determining the key question and project scope · the flow of a slide deck contrasts with the flow...

Powerful Use of PowerPoint

Dr. Paul N. Friga

Slides available at www.paulfriga.com

April 16, 2013

http://www.paulfriga.com/

Powerful Use of PowerPoint| Dr. Paul Friga

Our session today

2

The Stage

The Approach

The Resources


Our session today

3

The Stage

The Approach

The Resources

Our academic world

The business world


The top 3 issues in student presentations relate to PowerPoint

0% 20% 40% 60% 80%

Lack Confidence

Poor Transitions

Cover Too Much

Not Tailored

Poor Time Mgmt

Low Energy

Read Slides

Too Much Text

Too Many Slides

Story Not Clear

Percentage Source: Dr. Friga’s Faculty Survey

“In student presentations, what problems do you see most frequently?”


My research suggests these presentation issues extend far

beyond the walls of UNC

I’m amazed at the poor quality of the presentations here…It’s like kindergarten!

I look at the presentations our senior managers give to our customers, and it’s depressing. People don’t know how to structure an argument.

I worked with a senior executive who always took hours to build to a point. The “so what” of his slides seemed to be, “Here’s a lot of data I know.”

Source: The McKinsey Mind – Rasiel and Friga 2001

5


Our session today

6

The Stage

The Approach

The Resources

Tailoring to the audience/purpose

Implementing the pyramid principle


You must design your slides with an audience in mind

Analyze the

audience

1 Develop a

good story

2 Tell the

story well

3

Gather intelligence

Anticipate reactions

Plan to ensure buy in


While assessing the audience, there are four key areas to consider

Role

• Decision maker

• Implementer

Preferences

• Content •concepts

•facts

•action

• Mode •oral

•visual

Attitude

• Level of concern

• Willingness to change

• Knowledge base

Probable Reaction

• Agreement

• Disagreement

• Neutral

The assessment should lead to strategies based upon anticipated reactions

(including pre-presentation buy-in steps).

Run your ideas by them ahead of time


The idiosyncratic situation should drive your slide design

Small group

Large group

Different

firms/companies

Less formal, more text,

and more details

More formal, high-level visuals,

and more support in appendix

Different standard templates

Different levels of detail and text

Different color combinations


Use the pyramid principle throughout your slide deck

Analyze the

audience

Develop a

good story

1 Tell the

story well

3

Think pyramid

Focus on end product

Ask “so what?”

2


The Pyramid Principle can lend clarity to everyday situations as

well as to PowerPoint deck design

Mort –

John Collins telephoned to say that he can’t make the meeting at 9:00. Hal Johnson says he doesn’t mind making it later, or even tomorrow, but not before 10:30, and Don Clifford’s secretary says that Clifford won’t return from Frankfurt until tomorrow, late. The conference room is booked tomorrow, but free Thursday. Thursday at 11:00 looks to be a good time. Is that okay with you?

JC – not today

HJ – tomorrow after 10:30

DC-not before Thursday

Room not tomorrow

Room OK Thursday Is Thursday OK with you?

Co

nfu

sin

g M

ess

ag

e

Have you ever written or received a message like this?


Mort –

Could we reschedule today’s 9:00 meeting to Thursday at

11:00? This would be more convenient for Collins and

Johnson, and would permit Clifford to be present. It is also the only other time this week that the conference room is

free.

More convenient for JC & HJ Permits DC to attend Room free

Cle

are

r M

ess

ag

e

Starting with a governing thought and using buckets is the magic

Does this sound better?

Reschedule for 9:00 on Thursday


The flow of a slide deck contrasts with the flow of analysis

Preliminary

Hypothesis

Recommendations

The problem-solving process:

The presentation process:

Data Conclusions Recommendations

Conclusions Data

So

what?

The McKinsey Mind – Rasiel and Friga 2001


The Pyramid Principle structures presentations to emphasize the

message

Supports with primary rationale.

Uses findings to justify the rationale.

Begins with recommendations/decisions (after a very brief situation and complication). Contrasts

with

traditional

flow of

analysis

process then

conclusions.


The Pyramid Principle structures reports to emphasize the logic

and support

Recommendations

Conclusion Conclusions Conclusion

F F F F F F F F F F F F

“Think Your Way to Clear Writing” - Barbara Minto, Journal of Management Consulting,

Objectives

Strategies Strategies Strategies

T T T

S S S S S

T T T

S S S

T T T

S S S

F = Findings

T = Tactics

S = Steps How?


Be careful to avoid false hierarchies

Final Report

Recommendations Conclusions Findings

Final Report

Tactics Strategies Objectives Steps

“Think Your Way to Clear Writing” - Barbara Minto, Journal of

Management Consulting,


The Executive Summary/Storyline slide is the most important slide in

the deck – shown below are the key contents

Governing Thought (answer to the key question and summarizes the statements)

Statement #1

Statement #2

Statement #3

Recommendations Benefits Reasons Phases

Supporting Evidence •

•

•


•

•


•

•

Findings Facts

Charts Diagrams

Conclusion

Objective. Maintain growth and leadership in innovation.

Overview Summary

Recommendations.

Think differently. Increase R&D investment to

drive innovation.

Bring it on. Strengthen product and

service offerings

Team B1: Brent Garber | Vivek Kumar | Liang Guo | Anne Stoehr | Hsin-Tso Yang

Go uncharted. Expand in emerging

international markets

Job-less? How to maintain innovation

without Steve Jobs.

Stiff competition. How to face increased

competition in a hot market

Play nice. Managing strained

relationships with partners

Risks to success.

Bottom line. Innovation + New Products and Services + New Markets equals…

iTunes + iPod New Markets Innovation

Executive summary

Even high performing companies should be concerned about their health •Sustainable excellence remains elusive after years of trying to understand it because we have overlooked half of the equation by focusing on performance alone rather than on both

performance and health •Companies that focus on performance alone and ignore health don’t last very long

We have identified the components of enterprise health based on extensive research •There are five key characteristics of health

•Popular wisdom for improving performance can significantly erode health

We have worked with clients to help them build healthy, sustainable performance: Case example •Diagnose the health problem •Make changes to improve health

•Embed health into management systems, e.g., add health metrics to standard performance metrics

Get healthy by embedding changes into how the organization is run •Define and monitor health indicators •Adjust resource allocation to address health

•Develop a portfolio of performance and health initiatives •Integrate health into core management processes •Use formal mechanisms to reinforce healthy performance

19

Recommendation & Conclusion

Target can effectively defend itself against Walmart’s encroachment on its core customers by making changes

that enable it to better meet their grocery shopping needs.

1. Remodel existing Target stores.

2. Increase the number of Super Target stores.

3. Expand grocery offerings, focusing on private label organic groceries.

20

1.8 Billion expected profit over 5 years $

Executive Summary

Objective: Continuing growth in the face of competition

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

0

10000

20000

30000

40000

50000

60000

70000

2004 2005 2006 2007 2008

Revenues in millions

Profit Margins

Problem Recommendations

I. Increase average store sales.

1. Hypermarkets: Expand plans for growth.

2. Private label: Offer more private labels in consumables.

II. Pursue strategic geographic expansion.

3. Urban markets: More aggressively expand.

4. Canada: Expand into Canada.

21

22

Panera should focus on channel and store expansion as well as increasing breakfast traffic in order to grow profitably

Profitable growth

Sell bread and bagels in

grocery stores

Expand store footprint

Simplify and market

breakfast

NPV

Grocery bread

$178 MM

Expansion $59 MM

Breakfast marketing

$56 MM

Total $293 MM

Total cost Cash position

$48 MM $172 MM

Executive Summary Executive Overview

BBBY should not enter Europe

The market growth rate and size

present challenges

Competition is

fierce

• No market gap

• Intense same

and cross-

format

competition

• IKEA is well

established in

Europe

No strong competitive advantage

• No brand

awareness

• No operational

advantages

The market growth rate and size

present challenges

23

• In Western

Europe, little or

no growth

• In Eastern

Europe, market

is small

Bed Bath & Beyond (BBBY) should enter the European Market within next 5 years to maintain its sustainable growth

Overall NPV of European Expansion is $260M

Assess BBBY’s potential for moving into European Market

OBJECTIVE

SUPPORT

CONCLUSION

24

1

2

The European market is more attractive than the U.S. market for growth

BBBY has the capabilities to enter the European Market

3 Expanding into Europe provides positive financial benefits

25

Amazon should leverage its core competencies of aggregator and low price provider in the e-book market

The total project NPV is $1.7B over the long term

How can Amazon best capitalize on eBooks in the long term?

Exit hardware market

(NPV - $650M)

Increase Software Capabilities

(NPV - $400M)

Target key growth areas in eBook market

(NPV - $618M)

Research Strategize

Diversify e-book revenue and expand the Amazon e-book community

Sell Advertising in e-books

Create the Kindle Kommunity

Convert e-books to e-pub format

Sell the Kindle in other retail channels

Increase the value of each e-book sold

Increase e-book sales to Kindle users

Sell e-books to all e-reader users

Increase number of people reading e-books

Objectives Recommended Actions Financial Impacts

(NPV)

$516M

$143M

$160M

$470M

- 27 - 6.0

_M

BA

Case C

om

petitio

n 2

009_P

resenta

tion T

em

pla

te_

20

09

10

02.p

pt

We recommend that Starbucks pursue three separate opportunities that leverage its

current brand equity and focus on its core business

Go Forward Strategy

Streamline Store

Operations

Revitalize Food Sales

Pursue International

Growth

Get Back to Basics

Financial Impact Key Consideration

Increase in Shareholder

Value

Streamline Store

Operations

$97M -$280M

Revitalise Food Sales $150M- $350M

Expansion Internationally $220M-$270M

Starbucks core business of coffee specialty

retail comprises the major of its revenue

Margins are greatest on ‘non licensee’

opportunities

Investors have punished Starbucks for

margin erosion despite almost double digit

sales growth in 2008

Starbucks is facing increased competition on

core business operations

We recommend that LinkedIn pursue domestic and international growth

opportunities while ensuring brand integrity and professional identity

Go Forward Strategy

Modified “Walled Garden”

Business Casual

Positioning

Pursuing International

Growth

Linking to the Future

Expand Service offering while Maintain Control of Data through

Increase Social Networking Opportunities for Professionals

Expand into China and India with Professional Networking Site

- 28 -

Financial Impact Implementation

NPV

(Millions) Cost (Millions)

“Walled Garden” $430.5 $27.5

Positioning $113 $.5

International $284 $19.5

Total $827.5 $45.7

Out of Store In Store Campaign Results

Situation: American Eagle Outfitters is perceived as “too young” for college students

Result: Connect college students with the American Eagle brand to achieve target sales goal of $900 million while maintaining $5 million budget

Executive Summary

Goal: Establish American Eagle as the “gifting destination” for college students

29

http://go2.wordpress.com/?id=725X1342&site=ilmfb.wordpress.com&url=http://images.geotorrents.com/&sref=http://ilmfb.wordpress.com/2009/12/09/american-eagle-outfitters/

Business Model Organization Risk Mitigation Awareness Infrastructure Financial Impact Schedule 30

Executing the Acme business model requires a focused and

comprehensive implementation plan

The Acme business model is centered on:

Utilizing a low cost structure

Managing the customer ownership experience

Fostering key partnerships

Phase 1:

Establish

Organization

Phase 3:

Build Physical

Infrastructure

Phase 4:

Create

Awareness

Phase 2:

Formulate

Partnerships

The aggressive implementation strategy will enable Acme to:

Begin selling the customer experience in Year 3

Realize an NPV of $900M

• Create Strategic

Leadership

Team

• Suppliers

• Service Providers

• Insurance

• Assembly Plants

• Retail Dealers

• IT Infrastructure

• Teaser Ads

• Messaging

• Roving Dealers

Strategy implementation involves a four phased approach:

MLJ Airparts | 31 Inventory Management

CRM Implementation

Expansion of Services

Situational Overview

Executive Summary

•Cost growth outpacing revenue growth •Inefficient inventory management placing strain on operations •Lack of differentiation among customers hurting share of purchases •Jkl

Situation:

Long-Run Short-Run

Phase 2: CRM

Implementation

Phase 3:

Expansion of Services

Phase 1: Inventory

Management

• Reactivate revenue growth and increase profitability (profit margins).

Approach:

Improved inventory management system and reduced holding costs Increase in revenues through greater share of sales, and cross-selling Projected bottom line impact of approximately $48 M

Results:

Goal:

32

Recommendation: Niche Strategy

Reach the “The Movers & Shakers” - “on-the-go” professionals

-Crave coffeehouse experience -Love pure quality coffee

Launch with aggressive national campaign

-Build brand awareness through selective mass media

Realize financial success in Year 3 - Positive NPV of 5 year launch period -Achieve 2.2% market share in Year 1

Establish as the pure, premium RTD coffee

Leverage Panera’s brand equity to invest in three customer expansion projects to grow profitably

33

Financial Impact Go Forward Strategy

Strategically Expand Store

Locations

Enter New Distribution

Channel

Introduce New Menu Items

Note: 2009 Revenue: $1.3B, Profits: $86M

Panera Profitable Growth Strategy (8 yr Operating Income NPV in millions)

$310

$265

$59

6

3

4

Strategically Expand Store

Locations

Introduce New Menu

Items

Enter New Distribution

Channel

Total Customer Expansion

Implementation of these projects will generate an 8 year NPV of $634 M


Lucy to Shirley – “A”

Dear Shirley,

Remember last Saturday afternoon when I was playing in the park with my boyfriend and you came over, and he told me that when my back was turned, you kissed him? And also, on Sunday when you came to my house and my Mom made you a tuna fish salad for lunch and you said: “Yech! That’s the worst salad I ever ate!”? And yesterday, when my cat brushed against your leg, you kicked her and threatened to sic your dog “Monster” on her? Well, for all of these reasons, I hate you, and I no longer want to be your friend.

Lucy

Source: Gene Zelazny,. Say It with Presentations.

34


Lucy to Shirley – “B”

Dear Shirley,

I HATE you. Here are my reasons:

1. You stole my boyfriend.

2. You insulted my mother.

3. You scared my cat.

Source: Gene Zelazny,. Say It with Presentations.

35


You should be able to understand an entire presentation by the

headlines

36


Crafting an effective story is often the most challenging

aspect of a presentation

Analyze the

audience

Develop a

good story

1 Tell the

story well

2

KISS

Practice the delivery

Display enthusiasm

3

37


The effective deck delivery checklist

Make sure that you use meaningful “trackers” – usually no more than 3 – that tell the whole story!

Within each section – work very hard on the flow of the slides in that

section (normally – Situation, Complication, and Resolution)

Transition as a team during handoffs and transition between slides

Know the key contribution of each slide

Tell – don’t read – the story

Use clear charts with insightful titles

Don’t be defensive on Q&A – use slides (from appendix)

Iterate on slide creation and then iterate again

38

39

THE MARKET IS GROWING RAPIDLY

Total Market Revenue

US$ billions

4.2

Source: XYZ research report; estimate for 2004 from ABC report

5.3

6.2

6.9

7.3 7.5

CAGR= 12%

1999 2000 2001 2002 2003 2004

Title = the “so what”

Graph name

Units

Source

Any other units specified

Less is more … only show essential information

T E M A F O U C S

SYNTHESIZE: Final Sample Slide

TEMPLATES

39


Our session today

At UNC Kenan-Flagler

Beyond our “walls”

40

The Stage

The Approach

The Resources


There are great resources available to you

Topic Description Link/Source

Slide/Chart Templates

Slide Deck Examples

Hundreds of slide examples

from case competitions,

consulting firms and elsewhere

(in particular – Chart Templates)

UNC Consulting – under resources on UNC Kenan

Flagler internal website – to the bottom and hit “more

items” https://home.kenan-flagler.unc.edu/Resources/consulting/Pages/default.aspx

More slide deck

examples

A huge repository of slide decks

– submitted by individuals and

generally free (so variance in

quality of course)

Slideshare Website:

http://www.slideshare.net/

Books The most important books on

powerpoint and slide creation

Gene Zelazny - Say it with Charts/Presentations, etc.

Edward R. Tufte – Visual Display of Quantitative Info, etc.

41

https://home.kenan-flagler.unc.edu/Resources/consulting/Pages/default.aspx










Chart Types

• What follows are the most common types of charts used by

consultants

• These slides are actually in powerpoint and can be used as templates

(they are from the TEAM FOCUS slide deck)

• We highly recommend securing other resources from the UNC

Consulting sharepoint site (especially Chart Templates-Monitor)

• It is perfectly fine to borrow these slides and templates for use in

future presentations

42

UNDERSTAND – Chart Examples

Vertical Bar Chart

Line

Trends

Waterfall Chart

Pie Chart

Compositions

Document structuring

Text

• aslkfdkdsklfj lasdkfj asdlkfj aslkdfj asldh gf

• aslkfdkdsklfj lasdkfj asdlkfj aslkdfj asldh gf

• aslkfdkdsklfj lasdkfj asdlkfj asl

Framework

Horizontal Bar Chart

Comparison Bar Chart

Scatter Plot

Relationships/ Comparison

T E M A F O U C S

TEMPLATES

43

51

61

72

66

65

50

ABC

ABC

ABC

ABC

ABC

ABC

Chart name Units

TEMPLATES

T E M A F O U C S

Source: Insert Source

44


20.1

9.2

5.7

65.0 ABC

Chart name Units

DEF

GHI

JKL

100% = 84,586

TEMPLATES

T E M A F O U C S


45


5.1

15.9 21.0

8.8

0.4 11.8

Chart name Units

Base Addition New base Less A Less B Remainder

TEMPLATES

T E M A F O U C S


46


0.6 0.8 1.0 1.5

2.1

3.0

4.3

0.4 0.5

0.6

0.8

1.0

1.3

1.8

0.2

0.2

0.2

0.3

0.4

0.4

0.5

Y1 Y2 Y3 Y4 Y5 Y6 Y7

Chart name Units

TEMPLATES

T E M A F O U C S


47


48

100% =

Series name

5 7 5

20 23

12

65 48

40

10 22

43

Series name

Series name

Series name

$XX million $YY million $ZZ million Chart name Percentage

DEF ABC GHI

TEMPLATES

T E M A F O U C S


48


49

3.3

7.2

12.4

18.8

28.9

37.4

ABC ABC ABC ABC ABC

2000 – 2005 annual CAGR =

XX%

ABC

Chart name Units

TEMPLATES

T E M A F O U C S


49


0.5

1.1

1.9

2.8

4.2

5.0

0.4

0.9

1.4

2.0

2.5

4.2

[ENTER CONCLUSION/ “SO WHAT” HERE

ABC ABC ABC ABC ABC ABC

Chart name Units

[SERIES 1]

[SERIES 2]

Source: The McKinsey Engagement by Paul N. Friga

TEMPLATES

T E M A F O U C S


50


Chart name

Benefit realization

Idea/

Need

Proposal

Business Case

Initiative Design

Planning Transition/ Close

Step [DESCRIBE PROCESS OR STEP]

Execution

Implemen-

tation

Development

Step Step Step Step Step Step Step

Source: The McKinsey Engagement by Paul N. Friga

TEMPLATES

T E M A F O U C S


51


52

Governing

thought

(answer)

Key line

(proof)

Support

(facts)

What

would

have to

be true?

What

would

have to

be true?

Use structured logic

Try to stay MECE

Look from the decision-

maker’s perspective

SYNTHESIZE: Storyline Logic

T E M A F O U C S

TEMPLATES

52

53

THE MARKET IS GROWING RAPIDLY

Total Market Revenue

US$ billions

4.2

Source: XYZ research report; estimate for 2004 from ABC report

5.3

6.2

6.9

7.3 7.5

CAGR= 12%

1999 2000 2001 2002 2003 2004

Title = the “so what”

Graph name

Units

Source

Any other units specified

Less is more … only show essential information

T E M A F O U C S

SYNTHESIZE: Final Sample Slide

TEMPLATES

53

Cascade (or Waterfall)

54

3.0B 2.5B

2.3B 1.8B

1.2B 0.9B 0.8B 0.5B 0.3B 0.2B 0.2B 1.1B 14.8B

0

5

10

$15B

Sales by Category (in $ Billion)

Cascade (or Waterfall)

Basketball, cross-training, and running are the three largest categories of athletic

footwear

Cluster Bar Chart

55

Cluster Bar Chart

Nike sales were predominately from the U.S., while Adidas sales were predominately

international

3,797

1,229

490

2,640

1,098 1,172

308 212

0

1,000

2,000

3,000

$4,000

Nike Reebok Adidas

Footw

ear

Sa

les

in $

millions

U.S.

International

Licensed

Stacked Bar Chart

56

Nike, 3,261 Nike, 3,797

Reebok, 1,193

Reebok, 1,229 Adidas, 390

Adidas, 490 Fila, 555

Fila, 488 Converse, 194

Converse, 285 Others, 1,622

Others, 1,785

0

2,000

4,000

6,000

8,000

$10,000

1996 1997

Footw

ear

Sa

les

in $

million

CAGR

12%

10%

47%

-12%

26%

3%

16%

$7,215

$8,074

Stacked Bar Chart

Fila sales decreased significantly, while converse sales increased by almost 50%

Horizontal Cluster Bar Chart

57

Stacked Bar Chart

Fila sales decreased significantly, while converse sales increased by almost 50%

165

407

1,172

1,098

2,640

285

488

490

1,229

3,797

0 1,000 2,000 3,000 $4,000

Converse

Fila

Adidas

Reebok

Nike

Footwear sales in $ millions

U.S.

International

100% Stacked Bar Chart

58

100% Stacked Bar Chart

Nike dominates U.S. branded athletic footwear market

Nike 47%

Reebok 15%

Adidas 6%

Fila 6%

Converse 4% New Balance 3%

Airwalk 2%

Keds 2%

Footjoy 2% Others 11%

0%

20%

40%

60%

80%

100%

1997

$8,074

Area Chart

59

Area Chart

Nike, Adidas and Fila sales grew faster than the industry average over the past 5 years,

while Reebok, Converse and smaller companies fell behind

Nike

Reebok

Adidas Fila Converse

Others

0

2,000

4,000

6,000

$8,000

1993 1994 1995 1996 1997

CAGR

Industry

6.1%

-2.8%

1.5%

14.4%

20.9%

-0.7%

14.2%

100% Area Chart

60

100% Area Chart

Nike, Adidas and Fila share grew over the past 5 years, while Reebok, Converse and smaller

competitors fell behind

Nike

Reebok

Adidas

Fila

Converse

Others

0%

20%

40%

60%

80%

100%

1993 1994 1995 1996 1997

Stacked Bar Line Chart

61

Stacked Bar Line Chart

Nike’s sales have increased significantly with a greater reliance on non-U.S. markets. Net

income growth has not kept pace with sales growth.

U.S

. Eu

rop

e Asia

Pacific

Americas

287 329 365 299 400 553 796 400 451 579 590

0

2,000

4,000

6,000

8,000

$10,000

Net Income

($ million)

Sales & Net Income in $ Million

Cluster Bar Line Chart

62

Cluster Bar Line Chart

Price per pair has increased across all four market segments from 1993 to 1997.

$47.7 $46.8 $47.5 $50.5 $51.5

$37.2 $37.0 $37.4 $39.8 $41.1

$26.9 $25.6 $25.8 $28.6

$30.4

$19.9 $19.9 $19.4 $20.6 $22.1

0

20

40

$60

1993 1994 1995 1996 1997

Price per Pair

Retail Sales $12.1B $12.4B $13.3B $14.1B $15.3B

Men’

s

Wom

en’

s Ju

nior’s

Infa

nts’

Horizontal Stacked Bar Chart

63

Horizontal Stacked Bar Chart

Nike sales were predominately from the U.S., while Adidas sales were predominately

international. Licensing is a small, but significant, revenue source for all companies, except

Nike.

$590

$1,025

$1,900

$2,300

0 2,000 4,000 6,000 $8,000

Converse

Fila

Adidas

Reebok

Nike

U.S.

Int'l

Licensed

$6,300

Footwear Sales in $ Million

Line Chart

64

Line Chart

Nike overtook Reebok in sales in 1989 and has grown rapidly.

0

1,000

2,000

3,000

$4,000

1988 1989 1990 1991 1992 1993 1994 1995 1996 1997

Nike

Reebok

Footwear Sales in $ Million

2Y Line Chart

65

2Y Line Chart

Retail sales dipped between 1997 and 1999 as price per pair increased.

Retail Sales

Price per Pair

30

32

34

36

38

40

42

$44

12

13

14

15

16

1993 1994 1995 1996 1997 1998 1999 2000

Average Price per Pair

Retail Sales in $ Billion

2Y Stacked Bar Line Chart

66

2Y Stacked Bar Line Chart

Nike’s sales have increased significantly with a greater reliance on non-U.S. markets.

Revenue growth has not kept pace with sales growth.

287 329 365 299 400 553 796 400 451 579 590

0

200

400

600

800

$1,000

0

2,000

4,000

6,000

8,000

$10,000

Sales in $ Million Net Income in $ Million

Net Income

2Y Cluster Bar Line Chart

67

2Y Cluster Bar Line Chart

Retail sales dipped between 1997 and 1999 as price per pair increased.g

12.1B 12.4B 13.3B

14.1B 15.3B 14.7B 14.5B 15.1B

0

10

20

30

40

$50

0

5

10

15

20

$25

1993 1994 1995 1996 1997 1998 1999 2000

Retail Sales in $ Billion Average Price per Pair Reta

il S

ale

s

Pie Chart

68

Pie Chart

Nike dominates U.S. branded athletic footwear market.

Nike 3,797

Reebok 1,229

Adidas 490

Fila 488

Converse 285

New Balance 265

Airwalk 180

Keds 180

ASICS 130

Footjoy 122

Others 908

69

X-Y Linear Bubble Chart

X-Y Linear Bubble Chart

Nike experienced strong growth in the U.S. and overseas, while Fila experienced

international growth and lower U.S. sales.

-20%

0%

20%

40%

-20% 0% 20% 40%

Nike Fila

Reebok

Adidas

New

Balance

Converse

ASICS

U.S. Sales Growth

International Sales Growth

X Log Bubble Chart

70

X Log Bubble Chart

Adidas and New Balance experienced a relatively high return on sales when compared to

their market share.

0

5

10

15

20

0.1 1 10

Return on Sales

Relative Market Share

Nike

Reebok

Adidas

Fila

New

Balance

ASICS

Converse Puma

X-Y Linear Scatter Chart

71

X-Y Linear Scatter Chart

Of the top 20 companies, five experienced declines in both U.S. and international sales.

-2

-1.5

-1

-0.5

0

0.5

1

-0.5 0 0.5 1

U.S. Sales Growth

International Sales Growth

Gantt Chart

72

0 7 14 21 28

Ship Date

Deploy

Design

Website

Fix Defects

Test Build

Create Build

Second Iteration

Fix Defects

Test Build

Create Build

First Iteration

QA Product

January

Gantt Chart

Product release project plan.

Tasks

Value Chain

73

Value Chain

Key value chain benefits derive from improving sales and marketing process.

Inbound Logistics Manufacturing Outbound Logistics

Marketing and Sales

Service

Short

Term

Work with

suppliers Reduce costs

Increase

efficiency

• Implement JIT

• Rationalize

manufacturing

facilities

• Improve quality

• Evaluate all

delivery and

warehousing

expenses

• Reorganize sales

force

• Implement national

accounts

• Measure customer

satisfaction

• Implement

retention program

Long

Term

• Implement supplier

quality program

• Identify new lower

cost out-sourced

factories

• Partner with key

delivery companies

• Implement web-

based sales •Determine role

of web services

• Improve brand

identity

• Evaluate key

service costs •Restructure

service delivery

process

Stoplight Chart

74

Stoplight Chart

Nike is in the strongest competitive position; Converse is in the weakest.

Nike Reebok New Balance Converse

Relationship with

customers

Relationships

with suppliers

Cost

Financial

Strength

Manufacturing

Technology

Information

Technology

determining the key question and project scope · the flow of a slide deck contrasts with the flow...

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