BCG制作PPT模板(绝对精美)PPT格式课件下载.ppt
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BCG制作PPT模板(绝对精美)PPT格式课件下载.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%ofar
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