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  • Press releases - EY - Global
    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 Media Entertainment Press releases Media Entertainment Overview About our Media Entertainment services Advisory Assurance Tax Transactions Library Contacts Press Share Press releases 2015 Media and entertainment executives show record confidence in global economy even while industry challenges persist Los Angeles 7 December 2015 Despite the usual industry challenges and downside risks the media and entertainment M E industry has a high level of confidence in the global economy according to a recent survey of senior executives from global M E companies conducted by EY for the 13th Global Capital Confidence Barometer Media and entertainment industry poised to generate one of the best profit margins in 2015 compared to leading stock market indices Los Angeles 15 October 2015 The media and entertainment M E industry is expected to generate higher margins than several leading stock market indices according to an EY report Television s biggest night fast approaches as Ernst Young LLP tabulates the votes for the 67th Emmy Awards to reveal who will go home with the gold Los Angeles 16 September 2015 The ballots are in and the world is eagerly awaiting the results of the 67th Emmy Awards as Ernst Young LLP oversees the voting and tabulation process for television s biggest night and takes safeguards to protect the integrity and security of the identity of the winners Emerging markets show increasing promise for digital earnings potential with China ranked highest among all emerging countries Los Angeles 10 February 2015 While the United States has the highest digital earnings potential of any country emerging markets are rapidly growing according to a recent study conducted by EY to show which countries offer media and entertainment companies the greatest opportunities for earnings from digital media EY kicks off award season by overseeing voting tabulation of the 72nd annual Golden Globe Awards Los Angeles 7 January 2015 All eyes will be on EY as the organization tabulates the results for the ceremony that kicks off the all important award season in Hollywood For the 42nd year in a row EY will oversee the entire voting tabulation process of the Golden Globe Awards for the Hollywood Foreign Press Association 2014 Media and entertainment M A appetite hits three year high with a greater focus on bite sized deals Los Angeles 17 November 2014 A record number of media and entertainment M E companies expect to pursue M A deals during the next 12 months according to a recent survey of over 1600 senior executives of which 94 were from the M E companies

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/Press-releases (2016-02-10)
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  • EY - Media and Entertainment - EY - Global
    leading stock market indices Riding the new wave of digital growth Media and entertainment companies have the opportunity to catch a new wave of growth as emerging markets embrace digital media Digital drives the agenda data delivers insights Media companies are focused on growth again We interviewed the CFOs from leading companies to find out how digital and data are playing major roles Sustaining digital leadership How can media companies embrace tech We discuss agile technology strategies for growth business models and customer engagement The future of television From binge watching to multi screen experiences these six emerging trends are directing the future of television Are you ready for what s ahead Knowing your customer means owning your data Explore data ownership and domain consolidation in digital analytics today Digital agility now Media companies digital revenues will overtake tradition channels by 2015 Learn more about the leaders who ve embraced mobile social cloud and big data technologies to achieve agility Media Entertainment 13th Capital Confidence Barometer Global map of cultural and creative industries Spotlight on Profitable Growth Volume VIII Riding the new wave of digital growth Digital drives the agenda data delivers insights Sustaining digital leadership The future of television Knowing your customer means owning your data Digital agility now Media Entertainment Overview About our Media Entertainment services Advisory Assurance Tax Transactions Library Contacts Press Doing business in a digital world In an industry synonymous with creativity and innovation the bar for business excellence is set high You need to embrace new technology develop new distribution models and satisfy the demands of a voracious and outspoken consumer At the same time it s important to manage costs exceed stakeholder expectations and comply with new regulations There s always another challenge just around the corner EY s Global Media Entertainment Center can help We bring together a worldwide team of 7 500 M E professionals with deep technical experience in providing assurance tax transaction and advisory services to the industry s leaders Our network of professionals collaborate and share knowledge around the world to provide consistent high quality service and leverage our leading market share position to provide you with actionable information quickly and reliably Key issues that we help you manage in today s media and entertainment environment include Implementing new business models The rapidly changing digital marketplace is placing new demands on systems and processes Many M E companies are taking a top to bottom look at the infrastructure that supports both new and old business models Many are finding that their organizations processes and tools are not up to the task of supporting the new digital business models We help our clients Develop processes and organizational infrastructure with the necessary flexibility to keep pace with the speed of digital innovation Reevaluate and improve systems processes and policies across both traditional and digital platforms Build IP management systems that encompass the entire life cycle associated with managing contracts rights use and royalties Deploy a rights management system that tracks

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/Media_and_Entertainment_Overview?id=CON-USDD-8W9GBL (2016-02-10)
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  • EY Webcast | It's showtime: digital drives the agenda, but data delivers the insights - EY - Global
    theme of our recent global media and entertainment CFO study Discover the results of our interviews with 50 CFOs of leading M E companies headquartered in 10 countries and representing combined annual revenues of over 475 billion Join CFO s James Jimmy Barge Lionsgate Entertainment Corp and Bernard Dvorak Liberty Global plc both of whom participated in the study as they share their views on The migration to digital The CFO s shift in focus from cost containment to supporting growth Improving decision analytics capabilities Priorities and challenges being faced by the CFO and the finance organization Panelists James W Barge CFO Lionsgate Entertainment Corp James W Jimmy Barge is the Chief Financial Officer of Lionsgate Entertainment Corp and has oversight of all financial operations planning and strategy and is a member of the Company s senior management team Prior to joining Lionsgate Mr Barge served as Executive Vice President and Chief Financial Officer of Viacom Inc from 2010 2012 and Executive Vice President Controller Tax Treasury from 2008 2010 Prior to joining Viacom Mr Barge had a 13 year tenure at Time Warner ultimately serving as Time Warner Senior Vice President Controller and Chief Accounting Officer Before joining Time Warner Mr Barge was a partner with EY where he served as the West Area Industry Leader of the Consumer Products Group and also served in the national office of EY where he was responsible for the resolution of SEC accounting and reporting issues for many of the firm s largest clients He participated in the Professional Accounting Fellow Program in the SEC s Office of the Chief Accountant in Washington D C Prior to that he served a variety of clients in the Atlanta Office of EY In addition to his responsibilities at Lionsgate Mr Barge is a Director Chair of the Nominating and Governance Committee and Audit Committee member of Scholastic Corporation and is a member of the Advisory Council for The SEC Institute He is also a Distinguished Practitioner Lecturer for the Terry College of Business at the University of Georgia and a member of the Alumni Board Bernard Dvorak Executive Vice President and Co CFO Liberty Global plc Bernard G Dvorak is Executive Vice President and Co Chief Financial Officer Principal Accounting Officer of Liberty Global plc a position he has held since the combination of Liberty Media International Inc LMI and UnitedGlobalCom Inc in June 2005 Liberty Global is the largest international cable company with operations in 14 countries Mr Dvorak is an executive officer of Liberty Global and sits on the company s Executive Management and Investment Committees Mr Dvorak served as a Senior Vice President and Controller of LMI from March 2004 until June 2005 From June 2002 until March 2004 he was Senior Vice President Chief Financial Officer and Treasurer of On Command Corporation a subsidiary of Liberty Media Corporation now known as Liberty Interactive Corporation From the early 1980 s through 2002 Mr Dvorak was in the public accounting profession and

    Original URL path: http://www.ey.com/GL/en/Issues/webcast_2014-07-10-1700_digital-drives-the-agenda-but-data-delivers-the-insights (2016-02-10)
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  • Monetizing digital media: creating value consumers will buy - EY - Global
    faces its challenges Who s paying for digital M E Digital content requires infrastructure support Growth opportunities for M E Next Inside Related content Media Entertainment Brazil Russia India and China Some say these emerging markets are the future for global media growth To better gauge the landscape we offer top to bottom insights on these individual markets Widgets Changing the way consumers view television TV widgets captivate consumer s attention by delivering information right to their TV screens But will this be the catalyst to widespread adoption of web enabled TV Webcast Digital transformation a critical path to the future View our archived webcast to learn which strategies are helping M E companies adapt to today s digital revolution Download Monetizing digital media creating value consumers will buy as a printable document Contacts EY professionals Feedback Rate this article Leave a comment Share Browse by role Browse by topic Browse by megatrends Audit committee member Board member CDO CEO CFO CIO COO CRO CSMO HR director Tax director Accelerating growth Analytics and big data Capital allocation Cybersecurity Digital Emerging markets EU audit legislation Eurozone Forecast EY Entrepreneur Of The Year EY Strategic Growth Forum Foreign direct investment Funding and finance IFRS Infrastructure Innovation Mergers and acquisitions Operational effectiveness Public policy Reporting Risk Transformation Women in business 5 insights for executives Digital future Entrepreneurship rising Global marketplace Health reimagined Resourceful planet Urban world Automotive Transportation Consumer Products Retail Financial Services Government 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

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/Monetizing-digital-media--creating-value-consumers-will-buy (2016-02-10)
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  • How to use social media in asset management - EY - Global
    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 Financial Services Wealth Asset Management How to use social media in asset management How to use social media in asset management More than three quarters of financial advisors use social media kasina Research survey 10 largest asset management firms each have tens of thousands of social media followers Ignites ranking 82 of respondents are more likely much more likely to trust a company whose CEO and leadership team engage with social media BrandFog com survey Share For asset managers the barriers to using social media are falling away quickly Firms now address social media related compliance issues with software and other processes to manage risk Meanwhile the SEC ruled in April 2013 that social media subject to certain conditions is an acceptable venue for companies to disclose material information to investors The objective for asset managers now is developing an effective and sustainable social media strategy to reap the benefits of tweeting trending and friending Put a human face on information Getting started All too often the asset management industry thinks communication is one way only all talking and no listening Before your firm becomes active in social media you must take the time to listen to the market particularly in these areas What people are saying about your brand What people are saying about your executives and other company spokespeople What key audiences are saying about issues on which your firm is focusing What key audiences are saying about issues on which your firm is not focusing and perhaps should be To spread your firm s thought leadership and brand it s crucial that your experts take part in the professional online communities discussing related issues People want to connect with individuals not advertisements or impersonal one way accounts For younger professionals in particular social media has become a key way to enhance reputation and make a mark in the asset management industry They view active participation in social media as a core business communication strategy Build trust with your audience Social media gives executives an opportunity to demonstrate expertise rather than simply proclaim it Building a reputation as a go to resource is extremely valuable More and more customers judge companies and leaders based on their social reputation Asset management firms that engage in genuine conversation will set themselves apart as new leaders in the industry Use social media s reach to save money The advantages of enhanced reputation are notoriously hard to measure Fortunately

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/How-to-use-social-media-in-asset-management (2016-02-10)
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  • Spotlight on India's entertainment economy - EY - Global
    completing successful transactions in India Emerging market risks While M E companies operating in emerging markets like India continue to be exposed to risks ranging from local competition fraud corruption and piracy ongoing structural and regulatory reforms and the development of corporate governance norms will mitigate these threats For further information please refer to our detailed reference guide to doing business in India available at http www ey com IN en Services Tax Next Contents Spotlight on India s entertainment economy Seven growth drivers in the Indian media and entertainment industry Digital s impact on media and entertainment sectors Related content Media and entertainment profitable growth survey The media and entertainment industry experienced a dramatic financial turnaround in the past year Learn how your sector was affected Growing Beyond Explore how companies can grow faster by expanding into new markets finding new ways to innovate and taking new approaches to talent Indian tax guide Read our detailed reference guide to doing business in India Contact us Contact one of our media and entertainment professionals today Browse by role Browse by topic Browse by megatrends Audit committee member Board member CDO CEO CFO CIO COO CRO CSMO HR director Tax director Accelerating growth Analytics and big data Capital allocation Cybersecurity Digital Emerging markets EU audit legislation Eurozone Forecast EY Entrepreneur Of The Year EY Strategic Growth Forum Foreign direct investment Funding and finance IFRS Infrastructure Innovation Mergers and acquisitions Operational effectiveness Public policy Reporting Risk Transformation Women in business 5 insights for executives Digital future Entrepreneurship rising Global marketplace Health reimagined Resourceful planet Urban world Automotive Transportation Consumer Products Retail Financial Services Government 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

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/Spotlight-on-Indias-entertainment-economy (2016-02-10)
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  • Spotlight on China - media and entertainment - EY - Global
    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 Media Entertainment Spotlight on China media and entertainment Spotlight on China media and entertainment Inside Spotlight on China Build strong media and entertainment brands Succeed in digital Form and operate effective partnerships in China Navigate the regulatory landscape Share China has emerged as an economic powerhouse In efforts to continue its growth China is looking to its cultural sector which includes M E to become a stronger engine of its economy The government is easing restrictions and encouraging investment This combined with the rapid rise in digital offers significant growth opportunities in China for M E companies Every global strategy needs to include China David McGregor Asia Pacific M E Leader Although the challenges for M E companies seeking to penetrate or expand their market presence in China remain significant the market s potential is too vast to ignore Building a roadmap for success We have identified four key factors that can help M E companies build a roadmap for success in China Key M E success factors in China Build strong brands Align brand strategy with core market segments Emphasize the brand s story and quality Localize brands Use the power of social to build relationships Adapt to changing market dynamics Succeed in digital Select partners that support digital distribution objectives Foster a culture of innovation Anticipate and adapt to changing mobile consumption habits Use data to develop insight into consumer behavior Experiment with evolving monetization models Form and operate successful partnerships in China Align the scope of joint ventures JVs and the company s strategic objectives in China Embed the JV s long term goals and governance model in the partnership agreement Develop JV corporate infrastructure to support both traditional and digital media Establish a trust based approach to management and be sensitive to cultural nuances Consider the impact of a JV exit buyout or IPO on your short and long term goals Navigate the regulatory landscape Make regulatory considerations a core pillar of growth strategy and operations Identify and develop relationships with key regulatory stakeholders Engage reputable local advisors to help guide regulatory interpretation Continuously assess evolving regulations to identify opportunities and risks Factor visible and hidden compliance costs in your business and operating plans Considerations for doing business in China The Chinese government as part of its 12th Five Year Plan is relaxing regulations for investment in some

    Original URL path: http://www.ey.com/GL/en/Industries/Media---Entertainment/Spotlight-on-China---media-and-entertainment (2016-02-10)
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  • EY - Mergers, acquisitions and capital raising: 2015 trends, 2016 outlook - EY - Global
    critical factor in share price performance we have seen dividends cut and policies change from progressive to earnings based reflecting the realization that future metals prices are inherently uncertain Shareholders are increasingly influencing the agenda Many of the actions witnessed during 2015 are likely to be replicated in 2016 with arguably greater regularity and scale It is increasingly clear that position on the cost curve is critical as supply side correction looks to be the only way to restore fortunes However with so much uncertainty linked to finance backed commodity trades the supply demand picture is arguably less clear than ever As a result the supply side correction is coming the question is how much of it will be voluntary shutdowns And how much will be forced via corporate failures The starkest realization of 2015 is that nobody is sure how long the current downturn is going to persist and management cannot sit back and wait for an improvement in market conditions Investors are increasingly short of patience as the dramatic fall in share prices in 2015 demonstrated There is also an increase in the level of activity from activist shareholders such as Casablanca Cliffs Resources and Carl Icahn Freeport McMoRan who have a track record of instigating change at both the management and the operational levels Unless equity prices begin to pick up which seems unlikely in the short term these investors will continue to circle the industry looking for opportunities to stimulate change and drive value out of challenging situations Capital raising continues to be an issue Overall capital raised across the sector was down by about 10 y o y The decrease was primarily due to a sharp drop off in loan finance to the sector which fell to US 44b in 2015 from US 122b in 2014 Much of this was for the refinancing of existing facilities emphasizing the limited amount of new finance going into projects However this trend comes as no surprise given the very difficult and worsening trading environment that the industry faced during 2015 The backdrop of challenging market conditions has led to a number of alternative financing strategies being pursued with asset disposals featuring prominently and almost US 3b of streaming finance being announced across the industry 2016 outlook Gone are the megadeals with the unashamed focus on consolidating market share At its 2007 peak we saw over US 200b of deal value across the sector with a small number of proposed deals at the time valued well in excess of US 70b This deal rationale has limited currency in the sector right now size is not all important but instead the focus is on higher returns on capital greater optionality and flexibility across asset portfolios and an improved cost curve position Key M A trends that we see continuing into 2016 Sell side Sell side will continue to be the catalyst for M A with assets going to market from distressed sellers in need of capital This isn t expected

    Original URL path: http://www.ey.com/GL/en/Industries/Mining---Metals/EY-mergers-acquisitions-and-capital-raising-2015-trends-2016-outlook (2016-02-10)
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