EY Research Report
EY Research Report
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TABLE OF CONTENTS
1. INTRODUCTION
5. APPLICATION
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SERVICES
► Business Tax Services
► Transaction Tax
► Indirect Tax Tax
Services
► Human Capital
► International Tax Services
► Transaction Support
► Transaction Tax
► Lead Advisory
Transaction
Assurance ► Valuations & Business Modelling
Services Services Advisory
Services ► Restructuring
► Operational Transaction Services
► External AUDIT
► Financial Accounting Advisory Services(FAAS)
► Fraud Investigation & Dispute Services (FIDS)
► Climate Change and Sustainability Services
(CCaSS)
Advisory ► Actuarial Services
Services ► Business Risk Services
► Financial Services Risk Management
► Information Technology Risk and Assurance Services
► IT Advisory
► Performance Improvement
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2015 Global Corporate Development Study
► It is a multi-phase research initiative
► Targets:
1. Corporate Development Officer (CDO) or most senior person
within the organization with responsibility for M&A/transactions
► surveyed more than 300 CDOs, CSOs and other C-level executives
between June and October 2014.
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2015 Global Corporate Development Study – Continuation…
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2015 Global Corporate Development Study – Continuation…
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2015 Global Corporate Development Study – Continuation…
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1. STRATEGIC IMPERATIVE
Has your corporate development function kept up with change?
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Continuation…
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Continuation…
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Continuation…
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Convergence of M&A corporate strategy and
sharing of resources
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2. New demands
require new skills
Are you set for new challenges?
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Common skill sets
resident in the CDF:
strategic planning
and
Finance
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Two leading causes of deal failure
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Operational assessment, multicultural
competencies:
Operational assessment (business
plan, technology, supply chain,
human resources) is another area in
which corporate development is
becoming more deeply involved.
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Operational assessment, multicultural
competencies:
Another new skill is assessing
multicultural competencies. A global
playing field has brought new players
from all over the world into the deal
space, resulting in issues of cultural fit
and requiring M&A strategists to learn
different styles of deal making and
stakeholder management.
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Growing involvement in portfolio
management
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3. Greater rigor drives
reassessment of CDF
structures
What are the new ways to enable and
measure success?
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Among our respondents, those who are most satisfied with deals
are more likely than the others to frequently use a formalized process for asset portfolio review
(81% vs. 59%), continuous improvement (80% vs. 62%), operational separation (77% vs. 60%),
benchmarking (73% vs. 61%) and big data/analytics (64% vs. 45%).
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Page 26 Presentation title
Setting up the M & A Committee
This is particularly the case in EMEA, where 45% of our respondents have
a separate M&A committee (compared to 29% overall and just 18% in the
Americas)
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“The more structured process for linking up the transaction process
with strategy is mainly represented by the M&A council,”
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Can
“soft”measures
better assess
performance?
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The most common integration
metrics
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RECOMMENDATION
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RECOMMENDATION
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RECOMMENDATION
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RECOMMENDATION
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RECOMMENDATION
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RECOMMENDATION
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