Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
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EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
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The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
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One in four customers is planning to either use branches less or stop visiting branches altogether after the COVID-19 crisis, according to new BCG retail banking consumer “pulse” survey.
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
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2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
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The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
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Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
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The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
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Savvy organizations are transforming their integration approaches through innovative technologies combined with organizational and governance change to create a seamless, secure and interconnected ecosystem that can rapidly respond to change.
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Showcase the steps to accomplish your long-term and short-term goals with the Business Growth And Development Plan PowerPoint Presentation Slides. The company can present the financial highlights covering turnover, net assets, and EBITA, by using the corporate growth plan PPT visuals. The business growth templates contain a business overview, financial highlights of the company, product and services offered, revenue streams, growth strategies, risk mitigation plan, and so on. You can add detailed information about various products and services offered to the customers by using our business growth plan PowerPoint infographics. It is possible to present different revenue streams by easily editing the slides. Our content-ready corporate strategies PowerPoint slideshow helps you to depict the SWOT analysis to analyze the strengths, weaknesses, threats, and opportunities of the company. analyzes external and internal factors that can affect your organization’s performance. Showcase the types of mergers, acquisitions, and joint ventures that the company will adopt to grow their business with the help of business growth plan PowerPoint themes. Showcase your business performance covering revenue, gross profit, and customer satisfaction by downloading our easy to use business development plan PPT slideshow. https://bit.ly/32jY3ow
Purpose of Assignment This week students will review and revise .docxmakdul
Purpose of Assignment
This week students will review and revise their Week 3 Research Analysis for Business Signature Assignment based on economic analysis and the feedback provided by their facilitator. Students will also expand their Week 3 analyses to evaluate the challenges of expanding their chosen company's production to a foreign market.
About Your Signature Assignment
This signature assignment is designed to align with specific program student learning outcome(s) in your program. Program Student Learning Outcomes are broad statements that describe what students should know and be able to do upon completion of their degree. The signature assignments might be graded with an automated rubric that allows the University to collect data that can be aggregated across a location or college/school and used for program improvements.
Assignment Steps
Resources: Tutorial help on Excel® and Word functions can be found on the Microsoft® Office website. There are also additional tutorials via the web offering support for Office products.
Revise your Week 3 assignment, Research Analysis for Business, using the feedback provided by your facilitator. This Week 6 report should only include one conclusion, so you will need to rewrite the conclusion you included in your Week 3 assignment, Research Analysis for Business.
Select a foreign market in which to expand your chosen product. If you wish, you may use one of the countries your team analyzed in their Week 5 Comparative and Absolute Advantage Assignment.
Prepare a minimum1,750-word report addressing the points listed below. The use of tables and/or charts to display economic data over the time period discussed is highly encouraged, you may submit any economic data in Microsoft® Excel® format in a separate file. You may use the U.S. Department of Labor's Bureau of Labor Statistics (BLS), U.S. Dept. of Commerce's Bureau of Economic Analysis (BEA), the Federal Reserve of St. Louis's FRED data, the CIA World Fact Book, World Bank data, and World Trade Organization, or other appropriate sources you might find on the Internet or in the University Library. The new sections of your report should:
· Evaluate current global economic conditions and their effects on macroeconomic indicators in your selected country. Provide forecasts for population growth, gross domestic product (GDP) growth, GDP per capita growth, export growth, and sales growth.
· Evaluate any competitors' existing production in the chosen country.
· Assess sales forecasts in the selected country by using the Federal Reserve of St. Louis's FRED data, the CIA World Fact Book, World Bank data, World Trade Organization, or other appropriate sources you might find on the Internet or in the University Library.
· Categorize the type of economy that exists in your selected country as closed, mixed, or market. What is the difference between these types of economies and how might this affect your expansion?
· Assess how your chosen country's curren ...
4. to understand how the companies are planning to deal with the key challenges and issuesObjectives On-line survey + interviews Duration Tools Used June’10 – August’10 3
8. Framework of the research | Analysis overview 1 2 3 4 Identifying the top challenges and mapping it with initiatives taken by majority of organisations in North England to counteract those challenges Understanding the data obtained in the survey by breaking it down by industry type, organisation revenue, employees etc Analyzing data by comparing challenges, initiatives and trends w.r.t. organisation’s size, function, revenue, operations etc Comparing challenges and trends of organisations in North England with Global, UK and North American organisations (using PwC Global 2010 CEO report)
9. Table of Contents 6 Framework of the research Overview of the sample Summary of the findings Regional Trends vs. Global Trends Conclusions and Opportunities EVALUATING CHANGE AGENDA
10. 7 Overview of the sample| Industries, turnover and growth Q A2: What was the level of turnover of the business in the last financial year? Q A1: In which sector is your main business? Turnover Industries Q A5: What was the annual turnover growth of your business for last 3 years? Growth More than 75% of responses came from 5 sectors: Industrial Products, Telecoms & Technology , Retail & Consumer Goods, Education and Energy Utility with 11 companies having turnover > £100M
11. 8 Overview of the sample| Industries, sizes and growth Q A3: Apart from UK, in how many countries do your company own offices? Q A4: How many total full-time employees work in your company? No. of Employees No. of Offices % of Respondents % of Respondents More than 50% of the respondents have less than 250 employees and more than 40% have international offices
12. 9 Overview of the sample| Top Challenges Faced by the Businesses On ground level, organizations are still apprehensive about recession and future growth Most Organisations are expecting changes to the regulatory environment in future Even though ‘Threat of Recession’ , is still prominent, organizations have actively started looking at retaining and attracting talent.
13. Overview of the sample| Top Initiatives considered by the Businesses “To continue to increase our product and market offering and to increase sales at home and abroad. To maintain as far as practicable our current level of employees given our dependency on public sector contracts.” The new mantra for CEOs in coming months in Growth - Look for aggressive growth through acquisition, new products, channels & markets 10
14. Quotes | Organizational vision for next 12-18 months In their own words.... “Taking into consideration the new coalition government are introducing £6.2 billion of cuts, there is to be a review of departmental spending, VAT will probably rise and a review of BSF and NHS projects is expected in October. We will no doubt see more refurbishment opportunities and we need to be geared up for it. We need to have a small build team who can also deliver the greening initiative and establish relationships with key clients and potentially open doors on bigger contracts” Construction company with revenue > £500m To capitalize on current relationships and opportunities through repeat business and ancillary projects with clients. To undertake business development to deliver existing services to additional clients. To network to develop new contacts and develop new services. “To return business to growth having had a couple of years with flat volume/ revenue performance. To do this through new business and new product opportunities.” Retail and Consumer goods with revenue > £500m and more than 1000 employees Education Industry 11
15. Quotes | Organizational vision for next 12-18 months “Survival with more overhead cuts until the government announces its comprehensive spending review which hopefully will then lead to confidence for public and private spending on capital projects. We are redirecting our business towards smaller refurbishment projects and surveys rather than seeing many large and new projects. Following direction from the government it is likely that work may begin to filter through in 6-12 months after which there could be more confidence from developers and the private sector to invest at which point we may return to fuller order books, back to 5 day working followed by growth in 18 months. In the meantime our Asia market is likely to continue to grow and financially contribute to UK costs” Education sector “Reorganize two sectors into one, innovate in our markets to keep/grow share and keep cost tight” Glass Distributor 12
16. Table of Contents 13 Framework of the research Overview of the sample Summary of the findings Regional Trends vs. Global Trends Conclusions and Opportunities EVALUATING CHANGE AGENDA
17. Summary of the findings | Trend - Growth Trend 1: Growth: UK CEO’s plan to continue their focus on reducing costs, with growth being funded by internally generated cash Q C1: How confident do you feel about the next 18 months in terms of delivering sustainable growth? (5 being very confident and 1 being least) Q C2: How do you intend to drive growth of the business in the next 12 - 18 months? Tick top 3 in order of importance: 77% of organisations with revenue < £50M feel quite confident of their future growth as compared to 36%of organisations with revenue > £50M 14
18. Summary of the findings | Trend - Growth Q C3: In which area do you plan to increase investment in order to tap the opportunity for growth? Organisations are planning to invest in Products & Services,byimproving their Marketing Techniques and using Technology toimprove their product line 15
19. Summary of the findings | Trend - Growth How are the business sectors planning to drive growth of their business in coming months? Industrial Products sector is planning to introduce some costreduction measuresand planning to penetrate existing/emerging markets Retail and Consumer Goods sector is planning to penetrate existing markets and diversify their portfoliothrough M&A Telecoms and Technology sector is planning to penetrate existing markets with diversificationand taking measures formargin protection (margin leakage) Business sectors are planning to develop & improve their existing products and services and devising new strategies themselves for increasing their market share 16
20. Q C4: To what extent have you been impacted by recession driven changes in consumer behaviour? (5 being significant impact, 1 being no impact) Organisations with revenue <£50M 42% were significantly impacted 36% with low impact Organisations with revenue >£50M 20% were significantly impacted and 33% with low impact 17 Summary of the findings | Trend - Changing face of Consumer Trend 2: Changing face of consumer: UK consumers are saving more and spending less, reassessing their perception of value and trading down Organisations with Global presencewere less impacted (only 21%) while regional companies (UK only) were significantly impacted (55%) by recession
21. 18 Summary of the findings | Trend - Changing face of Consumer Q C5: How will you stay close to the changing needs of the customer? organisations with Revenue <£50M are planning to improve/refresh their existing products and services organisations with Revenue >£50M are planning to invest in adding new product lines within their existing products and services
22. Summary of the findings | Trend – Talent Culture Trend 3: Talent Culture: Success in 2010 will in part be dependent on how companies motivate, manage and reward their talent pool. Q C6: To what extent do you anticipate changes in strategies and investment for managing talent Q C7: In next 12 – 18 months, what are the strategies which the organisation is likely to adopt for talent management? (Tick 3) 71% of organisation anticipate ‘some change’ in talent management strategy. In next 12-18 months, majority of organisations will add new employees and focus on ‘non-financial’ incentives for existing employees.
23. Summary of the findings | Trend – Talent Culture Talent Culture : Analyzing the difference in talent management strategies based on their size Large organizations (>£50M) SME (<£50M) Quotes “Improved performance from existing employees” “We need to revert to full time working to improve financial packages as a priority to retain staff and reduce the risk of them leaving for higher remuneration elsewhere when the market recovers. Staff are loyal and succession planning is a helpful way to tie staff in for the long term” Senior management executive of a large organisation 20 SME Owner
24.
25. 93.5 % organisations consider their current business model will fit their customers need with high confidence on the degree of flexibility
26. Some areas where organisations feel they might need to slightly change their model include procurement, supply chain and marketing.21
27. 22 Summary of the findings | Trend – Operations Operations: Analyzing the confidence in the current business model based on various parameters 50% of large organisations with revenue > £500M feel quite confident in their current operating model as opposed to 87.5% by SMEs with revenue < £10M Q C10: How flexible/scalable is your current business model in order to respond to the changes? (5 being very confident and 1 being least) 66% of organisations who are present only in UK feel quite confident about their current business model ‘Confident’ is defined as rating of 5 or 4 Quote “Traditional industries had already become lean by late 90’s and the recent recession has helped them in further optimizing their operating model and removing a bit of slack. This is the first time service sector has got effected and hence the reason for big job losses” Executive, UKTI
28. Summary of the findings | Trend – Sustainability Trend 5: Sustainability: Climate change has raised its position on CEOs agenda despite recession Q C11: Do you plan to change your investment in Sustainability & Climate Change (S&CC) initiatives over the next 12 months Q C12: Which of the following are key drivers for investment in S&CC Organisations look for investmentsin ‘Sustainability and Climate Change’ initiatives as a mean to achieve ‘Competitive advantage’. This rates even higher than other drivers like ‘Compliance’ and ‘Carbon reduction’ which are usually looked upon as the primary reasons for investment in S&CC 23
29. Summary of the findings | Trend – Sustainability Sustainability: Analyzing organisational drivers for investments in S&CC based on parameters like revenue and countries of operation Revenue > £100M Revenue < £100M UK only presence Global presence Complianceis NOT one of the main reason globally Compliance is one of the main reason for S&CC investment 24
30. Summary of the findings | Trend – Legislation Trend 6: Legislation: CEOs expect changes to the regulatory environment in future which may drastically change their current strategies and competiveness Q C13: What, if any, new legislation is likely to impact your business? “Mandated open access of government funded research” “European consumer credit directives, changes from FSA to Bank of England for regulation, general increased protection for consumers against banking practice and fees” “ Ours is a government funding organisation and we are dependent on government legislations” CEO, Research Company Executive, Retail and Commercial Banking Director, Govt. funded organization Senor Executive, Construction Industry “Government regulation on sustainability and public/private finance rules” “Carbon reduction agenda” “Introduction of Academies and reduction of LA influence” Executive, Construction Material Executive, Training & Consultancy Sector Area Manager of Industrial products industry 25 “Banking reform”
31. Summary of the findings | Trend – Location Location: Q C14: Which of the following socio-economic factors contribute to your choice of location in the North of England? Historic location of founding company Strong links to local community Location constraint due to specific nature of business The top tworeasons for companies to be located in North of the UK are : History – Parent company based here for many years Proximity to customers – Local loyal customers “The positives for NW are cheaper cost base, and less mobile workforce while negatives being getting high end skills. NW is predominantly seen as a industrial centre than a service centre hence it is difficult to hire specialized professionals like Legal” Director, Government organisation 26
32. Table of Contents 27 Framework of the research Overview of the sample Summary of the findings Regional Trends vs. Global Trends Conclusions and Opportunities EVALUATING CHANGE AGENDA
38. 31 Regional trends vs. Global trends | Recession Impact-Industry wise Global North England Energy utilities and mining seem to have been impacted less in North England as compared to global trends
39. Table of Contents 32 Framework of the research Overview of the sample Summary of the findings Regional Trends vs. Global Trends Conclusions and Opportunities EVALUATING CHANGE AGENDA
40. 33 Conclusion | Overall survey finding’s What are the top Challenges? What are the business organizations doing? Companies are: Refreshing existing products & services Introducing new products and & services Staying disciplined on cost by creating short term strategies 1 2 Dialogue and closer working between business and government Ensuring compliance with relevant legislations Assessing regulatory risks 3 Business Organizations are investing in: Assessing talent pool and adding new employees Investing in training, focusing on organic growth by encouraging leadership development 4 People are investing in S&CC to: Gain competitive advantage Grab market opportunities Maintain Reputation
41. 34 Conclusion | Our take Cautious optimism is the path taken by most of the organizations today in North England. Organizations which move early and have a concrete growth strategy will benefit the most in the post recession scenario. Organizations need to tap in to new markets, products & services while still being prudent in their costs. Organizations need to closely watch their talent acquisition and development strategy in the wake talent war which may be round the corner.
42. Contact details For further information on the survey content or research methodology, please contact: For further information about PwC and its involvement in this study, please contact: Steve Crow Tel: +44(0) 7841 498 678 E-mail: stephen.crow@uk.pwc.com Thomas Davies Tel: +44 (0) 7770 456 002 E-mail: thomas.davies@uk.pwc.com Carolyne Livesey Tel: +44 (0) 7841 782 887 E-mail: carolyne.livesey@uk.pwc.com Sandeep Gupta Tel: +44 (0)1524 510752 E-mail: s.gupta1@lancaster.ac.uk Praneet Ashtputre Tel: +44 (0)1524 510752 E-mail: p.ashtputre@lancaster.ac.uk 35