Andersen Certified Public Accountants
Andersen has been a global leader in professional services. With its own comprehensive and in-depth professional technology, experience and knowledge in the fields of enterprise consulting, auditing, taxation and enterprise financing, we provide integrated solutions to customers and provide legal advisory services in some countries and regions. Andersen has more than 85000 employees in 84 countries around the world. Over the years, Andersen has been rated as "the most suitable company for work" by the world's major media and publications, and continues to rank first in independent surveys on customer satisfaction.
Arthur Andersen, one of the former top five international accounting firms, closed down in 2002 due to Enron incident. After the collapse, the five major changes were PwC, KPMG, Ernst & young and Deloitte.
The annual revenue announced in January 1999 is US $11.301 billion. There are 2651 partners, 79313 professionals and 389 offices in the world.
Main international customers: Merck, Abbott, American household products company, Italy mobile communication company, Italy Telecom, etc.
Annual revenue: (US $100 million, excluding the revenue of Andersen Consulting)
one hundred and ninety-nine thousand two hundred and twenty-nine point nine four
one hundred and ninety-nine thousand three hundred and thirty-one point eight five
one hundred and ninety-nine thousand four hundred and thirty-five point one nine
one hundred and ninety-nine thousand five hundred and forty-one point three three
one hundred and ninety-nine thousand six hundred and forty-six point zero five
one hundred and ninety-nine thousand seven hundred and fifty-one point nine one
one hundred and ninety-nine thousand eight hundred and sixty point nine three
one hundred and ninety-nine thousand nine hundred and seventy-two point seven
two hundred thousand and eighty-three point eight eight
two hundred thousand one hundred and ninety-three point three six
At the beginning of its establishment
Born in 1885, Arthur Andersen, a descendant of Norwegian immigrants, became the youngest CPA in Illinois at the age of 23. At that time, there were only 2200 CPA in the United States. When Arthur Andersen was 27 years old, the prestigious Northwestern University in the north of Chicago offered him an invitation to be head of the accounting department of the University. Just one year later, Arthur became the first scholar to get involved in the field of public economics. Of course, Arthur still teaches at Northwestern University for ten years.
Arthur Andersen, a professor at Northwestern University, and Clarence Delaney of Pricewaterhouse founded Andersen Delaney & Co. in Chicago in 1913. The first customer is Joseph Schlitz brewing company, a brewery in Milwaukee, the southeastern port city of Wisconsin.
At that time, during the first World War, accountants rarely had a university degree. Most of them started as apprentices and worked hard for many years in the mountains of books. The accountant's work is also limited to checking the company's balance sheet and income statement.
However, Andersen firmly believes that the traditional role of accountants can not meet the needs of enterprises in the 20th century. The role of the auditor should not only be the final review, but also the initial check. He believes that the first-class accountants should provide constructive reports for the company's customers and help them solve their daily management problems. At this time, the US Congress passed the income tax law, which provided an opportunity for the development of the accounting industry. Andersen challenged the traditional accounting system, brought audit into the operation of the company, and rapidly expanded the company with its own service belief.
Andersen's foresight brought him the opportunity to become rich and prosperous. Arthur Andersen is a man of purpose. From the day he decided to do his career, he planned to select the most promising students in the school into his own class. He was painstakingly trying to train them to be accountants. Andersen's goal is to improve the performance of the financial system with a unique methodology.
This group of people at this time is more like a group.
As early as 1914, a Chicago Railway company asked Andersen to approve a controversial transaction in order to reduce costs and increase revenue. At that time, Andersen was still under one year old, and at the age of 28, Arthur Anderson lacked cash to pay his salary. But he firmly refused the company's request, and warned that even if all the wealth of the United States is poured, it is difficult to induce me to give in. As a result, it is not hard to imagine that Andersen immediately lost an audit client. A few months later, however, the railway company went bankrupt. Arthur earned Andersen the reputation he deserved as an accountant.
In 1915, Andersen asked a shipping company to disclose the cost of sinking a cargo ship when it published its balance sheet - although it happened after the shipping company's financial year, but before Andersen signed the company's financial statements. This is the first time in history that an accounting firm requires such a standard for disclosure to ensure the accuracy of financial statements. As a result of this kind of specialized characteristic and the consistent strict standard to the customer, Andersen won the public's trust very quickly.
In 1918, Delaney exited, and the company changed its name to Arthur Andersen & Co. and expanded rapidly in the United States, including opening business in the District of Columbia in 1921. At that time, Andersen put forward a new business concept management information consulting, but this was not the content of its later consulting business. Over the next 20 years, anda credit linked all offices with a "one company" concept. The company offers innovative training courses and sets standards for its employees and partners.
In 1919, the firm's annual revenue amounted to $188000.
In 1920, the firm's annual revenue was $322000.
In the 1920s, it expanded rapidly and increased branches all over the United States. Including New York, California, Kansas City, Los Angeles, San Francisco. As a result, it became a national accounting firm in the United States.
Andersen quickly gained a reputation that it was the best choice for buyers to hire accountants, but the worst choice for sellers. But in any case, the investment bank has recognized the service quality of Andersen. They think Andersen can make a thorough investigation and provide a factual report. As a result, the investigation and analysis report and business consulting services have promoted the growth base of Andersen.
In 1920s, many accounting firms experienced the harvest of economic prosperity, and Andersen accounting firm is no exception. In the early 1920s, Andersen had only two partners, 54 employees, two offices and 322000 annual income. But by the end of 1920, it had seven partners, more than 400 employees, seven offices, and an annual income of more than $2 million.
In 1929, the great depression after the collapse of the U.S. stock market made Andersen's business investigation business disappear. Until the U.S. economy recovered in 1940 and 1950, these businesses were gradually rebuilt. But the 1933-1934 World Expo in Chicago was attended by 39 million people, which was a remarkable achievement in the Depression era. Chicago authorities hired Andersen to establish internal controls to monitor the cash flow of the exhibition. Arthur Andersen is not a man who sees opportunities slip away, even if they are small. Obviously, both the Chicago government and Andersen have benefited a lot from the Expo.
Arthur Andersen is not short-sighted, he foresees the national and even global professional service needs of customers. In the early 1920s, Arthur Andersen was considering the growth of internationalization. His idea of "one office, one voice" is a consideration, that is, national boundaries will not be the roadblocks of the idea. Under this concept, Andersen does not want to expand through mergers or acquisitions. He thinks it should be international expansion driven by internal growth. This view has something to do with his acquisition of an audit company in Illinois in 1913 to set up Andersen. The employees of the acquired company were unwilling to follow Andersen's standards, and eventually all of them lost.
As a result, he believes that Andersen's overseas companies should be founded by people who have received training from Andersen in the United States and have been influenced by Andersen's culture.
In 1933, Andersen signed a working agreement with McAuliffe, Davis & hope, which has many branches in Europe and Asia. But that expansion was delayed by World War II. But then, through alliances with other firms, Andersen expanded to South America, Australia and Canada. These branches are regarded as part of Andersen, rather than independent and loosely connected organizations under large organizations.
Affected by the great depression in the United States, in 1932, Andersen's revenue dropped to $1.5 million. Therefore, we must adjust the short-term plan to ensure the long-term survival of Andersen and its customers.
In 1937, when there were signs of economic recovery, Andersen's income returned to $2 million.
Because of World War II, Andersen's operations in Europe and Asia stopped. In 1941, Andersen lost 67% of its staff, and these people joined the army. Nevertheless, it did not stop Arthur Andersen from pursuing a high standard career. During the war, Andersen launched a new training program -- training all employees in one place. This is another innovative approach
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