BCG制作PPT模板

SampleSlidesintheNewFormatSeptember20071A4SampleSlides.pptAddingyourslidetothiscollectionSendyourslideviae-mailtooneofthefollowingaddresses•[e-mail]•[e-mail]•[e-mail]!2A4SampleSlides.pptFivetypesofslidesTextandcolumnsGraphsTablesDiagramsMapsandtimelines3A4SampleSlides.pptTextandcolumns4A4SampleSlides.pptWerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunityAttractive,highgrowthmarketModeratelysizedmarket,butgrowingfast•$5Binrevenuein2006•25%growthprojectedthrough2010Fragmentedmarketthatisripeforconsolidation•Top-15playersonlyaccountfor20%ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfuture•Existingplayershavelimitedmarketingcapabilities•Currently,noclearmarketleaderNeedtodetermineentrystrategyPrioritizeportfolioofgrowthopportunities•Compareoptionstoothergrowthareas•EvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategy—organicversusacquisition•Canleverageexistingcapabilities•WellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligence•Evaluateinvestmentrequirementsandoptimalstructuring•ExploresynergieswithcurrentbusinessSpeediscriticalinthisfastmovingmarketsegment5A4SampleSlides.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-marketrelatedaspects6A4SampleSlides.pptProjectexamplesincorporatestrategySource:BCGcasedatabase2005Date20052005200520052004200420042004Region/countEuropeAsiaAmericasEuropeEuropeAmericasAsiaAmericTopicStrategyPortfolioPortfolio/GrowthGrowthGrowthTransformationTransformationPortfolioProjectdescriptionDefinedaglobalstrategyfortheicecreambusinessofamajorglobalconsumergoodscompanyConductedanportfoliodiversificationprojectforamajorinternationalairlineDevelopedaportfolioandgrowthstrategyforaconglomerateinbeverageandsnack-foodmanufacturingDevelopedgrowthstrategyforsubsidiaryofamajorEuropeanairlineGlobalgrowthstrategyforthewirelessinternetservicesofamajormobiletelecommunicationcompanyDevelopedtransformationgrowthandfinancialstrategyTransformationstrategyforanautomotiveplayerinIndiaPortfolioshareholdervaluestrategyforaglobaloilcorporation7A4SampleSlides.pptIncreaseddemandhasstressedArtemisininsupplychainExpandedcultivationbutissuespersistIncreaseddemandledtoexpansion•Acreagemorethandoubledoverpastyears•ExpandingfromChinaandVietnamtoothercontinents,includingAfricaDespiteexpansion,stillsupply-demandmismatch•Difficulttoobtainreliabledemandforecasts•ManufacturingcapacityneedstobecommittedearlyduetolongproductioncycleSupply-demandmismatchhashadnegativeconsequences•PricehikesforArtemisininanditsderivatives,limitingaccesstoACTs•PricesofACTs(co-blisterorfixeddosecombination)wellabovemonotherapiesHighpricesprovideincentiveforcounterfeitingStudyfoundaverageof38%ofartesunateboughtinSEAsiashopsdidnotcontainactivedrugCounterfeitersgettingincreasinglysophisticated,e.g.,hologramsVietnam64%Myanmar40%Laos38%Cambodia25%Thailand11%GenuineCounterfeitSource:WHOfactsheetoncounterfeitmedicines,May2005;“FakeartesunateinsoutheastAsia”,TheLancet,June16,20018A4SampleSlides.pptDifferentorganizationalmodelsmaybeappropriatefordifferentretailersMerchantasmuscleMer