, independence and professional standards, and emerging
practice issues. Audit professionals are required to obtain at least 20 hours of continuing
professional education each year and at least 120 hours over a three-year period. 40% of these
must cover technical subjects related to accounting and auditing.
Coaching. Coaching helps transform knowledge and experience into practice.Experienced
professionals are expected to coach and develop less experienced personnel to create a
continual learning environment. SGV also manage the assignment of employees to particular
engagements in a systematic way that ensures the employees that they have exposures to a
range of experiences as part of their own development.
Performance Management. A comprehensive performance management process requires
people to set goals, have clear work expectations, and receive feedback about their
performance. The performance management and development process is designed to help
employees grow and succeed.
4:
Communication
Gap
(Between
actual
delivery
performance
and
external
communications with the customer):SGV may project themselves with a very well ventilated
working environment during campus talks. But in reality, the office is very dirty and a lot of
working papers are filed on the desk.
Gap 5: Service Gap (Between customers expectations and perceptions):This arises when
clients misinterpret intentions of management. For example, SGV may want to extend auditing
procedures for subsequent events, but the client may interpret it that SGV just wants additional
payment of fees.
Being one of the top audit firm players with its prestige in quality, it can be deduced that SGV
has effectively addressed these gaps.
SUMMARY AND CONCLUSION
Given our findings above, SGV upholds its commitment to quality with the policies and practices
it undertakes to ensure the quality of the firm. The group was able to deduce that SGV is in a
strong position in the auditing industry. It has been performing exceptionally well. Its
commitment to quality and culture of excellence contributes most in providing the best possible
audit services to their clients. The companys strengths tells us what SGV has achieved through
high quality. The weaknesses are the results of the issues pointed out in the GAP model.
Improvements in quality service of SGV will help SGV ace opportunities while industry grow.The
firm perpetrates itself to quality service by highlighting its commitment to provide notable client
service. Superior exceptional performance is evident by its compliance with the ISO certification,
its technological tool GAMx for global audit methodology and adhering to EYs global policies
and practices. Its communication of quality objectives from the partner to the staff has been an
effective medium to uphold its value of quality through orientations, trainings, updates and the
like.
2) Your gap model is quite interesting. Further discussion on how do the gaps affect SGV's
efforts to achieve total quality would be very much helpful. If you can elaborate on each gap,
that would be very good.