• Renewables emerging as key investment strategy

    Our Power transactions and trends Q4 2016 report highlights strong power and utilities deal activity, with investment in regulated networks and renewables leading the way.

  • Does selling your business add up?

    Tailoring your financial information to the needs of different buyers could help you increase deal value. Discover how.

  • 2017 Global Private Equity Survey

    PE firms have had to dedicate significant resources to non-investment-related tasks. But now, the raw materials are in place to deal with tomorrow’s challenges.

  • Reshaping biopharmaceutical business models

    New technologies, customers and competition are forcing – and enabling – biopharmaceutical companies to find novel ways to create and capture value. Discover more.

  • Power transactions and trends, Q3 2016

    Our third quarter report highlights the consistency of renewables and regulated assets continuing to attract potential investors. Read more here.

  • Embracing disruption to transform your business

    Both blockchain and big data analytics are revolutionizing industries. Our EY leaders discuss harnessing the power of these disruptors. Watch now.

  • Power transactions and trends, Q2 2016

    Q2 2016 saw renewables and network assets being top priority for utilities, with buyers seeking “safe bets” amidst ongoing sector volatility.

  • Dealing in a digital world

    Enabling a digital future requires smart capital strategy. Can companies build the capabilities required to succeed in today’s disruptive world — or should they buy?

  • Is it time to transact?

    Core M&A drives uptick, with a strong performance in the US$1b–US$10b value band. Read Asia-Pacific Capital Briefing for more insights.

Transaction Advisory Services

Managing capital and transactions

EY - Does seizing competitive advantage mean deals take center stage?

Does seizing competitive advantage mean deals take center stage?

Our 15th Global Capital Confidence Barometer shows mergers, acquisitions and alliances in the spotlight as companies seek innovation to redefine their strategy.

EY - Using divestments to capitalize on disruption

Using divestments to capitalize on disruption

Unprecedented geopolitical uncertainty and technological change are making portfolio and divestment strategy more vital than ever. Read about leading practices in our Global Divestment Study.

Need to make better and more-informed decisions about how to strategically manage capital and transactions in a changing world? Let us help.

The Capital Agenda puts your capital needs at the heart of our strategy and focuses on the issues that matter most to you:

EY - The Capital Agenda - Raising EY - The Capital Agenda - Investing
EY - The Capital Agenda - Preserving EY - The Capital Agenda - Optimizing

Raising capital

A company’s ability to raise capital quickly and effectively is integral to its growth potential and financial well-being. This is true in good times and in bad.

Whatever the motivation for raising capital, companies can access new funds more effectively if they have planned ahead. They should know how and where they could access capital, if they need it.

The focus should be:

  • Fundraising (equity and debt): IPO readiness, right issues, PE, private placement and capital markets
  • Optimizing funding structures
  • Asset divestment
  • Infrastructure projects
  • Cost- and tax-efficient structures

See how we can help.


Investing capital

Investors in your organization want to know why: why this transaction, why at this price and why now?

Complicating matters, differing stakeholders increasingly bring differing expectations of investments and returns.

The focus should be:

  • Acquisition and alliances
  • Delivery of synergies and effective integration
  • Planning and structuring transactions to optimize stakeholder return
  • Focused due diligence to mitigate risk and drive value
  • Asset valuations
  • Cost- and tax-efficient structures

See how we can help.


Preserving capital

Every business needs to continuously assess the potential impact of evolving market conditions on the performance of its operations and its capital base. Even in a recovering market, companies believing themselves in a stable position can find their situation can change.

The preservation of capital requires that companies continuously scour their strategies, markets and balance sheets to reassess strengths and weaknesses.

The focus should be:

  • Stress and distress — e.g., liquidity issues and turnaround plan
  • Customer and supplier analysis
  • Preserving tax assets and minimizing costs
  • Refinancing and restructuring debt, equity and other obligations
  • Dealing with stakeholder relationships and pressure
  • Dispute resolution

See how we can help.


Optimizing capital

Today’s economic climate is forcing businesses to candidly assess their financial fitness.

More than a mere review of operations, companies today must conduct objective assessments of the alignment of their business strategies.

The focus should be:

  • Optimizing asset portfolio
  • Delivery of synergies and effective integration
  • Improving working capital and releasing cash
  • Optimizing capital structure
  • Optimizing tax and corporate structure

See how we can help.



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    EY - Corporate development at an inflection point

    Corporate development at an inflection point

    Can corporate development drive strategy and deliver growth? Find out in our 2015 Global Corporate Development Study.