Transaction Advisory Services

Managing Capital and Transactions in a Changing World

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.

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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.

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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.

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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.

×

 


  • 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

    EY - The Capital Agenda

    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.

  • Investing capital

    EY - The Capital Agenta

    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.

  • Raising capital

    EY - The Capital Agenta

    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.


Related content

EY -  All tied up India 2016

All tied up India 2016

The latest in a series of Working Capital (WC) management reports based on EY research, reviewing the WC performance of India’s largest companies.

EY -  Transactions Quarterly: July-September 2016

Transactions Quarterly: July-September 2016

M&A activity remained soft during the quarter – deal count was moderate while value went up. Investors will remain cautious in the short term.

EY - Transactions Quarterly: April-June 2016

Transactions Quarterly: April-June 2016

Macroeconomic indicators were encouraging in India versus global counterparts, but deal momentum may remain slow. We will need to adopt a wait-and-watch approach.

EY - Transactions 2016: PE and outbound to drive M&A

Transactions 2016: PE and outbound to drive M&A

M&A activity is set to pick up through 2016. Domestic activity will also likely strengthen, driven by more debt consolidation and restructuring deals.

EY - Capital Confidence Barometer

Capital Confidence Barometer: India highlights

Our 12th India Capital Confidence Barometer predicts steady growth across the Indian M&A landscape, aided by positive market fundamentals and government support.


Contact us

Amit Khandelwal 
National Director & Partner
Transaction Advisory Services
Tel: +91 120 671 7000

Contact a member of our team.

Media Contacts

Pooja Bhalla Mathur
Tel: +91 12 46 71 4628

Mansi Gupta
Tel: +012 44 43 2519

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