1,725,934 research outputs found
The World remade by COVID-19 for Travel and Hospitality
No full textIndustry leaders from Deloitte and Salesforce have highlighted four potential post pandemic industry trends. Researchers predict that the COVID-19 pandemic will either accelerate the direction the industry had been moving towards or redirect the industry altogether
TMT predictions 2017
No full textAs the pace of technological change becomes exponentially faster, it is increasingly difficult to identify the major trends that could have profound effects on enterprises and consumers. To help address this challenge, we’re pleased to offer the 2017 version of Predictions from Deloitte Global, designed to provide insight into what may offer disruption and growth opportunities across the technology, media and telecommunications ecosystems.
This year’s 10 Predictions combine Deloitte Global thinking, original and secondary research, perspectives gained from hundreds of conversations with industry leaders, and the aggregated opinions of tens of thousands of consumer across the globe
Comprehensive study; Deloitte docs
No full textTitle from PDF cover, Report 1.1, etc. (viewed on Apr. 29, 2009).Executive summary (Jan. 2009).; Report 1.1. Pricing process: Class ratemaking ; Pricing process: Statewide rate level ; Pricing process: Experience rating ; Pricing process: MIRA II ; Pricing process: Salary continuation and the $15,000 Medical Only Program / Deloitte Consulting LLP, Group 1 (Finalized Mar. 12, 2009) -- Report 1.2. Cost controls: Subrogation / Deloitte Consulting LLP, Group 1 (Finalized Feb. 17, 2009) -- Report 1.3. Financial provisions: SIEGF ; Assessment process: Self-insurance / Deloitte Consulting LLP, Group 1 (Finalized Feb. 17, 2009) -- Report 1.4 . Pricing process: Self-insurance / Deloitte Consulting LLP, Group 1 (Finalized Feb. 18, 2009).; Report 2.1. Financial provisions: Loss reserves / Deloitte Consulting LLP, Group 2 (Finalized Mar. 26, 2009) -- Report 2.2. Cost controls: Benefits & compensation industry comparison / Deloitte Consulting LLP, Group 2 (Finalized Feb. 18, 2009) -- Report 2.3. Cost controls: Medical payments study / Deloitte Consulting LLP, Group 2 (Finalized Mar. 25, 2009) -- Report 2.4 . Financial provisions: Net asset level ; Financial provisions: Excess insurance and reinsurance / Deloitte Consulting LLP, Group 2 (Finalized Feb. 18, 2009) -- Report 2.5. Pricing process: Administrative cost calculation / Deloitte Consulting LLP, Group 2 (Finalized Feb. 18, 2009) -- Report 2.6. Cost controls: MCO effectiveness/ Deloitte Consulting LLP, Group 2 (Finalized Mar. 25, 2009).; Report 3.1. Pricing process: Public employer state agency rates ; Cost controls: retrospective rating program ; Cost controls: Safety and hygiene program ; Cost controls: Effect of rates on frequency, severity, and loss rations / Deloitte Consulting LLP, Group 3 (Finalized Feb. 24, 2009) -- Report 3.2. Cost controls: Safety grant program / Deloitte Consulting LLP, Group 3 (Finalized Mar. 11, 2009) -- Report 3.3. Pricing process: Handicap reimbursement program / Deloitte Consulting LLP, Group 3 (Finalized Feb. 18, 2009).; Report 4.1. Pricing process: Use of NCCI Classification System ; Pricing process: Minimum administrative premium ; Pricing process: Ancillary funds ; Cost controls: Vocational rehabilitation program ; Pricing process: Experience aggregation / Deloitte Consulting LLP, Group 4 (Finalized Mar. 4, 2009) -- Report 4.2. Pricing process: Change of employer experience rates / Deloitte Consulting LLP, Group 4 (Finalized Feb. 26, 2009) -- Report 4.3. Pricing process: Calculation of experience modifications for out-of-state employers who wish to enter Ohio / Deloitte Consulting LLP, Group 4 (Finalized Feb. 26, 2009) -- Report 4.4 . Actuarial Department functions & resources: Actuarial Department organization / Deloitte Consulting LLP, Group 4 (Finalized Mar. 26, 2009)
The journey to government’s digital transformation
No full textOverview
Deloitte surveyed more than 1,200 government officials from over 70 countries, including 200 from Australia, to gain insight to the policies and practices affecting their “digital maturity”.
The survey revealed that governments across the world are at different stages in the digital transformation process. Only a small percentage of those surveyed fall into the “digitally mature” category, while the large majority of governments are still in the early or developing stages of their digital transformations.
In Australia, only 35 percent of respondents said their organisation had a clear and coherent digital strategy, compared to 46 percent globally. Similarly, 80 percent considered their digital capabilities were behind the private sector (70 percent globally). Only 27 percent expressed confidence regarding their organisation\u27s readiness to respond to digital trends
1990 survey of Ontario tillage and soil conservation: Practices, perceptions and attitudes - Executive summary
No full textDeloitte & Touche have undertaken a syndicated multi-client survey of Ontario corn producers for the previous fifteen years. This survey provides agribusiness clients with detailed information on the Ontario seed market, the Ontario corn rootworm market and provides a basis for asking other related agronomic questions. In 1990, the survey incorporated some questions on attitudes towards and use of various tillage and soil conservation practices on behalf of Agriculture Canada. This report presents the key findings of this 1990 Soil Tillage Conservation Survey among corn producers. Detailed tables and survey protocol are provided in a separate report. The principle aim of the survey was to identify current soil conservation practices and trends in specific practice areas. Additionally, an aim of the survey was to identify current attitudes and perceptions towards these practices among Ontario corn producers. Further, the survey findings and protocols were designed to act as a bench mark for future evaluations.Agriculture Canad
2010 Executive Summary: Deloitte Volunteer IMPACT Survey
No full textThe 2010 Deloitte Volunteer IMPACT Survey was commissioned to understand the value corporate America places on skilled volunteerism, and whether businesses expect volunteerism to be effective in helping meet social goals. In addition, the survey explored the ways in which the results of volunteer time are tracked and measured. We hoped to assess what the expectations of volunteer programs are, and to determine what processes are in place to help realize them
Deloitte, Haskins, and Sells consulting report for Community Action
No full textReport compiled by professional services firm Deloitte, Haskins, and Sells (now named Deloitte Touche Tohmatsu Limited) for Washington County Community Action. The report includes suggestions for policy and structural changes designed to improve the effectiveness and efficiency of the organization. This is from the records of the Community Action Organization, an anti poverty nonprofit in Washington County, Oregon
Shedding light on the debate: myth-busting tax reform #1
No full textDownloading this report requires a free registration with Deloitte.
Overview
The easy ride is over. No longer is Australian prosperity able to slipstream on the growth of a fast charging China. Our living standards have stalled since 2011, and there is a risk this period of stagnation will linger unless and until our nation once more takes charge of its own destiny. It doesn’t need to be this way. 2015 should be a year of opportunity as Australia considers key changes to tax policy.
But the signs aren’t encouraging. A better tax system could be a big contributor to building the Lucky Country, a key goal for Deloitte. Yet to date a mix of factors – the political climate, the reactions of vested interests, and the sheer breadth of the reform opportunities being considered – has resulted in a debate that has been confusing, contradictory and inflexible.
Most frustratingly, it has been characterised by a proliferation of myths and misconceptions.
That’s why Deloitte is releasing two reports aimed at shedding light where there is currently too much heat. Our first report covers three contentious areas: fiscal drag, GST and company tax. Reforms to all three are vital. But they are dogged by misconceptions that just won’t die
Customer Loyalty Problems in Retail Banking
No full textAccording to analyses of the most business consulting companies (KPMG, Capgemini, Deloitte, TowerGroup, etc.) customers are discontented with the retail banking experience. To achieve higher business growth, banks must increase customer loyalty by delivering a distinctive experience that combines the right mix of convenience, value and service and forges an emotional bond with consumers. Winners will be those that transform themselves into customer-centric enterprises by having a clear vision of what they want to achieve, fully aligning business processes and IT infrastructure to achieve those goals and engaging their employees in the process. The first step to do it is the identification of customer satisfaction. This paper intends to reveal its essential elements.customer loyalty, customer attitudes, retail banking
Tech trends 2015: the fusion of business and IT
No full textThis year’s report examines trends such as amplified intelligence, ambient computing, software-defined everything and the IT worker of the future. These trends have the potential to disrupt and reshape organisations, business models and even entire industries.
In the coming fiscal year or next, how will you apply what you learn to develop a response plan, and how will you act on your plan? More importantly, how can you leverage these trends and disruptive technologies to help chart your company’s future
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