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Shared Services Centers World

Shared Services Centers World. Managing Global Business: Dell Case Studies April 2013. Introduction Agenda Test. About Presenters. Miroslava Tö r ö kov á Education: EUBA , EU, 2008 Work experience Dell: Order Fulfilment manager, 4 years Online Support, TL, 2 years

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Shared Services Centers World

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  1. Shared Services Centers World Managing Global Business: Dell Case Studies April 2013

  2. IntroductionAgendaTest Confidential

  3. About Presenters • Miroslava • Töröková • Education: • EUBA, EU, 2008 • Work experience Dell: • Order Fulfilment manager, 4 years • Online Support, TL, 2 years • Sales Representative, 2 years • Work experience prior to Dell: • Citibank, treasury clerk, 1 year • Lukáš • Vlna • Education: • Masters in finance, FM UK, 2006 • Work experience Dell: • Demand planning sr. advisor 2 years • Work experience prior to Dell: • IBM ISC, TL contract controlling, 2.5 years • IBM ISC, DSO financial analyst, 2.5 years • Porsche Slovakia, Product manager, 2.5 years

  4. Guest Speakers Introduction Wade Baze, CPA Executive Director of EMEA Accounting & GIS • CPA qualified • Bachelor of Business in Accounting • 6 years at Dell: Exec Director of Dell Corporate Governance, Americas Accounting & SCG/GIS, Controller for DFS • Prior to Dell: public accountant with Big 4 • Intl. experience: EMEA assignment in Bratislava, Slovakia Confidential

  5. Agenda • Shared Services Center: Definition, Benefits, Challenges, Evolution • Deloitte Global Shared Services Survey (2011) • Dell Bratislava Shared Services Center • Dell Bratislava Finance SSC Lifecycle • Dell Bratislava SSC Future Quiz Key Learnings Q&A Confidential

  6. DefinitionBenefitsChallengesEvolution Confidential

  7. What is SSC? Shared services is a collaborative strategy in which a subset of existing business functions are concentrated in a new, semi-autonomous, business unit that has a management structure designed to promote efficiency, value generation, cost savings and improved service for internal customers of the parent corporation, like a business competing in the open market. Conventional Divisional Structure Shared Services Center Structure Shared Services Center Source: Bergeron, (2003) Confidential

  8. What are the Benefits? Source: Ian Herbert and Will Seal (Shared business services and the evolution of the multi-divisional corporation) Confidential

  9. What are the Challenges and Solutions? Confidential

  10. What is the Evolution? Strategy Direction Process People and Organization Change Technology Facilities and Location Source: Ernst & Young (Managing Tax in a SSC/BPO Environment, 2011) Confidential

  11. Global SharedServicesSurvey(Deloitte, 2011) Confidential

  12. Confidential

  13. Source: Deloitte 2011 Global Shared Services Survey Confidential

  14. Source: Deloitte 2011 Global Shared Services Survey Confidential

  15. Source: Deloitte 2011 Global Shared Services Survey Confidential

  16. Source: Deloitte 2011 Global Shared Services Survey Confidential

  17. Source: Deloitte 2011 Global Shared Services Survey Confidential

  18. Dell BratislavaSSC Confidential

  19. Dell Bratislava Evolution 4 GREW TO MULTI LANGUAGE SITE WITH GLOBAL IMPACT BY DECEMBER 2012 with 1900 FTE 3 GREW TO A EUROPEAN BUSINESS CENTER BY 2007 1,500 FTE covering a wide range of front and back office functions 2 EXPANDED BY 2005 TO INCLUDE GERMAN-LANGUAGE SALES AND CUSTOMER CARE Center with up to 900 FTE to support full range of customer-facing functions 1 DELL LAUNCHED OPERATIONS IN SLOVAKIA IN NOVEMBER 2002 Technical Support with up to 300 FTE for German language area Confidential

  20. General Facts about Dell Bratislava Confidential

  21. Dell Bratislava Confidential

  22. Dell BratislavaFinance SSCLifecycle Confidential

  23. Dell Bratislava Finance Evolution • Global Reporting (FY09/11) • Global Audit Trans (FY11) • EMEA Pricing/Controllership (FY09/10) • EMEA/Global Tax (FY07/11) • EMEA Sales Commissions (FY08/09) • EMEA FP&A (FY08) • EMEA AP/T&E (FY07) • EMEA Accounting (FY06/07) • EMEA Compliance (FY05) • EMEA Reporting Center (FY05) • EMEA Fin. Systems (FY04) • Ger/Aus FP&A and Credit Collections (FY04) Confidential

  24. Building Talent Pool – RAD Model Confidential

  25. High Value Add (ASC Example) Globalization Centers of Excellence Standardization US GAAP Centralization Confidential

  26. Dell BratislavaFuture Confidential

  27. Internal and External Competition Glasgow Bratislava Halle Casablanca Austin Gurgaon Quezon City Hyderabad Panama Penang Bangalore Confidential

  28. Dell Bratislava Site Vision Recognized as strategic site for EMEA and Global Multiple headquarter functions with senior management positions on site World-class efficiency and effectiveness Strong talent pipeline, seen as most desirable employer in Slovakia & a great place to work Confidential

  29. Key LearningsQ&A Confidential

  30. Key Learnings Cost benefits are achievable. Process reengineering is essential. People are key for success. Moving towards Global SSCs becomes critical. Confidential

  31. Q&A Confidential

  32. END Confidential

  33. BACK-UP Confidential

  34. Favorable to Achieving Objective Not Favorable to Achieving Objective SSC SWOT Analysis in Slovakia Internal Factors • Relatively smaller labor pool in comparison to Czech Republic or Poland • Bratislava and Kosice as the only two main cities for big SSC & CC operations • Lack of appropriate office space outside Bratislava (this problem can be solved in a relatively short time) • Excellent language skills –English, German, French, Spanish, Italian, Czech, Hungarian and Russian • Large number of fresh university -more than 209,000 university students and over 70,000 university graduates in academic year 2010/2011 • Political stability and high economic growth • EURO € as official currency from 2009 • Flat income tax rate of 20% (system also prohibits double taxation, and there are no taxes imposed on dividends) • High loyalty and lower attrition of employees • Excellent quality of life and historically cultural diversity thanks to proximity of Hungary and Austria • Very well developed infrastructure • Dynamically growing real estate market with A-level offices • Geographical location close to main EU markets • Time zone advantage • Favorable labor costs • Success stories of established CCs & SSCs External Factors • Ongoing interest of investors to both locate and relocate CCs & SSCs in the region • Ability of Bratislava and Kosice to attract skilled and educated people from other parts of Slovakia and even Poland and Czech Rep. (e.g. DELL) • New hot spots (regional cities) with a sufficiency of skilled manpower and lower operating costs like: Nitra, Banska Bystrica, Zilina • Transfer of more complicated (value-added) SSC activities to CCE countries • Competition from surrounding countries offering relatively larger labor pools, although the competition is also higher than in Slovakia • The high influx of new CCs & SSCs at the same time can cause a tight labor market (newcomer’s advantage) Source: SARIO (Shared Services Centers, 2010) Confidential

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