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  • Automotive Contacts - EY - Global
    world Industries Automotive Transportation Consumer Products Retail Financial Services Wealth Asset Management Banking Capital Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance 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 Industries Automotive Transportation Contact leaders from EY s Global Automotive Transportation Sector Automotive Transportation Overview About our Automotive Transportation services Advisory Assurance Tax Transactions Contacts Library Press Share Contact leaders from EY s Global Automotive Transportation Sector Global Automotive Transportation Leader Randall J Miller Contact 1 312 879 3536 Global Automotive Transportation Assurance Leader Stephane Lagut Contact 81

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/Automotive_Contact-Us (2016-02-10)
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  • Home>Library results>EY
    Public Sector Wealth Asset Management Banking Capital Markets Insurance Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Advisory Assurance Tax Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute 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 About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Students Experienced The EY difference Your role here

    Original URL path: http://www.ey.com/DLResults?Query=[CountryCode]=GL~[LanguageCode]=en~[T_Industry]=%28Industries%5C%5CAutomotive%29 (2016-02-10)
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  • EY - Press releases - EY - Global
    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 Industries Automotive Transportation Press releases Automotive Transportation Overview About our Automotive Transportation services Advisory Assurance Tax Transactions Contacts Library Press Share Press releases Geneva 4 March 2015 Navigating volatility implementing technological initiatives and securing right talent are the top concerns and priorities of global automotive executives EY Survey London 26 August 2014 EY appoints Randy Miller as Global Automotive and Transportation Sector Leader Detroit 11 July 2014 Auto industry rebalancing act has executives focused on operating cost reductions and M A activity that will make significant headlines Geneva 5 March 2014 Global automotive sector faces complex challenges ahead despite calmer economic outlook says survey revealing priorities of C Suite Detroit 15 January 2014 Corporate confidence and economic optimism are fueling growth agenda in automotive Detroit 10 July 2013 Corporate confidence in the auto industry on the rebound New York 4 March 2013 Report reveals key priorities on the global automotive C suite agenda London 30 May 2012 The changing face of commercial vehicle industry report reveals what it takes to be the new market leaders EY in the media Bloomberg Business 15 January

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/Press-releases (2016-02-10)
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  • EY - Who's in the driving seat? - EY - Global
    Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance 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 Industries Automotive Transportation Who s in the driving seat How the rise of autonomous vehicles will transform the relationship between man and car Who s in the driving seat Share Are we ready for driverless cars It is rather surprising how receptive people are to the subject of autonomous driving even though almost nobody has actually experienced it to date This was confirmed by an EY survey of 1 000 drivers in Germany more than 4 in 10 could imagine letting an autopilot steer their car The proportion increased to 66 if they were given the added option of taking over the wheel in an emergency Only 12 would categorically refuse to use a self driving vehicle as a means of

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/EY-whos-in-the-driving-seat (2016-02-10)
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  • Automotive industry - the quest for telematics 4.0 - EY - Global
    in our series of connectivity roundtables this year s event was held in Detroit and examined the business model for connectivity During a day of far reaching debate we brainstormed ideas in these two key areas 1 Sustainable connected car business models What is not working in the ecosystem Moving toward a more open environment Making the value chain more efficient and effective Addressing the data imperative 2 Globalizing the connectivity ecosystem Who should run the global connectivity agenda How should regional services operate What are the bottlenecks preventing growth Below we summarize the key findings of our roundtable and highlight the opportunities and challenges that lie ahead for all players in the connectivity marketplace Focusing on the business model However complex the connectivity ecosystem may appear the future of this technology will depend on a simple equation how participants can create a sustainable connected car business grounded in collaboration with ROI being generated for players throughout the value chain and end customers Participants focused on where current bottlenecks are holding up progress throughout the ecosystem and how these can be cleared Building on the consensus achieved at the previous roundtables they agreed on the need for a much more collaborative environment with players across the value chain participating and innovating on shared platforms through an open source approach What is not working in the ecosystem Defusing friction between stakeholders in the connectivity ecosystem is essential For the moment OEMs remain challenged by how best to sell the benefits of connectivity to their dealership networks while other value chain participants are frustrated by OEMs unwillingness to share customer data Toward a more open environment The need for an open platform is becoming more widely recognized as part of the drive toward increased collaboration across the ecosystem Whether this means standards will have to be imposed on the industry remains to be seen but as a foundation for more rapid and coordinated development it will be a major step forward Optimizing the value chain The pace of change in the connectivity marketplace is now so rapid that all participants OEMs service providers insurers and carriers are having to rethink how they will price and package their solutions for maximum efficiency and effectiveness in a fast changing environment Addressing the data imperative As always access to and ownership of data is a core concern right across the industry Ensuring that privacy is respected and consumer information used responsibly is uppermost in participants minds Globalizing the connectivity ecosystem Wherever they are in the connectivity ecosystem all stakeholders face a common challenge how they can scale their connectivity strategies while taking account of local and regional differences in culture regulations and technology The balance between regional versus global development is difficult to achieve As connectivity deployments accelerate we wanted to understand the challenges encountered by stakeholders as they move from country to country Who should run the global connectivity agenda Globalization of any connectivity offering is a complex undertaking Multiple technical regulatory cultural and

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/EY-the-quest-for-telematics-4-0 (2016-02-10)
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  • EY - Future of automotive retail - EY - Global
    Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance 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 Industries Automotive Transportation Future of automotive retail Future of automotive retail Shifting from transactional to customer centric Share Managing trust and complexity throughout the customer life cycle We believe automakers and dealers must focus on transforming the overall customer experience and ultimately develop into a trusted organization An integrated customer experience strategy is key to building loyalty retention and consequently higher profit margins in sales and aftersales In order to transform a customer from a buyer to a brand advocate trusted relationships need to be built by injecting trust building attributes into every customer interaction

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/EY-future-of-automotive-retail (2016-02-10)
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  • EY - Changing lanes: the C-suite's 2015-16 agenda - EY - Global
    material price fluctuations are expected to have negative impact but considered more of an operational issue 58 expect unfavorable cost volatility 18 feel well prepared for cost volatility Political economic and regulatory volatility Political uncertainties and product regulations around the globe are the biggest concerns but the C suites feel significantly under prepared for the former 72 expect unfavorable political economic and regulatory 72 volatility 25 feel well prepared for political economic and regulatory volatility 2 Enhancing value proposition There is consensus across the industry on the value of features and functionality to drive loyalty and a greater recognition of the critical role of digital in improving the customer experience In vehicle features and functions The C suite believes demand for connectivity fuel efficiency and mandated features including driver assistance offer the most significant opportunity to be relevant to customers 77 expect demand for in vehicle features functions to support their value proposition 39 feel well prepared to offer relevant in vehicle features functions Digital experience and transactions The C suite considers delivering seamless digital in store experiences and leveraging online resources to influence choice to be critical to win and retain customers 71 expect demand for digital experience to support their value proposition 13 feel well prepared to meet the digital experience and transaction needs of customers Demand evolution mobility and vehicle types The C suite is divided on the benefits of incentives and competitive pricing but strongly agree on the need to have used vehicle corporate car sharing and fleet management solutions 73 expect demand for mobility services and vehicle types to support their value proposition 13 feel well prepared to meet the digital experience and transaction needs of customers Demand evolution automakers preferences impacting suppliers Those in the supplier C suite believe changes in automakers sourcing strategy is likely to be disruptive to their value proposition However they are more optimistic and prepared for platform consolidation growing collaboration among automakers and light weighting targets 59 of suppliers expect automakers demands to support their value proposition 30 feel well prepared to meet automakers needs effectively 3 Gaining competitive advantage Market penetration expansion owning innovation and having an effective corporate strategy development process top the list of strategic initiatives for the C suite to drive competitive advantage Market penetration expansion strategies Presence success in new emerging markets and in regional niche segments bodystyles continue to be a top priority on the C suite growth agenda For suppliers in particular supporting automakers localization efforts by expanding into key markets enhances their value proposition 67 believe market penetration expansion strategies enhance value proposition 28 feel well prepared to implement market penetration expansion initiatives Product service innovations and collaborations Owning innovation and collaborations within and outside the auto industry are perceived to offer significant competitive advantage However business model commercial collaboration opportunities with non auto companies are yet to be fully exploited 77 believe product service innovations and collaborations enhance value proposition 26 feel well prepared to implement product service strategies and

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/EY-changing-lanes-the-c-suites-2015-16-agenda (2016-02-10)
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  • EY Shifting gear - Capacity management in the automotive industry - EY - Global
    and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance 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 Industries Automotive Transportation Capacity management in the automotive industry Shifting gear Capacity management in the automotive industry Share Operating in the automotive industry has always been challenging Long and complex supply chains unpredictable demand patterns changing regulations not to mention planning to production processes that can take up to five years have all caused headaches for car manufacturers or original equipment manufacturers OEMs for many years The global recession in 2008 and 2009 and the lasting damage it caused to the global economy have made things even harder Collapsing demand and many other factors have squeezed the car industry and hit suppliers particularly hard Now demand is picking up and OEMs are responding by increasing their production and parts orders to suppliers But the suppliers are still being cautious

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/ey-Capacity-management-in-the-automotive-industry (2016-02-10)
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