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Internal audit
In today's increasingly competitive and regulated market place, organisations - both public and private - must demonstrate that they have adequate controls and safeguards in place. The availability of qualified internal audit resources is a common challenge for many organisations.
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IFRS
At Grant Thornton, our International Financial Reporting Standards (IFRS) advisers can help you navigate the complexity of financial reporting so you can focus your time and effort on running your business.
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Audit quality monitoring
Having a robust process of quality control is one of the most effective ways to guarantee we deliver high-quality services to our clients.
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Global audit technology
We apply our global audit methodology through an integrated set of software tools known as the Voyager suite.
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Looking for permanent staff
Grant Thornton's executive recruitment is the real executive search and headhunting firms in Thailand.
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Looking for interim executives
Interim executives are fixed-term-contract employees. Grant Thornton's specialist Executive Recruitment team can help you meet your interim executive needs
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Looking for permanent or interim job
You may be in another job already but are willing to consider a career move should the right position at the right company become available. Or you may not be working at the moment and would like to hear from us when a relevant job comes up.
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Practice areas
We provide retained recruitment services to multinational, Thai and Japanese organisations that are looking to fill management positions and senior level roles in Thailand.
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Submit your resume
Executive recruitment portal
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Executive recruitment portal
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Available positions
Available positions for executive recruitment portal
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General intelligence assessments
The Applied Reasoning Test (ART) is a general intelligence assessment that enables you to assess the level of verbal, numerical reasoning and problem solving capabilities of job candidates in a reliable and job-related manner.
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Candidate background checks
We provide background checks and employee screening services to help our clients keep their organisation safe and profitable by protecting against the numerous pitfalls caused by unqualified, unethical, dangerous or criminal employees.

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Capital markets
If you’re buying or selling financial securities, you want corporate finance specialists experienced in international capital markets on your side.
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Corporate simplification
Corporate simplification
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Expert witness
Expert witness
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Family office services
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Financial models
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Investigations
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Does your company need a health check? Grant Thornton’s expert team can help you get to the heart of your issues to drive sustainable growth.
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Mergers & acquisitions
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Grant Thornton’s operational advisory specialists can help you realise your full potential for growth.
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Raising finance
Raising finance
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Grant Thornton can help with financial restructuring and turnaround projects, including managing stakeholders and developing platforms for growth.
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Risk management
Risk management
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Transaction advisory
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Valuations
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Management consulting
Every business faces unique and complex challenges. Challenges are specific and solutions do not translate perfectly from one business to another, which is why you told us you want a fully customised approach to professional services.
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Strategic insourcing
From time to time, companies find themselves looking for temporary accounting resources. Often this is because of staff leaving, pressures at month-end and quarter-end, or specific short-term projects the company is undertaking.
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International tax
With experts working in more than 130 countries, Grant Thornton can help you navigate complex tax laws across multiple jurisdictions.
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Licensing and incentives application services
Licensing and incentives application services
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If your company operates in more than one country, transfer pricing affects you. Grant Thornton’s experts can help you manage this complex and critical area.
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Employing foreign people in Australia, or sending Australian people offshore, both add complexity to your tax obligations and benefits – and we can guide you through them.
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Value-Added Tax
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Strategic outsourcing
At Grant Thornton we have experience and skilled teams that can help you with every aspect of Outsourcing from large Shared Service Centres through to small payroll requirements. We can even help you staff-up with temporary resources during busy periods.
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BUSINESS PROCESS SOLUTION Practical Preparation for PDPA ComplianceOrganisations must effectively assess their personal information collection and use practices to comply with Thailand’s Personal Data Protection Act.
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TAX AND LEGAL Complying with the PDPA – A Balancing ActOrganisations must be aware of the circumstances in which they are allowed to collect data to comply with Thailand’s Personal Data Protection Act.
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CONVERSATIONS IN BUSINESS Turning Challenges into Opportunities: How Businesses in Thailand Can Succeed in 2020Despite the challenges facing the Thai economy, businesses in Thailand can succeed in 2020 by reducing overheads, conserving cash, improving efficiency of internal structures, and focusing on customer service.
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BUSINESS PROCESS SOLUTION Mystery shopping: A pathway to quality, consistency, and adaptationMystery shopping allows companies to identify and correct friction points by gathering data on the standard of service and customer experiences in each branch.
Peter Drucker, the father of business consulting, once famously said: “Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.”
If we are to take Drucker’s statement as axiomatic, it follows that marketing and innovation are the only indispensable business functions and that everything else is expendable. But just because something is expendable doesn’t mean it should be eliminated. The word “cost” shouldn’t carry such a weighty negative connotation. In business, as in life, there are good costs and bad costs.
When seeking to improve an organisation’s bottom line, it is important to remember that cost cutting does not always correlate with increased profits.
Oftentimes, when an organisation wants to improve their profitability, they will look to make cuts. An easy place to start is with administrative costs, staffing and benefits. While undoubtedly a great way to save money in the short term, this can cause employees to become frustrated and disillusioned, leading to lower morale and decreased productivity. Moreover, customers may also become disgruntled if they notice that products or services have dropped in quality.
Customer dissatisfaction will always cost money in the long-term. If the organisation has not taken the time to assess how cuts will affect productivity and growth, they may find that their cost reductions inadvertently turn into profit reductions.
Why have a cost reduction strategy?
Organisations must take the time to determine which expenses help the company grow, and which expenses can be cut without harming any essential part of the business.
An effective cost reduction strategy entails more than the name implies. It’s not just a cost-cutting exercise. It’s a comprehensive look at the entire business that aims to reduce costs only in the areas that do not contribute to the company’s growth strategy. The goal is to both improve the company’s bottom line and redirect funds to innovation and transformation, increasing not only profitability but employee and customer satisfaction as well.
The first items on the chopping block should be any expenses that don’t align with the company’s strategic goals for growth. If the expense isn’t directly contributing to the achievement of the company’s long-term goals, it can be better used elsewhere.
Expenses that do contribute to the long-term success of the organisation are not immune to cuts, but they should be much more carefully considered.
Investing in better products and services based on consumer feedback is almost always worthwhile. Moreover, expenses that help a company differentiate itself are absolutely crucial to the organisation’s long-term success. Cuts in other areas should be channelled towards these innovative activities and they should only be de-funded under the direst circumstances.
When an organisation has determined which costs are essential and which can be eliminated, it can minimise expenditures in wasteful areas while maximising attention and investment in productive ones.
Where else can money be saved?
A good cost reduction strategy is not simply concerned with cutting expenditures. There are many ways to improve the bottom line that do not require actual monetary cuts.
Improving the organisation’s processes is an excellent way to save money. For example, if different employees in a company all write similar documents from scratch, the organisation could create templates and allow the employees to share information with each other to streamline the process. Anytime a good process replaces a non-existent or sub-optimal process, the organisation saves money.
Once processes that function smoothly are well-established, they can often be automated. Automating menial tasks frees employees up for more interesting and rewarding tasks involving innovation and more interpersonal work. Although automation is not a cure-all, it can certainly save both time and money if the right processes are in place.
Finally, a comprehensive look at company spending should reveal many other areas where money can be saved. For example, organisations can take advantage of reward or loyalty programs for travel expenses, renegotiate pricing with trusted vendors, and consolidate complementary areas of the business.
Acting is better than reacting
Many highly successful and profitable organisations don’t place enough focus on costs and efficiencies. When market conditions turn against them and the business begins to unravel, they are often too slow to react.
The best way to approach cost-reduction is to instil a continuous cost-management mindset when the organisation is growing successfully. If everyone is aware of the strategy and constantly taking opportunities to contribute to it during the good times, the organisation will be much more resilient when difficult times arrive. Times of crisis do not engender measured decision making. As the saying goes: It’s best to fix the roof when the sun is shining.