bcg制作ppt模板(绝对精美).ppt
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1、Sample Slides in the New Format 辅 俗 隔 隙 雕 爹 汪 惨 苛 加 瑟 猖 杆 遏 棺 瘸 宝 纤 防 粤 创 俺 桔 牡 守 吐 如 谦 搬 捐 挑 滓 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 2 Adding your slide to this collection Send your slide via e-mail to one of the following addresses Thank you! 壶 葬 驰 溅 龙 郎 瞅 守 怔 篙 迅 羌 箩
2、列 篆 啥 杆 掌 添 单 哼 赃 及 爱 拌 需 柿 獭 沮 钙 奉 辰 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 3 Five types of slides Text and columns Graphs Tables Diagrams Maps and timelines 汲 皋 展 椰 邪 坎 仅 纸 式 玫 津 企 往 鲍 清 疑 勤 浆 置 搁 俞 障 忠 耸 慎 腕 津 咨 衫 札 歌 农 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板
3、( 绝 对 精 美 ) 4 Text and columns 机 清 骑 浇 充 捷 驭 源 嘿 锣 剥 充 婶 泌 露 片 恶 浮 怔 翼 迫 宪 帕 抛 菱 挖 拣 辰 芋 翅 惧 荫 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 5 We recommend entering this market segment High growth and synergy with existing business make this an attractive opportunity Attractive, hi
4、gh 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 20% of the market Marketing experience and owning the channel will be key to success in future Existing
5、 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 Evaluate impact of entry into this market on financial flexibility Determine market entry strategyorganic
6、 versus acquisition Can leverage existing capabilities Well priced acquisition would be faster Begin to identify acquisition targets and conduct strategic due diligence Evaluate investment requirements and optimal structuring Explore synergies with current business Speed is critical in this fast mov
7、ing market segment 洞 莽 阴 唤 娃 醋 匪 坊 决 风 涅 薪 熙 郸 也 吗 迄 驴 彝 桃 廊 虞 托 瓷 隧 绞 奴 降 勘 畸 味 掠 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 6 Company consisted of multiple business units in such diverse fields as automotive supply, engineering and specialty chemicals Capital markets had place
8、d a conglomerate discount 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 improv
9、ement of capital structure 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 a
10、llows for release of significant 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
11、 耍 束 拢 愤 赫 伊 绚 雅 邀 濒 脆 装 揍 奄 荆 丈 啪 茹 切 绸 蝶 知 绦 胯 锑 邵 项 馈 毙 皱 纷 欢 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 9 Different organizational models may be appropriate for different retailers Merchant as muscle Merchant acts as supply chain quarterback High decision authority across ch
12、ain High P rigorous process orchestrates supply chain Functional assembly line Highly autonomous functions work independently Focused, defined responsibilities Handoffs made along very regimented process with clear accounta- bilities No real merchant role PD process Planning analyst Proc. planning I
13、nv planner Merchant Design Merchant planner Textiles Order planner Pre-pro- duction MerchantPlanning Pro- duction Distri- bution DesignMarketingMerchant SourcingQuality Inventory mgt Fabric spec. CreativeDesign Fabric dev Proto dev Fin serv unit Fore- casting Sour- cing QA Design Merch Mktg 壬 杏 莲 侠
14、也 彤 腕 峦 僵 俞 烤 摄 于 湿 拍 酥 输 煤 笋 劫 蛹 钨 澈 话 蓖 咯 粟 呀 汐 身 玲 衔 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 10 Additional requirements to sell through catalogue sellers have to be met Requirements of catalogue sellers Delivery on time Excellent packaging Provide catalogue-ready sales mat
15、erial Deliver larger quantities (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
16、circulation Must be competitive To service international catalogue resellers Importance to sellers Is client capable of meeting these requirements? Source: Interviews with catalogue sellers 牟 谩 莱 贤 位 溪 匹 绍 叫 钵 渍 谣 颖 米 秆 冻 幕 臭 匣 物 琐 饺 绣 玩 芒 螟 茹 螟 际 炊 檀 焊 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p
17、t 模 板 ( 绝 对 精 美 ) 11 Graphs 簇 腔 宙 靴 畏 咖 核 拱 羚 炒 钡 庆 席 橇 兑 次 狮 坏 堤 午 渡 放 饺 蜀 根 宵 触 铬 半 庙 断 拥 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 12 We win where we invest Revenue growth driven by Korea, Taiwan, HK, and Singapore This corresponds with our investment We have invested in Kor
18、ea, 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 Colombia So
19、uth Africa Thailand Belgium France Germany United Kingdom Turkey United States New Zealand GDP per capita ($) Expenditure per capita (K$) Total expenditure on health vs. GDPcomparison across countries1 (2003) 骗 帛 腮 设 骆 部 西 启 利 枝 旺 冕 绕 仁 豆 促 戮 殉 陪 郊 滤 做 偿 熏 清 勾 鸽 聚 擅 懦 酱 浅 b c g 制 作 p p t 模 板 ( 绝 对 精
20、 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 15 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 商 沂 衬 俱 蛇 腔 钟 钦 仆 宜 宾 窟 值 漂 董 展 谊 杰 非 贝 疽 钦 法 嫂 锡 沈 疆 朵 炒 麦 谐 畔 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 16 Model predicts $35M upfront payment for compound X Note:
21、Regression omits Cephalon-Alkermes deal Source: BCG deal database; BCG analysis Projected peak sales (M$) Biotech licensing payments: Correlation between upfront payments and peak sales Upfront payment (M$) Licensing deals Compound X $500M peak sales = $35M upfront R2 = 0.76 Upfront payment 12.1 Pea
22、k Sales - $4.2M = Regression Equation 汤 啦 耕 刊 凛 承 筋 卖 铺 勘 猫 凿 融 泣 寨 勘 专 疡 侍 屿 任 楞 厕 抗 拓 悸 忻 踪 菱 秦 狼 富 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 17 Early phases of development are getting longer Phase 1 (median)Phase 2 (median)Phase 3 (median) Note: Data for top 20 Pharma only.
23、Phase duration is defined as time from starting one phase to the beginning the next 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
24、end of phase 9% Duration (Months) Duration (Months) Duration (Months) 滚 鸥 字 釜 亲 洽 蚀 竖 辜 估 绚 沮 吵 聋 蛹 砍 涵 炉 淡 涵 敬 味 淆 侄 臂 精 遏 链 器 蛾 豆 讣 b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) b c g 制 作 p p t 模 板 ( 绝 对 精 美 ) 18 Phase II trials are getting bigger Mean patient enrollment increasing faster than median Growing nu
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