archive-com.com » COM » E » EY.COM

Total: 2294

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • EY - Global automotive sector faces complex challenges ahead - EY - Global
    seeking to ride the upturn and pull ahead by focusing on differentiation innovation and partnerships according to a new report from EY s Global Automotive Center Changing Lanes 2014 15 the automotive C Suite s agenda released today at the Geneva Motor Show Emerging markets are a key source of volatility but penetrating and succeeding in high growth markets identified as a primary source of competitive advantage The C Suite is challenged to effectively redeploy capital considering that the top 10 global carmakers alone were sitting on more than US 221 billion of cash at the end of 2013 Big focus this year is expected on accessing and retaining talent to drive innovation Urgent need identified for carmakers to reinvent the retail experience to attract and retain customers through enhanced vehicle connectivity Pressures in the global economy may be easing says Mike Hanley EY s Global Automotive Leader but automotive companies still face complex challenges and must implement a range of strategic initiatives geared to enable agile efficient and innovative operations Based on a survey of 100 global C Suite automotive executives and in depth industry research the report identifies five key themes that will shape the industry over the next 18 months New sources of volatility Market volatility has escalated significantly in the past 12 months The vast majority of carmakers surveyed 90 say emerging markets are key sources of volatility while 68 of suppliers identified volatility in demand from both developed and emerging markets Eighty four percent of executives expect negative impact from fluctuations in currency rates and commodity prices with 56 believing a slowdown in emerging market demand will have a negative impact on the industry Automotive companies must enhance operational capabilities to enable enterprise wide scenario planning agile decision making and flexible manufacturing processes Getting closer to customers Sixty seven percent of carmakers and dealers selected connectivity and infotainment as a key value proposition driver and 74 of suppliers identified ownership of innovation and platform consolidation With enhanced vehicle connectivity automakers must provide customers adequate assurance on data privacy to drive acceptance of the features With potential buyers spending a significant amount of time online before making a purchase decision almost 5 3 months on average in the US and a reduction in the number of dealer visits before purchase there is an urgent need for carmakers to reinvent the retail experience to attract and retain customers Multidimensional competition Seventy seven percent of executives surveyed said penetrating and succeeding in high growth markets is a primary source of competitive advantage Carmakers are also adding new revenue streams based on connectivity mobility and aftersales customer care to stay competitive While collaboration has been trending since 2013 the 2014 15 survey shows leaders are intensely focused on partnerships to derive greater value from technology sharing and increase the speed of innovation to market Operational efficiency While just over 50 of carmakers identified a range of IT and data oriented processes as being critical to drive profits 80 said

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Global-automotive-sector-faces-complex-challenges-ahead (2016-02-10)
    Open archived version from archive


  • EY - Hugh Harper to lead EMEIA Financial Services Strategy and Ops - EY - Global
    Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Newsroom EY hires Hugh Harper to lead EMEIA Financial Services Strategy and Operations Press release EY hires Hugh Harper to lead EMEIA Financial Services Strategy and Operations London 27 February 2014 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share EY has appointed Hugh Harper as the Strategy and Operations leader for financial services for Europe Middle East India and Africa EMEIA Hugh will start on the 3rd March and joins from leading private equity house Towerbrook Capital Partners where he was partner and managing director focusing on performance improvement in their European portfolio companies Prior to Towerbrook Hugh spent 13 years at McKinsey where he was a partner and leader of the EMEA Banking practice He led development of retail banking innovation marketing and mortgage service lines including digital strategies and lean operations In addition to his banking roles Hugh was a leader of McKinsey s European Private Equity practice a member of their UK Operating Committee and has assisted clients in major restructuring wealth management and insurance situations David Gittleson Advisory leader for EMEIA Financial Services EY says I am absolutely delighted to welcome such an outstanding talent as Hugh to our practice He is widely respected and well known across the financial services sector having worked with many senior executive teams whilst at McKinsey I ve no doubt that as the leader of our Financial Services Strategy and Operations consulting practice across EMEIA he will make a significant contribution to our clients and people Our EMEIA Financial Services Advisory practice has grown at over 20 pa over the past 3 years and gained industry recognition as market leaders With recent partner additions across our markets we continue to invest to meet the needs of our banking insurance and asset management clients particularly in areas such as strategy restructuring and business transformation Hugh Harper says Joining EY at this time is a great privilege this is a tremendous team with a rapidly growing leading franchise and a pivotal time in the market There is a great opportunity to work with EY clients to raise and sustain profitability returns and growth post crisis In particular helping to address continually rising customer expectations for better service higher standards of conduct and digital

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Hugh-Harper-to-EMEIA-Financial-Services-Strategy-Operations (2016-02-10)
    Open archived version from archive

  • EY leads global IPO market - EY - Global
    Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Newsroom EY leads global IPO market Press release EY leads global IPO market London 27 February 2014 Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share In 2013 the global IPO market saw 882 deals raise US 168 3b a 33 improvement on 2012 deal value levels and a vote of confidence in the strength of the global economy that bodes well for companies seeking to go public in 2014 EY was once again the lead advisor both in terms of the number of deals and the amount of capital raised and has dominated the IPO advisory market for the past 15 years EY IPO highlights 2013 EY worked on more than a third of the world s IPO deals in 2013 38 by number of deals 67 by value of deals EY audits eight and serves 16 of the companies in the top 20 global deals EY was the lead advisor globally for firms launching IPOs in real estate technology pharmaceuticals oil and gas biotech and insurance We believe that an IPO marks a turning point in the life of a company and we re thrilled to have had the opportunity to audit or advise so many of the leading global companies that entered the public markets last year said Maria Pinelli EY Global Vice Chair Strategic Growth Markets Of the 882 IPOs globally in 2013 EY audits 185 companies that together raised US 52 2b EY also serves 338 companies 38 of global IPOs that raised US 111 6b 67 of capital raised 2013 was the first year since 2010 in which the number and value of IPOs rose compared to the prior year Maria adds The broad base of sectors and geographic markets that were part of this global uplift is extremely encouraging suggesting that the global recovery is becoming well established We look forward to working with more companies throughout 2014 and helping them to realize their growth objectives Ends About EY s IPO center EY is a leader in helping to take companies public worldwide With decades of experience our global network is dedicated to serving market leaders and helping businesses evaluate the pros and cons of an IPO We demystify the process by offering IPO readiness assessments IPO preparation project management and execution services all of which help prepare you for life in the public spotlight

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-EY-leads-global-IPO-market (2016-02-10)
    Open archived version from archive

  • News-Power-and-utility-deal-volume-reaches-three-year-high - EY - Global
    EY Global Transactions Power Utilities Leader says Overwhelmingly rebalancing and consolidation drove transaction activity during 2013 Looking ahead to 2014 the C suite is showing a renewed interest in upstream and downstream acquisitions and a focus on innovation In an environment of wholesale price pressure in Europe and the United States utilities are indicating they are keen to pursue cross border transactions where synergies can be exploited and returns can be increased through diversification Three drivers emerged in Q3 and Q4 and these are expected to drive activity in 2014 industry consolidation market reforms and continued opportunities in developing countries Despite the impact of broad macro themes today s transaction drivers are localized reflecting varying regulatory and business transformation within each region Sustained pressure on utility balance sheets to continue to drive M A activity globally European utilities sustained their focus on fortifying balance sheets during 2013 restructuring their asset portfolios by announcing a number of asset disposals throughout the year with cumulative asset divestments of around US 30b and a 19 increase in deal volume 2013 also saw a notable rise in activity by financial investors in Europe with deal volume by financial investors increasing by more than 27 This can be largely attributed to heightened interest in regulated electricity transmission and distribution T D and water assets shown by financial investors globally In the US low wholesale prices stringent environmental regulations and portfolio optimization by hybrid utilities dominated deals throughout 2013 In 2014 as several US utilities look to reduce their exposure to unregulated assets financial investors are likely to emerge as natural buyers which they are likely to hold on to in anticipation of a rise in natural gas prices Deal activity in the wider Americas region increased by 36 over the year with continued interest from European investors looking to diversify in the growing markets of Latin America driving deal volumes in the region up by over 45 Asia Pacific saw significant activity with a 43 increase in deal activity and 15 increase in deal value China dominated the transaction markets leading both domestic and cross border deals in the region Domestic consolidation particularly in the gas T D market produced several megadeals in the region and domestic deals in the country accounted for over US 15b of deal value Regulatory and market reforms opens up transaction opportunities Uncertainty in relation to the generation mix in Japan incentivized Japanese investors to pursue outbound investment in 2013 and attractive valuations and distressed assets have encouraged investors in both China and Japan to explore growth opportunities in developed markets While China s largest utility picked up stakes in electricity T D assets in Australia Japanese investors were active in Europe acquiring key regulated assets in the region Rennie comments While we expect privatization programs in Oceania and consolidation in China to continue to contribute to deal activity in the region we are carefully watching the deregulation of the Japanese utility sector which may set the scene for revitalized

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Power-and-utility-deal-volume-reaches-three-year-high (2016-02-10)
    Open archived version from archive

  • EY - Fall in global renewable energy investment during 2013 - EY - Global
    sector helped Japan to replace the UK in fourth place while the UK continues to be hampered by political infighting and mixed policy measures Prolonged energy strategy consultation and anti renewables legislation have resulted in ranking falls for France and Australia respectively while ambitious targets and a series of large scale project announcements have seen India jump to seventh place Competitive bidding trendsetters Brazil and South Africa have also risen in the index thanks to a plethora of new projects awarded in 2013 auctions Key industry trends for 2014 Looking ahead resilience efficiency and effectiveness technology beyond generation new markets and innovative financing have been identified as fundamental to industry growth in 2014 Governments and business will need to consider the value put on energy sector resilience in light of the industry s historic inability to absorb economic political and environmental shocks Governments should aim to depoliticize the energy debate in order to support stable and long term policy measures undertake a transparent and objective assessment of the value of energy to determine the most resilient energy mix and embrace centralized energy planning to counter the uncertainty of the market while still fostering private sector participation Business also has a role to play in addressing its own energy risks such as commodity price exposure business continuity and regulatory compliance This should prompt an increased focus on energy mix optimization that transcends the politics of the boardroom and identifies opportunities for reduced energy consumption and direct generation or procurement of renewable energy Efficiency and effectiveness are critical A stronger focus on asset optimization and identifying new ways to extract value or reduce costs is also anticipated in 2014 Ben Warren EY s Global Cleantech Transactions Leader comments In short efficiency and effectiveness need to be this year s buzzwords The market should be setting its sights on value chain integration consolidation on a global scale repowering transaction and capital efficiencies and technology improvements Renewable energy is now a truly global market and stakeholders must develop a global strategy and a global supply chain be flexible to market changes and be willing to go in search of new markets More robust transmission infrastructure and efficient distribution channels needed Deployment challenges in markets such as China Japan Germany and South Africa during 2013 have highlighted the need for more robust transmission infrastructure and efficient distribution channels More resource and investment is required in grid management digitalized supply and demand management distributed applications and the commercialization of storage technology if the sector is to address transmission bottlenecks and intermittency challenges Forer comments Innovation in non generation infrastructure and technology will not only drive efficiencies and boost deployment but also represents a significant investment opportunity across both developed and emerging markets The digitalization of energy in particular will create a revolution that will have significant social economic and environmental impact New markets and new capital will continue to open up Emerging markets will also continue to play a critical role in shaping the renewables landscape

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Fall-in-global-renewable-energy-investment-during-2013 (2016-02-10)
    Open archived version from archive

  • EY - FMCG companies need to drive margins as economy turns - EY - Global
    EY s new Margin Unlocked report uncovers how consumer goods companies are going to have to work much harder to deliver value to shareholders Click here to access Figure 1 Relative to other sectors FMCG margins have been predictable and stable since 2003 This has made the sector highly attractive to investors during the economic downturn But despite significant productivity programs and cost saving efforts margin growth has been slow only 0 6 during the period as a whole and 0 8 since 2009 the turn of the economic crisis Since 2009 many other sectors have grown margins more progressively For example technology has grown margins from 15 2 to 19 4 an increase of 4 2 Click here to access Figure 2 FMCG share performance is now lagging other sectors reflecting investor concern around the sector s profit and growth outlook This creates potential vulnerability In the last 10 years consumer products companies have only managed to increase margins by 0 6 said Richard Taylor EY Global Consumer Products Advisory Leader Although their shares have been something of a safe haven for investors during the downturn companies are going to have to run much faster to keep their shareholders happy and retain investor interest as the world economy improves and other more volatile sectors potentially begin to out perform FMCG Consumer products companies are really hurting from what we call the Red Queen effect where like in Alice in Wonderland it takes all the running you can do to keep in the same place Margin improvement is going to be critical to help them speed up their performance over the next 12 24 months said Andrew Cosgrove EY Global Consumer Products Lead Analyst Barriers to improving margin Companies identified a variety of reasons why they are failing to grow margin more effectively According to the report 39 of companies believe limited margin mindset is the main barrier to improving margins Other contributing factors include too many locked in fixed costs insufficient data a lack of focus from the leadership team and a lack of margin related skills and competencies Strategies for success that help companies run faster Sustained improved profitability is one of the most effective routes to retaining investor interest however consumer goods companies are being challenged from multiple directions In both developed and emerging markets top line growth has either slowed dramatically or declined and continued downward pressure on prices from customers along with rising input costs make margin management a complex challenge In its Margin unlocked report EY studied 183 global FMCG companies including some that have adopted non traditional margin management behaviours to find out what makes the difference for high performing companies in the sector On the whole consumer goods companies recognize that they must apply a more rigorous focus to margin management than has previously been the case said Gustav Mauer EY Advisory Director The scale of the challenge facing the FMCG sector right now means that companies need a new company wide

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-FMCG-companies-need-to-drive-margins-as-economy-turns (2016-02-10)
    Open archived version from archive

  • EY - Big ticket transformative deals surge in 2013 driving global tech - EY - Global
    1b 2012 Cloud SaaS and smart mobility drove the most deals in Q413 Technology M A expected to be strong in 2014 Companies pursuing strategic growth opportunities related to the five transformative megatrends which include mobile social cloud big data analytics and accelerated technology adaptation drove big ticket transformative deals in 2013 as many established companies found themselves at a crossroads by the disruptive power of these same megatrends Big ticket deals of US 1b or more increased in number to 36 in 2013 up from 28 in the prior year and more than doubled in value to US 122 6b in 2013 compared with US 51 8b in 2012 Full year average value was US 283m up 51 from US 188m in 2012 Joe Steger EY s Global Technology Industry Transaction Advisory Services Leader says Big transformative deals returned in 2013 whether driven by the strategic growth opportunities emerging from customer demand related to the five transformative technology megatrends of mobile social cloud big data analytics and accelerated technology adaptation or the opportunity to re invigorate companies disrupted by those megatrends A surge in confidence in the global economy by technology executives and the disruption being caused by the megatrends despite recent stock market volatility continued political instability and lingering valuation gaps indicate 2014 will be a strong year for technology M A The report identifies the following key trends and deal drivers Security financial services and ecosystem building drove deals 2013 saw a spike in deals targeting financial services technology such as mobile payments as well as deals for application programming interfaces APIs mobile back end as a service MBaaS and devops Those three technologies are key to creating developer friendly environments a critical element in many large technology companies plans to develop ecosystems of products and services around their core offerings Corporate value grows but PE and non technology buying soars After declining 32 in 2012 corporate deal makers grew aggregate value 35 in 2013 to US 129 4b but remained below their 2011 mark of US 140 9b PE value fell more than corporate last year but tripled in 2013 to US 58 8b from US 18 5b in 2012 sailing past 2011 s PE value of US 34 8b Smart mobility and cloud SaaS disruption drive transformative deals across multiple sectors The rise of smartphones and tablets drove an unprecedented 10 PC shipment decline in 2013 as businesses and consumers accelerated their shift to mobile devices Large corporations accelerated their adaptation to mobility revamping their software architectures toward SaaS solutions that can better accommodate lightweight mobile client devices Look ahead As the late year momentum of 2013 suggests a confluence of factors are coming together to indicate that 2014 will be a strong year for technology M A Deal volume in the last two quarters of 2013 averaged 711 deals per quarter compared with 644 deals per quarter in the first half And second half aggregate value totaled US 118 4b compared with US 69

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Big-ticket-deal-surge-in-2013-driving-global-tech (2016-02-10)
    Open archived version from archive

  • EY - Consumer confidence in global banking industry bounces back - EY - Global
    industry consumer confidence has actually gone up But banks still have some way to go to improve this for example increasing transparency around fees and charges Additionally improving how they deal with resolving problems or complaints will be critical if banks are to continue to win confidence and build trust Confidence and trust are building among bank customers Globally one third of customers reported an increase in confidence in the banking industry compared to a year ago This is a marked increase on the figures from the previous survey in June 2012 when just 22 reported an increase in optimism The number of customers whose confidence in the industry has declined in the last 12 months is at 19 down from a high of 40 in 2012 Around the world confidence is increasing most in India where 77 of respondents expressed increased confidence followed by Saudi Arabia 68 To the contrary overall confidence fell most markedly in Spain by 60 and Ireland 62 Most customers 93 said that they trust their primary financial services provider naming the way I am treated as the most important reason for having complete trust in their bank after financial stability Recent articles or news stories are in fact one of the lowest influences of trust with just 8 of customers taking them into account as a reason that impacts how much they trust their bank The survey finds customer experience to be a main driver of trust and customer experience is also the single most common reason that customers open and close accounts it is more important than fees rates locations press coverage or convenience says Boyle Customers are on the move Fifty two percent of customers have opened or closed at least one product in the past year and 40 plan to in the coming year Of the 60 of respondents not planning to close or move their accounts it is not necessarily because they are confident that they are with the right provider Twenty two percent of those who plan to maintain their current relationships feel all companies are the same and 17 say it is just too difficult or time consuming to change Bank customers are not being actively retained they simply remain with their current provider through inertia and are therefore vulnerable to competitors Meanwhile new types of financial services providers with new technologies and customized services are penetrating the global marketplace and cannot be ignored adds Boyle Despite improving confidence customers feel that banks do not always have significant advantage over newer types of banks and technology companies even when it comes to providing financial advice More than 30 of respondents believe alternative banking providers are better able than traditional banks to improve how customers conduct business and reach financial goals Traditional banks are performing well on basics like branch access and ATM availability but they are most vulnerable in areas with the highest growth potential There is real opportunity for alternative providers to dominate the digital offering personalize

    Original URL path: http://www.ey.com/GL/en/Newsroom/News-releases/News-Consumer-confidence-in-global-banking-bounces-back (2016-02-10)
    Open archived version from archive



  •