Nowe Technologie Archive

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Zakupy ze smartfonem w ręku

Zakupy ze smartfonem w ręku – jedna trzecia klientów e-commerce używa narzędzi cyfrowych podczas tradycyjnych zakupów. Badanie Deloitte: ponad połowa konsumentów nie potrzebuje pomocy sprzedawcy

Raport „Koniec ery dwóch światów. Wpływ narzędzi cyfrowych na zakupy Polaków 2019” będzie jedną z inspiracji dyskusji panelowej nt. Handlu 4.0 w dniu 14 maja o godz. 15.30 podczas Europejskiego Kongresu Gospodarczego w Katowicach. Moderator: Michał Pieprzny, partner, Deloitte

Coraz częściej mówi się o wpływie technologii cyfrowych na preferencje zakupowe Polaków, zarówno w trakcie zakupów w sklepach stacjonarnych, jak i tych internetowych. Obecnie trudno postawić wyraźną granicę oddzielającą te dwa światy. Raport firmy doradczej Deloitte „Koniec ery dwóch światów. Wpływ narzędzi cyfrowych na zakupy Polaków 2019” udowadnia, że podczas blisko dwóch na trzy wizyty w sklepie klienci wykorzystują urządzenia elektroniczne. Jest to tzw. Wskaźnik Wpływu Cyfrowego, który w Polsce kształtuje się na poziomie 60 proc. Dla przedstawicieli pokolenia Z i milenialsów jest on średnio 1,8 razy wyższy niż dla osób starszych. Najczęściej po smartfon czy laptopa sięgamy, kupując elektronikę, najrzadziej wybierając się po zakupy spożywcze.

Technologie cyfrowe wywierają silny wpływ na preferencje zakupowe Polaków, w tym także na obecność klientów w sklepach stacjonarnych. Eksperci Deloitte zdefiniowali go jako Wskaźnik Wpływu Cyfrowego (ang. Digital Influence Factor). Pokazuje on nie tylko, w jaki sposób klienci kupują i podejmują decyzje będąc na zakupach, ale pozwala także na poznanie ich preferencji w zakresie poszukiwania informacji na temat produktów, źródeł inspiracji czy też oczekiwanego wsparcia ze strony sprzedawców. Sieciom detalicznym informacje te mogą pomóc w zdefiniowaniu odpowiedniego podejścia i podjęciu niezbędnych działań w celu zaspokojenia potrzeb klientów na wszystkich etapach ścieżki zakupowej.

Wykorzystywanie urządzeń elektronicznych służy klientom do znajdowania inspiracji, a w trakcie zakupów przekłada się na liczbę osób, które dokonują zakupu. Jest ona wyższa o 7 proc. w przypadku osób korzystających z technologii w porównaniu do osób niekorzystających z narzędzi cyfrowych ani przed, ani w trakcie zakupów – mówi Michał Pieprzny, Lider zespołu ds. sektora dóbr konsumenckich, Partner w dziale konsultingu Deloitte.

Wskaźnik Wpływu Cyfrowego pozwala określić odsetek wizyt klientów w sklepach stacjonarnych, pod wpływem użycia jakiegokolwiek urządzenia elektronicznego, tj. komputera stacjonarnego, laptopa, tabletu, smartfonu, wearables (tzw. urządzenia ubieralne), urządzenia do płatności elektronicznych w sklepie oraz sklepowego interaktywnego systemu informacji (np. tablice czy kioski informacyjne). Według analizy Deloitte wynosi on w Polsce 60 proc. Najwięcej klientów korzysta z technologii cyfrowych przed zakupami – prawie 3 na 4 klientów (74 proc.), blisko połowa (42 proc.) w trakcie, a po zaledwie co piąty klient (18 proc.). Co trzeci klient korzysta z urządzeń zarówno przed, jak i po zakupach (33 proc.).

Kobiety i mężczyźni na zakupach

Co ważne pomiędzy kobietami i mężczyznami nie ma znaczących różnic w tym zakresie. Poziom „zdigitalizowania” zakupów dla obydwu grup jest prawie równy i wynosi około 60 proc., przy czym jednak to mężczyźni nieznacznie częściej sięgają po urządzenia elektroniczne. – Nie jest zaskoczeniem, że Wskaźnik Wpływu Cyfrowego maleje wraz z wiekiem klientów, przy czym najwyższy wynik odnotowaliśmy w grupie wiekowej 18-24 lata. Jest to aż 71 proc. Dla wszystkich badanych osób do 44 roku życia wynosi on 60 proc. lub więcej – mówi Radosław Pidzik, Starszy menedżer w dziale konsultingu Deloitte. Dla porównania w grupie osób w wieku 45-54 lata spada on do 53 proc., a wśród 65-70-latków jest to już jedynie 38 proc.

Wraz z wielkością miejscowości rośnie odsetek wizyt klientów, na które wpłynęły technologie cyfrowe; wyjątek stanowią tu obszary wiejskie, gdzie wskaźnik ten jest nieznacznie wyższy niż dla mieszkańców miast poniżej 20 tys. mieszkańców. Co ciekawe klienci o najniższych dochodach osiągają wyższe wartości cyfryzacji zakupów niż osoby z dochodem od 2000 do 4000 zł.

W sieci szukamy informacji i porównujemy ceny

Odwiedzając jakie rodzaje sklepów, najczęściej sięgamy po urządzenia cyfrowe? Pod tym względem zdecydowanie wyróżnia się elektronika ze Wskaźnikiem Wpływu Cyfrowego na poziomie 68 proc. Tuż za nią plasują się zdrowie, meble, rozrywka i motoryzacja z wynikami około 62 proc. Na drugim biegunie znajdują się odzież i żywność (tu wskaźnik wyniósł zaledwie 50 proc.).

Na początku ścieżki zakupowej, czyli na etapie poszukiwania informacji i inspiracji, klienci, niezależnie od kategorii produktowej, cenią w urządzeniach elektronicznych możliwość szybkiego wyszukania informacji o produktach oraz porównanie ich cen (odpowiednio 25 i 26 proc. odpowiedzi). Źródłem informacji są dla nich najczęściej strony internetowe (48 proc. klientów). Jedna piąta badanych korzysta z wyszukiwarek internetowych. Poszukiwanie inspiracji odbywa się także za pośrednictwem mediów społecznościowych (8 proc. proc. klientów), z czego największą popularnością cieszą się Facebook i YouTube. W tym obszarze największą aktywność wykazują osoby młode (18-25 lat), wśród których przynajmniej jeden na czterech klientów skorzystał z mediów społecznościowych jeszcze przed zakupami.

Ze smartfonem w ręku wydajemy więcej

Co się dzieje w ich trakcie? Zdecydowana większość klientów (61 proc.) przyznaje, że wydaje więcej niż planowała, co – w zależności od kategorii zakupowej – wynika z zakupu dodatkowych produktów i akcesoriów (elektronika), skorzystania z promocji i rabatów, a tym samym włożenia dodatkowych produktów do koszyka (żywność) czy też z dbałości o jakość produktów (zdrowie oraz artykuły dla dzieci i niemowląt). Klienci korzystający z mediów społecznościowych wydają się bardziej świadomie podejmować decyzje oraz skuteczniej porównywać produkty i ceny, dzięki czemu w zdecydowanej większości kategorii produktów wydają mniej lub tyle samo, ile planowali. – Zdecydowana większość ankietowanych twierdzi, że dokonała zakupu świadomie, tj. wiedziała o produkcie, chciała go kupić i wiedziała, gdzie ma to zrobić. Mniej jest respondentów, którzy o produkcie usłyszeli pierwszy raz i skusili się na jego kupno dzięki reklamie. Co naturalne w szczególności bardzo mało podatni na impulsowe zakupy pod wpływem reklamy są klienci kupujący produkty z kategorii elektronika i motoryzacja – mówi Anna Bystrek, Menedżer w dziale konsultingu Deloitte.

Co ważne widoczne są tu dość wyraźne różnice w podejmowaniu decyzji przez kobiety i mężczyzn. Kobiety bardziej impulsywnie dokonują zakupów w kategorii odzież i meble, natomiast mężczyźni dokonują nieplanowanych zakupów kupując żywność czy produkty lub usługi związane z rozrywką.

Internet zastępuje sprzedawcę

Większość klientów (51 proc.) twierdzi, że w trakcie zakupów nie potrzebowała pomocy asystenta lub sprzedawcy. Jeśli pojawiało się takie zapotrzebowanie to głównie w trakcie zakupów z kategorii elektronika, meble czy motoryzacja, gdzie sprzedawcy są często traktowani jako eksperci w danej dziedzinie.

Na zakończenie ścieżki zakupowej warto przyjrzeć się temu jak klienci oceniają wsparcie urządzeń cyfrowych w całym procesie zakupowym. Blisko połowa respondentów (49 proc.) odpowiedziała, że dzięki użyciu urządzenia elektronicznego podczas zakupów łatwiej było im go dokonać, niewiele mniej osób odpowiedziało, że nie zauważyło różnicy, a prawie nikt nie odpowiedział, że było mu trudniej dokonać zakupu. – Nasze badanie ma unikalny charakter, ponieważ pokazuje, że dziś już nie mamy dwóch światów: zakupów cyfrowych i tradycyjnych. W mniejszym lub w większym stopniu się one przenikają, co jest niezwykle ważną informacją dla sprzedawców, którzy konkurują o konsumentów, dla których wykorzystywanie urządzeń cyfrowych na co dzień stało się chlebem powszednim. Jesteśmy również przekonani, że Wskaźnik Wpływu Cyfrowego w kolejnych latach będzie wzrastał – mówi Radosław Pidzik.

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The Most Innovative Companies 2019

This article is a chapter from the BCG report, The Most Innovative Companies 2019: The Rise of AI, Platforms, and Ecosystems.

Users of Google’s email software recently discovered that Gmail was offering to finish their sentences for them. This new Smart Compose feature relies on Google’s expertise in artificial intelligence (AI) and machine learning (ML), along with billions of training examples and the company’s cloud-based Tensor Processing technology, to intuit what Gmail users want to say—often faster than the users can complete their own thoughts.

In a world where computers can compose notes to your friends, it’s hardly surprising that the theme of BCG’s 13th annual global innovation survey and report is the rising importance of AI and of platforms that support innovation. This is not an out-of-the-blue development. Our last few reports have highlighted the crucial role of science and technology in innovation, the impact of digital technologies on both digital natives and more traditional industries, and strong innovators’ increasing use of various internal and external vehicles to uncover new ideas. This year’s survey shows that AI use is rapidly expanding and that many companies are relying more on platforms and their cousin, ecosystems, to support their innovations efforts.

[…]

Two New Forces

Most companies are at least exploring the use of AI, and strong innovators are seeing positive results. Nine out of ten respondents in our current survey say that their companies are investing in AI, and more than 30% expect AI to have the greatest impact of any innovation area on their industry over the next three to five years. (See Exhibit 2.) Four in ten self-described strong innovators report receiving more than 15% of their sales from AI-enabled products, compared with less than one in ten weak innovators. In a companion article, we take an in-depth look at the widening gap in where and how AI is affecting innovation. (See the companion article “AI Powers a New Innovation Machine.”)

Platforms and ecosystems serve multiple functions, including facilitating (and sometimes profiting from) the innovation of others, expanding reach and collaboration, and enabling new multiparty solutions and offerings. Again, strong innovators are more likely than weak ones to expect a significant impact within three to five years and to be actively targeting these areas. (See Exhibit 3.) Strong innovators also show other signs of being focused on external innovation. For example 75% report using incubators, 81% leverage academic partnerships, and 83% partner with other companies. Weak innovators lag consistently in all of these areas.

Platforms are technologies that provide a foundation for developing other business offerings. Numerous industrial goods companies, including Siemens (number 16) and Boeing (number 11), have built substantial platform businesses in predictive maintenance to complement their traditional engineering and manufacturing endeavors. Amazon, Microsoft, and IBM, among others, offer a range of software and services from their cloud platforms.

Ecosystems go a step further and leverage a range of partners that pull together the underlying technologies, applications, software platforms, and services needed to produce an integrated solution. (See “The Emerging Art of Ecosystem Management,” BCG article, January 2019.) The two main mobile operating systems—Google’s Android and Apple’s iOS—have grown into complex ecosystems of telcos, device manufacturers, service providers, and app developers, among others. Rapidly changing technologies and growing customer demand for a highly customized user experience further amplify the need for partnerships.

The opportunity to innovate entirely new revenue streams, business models, and sources of continuing advantage is particularly strong for B2B businesses, thanks to the masses of data that devices connected to the Internet of Things (IoT) generate. Data ecosystems will play a critical role in defining the future of competition in many B2B industries. (See “How IoT Data Ecosystems Will Transform B2B Competition,” BCG article, July 2018.)

Authors: Michael Ringel, Senior Partner & Managing Director, Boston; Florian Grassl, Partner & Managing Director, Munich; Ramón Baeza, Senior Partner & Managing Director, Madrid

More: www.bcg.com

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The future(s) of mobility: How cities can benefit

Autonomous vehicles, electric powertrains, vehicle sharing, and other advances are transforming urban mobility. Planning ahead can help cities capture the benefits of the shift, from cleaner air to easier journeys.

Trends influencing urban mobility

Fast-moving trends are influencing urban-mobility systems around the world. Some trends, like vehicle electrification and the development of autonomous-driving technology, relate directly to mobility. Other, broader trends will also have important implications. The decentralization of energy systems, for example, will make a difference as modes of transportation come to rely more and more on electricity as an energy source. The following trends are likely to have the biggest impact on the development of integrated mobility in cities.

Shared mobility. Ride-hailing services have grown rapidly over the past few years and now compete not only with traditional car-sharing and car-pooling providers but also with public transit and private vehicle ownership. Investments in ride-hailing companies have taken off, too, more than doubling to $11.3 billion in 2015 from $5.3 billion in 2014.

Autonomous driving. Advances in autonomous-driving technology promise to resolve road-safety concerns, reduce the cost of transportation, and expand access to mobility. Autonomous vehicles (AVs) should turn driving time into free time. AVs could also lead to higher overall vehicle mileage, as people take advantage of their convenience by making more trips or even sending AVs to run errands for them.

Vehicle electrification. Global electric-vehicle (EV) sales have risen quickly, from 50,000 in 2011 to nearly 450,000 in 2015. Purchase subsidies, falling battery costs, fuel-economy regulations, and product improvements have contributed to the increase. Bloomberg New Energy Finance estimates that battery costs will drop below $100 per kilowatt-hour in the next decade. If that happens, EVs should achieve cost competitiveness with conventional vehicles.2

Connectivity and the Internet of Things. The spread of IoT applications into vehicles and infrastructure will generate data with a variety of uses. For city dwellers, software systems can facilitate trip planning and guide AVs based on real-time conditions. Transit authorities could use the same data to analyze the movement of people and vehicles, identify bottlenecks, adjust services, and make long-term transit plans.

Public transit. Cities around the world are expanding and improving their public-transit networks. Adding autonomous features to transit vehicles may reduce operating costs, while new deployment models such as fleets of shared vehicles can make transit more flexible and accessible. Using data from IoT-enabled infrastructure can help planners to add capacity and improve reliability so that mass transit remains competitive with private vehicles and mobility services.

Infrastructure. The United Nations Population Division projects that the world’s urban population will increase by more than two-thirds by 2050.3 Such an influx of people could put more strain on city roads, bridges, and tunnels that are already struggling to keep up with increases in vehicle miles. But infrastructure upgrades that favor public or shared transit and bicycling could reinforce a shift away from car ownership.

Decentralization of energy systems. If the cost of renewable power generation continues to fall, then intermittent distributed generation will produce a notable share of the world’s electricity over the next 15 years. These trends could accelerate EV uptake by making electricity cheaper, cleaner, and more reliable. Residential solar and energy-storage systems let EV owners recharge their vehicles without buying electricity at retail rates. (In some places, it is already less expensive to power a vehicle with electricity than with liquid fuel.) These systems also reduce demand on urban power grids, which helps to lower electricity prices at peak times and to free more capacity for vehicle charging.

Regulation. As advanced mobility services and technologies have penetrated cities, public officials at the city, regional, and national levels have responded by establishing an array of new regulations. These regulations reflect local priorities and stakeholder influences, which have not always favored integrated mobility. National or state-level regulations, such as tax breaks and incentives for EVs, have given a boost to integrated mobility in many cities, but local regulations, such as traffic rules that reserve bus-only lanes on city streets, could be even more consequential. To capture the benefits of integrated mobility, governments may want to consider creating regulations that encourage consumer-friendly developments while also promoting larger public goals, such as clean air and reduced congestion.

Individually, these trends will have a profound influence. As they unfold in tandem, their effects could be reinforced and multiplied (Exhibit 1). For example, AVs would reduce the cost difference between private car ownership and ride hailing, leading to greater use of shared mobility services. This would affect public transit: research shows that the more people use shared transportation, the more likely they are to use public transit. The adoption of both private and shared AVs should also increase mobility consumption, which would favor the adoption of EVs, since they are more economical than conventional cars when vehicle utilization rates are high.

More: www.mckinsey.com

By Shannon Bouton, Eric Hannon, Stefan Knupfer, and Surya Ramkumar

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How Diverse Leadership Teams Boost Innovation

“Hire a chief innovation officer.” “Change the culture.” “Look outside your industry.” There’s no shortage of advice about how companies can become more innovative. The catch is that most of that advice is based on anecdotal evidence. But there’s one step companies can take that does have some data behind it.

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A recent BCG study suggests that increasing the diversity of leadership teams leads to more and better innovation and improved financial performance. In both developing and developed economies, companies with above-average diversity on their leadership teams report a greater payoff from innovation and higher EBIT margins. Even more persuasive, companies can start generating gains with relatively small changes in the makeup of their senior teams.

For company leaders, this is a clear path to creating a more innovative organization. People with different backgrounds and experiences often see the same problem in different ways and come up with different solutions, increasing the odds that one of those solutions will be a hit. In a fast-changing business environment, such responsiveness leaves companies better positioned to adapt. (See “Diversity at Work,” BCG article, July 2017.) This argument has always made intuitive sense, and now we have some convincing correlations to add to the case.

Diversity Gaining Momentum Worldwide

We surveyed employees at more than 1,700 companies in eight countries (Austria, Brazil, China, France, Germany, India, Switzerland, and the US) across a variety of industries and company sizes. (This was a followup study to one we reported on last year in The Mix That Matters: Innovation Through Diversity, BCG Focus, April 2017, and discussed in an accompanying TED talk.) We looked at perceptions of diversity at the management level across six dimensions—gender, age, nation of origin (meaning employees born in a country other than the one in which the company is headquartered), career path, industry background, and education (meaning employees’ focus of study in college or graduate school). To gauge a company’s level of innovation, we looked at the percentage of total revenue from new products and services launched over the past three years.

Broadly, 75% of respondents said that diversity is gaining momentum in their organizations. Employees at companies in emerging markets (China, Brazil, and India) reported greater progress over the past several years than companies in developed markets.  The biggest takeaway we found is a strong and statistically significant correlation between the diversity of management teams and overall innovation. Companies that reported above-average diversity on their management teams also reported innovation revenue that was 19 percentage points higher than that of companies with below-average leadership diversity—45% of total revenue versus just 26%

 

. (See Exhibit 1.) In other words, nearly half the revenue of companies with more diverse leadership comes from products and services launched in the past three years. In an increasingly dynamic business environment, that kind of turbocharged innovation means that these companies are better able to quickly adapt to changes in customer demand.  Not surprisingly, these organizations also reported better overall financial performance: EBIT margins that were 9 percentage points higher than those of companies with below-average diversity on their management teams.

More: www.bcg.com

Authors: Rocío Lorenzo, Partner & Managing Director, Munich; Nicole Voigt, Partner & Managing Director, Düsseldorf; Miki Tsusaka, Senior Partner & Managing Director, Chief Marketing Officer, Tokyo; Matt Krentz, Senior Partner & Managing Director, Chicago

 

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PwC Annual Shipping Industry Finance Update

The key trends and current challenges for the shipping industry and their impact to the shipping finance teams were presented during the “The PwC Annual Shipping Industry Finance Update” event organized by PwC Greece.

Key trends and hot topics in the shipping industry were presented by PwC Greece in the “The PwC Annual Shipping Industry Finance Update” event. More than 100 shipping finance professionals attended the event and were updated on key areas that PwC experts believe that shipping businesses should take into consideration when planning their strategies in the year ahead:

●Current developments with respect to the IMO 2020 regulation on low sulphur fuel, as well as the IMO strategy on the de-carbonization of the industry, the newEU regulations and the need for the shipping companies to monitor these and develop strategies to be compliant;

●PwC’s view on US GAAP and IFRS accounting considerations related to the decision by some companies to invest and install scrubbers;

●The importance of technology in shipping, the recent technological developments and how the shipping finance teams and their companies can benefit from technology solutions;

●PwC’s insights into the recent trends in shipping M&A activity and the key considerations for finance teams when going through a detailed due diligence process based on PwC’s experience in a number of recent shipping M&A transactions.

According to PwC experts, shipping environmental regulations will continue to be a key challenge in the next years, with more regulations coming on a local and regional level. According to Helena Athoussaki, Head of Maritime Sustainability, PwC Greece, the reduction of carbonemissions and the IMO 2020 regulation on low sulphur fuel dominate the agenda for shipping companies, unfortunately with many unknown parameters remaining on the table. Trying to assess the cost of compliance and select the best option to remain competitive, is not an easy exercise. Risk assessment can be done based on different scenarios and criteria, taking into consideration among others the operating profile of each vessel, the dynamics of the bunkering industry, while looking at the risk universe of the technical, operational, financial and commercial environments specific to each company. IMO GHG strategy constitutes another potential challenge, sending a clear signal to the industry participants that the ultimate goal is the de-carbonization of the industry. Companies should take measures and look into various zero-carbon technologies and fuels deployed, particularly when they finance or build new vessels since this will commit the companies for a long period of time and into the period when the new regulations for carbon emissions come into force. They will need to assess all options, implications and risks associated with design and implement a future proof strategy. To this end, shipping companies should put in place a specific action plan for the mid-term and reflect this within their business plans and strategies going forward. For those companies that have made the decision to install scrubbers, they will also need to face the task of assessing the accounting and reporting implications of this strategy. According to Santos Equitz, Managing Director, T&L Leader and Capital Markets, PwC Greece, this would involve the assessment of several potential accounting impacts, among others capitalization criteria for the scrubbers and their depreciable life, impact on future cash flows for impairment testing, the likely implications of different financing options used to fund them and possible impact on the company’s going concern assessment.

Moreover, as technology continues to disrupt the way we do business, shipping finance departments should not be left behind. Ioannis Potamitis, Director, Applications, PwC Greece, stated that Systems Integration, Budgeting and Reporting & Consolidation automation are the challenges that they have to deal with when it comes to systems and performance management. Specifically, lack of accuracy & completeness of information is the main weakness of non-integrated systems along with the lack of a common language among different departments. The installation of a reporting system by itself will not resolve the aforementioned issues if the information is not accurate, timely and complete when recorded. Thus, the implementation of an integrated system could be the first step towards change while the implementation of a budgeting system could be the base for a common language between the operations and the finance departments. During the preparation for such a system implementation, the finance department should ensure that specific processes are in place and that the data is available and accurate to be migrated in the new system.For facilitating shipping finance professionals, PwC has developed a shipping template based on latest technology, which covers the areas of Finance and Procurement. The template has already interfaces with other industry specific applications and it includes an integrated PwC solution for Document Management with enhanced workflows and approvals. Integration, process efficiency, timely monitoring of purchasing, inventory, cash position as well as debt and liabilities are some of the features from which finance departments can benefit. The next version of the template will also include applications for Vessel Performance Management and Plant Maintenance.Last but not least,M&A activity in the shipping industry has seen a notable increase in the past year and finance departments of shipping companies, should take note of this trend as they plan their growth strategies. PwC has been involved in a number of recent shipping M&A transactions and Ioannis Vovos, Director, Deals, shared his insights, the current trends and through the use of examples from these recent experiences in shipping M&A transactions, he highlighted some practical issues thatshipping companies need to look out for. For the medium term, and for as long as the global markets remain volatile, it will be difficult for shipping companies to tap into the US capital markets via anIPO. On the other hand, shipping M&A activity is expected to continue at least at the same pace as 2018, as financial investors of private companies will continue seeking to position themselves in more “liquid” and “marketable” listed shares or to exit investments as they are reaching the end of their investment horizon (usually between 5 and 7 years). In general, shipping M&A transactions are more complex than asset acquisitions, take longer to conclude (usually 4 – 6 months for the execution phase alone) and divert management’s and finance teams’ attention from day-to-day operations. Conducting thorough due diligence in share acquisitions or mergers is a valuable tool which aims to safeguard shareholder value, provide robust arguments during value negotiations and supports companies make better-informed decisions.

Ms. Santos Equitz, Managing Director, T&L Leader and Capital Markets, PwC Greece commented: “2018 was an active year in the shipping M&A market. Whether the deal was an opportunistic move to create a larger company that can access capital, merge complementary fleets or enter into a new market, there is no “one size-fits-all” to a successful deal structure. If you are contemplating a potential capital market transaction, PwC Greece can assist your finance executives and management team through the key stages of a M&A deal and the overall due diligence process.”

Mr. Socrates Leptos, Partner, Global Shipping & Ports Leader, PwC Greece commented “In a constantly evolving environment, shipping businesses have to take the right decisions on a broad range of important issues such as the creation of a sustainable business environment, the improvement of operational performance, compliance with new environmental regulations, improve internal and external reporting in a timely and transparent manner and embrace the latest technology to boost returns for all stakeholders. Through its extensive experience in servicing the shipping industry, PwC has had the benefit to develop practices, solutions and insights to assist companies deal with these challenges and facilitate their decision making and through events such as our Annual PwC Shipping Industry Finance Update, we have the opportunity to share some of these insights with the shipping community”.

About PwCAt PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 158 countries with more than 250,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com. © 2019 PwC Greece. All rights reserved.