The document provides recommendations from a consulting firm (KAM) to the board of directors of company AI. It summarizes AI's current financial struggles and outlines several strategic recommendations to help AI achieve its goal of $500M in revenues by 2015. Key recommendations include forming a joint venture for a new genset locomotive product, acquiring a mining company called TBS, and establishing an in-house powder coating operation. An implementation plan is presented along with projected financials showing the recommendations will provide sufficient cash flow and meet bank loan requirements.
GE Smart Energy Case Competition - 2013 MIT Sloan SubmissionAlexander Boutelle
In October 2013, I participated in the GE ECLP Case Competition in New York. Teams were asked to identify sales solutions for a data analytics service being offered to independent power producers using GE generation technology. This deck supported our 20 minute team presentation, and was created by Alexander Boutelle, Ariel Chua, Sam Massey, and Avner Penchas (all MIT Sloan MBA Class of 2015). All data was gathered from public sources.
Alexander Boutelle's personal website can be found at www.internetadjacent.com or www.alexanderboutelle.com.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
GE Smart Energy Case Competition - 2013 MIT Sloan SubmissionAlexander Boutelle
In October 2013, I participated in the GE ECLP Case Competition in New York. Teams were asked to identify sales solutions for a data analytics service being offered to independent power producers using GE generation technology. This deck supported our 20 minute team presentation, and was created by Alexander Boutelle, Ariel Chua, Sam Massey, and Avner Penchas (all MIT Sloan MBA Class of 2015). All data was gathered from public sources.
Alexander Boutelle's personal website can be found at www.internetadjacent.com or www.alexanderboutelle.com.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...accenture
Accenture’s 2015 Global Risk Management Study: Banking Report provides the insights of 150 banking executives involved in the risk function. See the attached presentation for details of how the risk function in banking is repositioning itself to be a collaborative business partner. Visit www.accenture.com/riskstudy2015 to learn more.
ScottMadden Finance Shared Services Benchmark Highlights 2016ScottMadden, Inc.
ScottMadden and American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, recently joined forces to conduct the second cycle of a unique benchmark study focused exclusively on finance Shared Services Organizations (SSOs). For more information, please visit www.scottmadden.com.
ScottMadden Finance Shared Services Benchmark Highlights 2020ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the Finance Shared Services Benchmarking Study. This study covers both trends and benchmarks, and is focused on the shared services delivery model. Topics covered include the delivery model, staffing and performance, technology, and scope of services. For more information, please visit www.scottmadden.com.
Adaptation in the Shadow of Target Operating ModelNathan Allchin
Risk and opportunities for your engagement in an environment of strategic change.
Our clients are now having to revisit some of the fundamental assumptions of their corporate and business strategy, and as a result, many of these clients will increase their appetite for strategic change to their business model and operating model.
This has the potential to be an exciting time for us as consultants, yet it is not always a blessing to live in exciting times. To maximise our opportunities to deliver value, we need to appreciate how this change in the environment might impact our engagements, and what actions and mitigations we can take for the mutual benefit of the client and ourselves:
- What is driving clients to embrace strategic changes to their Business and Operating Models;
- What the emergence of a client’s Target Operating Model can mean for your engagement;
- What approaches you should take as consultants to adapt and thrive in this environment.
Content:
Goal:
Integrated business management requires the integration of all the business into that considering the processes, people & behaviors, and tools. The maturity of this integration will reflect direct in the results of the business, bottom line.
Key learning points:
a) All organizations are on a journey that never ends to performance improvement – what are the challenges
b) The Integrated Business Model and the maturity chart
c) The importance of the Integrated Business Management (IBM) / Sales and Operations Planning (S&OP) process into the Integrated Business Model
d) The Proven Path to goes through the journey consistent
e) The Integrated Supply Chain Management and the IBM/S&OP importance to support it, and reflected on both models – Oliver Wight and the SCC – SCOR
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
Model N 2013 annual Global Price Management Survey - Life Sciences Alex Rumble
Model N, yearly Global benchmarking survey on Gloval Price Management practices and techonogy.
Indicative of current trends and challenges for Market Access teams to manage global pricing and the technology available to ensure optimum pricing and margins.
AmCham Taipei released the 2018 Taiwan Business Climate Survey results at a press conference at the AmCham Taipei Lincoln Room on March 7.
Most member companies of the Chamber are optimistic about Taiwan’s economy and their own profitability over the next three years, but business leaders have serious concerns about energy, the labor law and the way regulations are made.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
The Electric Vehicle Market: Utility Perspective and Considerations for Utili...ScottMadden, Inc.
The growth of the Plug-In Electric Vehicles (PEV) is creating an opportunity for forward-thinking utilities to leverage their size and scale and deploy PEV charging infrastructure to support load growth, extend customer engagement, and grow the PEV market. This presentation is designed to help utilities who are considering the expansion of their current electric transportation program to include more PEV infrastructure and those who are considering the initial launch of their PEV program. Key program criteria and design considerations are presented to help encourage the thoughtful planning and design of a PEV infrastructure program that will help your utility capitalize on the growing PEV market.
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
Learn from Forrester analyst, Margo Visitacion, about the basics to understand where your portfolio management stands today and how to build your portfolio management engine to become more strategic.
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
Dashboards By Function Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Nail your business presentation in moments with the help of the data-driven visuals of Dashboards By Function PowerPoint Presentation Slides. This all-in-one performance indicator PPT template deck allows you to showcase data on marketing, and HR to IT infrastructure. Use our well-structured business KPI dashboard PowerPoint slideshow to summarize relevant information in minimal words but with maximum visual effect. The executive management can take advantage of our functions dashboard PPT theme to skim quarterly revenue and customer overview. Business professionals can also edit information in this operational dashboard PowerPoint presentation to create a personalized overview of financial health. Represent investor relations using parameters like return on equity, working capital ratio, and share price through this business KPIs and metrics PPT slideshow. Sales personnel benefit from the sales performance, sales KPI, and sales cycle conversion rate layouts in the key performance indicators PowerPoint template. IT professionals can showcase important information about costs, project management, and issue management by downloading this operational metrics PPT theme. https://bit.ly/3wuDvrK
If you are raising funds for your business, having an impressive investment pitch deck is a key component in your fundraising toolkit. Considering this, we have come up with content-ready investment crowdfunding PowerPoint presentation slides. Using crowdsourcing management presentation illustrations will ensure your strong business presence in a global market. These crowd equity PPT graphics are so versatile that it can be used in related topics such as angel investor, budget crowdaction, fund statistics and facts, equity crowdfunding, business investment proposal, venture capital pitch ,crowdcube, startup pitch deck and crowdsourcing model. Our entrepreneurial ventures PPT templates help you outpace the usual fundraising model in the business world. These equity ownership PowerPoint presentation templates are designed by including all the necessary slides such as accenture strategy, capital projection, entrepreneur strategic plan, business timeline and market segmentation. We have added tactical features to this investment crowdfunding PPT graphics that are significant. So without wasting more time, download it today!. Break the impasse with our Investment Crowdfunding PowerPoint Presentation Slides. Get across any barriers installed.
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...accenture
Accenture’s 2015 Global Risk Management Study: Banking Report provides the insights of 150 banking executives involved in the risk function. See the attached presentation for details of how the risk function in banking is repositioning itself to be a collaborative business partner. Visit www.accenture.com/riskstudy2015 to learn more.
ScottMadden Finance Shared Services Benchmark Highlights 2016ScottMadden, Inc.
ScottMadden and American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, recently joined forces to conduct the second cycle of a unique benchmark study focused exclusively on finance Shared Services Organizations (SSOs). For more information, please visit www.scottmadden.com.
ScottMadden Finance Shared Services Benchmark Highlights 2020ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the Finance Shared Services Benchmarking Study. This study covers both trends and benchmarks, and is focused on the shared services delivery model. Topics covered include the delivery model, staffing and performance, technology, and scope of services. For more information, please visit www.scottmadden.com.
Adaptation in the Shadow of Target Operating ModelNathan Allchin
Risk and opportunities for your engagement in an environment of strategic change.
Our clients are now having to revisit some of the fundamental assumptions of their corporate and business strategy, and as a result, many of these clients will increase their appetite for strategic change to their business model and operating model.
This has the potential to be an exciting time for us as consultants, yet it is not always a blessing to live in exciting times. To maximise our opportunities to deliver value, we need to appreciate how this change in the environment might impact our engagements, and what actions and mitigations we can take for the mutual benefit of the client and ourselves:
- What is driving clients to embrace strategic changes to their Business and Operating Models;
- What the emergence of a client’s Target Operating Model can mean for your engagement;
- What approaches you should take as consultants to adapt and thrive in this environment.
Content:
Goal:
Integrated business management requires the integration of all the business into that considering the processes, people & behaviors, and tools. The maturity of this integration will reflect direct in the results of the business, bottom line.
Key learning points:
a) All organizations are on a journey that never ends to performance improvement – what are the challenges
b) The Integrated Business Model and the maturity chart
c) The importance of the Integrated Business Management (IBM) / Sales and Operations Planning (S&OP) process into the Integrated Business Model
d) The Proven Path to goes through the journey consistent
e) The Integrated Supply Chain Management and the IBM/S&OP importance to support it, and reflected on both models – Oliver Wight and the SCC – SCOR
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
Model N 2013 annual Global Price Management Survey - Life Sciences Alex Rumble
Model N, yearly Global benchmarking survey on Gloval Price Management practices and techonogy.
Indicative of current trends and challenges for Market Access teams to manage global pricing and the technology available to ensure optimum pricing and margins.
AmCham Taipei released the 2018 Taiwan Business Climate Survey results at a press conference at the AmCham Taipei Lincoln Room on March 7.
Most member companies of the Chamber are optimistic about Taiwan’s economy and their own profitability over the next three years, but business leaders have serious concerns about energy, the labor law and the way regulations are made.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
The Electric Vehicle Market: Utility Perspective and Considerations for Utili...ScottMadden, Inc.
The growth of the Plug-In Electric Vehicles (PEV) is creating an opportunity for forward-thinking utilities to leverage their size and scale and deploy PEV charging infrastructure to support load growth, extend customer engagement, and grow the PEV market. This presentation is designed to help utilities who are considering the expansion of their current electric transportation program to include more PEV infrastructure and those who are considering the initial launch of their PEV program. Key program criteria and design considerations are presented to help encourage the thoughtful planning and design of a PEV infrastructure program that will help your utility capitalize on the growing PEV market.
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
Learn from Forrester analyst, Margo Visitacion, about the basics to understand where your portfolio management stands today and how to build your portfolio management engine to become more strategic.
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
Dashboards By Function Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Nail your business presentation in moments with the help of the data-driven visuals of Dashboards By Function PowerPoint Presentation Slides. This all-in-one performance indicator PPT template deck allows you to showcase data on marketing, and HR to IT infrastructure. Use our well-structured business KPI dashboard PowerPoint slideshow to summarize relevant information in minimal words but with maximum visual effect. The executive management can take advantage of our functions dashboard PPT theme to skim quarterly revenue and customer overview. Business professionals can also edit information in this operational dashboard PowerPoint presentation to create a personalized overview of financial health. Represent investor relations using parameters like return on equity, working capital ratio, and share price through this business KPIs and metrics PPT slideshow. Sales personnel benefit from the sales performance, sales KPI, and sales cycle conversion rate layouts in the key performance indicators PowerPoint template. IT professionals can showcase important information about costs, project management, and issue management by downloading this operational metrics PPT theme. https://bit.ly/3wuDvrK
If you are raising funds for your business, having an impressive investment pitch deck is a key component in your fundraising toolkit. Considering this, we have come up with content-ready investment crowdfunding PowerPoint presentation slides. Using crowdsourcing management presentation illustrations will ensure your strong business presence in a global market. These crowd equity PPT graphics are so versatile that it can be used in related topics such as angel investor, budget crowdaction, fund statistics and facts, equity crowdfunding, business investment proposal, venture capital pitch ,crowdcube, startup pitch deck and crowdsourcing model. Our entrepreneurial ventures PPT templates help you outpace the usual fundraising model in the business world. These equity ownership PowerPoint presentation templates are designed by including all the necessary slides such as accenture strategy, capital projection, entrepreneur strategic plan, business timeline and market segmentation. We have added tactical features to this investment crowdfunding PPT graphics that are significant. So without wasting more time, download it today!. Break the impasse with our Investment Crowdfunding PowerPoint Presentation Slides. Get across any barriers installed.
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Will Woods
Final presentation for CSULB FEMBA capstone course competition
August 2011
Team Erie: Industry C43894
Jessica Archer
Meredith Curry
Muhammad Soomar
Veronica Mimi Ta
William James Woods
FCB Partners Webinar: Measure What Matters FCBPartners
Join Steve Stanton, Managing Director of FCB Partners, as he leads a roundtable discussion on the challenge of managing metrics. This 30-minute webinar is an introduction to our new Master Class on Measurement (premiering November 18 in Boston).
Without question, measurement is the most difficult aspect of process management. With so many choices it’s tough to select the right measures and create an actionable scorecard. Too often, organizations measure what they can, measure what they can measure easily, or measure what they can measure easily that produces a positive number.
But, without a great measurement architecture, organizations can flounder with too many measures or misleading data, or just lagging indicators.
In this practical webinar, Steve will focus on the following themes:
Why is measurement so tough?
How can we find the right few measures for a process?
How to use measures effectively
How to improve the process of measurement itself
Stock Pitch For Watch Manufacturing Companies PowerPoint Presentation Ppt Sli...SlideTeam
Our Stock Pitch For Watch Manufacturing Companies PowerPoint Presentation Ppt Slide Template is the perfect way to pitch your stock. We have researched thousands of stock pitches and designed the most impactful way to convince your investors to invest in your equity. http://bit.ly/2w64AGL
Hear how Kelly Battles, CFO of Host Analytics, works with her finance team to track key financial and operating metrics data to drive performance and keep the company on track to deliver growth in 2011. In addition, Lauren Kelley, CEO of OPEXEngine will present key software industry benchmarks from OPEXEngine’s comprehensive financial and operating benchmarking report, developed in partnership with the SIIA. Join us for this informative webinar to learn more about how the benefits of metrics-driven, fact based decision making can help you drive better performance and efficiency within your own organization.
Presenters:
Lauren Kelley, CEO & Founder, OPEXEngine
Kelly Battles, CFO, Host Analytics
About the presenters:
Lauren Kelley is CEO and founder of OPEXEngine, the leading publisher of software financial and operating benchmarks. Ms. Kelley brings 25 years of successful experience in tech company management to OPEXEngine, as well as 6 years as an international economist at the US Department of Commerce’s Office of Computers early in her career, after entering Federal service through the prestigious Presidential Management Intern program. Prior to building OPEXEngine, she worked 2 years as an executive-in-residence at Grand Banks Capital, a venture fund focused on East Coast technology companies, evaluating potential investments. She has worked and lived extensively in Europe. She was previously Senior VP of WW Sales at ATG, including establishing field operations throughout Europe and Asia/Pacific, and was a General Manager for approximately 20 countries at Borland out of Paris in the early ’90s. Ms. Kelley also helped build Compaq’s Central and East European operations, based in Munich. Ms. Kelley is currently based in London, where she lives with her husband and two children.
Kelly Bodnar Battles is the CFO of Host Analytics, inc., the only provider of a CPM (Corporate Performance Management) suite of products delivered via software as a service.
Prior to Host Analytics, Kelly was VP, Finance at IronPort Systems where she was the first finance hire and was responsible for building and leading the finance, accounting, administrative and various operational functions during her six years there. During her tenure at IronPort, the company grew from $2M to $250M in annual bookings and was sold to Cisco Systems (NASDAQ: CSCO).
Before IronPort, Kelly was a Director in HP’s Strategy and Corporate Development group, a Strategy Consultant with McKinsey and Company, and a Corporate Finance Associate at J.P. Morgan. Kelly graduated with a B.S.E. from Princeton and M.B.A. from Harvard, both with honors. Kelly lives in the Bay Area with her husband, and their 2 children, labrador retriever and rescue cat.
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
Similar to Arndt PPT Draft 8 (May 25)-Draft 25 (20)
3. Current Situation at AI
Manufacturing industries hit hard by curtailed client
spending during the economic downturn – AI’s target
markets are now poised to rebound
AI has growth target of $500M in revenues by 2015
Large number of operational and production issues
hurting quality and customer perception of AI
AI’s hard-earned reputation and product leadership
strategic positioning is at risk!
3
11. The Critical Questions
How does AI:
Grow to achieve its sales target;
Fix quality issues;
Add scale to its mining business;
Avoid erosion of its competitive advantage and stay
competitive in the long-term?
11
13. KAM’s Evaluation Criteria
Strength
Consistent with mission/vision and strategic
positioning. Aids materially in achievement of
strategic goals.
Aligned with stakeholder preferences (or
compelling reasons to persuade otherwise).
High NPV, Low payback period, CF generation.
Key risks can be mitigated. Downside can be
compensated without creating additional risk.
Leverages long-term macro growth trends.
Adds to AI’s LT ability to be competitive.
13
14. KAM Recommendations
Evaluation Criteria
Peru
Assembly
GenSet
Locomotive(
via Joint
Venture)
Acquisition
of TBS
(with extra
R&D)
In House
Powder
Coating
Strategic Fit
Stakeholder
Preferences
Financial Analysis
Risk Profile
Long Term Impact
KAM
Recommendations
NO Yes, Via JV
Yes, with
R&D
YES
14
52. Corporate Culture
52
Issue #1: Lack of an integrative and cohesive Corporate
culture due to “Silo effect”.
Solution:
•More integrated, flexible and responsive organization
•Invest in the human capabilities
•Reinforce “ Quality, Innovation, and reliability are our #1
Priority.
53. Human Resource
53
Issue: Current “Profit Sharing” is not an effective
performance measure.
Solution: Develop Balanced Scorecard that aligns with AI Strategy.
MEASURES
Delivering results today, within each business, while building for the future
Category Objective Measures Target
Sales Growth Net Sales Growth >4%/yearFinancial
Efficient use of Capital Return on Assets AI>10%
Improved Quality &
Reliability
Warranty Claims <2% of Sales
Customer Enhance Customer
reputation
Customer ratings >90% "highly
satisfied"
Improved Data Management Costing accuracy <1% Errors
Internal
Business
Improved Production
efficiency and quality
Net profit margin Divisions >0%,
AI>5%
Strengthened brand and
positioning
Community Awareness >70%
People and
Knowledge Continuous Improvement
practises and training
Training Hours Per
Employee
>2
hrs/yr/employee
56. Corporate Governance
56
Issue #1: More liquidity for the Family-owned AI
shares.
Solution:
• Obtain valuation of the share price.
• Revise Shareholder Agreement.
Issue #3: No Succession Plan is in place.
Solution:
•Introduce a Formal Succession Plan.
•Initiate CEO succession and board transition planning.
•Retain a Third-party HR consulting firm for more
objectivity.
Issue #2: Bribery
Solution:
• Establish Corporate Guidelines.
62. Cash Flow Supports 40% Dividend Payout Ratio
62
Bank Covenant Post-Dividend F2011 F2012 F2013 F2014 F2015
Current Ratio >1.5 1.80 1.92 2.02 2.16 2.33
Return on Asset >10% 12.6% 13.4% 13.8% 13.5% 13.4%
Debt to TNW <2.0 1.52 1.18 0.96 0.80 0.68
D:E Ratio <1.75 1.47 1.15 0.94 0.79 0.67
63. Required and Available Financing
REQUIRED (within 1 year) CDN $(000)s
Joint Venture Investment (+ expenses) $ 5,100
TBS Acquisition (price + expenses + IT integration) $11,100
Powder Coating Equipment, Set-Up, & Training $ 1,815
Working Capital for AEP Division $ 8,000
Working Capital for TBS $ 4,000
f2010 Dividend (paid in full) $10,000
Required Production Capital expenditures $ 8,000
Operational Recommendations $ 5,775
Total Financing Required (within 1 year) $53,790
AVAILABLE CDN $(000)s
Net Cash plus Lines of Credit ($2.5M x 3 + $0.6M) $ 8,100
New Banking Facility (maximum) $50,000
Total Financing Available $58,100
63
Note: Financing
required after 1
year is supported
by CF generated
by AI
Excess Available vs. Required $2,800
Note: Ignores
cash generated
by AI
Take out the grey hexagon in the right corner.
Check the slide numbers, they should be on all the slides. Move the numbers further to the right.
Turn the slide numbers into blue.
Changes for Shanli to make:
Change Orest to “Orest and Brandon”
Graham’s Slide
6/7/11 Request for ShanLi:
These numbers are wrong – AAP is $169, AEP is $128 and ARRP is $104 – table at bottom needs to change to reflect this. Also, table need to be juggled such that AEP is last on the outside. Finally, we can use the same “cut and paste” approach on the pic to have the bars come in with the divisional detail above.
Change ARRP last bullet to just “innovate products”
Have each box and font size be the same
AEP box # 1 just “Custom Products” and scrap entirely box # 4 “Volatile Results” as we have moved this to the backups mnow
Graham’s Slide.
Work for Shanli:
Scale the 3 cylinders to match the f2010 revenues of each division (visually). Change the 1,2,3 to $xxx million in each case where xxx is the f2010 divisional net revenue.
AAP should be bolded (to match the others). Center the division name in each case.
Change points for AAP to: Strong profitability; Steady DM and DL improvements; ARRP to: Improving results; Innovative road-rail products AEP: Custom Engineered Products; Mining business lacks scale; Quality control issues; Volatile results; Inefficient operations. Do not use short forms or periods/bullets.
Animation flow: AAP box and Cylinder and $amt come in first, then each of the AAP sub-points; then same flow for ARRP, then same flow for AEP
Want complex animation scheme here for slide flow to work – specifically (a) all animation as per above (b) all the above “disappear at once” (c)
[Don’t want to do this on multiple slides as it creates flow issues]
Graham’s Slide
Find another picture for “Strength”
Opportunity, Strength, then weaknesses and threats.
GRAHAM’s Slide
GNM notes – do not delete
Highlighted by no succession plans; bribe payments; lack of independence/objectivity at Board;bonus plan that incents ST financial-only division-only behaviour that is at cross-purposes with AI’s strategic positioning
Shanli – Work Items on Slide (i.e. – please make this slide into the following/do these things)!:
On top of Train – “Opportunities”
On top of Mining thing – “Strengths”
On top of Powder – Weaknesses – change powder pic to a rusted machine type of pic
On top of Peru – Threats – Change Macchu Picchu pic to a picture of david vs goliath type thing
Animation sequence:
Top bar (all) first
Bottom bar under strengths (but blank)
Bullets in strengths bar 1 by 1
Bottom bar under weaknesses (but blank)
Bullets in weaknesses bar 1 by 1
Bottom bar under strengths (but blank)
Bullets in strengths bar 1 by 1
Bottom bar under strengths (but blank)
Bullets in strengths bar 1 by 1
Leverage and Mitigate boxes
Graham’s Slide
BIG competitors are like the ocean – small firms must specialize and constantly innovate to survive and succeed
Today: stable core business
Graham’s slide
- That includes staying up to date in production equipment - Deferred CAPEX (&gt;9M behind in AEP alone)
Impact of several different but intertwined operational issues
MUST “catch up” on deferred CAPEX and spend to stay on “leading edge”
Graham’s Slide
Existing business vs industry
Scenarios (same definition) for alternatives considered
[have handy the industry growth rates to support mid-point as consensus industry average growth rate]
Road-transferrable locomotive (road prime mover adapted for rail operation)
Graham’s Slide
Shanli Work
Change Benchmark: 500M to “Strategic Goal: $500M”
Create this same slide with AFTER all recommendations made showing all over $500M – we’ll add that as a good visual backup – ideally do it in stacked bar form so you can see what recommendations added what $$ (in each scenario)
Graham’s Slide
Graham’s Slide
Graham’s Slide
Add the triangle here, side by side with the pie chart.
Change the picture to a crowd.
Put the slogans in a little box on the side bar.
Merge 23 with 22. Put the logos on the top, “small companies must differentiate”
Modular Design
Locomotive as efficient as possible
The engines and the generator sets are in modules
Servicing could be done off of the locomotive (can be removed & replaced in an hour)
Self contain
Noise Pollution
Decrease 30 decimals of noise from each engine
Proven Components
The same compressor and motor set up as you’d see in 80% of the locomotive engines
Ability to shot down - Savings
Efficiency & productivity
Run it with just one engine
Have full traction with low speed or full speed at a low traction
Put in a box “KAM recommends Genset!!”
In-House: (2.5-3yrs); ($12M)
Energy Locomotives: (successful in enviro loco), ($$ problems lead to stall production), (reduce our time to market by half)
All points from slide 31, cut and paste the whole text there.
Less Capital Intensive
EL reputation.
Knowledge sharing &reciprical synergy, replaces “expertise”.
Get rid of the buyout option..(buyout goes in the backup slides)
Make the bars a little bit bigger. Do not say “not so attractive” make it something else.
Animate it to make it come up one at a time.
Merge slide 31 with 32.
Genset locomotive was Developed with 3 guiding principals
Minimize environmental impact
Decrease full (60% improvement) & maintenance costs
Improve the bottom line
Highlight year 2015, other years are not relevant, delete.
How we fill that gap and creating scale efficiency….blah blah.
Need another graph for this slide, rare earth.
Make second and third picture come at the same time.
Update the graph.
Animate it to make it come up one at a time.
Base Business, then we have the JV, then a bar showing the TBS, which takes it all the way to the top.
Fix the fonts, make the circles bigger.
Diane Slides:
Thanks Brandon; Good Morning Board and thank you so much for your time to be here with us;
As Graham has mentioned before, there are number of operational issues that are hurting quality; and need to be fixed to maintain “product leadership” position and reputation;
Now; I will present how to address “operation and IT issues”; and ShanLi will continue the additional issues later;
Diane Slide:
Regarding operation issues:
AI should launch Customer Purchase Assistance Program; By …
Here’s revenue impact. Dollar Impact, show it with the bar graph.
Diane Slide:
Leveraging strong relationship with bank to provide financing to qualified customers;
This would allow AI to reduce consignment sales; increase working capital; and improve revenues by $13.7 million;
For launching Success; In short-term; to meet with bank setting up program; In medium-term, to launch initial program in AAP; and In long-term, to refine program and roll-out to all divisions;
Diane Slide:
Instead of expanding operation into Peru;
AI should expand distribution network into Latin America; By ……
Show the revenue impact (conservative scenario).
Diane Slide:
Leveraging existing strong distribution network and taking advantage of the market growth in this region;
This would allow AI to reduce operational risks; improve revenues (AAP Only) by $6.2 million;
Diane Slide:
AI also should leverage Six Sigma and Just-In-Time Inventory success in AAP; and Review supply chain; By ...
Diane Slide:
Delegating existing success with in AAP to other divisions; and leveraging new IT system to establish centralized purchasing group;
This would allow AI to improve quality, operational efficiencies and profitability;
As Graham has mentioned before, AAP has delivered consistent improvements in direct material and labour, which is indicated in the Graph as blue;
This would allow AI to better inventory control; improve quality, operational efficiencies, and profitability;
As Graham has mentioned before, AAP has delivered consistent improvements in direct material and labour, which is indicated in the Graph as blue;
Diane Slide:
Moreover, AI needs to address AEP performance issues; BY …
Diane Slide:
Upgrading production equipment, establishing “quality teams”, and leveraging existing success in AAP & new IT system; to improve product quality, customer satisfaction and cost management;
Diane Slides:
Regarding IT Issues, AI should launch ERP system; By
Diane Slides:
Leveraging corporate knowledge to support AI to improve quality, decision-making, and the bottom line;
Now, Shanli will continue our presentation ......
Because the company has evolved into 3 divisions, operating on their own, silo’ed effect.
Change the description of the issue, refer back to the report.
The division is set up in such a way
Use profit sharing as an example, short term and it`s based on the divisional performance. There`s no incentive.
Brandon to beef up Mitigation
Reduce warranty and after sales costs
Improve quality and internal control
Do the stack up bars
Need to verify the numbers with Graham.
Graham
Notes: have the 3 image logo on all slides (bottom right) except for the first slide – slides #s on all slides except for the first slide. Slide number – change colour to blue (red doesn’t work) - consider moving it to right of the 3 image logo so it doesn’t go in as far.
GLOBAL – The Verdana font doesn’t look good – move to Arial (need slide consistency here though)
Graham’s Slide
Make a new org chart including the TBS mining in the backup slide.
Show conservative scenario
Click and shows optimistic scenario
Graham to “Drive” Backup Slides once Q&A Period Starts