Eight challenges plaguing investment banks
Investment banking is an industry in crisis. A raft of incremental change programs is doing little to address the issues.
www.ey.com/investmentbanking
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
The EY G20 Entrepreneurship Barometer 2013: Italy profileEY
Quanto è importante l'imprenditorialità per il futuro dell'Italia? Il nostro studio mette in evidenza la forza degli imprenditori, che rappresentano uno dei principali motori di crescita economica.
Per maggiori informazioni vi preghiamo di visitare: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to Remaking banking: http://bit.ly/17FCITo
Remaking risk management in banking
Origination date: Tuesday, 30 July 2013
Benchmarking your risk-management practices against developments in the banking industry is crucial to staying competitive. An annual study conducted by the Institute of International Finance (IIF) and EY can help.
This year’s survey, “Remaking banking: risk management five years after the crisis”, includes responses from 74 firms across 36 countries.
Join us for a live, interactive discussion about how risk-management priorities are changing and how your organization compares.
The agenda includes:
· Assessing risk culture
· Linking business decisions to risk appetite
· IT and data improvement investments
· How Basel III is driving business model changes
Panelists
Rick Waugh, Scotiabank, President and Chief Executive Officer, Chairman of the IIF's Committee on Governance and Industry Practices and Vice Chairman of the IIF Board
Patricia Jackson, Ernst & Young LLP, Leader of Financial Regulation Practice and member of the Global Regulatory Leadership Network
Hank Prybylski, Ernst & Young LLP, US Financial Services Office Advisory Leader and Leader of Financial Services Risk Management
You are welcome to join the on-demand version of this interactive discussion and learn about recent changes in the banking industry and how to position your organization for the future by going to Remaking banking: http://bit.ly/17FCITo
This webcast is part of an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
Together, governments, entrepreneurs and corporations can spur growth across the G20. The EY G20 Entrepreneurship Barometer 2013 enables each G20 nation to identify the strengths in its entrepreneurial ecosystem. Find out which countries are getting it right, and which have lessons to learn.
For more information, please visit: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Transforming investment banks shows how an unremitting focus on transforming existing business and operating models can help banks unlock investor returns of 12% - 15%.
Read more: http://www.ey.com/investmentbanking
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
The EY G20 Entrepreneurship Barometer 2013: Italy profileEY
Quanto è importante l'imprenditorialità per il futuro dell'Italia? Il nostro studio mette in evidenza la forza degli imprenditori, che rappresentano uno dei principali motori di crescita economica.
Per maggiori informazioni vi preghiamo di visitare: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to Remaking banking: http://bit.ly/17FCITo
Remaking risk management in banking
Origination date: Tuesday, 30 July 2013
Benchmarking your risk-management practices against developments in the banking industry is crucial to staying competitive. An annual study conducted by the Institute of International Finance (IIF) and EY can help.
This year’s survey, “Remaking banking: risk management five years after the crisis”, includes responses from 74 firms across 36 countries.
Join us for a live, interactive discussion about how risk-management priorities are changing and how your organization compares.
The agenda includes:
· Assessing risk culture
· Linking business decisions to risk appetite
· IT and data improvement investments
· How Basel III is driving business model changes
Panelists
Rick Waugh, Scotiabank, President and Chief Executive Officer, Chairman of the IIF's Committee on Governance and Industry Practices and Vice Chairman of the IIF Board
Patricia Jackson, Ernst & Young LLP, Leader of Financial Regulation Practice and member of the Global Regulatory Leadership Network
Hank Prybylski, Ernst & Young LLP, US Financial Services Office Advisory Leader and Leader of Financial Services Risk Management
You are welcome to join the on-demand version of this interactive discussion and learn about recent changes in the banking industry and how to position your organization for the future by going to Remaking banking: http://bit.ly/17FCITo
This webcast is part of an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
Together, governments, entrepreneurs and corporations can spur growth across the G20. The EY G20 Entrepreneurship Barometer 2013 enables each G20 nation to identify the strengths in its entrepreneurial ecosystem. Find out which countries are getting it right, and which have lessons to learn.
For more information, please visit: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Transforming investment banks shows how an unremitting focus on transforming existing business and operating models can help banks unlock investor returns of 12% - 15%.
Read more: http://www.ey.com/investmentbanking
Session by Christian Kastrop, Director, Policy Studies Branch, OECD Economics Department
The OECD’s research on Finance and Inclusive Growth has shown that over the past fifty years, credit by banks and other intermediaries to households and businesses has grown three times as fast as economic activity. While greater levels of stock market financing can boost growth, at today’s level of financial development further expansion of bank credit to the private sector is shown to not only slow growth in most OECD countries but also contribute to inequality as better-off households tend to benefit more from financial leverage. Therefore, policy makers should i.a. implement measures to reduce explicit and implicit subsidies to too-big-to-fail financial institutions and reduce the tax bias against equity. To make the financial sector more inclusive and work for people, we must also ensure that companies invest in the real economy. Data analysis of 11 000 of the world’s largest companies has shown that there is a misallocation of capital that needs to be improved in order to foster productivity growth and long-term value creation that can allow for inclusive growth. Promoting competition can support such efforts and also limit unproductive concentration of profits and wealth. New analysis also shows a fragmentation of productivity that needs to be addressed, with a majority of companies sitting in a ‘trough’ of low productivity levels and moderate growth from which it is hard to exit. The current low-interest, low-growth environment makes it also more difficult for pension funds and life insurers to keep their financial promises of providing adequate retirements incomes. These institutional investors are thus driven to pursue higher-risk investment strategies that could ultimately undermine their solvency. This potentially jeopardises the secure retirement especially of the poorest of our citizens.
Barometer 2016: Social and economic performance of French digital business st...EY
The fifth edition of this annual barometer, realized in collaboration with France Digitale, presents the social and economic performance of French digital business start-up financed by venture capitalists.
More information on : ey.com/FR/FranceDigitale
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
EY Wealth & Asset Management explores how digital technology is accelerating the transformation of wealth management. Read the full report at ey.com/wealthITsurvey
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
High-growth innovation companies in the UK anticipate impressive job growth in 2014 as they take a global approach to business expansion, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
Nearly eight in ten executives in the global innovation sector plan to grow their workforce in 2014, and more than nine in 10 say it is a challenge to find the talent they need to do so, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
EY Biotechnology Report 2017: Beyond borders - Staying the courseEY
This deck provides the top takeaways and market insights from the EY annual biotechnology industry report, Beyond borders – staying the course (ey.com/beyondborders). This deck was presented by Glen Giovannetti, EY Global Biotechnology Leader (glen.giovannetti@ey.com), at the 2017 BIO International Convention (http://convention.bio.org/2017/) in June in San Diego.
Raising external capital to drive NOC transformationEY
The coming years will be defining for NOCs as they fully embrace the need to embark on capital transformation. New capital can provide the catalyst to return the country’s finances to an equilibrium and act as an engine to drive greater economic diversity.
Nearly 80% of European insurers are on track to implement Solvency II by 1 Jan 2016, but there is wide variation in the level of preparedness by country.
Dutch, UK and Nordic insurers are most confident in meeting the requirements, while French, German, Greek and Eastern European insurers are less confident.
Our survey of more than 170 insurance companies across 20 European countries sheds light on key areas of implementing Solvency II, including data and IT readiness, organizational change, regulatory interaction, recovery and resolution planning, and capital optimization.
We will also discuss our other findings:
- Insurers are seeking to improve the effectiveness of their risk management.
- Challenges of reporting and ensuring robust data and information technology (IT) remain very significant.
- Preparedness for Pillar 3 remains relatively low, and action is needed in 2014 to meet the requirements on time.
- Many insurers are not satisfied with the level of support from their regulators in providing timely feedback on plans and interpretation of new requirements. This is due, in part, to the significant resourcing challenges regulators face.
- Automation of many risk management activities, particularly reporting, remains relatively low.
Link to on-demand webcast: http://www.ey.com/GL/en/Issues/webcast_2014-06-03-1500_insurance-european-solvency-ii-survey-2014
Link to survey report: http://www.ey.com/GL/en/Industries/Financial-Services/Insurance/EY-european-solvency-ii-survey-2014
Innovating for growth: Innovation 2.0 - A spiral approach to business model i...EY
There is no question that innovation is one of the most powerful ways to drive business growth in today is challenging economic environment. But innovation is changing, allowing companies of all sizes and from all geographies to compete with traditional multinationals, thus disrupting markets.
http://www.ey.com/GL/en/Issues/Driving-growth/Growth-through-innovation---The-innovation-spiral
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Una sintesi sul Social banking in Italia; cosa stanno facendo le banche (e sopratutto cosa potrebbero fare ma che ancora non fanno) con i Social media? Alcuni esempi e casi di successo tratti da recenti ricerche e studi dello IULM e Università Catolica di Milano.
Come e perchè le banche italiane usano i social media: Social Minds, la prima...Social Case History Forum®
Social Minds è un progetto di ricerca promosso da DML che ha lo scopo di analizzare i processi di adozione e utilizzo dei Social medi da parte delle aziende italiane.Nella presentazione si evidenziano alcuni insight scaturiti durante la ricerca.
Session by Christian Kastrop, Director, Policy Studies Branch, OECD Economics Department
The OECD’s research on Finance and Inclusive Growth has shown that over the past fifty years, credit by banks and other intermediaries to households and businesses has grown three times as fast as economic activity. While greater levels of stock market financing can boost growth, at today’s level of financial development further expansion of bank credit to the private sector is shown to not only slow growth in most OECD countries but also contribute to inequality as better-off households tend to benefit more from financial leverage. Therefore, policy makers should i.a. implement measures to reduce explicit and implicit subsidies to too-big-to-fail financial institutions and reduce the tax bias against equity. To make the financial sector more inclusive and work for people, we must also ensure that companies invest in the real economy. Data analysis of 11 000 of the world’s largest companies has shown that there is a misallocation of capital that needs to be improved in order to foster productivity growth and long-term value creation that can allow for inclusive growth. Promoting competition can support such efforts and also limit unproductive concentration of profits and wealth. New analysis also shows a fragmentation of productivity that needs to be addressed, with a majority of companies sitting in a ‘trough’ of low productivity levels and moderate growth from which it is hard to exit. The current low-interest, low-growth environment makes it also more difficult for pension funds and life insurers to keep their financial promises of providing adequate retirements incomes. These institutional investors are thus driven to pursue higher-risk investment strategies that could ultimately undermine their solvency. This potentially jeopardises the secure retirement especially of the poorest of our citizens.
Barometer 2016: Social and economic performance of French digital business st...EY
The fifth edition of this annual barometer, realized in collaboration with France Digitale, presents the social and economic performance of French digital business start-up financed by venture capitalists.
More information on : ey.com/FR/FranceDigitale
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
EY Wealth & Asset Management explores how digital technology is accelerating the transformation of wealth management. Read the full report at ey.com/wealthITsurvey
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
High-growth innovation companies in the UK anticipate impressive job growth in 2014 as they take a global approach to business expansion, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
Nearly eight in ten executives in the global innovation sector plan to grow their workforce in 2014, and more than nine in 10 say it is a challenge to find the talent they need to do so, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
EY Biotechnology Report 2017: Beyond borders - Staying the courseEY
This deck provides the top takeaways and market insights from the EY annual biotechnology industry report, Beyond borders – staying the course (ey.com/beyondborders). This deck was presented by Glen Giovannetti, EY Global Biotechnology Leader (glen.giovannetti@ey.com), at the 2017 BIO International Convention (http://convention.bio.org/2017/) in June in San Diego.
Raising external capital to drive NOC transformationEY
The coming years will be defining for NOCs as they fully embrace the need to embark on capital transformation. New capital can provide the catalyst to return the country’s finances to an equilibrium and act as an engine to drive greater economic diversity.
Nearly 80% of European insurers are on track to implement Solvency II by 1 Jan 2016, but there is wide variation in the level of preparedness by country.
Dutch, UK and Nordic insurers are most confident in meeting the requirements, while French, German, Greek and Eastern European insurers are less confident.
Our survey of more than 170 insurance companies across 20 European countries sheds light on key areas of implementing Solvency II, including data and IT readiness, organizational change, regulatory interaction, recovery and resolution planning, and capital optimization.
We will also discuss our other findings:
- Insurers are seeking to improve the effectiveness of their risk management.
- Challenges of reporting and ensuring robust data and information technology (IT) remain very significant.
- Preparedness for Pillar 3 remains relatively low, and action is needed in 2014 to meet the requirements on time.
- Many insurers are not satisfied with the level of support from their regulators in providing timely feedback on plans and interpretation of new requirements. This is due, in part, to the significant resourcing challenges regulators face.
- Automation of many risk management activities, particularly reporting, remains relatively low.
Link to on-demand webcast: http://www.ey.com/GL/en/Issues/webcast_2014-06-03-1500_insurance-european-solvency-ii-survey-2014
Link to survey report: http://www.ey.com/GL/en/Industries/Financial-Services/Insurance/EY-european-solvency-ii-survey-2014
Innovating for growth: Innovation 2.0 - A spiral approach to business model i...EY
There is no question that innovation is one of the most powerful ways to drive business growth in today is challenging economic environment. But innovation is changing, allowing companies of all sizes and from all geographies to compete with traditional multinationals, thus disrupting markets.
http://www.ey.com/GL/en/Issues/Driving-growth/Growth-through-innovation---The-innovation-spiral
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Una sintesi sul Social banking in Italia; cosa stanno facendo le banche (e sopratutto cosa potrebbero fare ma che ancora non fanno) con i Social media? Alcuni esempi e casi di successo tratti da recenti ricerche e studi dello IULM e Università Catolica di Milano.
Come e perchè le banche italiane usano i social media: Social Minds, la prima...Social Case History Forum®
Social Minds è un progetto di ricerca promosso da DML che ha lo scopo di analizzare i processi di adozione e utilizzo dei Social medi da parte delle aziende italiane.Nella presentazione si evidenziano alcuni insight scaturiti durante la ricerca.
Il modello SOSTAC e PRACE di SmartInsights.com, presentato al Master Social media marketing dello IULM. Come impostare una strategia di marketing digitale secondo un modello che considera le 4 fasi del funnel: 1) Reach 2)Act 3)Convert 4) Engage.
Content Strategy 2015: Marketing, Mobile, and the EnterpriseKristina Halvorson
Content remains a fundamental challenge for all of our organizations. Instead of talking about "what's next," let's talk about what's needed. Find out what basic questions every company should ask in 2015 before committing budget to new content marketing and management programs.
How to Write a Marketing Plan: A Comprehensive Guide with TemplatesVital Design
Since we are a digital marketing agency, this marketing plan discussion will focus heavily on
digital marketing (what we call “inbound marketing”) — but the strategies and concepts discussed
can be expanded to encompass your entire marketing department.
It's been six years since I wrote Content Strategy for the Web. Now, in 2015, the content strategy landscape is a much bigger, more complex place. How are companies keeping up with the crazy changes in content trends, technologies, and audience expectations? Here's what I'm seeing and how my own process has evolved.
How to Write a Content Marketing Plan Step-by-StepBuffer
A complete guide to building a comprehensive content strategy. Full post at http://blog.bufferapp.com/content-marketing-strategy (and a free template!)
As banks shrink their balance sheets, the restructuring and lending landscape is developing more like in the US market, with alternative lenders in Europe and asset based lenders playing a bigger role. Deloitte expects their influence to strengthen further in 2015, though some of the newer funds are yet to be tested on the success of their investment strategies.
Guest lecture presented to masters degree classes at Trinity College Dublin. This presentation provides an overview of the importance of financial services to an economy. It outlines the objectives of central banks and how they manage a financial crisis. Some of the risks related to global financial stability are considered, as are some of the implications of emerging technologies in finance. In addition the presentation emphasises the critical importance of consumer protection and of fostering a consumer centric culture. Finally the criticality of strong leadership and values within the industry are discussed, and the need for consumers and businesses to be financially astute and to be aware and careful of herd mentality.
The cognitive bank ibm launch deck 2016Charlie Chan
It's official, the traditions of the financial services business model are in stagnation…
Customer experience and engagement are not keeping pace with greater expectations of the rapidly evolving digital world
Sustainable profitability is a serious challenge for most of the global banking industry
Even more troubling is that operational efficiency is also in decline and attempts at tactical cost reduction are failing to achieve sustainable efficiencies
IBM's latest IBV study – the cognitive bank – categorises winners and losers by revenue growth and operating efficiency over the past three years. Data and managing it effectively is the primary source of sustainable competitive advantage
Winners have several traits in common:
firstly they are reorientating their business models, by establishing, expanding, and evolving their ecosystem of partners everywhere…transforming very deep and wide
Secondly, they are investing in fintechs, as partners in sustainable business models
Thirdly, becoming the cognitive bank, using the latest techniques in design thinking and agile
Outperforming banks are already on their journey towards becoming the cognitive bank. We are already partnering with them to plan the journey and charter the course
Scorpio Partnership Global Private Banking Benchmark report 2013Scorpio Partnership
The Scorpio Partnership Global Private Banking Benchmark 2013 is the leading assessment of the health and wealth of the world's wealth management sector worldwide. The report itself includes analysis of over 18,000 private banking key performance indicators from Scorpio Partnership’s unrivalled historical database. Among other findings, the 2013 Benchmark demonstrates that the wealth management industry reveals that net new money has reboudned across the industry, suggesting signs of a return of client confidence in global wealth managers.
For the third consecutive year, Lindorf conducts a survey for executives across Europa about how they believe leading indicators in the credit management services market will develop in the upcoming year.
This report provides an evidence-based overview of developments in capital markets globally leading up to the COVID-19 crisis. It then documents the impact of the crisis on the use of capital markets and the introduction of temporary corporate governance measures.
World Insurance Report 2014 from Capgemini and EfmaCapgemini
As digital interactions steadily increase, insurers now have the web, mobile, and social media as the quintessential business platforms for shaping and evolving customer experiences, and ultimately, their brand and profitability. The World Insurance Report 2014 from Capgemini and Efma assesses the digital capabilities of more than 250 insurers in 14 countries. It identifies where leading best practices exist and the tactical approaches that can turn a digital presence into a differentiating customer experience.
Featuring data from over 15,500 customers across North America, Europe and Asia-Pacific, Capgemini’s exclusive Customer Experience Index (CEI) exposes the increasing gap that exists between insurers who are seekers of providing positive customer experiences versus those that are delighting customers with a strong digital service offering. The difference between the two is having direct impact on firm profitability.
Addressing both life and non-life segments, the World Insurance Report 2014 covers 30 insurance markets and includes insights from 97 senior executive interviews.
Once a year Intrum Justitia conducts a comprehensive survey of payment habits in Europe. Called the European Payment Index (EPI), it is the largest survey of its kind.
Similar to Transforming investment banks social media infographic (20)
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
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.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
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EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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