BCG制作PPT模板(绝对精美).ppt

BCG制作PPT模板(绝对精美).ppt

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SampleSlidesintheNewFormat,September2007,Addingyourslidetothiscollection,Sendyourslideviae-mailtooneofthefollowingThankyou!

Fivetypesofslides,TextandcolumnsGraphsTablesDiagramsMapsandtimelines,Textandcolumns,WerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunity,Attractive,highgrowthmarket,Moderatelysizedmarket,butgrowingfast$5Binrevenuein200625%growthprojectedthrough2010FragmentedmarketthatisripeforconsolidationTop-15playersonlyaccountfor20%ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfutureExistingplayershavelimitedmarketingcapabilitiesCurrently,noclearmarketleader,Needtodetermineentrystrategy,PrioritizeportfolioofgrowthopportunitiesCompareoptionstoothergrowthareasEvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategyorganicversusacquisitionCanleverageexistingcapabilitiesWellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligenceEvaluateinvestmentrequirementsandoptimalstructuringExploresynergieswithcurrentbusiness,Speediscriticalinthisfastmovingmarketsegment,Companyconsistedofmultiplebusinessunitsinsuchdiversefieldsasautomotivesupply,engineeringandspecialtychemicalsCapitalmarketshadplacedaconglomeratediscountonthecompanythathadalsoaccumulatedasignificantamountofdebtthroughacquisitionsEnormouspressurefromanalysts,investorsandsupervisoryboardmemberstooverhaultheoverallstrategyandstructureAim:

reductionofvalue-reducingfactorsandsignificantimprovementofcapitalstructure,Basedonouranalysis,thecompanydecidedtodivestthehighlyprofitablespecialtychemicalsdivisionHighexpectedexitvaluegivenstrongcash-flowsfrombusinessesLimitedorganicgrowthopportunitiesLimitedinherentportfoliologicofdifferentbusinessesNewcoreallowsforreleaseofsignificantvaluepotential（sharepriceimprovementoverthecourseoftheprojectof50%）AbolishmentofcurrentholdingstructureReductionofnetdebttoalmostzeroSignificantgrowthpotential（organicandbyM&A）,Portfolioreviewat5Bindustrialconglomerateresultinginsplitofcompany,Contextandchallenges,Resultsandimpact,WhytheclientchooseBCG,BCGhadperformedanotherportfolioanalysisfortheclienttwoyearsearlierthatwashighlyacclaimedbythethenCEOforitsrigorosity,clarity,andindependenceInthiscrucialmomentofchange,thenewCEOreliedonOurprovenmethodologyOurabilitytointegratedifferentindustryexpertsinourteamOurknowledgeofthecompany,andOurabilitytoseamlesslycooperatewithaninvestmentbankhiredtosupporttheupcomingexitofoneofthemaindivisions,BCGapproach:

whatwedid,Rigorous,fact-basedportfolioanalysisbasedonBCGsproventraffic-lightportfolioapproachAnalysisofstrategicqualityofportfolio:

marketattractivenessandcompetitivepositionofBUsAnalysisofgrowthandvalue-creationopportunitiesbyBUDevelopmentofpotentialfutureportfoliosofthecompanybasedondifferentoptionsforthecoreincludingequitystoriesandM&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,MerchantactsassupplychainquarterbackHighdecisionauthorityacrosschainHighP&LaccountabilityMerchantandinventorymanagerdomostsupplychainactivities,MerchantasGM,MerchantaccountablefordeliveringnumbersandcoordinatingacrosssupplychainSeenasmini-GMFunctionalspecialtiesmakedecisionsinrespectiveareasLooktomerchanttomaketradeoffsandsetpriorities,Coordinatedspecialists,Co-locatedcross-functionalteammanagedbyrigidtimelineandwell-definedmeetingsHighlyspecializedfunctionalactivitiesanddeepareasofexpertiseNoclearfunctionalleader;rigorousprocessorchestratessupplychain,Functionalassemblyline,HighlyautonomousfunctionsworkindependentlyFocused,definedresponsibilitiesHandoffsmadealongveryregimentedprocesswithclearaccounta-bilitiesNorealmerchantrole,Additionalrequirementstosellthroughcataloguesellershavetobemet,Requirementsofcataloguesellers,Deliveryontime,Excellentpackaging,Providecatalogue-readysalesmaterial,Deliverlargerquantities（several100s）,Price,Deliverinternationally,Importancetocataloguesellers,Catalogueresellercannotaffordtosayno,Catalogueresellercannotaffordmistakes（costlyandmaylosethecustomer）,Requiresdifferentkindofsalesmaterial,Cataloguesoftenhaveawidecirculation,Mustbecompetitive,Toserviceinternationalcatalogueresellers,Importancetosellers,Isclientcapableofmeetingtheserequirements?

Source:

Interviewswithcataloguesellers,Graphs,Wewinwhereweinvest,RevenuegrowthdrivenbyKorea,Taiwan,HK,andSingapore,Thiscorrespondswithourinvestment,WehaveinvestedinKorea,Taiwan,HK,andSingaporeAllocated80%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.GDPcomparisonacrosscountries1（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（0106median）,14.2months（9400median）,30%,23.3months（9400median）,29.9months（0106median）,28%,36.5months（9400median）,38.9months（0106median）,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,NumberofPhaseIItrialswith500patients,Emergingmarkets:

apotentialsourceofinexpensivelabor,Source:

Deskresearch;BCGanalysis,Growthofindustrialproductionin%（200105）,Manufacturingcompensation2002（$/hour）,IndustrialGDP$500B,China,Russia,India,Thailand,Malaysia,Italy,UK,France,