BCG制作PPT模板(绝对精美).ppt
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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,
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