Press release

27 Jul 2020 London, GB

Early-mover advantage in strategic investments may hold the key to post-crisis recovery

Press contact
Konstantinos Makrygiannis

EY Global Consulting and Strategy and Transactions Media Relations and Social Media Associate Director

Media relations and social media professional. Can talk about planes, traveling and politics for hours on end. Aspiring jockey.

  • Companies that pursued transactions early after the Global Financial Crisis saw a 25% increase in total shareholder returns 
  • Industry drivers will lead to a shift up in gear for M&A as companies adapt to the new market reality
  • EY announces the launch of Strategy and Transactions, a service line with expanded strategy consulting capabilities

The global transactions landscape has come to an abrupt standstill due to the COVID-19 pandemic, as companies preserve cash and grapple with the immediate impact of the crisis. EY research, however, reveals that companies that make bold decisions on their transaction and strategic investment plans early on after a crisis are the ones that benefit the most in the long-term.

Reviewing transactions in the immediate period (2008-2010) after the Global Financial Crisis (GFC), EY research found that companies that were early movers and made bold choices on portfolio-transforming transactions saw a 25% increase in total shareholder return (TSR) over the following decade, compared to those that didn’t.

Businesses that made acquisitions saw 26% higher returns for shareholders. Those companies that proactively reshaped their portfolios by taking the harder, but more decisive, step to divest assets also reaped rewards achieving 24% higher returns over the same period.

In further evidence that companies that invested their capital following the GFC gained in competitive advantage, the research found that they saw two- or three-times higher returns over those that took a cautious approach.

Andrea Guerzoni, EY Global Vice Chair – Strategy and Transactions, says:

“In any storm the natural reaction is to batten down the hatches and wait it out. But evidence suggests sitting tight and doing nothing in the eye of this downturn is not an option. As lessons from the post-financial crisis period show, the transactions’ landscape often enables companies to make high-quality acquisitions that can fuel faster growth in a recovering market. At the same time, organic growth through strategic investment is equally crucial. The tech industry, for example, reaped the benefits of increased R&D in that early recovery period post the GFC. Many of those investments fueled later moves by technology companies into sectors such as retail and entertainment.”

Industry drivers behind pick up in M&A

With M&A activity across all sectors affected by the COVID-19 pandemic, the drivers that are likely to lead to a shift up in gear for deals vary considerably by industry, according to EY analysis.

In the healthcare sector, M&A activity is likely to be boosted by large companies buying innovative players in the cell and gene therapy space, as scientific advances continue to showcase the promise of these personalized therapies. A surge in joint ventures and alliances is also on the cards for the sector, as companies look to build the large-scale manufacturing and supply chain expertise required to scale-up delivery.

The media and telecoms sectors look set to overcome challenges caused by the shutdown and capitalize on the continued shift in consumer preferences for digital entertainment media. Whereas, in the technology sector, established players who are looking to augment their capabilities, especially in cloud and customer engagement, will expand their market share and increase their top line by capitalizing on the attractive pricing of innovative start-ups.

In retail and industrials, combinations aimed at shoring up balance sheets and companies’ ability to generate higher levels of cash flow and boost cash reserves will help spur up activity. At the same time, transactions in the automotive sector will be driven by existing market trends, such as the shift to fully electric vehicles.

Guerzoni says: “As the world economy recovers, transactions and capital investment will emerge as a critical tool for companies to reframe their future. The need to transform to secure growth in the new business normal will see M&A and investment plans return and executives looking for ways to reimagine, reshape and reinvent their business to create long-term value.”

Launch of EY Strategy and Transactions

The research comes from EY Strategy and Transactions, a redefined EY service line that will house expanded strategy consulting practices, bringing together capabilities from EY-Parthenon teams and the advisory and transactions businesses. Operating under the EY-Parthenon brand, the combined revenues of EY Strategy and Transactions practices will be equivalent to the fifth largest strategy consulting provider in the world by revenue.

EY Strategy and Transactions services are focused on helping clients develop and convert their strategic vision into concrete plans that teams across the EY organization can help them execute. The combination of leading-edge data and technology solutions, coupled with strategic insights by EY teams will support EY Strategy and Transactions clients to navigate complexity by helping them reimage their eco-systems, reshape their portfolios and reinvent themselves for a better future.

During the COVID-19 crisis, EY Strategy and Transactions teams facilitated a range of projects leveraging strategic competencies and deep sector insights to support, among others, governments, airlines, hospitals, and financial institutions.

Guerzoni concludes: “I am incredibly proud to be leading EY people and these expanded, leading-class services. EY clients now more than ever need trusted, advisors that can offer recommendations underpinned by leading edge technology to develop and support the execution of their strategies.”


Notes to editors

About EY

EY is a global leader in assurance, tax, strategy, transaction and consulting services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via For more information about our organization, please visit

This news release has been issued by EYGM Limited, a member of the global EY organization that also does not provide any services to clients.