Business Slides Reference Pack

Business Slides Reference Pack
This is a collection of pre-built slides. All slides are actual slides created by strategy
consultants for executive presentations. However, identifying and confidential
information has been removed. The purpose of these slides is to illustrate various
slide designs and diagramming techniques; and can
be used as templates for your own
business presentations.

4
CRAFT
The Initiative
MAP
The Initiative
MEASURE
The Initiative
DESCRIPTION
Initial pool of
40-50 initiatives
Final identification
of 20 core initiatives
• The initial phase is to identify and craft
all the strategic initiatives collected
from HR, XYZ, Finance, Marketing…
• For each initiative, 5 key types of
questions will be answered through a
structured template: Who? What?
How? Where? When?
• This exercise will help weed out those
initiatives that should not be further
evaluated at this point in time
• In the second phase, we will map our
initiatives to the 6 strategic objectives
of CompanyX:
• New Product Development
• Channel
• Global Expansion
• Continuous Improvement
• Brand
• Innovation
• We will also identify which initiatives
are organic versus inorganic in nature
• This phase will also serve as a filter of
initiatives which will have little bearing
on CompanyX’s overall strategic goals
• By the final phase, we will have
identified the 20 or so core initiatives
for CompanyX to act upon
• We will measure these initiatives by
assessing its impact on the 3 pillars of
Operational Excellence, Innovation
Strategy, and Customer Intimacy
Strategy
• We will balance the initiatives
according to CompanyX’s overall
goals of impacting these 3 pillars
Initiative
Where? Who?
What?
How?
When?
1 2 3
Insert slide Headline to introduce the content of the slide
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7
Option 2 – Fast Track Scenarios
Devices
Current Data
Analysis
Coverage
Quality of
Service
Features
Plans
Validation
Workshop
1 week 1 day
Requirements Analysis / RFP Development
A B CScenario A:
Initial Analysis
Scenario B:
Partial Analysis
Scenario C:
Complete Analysis
Duration
2-week analysis
(3-week total)
3-week analysis
(4-week total)
4-week analysis
(5- week total)
Complete
Partial
(depends on speed of
reXXXnse from carriers)
Complete
Partial
Complete
Partial
Partial
reXXXnse from
carriers)
Complete
Partial
Partial
reXXXnse from
carriers)
CompleteCompleteComplete
2-4 weeks (depending on comprehensiveness of analysis)
Current Data Analysis will
focus on collection,
understanding, and analysis
of wireless information
CompanyX already has
gathered internally—this will
drive decisions around
whether an RFI is necessary
We are proposing a 1-day Validation
Workshop to leverage the full
knowledge base of CompanyX’s
wireless team (from corporate and
DeptX) and to gain alignment and
clear understanding of the tactical
plan for sourcing wireless

10
July
2006
Contract Tariffs
with Generous
Allocation of Free
Voice Calls
Anytime/Any Network
Minutes
Discounts on Rentals to
Encourage Post-pay
Adoption
Stop-the-Clock
at no Extra Charge
Friends and
Family Bundles
Free Weekends for
Users with High
Consumption
during the Week
SimplifiedPricingBundles
3.4 million
Subscribers
3.1 million
Subscribers
0.7 million
Subscribers
1.5 million
Subscribers
Contract
Pre-Pay
August 2006 September 2006 October 2006

13
Sales Process Flow & Department XXXXXs
Demand
Generation
Prospect
Identification
and
Qualification
Solution
Deployment
and
Customization
Contract
Finalization
Implementation
and
Deployment
Support
Each of the 6 stages of the Sales Process Flow has uniquely identified Objectives, Customer Target Audience, Key Steps
and Activities, Roles, and Tools. The Sales Process is meant to be used in conjunction with department-specific XXXXXs.
Cardio/PulmGINICU
Finance
Materials
Mgmt
RT
ICUORED
Each Department XXXXX provides a summary of the following:
Key Department Challenges:
Pressing issues and concerns faced by the department
Value Created by XXXXXXX :
How XXXXXXX addresses and remediates the key challenges
Application of SpCo, SpMet & SpXX by Department:
Tabulation of the parameters and parameter benefits that apply to this
apartment, along with identification of parameter priority and key benefits
Key Messages for the Salesforce:
List of key messages that should resonate the most with department audience
Hospital Departments
While the Sales Process Flow provides high level guidance on how to engage with the
customer, the XXXXXs provide department-tailored messaging and talking points.

16
16
Proprietary & Confidential
The Pricing Model is an analytical tool for people to apply their wisdom and knowledge on
information and data to make informed business decisions around…
Pricing Policy Existing Products
New Product
Development
• TIERING
• What is the financial impact if we
standardize tiers?
• What should the tier thresholds
be?
• To minimize supply chain
impact
• What should the tier prices be?
• To maximize profitability
• COMPETITIVE POSITIONING
• How are we positioned…
• Across the account? Across
the channel?
• To the customer? To the
consumer?
• BRANDING
• What is the consumer’s perception
of our brand?
• How do we adjust pricing to alter
our brand perception?
• FINANCIAL IMPACT
• How price sensitive are our
consumers?
• How do we maximize profitability?
• How do we maximize penetration?
• COMPETITIVE LANDSCAPE
• Where are the gaps and
opportunities in the marketplace?
• What product category should FM
focus on?
• GO-TO-MARKET STRATEGY
• What should the pricing be for the
product?
• Do we choose market
skimming or market
penetration?
• How price sensitive do we
believe our customers to be?
• What product kits should be a new
product be coupled with?
1 2 3
Information &
raw data
Analytical
Tools
Wisdom &
Knowledge
Informed
Decisions

19
Contents
Assorted of miscellaneous slides/diagrams—includes bell curves, funnel
diagrams, process flows, and more
Slides showing conclusions or findings—both financial and qualitative
examples are shown
One of the most intuitive and comprehensive ways to present information
visually is through the use of matrices or tables
Slides that include a wide assortment of diagrams presenting both
quantitative and qualitative data—includes bubble charts, waterfall charts,
radar charts, and more
Slides that illustrate the approach taken for an initiative or engagement—
typically uses Chevron Diagrams and Gantt Charts
Miscellaneous
Conclusions
Matrix / Tables
Data Presentation
Approach

22
Comments
XXXX XXXX xxxx xxxx XXxx XXxx XXXX XXXX xxxx xxxx XXxx
XXxx XXXX XXXX xxxx xxxx XXxx XXxx XXXX XXXX xxxx
xxxx XXxx XXxx
xxxx XXxx XXxx
xxxx XXxx XXxx
xxxx XXxx XXxx
xxxx XXxx XXxx
xxxx XXxx XXxx
What Customers Value in XXXXX
Q: What factors are most important for XXXX?
1 2 3 4 5
• Patient Care & Safety
If the technology proves to be efficacious and improves
patient safety, then cost will be a limited factor.
• Hospital Efficiency
• Hospital Financial
Impact
• Ease of Use
• Clinical Necessity
• Customer Support &
Training
Least
Important
Most
Important
Interview feedback: XXXX XXX XX X.

25
15 15
3
1
xXXXx XXxx
Voice Email
Operators in Japan have priced emails at
significantly lower levels than voice calls…
Voice Price Per Minute (Yen) and Cost for a Short
Email (Yen), Select Japanese Mobile Operators
a
130
135
140
145
150
155
160
165
170
175
Sep-
04
Dec-
04
Mar-
05
Jun-
05
Sep-
05
Dec-
05
Mar-
06
Jun-
06
Sep-
06
Dec-
06
Mar-
07
KDDI NTT DoCoMo
Monthly Mobile Minutes of Usage for Operators in
Japan, Minutes, September 2004 – March 2007
15 5
XXXX
XXXX
Cost of a short
email of around
20 characters
Maximum cost
of an email of
around 100
characters
Number of
emails for
the cost of
one minute
voice call
…resulting in decline in voice usage

28
Snapshot of Select Network Outsourcing Deals,
Europe, 1999-2007
22%
50%
22%
2009 2010 2011
Percentage of Deals Where Operators
Have Outsourced Both Access and
Core, Europe, 2005–H1 2007
Fixed-line OperatorMobile operator
Operator’s Country
Access
+TransXXXsion
1999-
2001
2002-
2004
1999-
2001
2002-
2004
2005-
2006
2005-
2006
Netherlands
Telfort
Austria
Telering
Bulgaria
Vivatel
Sweden
3GIS
Netherlands
KPN
Spain
Yoigo
Netherlands
Orange
Germany
E-PlusBelgium
Mobistar
Poland
Netia
Belgium
BASE
Italy
3
France
Bouygues
Switzerland
Orange
Spain
Orange
Access +
TransXXXsion
+ Core
Spain
Amena
UK
BT
Netherlands
VENDORA
Slovenia
Tusmobi
l
Germany
Vodafon
e
Spain
Vodafon
e
Turkey
Vodafone
UK
3
Netherlands
Vodafone
H1
2007
H1
2007
Poland
Switzerland
Sunrise
Switzerlan
d
In & Phone
Belgium
BT

31
Size Indicates the Market Share in the Country of Operation
Complexity of Network
Levelofoutsourcing
Bharti
Brasil telecom
KPN
TNZ
Teliasonera international
E-Plus
Tele.ring
Orange Netherlands
3 Italy
3 UK
Vodafone Netherlands
BT Global Services
Mobistar
Netia
du
BASE
Market Challengers Growth Seekers
Efficiency SeekersExperimenters
Telemar
Fixed Line Players
More than half of total deals have been signed
by lower tier operators to effectively challenge
incumbents:
• These players seek to concentrate on customer-
centric functions, in absence of financial muscle to
compete with incumbents
In emerging markets, Tier 1 operators are
growth-seekers that outsource their networks to
achieve high scalability in operations and
resources:
This helps them to focus more on increasing their
growth in terms of number of subscribers and in
developing newer services
Large players in developed economies
selectively outsource functions to bring in
process efficiencies and cut costs:
Stagnant revenues have induced operators to seek
process automation to improve service quality through
network outsourcing to defend their market share
Mobile Players

3434
Business Need & Value Proposition Slide
Companies are now adopting BPO as a strategic tool for process and business
transformation.
Business Process Outsourcing (BPO) Definition
BPO, the management of Finance & Accounting, Customer Care, Procurement/Supply Chain, Residual Payment Process,
HR, or other business processes to an external service provider— is evolving dramatically. A proven approach to cost
savings and improved productivity, BPO is becoming a strategic tool for process and business transformation.
Reasons for BPO
• Reasons companies decide to buy BPO and
other outsourcing services
Reduce costs
Focus more on core
competencies
Support growth
Access best practices
Drive innovation
Improve process visibility
& integration
68.2%
22.7%
9.1%
4.5%
4.5%
0%
Results for BPO
BPO Drives
Operational
Excellence
BPO Fuels
Growth and
Innovation
BPO Enables
Business
Transformation
• BPO address a number of long-running
business challenges to achieving
operational excellence, e.g. unrealized
potential of enterprise systems
• BPO allows for focus and investments on
core strengths
• Results in driving better return on capital
across the organization
• Allows companies to leverage proven
experience of BPO provider to bring about
transformational change in organization
• BPO is a strategy for generating significant
savings and process improvements

37
Contents
examples are shown
Miscellaneous
Conclusions
Matrix / Tables
Data Presentation
Approach

40
$ 0.3317$ 0.3934$ 2.6617> COST PER MINUTE FOR INT’L
11,19930,902Total International Minutes
$ 4,405$ 82,252Total Cost for International
$ 0.4766$ 0.6911$ 0.5652$ 1.4643> COST PER MINUTE FOR ROAMING
2,68658,09567,265Total Roaming Minutes
$ 1,856$ 32,835$ 98,498Total Cost for Roaming
$ 0.0134$ 0.0558$ 0.0159$ 0.0044> COST PER MINUTE
1,497,87520,329,77219,886,573Total Minutes
$ 25.5080$ 60.58$ 30.25$ 36.86> COST PER LINE (per month)
1,38110,6553,853Total Number of Voice Lines
$ 334,610$ 1,611,543$ 710,086Total Voice Cost
VENDORAVENDORZVENDORYVENDORX
Spend Analysis Summary – Voice Spend
BASED ON HISTORICAL SPEND
BASED ON CompanyX INVOICES
BASED ON
BENCHMARKS
BENCHMARK
DATA
Benchmarks forecasted for
~15,500 line volume
$0.011 - $0.017
$0.477 - $1.061
$0.205 - $0.794
Within benchmarks
Within benchmarks
Higher than BMs
VENDORY actuals are within
expected benchmarks

43
XXXXXXX Economic and Clinical Benefits
Even though more benefits have been identified for COXX and MetXX than for TotalXX,
TotalXX testing is the most pervasive across departments.
Departments AffectedTotalMetCOName of Benefit
Reduce XXX2 Costs
Lab Headcount Avoidance
Reduce Blood Bags
Avoid Risk from Invasive Tests
Reduce Adverse Drug Effects
Avoid Unnecessary Treatments
Reduction of Invasive Tests
Reduction of LOrgXS
Increase Inpatient Throughput
Increase ED Throughput
CPT Reimbursement
ED, ICU, NICU, GI Lab, Resp/Pulm, RT
Hematology Lab Only
ED, OR, ICU, NICU, GI Lab, Cardio/Pulm
ED, ICU, NICU, GI Lab, Cardio/Pulm, RT
ICU, GI Lab, Cardio/Pulm, RT
ED, ICU, GI Lab, Cardio/Pulm, RT
All Departments
ED
ICU, GI Lab, Cardio/Pulm, RT
ED
ED

46
Retail Analysis – Comparison of Theft Prevention Methods
Positive Attributes of Theft Prevention Method
Theft
Prevention
Method
Physical
Contact
with
Product
No need
for Sales
Associate
No lag
time at
(self)
checkout
Confi-
dence in
Inventory
Protection
of
packaging
Lack of
Product
XXX-
placemen
t
Flexible
product
place-
ments
Support
for
corrugate
displays
Ability for
product
bundling
Not labor
intensive
No theft
prevention
EAS Tag
(Only)
Keeper
Anti-Sweep
Empty Box
Behind
Counter
Behind
Glass
XXXXX
Technology
XXXXX Technology will be the only method that can prevent internal theft .
(because XXXXX is in place even in the backroom).
Gaps filled by XXXXX
Technology
Gaps filled by XXXXX
Technology
Definition: High (can thwart theft almost completely), Low (minimal prevention of threat), Medium (effective method, but workarounds exist)
Ability to
Prevent Theft
Internal
Theft
External
Theft
Low Low
Low Low
Low High
Low High
Low High
Low Low
Medium High
High High
Up to 75% of retail
theft believed to be
internal

49
Executive Summary – Findings Summary
Of all packaged media products, games will experience the biggest benefit, as these
higher-valued products will be taken from Behind Glass.
Studio
Replicator
Publisher Wholesaler/
Distributor
Retailer
Along the Supply Chain, Retailers enjoy the most benefit:
Benefit
Studios and Publishers
derive some benefit
Retailers derive the most
benefit from XXXXX
Technology
• Different products enjoy different types of benefit—e.g. games will experience sales lift (up to 10% at some retailers), XYZ behind
keepers will experience cost reduction (from decrease in keeper costs, labor costs, etc.)
• This is driven by the current theft prevention strategy in use at the retail store
At the retail level, different products will experience different benefits:
XXXXX Technology has many advantages over existing methods:
• XXXXX Technology is the most effective means of filling the theft prevention gaps of the Behind Glass and Behind Counter
methods (which are hindering potential sales)
• XXXXX Technology is the only method that prevents internal retail theft (assumed to be up to 75% of theft at retail)

5252
Executive Summary
Current manual tax
processes are…
Costly
Inefficient
Risky
Tax compliance and provisioning services
(e.g. external CPA tax service) are
expensive (at an average of $175/hour)
These are recurring annual costs
Manual processes are inefficient
Lack of transparency of data
Lack of business analytics of data—to
achieve additional tax savings
There is the risk of reinventing the
process each year
Manual processes are prone to human
error and lack of standardization
Automation of tax
processes result in…
Immediate cost savings
Simplified processes
Enhanced capabilities
1
2
3
The automation of tax processes provides immediate cost savings, as well as incremental
savings as the Tax Analytics tool calculates additional tax savings.

55
Contents
examples are shown
Miscellaneous
Conclusions
Matrix / Tables
Data Presentation
Approach

58
Difficult characteristics
Swiss
XXXXX
market
Risks
Differentiation
Costs
• Globalisation of the
competition
• Price war in the commodity
segments due to highly
intense competition and
excess capaDeptXies
• Sometimes outsourcing
is expensive
• Increase in labour
costs to some extent due
to pauDeptXy of skilled labour
High financial risks
• Low margins despite
high project risks
• Often limited opportunities
for influence and structure
• Taking over guarantee
services and complete
project reXXXnsibility
• Increasingly unfavourable
payment terms
• Costs
• Time
• Know-how only in special segments
High cost pressure
Low potential for differentiation

61
Account XXXXX 1
2
3
Company Overview
Financial Performance
XXXX Offering
Feasibility Matrix
• Provides basic overview of
the company, key
competitors, and customer
base
• High level financial analysis
to determine financial health
of company
• Comparable analysis
• Key numbers and ratios
• Assessment of which XXXX
offers will have strongest
plays with client
• Summary of client’s recent
events of future moves
• Allows participants of initial
meeting to quickly catch up
to speed on company
• Will included embedded
XXXX report (if available)
• Due diligence to help us
understand client’s key
issues and develop
hypotheses on how we can
business needs
• Helps determine who key
participants of call should be
• Offers insight how to drive
call, what questions to ask
An Account XXXXX is created for
each account where we have
established a tangible lead from
Telesales.
To request an additional XXXXX,
please send a request to the D&T
Strategic Research Group
(XXXXXXXXXXXX).
CompanyX XXXXX

64
Summary of ProductX Benefits by Parameter
TotalXX Measurement BenefitsMetXX Measurement BenefitsCOXX Measurement Benefits
Revenue
Enhancement
Cost
Savings
Future Cost
Avoidance
Noninvasive Tests Take Less Time and Will Increase Patient ThrougVendorYut in the ED
Expedient Diagnosis Accelerates Patient Discharge and ThrougVendorYut
Efficiency in Inpatient Departments
Expedient Diagnosis with Non-
Invasive Testing will Reduce
LOrgXS CO Patients and Recoup
XXXsed Revenue Opportunity
Reduction of Invasive Tests Decreases Lab Costs
Avoid Unnecessary Treatments and Tests Due to Delayed or XXXsed Diagnosis
Reduce Testing and Treatments
from Adverse Drug Effects
Saving Blood Bags
Headcount Avoidance
Reduction in XXX2 Sensor Spending with XXXXXXX Capable Technology
Avoid Risk from Invasive Procedures
Avoid Liability Due to XXXsed Diagnosis
Additional Revenue from Noninvasive Testing (CPT Reimbursement)

6767
Business Need & Value Proposition Slide
Significant savings on energy cost to
power solution
Tax and energy incentives
More money to invest in innovation
A first step on Utility Data Center or
Software as a Service
Marketability to Board, Customers,
and Stockholders
To realize such results, it is important to note that policy, procedure, and organizational
changes are necessary.
Energy Cost
Without Green: 4x
With Green: 2.75x
ROI: 31.25% of energy cost

1
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