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  • EY - Vital Signs - Firepower Index and Growth Gap Report 2016 - EY - Global
    significant deals notably the blockbuster Pfallergan combination remained largely on the sidelines This reluctance chalked up at times to the high valuations enjoyed by target companies was particularly striking given the industry s largest players growth gaps see box for definitions Definitions Growth gap the difference in the sales growth of a biopharma company or biopharma sub sector e g big pharma relative to overall drug market sales It is based on IMS Health s global drug market forecast and analysts estimates of company sales EY Firepower Index measures a company s ability to do M A based on the strength of its balance sheet Together a company s market capitalization cash and cash equivalents and debt capacity provide the firepower for deals Thus a company s firepower increases when either its market capitalization or its cash and equivalents rise or its debt falls For more details please see the Appendix on page 18 of the PDF version of this report Top 2015 deal trends The US 160 billion Pfizer Allergan merger takes total announced deal value to new heights This largest ever life sciences deal and third largest in any industry closes Pfizer s growth gap How will others use their firepower As big pharma emerges from the shadow of its patent cliff new breakthrough therapies in significant unmet disease areas have begun to drive industry growth But internal R D successes won t be enough for many of the industry s biggest players who will still need to turn to M A to reach growth goals Payer consolidation the increasingly fraught debate over drug pricing the arrival of biosimilars and competition in key therapeutic areas may dampen biopharmas growth projections This should exacerbate growth gaps fueling more M A Focused acquisitions and divestitures have therefore become paramount Deals targeting narrower therapeutic battlegrounds emerging and exciting scientific opportunities geographic strongholds and strategic gaps will drive the M A agenda Is US 200 billion M A the new normal As deals drive more deals competitors are forced to respond Few large companies have the financial wherewithal to pursue transformative acquisitions but targeted M A and divestitures have and should continue to pick up the slack Record M A a new normal Therapeutic battlefields heating up focusing firepower Winners and losers are likely to emerge in lucrative specialty markets including oncology diabetes and autoimmune diseases such as multiple sclerosis and rheumatoid arthritis in an absolute sense and relative to each company s own growth expectations Those three markets account for about US 200 billion in projected 2015 sales or about 40 of all prescription brand sales Diabetes and oncology alone account for about 80 of the net branded prescription pharmaceutical sales growth over the next five years Payer pressure is a key reason for this competitive dynamic and the M A that may flow from it The more crowded markets become the more important it is for companies to soberly analyze their prospects and respond accordingly spend firepower where one can

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-firepower-index-and-growth-gap-report-2016 (2016-02-10)
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  • EY - Big data: helping patients and providers connect - EY - Global
    web based self assessment tool that its brand team recently launched collects her click data The research team collects survey data from Mary after her website visit to evaluate her satisfaction with the experience Based on the insights derived from data analysis the company optimizes brand websites and mobile applications that are truly helpful tools for educating and engaging patients like Mary so that Smart Pharma Company X can play a part in continually enriching the interactions between patient and doctor 1 What s the issue Life sciences companies are under increasing pressure to do more with less and look to digital technologies as a way to transform their entire enterprise This includes how they improve operations develop more effective communications streamline research and development and lower costs Data is coming from websites email mobile devices interactive applications and social media Advanced analytics go a long way in helping life sciences gather and analyze this explosion in data that informs strategic and tactical decision making Such insights lead to a better understanding of how to craft content and messaging to both health care practitioners HCPs and consumers It also leads to personalization that delivers this messaging at the right time and to the right place 2 Why now Life sciences companies need the right channels and appropriate messaging to communicate the benefits of their products to HCPs informed consumers and regulators globally In addition companies need to balance reputation and compliance risk with message quality to position themselves as credible sources of information This calculation is particularly important in addressing newer audiences such as health care payers and patient advocacy groups At the same time they face the challenge of incorporating new digital channels to replace or augment the more traditional reliance on broadcast and print media in the field sales teams conferences and speaking events New channels being tested include Web portals and other technologies that patients physicians and other stakeholders can access on diseases and or treatments Social media sites to engage consumers and provide educational medical information Applications to engage HCPs and detail them for product or service promotions Dynamic channel management that integrates content and engagement history across HCP directed channels to create a seamless experience 3 How does it affect you Pharmas have been slow to undertake digital transformation in the areas of marketing and communication compared with other highly regulated industries They continue to invest millions of dollars in conventional methods such as broadcast print direct mail and field sales teams even though their results appear to be deteriorating over time And a greater threat comes in the form of non traditional players that are evolving rapidly They could enter the conversation directly to consumers and HCPs through innovative digital means 4 What s the fix Pharma investment in the use of digital channels reveals that too little attention has been paid to creating a high value infrastructure to manage data This requires Commitment from executive leadership to support investment into technical platforms Hiring

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/EY-big-data-helping-patients-and-providers-connect (2016-02-10)
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  • EY - Vital Signs - Pulse: medical technology report 2015 - EY - Global
    a tougher reimbursement environment could prompt a more pessimistic view Optimists and pessimists could even point to the same medtech metrics the total amount of capital raised by industry in the year or a rising number of premarket approvals PMAs and see completely different things In the current value focused era medtechs because of their iterative product development cycle are particularly susceptible to market access restrictions that may depress new product sales Given that breakthrough innovations arise only rarely the uncomfortable truth is that this scenario makes growth difficult to achieve The most recent financial performance metrics underscore this point unimpressive top line gains at the sector s largest players resulted in an overall growth rate of just 2 M A This is the second year of low level organic growth and underscores the strategic importance of M A as one vehicle to accelerating the top line The year ending 30 June 2015 saw its fair share of large M A deals as well as a spate of spin off deals and two massive acquisitions Becton Dickinson s purchase of CareFusion US 12 2 billion and Danaher s deal for Pall Corporation US 13 8 billion In an encouraging sign the average deal size for non megadeals transactions valued at less than US 10 billion reached a four year high in 2014 15 and sellers captured more of an acquisition s up front value as the percentage of structured payments declined year over year R D Meanwhile medtech has increased its R D spend for the fifth year in a row and returned less cash to shareholders via dividends and share buybacks It may be that this uptick reflects changing priorities and a realization that investing in innovation and demonstrating the value of that innovation is essential for medtech s future growth prospects The increase in the number of products using the more challenging PMA regulatory pathway could be a sign that therapeutic device players are shifting toward backing their products with better evidence of value However it may also point to an industry forced to generate more and better evidence for the same kind of iterative innovation that has driven it for years Financing The active M A climate as well as megadeals from the prior year Medtronic Covidien and Zimmer Biomet led to a record year for debt offerings which totaled nearly US 41 billion Together Medtronic Becton Dickinson Zimmer and Boston Scientific raised US 35 billion in debt between July 2014 and June 2015 while another 16 medtechs each raised at least US 100 million in debt Low interest rates help fuel this debt bonanza but skeptics will wonder at the sustainability of the strategy more than 80 of the nearly US 50 million in financing medtechs raised in 2014 15 was via the debt market A deeper dive into the yearly figures also reveals a troubling dichotomy when it comes to the venture capital environment During 2014 15 venture investment in privately held medtechs held steady

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-pulse-medical-technology-report-2015 (2016-02-10)
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  • EY - Capital Confidence Barometer: Life Sciences 2015 - EY - Global
    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 Life Sciences EY Capital Confidence Barometer Life Sciences 2015 Share June 2015 12th edition Life Sciences Capital Confidence Barometer Robust M A outlook continues for life sciences As the overall M A market becomes increasingly active globally M A activity in the biopharmaceutical sector is setting new records In 2014 deal volume for biopharma companies was well over twice the average annual deal volume seen in the last decade It was no surprise then that our 12th Capital Confidence Barometer shows a marked increase in confidence compared to just six months ago among pharma and biotech executives about global credit availability and reported robust deal pipelines Of pharma and biotech respondents 85 report two or more deals in the pipeline versus 72 of the global respondents Biopharma executives also noted that they are seeing more acquisition opportunities plus an increase in the quality of the opportunities With over 100B in new life sciences deals announced so far in 2015 our latest CCB survey confirms that M A activity is not expected to slow down A stable valuation gap is another strong factor that supports continued dealmaking Most life sciences executives see the gap between buyers and sellers expectations as only somewhat higher and don t anticipate any significant changes in the valuation gap in the next 12 months And with asset prices also likely to remain steady companies are poised to make bigger and bolder transactions as we have seen transpire in the last few months Buoyed by a healthier M A market overall pharma and biotech executives are planning relatively larger deals More important they are shifting the scope of their business Although bolt on acquisitions are still in favor the majority of life sciences executives plan to make innovative investments In fact compared to the global average pharma and biotech companies are more than twice as likely to increase R D and new product introductions in the next 12 months Despite these encouraging signs challenges remain The life sciences sector still faces risks from geopolitical instability and growing currency volatility along with falling commodity prices Life sciences executives also point out that deal execution and integration capabilities pose significant challenges to M A strategy as does funding availability This environment makes it imperative for companies to realistically assess their firepower the ability to fund transactions based on the strength of their balance sheets to accelerate their M A agendas For more on our Firepower Index see our 2015 report Firepower fireworks Given the overall M A climate the pharma and biotech sectors look to be shaping up for better health Jeffrey Greene EY Global Life Sciences Transaction Leader Key findings Macroeconomic environment Many more pharma and biotech respondents see an improving economy than in our last survey with hiring

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-capital-confidence-barometer-life-sciences-2015 (2016-02-10)
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  • EY - Vital Signs - Cash on prescription 2015 - 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 Industries Life Sciences Cash on prescription 2015 Cash on prescription 2015 Pharmaceutical companies and working capital Share The pharmaceutical industry has continued to evolve rapidly with pharmaceutical companies striving to bring new products to market reshaping their portfolios of businesses and optimizing their cost base while growing earnings per share and improving cash returns to shareholders Against this challenging background most pharmaceutical companies have intensified their efforts on working capital WC Yet at the same time progress in WC remained far from uniform with some businesses continuing to improve their performance and others failing to do so To capitalize on this opportunity pharmaceutical companies will need to embrace more substantial and sustainable changes in the way they do business and manage their WC Businesses must become even more responsive and resilient while delivering continuous process improvements and cost reductions To achieve this companies will need A strategic focus on WC throughout the year with the whole business engaged and incentivized to drive improvement Increased responsiveness to change through lean and agile manufacturing and supply chain solutions deployed for different products or market segments as well as cross functional cooperation and effective collaboration with wholesalers and other pharmaceutical buyers Supply chains that are resilient through robust risk management policies alternative sourcing and enhanced visibility across the end to end supply chain Strong discipline in terms and transactions internal controls over cash and WC and appropriate performance measures in place Clear understanding and effective management of the complex and evolving trade offs between cash costs delivery levels and the risks that each company must take In the short term our expectation is that WC results are likely to show even wider divergence between individual companies reflecting each one s ability to plan and execute responses to a rapidly evolving marketplace Why working capital matters to big pharma For big pharma companies managing working capital is increasingly becoming a critical element of their transformation as they embrace a more sustainable more cost effective and less risky operating business model This not only raises cash but also reduces costs improves delivery reliability and mitigates supply chain risks While some progress has been achieved our research findings suggest that big pharma companies still have as much as US 50 billion in excess WC over and above the level required to operate their business models efficiently and meet all of their operating

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-cash-on-prescription-2015 (2016-02-10)
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  • EY - Vital Signs - Can social media give dealmakers an edge? - EY - Global
    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 Life Sciences Can social media give dealmakers an edge Can social media give dealmakers an edge Share By Barak Ravid EY Social media offers dealmakers an unparalleled opportunity to track market trends and extract insight from unfiltered opinions in real time New EY research however reveals that while many dealmakers make moderate to extensive use of analytics few have leveraged the full potential of big data analytics in M A Every day more than 500 million opinions comments and suggestions are posted on Twitter with countless more appearing on review sites blogs and other online and social media forums While these posts contain a potential treasure chest of intelligence most corporate and private equity dealmakers either make no attempt to harness that information or they struggle to distill this vast ocean of chatter into actionable insights At best such insights should span the transaction life cycle and provide value added data around targets and portfolio companies Digital technology today enables dealmakers to quantify the sentiment of conversations across social media channels and segment those by key topics with respect to target or portfolio company products and services Dealmakers can then understand the rate of change of such sentiment match it to other internal or external data and benchmark it against specific competitors or entire industries Using big data analytics dealmakers can receive both high quality and fast insights based on live data updates and analysis that can be performed in a matter of hours Social media analytics SMA is a natural evolution in terms of transaction due diligence but it can be useful to companies in other ways too such as helping them measure opinions if they become the target of a shareholder activist Driving insight across the transaction life cycle Big data and social media analytics can also have a significant impact on generating insights throughout the transaction life cycle According to EY research the dealmakers most satisfied with their transactions are much more likely than others to use advanced analytics regularly or extensively with regard to the quality of the deals considered 73 vs 42 and the efficiency of the due diligence process 75 vs 42 To gain business intelligence and actionable insights through a detailed analysis of social media conversations companies need to be ready to harness insight across a broad set of situations from developing strategic growth initiatives to pre

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-can-social-media-give-dealmakers-an-edge (2016-02-10)
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  • About our life sciences services - 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 Life Sciences About our life sciences services Life Sciences Overview About our Life Sciences services Advisory Assurance Tax Transactions Library Contacts Press Events Share About our life sciences services Who we are Bringing together a worldwide team of industry professionals we have over 5 000 industry professionals with deep experience in providing assurance tax transaction and advisory services Leveraging our globally integrated structure we can mobilize our people quickly so they are in the right place at the right time to support your business priorities The business of health care is changing dramatically as the focus shifts to health outcomes and behavioral change Through our industry focused approach and

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Life-Sciences_About-our-life-sciences-services (2016-02-10)
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  • Advisory - EY - Global
    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 Life Sciences Life Sciences advisory services Life Sciences Overview About our Life Sciences services Advisory Assurance Tax Transactions Library Contacts Press Events Share Life Sciences advisory services We can help as you strive to find the right balance between protecting the business and driving measurable value To help our clients drive value we work with them to improve performance across the key areas of their businesses across Finance Strategy Supply chain Customer focused activities Our risk perspective enables you to develop a highly functioning integrated risk environment We help connect multiple risk functions and identify the activities that will decrease complexity and cost while improving performance controls and the protection of business assets Our risk services offerings include internal audit controls risk management IT risk management and information security Related content Are you ready for the empowered consumer With the traditional business model

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Life-Sciences_Advisory (2016-02-10)
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