bcg制作模板绝对精美

1、Sample Slides in the New Format,Adding your slide to this collection,Send your slide via e-mail to one of the following addresses propper. kossmann. laubach. Thank you!,Five types of slides,Text and columns Graphs Tables Diagrams Maps and timelines,Text and columns,We recommend entering this market

2、segmentHigh growth and synergy with existing business make this an attractive opportunity,Attractive, high growth market,Moderately sized market, but growing fast $5B in revenue in 2006 25% growth projected through 2010 Fragmented market that is ripe for consolidation Top-15 players only account for

3、 20% of the market Marketing experience and owning the channel will be key to success in future Existing players have limited marketing capabilities Currently, no clear market leader,Need to determine entry strategy,Prioritize portfolio of growth opportunities Compare options to other growth areas E

4、valuate impact of entry into this market on financial flexibility Determine market entry strategyorganic versus acquisition Can leverage existing capabilities Well priced acquisition would be faster Begin to identify acquisition targets and conduct strategic due diligence Evaluate investment require

5、ments and optimal structuring Explore synergies with current business,Speed is critical in this fast moving market segment,Company consisted of multiple business units in such diverse fields as automotive supply, engineering and specialty chemicals Capital markets had placed a conglomerate discount

6、on the company that had also accumulated a significant amount of debt through acquisitions Enormous pressure from analysts, investors and supervisory board members to overhaul the overall strategy and structure Aim: reduction of value-reducing factors and significant improvement of capital structure

7、,Based on our analysis, the company decided to divest the highly profitable specialty chemicals division High expected exit value given strong cash-flows from businesses Limited organic growth opportunities Limited inherent portfolio logic of different businesses New core allows for release of signi

8、ficant value potential (share price improvement over the course of the project of 50%) Abolishment of current holding structure Reduction of net debt to almost zero Significant growth potential (organic and by M “Fake artesunate in southeast Asia”, The Lancet, June 16, 2001,Different organizational

9、models may beappropriate for different retailers,Merchant as muscle,Merchant acts as supply chain quarterback High decision authority across chain High P rigorous process orchestrates supply chain,Functional assembly line,Highly autonomous functions work independently Focused, defined responsibiliti

10、es Handoffs made along very regimented process with clear accounta-bilities No real merchant role,Additional requirements to sell throughcatalogue sellers have to be met,Requirements of catalogue sellers,Delivery on time,Excellent packaging,Provide catalogue-ready sales material,Deliver larger quant

11、ities (several 100s),Price,Deliver internationally,Importance to catalogue sellers,Catalogue reseller cannot afford to say no,Catalogue reseller cannot afford mistakes (costly and may lose the customer),Requires different kind of sales material,Catalogues often have a wide circulation,Must be compet

12、itive,To service international catalogue resellers,Importance to sellers,Is client capable of meeting these requirements?,Source: Interviews with catalogue sellers,Graphs,We win where we invest,Revenue growth driven by Korea, Taiwan, HK, and Singapore,This corresponds with our investment,We have inv

13、ested in Korea, Taiwan, HK, and Singapore Allocated 80% of additional BME and SG BCG analysis,Indonesia,Australia,Canada,Denmark,Finland,Greece,Hong Kong,Ireland,Italy,Japan,Malaysia,Mexico,Netherlands,Norway,Portugal,Singapore,South Korea,Spain,Sweden,Switzerland,Taiwan,Argentina,Brazil,Chile,China

14、,Colombia,South Africa,Thailand,Belgium,France,Germany,United Kingdom,Turkey,United States,NewZealand,GDP per capita ($),Expenditure per capita (K$),Total expenditure on health vs. GDPcomparison across countries1 (2003),*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,Model pr

15、edicts $35M upfront payment for compound X,Note: Regression omits Cephalon-Alkermes deal Source: BCG deal database; BCG analysis,Projected peak sales (M$),Biotech licensing payments: Correlation between upfront payments and peak sales,Upfront payment (M$),Licensing deals,Compound X $500M peak sales

16、= $35M upfront,R2 = 0.76,Upfront payment,12.1,Peak Sales,- $4.2M,=,Regression Equation,Early phases of development are getting longer,Phase 1 (median),Phase 2 (median),Phase 3 (median),Note: Data for top 20 Pharma only. Phase duration is defined as time from starting one phase to the beginning the n

17、ext phase Source: Pharmaprojects R BCG analysis,18.4 months (0106 median),14.2 months (9400 median),30%,23.3 months (9400 median),29.9 months (0106 median),28%,36.5 months (9400 median),38.9 months (0106 median),Year of end of phase,9%,Duration (Months),Duration (Months),Duration (Months),Phase II t

18、rials are getting bigger,Mean patient enrollment increasing faster than median,Growing number of large Phase II studies,Note: Data from top 20 pharma companies and top 10 biotechs Source: ; BCG analysis,*,*,Expected patient enrollment,*,*,*,*,*,*,*,Number of Phase II trials with 500 patients,Emergin

19、g markets: a potential source of inexpensive labor,Source: Desk research; BCG analysis,Growth of industrial production in % (200105),Manufacturing compensation 2002 ($/hour),IndustrialGDP $500B,China,Russia,India,Thailand,Malaysia,Italy,UK,France,Canada,Germany,US,Japan,Taiwan,Korea,Spain,Indonesia,

20、Low cost, fast growth industrial GDP:$1.1 trillion,Medium cost, solid growth industrial GDP:$0.5 trillion,High cost best practice, LLP benchmark report, 2004; Cutting Edge Information, Inc. benchmarking report, 2003; BCG analysis,For comparison: Celebrex estimated to have incurred $160M1 pre-launch

21、spend,Agricultural input only small part of food value chains value-added,B$,Agricultural input,Gene-modified seed,Agchem,Farming,Primary processing,Food ingredients,Secondary proc./manufact.,Retail dis- tribution,Source: Deutsche Banc Alex. Brown research 1999; FAO statistical database 1997; CRB co

22、mmodity yearbook 1997; BCG estimate,Global sales and value added of key steps in food and agro 2015,No clear champion can yet be identified across segments,1. UOBR has made a move to merge with BOA Source: DB/Tisco estimates; company data; BCG analysis,Corporate loans,SME loans,Consumer loans,Consum

23、er-focus,SME-focus,Corporate-focus,Banks increasingly focused but none can be considered overall or segment champion,Loan portfolio by bank in 2004 (%),Opportunities exist in rapidly growing motorcycle market,Rapid growth in total registered motorcycles and penetration , and room for further penetra

24、tion compared to more developed markets,1. Motorcycle registration divided by country population 2. Number of motorcycles in use Source: Motorcycle registration in Country A compiled by Honda; EIU,Bikes per 100 pax in selected SE Asia countries (2005)2,Registered motorcycles (M vehicles),Motorcycle

25、pene- tration rate1 (%),CAGR 22%,Innovative production will increase uptake of Artemisinin based malaria therapy,Innovative production will lower cost of most therapy to under $1.00,Leading to uptake in demand for ACT therapy for malaria in public sector,Note: Product mix preliminary; worldwide dema

26、nd view. Assumes blister packaging unless noted, 10% overhead allocation based on ex factory costs. Assumes biosynthetic Artemisinin launched in 2009 at cost of $100/kg and high-yield plants launch in 2010 at a cost of $100/kg. Scenario assumes biosynthetic Artemisinin available to all ACT manufactu

27、rers Source: BCG analysis,Treatments (thousands),Total cost per treatment ($),1.70,0.45,0.51,0.79,0.85,0.94,1.04,1.09,1.13,1.19,1.46,Non-MMV ACT,Euartekin,Coartem,CQ,SP,Q,Other,CQ + PQ,Oz,DB289/AQ13,New cost,0.0,0.5,1.0,1.5,2.0,2.5,Overhead allocation,Fill BCG analysis,Pack,Audit,Weeks,Raw materials

28、,Cut and sew,Transport,Transit,Fabric made,Iron,Cut,Dye,Transit,Sew and audit,Fabric inspection,Ship to U.S.,Customs,P.O Issued,Date marked in-stock,0,1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,Example: knit garment manufactured in Hong Kong,Opportunity to reduce cycle time by 50%,Significant time wasted i

29、n non-value added steps,Transit time,Non-value added time,Value added time,Position-strengthening strategies varyExamples of successful expansions,Note: Market position is rank (by deposit) in MSA Source: SNL; company websites; banking lit search; BCG analysis,Commerce strengthened Philadelphia posi

30、tion with aggressive de novo branch strategy,Flagstar used de novo stand-alones to supplement established in-store position,+37 branches,% share,+$5B deposits,+37 branches,% share,+$6B deposits,Large breadth and depth of coverage,Visited accounts/max. coverage,Number of visited accounts,Max. coverag

31、e,Number of reps,Visits/day,Thousands,Thousands,Source: Client,Are the best-performing employees being rewarded?Performance versus total compensation,Sales reps region XXX,Sales p.a.,Total compensation (K$),Normalize low-performers compensation: x% decrease in personnel cost = y% margin improvement,

32、Adequately reward high-performers to ensure motivation: x% increase = y% increase in employee satisfaction index,Breakdown of channel partner financial incentives,Source: Dealer interviews; BCG estimates,Structure financial incentives to promote key offerings (i.e., advanced mobile services) through

33、 channel partners,Total payment per postpaid gross add,Marketing kickback provided to Specialist retailers for selling mobile services,200300,Revenueshare/volume,Rate plan commission,Connection commission,Handsetmargin,Marketing kickback,Prepaid margin comes primarily from sale of handsets (straight

34、 commission of only max. 10% of handset margin),Dealers receive a share of individual customers ARPU The percent share received increases with amount of time customer stays with operator Others only pay a volume bonus based on what was sold,Depending on the rate plan sold, a different upfront commis

35、sion is paid Commission tied to the value of the underlying rate plan,Dealers receive a straight connection commission for activating new post-paid plans,Dealers generate a margin on the handsets they sell Handsets are purchased from the operator at a subsidized cost If prices are lowered after the

36、fact, dealer bears the risk and takes a loss on the individual handset being sold,Discovery teams plan to triple revenue by 2006Only 25% of revenue in 2006 (two years after case) from new products/services,Commodity,Results of Pilot validated initial hypotheses about discovery value creation potenti

37、al,Annual CLIENT revenue (M$),X%,3X%,Share of wallet,New/futureProduct,Mission critical,Projected revenue across four Pilot customers,Observations/considerations,All four Pilot teams projected revenue increases of 23X by end of 2006 Despite the baseline budget calling for flat growth over that perio

38、d Plans balanced increasing share of existing services and introducing new service targeted at unmet needs The teams each believed there was even more potential upside . Deeper penetration of basic services Broader potential of new applications beyond the core Discovery customers E.g., wireless/wire

39、line integration, converged voice/data, wireless management services, etc,Tables,Addressable biomedical R SEC filings; BIO; Burrill; NIH; NSF; BCG analysis,$16.7B,Total,Assumptions,Calculations,Recent Fisher acquisitions drive increasein private label and high-end SKUs,Source: SEC filings; Company w

40、ebsites; Analyst reports,Distribution relationships, presence in labs facilitate educated acquisitions,Several recent examples of banks benefiting from s-curve effect, both through acquisition and de-novo,1. Wachovia actually decreased branch share from 18 to 17%, by strategically closing several Fi

41、rst Union branches Note: Analysis of deposit share winners limited to select examples of successful deposit share takers: not comprehensive of all banks undertaking aggressive branch expansion efforts Source: BCG analysis,Recent examples of banks earning more than fair share of deposits when expandi

42、ng in a geographic area,Average,Overview of vignettes,1,2,3,4,Initiatives identified, evaluated, and prioritized Significant increase to gross margin achievable,Note: Total potential of all initiatives is greatervalues here estimate what could be captured by 2006,Initiative,Dramatically improve sale

43、s force retention Reinvent large customer relationships Increase cross-selling Turn time sinks into selling time 2006 gross margin impact,Seg A, $XM TBD $XM $XM,Seg B, $YM TBD $YM $YM $YM,Seg C, $ZM $ZM $ZM $XM,Target 2006 gross margin impact, $AM $BM $CM $DM $EM,Value of initiatives 10% of current

44、gross margin,Agreed opportunity size; initial focus areas,Create in-depth profiles of the shopping behavior and attitudes of key segments,Source: BCG proprietary database; Online panel 2001, n = 9,273; BCG analysis,Reluctant shoppers,Profoundly dislike shopping (online and offline); sincerely hope t

45、he Internet is going to help make it easier; no social motivation; plan their purchases; loyal to preferred store and willing to pay more to save time and hassle Older male, married, higher education and income Limited experience, light users; information seekers,Enthusiastic shoppers,Shopping addic

46、ts, but too inexperienced with the Internet to know what to expect and what it can bring; like social aspect; enjoy browsing; dont think much about prices; buy on impulse More females, older than average, with kids, average income Less experienced, light users; communicators,Busy online moms,Need to

47、 be efficient shoppers, and manage to leverage their limited Internet experience to achieve this; love to shop; enjoy browsing; very price sensitive; not loyal to shops and brands; product oriented (availability and selection) Housewife, larger household with kids, income below average Less experien

48、ced, medium users; browsers/shoppers,Rational technophiles,Rational shoppers and very experienced Internet users who fully leverage their expertise to shop online; price sensitive; prefer well known companies; plan their purchases; do not love to shop and dont like social aspect; do not impulse purc

49、hase Mostly younger singles, education above average Very experienced, very heavy users; all around users,Impulsive professionals,Impulsive buyers, and Internet savvy, for whom the Internet is a new, exciting shopping channel; love to shop; like new products, loyal to brands; not price sensitive; no

50、t information oriented Younger singles or couples, high education and income Experienced, heavy users; all around users,Attitude towards browsing/ purchasing, and expec-tations frome-commerce Demo-graphics Webo-graphics,Overview of vignettes,Customer,Description,Contact,Analysis of strategic alterna

51、tives led to recommendationto pursue #2 market position,Strategic alternative,Description,Projected NPV1,Status quo,1,Independent networking,2,Complete commitment,3,Service rev. (08),Risk2,Maintain current strategy Semi-independent entity Internally funded R DellOro; IDC; Gartner; BCG analysis,$xxxM

52、 $xxxM $xxxM,Low Medium High,$xxxM xx% $xxxM xx% $xxxM xx%,Diagrams,Overview of variable interrelationshipswithin demand leakage framework,Need,Product,Access,Ability to pay,Willingness to use,# of doses,How many doses of vaccine in a given year does this translate into?,Key questions answered by mo

53、del,What is the total theoretical market for the vaccine?,What population group can benefit from existing product?,What portion of the population has access to the vaccine? Programs,How much of the vaccine will be either funded or affordable? Wealth Financing,What portion of the population will choo

54、se to buy it? Countries, institutions, individual attitude Product value proposition,Two reasons for pharmaceutical spin-offsMonetize a low priority project or provide a structure to fund a project externally,Spin-off,Product value,Is this a strategic priority? Does it align our TA focus now? Is the

55、re value for this in the future?,Internal funding,Can we optimally fund this?,Capabilities,Are this products assets separable from our other programs?,Y,Fund internally,Shelve,N,Fund externally,Monetize,N,Y,N,Y,How have other companies spun-off or divestedits non-core assets?,We analyzed four main l

56、evers of biotech deal value,2. Cost sharing/ reimbursement,Sale and marketing costs,Development related,1. Up front payments,3. Milestone payments,4. Royalty,Manufacturing cost,R BCG analysis,Clear goals by region, product group for sales, profits, penetration, distribution Convincing value proposit

57、ion by product,Clear definition of coverage of prioritized channels (by whom, how) Explicit role definition with well defined goals supported by clear planning (e.g., visit routes by territory),Attraction and development of people with strong skills, e.g., Personal relations (customer, internal) Tim

58、e management Planning, preparation Selling Knowledge (product, company, competitors, processes, etc.),Setting and measurement of concrete goals by salesperson Taking of corrective action as necessary,Incentive compensation clearly linked to strategy and motivating Right span of supervisor control (6

59、8) with delegated responsibility Coaching as a priority,Focus on maximization of selling time and minimization of administration, travel, etc. Effective (central) sales force support Extensive use of computer support by front line,Best practice indicates that feedback and development should be integrated and embedded within organization (I),Performance planning,Performance summ