Ok here's me beign really nice (against my battered bruised twisted personality that consulting has turned me into) Implications of keeping its consulting are: 1.) Deloitte became the 2nd largest Professional advisory firm (PWC remain 1st) - good in terms of brand recognition2.) Deloitte figured out quicker than others how to get around the Sarb-OX legislation that was meant to prevent auditors to a company also being their advisors. Though still there is very little cross organisation work - just in case... 3.) Deloitte shot up to top 5 was it in the Times Top 100 Graduate Employers as they received many more applications for consulting than say Business advisory in KPMG - therefore they managed to recruit some more (though i stress some) good people over the other accounting firms4.) through the retention of some former Andersen partners, they maintained a strong client list especially in the TMT - Telecoms, Media and Technology areaUmm thats about it i think.... i think its good that you are looking to edge above competition by showing you know more - but to be honest - this is a bit of a dead issue these days.... KPMG and PWC did not "die""from spinning off consulting, they maintained a very strong advisory practice - just didnt call it consulting. If you really wanna show a why deloitte is better than the others, (even though they are all one and the same) i would suggest focussing on some of their client projects feedback - think you can get this off the web, and their ability to use multi-disciplined teams on any one engagement - ie strat people alongside TI, ANd Human Capital people, without any air of "im better than you" childishness
