BCG制作PPT模板(绝对精美)课件.ppt

SampleSlidesintheNewFormat September2007 Addingyourslidetothiscollection Sendyourslideviae mailtooneofthefollowingaddressespropper barbara kossmann ines laubach friedemann Thankyou Fivetypesofslides TextandcolumnsGraphsTablesDiagramsMapsandtimelines Textandcolumns WerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunity Attractive highgrowthmarket Moderatelysizedmarket butgrowingfast 5Binrevenuein200625 growthprojectedthrough2010FragmentedmarketthatisripeforconsolidationTop 15playersonlyaccountfor20 ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfutureExistingplayershavelimitedmarketingcapabilitiesCurrently noclearmarketleader Needtodetermineentrystrategy PrioritizeportfolioofgrowthopportunitiesCompareoptionstoothergrowthareasEvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategy organicversusacquisitionCanleverageexistingcapabilitiesWellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligenceEvaluateinvestmentrequirementsandoptimalstructuringExploresynergieswithcurrentbusiness Speediscriticalinthisfastmovingmarketsegment Companyconsistedofmultiplebusinessunitsinsuchdiversefieldsasautomotivesupply engineeringandspecialtychemicalsCapitalmarketshadplacedaconglomeratediscountonthecompanythathadalsoaccumulatedasignificantamountofdebtthroughacquisitionsEnormouspressurefromanalysts investorsandsupervisoryboardmemberstooverhaultheoverallstrategyandstructureAim reductionofvalue reducingfactorsandsignificantimprovementofcapitalstructure Basedonouranalysis thecompanydecidedtodivestthehighlyprofitablespecialtychemicalsdivisionHighexpectedexitvaluegivenstrongcash flowsfrombusinessesLimitedorganicgrowthopportunitiesLimitedinherentportfoliologicofdifferentbusinessesNewcoreallowsforreleaseofsignificantvaluepotential sharepriceimprovementoverthecourseoftheprojectof50 AbolishmentofcurrentholdingstructureReductionofnetdebttoalmostzeroSignificantgrowthpotential organicandbyM A Portfolioreviewat 5Bindustrialconglomerateresultinginsplitofcompany Contextandchallenges Resultsandimpact WhytheclientchooseBCG BCGhadperformedanotherportfolioanalysisfortheclienttwoyearsearlierthatwashighlyacclaimedbythethenCEOforitsrigorosity clarity andindependenceInthiscrucialmomentofchange thenewCEOreliedonOurprovenmethodologyOurabilitytointegratedifferentindustryexpertsinourteamOurknowledgeofthecompany andOurabilitytoseamlesslycooperatewithaninvestmentbankhiredtosupporttheupcomingexitofoneofthemaindivisions BCGapproach whatwedid Rigorous fact basedportfolioanalysisbasedonBCG sproventraffic lightportfolioapproachAnalysisofstrategicqualityofportfolio marketattractivenessandcompetitivepositionofBUsAnalysisofgrowthandvalue creationopportunitiesbyBUDevelopmentofpotentialfutureportfoliosofthecompanybasedondifferentoptionsforthecore includingequitystoriesandM AbuyinglistsforeachoptionEvaluationofportfoliooptionsbasedonwidesetofcriteria includingstrategic financialandcapital marketrelatedaspects Projectexamplesincorporatestrategy Source BCGcasedatabase2005 Date 20052005200520052004200420042004 Region count EuropeAsiaAmericasEuropeEuropeAmericasAsiaAmeric Topic StrategyPortfolioPortfolio GrowthGrowthGrowthTransformationTransformationPortfolio Projectdescription DefinedaglobalstrategyfortheicecreambusinessofamajorglobalconsumergoodscompanyConductedanportfoliodiversificationprojectforamajorinternationalairlineDevelopedaportfolioandgrowthstrategyforaconglomerateinbeverageandsnack foodmanufacturingDevelopedgrowthstrategyforsubsidiaryofamajorEuropeanairlineGlobalgrowthstrategyforthewirelessinternetservicesofamajormobiletelecommunicationcompanyDevelopedtransformationgrowthandfinancialstrategyTransformationstrategyforanautomotiveplayerinIndiaPortfolioshareholdervaluestrategyforaglobaloilcorporation IncreaseddemandhasstressedArtemisininsupplychain Expandedcultivationbutissuespersist IncreaseddemandledtoexpansionAcreagemorethandoubledoverpastyearsExpandingfromChinaandVietnamtoothercontinents includingAfricaDespiteexpansion stillsupply demandmismatchDifficulttoobtainreliabledemandforecastsManufacturingcapacityneedstobecommittedearlyduetolongproductioncycleSupply demandmismatchhashadnegativeconsequencesPricehikesforArtemisininanditsderivatives limitingaccesstoACTsPricesofACTs co blisterorfixeddosecombination wellabovemonotherapies Highpricesprovideincentiveforcounterfeiting Studyfoundaverageof38 ofartesunateboughtinSEAsiashopsdidnotcontainactivedrugCounterfeitersgettingincreasinglysophisticated e g holograms Source WHOfactsheetoncounterfeitmedicines May2005 FakeartesunateinsoutheastAsia TheLancet June16 2001 Differentorganizationalmodelsmaybeappropriatefordifferentretailers Merchantasmuscle Merchantactsassupplychain quarterback HighdecisionauthorityacrosschainHighP LaccountabilityMerchantandinventorymanagerdomostsupplychainactivities MerchantasGM MerchantaccountablefordeliveringnumbersandcoordinatingacrosssupplychainSeenas mini GM FunctionalspecialtiesmakedecisionsinrespectiveareasLooktomerchanttomaketradeoffsandsetpriorities Coordinatedspecialists Co locatedcross functionalteammanagedbyrigidtimelineandwell definedmeetingsHighlyspecializedfunctionalactivitiesanddeepareasofexpertiseNoclearfunctional leader rigorousprocessorchestratessupplychain Functionalassemblyline HighlyautonomousfunctionsworkindependentlyFocused definedresponsibilitiesHandoffsmadealongveryregimentedprocesswithclearaccounta bilitiesNorealmerchantrole Additionalrequirementstosellthroughcataloguesellershavetobemet Requirementsofcataloguesellers Deliveryontime Excellentpackaging Providecatalogue readysalesmaterial Deliverlargerquantities several100 s Price Deliverinternationally Importancetocataloguesellers Catalogueresellercannotaffordto sayno Catalogueresellercannotaffordmistakes costlyandmaylosethecustomer Requiresdifferentkindofsalesmaterial Cataloguesoftenhaveawidecirculation Mustbecompetitive Toserviceinternationalcatalogueresellers Importancetosellers Isclientcapableofmeetingtheserequirements Source Interviewswithcataloguesellers Graphs Wewinwhereweinvest RevenuegrowthdrivenbyKorea Taiwan HK andSingapore Thiscorrespondswithourinvestment WehaveinvestedinKorea Taiwan HK andSingaporeAllocated 80 ofadditionalBMEandSG AspendReached 1marketpositionContributedover100 ofourrevenuegrowthWebelievethatwehaveacompetitiveadvantagethatisextendableSG AinvestmentisakeydriverofresultsCrucialtoputinplaceastrongteamOurcompanyhaswindowofopportunitytobuildasustainablemarketleadershipposition 97 2003 141 2005 KoreaTaiwanHongKongSingapore RestofAP Revenue B 7 2 48 4 2020年 电力 道路运输 化工 钢铁 水泥 煤炭开发 其他 317 2 0 1 4 1 5 1 7 1 7 1 5 1 8 11 6 2008年 5 0 2 8 3 0 6 8 3 4 3 0 3 6 24 2 2010年 10 0 3 4 6 0 6 8 6 0 5 6 109 Healthcarespendingincreaseswitheconomicgrowth 1 Argentina Australia Belgium Brazil Canada Chile China Colombia Denmark Finland France Germany Greece HongKong India Indonesia Ireland Italy Japan Malaysia Mexico Netherlands NewZealand Norway Philippines Portugal Singapore SouthAfrica SouthKorea Spain Sweden Switzerland Taiwan Thailand Turkey UnitedKingdom UnitedStatesSource EIU BCGanalysis Indonesia Australia Canada Denmark Finland Greece HongKong Ireland Italy Japan Malaysia Mexico Netherlands Norway Portugal Singapore SouthKorea Spain Sweden Switzerland Taiwan Argentina Brazil Chile China Colombia SouthAfrica Thailand Belgium France Germany UnitedKingdom Turkey UnitedStates NewZealand GDPpercapita Expenditurepercapita K Totalexpenditureonhealthvs GDP comparisonacrosscountries1 2003 7 2 48 4 2020年 电力 道路运输 化工 钢铁 水泥 煤炭开发 其他 317 2 0 1 4 1 5 1 7 1 7 1 5 1 8 11 6 2008年 5 0 2 8 3 0 6 8 3 4 3 0 3 6 24 2 2010年 10 0 3 4 6 0 6 8 6 0 5 6 109 Modelpredicts 35MupfrontpaymentforcompoundX Note RegressionomitsCephalon AlkermesdealSource BCGdealdatabase BCGanalysis Projectedpeaksales M Biotechlicensingpayments Correlationbetweenupfrontpaymentsandpeaksales Upfrontpayment M Licensingdeals CompoundX 500Mpeaksales 35Mupfront R2 0 76 Upfrontpayment 12 1 PeakSales 4 2M RegressionEquation Earlyphasesofdevelopmentaregettinglonger Phase1 median Phase2 median Phase3 median Note Datafortop20Pharmaonly PhasedurationisdefinedastimefromstartingonephasetothebeginningthenextphaseSource PharmaprojectsRBCGanalysis 18 4months 01 06median 14 2months 94 00median 30 23 3months 94 00median 29 9months 01 06median 28 36 5months 94 00median 38 9months 01 06median Yearofendofphase 9 Duration Months Duration Months Duration Months PhaseIItrialsaregettingbigger Meanpatientenrollmentincreasingfasterthanmedian GrowingnumberoflargePhaseIIstudies Note Datafromtop20pharmacompaniesandtop10biotechsSource www clinicaltrials gov BCGanalysis Mean Median Expectedpatientenrollment 2000 2001 2002 2003 2004 2005 2006 NumberofPhaseIItrialswith 500patients Emergingmarkets apotentialsourceofinexpensivelabor Source Deskresearch BCGanalysis Growthofindustrialproductionin 2001 05 Manufacturingcompensation2002 hour IndustrialGDP 500B China Russia India Thailand Malaysia Italy UK France Canada Germany US Japan Taiwan Korea Spain Indonesia Lowcost fastgrowthindustrialGDP 1 1trillion Mediumcost solidgrowthindustrialGDP 0 5trillion Highcost lowgrowthcurrentindustrialGDP 6 2trillion Lowcostlabormarketsareshowingrapidindustrialgrowth Comparableproducttypicallyspend 70Mpre launchTop downestimate Pre launchspend M 70M Adjustedpre launchspend central US forprimarycareproductwith 1BpeaksalesNewMoANewTA 2M 7M 29M 32M Average 1 2B launch competitivewithVioxx significantinvestmentinun brandedpromotionpre launchtoestablishnewMoANote Comparabledefinedas 1Bpeaksales innewTAforcompanywithnewMoASource BCGbenchmarkstudy 2002 bestpractice LLPbenchmarkreport 2004 CuttingEdgeInformation Inc benchmarkingreport 2003 BCGanalysis Forcomparison Celebrexestimatedtohaveincurred 160M1pre launchspend Agriculturalinputonlysmallpartoffoodvaluechain svalue added B Agriculturalinput Gene modifiedseed Agchem Farming Primaryprocessing Foodingredients Secondaryproc manufact Retaildis tribution Source DeutscheBancAlex Brownresearch1999 FAOstatisticaldatabase1997 CRBcommodityyearbook1997 BCGestimate Globalsalesandvalueaddedofkeystepsinfoodandagro2015 Noclearchampioncanyetbeidentifiedacrosssegments 1 UOBRhasmadeamovetomergewithBOASource DB Tiscoestimates companydata BCGanalysis Corporateloans SMEloans Consumerloans Consumer focus SME focus Corporate focus Banksincreasinglyfocusedbutnonecanbeconsideredoverallorsegmentchampion Loanportfoliobybankin2004 Opportunitiesexistinrapidlygrowingmotorcyclemarket Rapidgrowthintotalregisteredmotorcyclesandpenetration androomforfurtherpenetrationcomparedtomoredevelopedmarkets 1 Motorcycleregistrationdividedbycountrypopulation2 NumberofmotorcyclesinuseSource MotorcycleregistrationinCountryAcompiledbyHonda EIU Bikesper100paxinselectedSEAsiacountries 2005 2 Registeredmotorcycles Mvehicles Motorcyclepene trationrate1 CAGR22 InnovativeproductionwillincreaseuptakeofArtemisininbasedmalariatherapy Innovativeproductionwilllowercostofmosttherapytounder 1 00 LeadingtouptakeindemandforACTtherapyformalariainpublicsector Note Productmixpreliminary worldwidedemandview Assumesblisterpackagingunlessnoted 10 overheadallocationbasedonexfactorycosts AssumesbiosyntheticArtemisininlaunchedin2009atcostof 100 kgandhigh yieldplantslaunchin2010atacostof 100 kg ScenarioassumesbiosyntheticArtemisininavailabletoallACTmanufacturersSource BCGanalysis Treatments thousands Totalcostpertreatment 1 70 0 45 0 51 0 79 0 85 0 94 1 04 1 09 1 13 1 19 1 46 Non MMVACT Euartekin Coartem CQ SP Q Other CQ PQ Oz DB289 AQ13 Newcost 0 0 0 5 1 0 1 5 2 0 2 5 Overheadallocation Fill finish Combination Artemisinin Savingsduetobiosynthetic Widevariabilityinshareholderreturns 1 SBCGanalysis Relativestockpricesofpackagedfoodcompanies Indexed 1 PE2 ttm TSR3 00 04 Hershey Wrigley Kellogg Gen Mills Heinz Kraft SaraLee Campbell 26 8 29 0 19 2 14 6 17 3 20 1 20 4 18 1 20 9 12 6 11 2 9 7 5 3 n a 5 0 2 3 Nestle 18 0 9 5 Index1 17 0 8 9 Clearwinners NextTier Whatarethekeydifferentiatorsofperformance Toolillustration2 ready willing ableaudit 18Appropriateresourcestoimplementthemerger 1Mergerrationaleisunderstood 2Needforstrategicalignmentishigh 3Theobjectivesandthreatsareclear 4Competitorswilloutperformusotherwise 5Needtomergeandalignorganizationsishigh 6Mergerwillhelptoincreaseefficiencyandeffectiveness 7NewCoorganizationandstrategicobjectivesareclear 8Sharedviewonurgencytorealizeintegration 11Wewillbuildacommonculture 12Nosacredcows 13Difficultiesandconstraintsareclearlyaddressed 14Fullandactivesupportfrommgmt 15Feelprojectsarewellstructured 19Managementhasskillsneeded 20Rightorganizationculturetosucceed 21Everybodyknowshowhecanimprove 22Sufficientmeasu rementsystems 23Rightsupportservicestofacilitatemerger 24AppropriatelongTerm shorttermactions 25Quickandgooddecisionmaking AtprojectlaunchAtredesignlaunchAtimplementationkickoff 1Stronglydisagree2Disagreesomewhat3Uncertain4Agreesomewhat5Stronglyagree 16Organizationisopenandwillingtochange 9Willingtoredefinemyownrole 10Willingtomakesignificantcommitment Able Ready Willing 17RightHRsystemsandcompetencies CustomerperspectivecomparedtorelativeperformanceExampleofcustomerscorecard Scores NotimportantWorst HighlyimportantVerygood NeutralMedium Customerimportance Performance 1 2 3 4 5 ReliabilityQualityTechnicalknow howKnowledgesalesEntrepreneurialculturePriceAftersalesserviceProductinnovationConsultingLeadtimesSampletimeImageRegionalpresenceProgramwidthOffertimeProgramdepthBrandrecognitionMarketingRegionalproduction Criteria Performance Importancetocustomer WithlowervariabilitycycletimecanbedecreasedLongleadtimescausedbywell paddedsupplychain Source Interviews BCGanalysis Pack Audit Weeks Rawmaterials Cutandsew Transport Transit Fabricmade Iron Cut Dye Transit Sewandaudit Fabricinspection ShiptoU S Customs P OIssued Datemarkedin stock 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Example knitgarmentmanufacturedinHongKong Opportunitytoreducecycletimeby 50 Significanttimewastedinnon valueaddedsteps Transittime Non valueaddedtime Valueaddedtime Position strengtheningstrategiesvaryExamplesofsuccessfulexpansions Note Marketpositionisrank bydeposit inMSASource SNL companywebsites bankinglitsearch BCGanalysis CommercestrengthenedPhiladelphiapositionwithaggressivedenovobranchstrategy Flagstaruseddenovostand alonestosupplementestablishedin storeposition 37branches share 5Bdeposits 37branches share 6Bdeposits Largebreadthanddepthofcoverage Visitedaccounts max coverage Numberofvisitedaccounts Max coverage Numberofreps Visits day Thousands Thousands Source Client Arethebest performingemployeesbeingrewarded Performanceversustotalcompensation SalesrepsregionXXX Salesp a Totalcompensation K Normalizelow performers compensation x decreaseinpersonnelcost y marginimprovement Adequatelyrewardhigh performerstoensuremotivation x increase y increaseinemployeesatisfactionindex Breakdownofchannelpartnerfinancialincentives Source Dealerinterviews BCGestimates Structurefinancialincentivestopromotekeyofferings i e advancedmobileservices throughchannelpartners Totalpaymentperpostpaidgrossadd MarketingkickbackprovidedtoSpecialistretailersforsellingmobileservices 200 300 Revenueshare volume Rateplancommission Connectioncommission Handsetmargin Marketingkickback Prepaidmargincomesprimarilyfromsaleofhandsets straightcommissionofonlymax 10 ofhandsetmargin DealersreceiveashareofindividualcustomersARPUThepercentsharereceivedincreaseswithamountoftimecustomerstayswithoperatorOthersonlypayavolumebonusbasedonwhatwassold Dependingontherateplansold adifferentupfrontcommissionispaidCommissiontiedtothevalueoftheunderlyingrateplan Dealersreceiveastraightconnectioncommissionforactivatingnewpost paidplans DealersgenerateamarginonthehandsetstheysellHandsetsarepurchasedfromtheoperatoratasubsidizedcostIfpricesareloweredafterthefact dealerbearstheriskandtakesalossontheindividualhandsetbeingsold Discoveryteamsplantotriplerevenueby2006Only25 ofrevenuein2006 twoyearsaftercase from new products services Commodity ResultsofPilotvalidatedinitialhypothesesaboutdiscoveryvaluecreationpotential AnnualCLIENTrevenue M X 3X Shareofwallet New futureProduct Missioncritical ProjectedrevenueacrossfourPilotcustomers Observations considerations AllfourPilotteamsprojectedrevenueincreasesof2 3Xbyendof2006Despitethe baseline budgetcallingforflatgrowthoverthatperiodPlansbalancedincreasingshareofexistingservicesandintroducingnewservicetargetedatunmetneedsTheteamseachbelievedtherewasevenmorepotentialupside DeeperpenetrationofbasicservicesBroaderpotentialofnewapplicationsbeyondthecoreDiscoverycustomersE g wireless wirelineintegration convergedvoice data wirelessmanagementservices etc Tables AddressablebiomedicalR Dmarket 17BBasedonCMC overhead FTE andCapexassumptions Source PhRMA SECfilings BIO Burrill NIH NSF BCGanalysis 16 7B Total Assumptions Calculations RecentFisheracquisitionsdriveincreaseinprivatelabelandhigh endSKUs Source SECfilings Companywebsites Analystreports Distributionrelationships presenceinlabsfacilitateeducatedacquisitions Severalrecentexamplesofbanksbenefitingfroms curveeffect boththroughacquisitionandde novo 1 Wachoviaactuallydecreasedbranchsharefrom18to17 bystrategicallyclosingseveralFirstUnionbranchesNote Analysisofdepositsharewinnerslimitedtoselectexamplesofsuccessfuldepositsharetakers notcomprehensiveofallbanksundertakingaggressivebranchexpansioneffortsSource BCGanalysis Recentexamplesofbanksearningmorethanfairshareofdepositswhenexpandinginageographicarea Average Overviewofvignettes 1 2 3 4 Initiativesidentified evaluated andprioritizedSignificantincreasetogrossmarginachievable Note Totalpotentialofallinitiativesisgreater valueshereestimatewhatcouldbecapturedby2006 Initiative DramaticallyimprovesalesforceretentionReinventlargecustomerrelationshipsIncreasecross sellingTurn timesinks into sellingtime 2006grossmarginimpact SegA XM TBD XM XM SegB YMTBD YM YM YM SegC ZM ZM ZM XM Target2006grossmarginimpact AM BM CM DM EM Valueofinitiatives 10 ofcurrentgrossmargin Agreedoppo