Lorenzo Fong Ponce's Master Slides for Business Presentations Version 1.0

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Appendix:
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green, extra analysis = orange) for easier
navigation
All other slides:
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does not touch the Header or Timeline.
12 or 24 hour cases:
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very end. Use Slide 4 for foundation.
1FinancialsStrategyDecisionsAnalysisOverview Next Steps
You can click this during Presentation Mode to get to the appendixThis is an example of a finished Timeline

Useful shortcuts (Apple Products and Spanish PowerPoint
clients unfortunately do not apply, but can be easily
Googled)
2
When practiced often enough, using the “Alt” key to navigate the Home,
Insert, Animations, Format etc tabs can save enormous amounts of time
Each is a 5-minute read.
FinancialsStrategyDecisionsAnalysisOverview Next Steps

Slides to add in the future
3
Marketing
• Funnel
• Funnel broken
down
• Inbound
methodology
Strategy Slides
• More in
general (Find
from other
teams in
UNICC)
Other
• Organisational
structure
• More charts
• Mobile phone
& tablet slides

This Header is the length of an average Case Comp title. It
summarises the body in 1.5 lines

5
Key Takeaway
Copy-paste this for especially important key takeaways (or if
there’s no space on the slide)

Company Name
Tagline about the solution
Cloud Riders | Lorenzo Fong Ponce · Leyre Unzu · Elena Garatea · Marcelo Moreira 6

Write a goal that supports the entire Executive Summary,
and try to include numbers (Normally done near the end of
prep)
Challenges
Effects
Recommendatio
n
Challenge 1 in a
short sentence
Challenge 3 in a
short sentence
Challenge 2 in a
short sentence
Effect 1 in a short
sentence
Effect 3 in a short
sentence
Effect 2 in a short
sentence
Recommendation 1
in a short sentence
Recommendation 3
in a short sentence
Recommendation 2
in a short sentence

Short Case Overview (resize text and add boxes as
needed)
Name and overall idea of your strategy
Situation
Current performance of the case company.
Complication
Challenge 1 in a
short sentence
Challenge 2 in a
short sentence
Key Questions How to position? How to market?
How to create
growth?

Key questions to consider when developing your strategy
What What is the case company hiring you do achieve?
Why
How does their objective match with their overall business
goals and vision?
How
What is the key idea of the strategy you are recommending
the case company to do?
Impact How will this impact their business?

Analysis

Market Sizing. (Animated)
o Characteristic 1
o Characteristic 2
o Characteristic 3
Assumptions
40M
Next segment
100M
Primary segment
8M
Next segment
2M
Conclusion about target market’s attractiveness
/ concerns

PITA Model – Revenue Drivers Breakdown. P*I*T*A will
give you Total Sales (Animated)
Population of
Customer
Segment
Penetration rate
(Incidence)
Transactions per
year / month / day
Amount purchased
/ transaction (P*Q)
Total Revenue: $102398
Ideas to improve an underperforming driver

PITA Model – Comparison to other populations / product
lines / product types / product prices (Might need slide 5)
Population of
Customer
Segment
Penetration rate
(Incidence)
Transactions per
year / month / day
Average purchase
(P*Q) Total
Revenue:
$10239
8
Population of
Customer
Segment
Penetration rate
(Incidence)
Transactions per
year / month / day
Average purchase
(P*Q) Total
Revenue:
$10239
8

This can be both an Analysis or Decision slide. Delete /
add criteria as required.
With Without
Position
Branding
International Presence
Revenue
The key reason to go with “With” or “Without”
Stabilisation / Growth in sales in
Spain
Sales in Spain will continue to
decline by as much as 20%
Pioneer of non-alcoholic wine,
market leader
Inconsistent: leader of alcoholic
wine but lags behind competitors
Gateway for non-alcohol wines
for “New World” markets
Limited expansion options in
European “Old World” markets
€1.6B over the next 5 years €1.4B over the next 5 years

Customer profile comparison – if needed, there is space for
one more profile (Ctrl + Shift + G to ungroup, Ctrl + G to
regroup)
Most
significant
relation
between
customer
segments
Cautious Cody
Age: 21
Occupation: student
Values: Brand reputation,
product value
Other: up to you
Clever Clara
Age: 21
Occupation: student
Values: Brand reputation,
product value
Other: up to you

Information that shows why this customer profile is
important
Conclusion that leads to a decision / strategy
o Copy a character
o Double-Click the
man, “Alt, JD, O”
o Picture or texture
fill, insert picture
from, Clipboard
Consumption Drivers
o Statistic 1
o Statistic 2
o Statistics 3
Business Implications
Cautious Cody
Key statistic

Information that shows why this customer profile is
important (detailed)
Conclusion that leads to a decision / strategy
o 50+ years
o Mid-high income
o Appreciate
tradition
o Often go to
doctors
o Travel often:
cruisers, spa
Characteristics
Cautious Cody
o 16.5 M people
o Future growth:
Size
o With meals at
home
o While travelling
o Restaurants
o Special occasions
Occasions
Other
(Revenue
Streams etc.)
18.5
%

Characteristics of current customer segment (Add and
resize panels accordingly)
Current Customers
Clever Clara
o Pregnancy
o Health Trend
o Social Causes
Consumption Drivers
Decision on what to do with current customer segment
o Add data / bullet points /
graph / anything
Optional Panel(s)

Selection of a new customer segment
New Customers
Techie Becky Cautious Cody
Wine Consumption 15% 48%
Income Mid – high Mid – high
Diet Restrictions
Mostly due to a trend and
weight loss initiative
Mostly due to health
conditions
Revenue Potential $4.5M / year $16.5M / year

Selection of a new customer segment (rated and selected).
“Ctrl + Click” to drag the squares
New Customers
How your chosen new segment impacts strategy
Techie Becky Cautious Cody
Wine Consumption
Income
Diet Restrictions
Revenue Potential

Conclusion of analysis and how it guides your decision
criteria
Key Findings Decision Criteria

Decision Criteria

Analysis Key Outcomes (Can also be decision criteria
outcomes)
Key Outcomes Name of Strategy
Strategy 1
Strategy 2
Strategy 3

Positioning Map – Other examples can include simple vs
complex, healthy vs unhealthy, high vs low volume / tech
etc
Where the
case
company
should
position and
why
High Price
Low Price
Low
Quality
High
Quality

Decision 1 / 2 / 3: How viable you think his decision is and
main reason why
Specifically which point affects the client the most
o Point 1
o Point 2
Advantages
o Point 1
o Point 2
Challenges
o Maybe put a
graph? Delete this
if not necessary
Additional Data

Describe the main reasons why you did not take some
decisions
Why the final decision fits your strategy the best
Decision 3
o Key Reason 1
o Key Reason 2
o Key Reason 3
Decision 1
o Key Reason 1
o Key Reason 2
o Key Reason 3
Decision 2
o Key Reason 1
o Key Reason 2
o Key Reason 3

More concise version of the previous two slides
Option 3
Characteristic 1
Characteristic 2
Characteristic 3
Conclusion
Option 1
Characteristic 1
Characteristic 2
Characteristic 3
Conclusion
Option 2
Characteristic 1
Characteristic 2
Characteristic 3
Conclusion

One a scale of 1 to 5, we evaluated each option’s viability /
competitor’s strength with the following weighted criteria
Criteria 1
(40%)
Criteria 2
(20%)
Criteria 3
(20%)
Criteria 4
(10%)
Criteria 5
(10%)
Option 1 1 2 2 2 2
Option 2
Option 3
Option 4
Option 5
TOTAL
(out of 5)
1.6

Alternative version – more focused and fewer criteria (Ctrl
+ Click to drag squares)
Criteria 1 Criteria 2
Option 1
Option 2
Option 3
Option 4
Option 5
Further details
how the
chosen option
is the best
way forward

A high-level breakdown of your recommendations before
getting to the strategy section of the timeline
Strategy 1
Tactic 1 Tactic 2
Challenge Addressed
Challenge from Executive
Summary
Key Effect
Effect from Executive
Summary
Strategy 2
Tactic 1 Tactic 2
Challenge Addressed
Summary
Key Effect
Summary
Strategy 3
Tactic 1 Tactic 2
Challenge Addressed
Summary
Key Effect
Summary

More concise version
Strategy 2
Tactic 1
Tactic 2
Summary
Strategy 3
Tactic 1
Tactic 2
Summary
Strategy 1
Tactic 1
Tactic 2
Summary

Even more concise version (Change icons as needed with
“Alt, N, Y1”)
xx xx xx
Name of the strategy and main challenges / opportunities it addresses
xx

Recommendation 1, 2, or 3 –
Key Effect
Tactic 1
Tactic 2
Tactic 3

Overall objective of your recommendation
o Some Point
o Other Point
o Final Point
1. Step
o Some Point
o Other Point
o Final Point
2. Step
o Some Point
o Other Point
o Final Point
3. Step
How the steps contribute to a metric that supports your strategy

o Some Point
o Other Point
o Final Point
Some statistic explaining why
this tactic is necessary
How this tactic contributes to your recommendation
Steps to take in order to
implement your tactic
Step one with highlight thing1
Step two with highlight thing2
Step three with highlight thing3

Segmenting channels by marketing funnel – Main rationale
for segmentation
How each channel
addresses each
business objective
o Channel: Print,
Online,
Sponsorship
Build an authentic story
(Awareness)
o Channel: On-trade
Induce motivation to
purchase (Evaluation)
How each channel
addresses each
business objective
o Channel: Online
Generate loyal brand
advocates (Conversion)
How each channel
addresses each
business objective

Super common UNAV Team slide set for virtually any tactic
/ process / feature breakdown
Key takeaway for each thing and how it ties to the strategy
Thing 1
What?
o Point 1
o Point 2
o Point 3
Who?
o Point 1
o Point 2
o Point 3
When?
o Point 1
o Point 2
o Point 3

Thing 2
o Key Ideas from Example Graph
1 1.3 1.6 1.7
2.5
Year 1 Year 2 Year 3 Year 4 Year 5
Net Profit (in $M)

Put anything here
Thing 3

How this strategy contributes to overall case objective
Tactic Tactic 1 Tactic 2
Challenge
Resolved
How to position? How to market?

Financials

This slide should be animated. Otherwise, it would be quite
an overload
Revenue Drivers and Assumptions
Gradual
increase
in sales
$11 sales
by 2021
NPV:
$7.4M
Cost Drivers and Assumptions
Gradual
increase
in sales
$11 sales
by 2021
NPV:
$7.4M
1
1.3
1.6 1.7
2.5
Year 1 Year 2 Year 3 Year 4 Year 5
Net Profit (in $M)
Largest revenue and lowest cost that contribute to net profit

Sources of income / expenses and their segmentation.
Highlight interesting numbers.
Conclusion about the total cost and what action to take
o Point 1
o Point 2
o Total:
Logistics (%)
o Point 1
o Point 2
o Total:
IT (%)
o Point 1
o Point 2
o Total:
Salaries (%)
Total:

Key financial objectives (based on decision criteria)
achieved – Strategy 1, 2, and 3 can be deleted if irrelevant
Strategy 1 Strategy 3Strategy 2
How the achieved financial objectives contribute to the main strategy
2.3
3.5
Current Forecasted
Gross Margin (in $M)
4.5%
10.5
%
Current Forecasted
% of US Sales to Total
Sales
28
43
Current Forecasted
Quantity Imported (in
1000 bottles)

Next Steps

High-level, super-concise timeline. You can delete the
bottom half and add additional timelines
46
Period 1: Enhance
ATM
Period 2: New
partnerships
Period 3: Further
Internationalization
Period 1: Enhance
ATM
Period 2: New
partnerships
Period 3: Further
Period 1: Enhance
ATM
Period 2: New
partnerships
Period 3: Further

More details on each (Can also be an appendix slide)
47
Period 1: Enhance
ATM
Period 2: New
partnerships
Period 3: Further
Market analysis by country &
customer segment
Monitor economic scenarios
Build up a new ranking of
attractiveness & opportunities
Extend the Trial Program
in the US
Continue innovating &
adapting to market needs
Customer insights:
leverage data
Large companies with low-
profile m-payment apps
Integrated & sustainable
penetration
Gamification benefits

Another timeline style
48
2018
o Action 1
o Action 2
2019
o Action 1
o Action 2
2020
o Action 1
o Action 2
2021
o Action 1
o Action 2
2022
o Action 1
o Action 2
The most important actions that have the most impact

Almost-GANTT timeline style (Animating this slide would
be a very good idea)
Year 3 Year 4 Year 5Year 2Year 1Now
Strategy 1
Strategy 3
Strategy 2
Action 1 Action 2

Miscellaneous Main Presentation
Slides
50

Relation between two concepts
51
o Some Point
o Other Point
o Final Point
One Point
o Some Point
o Other Point
o Final Point
Another Point
Joint conclusion about the two points

Two concepts, two conclusions, one joint conclusion
52
o Some Point
o Other Point
o Final Point
One Point
o Some Point
o Other Point
o Final Point
Another Point
Joint conclusion about the two points
Conclusion 1 Conclusion 2

Two concepts combining into one entity
o Some Point
o Other Point
o Final Point
o Some Point
o Other Point
o Final Point
Social
responsibility
Fashion trend
Core
Competency
One-for-many
business model

54
Graph / Data
One Point
o Insight 1
o Insight 2
o Insight 3
Graph / Data
Another Point
o Insight 1
o Insight 2
o Insight 3
Graph / Data
Last Point
o Insight 1
o Insight 2
o Insight 3
Key Takeaway
(animated)

55
Main Idea Sub Idea Description
Sub Idea Description
Sub Idea Description
Optional conclusion that supports certain decisions you made

Segment within a segment (animated)
56
56%
44%On Trade
Off Trade
14%
3%
5%
8%
30%
40%
Other
Own Wine Bars
Catering Firms
Wine Bars
Hotels
Restaurants
How your chosen segments tie into your larger strategy

Segment within a segment 2 (animated)
57
56%
44% On Trade
Off Trade
10%
3%
41%
46%
Other
Cash & Carry
Hypermarkets
Small Supermarkets
How your chosen segments tie into your larger strategy

Comparison between two segments / strategies / channels
(animated)
58
Cautious Cody
Characteristic one
Characteristic two
Characteristic three
Clever Clara
Characteristic one
Characteristic two
Characteristic three
Important similarities
between the two
Important similarities
between the two
Action to take based on the findings

Gap Analysis (Can be both main presentation or appendix)
59
Future Position
Xxx
Xxx
Xxx
Xxx
Xxx
Current Position
Xxx
Xxx
Xxx
Xxx
Xxx
Most difficult challenge they face and most important action they can take

Really popular multi-functional slide from past UNAV teams
60
xxx
xxx
xxx
xxx
xxxxxx
Key
takeaways

Simple version
61
xxx
Key
takeaways
xxxxxx

Multiple ideas leading to a conclusion
62
xxx xxx
xxx xxx
xxx xxx
xxx xxx
A combined conclusion that relates to your analysis / decision / strategy

This slide or the appendix should be the one the judges
see while doing Q&A – no need for a “Thank You” slide
64
Challenges
Effects
Recommendatio
n
Challenge 1 in a
short sentence
Challenge 3 in a
short sentence
Challenge 2 in a
short sentence
Recommendation 1
in a short sentence
Recommendation 3
in a short sentence
Recommendation 2
in a short sentence
One compelling reason why your strategy is
unbeatable

Appendix
1. Overview
2. Analysis 1
3. Analysis 2
4. Decision Criteria
5. Strategy 1
6. Strategy 2
7. Financials
8. Next Steps

Porter’s 5 Forces (Click on the graph, then “Alt, JC, D” to
edit data)
66
Competitors
Substitutes
EntrantsSuppliers
Customers

Detailed Porter’s 5 Forces (“Ctrl + Click” to drag the
squares)
67
Suppliers
Threat
o Just some info
o More info
o Last info
Entrants
Threat
o Just some info
o More info
o Last info
Rivals
Threat
o Just some info
o More info
o Last info
Substitutes
Threat
o Just some info
o More info
o Last info
Customers
Threat
o Just some info
o More info
o Last info

Porter Value Chain (Firm Infrastructure and Operations are
shaded different as an example use case for this slide)
68
Inbound
logistics
Operations
Outbound
logistics
Marketing
& Sales
Service
Procurement
Human Resource Management
Technology Development
Firm Infrastructure
Margin
PrimaryActivitiesSupportActivities
Activities that
are performing
especially
good or bad
and what to do
about it

PEST / SWOT / Eliminate-Reduce-Raise-Create
69
• Some Point
• Other Point
• Final Point
Political / Strengths / Eliminate
• Some Point
• Other Point
• Final Point
Economical / Weaknesses /
Reduce
• Some Point
• Other Point
• Final Point
Social / Opportunities / Raise
• Some Point
• Other Point
• Final Point
Technological / Threats /
Create

PESTLE Analysis (Ctrl + Click to put levels)
70
Political
o Just some info
o More info
Technological
o Just some info
o More info
Economical
o Just some info
o More info
Legal
o Just some info
o More info
Social
o Just some info
o More info
Environmental
o Just some info
o More info

Marketing Mix (4P) / Any four-box Analysis
71
o Point 1
o Point 2
o Point 3
Product
o Point 1
o Point 2
o Point 3
Price
o Point 1
o Point 2
o Point 3
Place
o Point 1
o Point 2
o Point 3
Promotion

World Map
72
Hong Kong
Pamplona
Brisbane
Seattle

TOWS Analysis
73
StrengthWeakness
ThreatOpportunity
Main strategy from Executive
Summary
Most important mitigation
from risks and mitigations
Core competency vs external
threat
New capability that might
need to be built

Most previous UNAV teams liked this Risks slide a lot.
74
Severity
Probability
3
1
6
4
2
5
MAIN RISKS
1.Redundancy in distribution channels
2.Cannibalization of current TG in Spain
3.Cannibalization of other brands in Spain
4.Differentiation failure in China
5.Product price drop in China
6.New entrants with same value

Most previous UNAV teams liked this Risks slide a lot.
75
Severity
Probability
MAIN RISKS
1.Redundancy in distribution channels
2.Cannibalization of current TG in Spain
3.Cannibalization of other brands in Spain
4.Differentiation failure in China
5.Product price drop in China
6.New entrants with same value
3
1
6
4
2
5

Describe the similarities between each mitigation to make
your back-up plans more “strategic” (“Ctrl + Click” to drag
squares)
76
Recommendation 1
Key Risk
Mitigation
Probability:
Severity:
Recommendation 3
Key Risk
Mitigation
Probability:
Severity:
Recommendation 2
Marketing channels may
have less effect than
intended
Redivert budget to
alternative channels and
customer retention efforts
Probability:
Severity:

For a 24-hour case, you might want to explore each
recommendation’s risks in more detail
77
Tactic 1
Key Risk
Mitigation
Probability:
Severity:
Tactic 3
Key Risk
Mitigation
Probability:
Severity:
Tactic 2
Influencers’ audiences
are not very concerned
with sponsored products
Work closer with
influencers to more
seamlessly integrate your
products in their content
Probability:
Severity:

Market Share
Growth Rate
High
High
Low
Low
BGC / Product Portfolio Matrix
78
Lingerie Products
Sports Bras

New
Products
New Markets
Existing
Products
Existing Markets
Ansoff / Product Idea Generation Matrix
79
Product
Development
Diversification
Market
Penetration
Market
Development

Broad
Target
Differentiation
Narrow
Target
Low Cost
Generic Strategies Matrix
80
Cost
Leadership
Differentiation
Cost Focus Differentiation
Focus

X axis
Y Axis
High
High
Low
Low
Customisable Matrix
81
Optional
Description
Optional
Description
Optional
Description
Optional
Description

Innovation Adoption Lifecycle
82
Innovators Description
Early
Adopters
Description
Early
Majority
Description
Late
Majority
Description
Laggards Description

Strategy Panel
83
Key partners Key activities Value
Proposition
Customer
relationships
Customer
Segments
Key resources Channels
Cost Structure Revenue Streams

Financial Statements go on the left
84
Key takeaway
about specific
items in the
statement
Overall
takeaway
Income
Statement % 2006 2007 2008 2009 2010
Industry
2010
Sales 100% 100% 100% 100% 100%
Other revenue 0% 0% 0% 0% 0%
Total Revenue 100% 100% 100% 100% 100%
COGS cost 69% 71% 72% 73% 74% 58%
Gross Profit 31% 29% 28% 27% 26% 42%
Operating Costs
Selling and distribution 11% 9% 10% 9% 8% 14.45%
R&D 1% 2% 2% 3% 3% 1.56%
Administration 4% 4% 5% 6% 6% 5.67%
EBITDA 15% 14% 12% 10% 9%
Amortization 4% 3% 5% 5% 5%
EBIT 11% 10% 7% 4% 4%
Financial revenue 0% 0% 0% 0% 0%
Interest Expense 1% 2% 2% 3% 3% 1.59%
EBT 10% 9% 4% 2% 1%
Taxes 3% 3% 2% 1% 0%
Net Profit 6% 6% 3% 1% 0%

Finance Appendix Slide example
85
Positive global earnings:
2020
Constant growth after 7th
year of project
Sustainable Earnings:
$1,965K Global (2027)
inthousands
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
ExpectedEBITfromMilkMakeup 37- 18- 43 112 287 356 487 560 644 741 852
ExpectedEBITfromDooile - 43- 19- 71 136 203 275 387 453 543 652
ExpectedEBITfromElysiumHealth - - 54- 8- 36 99 217 303 348 401 461
-100
-
100
200
300
400
500
600
700
800
900
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
inthousands
Evolution of Earnings
Exp. EBIT from Milk Makeup Exp. EBIT from Dooile Exp. EBIT from Elysium Health

88
map feature like feature battery feature

Education Slides from Past
Teams
94

Liquidity Ratios
95
Cash Ratio:
0.5:1 or higher is
preferred.
Quick Ratio:
Ideally 1:1
Current Ratio:
2:1 is considered to be
acceptable
Show Company’s
ability to quickly
pay its liabilities
with its current
assets

CSI’s Value Chain
96
• Constant
monitoring
• 3m periods
• Use all 3 sources
• Analysis team
• Trend&conclusions
• Understand new
needs
• Ideate new features
• Prototype designs
• Select target groups
• Try different target
groups
• Adapt to diff
behaviors
• Modify/eliminate
• Install
successful
features &
run them in
3 months
Acquire DevelopInterpret Test Implement

Successful Matrix Structure
97
•Independent
subsidiaries
•Costs, conflict
and worse
decision making
Line
structure
• Combination of
Product Type - R&D
• Controlled
decentralization
• Room for
opportunities
Matrix
Structur
e

Case Types
98
1. Internationalization – market entry
2. M&As
3. Develop a new product
4. Pricing strategy
5. Growth strategies
1. Increase distribution channels
2. Increase product line
3. Invest in major marketing
campaign
4. Diversify products and services
5. Acquire competitors
6. Increase sales
1. Increase volume
2. Increase amount of each
purchase
3. Increase prices
4. Create seasonal balance
7. Competitive response
1. Acquire competitors
2. Merge with competitors
3. Copy the competitors
4. Hire competitor’s management
5. Increase our profile with a
marketing and public relations
campaign
8. Increase volume
1. Expand into new areas
2. Increase sales force
3. Increase marketing
4. Reduce prices
5. Improve customer service

Lorenzo Fong Ponce's Master Slides for Business Presentations Version 1.0

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