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  • EY - Automotive Capital Confidence Barometer - EY - Global
    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 EY Automotive Capital Confidence Barometer Navigation Overview Macroeconomic environment Corporate strategy M A outlook Share May 2015 11th edition Automotive Capital Confidence Barometer Anticipation of transactions has never been higher in the automotive sector Our most recent Capital Confidence Barometer survey finds 70 of survey respondents expecting to pursue acquisitions in the next 12 months In the six years we have conducted our survey we have not experienced such a high level of anticipation The automotive sector continues to experience positive trends in most established markets including positive sentiment throughout the Eurozone around albeit slow growth Growth expectations in China India and other leading emerging markets have been adjusted but are still positioned to exceed those in mature markets This Barometer finds a heavy weighting toward middle market transactions those with a value of up to US 250m There is also a significant focus on increasing investments in new products and expanding the mix of existing products and services Cost reduction and operational efficiencies continue to weigh heavily on investment decisions Geographic expansion is no longer a key driver to transaction strategies Our survey indicates that political stability is a continuing and primary concern regarding strategy Of particular interest is the growing concern regarding cybersecurity and possible threats relating to strategy transaction executions and reputational damage Overall we believe the increased interest in acquisitions will especially benefit automotive companies that have evaluated the long term strategic fit of portfolio businesses and are making preparations to divest non core or nonstrategic operations Key findings Macroeconomic environment An overwhelmingly positive outlook for the global economy and a continued robust outlook for corporate earnings and other leading market indicators including credit availability should combine to support a healthy M A environment over the next 12 months Corporate strategy Cost reduction continues as a perennial focus But in a fast changing world automotive companies are pursuing innovative growth strategies to improve their market positioning M A outlook Continued optimism in the automotive sector brought about by increasing sales in both developed and emerging markets and a sector wide drive to decrease costs and improve efficiencies is motivating increased M A A significant number of deals focus on acquiring emergent technologies such as driverless cars and advanced materials Key highlights About this survey The Global Capital

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/EY-automotive-capital-confidence-barometer-2015 (2016-02-10)
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  • EY - AutoBeat Insider video series - EY - Global
    Buddii Help from outside the auto industry is needed to build tomorrow s autonomous vehicles EY s Peter Fuss explains how EY helped build the Buddii concept car Emerging role for minority suppliers Minority owned suppliers are poised to take a more proactive role in the future of the automobile industry Americas A T Strategy Lead Jean François Tremblay discusses the trend Women Fast Forward building gender parity in A T At the current rate workplace gender inequality won t be eliminated until 2095 Global A T Leader Randy Miller shares what EY is doing to accelerate change Video 2015 Global Automotive Outlook The global auto market is likely to grow 3 5 to 90 million vehicles this year and continue to expand at least through 2017 says Randy Miller EY s Global Automotive and Transportation Sector Leader Video Changing Lanes 2015 16 EY s latest global C suite survey Changing Lanes finds automotive executives in agreement about their companies biggest challenges being nimble innovating faster and solving their talent shortage says Randy Miller EY s Global Automotive and Transportation Sector Leader Video EY at the Geneva Motor Show Automanager TV talks with Sector Leader Randy Miller Automotive Partner Peter Fuss and Rinspeed CEO Frank Rinderknecht at the 2015 Geneva Motor Show Video Consumer Electronics Show 2015 The boom in automotive electronics shows that technology isn t a limitation anymore Everything is possible asserts Anil Valsan Lead Automotive Transportation Analyst Video Middle market deals to drive M A activities Automotive and Transportation Marketing Leader Regan Grant and Automotive and Transportation TAS Leader Mark Short discuss middle market deals dominating M A activities and future transactions Video C suite Bullish but wary EY Automotive and Transportation Leader Randy Miller and Automotive Partner Jeff Henning discuss C suite automotive executives bullish about the industry but mindful of continuing volatility in emerging markets Video Changing Lanes panel discussion Mike Hanley Global Automotive Leader discusses insights from our recent report Changing lanes 2014 15 The automotive C suite s agenda with a panel of EY executives Video Mobility in the auto industry Jean Francois Tremblay Advanced Mobility Group Leader discusses the evolving role of advanced mobility in the automotive industry Video Finance companies in the auto industry Jeff Henning Global Automotive Markets Leader and Jens Diehlmann Global Automotive Finance Leader discuss the role of finance companies in the automotive industry Video Indian automotive industry Mike Hanley Global Automotive Leader and Rakesh Batra India Automotive Leader share a recap of an EY roundtable in India Video Global telematics update Anil Valsan Lead Automotive Analyst and others share insights on the telematics industry Video Automotive Capital Confidence Barometer 7th issue Jim Carter Americas Automotive Transaction Advisory Leader discusses our seventh Capital Confidence Barometer in the automotive industry C suite agenda 2013 2014 Part II Our Global Automotive Center leadership team discusses highlights from the report The automotive C suite s agenda for 2013 2014 C suite agenda 2013 2014 Part I What internal challenges are automotive

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/AutoBeat-Insider-video-series (2016-02-10)
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  • EY Global automotive mergers and acquisitions review CY2014 - EY - Global
    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 Automotive transactions and trends CY2014 Global automotive mergers and acquisitions review Automotive transactions and trends CY2014 Share Capital optimism in the automotive sector has never been higher Acquisitive appetite has increased with cash rich balance sheets combined with easier access to debt financing opportunities Low to middle market transactions those valued up to US 250 million will comprise the bulk of deals in the sector The majority of acquisitive companies are now focusing on M A to strengthen their core business with an eye to boosting market share managing costs and improving margin growth The need for new market strategies coupled with increasing the mix of new

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/ey-Global-automotive-mergers-and-acquisitions-review-CY2014 (2016-02-10)
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  • EY - Automotive Industry Viewpoints on key issues for the automotive industry - EY - Global
    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 Viewpoints on key issues for the automotive industry Automotive Transportation Overview About our Automotive Transportation services Advisory Assurance Tax Transactions Contacts Library Press Share Viewpoints on key issues for the automotive industry From identifying risks and opportunities to understanding the current investment trends we invite you to select from the individual articles below to gain insights into the most top of mind issues shaping the automotive industry Meeting the auto industry s capacity management crisis With the automotive supply chain straining to meet growing demand manufacturers must improve their capacity planning and management EY s Sven Dharmani Principal Performance Improvement explains The case against auditor rotation rules A growing number of countries are adopting auditor rotation rules to maintain independence and guard against overly close auditor management relationships We discuss the down sides The supply chain management challenge Revived auto sales in North America combined with new model launches are changing the supply chain

    Original URL path: http://www.ey.com/GL/en/Industries/Automotive/Automotive_Industry_Viewpoints_on_key_issues_for_the_automotive_industry (2016-02-10)
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  • EY - Russia: a pulse on the consumer products market - EY - Global
    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 Consumer Products Retail Russia a pulse on the consumer products market Russia a pulse on the consumer products market 2016 Share Key questions for management How will you sustain your business How should you manage your brand portfolio How will you retain your market share How will you maintain profit margins It s not a crisis it s a new reality How will the new realities influence business Key trends 1 Most executives point toward the resilience of Russian consumers They have absorbed the price increases but are cautious with spending 2 Companies have taken cost control measures as they experience pressure on their revenues and profits Most have reduced their advertising spend and staff and all are removing non value added costs 3 The majority of companies are satisfied with how they survived 2015 In ruble terms their business is still good They expect 2016 to be more of the same The Russian economy continues to be strained by numerous factors though the ruble seems to have stabilized at better than expected levels 4 The environment is challenging and highly unpredictable but Russia continues to be an attractive market Companies need to change their approach to strategic planning and adapt to new realities They need to optimize their portfolios fine tune their pricing tap the preference for local products and realign their distribution models 5 Pricing is a key issue for

    Original URL path: http://www.ey.com/GL/en/Industries/Consumer-Products/EY-russia-a-pulse-on-the-consumer-products-market (2016-02-10)
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  • EY - Trade promotion management - EY - Global
    blank link Middle Content title Stumbleupon Protect volume via EYNews null Ribbon 20 20Twitter blank link Middle Content title Twitter Consumer packaged goods companies spend billions of dollars on trade promotion If they optimized their investments they could spend less while driving increased profitable growth argues Gary Singer Consumer goods companies spend over US 200 billion a year on trade promotion such as discounts displays and special offers e g buy one get one free offers BOGOs For many it s the largest item on their profit and loss P L statements exceeded only by cost of goods sold Yet their investments in this area do not necessarily deliver the profitable volume expected and have not done so for decades In our experience around half of all trade promotion initiatives actually lose money Yet companies persist with the practice nonetheless Reliance on trade promotion has become an ingrained part of how the industry works To make their trade promotions more effective companies have invested in better processes resources and tools software to manage their spend But this has had little sustainable impact on the core problem Across the industry trade spend continues to rise while volume and profit margins are becoming harder to sustain or grow From managed spend to optimized investment Deeper change is needed Companies need to address trade promotion spend so that it makes serious improvements to bottom line profits They need to move beyond trying to better manage trade spend and instead find ways to optimize the return on their investment Companies have largely avoided any significant attack on their trade spending but that position is fast becoming untenable Trade promotion spend has grown at a time when companies have been cutting other costs aggressively In an era of flat margins they ve been desperate to improve profitability often under pressure from private equity owners or activist investors Resolving the trade spend paradox Most cost cutting has focused on corporate overhead back office and administrative expenses and supply chain efficiencies This has yielded improved operating margins but has not done much to address growth and in most cases revenues have actually declined Many companies have increased the list prices of their products in the hope that this will stem falling revenues However such moves tend to result in a corresponding loss of volume and or market share To fill that gap companies have resorted to even greater spending on trade promotion This creates a paradox companies would like to cut their spending on trade promotion but their strategies are actually forcing them to spend more on trade promotion Replacing hope with expectation Some companies have tried to break out of this vicious circle We ve seen them pilot new analytical tools develop centers of excellence in analytics and simplify closed loop planning execution and analysis These are all steps in the right direction They ve helped companies find ways to plan promotions better to have greater visibility and control and to make people more productive More

    Original URL path: http://www.ey.com/GL/en/Industries/Consumer-Products/EY-trade-promotion-management (2016-02-10)
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  • Shifting consumer preferences and the power of analytics - EY - Global
    divestment results Areas for improvement include the following Understand performance and strategic alignment across all business units and product lines This allows management to identify divestment targets early on From this management can draw up a plan and assess whether there is value to be gained from investing in a target to be divested ahead of its sale or whether an earlier sale may reap the parent a better return Nearly half 46 of respondents lack accurate and timely data to decide whether to keep the business versus divesting it to focus time and effort on the core high performing assets Understand how a portfolio change will affect the entire business Companies need to employ the right tools and technologies to explore the impact of different portfolio decisions on overall portfolio performance Developing actionable portfolio optimization scenarios that link to value creation will help companies better execute on their portfolio choices Act on portfolio review findings Fifty four percent of consumer products and retail companies admit to holding on to assets too long when they should have divested them Too often companies carry legacy brands that while well established and perceived as a core part of the portfolio are underperforming Stripping out these brands from the portfolio when a review suggests doing so allows companies to divert resources toward assets with a higher growth potential Invest in analytics to drive better divestment decisions The vast majority 87 of consumer products and retail executives say that poor quality data made it difficult to use analytics effectively in decision making Leading practices include Making sure analytics capabilities are up to the job Consumer products companies have long collected vast volumes of data but there is clearly work to be done on analyzing that data Predictive modeling and multiple scenario modeling should be key parts of the toolkit yet only one third of respondents rated their capabilities in these areas as highly effective Consumer products businesses need the capability to take advantage of uncertainty and change e g understanding the effects of external influences like shifts in commodity prices or regulatory changes Using social media to set trends not just react to them The most effective companies take a proactive approach to social media They guide and influence consumers as well as analyze the data to identify future trends patterns and areas for innovation in order to drive growth and improve margins Working with retailers and wholesalers to improve data quality Although predicting tomorrow s markets should not be about extrapolating today s trends into the future companies need to understand current trends in order to understand product and business performance and that means at a highly granular level including sub product lines in individual markets average numbers are not informative enough Q How confident are you in the quality of the following types of data when considering a divestment Don t just ignore the non core Companies tend to hold on to assets in an effort to revitalize the business They prefer

    Original URL path: http://www.ey.com/GL/en/Services/Transactions/Divestiture-Advisory-Services/EY-global-corporate-divestment-study-consumer-products-and-retail (2016-02-10)
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  • EY - Consumer Products Transactions Insights - Q3 2015 - EY - Global
    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 Consumer Products Retail Consumer Products Transactions Insights Q3 2015 Consumer Products Transactions Insights Q3 2015 Q3 15 Facts and figures Deal values Q4 12 Q3 15 Deal volumes Q4 12 Q3 15 Corporate vs private equity deals last four quarters Top 10 Deals in Q3 2015 Share Megamergers have dominated the headlines for the consumer products sector in recent months with Anheuser Busch sealing the largest consumer products deal in history in Q3 15 There is a surge of large corporations focusing harder on what they do best either by bolstering their core business through acquisition or by shedding peripheral assets This has also been evident in other deals from P G selling 43 of its beauty brands to Coty to B G Foods snapping up Green Giant from General Mills Beverages and tobacco M A decisions are concerned primarily with penetrating new markets and achieving economies of scale particularly in manufacturing Coca Cola Enterprises agreed to merge with Coca Cola Iberian Partners and Germany s Coca Cola Erfrischungsgetränke to create the largest independent Coke bottler by revenue Beer companies sought growth avenues through acquisition as evidenced by the large volume of craft beer takeovers Diageo took steps to focus on its heartland of spirits by offloading tangential assets such as the Gleneagles Hotel and its wine business This move prompted analyst speculation of whether Diageo will next seek to sell Guinness although it would be a brave step and the company recently signaled the opposite intention with the launch of its own craft style ales and a deal with Heineken to gain access to the Ghanaian market Food For food companies the scale benefits are less apparent but here too we have seen transactions that reflect the same tendency to play to one s strengths and find the right owner for assets ConAgra unloaded its private label business to TreeHouse Foods for US 2 7b marking an important step as the company remakes itself as a higher margin food company For General Mills Green Giant represented only about 3 of its business But for B G Foods the acquisition provides a valuable entry into the frozen foods category With 550m of sales Green Giant will be a priority for its new owner representing around 40 of the company post acquisition and its largest brand by far B G has shown an ability to take well known but declining cast off brands from larger companies and turn them around Nomad Foods purchased the continental European operations of Findus Group for 780m in August following its June purchase of Iglo Foods Looking ahead Increased likelihood of further large deals Despite challenging economic conditions several factors continued to boost the likelihood of further large and mid market deals With debt markets remaining strong banks are willing to lend There is significant cash both on firms own balance

    Original URL path: http://www.ey.com/GL/en/Industries/Consumer-Products/EY-consumer-products-and-retail-transaction-insights (2016-02-10)
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