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BCG幻灯片撰写模板仅供内部使用1A4SampleSlides.ppt幻灯片的四种类型文字图形表格示意图2A4SampleSlides.ppt文字类模板3A4SampleSlides.pptWerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunityAttractive,highgrowthmarketModeratelysizedmarket,butgrowingfast•$5Binrevenuein2006•25%growthprojectedthrough2010Fragmentedmarketthatisripeforconsolidation•Top-15playersonlyaccountfor20%ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfuture•Existingplayershavelimitedmarketingcapabilities•Currently,noclearmarketleaderNeedtodetermineentrystrategyPrioritizeportfolioofgrowthopportunities•Compareoptionstoothergrowthareas•EvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategy—organicversusacquisition•Canleverageexistingcapabilities•WellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligence•Evaluateinvestmentrequirementsandoptimalstructuring•ExploresynergieswithcurrentbusinessSpeediscriticalinthisfastmovingmarketsegment4A4SampleSlides.pptCompanyconsistedofmultiplebusinessunitsinsuchdiversefieldsasautomotivesupply,engineeringandspecialtychemicalsCapitalmarketshadplacedaconglomeratediscountonthecompanythathadalsoaccumulatedasignificantamountofdebtthroughacquisitionsEnormouspressurefromanalysts,investorsandsupervisoryboardmemberstooverhaultheoverallstrategyandstructureAim:reductionofvalue-reducingfactorsandsignificantimprovementofcapitalstructureBasedonouranalysis,thecompanydecidedtodivestthehighlyprofitablespecialtychemicalsdivision•Highexpectedexitvaluegivenstrongcash-flowsfrombusinesses•Limitedorganicgrowthopportunities•LimitedinherentportfoliologicofdifferentbusinessesNewcoreallowsforreleaseofsignificantvaluepotential(sharepriceimprovementoverthecourseoftheprojectof50%)•Abolishmentofcurrentholdingstructure•Reductionofnetdebttoalmostzero•Significantgrowthpotential(organicandbyM&A)Portfolioreviewat€5BindustrialconglomerateresultinginsplitofcompanyContextandchallengesResultsandimpactWhytheclientchooseBCGBCGhadperformedanotherportfolioanalysisfortheclienttwoyearsearlierthatwashighlyacclaimedbythethenCEOforitsrigorosity,clarity,andindependenceInthiscrucialmomentofchange,thenewCEOreliedon•Ourprovenmethodology•Ourabilitytointegratedifferentindustryexpertsinourteam•Ourknowledgeofthecompany,and•OurabilitytoseamlesslycooperatewithaninvestmentbankhiredtosupporttheupcomingexitofoneofthemaindivisionsBCGapproach:whatwedidRigorous,fact-basedportfolioanalysisbasedonBCG'sproventraffic-lightportfolioapproach•Analysisofstrategicqualityofportfolio:marketattractivenessandcompetitivepositionofBUs•Analysisofgrowthandvalue-creationopportunitiesbyBUDevelopmentofpotentialfutureportfoliosofthecompanybasedondifferentoptionsforthecore—includingequitystoriesandM&AbuyinglistsforeachoptionEvaluationofportfoliooptionsbasedonwidesetofcriteria,includingstrategic,financialandcapital-marketrelatedaspects5A4SampleSlides.pptProjectexamplesincorporatestrategySource:BCGcasedatabase2005Date20052005200520052004200420042004Region/countEuropeAsiaAmericasEuropeEuropeAmericasAsiaAmericTopicStrategyPortfolioPortfolio/GrowthGrowthGrowthTransformationTransformationPortfolioProjectdescriptionDefinedaglobalstrategyfortheicecreambusinessofamajorglobalconsumergoodscompanyConductedanportfoliodiversificationprojectforamajorinternationalairlineDevelopedaportfolioandgrowthstrategyforaconglomerateinbeverageandsnack-foodmanufacturingDevelopedgrowthstrategyforsubsidiaryofamajorEuropeanairlineGlobalgrowthstrategyforthewirelessinternetservicesofamajormobiletelecommunicationcompanyDevelopedtransformationgrowthandfinancialstrategyTransformationstrategyforanautomotiveplayerinIndiaPortfolioshareholdervaluestrategyforaglobaloilcorporation6A4SampleSlides.pptScreenedopportunitiesacrossfourdimensionsDemandcharacteristicsSegmentcharacteristicsContenders'assetsandcapabilitiesClient'sassetsandcapabilitiesWhatarecustomerneeds,howdotheyvarywithinsegment?Howmanypotentialcustomers,howmuchvalueiscreated?Whatarethesourcesofadvantageinsegment?Issegmentfragmentedtodaybutlikelytoconsolidate?Whichcontendershaveleveragableassets?Howwelldoassetsmatchsourcesofadvantageinsegment?Whataretheleveragableassets?Howwelldoassetsmatchsourcesofadvantageinsegment?•Genericattractiveness•Keysourcesofadvantage•Clientspecifichurdles•Probabilityofsuccess•Potentialplays•Size,growthofsub-segments•Specificcompetitivechallenges1234Whataretheopportunities?Whatwilldrivethewinner?7A4SampleSlides.ppt图形类模板8A4SampleSlides.pptOpportunitiesexistinrapidlygrowingmotorcyclemarketRapidgrowthintotalregisteredmotorcyclesandpenetration……androomforfurtherpenetrationcomparedtomoredevelopedmarkets1.Motorcycleregistrationdividedbycountrypopulation2.NumberofmotorcyclesinuseSource:MotorcycleregistrationinCountryAcompiledbyHonda;EIUBikesper100paxinselectedSEAsiacountries(2005)214.512.810.99.58.05.47%10%12%13%16%17%04812162000200120022003200420050102030Registeredmotorcycles(Mvehicles)Motorcyclepene-trationrate1(%)CAGR22%282317830102030MalaysiaThailandVi