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  • Pulse of the industry – medical technology report 2013 - EY - United States
    Modeling Fairness Opinions Working Capital Specialty Services China Business Network China Overseas Investment Network Climate Change and Sustainability 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 Experienced Advisory Assurance Tax Transactions Industries Support Services The EY difference Your development Life at EY Joining EY Alumni Home Industries Life Sciences Pulse of the industry medical technology report 2013 Pulse of the industry medical technology report 2013 Redefining innovation Inside Point of view redefining innovation Financial performance a growth challenge Financing trends mind the gap Mergers and acquisitions all signs point to deals Industry insights Omar Ishrak Industry insights Michael Orsinger Share The medical technology sector is weathering a perfect storm caused by three concurrent trends the move toward value based health care growing regulatory pressures and resource constraints within the industry itself Medtech revenue growth has slowed dragging down R D spending leading to lost revenues of US 131 billion Medtech s customer base is shifting too payers health systems and patients are much more influential than they have been in the past This shift undermines medtech s fundamental business model which was focused on care practitioners Companies must find new ways to create deliver and capture value Unfortunately medtech companies of all sizes face now significant resource constraints precisely when they need to be investing in new kinds of innovation Financing has become increasingly scarce for small companies while slowing growth has resulted in lost revenues of US 131 billion and lost R D of US 12 billion between 2008 and 2012 It s a perfect storm There are regulatory challenges with the FDA there are reimbursement challenges there is a lack of available venture capital corporate buyers are mostly missing in action

    Original URL path: http://www.ey.com/US/en/Industries/Life-Sciences/Pulse-of-the-industry---medical-technology-report-2013 (2016-02-10)
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  • Pulse: medical technology report 2012 - EY - Global
    predict when they may be at risk of a fall These are the products that are blurring the lines between medical devices diagnostics and health IT Despite their variety however these new devices and technologies are distinguished from traditional health IT and MD D by two essential characteristics they are patient empowering and information leveraging In recognition of these defining attributes we refer to them as PI technologies Outcomes and behavior a changing business The transformative potential of PI technologies Achieving the potential and charting the shift How med tech companies can navigate these changes Outcomes and behavior a changing business PI technologies have widespread revolutionary potential for the simple reason that they could provide answers to some of the biggest challenges facing health care and the medtech industry from restrictive capital markets to sweeping changes in the US provider care market evolving regulatory guidelines and pressure on margins But many of these developments are merely indicators of a much larger transformation the need to make health care costs sustainable and the concomitant move to an outcomes based health ecosystem The move to an outcomes focused ecosystem will involve understanding and serving a much more diverse set of customers For many medtech companies the primary customer has been the physician but now payers will become more important while providers become more complex And with outcomes ultimately dependent on patients and patient behavior companies will need to succeed in the business of behavioral change to ultimately succeed in the outcomes business But decades of educational programs have made little progress in getting people to change behaviors and adopt healthier lifestyles There is hope though because the field of behavioral economics is now providing valuable insights about the key behavioral biases behind our suboptimal decisions In health care such biases lead to two key behavioral gaps and the good news is that PI technologies can play a key role in filling both of them by processing information and helping change lifestyles The transformative potential of PI technologies More generally what makes PI technologies game changing is the realization that combining the P and the I empowering patients with relevant information and analysis creates two huge breakthroughs Real time insights PI technologies aren t just creating and analyzing data more and more they are doing so in real time This has several advantages from more timely actionable information to identifiable correlations between health outcomes and changes in medication regimes diet exercise and more Efficiencies PI technologies can drive huge cost efficiencies because they are a low cost menas of achieving huge efficiencies in the delivery of health care Also an just as important they can also establish radically cheaper alternatives to existing technologies PI technologies are textbook examples of what Clayton Christensen calls disruptive technologies Medical technology companies are responding to the need to make health care costs sustainable and to realign incentives around health outcomes but achieving the potential will involve systematic changes Achieving the potential and charting the shift The accompanying

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Pulse_medical-technology-report-2012 (2016-02-10)
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  • Vital Signs - EY - Global
    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 Life Sciences Vital Signs Vital Signs EY Perspectives on Life Sciences Menu All content Value and outcomes Digital health Industry performance R D pressures Capital and operating efficiency Accounting tax and regulatory Charts and infographics Share How can medtech reignite revenue growth in the current era of value based health care and patient centrism Pulse of the industry Medical technology report 2015 View article Loading Category A Lorem ipsum dolor sit amet consectetuer adipiscing elit Aenean commodo ligula eget dolor Aenean massa Sociis natoque penatibus et magnis dis parturient

    Original URL path: http://www.ey.com/GL/en/Industries/Life-Sciences/Vital-Signs (2016-02-10)
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  • EY - Media & Entertainment 13th Capital Confidence Barometer - EY - Global
    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 Media Entertainment EY Media Entertainment 13th Capital Confidence Barometer Share Capital Confidence Barometer December 2015 Media and Entertainment 13th edition Despite headwinds M E appetite for dealmaking reaches new heights In the 13th edition of the Capital Confidence Barometer media and entertainment M E executives appeared to be more confident about the global economy and key market indicators than 12 months ago However various cyclical and secular headwinds such as foreign currency volatility and earnings pressure arising from the industry s ongoing digital transformation are tempering enthusiasm Despite these challenges nearly 60 of M E respondents expect their company to actively pursue acquisitions in the next 12 months an increase of 20 points compared to a year ago Not surprisingly digital disruption the accelerating pace of business innovation and market evolution continue to have the greatest impact on the strategic outlook for M E While a quarter of M E executives are looking to strengthen their positioning in existing markets 75 say they ll be looking outside of their sector to access new technologies or expand into new markets Target deal sizes are moving higher as M E companies explore acquisitions that will move the needle in terms of growing scale or enhancing digital capabilities and presence In addition to acquisitions M E players with diversified businesses are reviewing their portfolios on a regular basis to determine whether capital

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/EY-capital-confidence-barometer-media-and-entertainment-december-2015 (2016-02-10)
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  • Spotlight on Profitable Growth Volume VIII - EY - Global
    all M E sectors buoyed by high margin data and business to business B2B services Despite rising programming costs and increasing competition from over the top OTT services margins remain stable as a result of higher ARPU from price increases Ongoing consolidation to gain scale and diversification into new services such as the internet of things is expected to drive future growth During the period 2011 2015e cable operators are expected to grow their EBITDA dollars at a compound annual growth rate CAGR of 4 Cable networks to benefit from digital licensing and affiliate fee increases Digital licensing contractual growth in affiliate fees and international expansion continue to drive EBITDA dollars for cable networks At the same time rising programming costs and declining viewership on linear TV platforms mainly due to cord cutting or cord shaving partially offset this growth Additionally advertising revenues have been under pressure further impacting EBITDA In 2015 cable networks EBITDA margins are expected to be 36 the second highest of all sectors From 2011 2015e the EBITDA dollars for the sector are expected to grow by a CAGR of 6 Interactive media see growth from mobile monetization and emerging markets expansion Interactive media companies EBITDA dollars are expected to grow at a CAGR of 17 the highest among all M E sectors spurred by increasing mobile monetization targeted product launches for emerging markets and continued growth in online video and programmatic advertising On the other hand proliferation of lower priced mobile advertising and a rise in video content costs are likely to result in declining EBITDA margins for the sector The sector s EBITDA margins are expected to decline from 36 in 2014 to 34 in 2015 Information services continue transition their service on digital platforms Information services companies are reporting stable revenues and margins as they increase focus on digital subscriptions they are transitioning from information reference tools to data analytics and visualization based decision tools to boost EBITDA dollar performance EBITDA dollars for the sector are expected to grow at 4 CAGR during the period 2011 15e Electronic gaming companies see increase in mobile gamers and use of multiple monetization models A combination of an expanding base of mobile gamers multiple monetization models such as subscriptions micro transactions accessory sales and downloadable content continued engagement of console gamers and focus on core franchises will drive EBITDA dollar growth for the electronic gaming sector From 2011 2015e electronic game companies EBITDA dollars are expected to grow at a CAGR of 7 Conglomerates continue to benefit from premium content and growing scale Conglomerates are benefitting from growing value of premium content increasing scale through international and digital expansion as well as focus on profitable assets such as cable networks However pressure on advertising revenues is impacting EBITDA for those conglomerates that have segments relying on this revenue source During the period 2011 2015e conglomerates are expected to grow their EBITDA dollars at a CAGR of 6 Satellite TV companies focus on consolidation to drive profitability

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/EY-spotlight-on-profitable-growth-volume-VIII (2016-02-10)
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  • EY - Riding the new wave of digital growth - EY - Global
    foundations for accelerated digital media adoption condensed rates of technology adoption and digital media consumption It took Twitter three years to reach 50 million users globally Weibo a Chinese microblogging website did it in 14 months 6 Facebook s first four years in India netted it 50 million users the same amount of time it took to hit that milestone in the rest of the world 7 The foundations for accelerated digital media adoption Emerging markets are ripe for digital media investment However understanding what markets to focus on as well as how and when to enter them is crucial to succeed John Nendick EY Global Media Entertainment Leader 1 Mobile broadband connections and revenues forecast 2012 17 Ovum August 2012 2 Emerging Opportunities To win in developing markets Be agile and be smart The Nielsen Company May 2013 3 Smartphone growth continues buoyed by big emerging markets Total Telecom Plus 29 May 2014 via Factiva 2014 Terrapinn Holdings Limited 4 Mobile broadband connections and revenues forecast 2012 17 Ovum August 2012 Fixed broadband forecast 2011 16 Ovum March 2012 5 The growing role of emerging markets in shaping global demand ICEF Monitor website http monitor icef com 2014 03 the role of emergingmarkets in shaping global demand accessed 4 December 2014 6 Google Plus vs Facebook Infographics Visual ly website http visual ly google plus vs facebook infographics accessed 20 May 2014 A Twitter to Invest In Forbes 14 March 2011 via Factiva 2011 Forbes Inc 7 Reaching 50 Million Users Visual ly website http visual ly reaching 50 million users accessed 20 May 2014 Facebook user base soars to 50 mn in India Press Trust of India 25 July 2014 via Factiva 2012 The Press Trust Download Download the full report as a pdf Contact us Contact us for a conversation about your international digital growth strategy Related content Infographic Riding the new wave of digital growth Infographic Riding the new wave of digital growth Country rankings title EY Infographic Riding the new wave of digital growth Country rankings Infographic Riding the new wave of digital growth Country rankings Infographic Riding the new wave of digital growth Accelerated digital media adoption Infographic Riding the new wave of digital growth Top four emerging markets Infographic Riding the new wave of digital growth Benefits vs costs Press Emerging markets show increasing promise for digital earnings potential with China ranked highest among all emerging countries Identifying markets that offer the greatest digital earnings potential The opportunity for M E companies from this new wave of digital growth is enormous as is the cost of missing out To help M E companies understand what markets to focus on when to enter and how to enter we have developed the Digital Media Attractiveness Index DiMAx a proprietary tool that ranks countries on their potential to generate earnings from digital media Results from DiMAx EY s proprietary Digital Media Attractiveness Index Mature markets still lead The US ranks No 1 overall in terms of

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/EY-accelerating-digital-media-adoption (2016-02-10)
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  • Digital drives the agenda, data delivers insights - EY - Global
    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 Media Entertainment Digital drives the agenda data delivers insights Digital drives the agenda data delivers insights Inside Media Entertainment CFO report digital drives the agenda Digital and online distribution is a priority Data analytics provide insight Transactions focus on what companies already know Managing tax and talent Share Media Entertainment CFO report digital drives the agenda As digital continues to drive the agenda CFOs are looking forward strategizing planning and executing in ways that enable their organizations to grow and sustain market leadership For the first time since the great recession of 2008 media and entertainment M E chief financial officers CFOs have shifted their primary focus from cost reduction and operational efficiencies to optimizing the organization for growth Today s priority for an overwhelming 74 of CFOs is the evolution of digital using digital to drive their growth agenda and data to deliver the insights that enable game changing decision making In our sixth in a series of executive reports 50 CFOs from leading M E companies around the world share these and other views on the current and future direction of the industry The CFOs we interviewed represent M E companies with combined annual revenues exceeding US 475b globally spanning eight media and entertainment industry subsectors and ten geographies Our findings Digital isn t the future it s already here Digital is transforming the M E landscape M E companies best advantage is to manage

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/ey-digital-drives-the-agenda-data-delivers-insights-1-home (2016-02-10)
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  • EY - Sustaining digital leadership - EY - Global
    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 Technology Sustaining digital leadership Sustaining digital leadership Inside Sustaining digital leadership Balancing growth and risk Creating a virtuous circle of customer engagement Rethinking products and business models Innovation at the center Share What is the secret to capturing the tremendous growth opportunity that digital affords M E Embrace continuous innovation without fear of failure but rather learning from it That s what the digital leaders we polled for this report told us Continuous innovation in the rapidly evolving media and entertainment M E landscape is not for the faint hearted It requires proactively balancing growth and risk creating a radically intimate relationship with customers whether businesses or consumers and reimagining products and business models In all these areas our report focuses on lessons offered by digital leaders those M E companies already driving more than half their revenue through digital and most advanced in their use of the transformative digital technologies smart mobility social networking cloud computing and big data analytics Methodology EY with the help of Oxford Economics conducted a global survey of more than 550 M E executives during 2013 Respondents came from a wide swath of M E industry segments including advertising broadcast and cable publishing and information services filmed entertainment interactive gaming music and social networking as well as from the technology industry The customer has never before had so much power to shape media and entertainment Yet fast changing digital technologies are making new forms possible all the time and customers don t have preferences on tomorrow s inventions This intersection of customer power and rapidly advancing enabling technology is fostering a time of unprecedented opportunity and risk for companies Pat Hyek Global Technology Industry Leader EY Developing and delivering content remains at the core of what media and entertainment companies do New technologies have simply redefined many elements that are integral to these businesses from the creative process to the intimacy of relationships with customers We see leaders across all media subsectors embracing digital technologies to drive growth in their businesses John Nendick Global Media Entertainment Leader EY Defining digital leaders Among the more than 550 global respondents to our survey we identified and categorized 13 of the companies as digital leaders based on certain criteria In these companies Digital revenue already exceeds 50 of their company revenue Customer profile data is integrated across at least two channels Second generation or better solutions are in place in at least two of four key technologies smart mobility social

    Original URL path: http://www.ey.com/GL/en/Industries/Technology/EY-Sustaining-digital-leadership (2016-02-10)
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