Forensic Revenue Assurance Review

Background

Revenue Assurance is the activity, which is performed to detect a revenue leakage and subsequently to prevent the leakage. Revenue Assurance assesses and measures the core Revenue Management Chain. It guarantees that the Revenue Management Chain is functioning as it is specified. Catering to the telecom frauds can be considered as an Extended Revenue Assurance.

How can we partner?

Eliminate the revenue leakage by reconciling consumption information, not just pricing and billing systems. Our forensic Revenue Assurance circles encompass all core system related modules including Customer Management, billing and relevant satellite systems to ensure effective end to end (e2e) data reconciliation.

Bad Debt Management

Background

Bad debt – which occurs when clients fail to pay for goods and services you have provided them with – can spell disaster for any business. In the case of business, bad debt may accumulate and threaten to push the company toward difficulties unless it is dealt with decisively.

Internal problems:

• The management priority is too low in case of debt management. Historically, companies have not placed bad-debt prevention high on the executive agenda
• Not a significant part of the customer strategy. In fact, most debt-prevention activity kicks in very late in the cycle, when collections teams are limited to “mopping up” and collecting what they can
• Inconsistent execution levels. Often, companies underestimate the execution challenge required to prevent bad debt. It is a multi-faceted area, both data intensive and analytically complex, and requiring continuous triage and process improvement.

How can we partner?

Process review and deep analytics from customer credit vetting through activation, collection until write off, debt sale.

Brand Protection Diagnostics

Background

Counterfeiting is one of the fastest growing economic crimes and it presents companies and individuals in several different sectors. According to Chamber of Commerce estimates counterfeiting accounts for between 5 – 7 % of world trade, worth an estimated $600 billion a year.

Some manufacturers intend to distribute their products in limited markets or give exclusive import/export markets rights for authorized distributors. “Product diversion” (which is also sometimes referred to as “gray market” or “parallel distribution”) severely disrupts the channels of distribution established and supported by manufacturers and authorized distributors. Because the products usually cannot be obtained outside of the authorized distribution channels through any legitimate means, diverted products are often acquired by deception and fraud.

Intellectual property protection is mandatory to promoting innovation. Without any protection of businesses which include know-hows, technological developments, online domains or any ideas would not reap the full benefits of their inventions and probably would invest less back on research and development.

How can we partner?

Brand Protection Diagnostic provides in depth research to assist clients in understanding and mapping the unauthorized supply chain, identifying the bottlenecks and preparing a strategic approach to address risks from counterfeiting and product diversion. Analyze primary and secondary data and monitor online to develop benchmarks, trends to reveal unusual patterns. It employs a multidisciplinary approach combining forensic analysis, data analytics, investigative research, and operational risk assessment/advice.

Fraud Risks Assessments

Background

Fraud risk management is essential for any organization that aims towards achieving its strategic objectives.

According to COSO, these components provide an effective framework for describing and analyzing the internal control system implemented in an organization. The five components are:

• Control Environment:the control environment sets the tone of an organization, influencing the control consciousness of its people. Control environment factors include the integrity, ethical values, philosophy, management’s operating style, delegation of authority systems, as well as the processes for managing and developing people in the organization.
• Risk Assessment:every entity faces a variety of risks from external and internal sources that must be assessed. A precondition to risk assessment is establishment of objectives and thus risk assessment is the identification and analysis of relevant risks to the achievement of assigned objectives.
• Control Activities:control activities are the policies and procedures that help ensure management directives are carried out. They help ensure that necessary actions are taken to address the risks that may hinder the achievement of the entity’s objectives. Control activities are entity-level and activity-level controls.
• Information and Communication: communication must be effective and information must flow down, across and up the organization. Effective communication should also be ensured with external parties, such as customers, suppliers, regulators and shareholders about related policy positions.
• Monitoring: this is accomplished through ongoing monitoring activities or separate evaluations. Internal control deficiencies detected through these monitoring activities should be reported upstream and corrective actions should be taken to ensure continuous improvement of the system.

How can we partner?

Fraud Risk Assessment (FRA) services supports to build up robust fraud control enviroment and also provides in depth forensic review of specified areas of the company to assist deep analyzing of controls effectiveness and identify gaps, potential risks.

Supplier Health Check

Background

Suppliers’ lifecycle is one of the most effective relations of the companies. Tendering, selecting the best vendors, develop the trust, evaluate the cooperation are contains several fraud risk factors like an internal fraud, kickback or possibility of bribe.

The Risk of Fraud exists in all organizations. The likelihood of a fraud occurring is high. It will, without a doubt, occur by a vendor, an employee, or other third party. Where and how it happens within the organization, and the potential impact/significance of the fraud depends on a number of factors and considerations.

How can we partner?

By answering the following questions and helping to build up detailed fraud risk assessments.

• How does the Company manage and monitor the risks impacting the operating companies?
• Where within the organization is the Company vulnerable to fraud?
• How does the Company monitor and mitigate the risk of fraud?