MarketLineIC CanadaManagementMarketingConsultancy 201122

MarketLine Industry Profile
Management & Marketing Consultancy in

Canada
September 2022
Reference Code: 0070-0424
Publication Date: September 2022
Primary NAICS: 541611
WWW.MARKETLINE.COM
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Management & Marketing Consultancy in Canada
Industry Profiles
1. Executive Summary
1.1. Market value

The Canadian management & marketing consultancy market grew by 6.5% in 2021 to reach a value of
$7,806 million.
1.2. Market value forecast

In 2026, the Canadian management & marketing consultancy market is forecast to have a value of
$10,899.8 million, an increase of 39.6% since 2021.
1.3. Category segmentation

Operations management is the largest segment of the management & marketing consultancy market in
Canada, accounting for 39.1% of the market's total value.
1.4. Geography segmentation

Canada accounts for 2.2% of the Americas management & marketing consultancy market value.
1.5. Market rivalry

The degree of rivalry in the Canadian management and marketing consultancy market is assessed as
moderate. Prior to the COVID-19 pandemic, the market experienced healthy growth, which has historically
eased rivalry somewhat. Players' ability to differentiate their services by focusing on a particular market
niche, together with low exit costs, also tempers rivalry in this market.
1.6. Competitive Landscape

The Canada management and marketing consultancy market accounted for 2.2% of the market's value in
2021, making it fairly small when compared to the US, which accounts for over 51% of the global market.
Canada is home to many of the top consulting firms in the world, which includes a combination of global
firms and homegrown consultancies. Domestic firms tend to have a strong reputation in the Canadian
market, and benefit from the scale of international operations. In 2021, there was an uptake of new
technologies that enabled the leading firms to enhance their offering and strengthen their position in the
market.

Industry Profiles

Industry Profiles
TABLE OF CONTENTS
1. Executive Summary 2
1.1. Market value ................................................................................................................................................2
1.2. Market value forecast ..................................................................................................................................2
1.3. Category segmentation................................................................................................................................2
1.4. Geography segmentation.............................................................................................................................2
1.5. Market rivalry...............................................................................................................................................2
1.6. Competitive Landscape ................................................................................................................................2
2. Market Overview 8
2.1. Market definition .........................................................................................................................................8
2.2. Market analysis ............................................................................................................................................8
3. Market Data 10
3.1. Market value ..............................................................................................................................................10
4. Market Segmentation 11
4.1. Category segmentation..............................................................................................................................11
4.2. Geography segmentation...........................................................................................................................13
5. Market Outlook 14
5.1. Market value forecast ................................................................................................................................14
6. Five Forces Analysis 15
6.1. Summary ....................................................................................................................................................15
6.2. Buyer power...............................................................................................................................................16
6.3. Supplier power ...........................................................................................................................................18
6.4. New entrants .............................................................................................................................................19
6.5. Threat of substitutes ..................................................................................................................................20
6.6. Degree of rivalry.........................................................................................................................................21
7. Competitive Landscape 22
7.1. Who were the leading players in 2021?.....................................................................................................22

Industry Profiles
7.2. How are leading players adapting to new technology? .............................................................................22
7.3. What strategies do leading players follow? ...............................................................................................23
7.4. How are leading players responding to the COVID-19 outbreak? .............................................................23
8. Company Profiles 25
8.1. Deloitte Touche Tohmatsu Limited............................................................................................................25
8.2. PricewaterhouseCoopers International Ltd ...............................................................................................29
8.3. Ernst & Young Global Ltd ...........................................................................................................................31
8.4. McKinsey & Company, Inc..........................................................................................................................35
9. Macroeconomic Indicators 38
9.1. Country data ..............................................................................................................................................38
Appendix 40
Methodology ...........................................................................................................................................................40
9.2. Industry associations..................................................................................................................................41
9.3. Related MarketLine research .....................................................................................................................41
About MarketLine....................................................................................................................................................42

Industry Profiles
LIST OF TABLES
Table 1: Canada management & marketing consultancy market value: $ million, 2016–21 10
Table 2: Canada management & marketing consultancy market category segmentation: % share, by value, 2016–202111
Table 3: Canada management & marketing consultancy market category segmentation: $ million, 2016-2021 11
Table 4: Canada management & marketing consultancy market geography segmentation: $ million, 2021 13
Table 5: Canada management & marketing consultancy market value forecast: $ million, 2021–26 14
Table 6: Deloitte Touche Tohmatsu Limited: key facts 25
Table 7: Deloitte Touche Tohmatsu Limited: Key Employees 27
Table 8: Deloitte Touche Tohmatsu Limited: Key Employees Continued 28
Table 9: PricewaterhouseCoopers International Ltd: key facts 29
Table 10: PricewaterhouseCoopers International Ltd: Key Employees 30
Table 11: Ernst & Young Global Ltd: key facts 31
Table 12: Ernst & Young Global Ltd: Key Employees 32
Table 13: Ernst & Young Global Ltd: Key Employees Continued 33
Table 14: Ernst & Young Global Ltd: Key Employees Continued 34
Table 15: McKinsey & Company, Inc.: key facts 35
Table 16: McKinsey & Company, Inc.: Key Employees 37
Table 17: Canada size of population (million), 2017–21 38
Table 18: Canada gdp (constant 2005 prices, $ billion), 2017–21 38
Table 19: Canada gdp (current prices, $ billion), 2017–21 38
Table 20: Canada inflation, 2017–21 38
Table 21: Canada consumer price index (absolute), 2017–21 39
Table 22: Canada exchange rate, 2017–21 39

Industry Profiles
LIST OF FIGURES
Figure 1: Canada management & marketing consultancy market value: $ million, 2016–21 10
Figure 2: Canada management & marketing consultancy market category segmentation: $ million, 2016-2021 12
Figure 3: Canada management & marketing consultancy market geography segmentation: % share, by value, 202113
Figure 4: Canada management & marketing consultancy market value forecast: $ million, 2021–26 14
Figure 5: Forces driving competition in the management & marketing consultancy market in Canada, 2021 15
Figure 6: Drivers of buyer power in the management & marketing consultancy market in Canada, 2021 16
Figure 7: Drivers of supplier power in the management & marketing consultancy market in Canada, 2021 18
Figure 8: Factors influencing the likelihood of new entrants in the management & marketing consultancy market in
Canada, 2021 19
Figure 9: Factors influencing the threat of substitutes in the management & marketing consultancy market in Canada,
2021 20
Figure 10: Drivers of degree of rivalry in the management & marketing consultancy market in Canada, 2021 21

Industry Profiles
2. Market Overview
2.1. Market definition

The value of the management & marketing consultancy market in this report has been calculated as the total
revenues received for the provision of corporate strategy services, operations management services, information
technology solutions, human resource management services and outsourcing services. The other segment includes
any revenue accrued through any other service within this industry, i.e., finance & risk services, sales & marketing
services, etc.
The market does not include revenues generated through the provision of related services such as accountancy,
which are also provided by a number of players operating within the market.
All market data and forecasts are represented in nominal terms (i.e., without adjustment for inflation) and all
currency conversions used in the creation of this report have been calculated using constant 2021 annual average
exchange rates.
For the purposes of this report, the global market consists of North America, South America, Europe, Asia-Pacific,
Middle East, South Africa and Nigeria.
North America consists of Canada, Mexico, and the United States.
South America comprises Argentina, Brazil, Chile, Colombia, and Peru.
Europe comprises Austria, Belgium, the Czech Republic, Denmark, Finland, France, Germany, Greece, Ireland, Italy,
Netherlands, Norway, Poland, Portugal, Russia, Spain, Sweden, Switzerland, Turkey, and the United Kingdom.
Scandinavia comprises Denmark, Finland, Norway, and Sweden.
Asia-Pacific comprises Australia, China, Hong Kong, India, Indonesia, Kazakhstan, Japan, Malaysia, New Zealand,
Pakistan, Philippines, Singapore, South Korea, Taiwan, Thailand, and Vietnam.
Middle East comprises Egypt, Israel, Saudi Arabia, and United Arab Emirates.
2.2. Market analysis

The Canadian management & marketing consultancy market declined in 2020, before rebounding in 2021. Over
the forecast period, the market is expected to grow at a high growth rate.
The COVID-19 pandemic has had a severe negative impact on economic growth in most countries around the
world, including Canada. According to MarketLine data, GDP growth in Canada plummeted to -5.4% in 2020 as a
result of nationwide lockdowns, the enforced closure of business and industries, and a general decline in
consumer spending. This financial uncertainty is likely to have reduced the demand for management and
consultancy services as businesses cut expenditure on external services and focused on improving liquidity
wherever possible, accounting for a sharp decline in growth observed in the market for 2020.
The Canadian management & marketing consultancy market had total revenues of $7.8bn in 2021, representing a
compound annual rate of change (CARC) of -0.8% between 2016 and 2021. In comparison, the US and UK markets
grew with compound annual growth rates (CAGRs) of 2.3% and 6.5% respectively, over the same period, to reach
respective values of $182.3bn and $13.8bn in 2021.
The operations management segment was the market's most lucrative in 2021, with total revenues of $2.6bn,
equivalent to 33.9% of the market's overall value. The corporate strategy segment contributed revenues of $2.2bn
in 2021, equating to 27.6% of the market's aggregate value.

Industry Profiles
The Budget 2021, plans and proposes to extend business and income support measures through to the fall and to
make investments to create jobs and help businesses across the economy come roaring back. It will also support
almost 500,000 new training and work opportunities including 215,000 opportunities for youth, support
businesses in the most affected sectors for example tourism and arts and culture. It also accelerates investment in
digital transformation of small and medium-sized businesses. This plan puts the government on track to meet its
commitment to create 1 million jobs by the end of the year 2021. Thus, this increased government expenditure
has intended to help Canadian SMEs expand and grow, which could necessitate management and marketing
consultancy services.
The performance of the market is forecast to accelerate, with an anticipated CAGR of 6.9% for the five-year period
2021 - 2026, which is expected to drive the market to a value of $10.9bn by the end of 2026. Comparatively, the
US and UK markets will grow with CAGRs of 7.1% and 8.1% respectively, over the same period, to reach respective
values of $256.8bn and $20.3bn in 2026.
The number of consulting firms have been growing year-on-year, which is expected to continue. According to an
article published by the University of British Columbia, the number of consulting firms in Canada has grown each
year and this trend is expected to continue throughout the forecast period. Domestic and international
competition is forcing Canadian businesses to develop new or improved products, increase their productivity and
expand sales in global markets as well. Financing for innovation or growth has always been a challenge for many
companies in Canada. Both the federal and provincial governments provide their financial support through over
$20 billion in various funding programs every year. Sourcing funding from various programs can help in providing
the companies the edge they need to take their business to the next level.

Industry Profiles
3. Market Data
3.1. Market value

The Canadian management & marketing consultancy market grew by 6.5% in 2021 to reach a value of $7,806
million.
The market did not grow in the period 2016–21.
Table 1: Canada management & marketing consultancy market value: $ million, 2016–21
Year $ million C$ million € million % Growth

2016 7,794.6 9,772.5 6,587.6
2017 8,056.9 10,101.3 6,809.3 3.4%
2018 8,534.7 10,700.3 7,213.1 5.9%
2019 9,024.4 11,314.3 7,627.0 5.7%
2020 7,332.5 9,193.1 6,197.0 (18.7%)
2021 7,806.0 9,786.7 6,597.2 6.5%
CAGR: 2016–21 (0.0%)

SOURCE: MARKETLINE MARKETLINE
Figure 1: Canada management & marketing consultancy market value: $ million, 2016–21

Industry Profiles
4. Market Segmentation
4.1. Category segmentation

Operations management is the largest segment of the management & marketing consultancy market in Canada,
accounting for 39.1% of the market's total value.
The Corporate strategy segment accounts for a further 31.7% of the market.
Table 2: Canada management & marketing consultancy market category segmentation: % share, by value, 2016–2021
Category 2016 2017 2018 2019 2020 2021

Operations
38.3% 38.6% 38.7% 39.1% 38.3% 39.1%
Management
Corporate Strategy 32.2% 31.8% 31.8% 31.8% 30.5% 31.7%
Human Resources
24.0% 24.2% 24.6% 24.5% 24.2% 24.5%
Management
Information Technology 5.4% 5.3% 5.0% 4.6% 6.9% 4.7%
Other 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Total 99.9% 99.9% 100.1% 100% 99.9% 100%

Table 3: Canada management & marketing consultancy market category segmentation: $ million, 2016-2021
Category 2016 2017 2018 2019 2020 2021 2016-21

CAGR(%)
Operations
2,596.1 2,701.8 2,866.3 3,056.3 2,457.6 2,649.5 0.4%
Management
Corporate Strategy 2,180.4 2,228.8 2,354.0 2,479.5 1,956.0 2,150.6 -0.3%
Human Resources
1,625.3 1,695.5 1,820.5 1,913.0 1,554.4 1,656.7 0.4%
Management
Information
368.7 372.3 367.1 357.5 444.4 317.0 -3.0%
Technology
Other 2.3 2.4 2.6 0.9 1.6 1.8 -5.0%
Total 6,772.8 7,000.8 7,410.5 7,807.2 6,414 6,775.6 %


Industry Profiles
Figure 2: Canada management & marketing consultancy market category segmentation: $ million, 2016-2021

Industry Profiles
4.2. Geography segmentation

Canada accounts for 2.2% of the Americas management & marketing consultancy market value.
The United States accounts for a further 51.2% of the Americas market.
Table 4: Canada management & marketing consultancy market geography segmentation: $ million, 2021
Geography 2021 %
United States 182,306.9 51.2
Germany 43,875.7 12.3
United Kingdom 13,774.0 3.9
Canada 7,806.0 2.2
France 7,647.0 2.1
Rest of the World 100,862.1 28.3
Total 356,271.7 100%

Figure 3: Canada management & marketing consultancy market geography segmentation: % share, by value, 2021

Industry Profiles
5. Market Outlook
5.1. Market value forecast

In 2026, the Canadian management & marketing consultancy market is forecast to have a value of $10,899.8
million, an increase of 39.6% since 2021.
The compound annual growth rate of the market in the period 2021–26 is predicted to be 6.9%.
Table 5: Canada management & marketing consultancy market value forecast: $ million, 2021–26
Year $ million C$ million € million % Growth

2021 7,806.0 9,786.7 6,597.2 6.5%
2022 8,477.4 10,628.5 7,164.7 8.6%
2023 9,046.8 11,342.4 7,645.9 6.7%
2024 9,626.5 12,069.2 8,135.8 6.4%
2025 10,239.0 12,837.1 8,653.4 6.4%
2026 10,899.8 13,665.6 9,212.0 6.5%
CAGR: 2021–26 6.9%

Figure 4: Canada management & marketing consultancy market value forecast: $ million, 2021–26

Industry Profiles
6. Five Forces Analysis

The management & marketing consultancy market will be analyzed taking management and marketing consultants
as players. The key buyers will be taken as individual businesses, and public services, and ict hardware and
software suppliers as the key suppliers.
6.1. Summary
Figure 5: Forces driving competition in the management & marketing consultancy market in Canada, 2021
The degree of rivalry in the Canadian management and marketing consultancy market is assessed as moderate. Prior to
the COVID-19 pandemic, the market experienced healthy growth, which has historically eased rivalry somewhat.
Players' ability to differentiate their services by focusing on a particular market niche, together with low exit costs, also
tempers rivalry in this market.
The consultancy services market is constantly evolving, and year after year there is a growing demand for ever more
complex services. Nowadays, it is not enough to offer just one type of product as the service must be comprehensive.
For this very reason, the top players in this market offer the full spectrum of consulting services.
The high likelihood of buyers' backward integration, market players' dispensability in most situations, and low switching
costs, all work to drive up the power of buyers. Buyer power in this market is therefore strong. Nevertheless, the
experience the consulting companies have gathered over the past decade (especially when taking into consideration
the top players) gives an advantage to established consulting companies.
Supplier power is also high, largely as a result of high switching costs for market players, as well as suppliers' scale: large
multinational ICT firms such as IBM often dwarf the consultancies they supply, for instance.
There is a moderate threat from new entrants to the market, as although reputation is extremely important, which
works against start-ups, it is possible to carve out a niche in the market; for example, by focusing on a particular aspect
of a market.
Finally, there is a strong threat from substitutes, as under normal circumstances, consultancy services are fairly
dispensable to the majority of potential buyers, and buyers' backward integration always poses a significant risk.

Industry Profiles
6.2. Buyer power
Figure 6: Drivers of buyer power in the management & marketing consultancy market in Canada, 2021
Consulting firms are continuously on the lookout for acquisitions in Canada as a means to expand their service
offerings, client networks, consultancy teams, or to enter new segments or launch new solutions. As the number of
buyers in the Canadian market has been increasing over time that has reduced the buyer power somewhat. In 2020,
the Canadian economy shrunk, which resulted in reduced demand for consultancy services, and enhanced buyer power
as players are more dependent on clients to invest in services in order to maintain profitability in a challenging
economic year.
Buyers of management and marketing consultancy services can range from small to large companies, operating across
a wide range of markets and industries. Most of the Canadian consultancies are based in the provinces of Ontario,
Alberta and British Colombia. This is where most of the buyers are located as well.
The public sector is one of the largest customers for the consultancy market, with companies such as Deloitte, EY,
PricewaterhouseCoopers (PwC), and McKinsey & Company often working closely with governments to provide key
insights into social and economic trends. For example, Transport Canada and Public Works and Government Services
Canada awarded a contract for business consulting and project management services to Avenai Inc., which is part of
Accenture, in 2021.
The service is relatively costly due to the high level of specialized knowledge required and this can deter smaller
companies. As a result, buyers in this market are highly likely to backward integrate by employing an analyst or a team
internally, to review and improve performance. This tendency towards backward integration strengthens the overall
buyer power.
In general, third party consultancy services are fairly dispensable, which also reduces buyer power, although they
occasionally become highly important to customers, such as when the existing management structure of a firm proves
inadequate to accommodate a large change process. Buyer power is also bolstered by low switching costs; since buyers
enter into a contract for the duration of a service, between contracts, buyers are free to switch consultancy firms at
will. It should be noted, however, that many projects have a prolonged duration, which would make any switching of
consultants expensive.
Furthermore, 'relationship consulting' is an emerging trend, with consultancies and customers building a long,
sustained relationship over the long-term. A significant degree of differentiation might be found between consultancy
firms, depending primarily on the type of business each firm specializes in. This differentiation often limits buyers'
options and undermines their power over market players.

Industry Profiles
Overall, the buyer power in the management and marketing consultancy market is assessed as strong.

Industry Profiles
6.3. Supplier power
Figure 7: Drivers of supplier power in the management & marketing consultancy market in Canada, 2021
Large multinational ICT hardware and software firms are major suppliers to the management and marketing
consultancy market.
Consultancy firms tend to invest heavily in ICT systems and after sale updates. The providers usually offer technical help
and maintenance services as part of their supply contract. For example, a SAP Canada study was initiated at the end of
2021 in partnership with IDC Canada. This survey found that digital transformation is something that Canadian
companies felt would be the most valuable business investment throughout 2022. The survey indicated a surge in
enterprises that have fully integrated digital strategies into their business. Signing onto such a contract increases
supplier power significantly. On the other hand, the players account for a sizeable amount of suppliers revenue and so
losing such a contract may mean a substantial cut in the income of suppliers.
Firms are also beginning to capitalize on social media, with project managers attempting to integrate it into ERP
systems. Such services involve binding companies with long-term contracts, which would incur high switching costs, not
only to exit the contract, but also to conduct the restructuring of the systems and subsequent training.
Although some providers have their own consultancy division, such as IBM’s Global Services, forward integration by
suppliers is unlikely.
Overall, supplier power is assessed as strong.

Industry Profiles
6.4. New entrants
Figure 8: Factors influencing the likelihood of new entrants in the management & marketing consultancy market in Canada, 2021
The leading management and marketing consultancies are multinational companies with exceptionally strong brand
images. The Canadian consultancy market is dominated by multinational players such as PWC, Ernst & Young, and
Deloitte. The established reputation of these major players could be a factor discouraging new entrants to the market,
as it is unlikely that smaller, emerging players will pose any real threat to these companies. However, despite the
presence of such big incumbents, smaller firms with more specialist services are able to successfully compete within the
market.
The majority of market revenues are becoming more concentrated due to scale advantages; this, combined with a vast
knowledge pool spanning many industries and sectors, favors bigger players. Meanwhile, small scale entry into the
market depends heavily on tapping an industry specific niche or regional focus, with the vast majority of consultancy
activity in Canada taking place in Ontario, Alberta and British Colombia.
That being said, a good track record of improving cost-efficiency is a distinct advantage in this market. This presents a
significant barrier for new, unproven companies. Moreover, management and marketing consultancy involves a high
degree of specialist and proprietary knowledge, with established companies developing a high degree of in-house
expertise, further disadvantaging young businesses.
Internationalization strategies are in increased demand as many firms look overseas in the face of stagnating domestic
markets. M&A is also a key expansion strategy. In June 2022, Deloitte Canada acquired Montreal-based cloud
consultancy firm, AE Cloud Consultants LTD. (AECC), to bolster its presence among mid-market clients in Quebec, and
further strengthen its leadership and offerings within the Oracle NetSuite practice.
The Canadian management and consultancy market saw a sharp decline in 2020, but rebounded in 2021. Growth is
expected to accelerate over the forecast period, which may serve to attract new entrants to the market.
Overall, the threat from new entrants is deemed moderate.

Industry Profiles
6.5. Threat of substitutes
Figure 9: Factors influencing the threat of substitutes in the management & marketing consultancy market in Canada, 2021
Many larger companies and organizations have created in-house business departments that employ analysts and
marketing teams to provide business insights and achieve organizational efficiencies. This kind of in-house consultancy
is the most common form of substitute. Smaller businesses may likewise employ a business analyst or a small team of
personnel to perform these services at a lower cost over the long-term.
Arrangements such as these function as direct substitutes to management and marketing consultancy businesses. That
said, running such a department can be very costly, and only well-established companies with a clear need for these
services are likely to invest the resources in them. Only mature consultancy firms could be a match for in-house
departments when it comes to the knowledge of a specific area of a market that an individual company's operations
will have accumulated over many years. Overall, the threat of substitutes is considered strong.

Industry Profiles
6.6. Degree of rivalry
Figure 10: Drivers of degree of rivalry in the management & marketing consultancy market in Canada, 2021
The Canadian consulting market has a low level of market share concentration, accounting for just 2.2% of the global
market’s total value in 2021. The vast majority of firms in the market are found to be small, non-employing firms that
service small geographic markets or niche industries. This is largely a result of the market's low barriers to entry, as
there are few capital requirements or regulatory issues outside of gaining relevant market knowledge.
The leading firms in this market are typically large corporations such as McKinsey & Company, Deloitte and PWC. This
tends to reduce rivalry somewhat as these larger players do not theoretically have to compete as intensely with the
smaller players in order to remain competitive in the market. Rather, their brand name is popular enough to attract
buyers. However, competition between major players is intensified by the fact that these larger organizations are able
to expend resources in order to remain competitive with their rivals.
There are significant similarities between management and marketing consultancies; many employ similar methods,
and depend on similar IT infrastructure, for example. These similarities drive up rivalry by forcing market players to
compete on price when their services are not otherwise sufficiently differentiated.
That being said, market players often do have the ability to differentiate themselves in this market, by focusing their
work on a specific industry niche, or serving a local area, for instance. These possibilities alleviate rivalry.
Furthermore, exit costs in this market are fairly low; in a knowledge-based market, there is no need to offload large
quantities of expensive production machinery, for example. This also reduces rivalry by lowering the cost of failure.
Overall, the rivalry is assessed as moderate.

Industry Profiles
7. Competitive Landscape
The Canada management and marketing consultancy market accounted for 2.2% of the market's value in 2021,
making it fairly small when compared to the US, which accounts for over 51% of the global market. Canada is
home to many of the top consulting firms in the world, which includes a combination of global firms and
homegrown consultancies. Domestic firms tend to have a strong reputation in the Canadian market, and benefit
from the scale of international operations. In 2021, there was an uptake of new technologies that enabled the
leading firms to enhance their offering and strengthen their position in the market.
7.1. Who were the leading players in 2021?

Deloitte Touche Tohmatsu
Deloitte Touche Tohmatsu (Deloitte) is one of the largest management and marketing consultancy firms
worldwide. The company operates through a network of member firms providing different services such as audit,
consulting, financial advisory, risk advisory, tax, and legal services. The company also provides services in the
offering areas of strategy, analytics and M&A, customer and marketing, core business operations, human capital,
and enterprise technology and performance. In 2021, consulting accounted for over 40% of Deloitte’s total
revenues, and the company was ranked No. 1 by revenue in all areas of healthcare consulting including: life
sciences, payer, provider, and government health. The company's diverse operations, alongside its widespread
geographical presence, has helped the company to establish its reputation as a world leader in the overall market.
Deloitte LLP is the Canadian member firm of Deloitte Touche Tohmatsu Limited. The consulting segment in Canada
generated revenues of $1,222.33 million in 2021.
PricewaterhouseCoopers International
PwC is the brand under which the member firms of PricewaterhouseCoopers International Limited (PwCIL) operate
and provides many professional services. In 2021, the company generated gross revenues of $45.0 billion, up by
2.0% in local currency and 4.9% in US dollars on the previous year. In FY2021, as part of the company's investment
program PwC firms completed nine acquisitions and five strategic investments around the world expanding its
professional capabilities in key areas that included data analytics, tax technology and strategy consulting. The
Canadian industry-focused professional services included audit and assurance, tax, deals and consulting targeting
solutions for cybersecurity, privacy, financial crime, workforce of the future, finance transformation, value
creation, strategic reassessment and cost optimization. PwC Canada posted a solid increase in overall revenues for
the year 2021, with 5.1% growth (at constant exchange rates).
Ernst & Young Global
Ernst & Young Global (EY) is a global organization of member firms providing a range of professional services,
including assurance, tax, transaction and advisory services. EY-Parthenon is a brand under which a number of EY
member firms across the globe provide strategy consulting services. It is also one of the largest professional
services firms in the world with around 6,300 people working and also has 16 offices across Canada. It is one of the
leading players in the Canadian management and marketing consultancy market. The consulting organization plans
to continue to expand into key markets and build out its portfolio of strategy services and solutions.
7.2. How are leading players adapting to new technology?

Digitalization has become a major trend within the Canadian consultancy market; this can refer to a number of
practices, but is increasingly referring to automation, robotics, and big data. In Canada, digital has grown to be a
big portion of the market, with a seismic shift in attitudes toward digital transformation playing a big role in wider
consulting market growth. A notable feature of this market has been the increasing proliferation of artificial
intelligence (AI), which is seeing significant investment from the leading players in this market. The operations of

Industry Profiles
the leading players in this market are similar to each other, which has led to intense competition with regards to
the development of AI technology.
Companies around the world are beginning to leverage AI to better meet customer demands and expectations and
is a strategy that PwC is using through a number of strategic partnerships. PwC collaborates with over 25
computer science departments at institutions such as Stanford, MIT, Carnegie Mellon, University of California (San
Diego) and the University of Chicago. The company also has alliances with AWS, Google and Microsoft Azure that
enables it to run models at scale and maximize value for its clients. PwC also has partnerships with over 100
leading innovators, companies such as AnyLogic for simulation platforms, Narrative Science for natural language
processing, and Data Robot for automated machine learning. Strategic partnerships allow the company to tap into
a new market and keep up with trends and innovations in the marketing and management consultancy market.
Deloitte has also been keen to develop its AI technology within its business through its own system, Advanced
Analytics & Modeling (AAM), which seeks to provide end-to-end business solutions by using advanced statistical
techniques to analyze large quantities of information to produce predictive modelling, simulations, and scenario
planning, among other features. Also, over the past few years, artificial intelligence (AI) has matured into a
collection of powerful technologies that have been found to deliver competitive advantage to businesses across
industries. The global AI adoption and investments are soaring.
7.3. What strategies do leading players follow?

Many of McKinsey’s practices or innovations have become standard and are now part of management education
curriculum worldwide. Its strategy has involved building its brand reputation and this has allowed the company to
charge premium prices for its expertise. The company established a brand identity very early on, by only taking on
projects in which the CEO was directly involved. They have broadened over the years, to include heads of divisions
of large companies. McKinsey Quarterly is McKinsey's business journal, providing the firm's thinking on
management and strategy across a range of industries and functions. Its premium membership provides readers
with a print subscription, combined with unrestricted web access to a premium online edition. Written by
McKinsey consultants, McKinsey Quarterly primarily caters to management in the private, public and non-profit
sectors. This provides the company with a competitive advantage over its rivals and has helped build Mckinsey’s
reputation as an expert in the management and marketing market. Furthermore, McKinsey places a strong
emphasis on research across all its divisions in order to provide targeted insights to best improve clients’ business
practices and help them to enhance their competitiveness.
Comparatively, Deloitte has achieved strong growth in recent years on the back of its dominant position in
advisory and consulting services. Deloitte has an established advisory and consulting practice and derived 52.2% of
its revenues from consulting services in 2020. Consultancy provided the company with double-digit growth in each
core capability area: Technology, Strategy & Operations, and Human Capital. This extends more than 10 years of
double-digit growth. A strong reputation in this division has helped Deloitte to secure its leading position within
the market, which is only likely to be strengthened as a greater number of companies are likely to require such
services as they emerge from the pandemic.
PwC’s strong client base has established its status as a key competitor in the Canadian market. The company
provides services to approximately 200,000 clients worldwide, including 100,000 entrepreneurial and private
businesses. These clients range from large multi-national companies to smaller start-ups around the world, in both
the public and private sectors. In 2020, 84% of PwC’s clients were listed on the Fortune 500 Global list, which
attests not only to the high standard of businesses that PwC serves, but also demonstrates the demand for PwC’s
services on a global scale.
7.4. How are leading players responding to the COVID-19 outbreak?

McKinsey & Company offers insights on the COVID-19 pandemic, starting with a survey of the current
epidemiology and the five dynamics leaders need to watch, the efficacy of the surge in critical care, the expansion
of testing and other traditional approaches, the development of antibody testing, the unknown nature of

Industry Profiles
immunity, and a wave of innovation that might produce treatments and vaccines. Thus, the consultancy is offering
information on how the COVID-19 outbreak could affect companies in the future and how it is likely to move,
rather than guidance to businesses on how to operate during the pandemic.
Similarly, EY offers an EY Resilience Framework to support clients with business continuity planning and help them
to build resilience as they emerge from the pandemic. Under this framework, the company identifies nine areas
businesses can address to build a structured and comprehensive approach to crisis management and business
resilience. This includes factors such as technology, supply chain and global trade, brand management, and
employee wellbeing.
PwC is offering a specialized website that consists of insights, information and guidance on how businesses can
cope with the COVID-19 outbreak. Under the simple name of COVID-19, this webpage pertains updates on what
the latest government response will mean for businesses, to podcasts and more on where to focus business
strategy over the coming weeks and months.
Deloitte offers the most concrete guidance to businesses regarding how to battle the COVID-19 outbreak. The
consultancy firm is not only offering insights, information and guidance to businesses in the form of case studies,
but provides its clients with webinars where the company’s Chief Economist, joined by a panel of experts each
week, discusses Deloitte’s insights on the challenges organizations are facing, how they are responding and
recommendations on actions they can take today to cope with the COVID-19 outbreak.

Industry Profiles
8. Company Profiles
8.1. Deloitte Touche Tohmatsu Limited
8.1.1. Company Overview
Deloitte Touche Tohmatsu Limited (DTTL or "the group") is an organization of member firms providing a range
of professional services. The service portfolio of the company includes audit, consulting, financial advisory,
human capital, legal, operations, risk, strategy, tax, and technology. Its technology consulting services include
application management services (AMS), Deloitte digital, analytics and information management, Oracle, SAP,
systems integration, and technology strategy and architecture. It serves various industries, including consumer
business; energy and resources; financial services; life sciences and healthcare; manufacturing; public sector;
real estate; and technology, media, and telecommunications, among others. It has business presence across the
Americas, Europe, the Middle East, Asia Pacific, and Africa. The company is headquartered in London, Greater
London, the UK.
8.1.2. Key Facts
Table 6: Deloitte Touche Tohmatsu Limited: key facts
Head office: Hill House 1 Little New Street, London, Greater London, United Kingdom
Number of Employees: 345374
Website: www2.deloitte.com
Financial year-end: May
SOURCE: COMPANY WEBSITE MARKETLINE
8.1.3. Business Description
Deloitte Touche Tohmatsu Limited (DTTL or 'the group') through its member firms offers financial services
including audit, consulting, financial advisory, risk management, and tax services to its clientele base located in
over 150 countries.
The company offers services across various industries including consumer business, energy, financial resources, life
sciences and healthcare, manufacturing, public sector, real estate and technology media and communications.
The company classifies its business operations into five segments: Audit and Assurance; Consulting; Financial
Advisory; Risk Advisory; and Tax and Legal.
Under Audit and Assurance offers services including financial statement audits, accounting, and assurance
services. Its IAS Plus is a comprehensive source of global financial reporting news. It is a central repository for
information about International Financial Reporting Standards (IFRSs), as well as the activities of the International
Accounting Standards Board (IASB). In FY2021, the audit and assurance segment reported revenue of US$10,500
million, which accounted for 20.8% of the company's revenue.
Consulting segment includes technology, strategy and operation, and human capital offerings. The group’s
technology Consulting services include application management services (AMS), Deloitte digital, analytics and
information management, Oracle, SAP, systems integration, and technology strategy and architecture. AMS
offerings include AMS digital, AMS enterprise resource planning, AMS information management, and AMS systems
integration.

Industry Profiles
Deloitte Digital offerings include customer engagement solutions, digital agency, digital marketing, digital strategy,
and enterprise digital management. Analytics and information management offerings include shaping strategy,
managing data, delivering information, improving performance, optimizing insights, building capabilities,
amplifying intelligence, and managing environments. Its Oracle offerings include application upgrades, finance
transformation, product lifecycle management, solution print pre-configured solutions, supply chain management,
technology services, and value chain execution.
As an SAP Global Partner, the group offers a range of Consulting services, including advisory/strategy, Ariba/SRM,
cloud services, ERP, FTA/simple finance, open Text, product lifecycle management, supply chain packages and
technology services. The group’s systems integration offering include program management, functional and
testing services; solution and platform integration; and systems development. The technology strategy and
architecture offering include cloud advisory, implementation and hosting services, IT business management, IT
mergers and acquisitions, IT strategy, and technology infrastructure transformation.
Deloitte’s strategy and operations practice offers a range of services, including corporate strategy, customer and
marketing strategy, mergers and acquisitions, social impact strategy, innovation, business model transformation,
supply chain and manufacturing operations, sector-specific service operations and financial management.
Deloitte’s human capital practice enables its clients to design and execute critical programs from business-driven
HR to innovative talent, leadership and change programs. In FY2021, the Consulting segment reported revenue of
US$20,800 million, which accounted for 41.3% of the group's revenue.
The Financial Advisory segment includes mergers and acquisitions (M&A) and financial crisis practices. M&A
practice area offers value-added services, from strategy and execution, through integration and divestiture. In
addition, the group’s advisory practice area enables clients to manage strategic, financial, operational,
technological, and regulatory risk. Its offerings include financial transaction offerings, regulatory, forensics and
compliance, risk and resilience, and brand and reputation management services. In FY2020, the Financial Advisory
segment reported revenue of US$4,300 million, which accounted for 8.5% of the group's revenue.
The Risk Advisory segment includes controls transformation and assurance; governance, regulatory and risk; and
cyber risk services. The group’s risk and resilience practice enable organizations to manage cyber, strategic,
information technology, supply chain, and operational risks, including crisis management, cyber risk, finance and
operations risk, strategic risk, and assurance. Deloitte regulatory services enable the organizations to identify and
manage the impact to the organization, put in place clear industry-focused strategies to both protect and create
value, and turn converging regulations into opportunity. In FY2021, the Risk Advisory segment reported revenue of
US$5,900 million, which accounted for 11.7% of the group's revenue.
Deloitte's Tax and Legal segment includes legal, indirect tax, global business tax services, and global employer
services practices. It offers integrated tax services, which include business tax services, international tax services,
transfer pricing services, tax management, multistate tax, tax management consulting, global employer services,
mergers and acquisitions tax, global investment and innovation incentives, and private wealth. In FY2021, the Tax
and Legal segment reported revenue of US$8,900 million, which accounted for 17.7% of the group's revenue.
Geographically, the group classifies its operations into three segments: the Americas, Europe/Middle East/Africa,
and Asia Pacific. In FY2021, the Americas accounted for 50% of the group's revenue, followed by Europe/Middle
East/Africa with 33.1%; and Asia Pacific with 16.9%.

Industry Profiles
Table 7: Deloitte Touche Tohmatsu Limited: Key Employees
Name Job Title Board

Adel Melek Vice Chairman Risk Advisory Executive Board
Chief Executive Officer, Deloitte Central
Alastair Teare Senior Management
Europe
Altair Rossato Director Non Executive Board
Andrew Vaz Chief Innovation Officer Executive Board
Andrew Vaz Director Executive Board
Andrew Vaz Global Managing Partner Executive Board
Angela Mitchell Partner Senior, Scotland Senior Management
Anna Marks Director Non Executive Board
Chief Operating Officer EMEA Blockchain
Anthony Day Senior Management
Lab, Dublin
Anthony Stephan US Head - Deloitte Digital Senior Management
Chief Technology Officer EMEA Blockchain
Antonio Senatore Senior Management
Lab, Dublin
Ben Perkins Chief Marketing Officer Senior Management
Brett Walsh Global Human Capital Leader Senior Management
Carl Allegretti Deloitte Tax Practice Leader Senior Management
Caroline Johns Secretary Senior Management
Craig Hodgetts National Managing Principal-Technology Senior Management
Craig Muraskin Managing Director Deloitte US Innovation Senior Management
David Hill Chief Executive Officer Asia Pacific Senior Management
Deborah DeHaas Vice Chairman Executive Board
Dennis Chow Director Non Executive Board
Duncan Sinclair Director Non Executive Board
Fatai Folarin Chief Executive Officer Deloitte Nigeria Senior Management
Francisco Celma Director Non Executive Board
Frederic Moulin Director Non Executive Board
Gustav Jeppesen Director Non Executive Board
Heather Gates Managing Director Senior Management
National Emerging Growth Company (EGC)
Heather Gates Senior Management
practice leader
Hitoshi Matsumoto Director Non Executive Board
James Turgal Managing Director Cyber Risk Services Senior Management
Janet Foutty Director Non Executive Board
SOURCE: COMPANY FILINGS MARKETLINE

Industry Profiles
Table 8: Deloitte Touche Tohmatsu Limited: Key Employees Continued

Jason Geller Principal, Deloitte Consulting LLP Senior Management
Global leader for Human Capital Marketing,
Jeff Schwartz Senior Management
Eminence, and Brand
Jim Moffatt Head Deloitte Global Consulting Senior Management
Joe Eshun Chief Executive Officer Deloitte East Africa Senior Management
Global Application Management Services
John Ciaramella Senior Management
Leader
John Salata Director Non Executive Board
Jose Luis Rey Director Non Executive Board
Klaus Loeffler Director Non Executive Board
Lesley Stephen Head Global Communications Senior Management
Martin Chapman Director Executive Board
Michel Denayer Director Non Executive Board
Managing Director Global Investment and
Natan Aronshtam Senior Management
Innovation Incentives
Nicola Roberts Head private client services Senior Management
Philip Yuen Chairman Deloitte Singapore Executive Board
Philip Yuen Chief Executive Officer Deloitte SEA Executive Board
Punit Renjen Chief Executive Officer Executive Board
Punit Renjen Director Executive Board
Managing Director Risk and Financial
Rhoda H. Woo Senior Management
Advisory Deloitte and Touche LLP
Managing Director Washington National Tax
Rosemary Sereti Senior Management
and Tax Controversy Services
Ruwayda Redfearn Director Non Executive Board
Sharon Thorne Chairperson Executive Board
Stacy Janiak Director Non Executive Board
Stephen Jennings Director Non Executive Board
Tom Imbesi Director Non Executive Board
Trevear Thomas Director Non Executive Board
Valerie Heng Director Singapore Senior Management
Yoriko Goto Director Non Executive Board

Industry Profiles
8.2. PricewaterhouseCoopers International Ltd
PricewaterhouseCoopers International Ltd (PwC) is a network of member firms which operate and provide
professional services under the brand PricewaterhouseCoopers. Each member firm is a separate legal entity.
The company’s portfolio of services include financial statement audit, risk assurance, regulatory compliance and
reporting, international financial reporting standards (IFRS) reporting, capital market transactions advisory,
financial accounting, actuarial insurance services, and internal audit. PwC also offers advisory services on fund-
raising, legal matters, project finance, private equity advisory, public company advisory, privatization advice,
strategic acquisitions, and valuation consulting services among others. It caters to customers across consumer
and industrial products, technology and communications, media and entertainment, financial services and
government sectors. The company operates in the Americas, Europe, Middle East, Africa and Asia. PwC is
headquartered in London, England, the UK.
8.2.2. Key Facts
Table 9: PricewaterhouseCoopers International Ltd: key facts
Head office: 1 Embankment Place London, Greater London, United Kingdom

Website: www.pwc.com
Financial year-end: June
PricewaterhouseCoopers International Ltd (PwC) is a provider of professional services. It comprises of network of

member firms which operates and provides services under the PricewaterhouseCoopers brand. PwC offers
assurance, tax, and advisory services. The company has operations in 156 countries spanning Europe, North
America and the Caribbean, Asia, Australasia and Pacific Islands, the Middle East and Africa, and South and Central
America.
The company's member firms offer services under three service lines: assurance, advisory and tax.

Industry Profiles
Table 10: PricewaterhouseCoopers International Ltd: Key Employees

Betty Ann Jarrett Global Human Capital Leader Senior Management
Blair Sheppard Head Strategy and Leadership Development Senior Management
Carol Stubbings Global Tax and Legal Services Senior Management
Christopher Kelkar Head Global Alignment Senior Management
Coenraad Richardson Chief Risk Officer Senior Management
Dana Mcilwain Chief Administrative Officer Senior Management
Dana Mcilwain Head Global Operations Senior Management
Diana Weiss General Counsel Senior Management
Harald Kayser Chairman Senior Partner Executive Board
James Chalmers Head Assurance Senior Management
James Shira Chief Information Technology Officer Senior Management
Kevin Ellis Chairman PwC UK Executive Board
Kevin Ellis Senior Partner Executive Board
Mohamed Kande Global Advisory Leader Senior Management
Raymund Chao Chairman Asia Pacific and Greater China Executive Board
Richard Oldfield Head Global Markets Senior Management
Robert E. Moritz Chairman Executive Board
Robert E. Moritz Senior Partner Executive Board
Roderick Danao Chairman Isla Lipana and Co Executive Board
Tim Ryan Chairman the US Executive Board
Tim Ryan Senior Partner Executive Board
Vicki Huff Eckert Head Global New Business and Innovation Senior Management

Industry Profiles
8.3. Ernst & Young Global Ltd
Ernst & Young Global Ltd (EYG) is a provider of a broad range of professional services, including assurance, tax,
transaction advisory services and advisory services. It also offers a portfolio of specialty services, including
climate change and sustainability services, family business services, Japanese business services, China overseas
investment network and global business network among others. EYG invests in advancing its client technology
and innovation that includes artificial intelligence, blockchain, Internet of Things (IoT) and cybersecurity. The
company serves audit, non-audit, and various other clientele in the Americas; Europe, Middle East, Africa; India;
Asia-Pacific; and Japan. EYG is headquartered in London, the UK.
8.3.2. Key Facts
Table 11: Ernst & Young Global Ltd: key facts
Head office: 6 More London Place London, Greater London, United Kingdom
Fax:
Website: www.ey.com
Financial year-end: June
Ernst & Young Global Ltd (EYG) provides a wide range of professional services, including assurance, tax, transaction
and advisory services. The company offers services through its member firms, each of which is a separate legal
entity. It operates in the Americas; Europe; Middle East, India and Africa (EMEIA), Asia-Pacific and Japan.
The company operates its business through four practices: Assurance, Advisory, Tax, and Transaction Advisory
Services (TAS).
It also offers a portfolio of specialty services, including climate change and sustainability services, family business
services, and Japanese business services. Its other specialty services include China overseas investment network
and global business network among others.

Industry Profiles
Table 12: Ernst & Young Global Ltd: Key Employees

Albert Ng Chairman EY China Executive Board
Alice Chan Chairman EY Global Accounts Committee Executive Board
Aloha McBride Head Global Health Senior Management
Global Vice Chairman- Strategy and
Andrea Guerzoni Executive Board
Transactions
Andres Saenz Head Global Private Equity Senior Management
Andres Saenz Vice Chairman Industry Executive Board
Andy Baldwin Global Managing Partner – Client Service Senior Management
Andy Brogan Head Global Oil and Gas Senior Management
Bishr Ibrahim Baker Head Markets, Mena Region Senior Management
Bridget Neill Vice Chairman Public Policy, Americas Executive Board
Carmine Di Sibio Chairman Global Executive Board
Carmine Di Sibio Chief Executive Officer Executive Board
Christabel Cowling Head Regulatory and Public Policy, U.K Senior Management
Cordelia Davis Partner Insurance Practice Senior Management
David Larocca Head EY Oceania Strategy and Transactions Senior Management
Errol Gardner Vice Chairman Global Consulting Executive Board
Frank Mahoney Regional Managing Partner – US West Executive Board
Frank Mahoney Vice Chairman US West Executive Board
Frank O’Keeffe Managing Partner Ireland Senior Management
Hank Prybylski Global Vice Chairman- Transformation Executive Board
Managing Partner EY Asia Pacific Deputy
Harsha Basnayake Senior Management
Area
Jack Chan Chairman EY China Executive Board
Regional Managing Partner- EY Greater
Jack Chan China and EY Global Emerging Markets Executive Board
Committee Member
Jad Shimaly Chairman EY Canada Executive Board
Jad Shimaly Chief Executive Officer EY Canada Executive Board
Jay Nibbe Global Vice Chairman- Markets Executive Board
EY EMEIA Consulting – Markets and
Jessie Qin Senior Management
Business Development Leader
Jessie Qin Partner Ernst and Young AG Senior Management
EY EMEIA Wealth and Asset Management
John Flood Senior Management
Consulting Leader
Julie Boland Regional Managing Partner – US Central Executive Board

Industry Profiles
Table 13: Ernst & Young Global Ltd: Key Employees Continued

Julie Boland Vice Chairman US Central Executive Board
Head Global and Americas Artificial
Keith Strier Senior Management
Intelligence, Advisory Services
Khurram Mian Head MENA Assurance Senior Management
Kris Lovejoy Head Global Consulting Cybersecurity Senior Management
Kristi Kennedy Director Legislative and Strategic Engagement Senior Management
Global Managing Partner, Business
Lou Pagnutti Senior Management
Enablement
Marie-Laure Delarue Vice Chairman Global Assurance Executive Board
Matthew Benson Head MENA Strategy and Transactions Senior Management
Michael Renz Head Global Retail Technology Senior Management
Mike McKerr Chairman EY Ireland Executive Board
Mike Scoular Managing Partner New Castle Senior Management
Mike Wright Head Asia Pacific Assurance Senior Management
Moriaki Kida Chief Operating Officer EY Japan Senior Management
Naomi Burger Partner Senior Management
Nicola Morini Bianzino Chief Technology Officer Global Senior Management
Nobuko Kobayashi Head Asia Pacific Strategy Execution Senior Management
Managing Partner- EY EMEIA Financial
Omar Ali Senior Management
Services and Client Services
Pat Winter Managing Partner EY Asia Pacific Senior Management
Paul D. Mitchell Head EY mining and metals Senior Management
Raj Sharma Vice Chairman Executive Board
Rajan Sachdeva EY EMEIA Technology Consulting Leader Senior Management
EY Global Emerging Markets Leader for
Rajan Sachdeva Senior Management
Managed Services and Technology
Chairman and Regional Managing Partner -
Rajiv Memani Senior Management
India
Rajiv Memani Chair, Emerging Markets Committee Senior Management
Serge Colle Head Global Power and Utilities Senior Management
Simon O’Neill Managing Partner Midlands Senior Management
Global Managing Partner – Business
Steve Krouskos Senior Management
Enablement
Stuart Wilkinson Managing Partner Cambridge Senior Management
Thomas Harms Head Global Retail Senior Management
Tom Loozen Head Global Telecommunications Senior Management

Industry Profiles
Table 14: Ernst & Young Global Ltd: Key Employees Continued

Walter Tong Head Asia Pacific Accounts Senior Management
Yew-Poh Mak Head Asia Pacific Strategy and Transactions Senior Management

Industry Profiles
8.4. McKinsey & Company, Inc.
McKinsey & Company, Inc. (McKinsey or ‘the company’) is a global management consulting firm. The company
provides consulting services to various industries including advanced electronics, aerospace and defense,
agriculture, automotive and assembly, capital projects and infrastructure, chemicals, consumer packaged
goods, electric power and natural gas, financial services, media and entertainment, healthcare systems and
services, high tech, metals and mining, oil and gas, paper and forest products, pharmaceuticals and medical
products, retail, and semiconductors. Its products include McKinsey advanced data and analytics, McKinsey
digital, McKinsey implementation and McKinsey solutions. It has operational presence across the Americas,
Europe, the Middle East, and Asia Pacific. The company is headquartered in New York City, New York, the US.
8.4.2. Key Facts
Table 15: McKinsey & Company, Inc.: key facts
Head office: 3 World Trade Center 175 Greenwich Street, New York, New York, United States
Website: www.mckinsey.com
Financial year-end: April
McKinsey & Company, Inc. (McKinsey or "the company") is a global consulting firm that provides a range of
consulting services. It offers these services across different industrial practices and functional practices.
McKinsey's operations mainly include its consulting services business, McKinsey Global Institute (MGI) and
McKinsey Quarterly. The company offers services through its functional groups McKinsey Analytics, McKinsey
Design, Digital McKinsey, McKinsey Implementation, Learning Programs for Clients, Marketing and Sales,
Operations, Organization, McKinsey Recovery and Transformation Services, Risk, Strategy and Corporate Finance,
and Sustainability and Resource Productivity.
The company classifies its services under three categories: Industries, Functional Practices and Capabilities and
Solutions.
Under industries category, the company deals with companies in advanced electronics, aerospace and defense,
automotive and assembly, chemicals, consumer packaged goods, electric power and natural gas, financial services,
healthcare systems and services, high tech, capital projects, infrastructure, media and entertainment. It also serves
companies in metals and mining, oil and gas, pharmaceuticals and medical products, private equity and principal
investors, public sector, paper and forest products, retail, semiconductors, social sector, telecommunications and
travel, transport, and logistics.
In advanced electronics field, the company advices on improving the effectiveness of electronic components and
assembly, industrial electronics, components and automation, power generation, transmission, distribution, and
metering; building automation, controls, lighting and HVAC and medical electronics and diagnostic equipment. The
company offers its expertise in sector’s value chain, including product development, design to value and design for
manufacturability, strategic sourcing, purchasing, supply chain management, lean manufacturing, and
maintenance among others. In aerospace and defense, the company develops and executes strategies to improve
operations, program affordability and growth. It also serves departments and ministries of defense across the
world. In metals and mining, the company serves steel, nonferrous metals, and mining industries. The company

Industry Profiles
offers its expertise in commercial transformation, operational improvement and transformation, organizational
effectiveness and strategy.
For paper and forest products, the company offers services such as setting strategies, strengthening productivity,
organizing in a time of consolidation and going from a ‘production-forward’ to a ‘customer-back’ mindset. Retail
practice of McKinsey offers services for format strategy and renewal, lean retailing, marketing, and customer
experience, merchandising and category management, multichannel, pricing and promotion, retail technology,
sourcing and supplier management and strategy and growth. McKinsey offers services for global public health,
economic development and opportunity creation and philanthropy.
In telecommunications sector, the company counsel clients on organizational, operational, and strategic
challenges. In the area of travel transport and logistics, the company provides consulting on strategic direction
development. It offers consulting services for airlines and airports, post, parcel, express, and logistics, railroads,
trucking, forwarding, shipping and ports and travel and tourism.
The company’s functional practices category includes Digital, Implementation, M&A, Marketing and Sales,
Operations, People and Organizational Performance, Risk and Resilience, Strategy and Corporate Finance,
Sustainability, and Transformation.
Through business technology area, the company provides technology related and general consulting services.
Through McKinsey analytics, the company utilizes the latest analytical techniques plus a deep understanding of
industry dynamics and corporate functions to help clients create the most value from data.
In strategy and corporate finance, the company provides opportunity to organizations to review their business
portfolio and look for new ways to drive company value. Its services include supporting the chief financial officers
(CFOs) and finance functions and analytical services. It offers strategic, financial, and transactional advisory
services to clients across various industries.
Through marketing and sales, the company offers expertise the areas of branding, consumer and shopper insights,
customer lifecycle management, digital marketing, pricing and sales and channel management among others. In
organization practices, McKinsey provides merger management, organization design, human capital, and
transformational change through restructuring for corporations and public services. The company through
operations function assists clients in capital productivity, manufacturing, product development and supply chain
management among others.
The company’s area of risk expertise includes credit risk, crisis response, enterprise risk management, risk
advanced analytics, risk and regulation, trading and balance sheet risk. Through McKinsey digital, the company
offers clients advice on advanced marketing and sales, customer experience and design, digitization at scale and
strategy and value creation among others.
The company’s solutions include advanced data and analytics, digital solutions, implementation solutions, recovery
and transformation services, client learning, and other solutions. These solutions are offered to the client on a
subscription basis or on a long-term support.
MGI is McKinsey's economics research arm that provides leaders in the commercial, public, and social sectors with
the facts and insights on which to base management and policy decisions. MGI's research is funded by the
partners of McKinsey and not commissioned by any business, government, or other institution. MGI's research is a
combination of two disciplines: economics and management.
MGI's research program focuses on six themes: productivity and growth; the evolution of global financial markets;
the economic impact of technology and innovation; natural resources; the future of work; and urbanization. Its
research covers more than 20 countries and about 30 industries. McKinsey Quarterly is McKinsey's business
journal, providing the firm's thinking on management and strategy across a range of industries and functions.
Its premium membership provides readers with a print subscription combined with unrestricted web access to
premium online edition. Written by McKinsey consultants, McKinsey Quarterly primarily caters to management in
the private, public and non-profit sectors. McKinsey has consultants in more than 130 cities in 65 countries, across
industries and functions.

Industry Profiles
Table 16: McKinsey & Company, Inc.: Key Employees

Andrew Grant Senior Partner - Auckland Senior Management
Bob Sternfels Managing Partner Global Senior Management
Chandru Krishnamurthy Senior Partner - Atlanta Senior Management
David Chinn Senior Partner Senior Management
Filipe Barbosa Senior Partner, the US Senior Management
John Dowdy Senior Partner Senior Management
Joydeep Sengupta Senior Partner Senior Management
Kevin J. Speicher Senior Partner, the US Senior Management
Michael Silber Senior Partner Senior Management
Paul Gao Senior Partner Senior Management
Rajat Dhawan Senior Partner, India Senior Management
Richard Lee Senior Partner Senior Management
Sajal Kohli Senior Partner - Chicago Senior Management
Scott Rutherford Senior Partner - Washington DC Senior Management

Industry Profiles
9. Macroeconomic Indicators
9.1. Country data
Table 17: Canada size of population (million), 2017–21
Year Population (million) % Growth

2017 36.6 1.0%
2018 36.9 1.0%
2019 37.3 0.9%
2020 37.6 0.9%
Table 18: Canada gdp (constant 2005 prices, $ billion), 2017–21
Year Constant 2005 Prices, $ billion % Growth

2017 1,445.7 2.2%
2018 1,475.2 2.0%
2019 1,503.0 1.9%
2020 1,529.1 1.7%
Table 19: Canada gdp (current prices, $ billion), 2017–21
Year Current Prices, $ billion % Growth

2017 2,045.7 4.4%
2018 2,130.3 4.1%
2019 2,217.6 4.1%
2020 2,300.9 3.8%
Table 20: Canada inflation, 2017–21
Year Inflation Rate (%)

2017 2.0%
2018 2.0%
2019 2.0%
2020 2.0%

Industry Profiles
Table 21: Canada consumer price index (absolute), 2017–21
Year Consumer Price Index (2005 = 100)

2017 123.7
2018 126.2
2019 128.7
2020 131.3
Table 22: Canada exchange rate, 2017–21
Year Exchange rate ($/C$) Exchange rate (€/C$)

2017 1.2970 1.4663
2018 1.2967 1.5305
2019 1.3271 1.4866
2020 1.3408 1.5301
2021 1.2538 1.4835

Industry Profiles
Appendix
Methodology
MarketLine Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-
checked and presented in a consistent and accessible style.
Review of in-house databases – Created using 250,000+ industry interviews and consumer surveys and supported by
analysis from industry experts using highly complex modeling & forecasting tools, MarketLine’s in-house databases
provide the foundation for all related industry profiles
Preparatory research – We also maintain extensive in-house databases of news, analyst commentary, company profiles
and macroeconomic & demographic information, which enable our researchers to build an accurate market overview
Definitions – Market definitions are standardized to allow comparison from country to country. The parameters of each
definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the
market and our clients
Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends
MarketLine aggregates and analyzes a number of secondary information sources, including:
- National/Governmental statistics
- International data (official international sources)
- National and International trade associations
- Broker and analyst reports
- Company Annual Reports
- Business information libraries and databases
Modeling & forecasting tools – MarketLine has developed powerful tools that allow quantitative and qualitative data to
be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can
then be refined according to specific competitive, regulatory and demand-related factors
Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date

Industry Profiles
9.2. Industry associations
9.2.1. Canadian Association of Management Consultants (CMC-Canada)
PO Box 20, 2004-401 Bay Street, Toronto, ON M5H 2Y4, Canada

Tel.: 416 860 1515
Fax: 1 416 860 1535
www.cmc-canada.ca
9.2.2. Association of Management Consulting Firms
370 Lexington Avenue, Suite 2209, New York, NY 10017, USA

Tel.: 1 212 262 3055
Fax: 1 212 262 3054
www.amcf.org
9.2.3. The International Council of Management Consulting Institutes (ICMCI)
4th Floor, 2 Savoy Court, London, WC2R 0EZ, UK

Tel.: 44 20 7421 2706
www.icmci.org
9.3. Related MarketLine research
9.3.1. Industry Profile
Management & Marketing Consultancy in the US

Management & Marketing Consultancy in Italy
Management & Marketing Consultancy in France
Management & Marketing Consultancy in Germany
Management & Marketing Consultancy in the UK

Industry Profiles
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MarketLine Industry Profile

Management & Marketing Consultancy in

Reference Code: 0070-0424

Publication Date: September 2022

Primary NAICS: 541611

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 1

1.1. Market value

1.2. Market value forecast

1.3. Category segmentation

1.4. Geography segmentation

1.5. Market rivalry

1.6. Competitive Landscape

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 2

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 3

1.1. Market value ................................................................................................................................................2

1.2. Market value forecast ..................................................................................................................................2

1.3. Category segmentation................................................................................................................................2

1.4. Geography segmentation.............................................................................................................................2

1.5. Market rivalry...............................................................................................................................................2

1.6. Competitive Landscape ................................................................................................................................2

2.1. Market definition .........................................................................................................................................8

2.2. Market analysis ............................................................................................................................................8

3.1. Market value ..............................................................................................................................................10

4.1. Category segmentation..............................................................................................................................11

4.2. Geography segmentation...........................................................................................................................13

5.1. Market value forecast ................................................................................................................................14

6. Five Forces Analysis 15

6.1. Summary ....................................................................................................................................................15

6.2. Buyer power...............................................................................................................................................16

6.3. Supplier power ...........................................................................................................................................18

6.4. New entrants .............................................................................................................................................19

6.5. Threat of substitutes ..................................................................................................................................20

6.6. Degree of rivalry.........................................................................................................................................21

7.1. Who were the leading players in 2021?.....................................................................................................22

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 4

7.2. How are leading players adapting to new technology? .............................................................................22

7.3. What strategies do leading players follow? ...............................................................................................23

8.1. Deloitte Touche Tohmatsu Limited............................................................................................................25

8.2. PricewaterhouseCoopers International Ltd ...............................................................................................29

8.3. Ernst & Young Global Ltd ...........................................................................................................................31

8.4. McKinsey & Company, Inc..........................................................................................................................35

9.1. Country data ..............................................................................................................................................38

9.2. Industry associations..................................................................................................................................41

9.3. Related MarketLine research .....................................................................................................................41

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 5

Table 6: Deloitte Touche Tohmatsu Limited: key facts 25

Table 7: Deloitte Touche Tohmatsu Limited: Key Employees 27

Table 8: Deloitte Touche Tohmatsu Limited: Key Employees Continued 28

Table 9: PricewaterhouseCoopers International Ltd: key facts 29

Table 10: PricewaterhouseCoopers International Ltd: Key Employees 30

Table 11: Ernst & Young Global Ltd: key facts 31

Table 12: Ernst & Young Global Ltd: Key Employees 32

Table 15: McKinsey & Company, Inc.: key facts 35

Table 16: McKinsey & Company, Inc.: Key Employees 37

Table 17: Canada size of population (million), 2017–21 38

Table 18: Canada gdp (constant 2005 prices, $ billion), 2017–21 38

Table 19: Canada gdp (current prices, $ billion), 2017–21 38

Table 20: Canada inflation, 2017–21 38

Table 21: Canada consumer price index (absolute), 2017–21 39