Download - Power Point Template
Templates and maps available after slide 123
Editing tips found in Visual Enhancement Manual
Circular Flows
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4Bain-Template
Box Arrows
First level bullet- Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
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5Bain-Template
Arrow 1
Arrow 2
Circular Arrows – Two
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6Bain-Template
Circular Arrows – Three
Arrow 1
Arrow 2
Arrow 3
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7Bain-Template
Circular Arrows – Four
Arrow 1
Arrow 2Arrow
3
Arrow 4
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8Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4
Arrow 5
Circular Arrows – Five
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9Bain-Template
Circular Arrows – Six
Arrow 3Arrow 4
Arrow 5
Arrow 6
Arrow 2
Arrow 1
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10Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4
Arrow 5
Arrow 6
Arrow 7
Circular Arrows – Seven
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11Bain-Template
Circular Arrows – Eight
Arrow 1
Arrow 2
Arrow 3
Arrow 4Arrow 5
Arrow 6
Arrow 7
Arrow 8
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12Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4Arrow 5
Arrow 6
Arrow 7
Arrow 8
Arrow 9
Circular Arrows – Nine
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13Bain-Template
Text
Cloverleaf
Text
Text
Text
Text
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14Bain-Template
Recycling
First level bullet-Second level dash
Third level arrowText
First level bullet-Second level dash
Third level arrow
Text
Text
First level bullet-Second level dash
Third level arrow
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15Bain-Template
Segmented Circular Arrows
Segment 4
Segment 1
Segment 3
Segment 2
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16Bain-Template
Spiral
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17Bain-Template
Text
Text
Triangle
Text
Text
Linear Flows
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19Bain-Template
Arrow Stair Steps
Text
Text
Text
Text
Text
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20Bain-Template
Box Steps
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
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21Bain-Template
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Team
One
Team
Tw
o
Double Arrow
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22Bain-Template
Dumbbell
Text TextText TextText
First level bullet-Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
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23Bain-Template
Merging Arrow
Text
Text
Text
Text
Text
Text
Text
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24Bain-Template
Moving Forward
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
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25Bain-Template
Parallel Flow – Three
First level bullet-Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
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26Bain-Template
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
Parallel Flow – Four
First level bullet-Second level dash
First level bullet- Second level
dash Third level
arrow
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27Bain-Template
Parallel Flow – Five
First level bullet-Second level dash
First level bullet- Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet- Second level
dash Third level
arrow
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28Bain-Template
PERT Diagram
Text
Text Text
TextText
Text
Text Text Text
Text
Text
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29Bain-Template
Text
Text
Pipeline
Text
Text
Text
Text
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30Bain-Template
Process
Phase3
Phase2
Phase1
Factor One
Factor Two
Factor Three
Results
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31Bain-Template
Segmented Parallel Flow
Text First level bullet
-Second level dash
Text
Text First level bullet
-Second level dash
Text First level bullet
-Second level dash
Text First level bullet
-Second level dash
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32Bain-Template
Split Arrow – Two
First level bullet
-Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
Text
First level bullet- Second level
dash Third level
arrow
Text
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33Bain-Template
First level bullet
- Second level dash
Third level arrow
Split Arrow – Three
Text
First level bullet- Second level dash
Third level arrow
Text First level bullet
- Second level dash Third level
arrow
Text
First level bullet- Second level dash
Third level arrow
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34Bain-Template
First level bullet-Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Two
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35Bain-Template
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Three
First level bullet- Second level dash
First level bullet- Second level
dash
First level bullet
- Second level dash
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36Bain-Template
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Four
First level bullet- Second level
dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet- Second level
dash
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37Bain-Template
Timeline
JuneAprFebJan MayMar
First level bullet
- Second level
dash
First level bullet
- Second level dash
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38Bain-Template
Text
First level bullet
- Second level dash
Third level arrow
Value Chain Circles
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
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39Bain-Template
Value Chain Squares
Value Chain
First level bullet
- Second level dash
Third level arrow
Value Chain
First level bullet
- Second level dash
Third level arrow
Value Chain
First level bullet
- Second level dash
Third level arrow
ValueChain
First level bullet
- Second level dash
Third level arrow
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40Bain-Template
Value Chain with Synthesis Circles
Value Chain
First level bullet- Second level dash Third
level arrow
Synthesis
First level bullet- Second level dash Third
level arrow
Synthesis
First level bullet
- Second level dash Third
level arrow
Value Chain
First level bullet- Second level dash Third
level arrow
Value Chain
First level bullet- Second level dash Third
level arrow
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41Bain-Template
Expenses$
BenefitValve
To Pensioners
$
$
Waterworks
From Income
Employer Contribution
Valve$
$
From Employee
Employee Contribution
ValvePension
Fund$
Investment Earnings
Fund Pressure Gauge
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42Bain-Template
Waves
Wave 1
First level bullet
- Second level dash
Third level arrow
Wave 2
First level bullet
- Second level dash
Third level arrow
Wave 4
First level bullet
- Second level dash
Third level arrow
Wave 3
First level bullet
- Second level dash
Third level arrow
Vertical Flows
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44Bain-Template
Text
Funnel – Three Tiers
Text
Text
Text
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45Bain-Template
Funnel – Four Tiers
Text
Text
Text
Text
Text
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46Bain-Template
Text
Funnel – Five Tiers
Text
Text
Text
Text
Text
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47Bain-Template
Pyramid 1
Text
Text
Text
Text
Text
Text
Text
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48Bain-Template
Text
Text
Text
Text
Text
Text
Text
Text
Pyramid 2
Segmentation
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50Bain-Template
Bull’s Eye 1
Texthere
Texthere Text
hereTexthere
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51Bain-Template
Bull’s Eye 2
Text here
Note: click on each segment for individual
customization
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52Bain-Template
High
Low
Strong Weak
Label
Label
Weak
Strong
Four by Four
Quadrant 3
Quadrant 3
Quadrant 4
Quadrant 4
Quadrant 1Quadrant 1
Quadrant 1Quadrant 1
Quadrant 2
Quadrant 2
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53Bain-Template
Text
Text
Text
TextText
TextText
Honeycomb
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54Bain-Template
Market Segments
Text
Text
Text
Text T
ext
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55Bain-Template
Pie Wedges
Your
Tex
t Her
e Your Text Here
Your Text Here
Your
Tex
t Her
e
Text
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56Bain-Template
Wagon Wheel
Spok
e te
xt
Sp
oke t
ext
Spoke text
Spoke textSp
oke
text
Spoke text
Spoke text
Sp
oke t
ext
Text forinnercircle
Filters/Screens
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58Bain-Template
Filters with Fading Arrow
Filter 1
First level bullet
- Second level dash
Filter 2 Filter 3 Filter 4
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
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59Bain-Template
Filters with Shrinking Arrow
Filter 1 Filter 2 Filter 3 Filter 4
First level bullet- Second level dash Third
level arrow
First level bullet
- Second level dash Third
level arrow
First level bullet- Second level dash Third
level arrow
First level bullet- Second level dash Third
level arrow
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60Bain-Template
IcebergDirect Costs
Indirect Costs First level bullet
- Second level dash Third level arrow
First level bullet- Second level dash
Third level arrow
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61Bain-Template
Level / Result – One / One
Text
Text
Text
Text
Text
Text
Text
Text
Text
First level bullet
-Second level dash
Third level arrow
First level bullet
-Second level dash
Third level arrow
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62Bain-Template
Level / Result – Two / One
Text
Text
Text
Text
Text
First level bullet
-Second level dash
Third level arrow
Text
Text
Text
Text
Text
Text
Text
Text
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63Bain-Template
Level / Result – One / Two
First level bullet
-Second level dash
Third level arrow
First level bullet
-Second level dash
Third level arrow
First level bullet
-Second level dash
Third level arrow
Text
Text
Text
Text
Text
Text
Text
Text
Leverage/Balance
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65Bain-Template
Cannon Balls
Text Text Text
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66Bain-Template
Cannon Balls
Text Text Text
Text Text
Text Text
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67Bain-Template
Cannon Balls
Text
Text Text Text
Text Text
Text
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68Bain-Template
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level
dash Third level
arrow
Fulcrum – One vs. One
Title Title
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69Bain-Template
Fulcrum – One vs. Two
Title Title
First level bullet- Second level
dash Third level
arrow First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
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70Bain-Template
Fulcrum – One vs. Three
Title Title
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
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71Bain-Template
Fulcrum – One vs. Four
First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
Title Title
Interrelation-ships
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73Bain-Template
Atom
Text
Text
Text
Text
Text
Text
Text
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74Bain-Template
Chain Links
Chain Link Chain Link Chain Link
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75Bain-Template
Circles Within Circles
Text
Text
Text
Text
Text
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76Bain-Template
Divisional Relationships
TextText Text
Text
Text
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77Bain-Template
Text
Text
Text
Text
Four Overlapping Sides
Text
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78Bain-Template
Four Pages
• First level- Second
level
• First level- Second
level
• First level- Second
level
• First level- Second
level
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79Bain-Template
Give and Take
First level bullet-Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
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80Bain-Template
Interlocking Circles – Three
CircleThree
CircleTwo
Two/Three
Circle One
One/Two
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81Bain-Template
Interlocking Circles – Four
CircleFour
CircleThree
CircleTwo
CircleOne
One/Two
Three/Four
One/Three Two/Four
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82Bain-Template
Internet/Intranet Clouds
Internet/IntranetCloud
Internet/IntranetCloud
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83Bain-Template
Open Box
Contents
• Item One
• Item Two
• Item Three
• Item Four
• Item Five
TextText
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84Bain-Template
Circle One
Overlapping Circles
CircleTwo
CircleThree
CircleFour
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85Bain-Template
Puzzle
TextTextText
TextText Text
TextTextText
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86Bain-Template
Text
Text
Text
Semi-circles
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87Bain-Template
Shared – Five
Circle One
Circle Two
Circle Three
Circle Five
Circle Four
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88Bain-Template
Shared – Seven
CircleFour
Circle Five
CircleThree
Circle Six
CircleTwo
CircleOne
CircleSeven
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89Bain-Template
Synergy
Arrow5
Arrow 1Arrow 2
Arrow 3
Arrow
4
Star
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90Bain-Template
Trade Off
First level bullet-Second level dash
Third level arrow
First level bullet
- Second level dash
Third level arrow
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91Bain-Template
CircleOne
Circle Two
Intersect
Venn Diagram
CircleThree
Intersect
All
Intersect
Forces at Work
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93Bain-Template
Outer Arrow Top
Outer Arrow Bottom
Arrow in Arrow
Inner Arrow
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94Bain-Template
First level
bullet- Secondlevel
First level
bullet- Secondlevel
First level
bullet- Secondlevel
First level
bullet- Secondlevel
Arrows Through Diamond
Arrow Text
Arrow TextArrow Text
Arrow Text
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95Bain-Template
Converging Arrows – Three
Text
Text Text
First level bullet
- Second level dash
Third level arrow
First level bullet
- Second level dash
Third level arrow
First level bullet
- Second level dash
Third level arrow
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96Bain-Template
Converging Arrows – Three (2)
Text First level bullet- Second level
dash Third level
arrow
Text First level
bullet-Second level dash
Third level arrow
Text
First level bullet
-Second level dash
Third level arrow
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97Bain-Template
Converging Arrows – Four
Arrow 3
First level bullet- Second level dash
Third level arrow
Arrow 4
First level bullet- Second level
dash Third level
arrow
Arrow 2
First level bullet- Second level
dash Third level
arrow
Arrow 1
First level bullet-Second level dash
Third level arrow
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98Bain-Template
Diverging Arrows – Four
Text Text
Text Text
TextText Text
Text
Text
First level bullet- Second level dash
First level bullet
- Second level dash
Third level arrow
First level bullet
- Second level dash
Third level arrow
First level bullet- Second level
dash
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99Bain-Template
Key Decision Maker
Key DecisionMaker
Influence
Influence
Influence
Influence
Influence
Influence
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100Bain-Template
First level bullet- Second level dash
Third level arrow
Loop Forces
Text
Text
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101Bain-Template
Push Pull
First level bullet
- Second level dash Third level
arrow
First level bullet- Second level
dash Third level
arrow
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102Bain-Template
Target
Text
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103Bain-Template
Triangle Sides
Text
Text
Text
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level
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arrow
Barriers
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105Bain-Template
Key and Lock
First level bullet-Second level dash
Third level arrow
First level bullet
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Third level arrow
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106Bain-Template
Umbrella
Text
Text
Text Text
TextYour Text Here
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
First level bullet- Second level dash
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107Bain-Template
Value Chain with Barrier
Obsta
cles
RecommendedSolutions
First level bullet- Second level dash
Third level arrow
Issues
First level bullet- Second level dash
Third level arrow
Changing Course
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109Bain-Template
Value Chain Loop
Text Text Text
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
Text
Text
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110Bain-Template
Value Chain Loop – Back Two
Text Text
Text
Text Text
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
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111Bain-Template
Text
Value Chain Loop – Back Three
Text
Text
TextText
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
Frameworks
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113Bain-Template
Ansoff Matrix
First level bullet-Second level dash
First level bullet-Second level dash
Text
Axis Title
Text First level bullet
-Second level dash
Text
First level bullet-Second level dash
Text
Axis Title
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114Bain-Template
Arena
Text
Text
First level bullet- Second
level dash
Text
First level bullet- Second
level dash
Text
First level bullet- Second
level dash
Text
First level bullet- Second level
dash
Text
First level bullet- Second
level dash
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115Bain-Template
Bell Curve
Text
Text
Text
Text
Text
Text
Text
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116Bain-Template
Text TextText Text
TextText Text
Text Text
Text
Hierarchy – One on Four
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117Bain-Template
Marketing Mix
Marketing Mix
Product PlacementPrice Promotion
First level bullet- Second level dash
Third level arrow
First level bullet- Second level
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Measurements
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119Bain-Template
Dashboard
Text
0
20
40 60
100
80
0
20
40 60
100
80
0
20
40 60
100
80
Text
Text
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120Bain-Template
Gauge
50
0
10
20
30
40
100
90
80
70
60
Text
Text
Text
Text
Text
Text
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121Bain-Template
Thermometer
•First level bullet- Second level dash
Cold
•First level bullet- Second level dash
Hot
•First level bullet- Second level dash
Warm
•First level bullet- Second level dash
Neutral
•First level bullet- Second level dash
Cool
Templates and Maps
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123Bain-Template
Point one
Point two
Point three
Agenda
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124Bain-Template
Timeline
Task Responsibility
03/01
152 day(s)
03/06
03/01
152 day(s)
03/06
03/01
152 day(s)
03/06
03/01 03/08
First level bullet
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Dec Jan Feb Mar Apr May
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125Bain-Template
Workplan
TaskMonth Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Date
Date
First level bullet- Second level dash
Third level arrow
Complete In-process
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126Bain-Template
Text with side headings
Situation:
Answer:
Question:
Answer:
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Third level arrow
First level bullet-Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
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127Bain-Template
Four lines of text
Highlighted column
Text TextText
Row header:
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
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128Bain-Template
Description:
Side title:
Text TextText Text
Text Text Text Text
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
Value chain (4 arrows)
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129Bain-Template
Description:
Side title:
Value chain (5 arrows)
Text TextText Text
Text Text Text Text
First level bullet- Second
level dash
First level bullet- Second
level dash
First level bullet- Second
level dash
First level bullet- Second
level dash
Text
Text
First level bullet- Second
level dash
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130Bain-Template
Description:
Side title:
Value chain (6 arrows)
Text TextText Text
Text Text Text Text
First level bullet
- Second level dash
Text
Text
Text
Text
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet
- Second level dash
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131Bain-Template
Side title:
Side title: Text Text
Text Text
Org chart (2 boxes)
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Third level arrow
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Third level arrow
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132Bain-Template
Side title:
Side title: Text Text
Text Text
Org chart (3 boxes)
First level bullet
- Second level dash
Third level arrow
First level bullet
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Third level arrowText
Text
First level bullet
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Third level arrow
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133Bain-Template
Side title:
Side title: Text Text
Text Text
Org chart (4 boxes)
First level bullet
- Second level dash
Third level arrow
First level bullet
- Second level dash
Third level arrow
Text
Text
First level bullet
- Second level dash
Third level arrow
First level bullet
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Third level arrow
Text
Text
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134Bain-Template
Side title:
Side title: Text Text
Text Text
Org chart (5 boxes)
First level bullet
- Second level dash
First level bullet
- Second level dash
Text
Text
First level bullet
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First level bullet
- Second level dash
Text
Text
First level bullet
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Text
Text
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135Bain-Template
2 by 2 matrix
X-axis Label
Y-axis Label
100%
0%
0% 100%
High
Low
Low High
50%
50%
First level bullet- Second level
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136Bain-Template
Qualitative Interview Sample
Current customers Defectors Prospects
Large
Mid-Size
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137Bain-Template
Six column table
Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
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138Bain-Template
1 2 3 4 5 60
1
2
3
4
5
Stacked cluster(a bar mekko with placeholders)
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139Bain-Template
Agree/Disagree chart
“The whole senior management agrees that it is urgent and critical to change.”
“The commitment of people to change will guarantee the success of Programme 2000.”
-100 -75 -50 -25 0 25 50 75 100
-100 -75 -50 -25 0 25 50 75 100
Disagree Agree
Disagree Agree
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140Bain-Template
Title one
Title two
Title threeTitle four
Title five
Arrow title
Arr
ow titl
eArrow title
Arrow ti
tle Arrow title
Arrow title
Main title
Star slide
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141Bain-Template
Bain world offices (2001)
Rome
Chicago Paris
London
MadridZurich
Milan
Brussels
StockholmMunich
Toronto
Amsterdam
San FranciscoDallas
Boston
Mexico City
TokyoBeijing
Hong Kong
Singapore
Sydney
Los Angeles Atlanta
São Paulo
Johannesburg
Seoul
New YorkSilicon Valley
Melbourne
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142Bain-Template
Map of the world
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144Bain-Template
North America
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145Bain-Template
Canada
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146Bain-Template
United States
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147Bain-Template
U.S. with state names
RI
MD
DENJNV
WA
OR
CA
AK
AZ
UT
ID
MT
WY
CO
NM
TX
OK
KS
NE
SD
NDMN
IA
MO
AR
LA
MS
IL
WI
IN
KY
TN
AL
FL
GA
SC
NC
VAWV
OH
PA
ME
MI NY
VTNHMA
CT
HI
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148Bain-Template
South America
Brazil
Bolivia
Argentinia
Peru
Urugay
Paraguay
Ecuador
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Venezuela Guayana
Surinam
French Guayana
Chile
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149Bain-Template
Europe
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150Bain-Template
Europe—detailed
Iceland
United
Kingdom
Ireland
France
Spain
Portugal
Belgium
Norway
Sweden
Germany
Nether-lands
Luxembourg
Italy
Denmark
Poland
RussiaEstonia
Latvia
Belarus
Ukraine
Turkey
Georgia
Armenia
Finland
Lithuania
Slovakia
Bos-H.
Switzerland Austria
Yugos-lavia
Macedonia
Romania
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Czech Rep.
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Moldavia
Alb.
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151Bain-Template
Spain
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152Bain-Template
Africa
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153Bain-Template
South Africa—detailed
FREE STATE KWAZULU NATAL
MPUMALANGA
GAUTENGNORTH WEST
NORTHERN CAPE
WESTERN CAPE
EASTERN CAPE
NORTHERN PROVINCE
LESOTHO
ATLANTIC OCEAN
INDIAN OCEAN
BOTSWANA
ZIMBABWE
MOZAMBIQUE
NAMIBIA
Pietersburg
Mmabatho
UpingtonKimberley
Stellenbosch
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Umtata
Durban
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Johannesburg
Welkom
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154Bain-Template
Australia
Northern Territory
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155Bain-Template
Asia
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156Bain-Template
China
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ShanxiNingxia
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Jiangxi
Jilin
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157Bain-Template
Japan
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158Bain-Template
BACKUPPLACEHOLDEROLD SLIDES
Copyright(c) 2003 Mserve, Inc. All Rights Reserved.
MServe make mobile business smart
해외 법인 (3)해외 Joint Venture (1)
엠서브( 한국 , 서
울 )
허치센 엠서브( 중국 , 홍콩 )
Singapore
엠서브 USA( 미국 , 뉴욕 )
엠서브 China( 중국 , 베이징 )
엠서브 Japan
( 일본 , 도쿄 )
해외 법인 현황
Philippines(Manila)
Malaysia(Kuala Lumpur)
국내의 검증된 국내의 검증된 Mobile SolutionMobile Solution 의 현지화를 의 현지화를 통한 통한 Global Mobile Solution Global Mobile Solution 업체로 성장업체로 성장
TITLETEXT
COMPANY NAME 169
TEXT
- TEXT
- TEXT
Contents
COMPANY NAME 170
TEXT
COMPANY NAME 171
감사합니다 .
COMPANY NAMETITLETITLE
COMPANY NAME / TITLE
TITLE
1-1. TEXT
2-1.
TEXT
3-1. TEXT
4-1.TEXT
1. TEXT
2. TEXT
3. TEXT
4. TEXT
TEXT
173
COMPANY NAME / TITLE
Thank-you
82 84 86 88 901980
A
B
C
D
E
F
가 나 다 라
Positioning Map
변수 A
변수 B
Positioning Statement
Define & Choose the Value Positioning Format
Brand Management Platform(Format)
Brand Name :
Brand Identity - Brnad Promise - Brand Personality
Brand Strategy
Brand Mission & Role
Brand Vision
Define & Choose the Value Brand Management Platform-Format
MServe
1. 1. 제품 개발 배경제품 개발 배경
▶ 기존 필름 시스템의 단점을 보완하기 위해 Digital 기술 접목
▶ 별도의 필름 보관 공간이 필요함공 간
▶ 복사본의 부정확 및 복사본 수의 제한
▶ 진단의 부정확정확성
▶ 필름 , 필름 담당자 , 보관 / 포장에 필요한 추가 비용 발생
▶ 필요 인력이 많으며 적재적소에 인력배치가 어려움
비 용
▶ 기존 필름 정보 확인 및 분류 , 저장 작업에 많은 시간이 소요되고 있음
▶ 환자 대응시간 및 보고서 작성이 늦어짐시 간
MServe
통합 PACS 솔루션 • 자료 추출 / 저장 / 관리 / 화면출력 통합 솔루션
완벽한 표준 지원 • 완벽한 DICOM 및 DICOM JPEG2000 표준 지원
강력한 진단 워크스테이션 • 강력한 사용자 정의 보고서 제공 및 3D 솔루션 지원
HIS/RIS 통합 • IHE 프래임워크 기반의 통합 솔루션
차세대 PACS 아키텍쳐 • SAN 및 NAS 를 활용한 On-line 저장 기능
다양한 적용 기능 • 소규모 병원 및 대규모 병원에서도 적용 가능
3. M-PACS 3. M-PACS 특징특징
MServe
업무처리 소요 시간
▶ 환자들에게 보다 많은 시간을 투자하실 수 있습니다…
3.7 시간 /일
전통적 방법 PACS
6.7 시간 /일
전통적 방법 PACS
의사
방사선 진단사
기술자
간호사
간호 조무사
84 시간 / 년
84 시간 / 년
14 일 / 년
5 일 / 년
20 일 / 년
274 일 / 년274 일 / 년필름 관리자
4. 4. 제품의 효과제품의 효과
조직별 필름 처리관련 업무 시간
시간
시간
응급진료의 경우
비응급진료의 경우
㈜엠서브
2003 년 수주 목표2003 년 매출 및 손익 목표
2. 2003 년 경영목표 상세 내역
2003 년 매출목표는 전년대비 18.5% 성장한 약 3,200 억원 , 경상이익은 전년대비 71.4% 성장한 약 192 억원을 목표로 하고 있으며 , 전사 사업전략에 따라 사업을 전개하고 있음
단위 : 원
매출3.891 억(38.4%)71.4%↑
2,700 억
18.5%↑
2002 년 2003 년
112 억
192 억
3,200 억
손익
모바일컨텐츠
국내 해외
200 억
2,300 억(76.7%)
3,000 억단위 : 원
기업모바일솔루션
모바일컨설팅
600 억(20.0%)
100 억(0.3%)
110 억(55.0%)
70 억(35.0%)
20 억(10.0%)
㈜엠서브
3. 2003 년 상반기 경영실적
- 3 개년 상반기 매출 /손익 추이 -
2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음
2003 년 상반기 계획 대비 매출 /손익 실적3 개년 상반기 매출 /손익 추이
단위 : 원 단위 : 원
손익
매출
2001 년 2002 년 2003 년
34 억
(4.7%)
51 억
(4.3%)
102억
(7.1%)
720 억1200 억
1450 억40.0%↑
17.2%↑
컨텐츠
솔루션
컨설팅
540억
780억
1,015억
108억
360억
340 억
72 억 60 억 95 억
손익
매출
계획 실적
81 억
(6.0%)
102 억
(7.0%)
1350 억1450 억
컨텐츠
솔루션
컨설팅
7.4%↑
945억
1,015억
270억
340 억
135억
95 억
㈜엠서브
250 억(19%)
770 억(57%)
1,450 억 (107%)
누계( 진척률 )
WINWIN
WIN / LOSS 프로젝트
( 단위 : 억원 )
LOSS LOSS
4. 2003 년 상반기 영업 /수주실적
2003 년 상반기 목표 대비 영업 /수주 실적
2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음
1350 억
250 억
520 억
680 억
10
단위 : 원
1~2 월실적
3~4 월실적
5~6 월실적
상반기목표
목표대비100 억 초과 달성
100 억
고객사 프로젝트명 수주금액
SKY 텔레콤 임베디드 게임 250
세명전자 모바일통합생산정보 340
한국의료원 모바일의료컨텐츠 180
DreamCom 실시간위성정보 585
드림원뱅크 모바일뱅킹 컨설팅 95
합 계 1,450
고객사 프로젝트명
대한기능대 모바일 캠퍼스 구축 사업
인성교육원 모바일 교육컨텐츠 사업
Retail bank efficiency ratio
Purchased costs (non-IT)
Branch/physical network
IT
Corporate center
55-60
SIGNIFICANT COMPONENT OF COST BASE - RETAIL BANK EXAMPLEPercent of revenues
Judgment-intensive processing
Factory-like processing
Contact centers
6-9
3-6
6-8
4-6
6-9
11-14
14-21
Operational environment Examples
Judgment-intensive processing
Factory-like processing
Contact centers
• Credit underwriting
• Collections• Investment
management
• Item processing
• Account maintenance
• Transaction processing
• Call centers• Web sitesTypical cost savings
is 15-20% or 2-4 points
of efficiency ratio impact
30%70% 45%
25%
15%
15%
IT
Front office
Admin
Accounting/risk
Back office
Ops/mid office
Note: Headcount distribution is Note: Headcount distribution is more skewed to back office due more skewed to back office due to lower cost per personto lower cost per person
SIGNIFICANT COMPONENT OF COST BASE - INVESTMENT BANK EXAMPLEPercent of personnel costs
*For example, credit card companies**For example, Citigroup***Same or next day decline (depending on timing of earning announcement) during 2000Source:Zacks Consensus Research as of 2/3/01
Market expectations for growth remain high . . .
22
19
10
13
Brokerages/ investment banks
Consolidated loan companies*
Miscellaneous financial services**
Regional banks
24
18
12
8
EPS growth last 5 yearsPercent
Expected EPS growth for 2001Percent
Banks – money center
20%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
0.0% 2.5% 5.0% 7.5%
. . . with the penalty for missing expectations severe
Bank America – 3Q
Charles Schwab – 3Q
Negative EPS surprise Percent
Declin
e in
sto
ck p
rice**
* P
erc
en
t
First Union – 1Q
Citigroup – 4Q
Wachovia – 4Q
Amex – 4Q
First National – 4Q
MSDW – 3Q
Bank One – 3Q
National City – 3Q
16%
MARKET PRESSURE TO MAINTAIN HIGH GROWTH RATES
WORKING DRAFTLast Modified 4/14/2009 10:39:00 PM Pacific Standard Time
Printed 3/25/2009 4:10:23 AM India Standard Time
Valuing Corporate Social Responsibility and Sustainability
March 2009
CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited
BCCCC Presentation
DRAFT
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Objectives of the research
▪ Focus on financial link between ESG activities and financial value creation
▪ Develop understanding of what it takes to:– Create value through ESG
activities– Develop more sophisticated
metrics to capture the financial value
– Build better tools and methods to communicate that value to internal and external stakeholders
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Key findings
▪ ESG activities create value along the four areas traditionally valued by the market:
– Growth
– Return on Capital
– Risk Management
– Management Quality
▪ Investors and CFOs believe ESG activities create value, but are not fully taking it into account
▪ Many companies create real value from ESG activities, but most do not measure that value, and even fewer communicate the value
▪ There is a real opportunity for ESG professionals to fill this gap
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Research methodology
▪ Examination of ESG programs today, the challenge of measuring value, and methods for assessing and communicating value
▪ Examined existing metric systems
▪ 238 CFOs and investment professionals
▪ 127 ESG professionals and socially responsible institutional investors through BC CCC
▪ Range of industries and regions
▪ 135 interviews across 20 companies
▪ 11 industries▪ U.S. and Europe▪ Range of functions: ESG
professionals, human resources, environment, strategy, finance, and investor relations
▪ Tie ESG to value along 4 dimensions typically used by market: growth, return on capital, risk management, management quality
▪ Develop 10 best practices for designing strategic ESG programs
Initiative white paper, with analysis of ESG measurement issues and recommendations
CFO, Investor, ESG Professional McKinsey Quarterly survey
Company interviews and case studiesFramework for linking ESG activities to Value Creation
McKinsey & Company 17
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License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance
Supply chain/security of supply
▪ Secure consistent, long term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development
▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demandsRegulatory risk
Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues
Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale ▪ Develop employees’ skills and increase productivity through participation in ESG activities
▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed, etc.)
Operational efficiency
Reputation/Price premium ▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium
▪ Gain access to new markets and market share through exposure from ESG programsNew markets
Reputation/differentiation ▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs
Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.
New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors
New products ▪ Create products to meet unmet social needs and increase differentiation
ILLUSTRATIVE
SOURCE: Team analysis
Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation
Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities
Long term strategic view ▪ Develop long term strategy encompassing ESG issues
Manage-ment quality
Risk manage-ment
Return on capital
Growth
CSR creates value along 4 business dimensions
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What are your “pain points” as an ESG practitioner?
Meeting the demands of existing metric systems
Getting adequate resources, traction and integration internally
Establishing and monitoring metrics to assess impact of program
Getting recognition from the market for effective ESG
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We examined a sample of ESG metrics, measurement, and rating systems1
Categories of ESG metrics, measurement and ratings systems Examples
Our sample
Indices developed by financial index companies
ESG Initiatives and learning networks
Reputation indices produced by media/ polling/PR firms
Rankings and data produced by SRI information providers
ESG-related standards
1 Analysis of ESG metrics systems based only on information publicly available on relevant websites
SOURCE: McKinsey Analysis
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1.7
0.7
1.9
1.1
0.7
1.5Captures opportunities
Distinguishes financially material issues
Avoids the problem of ‘noise’
Covers the full range of ESG issues
Financially quantifiable data
Sensitive to different types of companies
SOURCE: Team analysis
A major “pain point” is the existing metrics and indices that evaluate a company’s ESG programs, but do not take financial value into account
Average score of the range of metrics systems assessed against 6 criteriaPoints (score 0-3 points on each issue)
1
2
3
4
5
6
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How much do you think that ESG activities add to shareholder value?
Add between 2 and 5%
Add more than 5%
Don’t know
Add less than 2%
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1 Environmental, social, and governance2 Excluding any changes stemming from the current economic crisis
SOURCE: S. Bonini, N. Brun, and M. Rosenthal, “Valuing corporate social responsibility,” The McKinsey Quarterly, February 2009
Percentage of respondents
Effect of ESG programs on organization’s shareholder value in typical times2
Value add
Investors and CFOs also believe ESG¹ drives value
22
6
21
18
19
10
4
27
7
10
13
27
5
11
53
0
9
10
15
7
6>11
6-10
2-5
<2
No effect
Don’t know
Reduced value
▪ A large majority of ESG professionals think that ESG programs create value in the short and the long term
▪ CFOs and investors professionals are more likely than ESG professionals to see the long term benefit of these activities
Complementary findings from the survey
CFOs, n = 84
Investment professionals, n = 154
ESG professionals, n = 87
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Although many companies create value from ESG, very few assess the financial value creation and even fewer communicate that to the markets
Creating value Assessing valueCommunicati
ng value
Percent of companies interviewed = 100%
-40%-40%
-5%-5%
-40%-40%
-10%-10%
ESG program
Maximizing value from ESG Established
metrics to monitor program
Converting ESG metrics to financial value
Communicate ESG value to CFOs, investors
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|SOURCE: Team analysis
Pathway to value from ESG along four dimensions
Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation
Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities
Long-term strategic view▪ Develop long-term strategy encompassing ESG issues
License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance
Supply chain/security of supply
▪ Secure consistent, long-term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development
▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demands
Regulatory risk
Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues
Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale
▪ Develop employees’ skills and increase productivity through participation in ESG activities
▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed)
Operational efficiency
Reputation/price premium
▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium
▪ Gain access to new markets and market share through exposure from ESG programsNew markets
Reputation/differentiation
▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs
Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.
New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors
New products ▪ Create products to meet unmet social needs and increase differentiation
Management quality
Risk management
Return on capital
Growth
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|SOURCE: Team analysis
4 dimensionsSub-dimensions Examples
▪ Invested $1 billion over 10 years to reduce its energy consumption and improve its efficiency and has saved $7 billion in last 5 years
Operational efficiencyReturn
on capital
▪ Engaged with local stakeholders and built trust with local communities by being responsive to community needs. Has allowed Intel to be proactive about managing concerns, avoiding zoning delays and fines, and benefiting from tax incentives
Reputational riskRisk
manage-ment
▪ Developed “Corporate Service Corps” to send emerging leaders to work pro bono in emerging markets to foster economic growth. Has led to improvements in five areas: global leadership skills, cultural intelligence and global awareness, employee retention and commitment to IBM, new knowledge and skill contribution to IBM, and intrapersonal growth
Leadership development Manage-
ment quality
▪ Novo Nordisk: Engaged in emerging economies like India, China, and Bangladesh to help build clinics, national diabetes programs, systematic education for doctors, nurses and patients, and comprehensive patient support initiatives. As a result, in China, Novo Nordisk has earned market leadership (e.g., market share above 70%)
▪ Verizon: Launched a new product for elderly and disabled to meet social needs of population. Has resulted in increased sales and 100,000 new customers
New customers/ market shareGrowth
Illustration of how companies can create value from ESG ILLUSTRATIVE
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Indirect impact
Direct financial impact
ESG programs can have direct and indirect financial impacts, depending on the business drivers they target
ILLUSTRATIVE
Trust & reputation
New geographical markets
Innovation
Human efficiency
Operational efficiency
Business driver
ESG program
Strengthen reputation, goodwill and loyalty with stakeholders
Facilitate markets entry
Expand the number of patents
Develop cutting edge technology/products
Enable bottom line costs saving
Improve talent attraction, morale and retention
Improve skills (e.g. leadership,…)
Effect on business driver
Favourability ratings evolution, # meetings with stakeholders
# and value of new markets entered through program
# and market value of new patents developed
# and value of new products developed and sold
Water, energy and raw materials uses reduction
Employee retention, Cost of training new employees
# employees with new skills from experience
Examples of metrics
Increase revenue through increased sales
Increase revenue from patents
Increase revenue through increased sales
Decrease cost of hiring and training new employees
Increase revenue per person
Increase revenue indirectly through goodwill
Decrease cost
Financial impact
SOURCE: McKinsey analysis
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Improved communication about the value of ESG activities is needed
21
31
32
36
33
44
62
32
23
41
24
24
38
55
36
23
42
19
28
56
54
Offering integrated corporate reporting(corporate financial + ESG programs data)
Integrating information on ESG programs’ financial value into corporate reports
Reporting data related to new markets or customers reach through ESG programs
Reporting data related to employees
Providing anecdotal evidence of how these programs create value
Using regular business terminology to communicate about such programs
Reporting data related to innovation
Percentage of respondents2, multiple choice answers
SOURCE: S. Bonini, N. Brun, M. Rosenthal, “Valuing corporate social responsibility”, McKinsey Quarterly, February 2009
Ways to improve the effectiveness of communication about the performance of ESG programs3
1 Environmental, social, and governance2 Respondents who answered “other”, “none of the above” or “don’t know” are not shown3 Excluding any changes stemming from current economic crisis
ESG1 professionals, n = 87
CFOs, n = 84
Investment professionals, n = 154
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▪ Growth▪ Return on
capital ▪ Risk
management▪ Management
quality
Pathway to value created by ESG programs
Industry issues
Stakeholder needs
Business drivers
MetricsCommunication
Creation of ESG Program
Meet stakeholder expectations and ensure their support in managing ESG opportunities while creating value for the company
Turn socio-political issues into ESG opportunities by meeting stakeholder needs and creating financial value along the business drivers
Impact business drivers and create financial value while meeting stakeholder and societal needs and turning them into ESG opportunities
Develop few relevant metrics
to capture the financial value of the program
Set clear message depending on the targeted audience and provide informa-tion that the audience is looking for
Design ESG program resulting from industry issues, stake-holders needs and business drivers
Pathway to value
SOURCE: McKinsey analysis
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Questions for discussion
▪ What are the biggest obstacles to integrating better metrics into ESG work?
▪ What are the direct benefits to the company of better metrics?
▪ How might using better metrics change what companies do on the ground in terms of project level impact of ESG?
▪ How can ESG professionals begin to apply a more financial mindset/language to the design, measurement, and communication of ESG programs?
▪ How can ESG practitioners facilitate conversations about the value of ESG activities within their own companies?
▪ How can ESG practitioners begin to create quantitative, financial metrics for ESG activities to allow for seamless communication between ESG professionals, CFOs and investors?
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Appendix
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BusinessFormal contract
Semi-formal contract
Frontierexpecta-tions
Society
Business operates within an overall social contract
Global trends
▪ Consumers and employees
▪ Globalization
ESG issues
▪ Environ-mental
▪ Social
▪ Governance
Growth and opportunity
License to operate
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Participants of the research
20 companies from across industries and geographies
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|SOURCE: Team analysis
We see 10 best practices for creating value from ESG
Utilize core competencies
Take a long-term perspective
Create opportunities and manage risks
Strategy
Organization
Implementation
Fundamentals
Ensure strong leadership support
Embed into the strategy, organization, and culture
Select appropriate partners
Set clear goals and manage like a business
Align with core business strategy
Identify and engage stakeholders
Address key issues facing the industry
Best practices
4
5
6
7
8
3
2
1
9
10
Examples
CONFIDENTIAL
Frequently Used Template
214
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ext
Text TextTex
tTex
t
2X2 CUBEDUnit of measure
*Footnote
Source: Source
215
2X2 TOWERUnit of measure
*Footnote
Source: Source
216
5PS MARKETING
Place PriceProduct Package Positioning promotion
Product offering
Unit of measure
*Footnote
Source: Source
217
Strategy Skills
SystemsStaff
Shared values
Structure
Style
7SUnit of measure
*Footnote
Source: Source
ARROW 3DUnit of measure
*Footnote
Source: Source
CUBES1 3DUnit of measure
*Footnote
Source: Source
CUBES2 3DUnit of measure
*Footnote
Source: Source
CUBES3 3DUnit of measure
*Footnote
Source: Source
222
Text
Text Text
Text
CUTOUT 3DUnit of measure
*Footnote
Source: Source
223
New entrant
SuppliersIndustry
competitorsBuyers
Substitutes
FORCES AT WORKUnit of measure
*Footnote
Source: Source
224
Text Text
Text Text
Text Text
Text Text
Text Text
JOINTUnit of measure
*Footnote
Source: Source
225
Text
Text
Text
Text
LEVEL SEPARATE 4Unit of measure
*Footnote
Source: Source
226
Text
Text
Text
LINEAR A 3DUnit of measure
*Footnote
Source: Source
227
Text
Text
Text
Text
LINEAR B 3DUnit of measure
*Footnote
Source: Source
228
Text
Text
Text
LINEAR C 3DUnit of measure
*Footnote
Source: Source
229
TextText
Text
LINEAR D 3DUnit of measure
*Footnote
Source: Source
230
Text Text Text Text
LINEAR E 3DUnit of measure
*Footnote
Source: Source
231
TextText
Text
LINEAR G 3DUnit of measure
*Footnote
Source: Source
232
Text Text
LINEAR I 3DUnit of measure
*Footnote
Source: Source
233
Text
Text
Text
Text
LINEAR J 3DUnit of measure
*Footnote
Source: Source
234
Text
LINEAR N 3D
Text Text Text
Unit of measure
*Footnote
Source: Source
235
Text
Text
Text
LINEAR P 3DUnit of measure
*Footnote
Source: Source
236
LINEAR Q 3D
Text Text
Unit of measure
*Footnote
Source: Source
237
Text Text
LINEAR Q 3DUnit of measure
*Footnote
Source: Source
238
PlanImplement
Support
LINKS 3Unit of measure
*Footnote
Source: Source
PERSPECTIVE 3DUnit of measure
*Footnote
Source: Source
240
Text
Text
Tex
t
PROPELLER 3DUnit of measure
*Footnote
Source: Source
RINGS 3DUnit of measure
*Footnote
Source: Source
242
Text
SCALE
Text
Unit of measure
*Footnote
Source: Source
243
Text
Text
SCALESUnit of measure
*Footnote
Source: Source
244
Text
Text
Text
Text
Text
Text
SIZES INUnit of measure
*Footnote
Source: Source
245
SPIRAL1 3DUnit of measure
*Footnote
Source: Source
Spiral
Brakes
Tube in tube
SPIRAL2 3DUnit of measure
*Footnote
Source: Source
247
Text Text
Text Text
SPOTLIGHTUnit of measure
*Footnote
Source: Source
Text
Text
Text
Text
Text
Text
STAIRCASEUnit of measure
*Footnote
Source: Source
STARS 3DUnit of measure
*Footnote
Source: Source
250
Text
Text
WIRE CUBESUnit of measure
*Footnote
Source: Source
251
Text
Text
Text
Text
Text
Text
Text
ARROWSUnit of measure
*Footnote
Source: Source
252
LEVEL 1
Text
Unit of measure
*Footnote
Source: Source
253
LEVEL 2
Text
Text
Unit of measure
*Footnote
Source: Source
254
LEVEL 3
Text
Text
Text
Unit of measure
*Footnote
Source: Source
255
LEVEL 4
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
256
LEVEL 5
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
257
LEVEL 6
Text
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
258
FLOW 2
Text
Header Header
Text
Unit of measure
*Footnote
Source: Source
259
Text
FLOW 2 TITLE
Text
Header Header
Text
Unit of measure
*Footnote
Source: Source
260
FLOW 3
Text
Header Header
Text
Header
Text
Unit of measure
*Footnote
Source: Source
261
Text
FLOW 3 TITLE
Text
Header Header
Text
Header
Text
Unit of measure
*Footnote
Source: Source
262
FLOW 4
Text
Header Header
Text
Header Header
Text Text
Unit of measure
*Footnote
Source: Source
263
Text
FLOW 4 TITLE
Text
Header Header
Text
Header Header
Text Text
Unit of measure
*Footnote
Source: Source
264
FLOW 5
Text
Header Header
Text
Header Header Header
Text Text Text
Unit of measure
*Footnote
Source: Source
265
Text
FLOW 5 TITLE
Text
Header Header
Text
Header Header Header
Text Text Text
Unit of measure
*Footnote
Source: Source
266
FLOW 6
Text Text
Header Header Header Header Header
Text Text Text
Header
Text
Unit of measure
*Footnote
Source: Source
267
Text
FLOW 6 TITLE
Text Text
Header Header Header Header Header
Text Text Text
Header
Text
Unit of measure
*Footnote
Source: Source
268
BLADES
Text
TextText
Text
Unit of measure
*Footnote
Source: Source
269
BOX
Text Text
TextText
Unit of measure
*Footnote
Source: Source
270
BOX
Text Text
Text Text
Unit of measure
*Footnote
Source: Source
271
CYCLE 1
Text
Text
Text
Unit of measure
*Footnote
Source: Source
272
CYCLE 2
Text Text
Unit of measure
*Footnote
Source: Source
273
CYCLE 3
Text
Text
Text
Unit of measure
*Footnote
Source: Source
274
CYCLE 4
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
275
CYCLE 5
Text
TextText
Text
Text
Unit of measure
*Footnote
Source: Source
276
CYCLE 6
Text
TextText
Text
TextText
Unit of measure
*Footnote
Source: Source
277
CYCLE 7
Text
Text Text
Text
TextText
Text
Unit of measure
*Footnote
Source: Source
278
CYCLE 8
Text
Text Text
Text
Text
TextText
Text
Unit of measure
*Footnote
Source: Source
279
Text
INCOMING
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
280
RIBBON
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
281
RING
TextText
Text
TextText
Unit of measure
*Footnote
Source: Source
282
UPON 2
Text
Text
Unit of measure
*Footnote
Source: Source
283
CONTINUOUS
Text
Text Text
Text Text Text
TextText
Unit of measure
*Footnote
Source: Source
284
CUTOUT
Text
Text Text
Text
Unit of measure
*Footnote
Source: Source
285
LINEAR A
Text
Text
Text
Unit of measure
*Footnote
Source: Source
286
LINEAR B
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
287
LINEAR C
Text
Text
Text
Unit of measure
*Footnote
Source: Source
288
LINEAR D
TextText
Text
Unit of measure
*Footnote
Source: Source
289
LINEAR E
Text Text Text Text
Unit of measure
*Footnote
Source: Source
290
LINEAR F
Text
Text
Text
Unit of measure
*Footnote
Source: Source
291
LINEAR G
TextText
Text
Unit of measure
*Footnote
Source: Source
292
LINEAR H
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
293
LINEAR I
Text Text
Unit of measure
*Footnote
Source: Source
294
LINEAR J
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
295
LINEAR K
Text
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
296
LINEAR N
Text Text Text Text
Unit of measure
*Footnote
Source: Source
297
LINEAR P
Text
Text
Text
Unit of measure
*Footnote
Source: Source
298
LINEAR Q
Text Text
Unit of measure
*Footnote
Source: Source
299
PROPELLER
Text
Text
Text
Unit of measure
*Footnote
Source: Source
300
STEP 5
Text
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
301
Text
Text
Text
Text
2 ON 1Unit of measure
*Footnote
Source: Source
302
Text
Text
Text
Text
Text
Text
AGAINSTUnit of measure
*Footnote
Source: Source
303
Text
Text Text Text
Text
AT WORKUnit of measure
*Footnote
Source: Source
304
Text Text
COUPLED HORIZUnit of measure
*Footnote
Source: Source
305
Text
Text
COUPLED VERTUnit of measure
*Footnote
Source: Source
306
Text Text
Text Text
FOCUSEDUnit of measure
*Footnote
Source: Source
307
New entrant
SuppliersIndustry competitors
Buyers
Substitutes
FORCES AT WORKUnit of measure
*Footnote
Source: Source
308
Text
Text
Text
PARALLELUnit of measure
*Footnote
Source: Source
309
Text
Text
Text
Text
SPLITUnit of measure
*Footnote
Source: Source
310
Text
SURROUNDUnit of measure
*Footnote
Source: Source
311
Text
Text
TWISTEDUnit of measure
*Footnote
Source: Source
312
Text Text
UP & AWAYUnit of measure
*Footnote
Source: Source
313
Text
Text
UP & DOWNUnit of measure
*Footnote
Source: Source
314
The way managerscollectively behave with respect to useof time, attention,and symbolic actions
The people in the organization, consideredin terms of corporate demographics, not individual personalities
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
The processes and procedures through which things get donefrom day to day
A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilities
possessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary people
Staff
Systems Style
SharedValues
Structure
SkillsStrategy
2S-5SUnit of measure
*Footnote
Source: Source
315
Customer
Clients
Distributors
Competitors
Suppliers
3CS TRIANGLEUnit of measure
*Footnote
Source: Source
316
Skills
Sharedvalues
Strategy
Staff
Structure
Systems
Style
A coherent set ofactions aimed at gaining a sustainable advantageover competition
The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
The people in the organization,considered interms of corporatedemographics, notindividual personalities
The way managers collectively behave with respect to use of time, attention and symbolic actions
The processes and proceduresthrough which things get donefrom day-to-day
Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members
Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people
3S-4SUnit of measure
*Footnote
Source: Source
317
Style
Structure
Staff
Strategy
Systems
Skills
Shared values
The way managers collectively behave with respect to use of time,attention and symbolic actions
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people
Those ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its members
The processes and and procedures through which things get donefrom day-to-dayThe organization chart
and accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
The people in theorganization, considered in terms of corporate demographics, notindividual personalities
A coherent set of actions aimed at gaining a sustainable advantage over competition
7SUnit of measure
*Footnote
Source: Source
318
Co
mp
etit
ive
po
siti
on
Lo
wM
ediu
mH
igh
Product/market attractiveness
Low Medium High
BUSS PORTFOLIOUnit of measure
*Footnote
Source: Source
319
Change vision
Chief Executive
Leadership groups
Down the line
External constitution
Commitment
Conviction Courage
Capability
Individual activity
Enabling devices
CHANGE BOARDUnit of measure
*Footnote
Source: Source
320
Delta P Delta P
Vision andLeadership
OrganizationalInfrastructure
PerformanceMeasurement
PeopleDevelopment
Communications
Problem SolvingProcess • Client managers
(particularly middle management) haveskill to lead programimplementation
• Change in actual behavior
• Action plans sufficient to achieve goals
• Agreement on objectives by line management
• Management of high-involvement process
• Implementation ornear implementationof required structureand systems
• Flow of 2-way communications• People’s understanding, belief
and contribution to act on vision and action plans
• Accurate measurementof action and results
• Clear accountabilities• Early wins
Visible demonstrationof new vision andvalues by clientleadership
DELTA PUnit of measure
*Footnote
Source: Source
321
Nat
ural
ow
ner
Rel
ativ
e ab
ility
to e
xtra
ct v
alue
Low Medium
Value-creation potential in business unit
High
• Corporatecenter skills
• Business unit linkages
• Taxation/valuationdifferences
• Industry attractiveness• Competitive position• Restructuring/rationalization opportunities
“One
of t
he
pack
” Retain andgive toppriority
Retain andgive priority
Retain andmanage forcode orliquidate
Probablydivest
Divest Divest orliquidate
MACSUnit of measure
*Footnote
Source: Source
322
Business Strategy
Manufacturing Strategy
ConfigurationSystems
ResearchFocus
LaborPolicy
ProductDesign
Makevs.Buy
Organization
ProcessDesign
MANUFACTURING STRATEGYUnit of measure
*Footnote
Source: Source
323
Restructuring framework
1
5
4 3
2
PENTAGONUnit of measure
*Footnote
Source: Source
324
Benefit
Price
Competitivedisadvantage
Competitiveadvantage
PRICE BENEFITUnit of measure
*Footnote
Source: Source
325
Appraise performanceand prospects
Developstrategy
Redesignpivotal jobs
Design the skillbuilding process
Assess changereadiness
Top downaction programs
Bottom up action programs
1
2
4
5
6
7
8
3
SMILE CHARTUnit of measure
*Footnote
Source: Source
326
3.
Create andpursue a unique
advantage 2.
Resegment the market to create a
niche
4.
Exploit uniqueadvantage
industrywide
1.Do more andbetter of the
same
When tocompete
STRAT GAMEBOARDUnit of measure
*Footnote
Source: Source
327
Stage 1 Stage 2
Stage 3
Stage 4
Value system
Strategic manage-ment
Externally orientated planning
Forecast based planning
Budget planning
Meet budget and schedule
Predict the future
Think strategically
Create the future
STRAT MANAGEUnit of measure
*Footnote
Source: Source
328
Selling margin
Contribution
Sales
Selling rateSalesAvailable selling time
Effectiveness
Contribution Available
selling time
Productivity
Contribution
Total selling costs
EfficiencyAvailable selling timeTotal selling costs
Utilization
Available selling time
Total sales time
Support intensity
Support costs
Total selling costs
Support leverage
Total sales time
Support costs
TREE PRODUCTIVITYUnit of measure
*Footnote
Source: Source
329
Maximizeshareholder
value
Growthroughculturalinitiative
Redeployassets
Improve corebusiness
performance
Grow throughacquisition
and/or merger
Adopt soundfinancingapproach
VALUE CREATIONUnit of measure
*Footnote
Source: Source
330
Real
Perceived
Client’s relative ability to extract value
Corporate center skills
Linkages between business units
Financial ownership fit
Industry restructure
Internal controller
Shared resources
Transfer of capability
Vertical integration
Differences in tax position
Existence of non-cases objectives
Inefficiencies in financial markets
Difference in valuation technique
VALUE SOURCESUnit of measure
*Footnote
Source: Source
331
GANTT10
<##>
<##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header
Text
Unit of measure
*Footnote
Source: Source
332
GANTT15
Header
Text
## ## ## ## ######################
##
Unit of measure
*Footnote
Source: Source
333
Text Text
VENN 2Unit of measure
*Footnote
Source: Source
334
Text Text
Text
VENN 3Unit of measure
*Footnote
Source: Source
CONFIDENTIAL
Frequently Used Template
Data Driven
Template
June 2002
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
0
50
100
150
200
250
300
350
1996 1997 1998 1999 2000 2001
Label 1
Label 2
Label 3
AREAUnit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
BARUnit of measure
*Footnote
Source: Source
50
40
30
20
10
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 1
Label 2
Label 3
Label 4
Label 5
TitleUnit of measure
TitleUnit of measure
BAR 2Unit of measure
*Footnote
Source: Source
40
30
20
10
5
50
40
30
25
15
55
50
45
30
25
Label 1
Label 2
Label 3
Label 4
Label 5
BAR BUTTEDUnit of measure
*Footnote
Source: Source
50
40
30
20
10
23
25
45
65
96
43
23
23
23
23
Label 1
Label 2
Label 3
Label 4
Label 5
000
000
000
000
000
Series Series
BAR STACKED
Series
Unit of measure
*Footnote
Source: Source
50
40
30
20
45
50
60
70
80
90
10
20
30
40
50Label 1
Label 2
Label 3
Label 4
Label 5
000
000
000
000
000
100%=Series Series
BAR STACKED 100%
Series
Unit of measure
*Footnote
Source: Source
0
100
200
300
400
500
600
700
0 50 100 150 200 250
TitleUnit of measure
TitleUnit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
BUBBLEUnit of measure
*Footnote
Source: Source
20
30
40
50
60
Label 1 Label 2 Label 3 Label 4 Label 5
COLUMNUnit of measure
*Footnote
Source: Source
Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5
TitleUnit of measure
TitleUnit of measure
COLUMN 2Unit of measure
*Footnote
Source: Source
20
30
40
50
60
40
50
60
70
40
50
60
70
80
30
Label 1 Label 2 Label 3 Label 4 Label 5
COLUMN BUTTEDUnit of measure
*Footnote
Source: Source
2030
4050
6020
2020
20
2020
30
40
50
2020
20
25
30
20
Label 1 Label 2 Label 3 Label 4 Label 5
Series
Series
Series
Series
000000
000
000
000
COLUMN STACKEDUnit of measure
*Footnote
Source: Source
30 35 4050
60
3035
40 20
202015
1020
1020 15 10 10 10
Label 1 Label 2 Label 3 Label 4 Label 5
Series
Series
Series
Series
100%= 000 000 000 000 000
COLUMN STACKED 100%Unit of measure
*Footnote
Source: Source
20
15
10
10
45
20
20
30
30
TitleUnit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
TitleUnit of measure
100% = 000
Series
Series
Series
Series
Label 1
COMBO PIE SEGMENT COLUMNUnit of measure
*Footnote
Source: Source
0
50
100
150
200
250
300
0 50 100 150 200
TitleUnit of measure
TitleUnit of measure
Label 1Label 2
Label 3
Label 4
Label 5
COST CURVEUnit of measure
*Footnote
Source: Source
10
30
45
70
85
100
150
176
0
20
40
60
80
100
120
140
160
180
200
1990 1991 1992 1993 1994 1995 1996 1997
0
100
200
300
400
500
600
700
800
900
1,000
TitleUnit of measure
TitleUnit of measure
DUAL COLUMN LINEUnit of measure
*Footnote
Source: Source
0
20
40
60
80
100
120
140
160
180
200
1990 1991 1992 1993 1994 1995 1996 1997
0
100
200
300
400
500
600
700
800
900
1,000
TitleUnit of measure
TitleUnit of measure
DUAL LINEUnit of measure
*Footnote
Source: Source
0
100
200
300
400
500
600
1990 1991 1992 1993 1994 1995 1996 1997
Label 1
Label 2
Label 3
Label 4
LINEUnit of measure
*Footnote
Source: Source
45
20
15
10
10
Label 1
Label 2
Label 3
Label 4
Label 5
PIEUnit of measure
*Footnote
Source: Source
45
20
15
10
10
45
20
15
10
10
TitleUnit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
TitleUnit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
PIE 2Unit of measure
*Footnote
Source: Source
0
50
100
150
200
250
1990 1991 1992 1993 1994 1995 1996 1997
RANGE HIGH LOWUnit of measure
*Footnote
Source: Source
0
50
100
150
200
250
300
0 50 100 150 200
SCATTER X & YUnit of measure
*Footnote
Source: Source
WATERFALL BAR
25
45
65
50
185
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source: Source
WATERFALL COLUMN
20
20
20
80
20
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source: Source
CONFIDENTIAL
Frequently Used Template
Named Objects
Template
June 2002
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ARROWSUnit of measure
*Footnote
Source: Source
DISCLAIMERS CLIENT
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company.
Unit of measure
*Footnote
Source: Source
DISCLAIMERS INTERNAL
This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.
Unit of measure
*Footnote
Source: Source
DISCLAIMERS PRESENTATION
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
Unit of measure
*Footnote
Source: Source
LEGENDS Legend
Legend
Legend
Unit of measure
*Footnote
Source: Source
MCKINSEY LOGOUnit of measure
*Footnote
Source: Source
MISC
–
Unit of measure
*Footnote
Source: Source
MOONS Legend
Legend
Legend
Low
Medium
High
Low
Medium
High
Unit of measure
*Footnote
Source: Source
STICKER
ILLUSTRATIVE
CONFIDENTIAL
ESTIMATE
EXAMPLE
FOR DISCUSSION ONLY
FOR DISCUSSION
PRELIMINARY
DRAFT
STICKERUnit of measure
*Footnote
Source: Source
STICKER OTHER
CONFIDENTIALDISCUSSION DRAFT
DISGUISED CLIENT EXAMPLE
PRELIMINARY DRAFT
PRELIMINARY ESTIMATE
DISCUSSION DRAFT
DISGUISED
DRAFT FOR DISCUSSION
SAMPLE
BACKUP
HYPOTHESIS
STRAW MAN
TO BE COMPLETED
PROPOSED
REVISED
ROUGH ESTIMATE
CONCEPTUAL
Unit of measure
*Footnote
Source: Source
WORLD MAPUnit of measure
*Footnote
Source: Source
CONFIDENTIAL
Frequently Used Template
Text
Template
June 2002
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372
PPT TABLE 2
Heading Heading
Text Text
Unit of measure
*Footnote
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373
PPT TABLE 3
Heading Heading Heading
Text Text Text
Unit of measure
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374
PPT TABLE 4
Heading Heading Heading Heading
Text Text Text Text
Unit of measure
*Footnote
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375
PPT TABLE 5
Heading Heading Heading Heading Heading
Text Text Text Text Text
Unit of measure
*Footnote
Source: Source
376
PPT TABLE 6
Heading Heading Heading Heading Heading Heading
Text Text Text Text Text Text
Unit of measure
*Footnote
Source: Source
CONFIDENTIAL
Frequently Used Template
SEO VA
Template
June 2002
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Unit of measure
*Footnote
Source: Source
Text
•Text
Text
•Text
Text
•Text
Unit of measure
*Footnote
Source: Source
Title
•Text
Title
•Text
Unit of measure
*Footnote
Source: Source
Title
•Text
Title
•Text
Text
EXHIBIT TITLE
*Footnote
Source: Source
Title
•
Text
•
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•
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*Footnote
Source: Source
Title
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EXHIBIT TITLE
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Text
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Source: Source
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Title
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2 COLUMN
*Footnote
Source: Source
Title Title
•Text •Text
3 COLUMN
*Footnote
Source: Source
Title
•Text
Title
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Title
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4 COLUMN
*Footnote
Source: Source
Title
•Text
Title
•Text
Title
•Text
Title
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5 COLUMN
*Footnote
Source: Source
Title
•Text
Title
•Text
Title
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6 COLUMN
*Footnote
Source: Source
Title
•Text
Title
•Text
Title
•Text
Title
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Title
•Text
Title
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7 COLUMN
*Footnote
Source: Source
Title
•Text
Title
•Text
Title
•Text
Title
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Title
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Title
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Title
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Title Title
8 COLUMN
*Footnote
Source:Source
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
3-STEP
Text
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3 HORIZONTAL Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
•Text •Text •Text
Text
Text
Text
4 HORIZONTALUnit of measure
*Footnote
Source: Source
•Text
•Text
•Text
•Text
•Text •Text •Text •Text
Text
Text
Text
Text
5 HORIZONTALUnit of measure
*Footnote
Source: Source
•Text •Text •Text •Text
•Text•Text
•Text
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•Text
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Text
Text
Text
Text
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4-STEP Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
•Text
Text
Text
Text
Text
399
FLOW 2
•Text
Header Header
•Text
Unit of measure
*Footnote
Source: Source
400
FLOW 2 TITLEUnit of measure
*Footnote
Source: Source
•Text
Header Header
•TextText
401
FLOW 3
•Text
Header Header
•Text
Header
•Text
Unit of measure
*Footnote
Source: Source
402
FLOW 3 TITLEUnit of measure
*Footnote
Source: Source
•Text
Header Header
•Text
Header
•TextText
403
FLOW 4
•Text
Header Header
•Text
Header Header
•Text •Text
Unit of measure
*Footnote
Source: Source
404
FLOW 4 TITLEUnit of measure
*Footnote
Source: Source
•Text
Header Header
•Text
Header Header
•Text •TextText
405
FLOW 5
•Text
Header Header
•Text
Header Header Header
•Text •Text •Text
Unit of measure
*Footnote
Source: Source
406
FLOW 5 TITLEUnit of measure
*Footnote
Source: Source
•Text
Header Header
•Text
Header Header Header
•Text •Text •TextText
HORIZONTAL FLOW 3Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
Title
Text
Text
Text
HORIZONTAL FLOW 4Unit of measure
*Footnote
Source: Source
Title
•Text
•Text
•Text
Text
Text
Text
•Text
Text
HORIZONTAL FLOW 5Unit of measure
*Footnote
Source: Source
Text
Text
Text
Text
Text
Title
•Text
•Text
•Text
•Text
•Text
Title
•Text
•Text
•Text
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•Text
HORIZONTAL FLOW 6Unit of measure
*Footnote
Source: Source
Title Title
Text
Text
Text
Text
Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
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HORIZONTAL FLOW 7Unit of measure
*Footnote
Source: Source
Title Title
Text
Text
Text
Text
Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
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412
FLOW WITH SHOCK 1
•Text
Header Header
•Text
Header
•Text
Unit of measure
*Footnote
Source: Source
•Text
Title
413
FLOW WITH SHOCK 2Unit of measure
*Footnote
Source: Source
Header Header Header Title
•Text•Text •Text •TextText
•Text•Text •Text •TextText
FLOW WITH 3 COLUMN
*Footnote
Source: Source
Text
Text
Text
Text
Text
•Text
•Text
•Text
•Text
•Text
Text
•Text
•Text
•Text
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•TextText
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FLOW WITH 2 COLUMN
*Footnote
Source: Source
Text
Text
Text
Text
Text Text
•Text •Text
•Text •Text
•Text •Text
•Text •Text
•Text •TextText
Text
SQUARE FLOW Unit of measure
*Footnote
Source: Source
Text•Text
Text•Text
Text•TextText
•Text
FRAMEWORK Unit of measure
*Footnote
Source: Source
Text•Text
Text•Text
Text•Text
Text•Text
Unit of measure
*Footnote
Source: Source
Title Title
•Text •Text
Unit of measure
*Footnote
Source: Source
Title
•Text
Title
•Text
Unit of measure
*Footnote
Source: Source
Title
•Text
Title
•Text
Title
•Text
Title
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xxxxx
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Unit of measure
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Source: Source
•
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Unit of measure
*Footnote
Source: Source
Title
•Text
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Title
Unit of measure
*Footnote
Source: Source
Text
Text Text
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Text
Unit of measure
*Footnote
Source: Source
TextText
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•Text
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SCP
*Footnote
Source: Source
•xxx •xxxx •xxxx•xxxx
erformanceerformancetructuretructure onductonductExternal
shock S C P
Unit of measure
*Footnote
Source: Source
Text Text Text Text
•Text •Text •Text •TextText
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Unit of measure
*Footnote
Source: Source
Text Text Text Text
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Text
Unit of measure
*Footnote
Source: Source
Text
Text
Text
Text
• Text
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• Text
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• Text
• Text
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Unit of measure
*Footnote
Source: Source
Text
Title
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Unit of measure
*Footnote
Source: Source
Text
Text
TextTextTextText
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Unit of measure
*Footnote
Source: Source
Text
Text
Text
Text
Text
Text
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Text
Text
Title
•
•
•
•
•
•
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Source: Source
Title Title Title Title
Text
•Text •Text
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•Text •Text
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•Text •Text
Text
TEAM STRUCTURE
*Footnote
Source: Source
Title
Title
•
Client McKinsey
• •
Expert group
•
•
Unit of measure
*Footnote
Source: Source
Text
Text
Unit of measure
*Footnote
Source: Source
Text
Text
Text
Text
Text
Title •Text
Title •Text
Title •Text
Unit of measure
*Footnote
Source: Source
Title
Title
Title
Unit of measure
*Footnote
Source: Source
Title
Title •Text
Title •Text
Title •Text
Title •Text
Title
Title
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Title •Text
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Title
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Unit of measure
*Footnote
Source: Source
Text•Text
Text•Text
Sub title Sub title
Risk management
Title
• • •
• • •
Unit of measure
*Footnote
Source: Source
•Text •Text •Text •Text •Text •Text
Text Text
443
CYCLE 2
Text Text
Unit of measure
*Footnote
Source: Source
•Text •Text
444
CYCLE 2
Text Text
Unit of measure
*Footnote
Source: Source
•Text •Text
445
CYCLE 3
Text
Text
Text
Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
446
CYCLE 3
Text
Text
Text
Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
447
CYCLE 4
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text•Text
448
CYCLE 4
Text
Text
Text
Text
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text•Text
449
CYCLE 5
Text
TextText
Text
Text
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text
•Text
•Text
450
CYCLE 5
Text
TextText
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Text
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text
•Text
•Text
451
CYCLE 6
Text
TextText
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TextText
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text
•Text
•Text
•Text
452
CYCLE 6
Text
TextText
Text
TextText
Unit of measure
*Footnote
Source: Source
•Text•Text
•Text
•Text
•Text
•Text
453
FORCES AT WORKUnit of measure
*Footnote
Source: Source
Text•Text
Text•Text
Text•Text
Text•Text
Text•Text
2 BY 2 MATRIXUnit of measure
*Footnote
Source: Source
High
Low
High Low
Text
Text
•Text •Text
•Text •Text
455
Text
Low Medium High
Tex
t
Low
Hig
h
2 BY 3 MATRIXUnit of measure
*Footnote
Source: Source
•Text •Text •Text
•Text •Text •Text
456
Tex
t
Low
Med
ium
Hig
h
Text
Low Medium High
3 BY 3 MATRIXUnit of measure
*Footnote
Source: Source
•Text •Text •Text
•Text •Text •Text
•Text •Text •Text
457
4 BY 3 MATRIXUnit of measure
*Footnote
Source: Source
Tex
t
Low
Med
ium
Hig
h
Text
1 2 3 4
•Text •Text •Text •Text
•Text •Text •Text •Text
•Text •Text •Text •Text
458
4 BY 3 MATRIXUnit of measure
*Footnote
Source: Source
Text
1 2 3 4
Tex
t
23
4•Text •Text •Text •Text
•Text •Text •Text •Text
•Text •Text •Text •Text
1
•Text •Text •Text •Text
459
STUDY OBJECTIVEUnit of measure
*Footnote
Source: Source
Text
•Text •Text •Text •Text
460
Text
Text
LEVEL 03Unit of measure
*Footnote
Source: Source
•Text
•Text
Text
•Text
461
Text
Text
Text
LEVEL 04Unit of measure
*Footnote
Source: Source
Text
•Text
•Text
•Text
•Text
462
Text
Text
Text
Text
Text
Text
Text
Text
Text
LEVEL 09Unit of measure
*Footnote
Source: Source
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
•Text
GANTT – 4 WEEK Unit of measure
*Footnote
Source: Source
Text
•Text
Text Text Text Text
•Text
•Text
Unit of measure
*Footnote
Source: Source
Text
•Text
Text Text Text Text Text
•Text
•Text
Text
Unit of measure
*Footnote
Source: Source
Text
•Text
•Text
•Text
Text Text Text Text
Text
Text Text Text Text
Text
Unit of measure
*Footnote
Source: Source
Text
•Text
•Text
•Text
Text
Text
Text
Text
TextTex
tTex
tTex
tTex
t
TextTex
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tTex
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Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
• Text
• Text
• Text
Text 1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
1 2 3 4
Text
Unit of measure
*Footnote
Source:Source
Text
•Text
•Text
•Text
1 2 3 4 5 6 7 8
Text
9 10 11 12
Unit of measure
*Footnote
Source:Source
Text
• Text
• Text
• Text
1 2 3 4 5 6 7 8
Text
910
11
12 1 2 3 4 5 6 7 8
Text
910
11
12
Unit of measure
*Footnote
Source: Source
Text
•Text
•Text
•Text
Mon Tue Wed Thu Fri
TextResponsibility
Unit of measure
*Footnote
Source: Source
Text
•Text
•Text
•Text
Responsibility M T W T F
Text
M T W T F
Text
*Footnote
Source: Source
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
Unit of measure
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
*Footnote
Source: Source
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
Unit of measure
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
*Footnote
Source: Source
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source:Source
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text Text
50
40
30
20
10
Unit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text Text Text
50
40
30
20
10
50
40
30
20
10
Unit of measure
*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text Text Text Text
50
40
30
20
10
50
40
30
20
10
50
40
30
20
10
Unit of measure
*Footnote
Source:Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text Text Text Text Text
50
40
30
20
10
50
40
30
20
10
50
40
30
20
10
50
40
30
20
10
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
Unit of measure
EXHIBIT TITLE
*Footnote
Source: Source
Text
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Text
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
EXHIBIT TITLE
*Footnote
Source: Source
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
Unit of measure
EXHIBIT TITLE
*Footnote
Source: Source
TitleMeasure
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
TitleMeasure
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50L
ab
el 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
Unit of measure
Unit of measure
*Footnote
Source:Source
Title (Measure)
Title (Measure)
Title (Measure)
Title (Measure)
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
Title Measure
Unit of measure
*Footnote
Source:Source
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
2030
4050
6070
Text Text Text Text Text TextTitle (Measure)
2030
4050
6070
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
2030
4050
6070
Text Text Text Text Text Text
6.9 -0.2 2.3
23.943.3
98 99 00 01 02
25.932.4 28.8 27.1 21.5
98 99 00 01 02
13.8 18.3 23.415.6 15.7
98 99 00 01 02
62 6043 30 27
98 99 00 01 02
27.820.5
9.3 8.4 9.7
98 99 00 01 02
15.6 13.7 11.4 9.7 10.6
98 99 00 01 02
7.9 7.5 8.0
-5.0 -4.2
98 99 00 01 02
1.9-1.5
-4.0 -5.2 -4.7
98 99 00 01 02
93.8 98.4 96.1 87.7 85.3
98 99 00 01 02
9.9 2.5 1.8
37.0 50.4
98 99 00 01 02
6.11.5 0.8
11.2 13.6
98 99 00 01 02
0.1 0.1
3.1
1.1 1.1
98 99 00 01 02
6.9 -0.2 2.325.9
48.2
98 99 00 01 02
0.30
1.10
-0.260.30 0.04
98 99 00 01 02
0.0 0.0 0.0 0.0 0.0
98 99 00 01 02
2.0 2.02.6
1.8 1.7
98 99 00 01 02
5.512.1
18.813.7 13.5
98 99 00 01 02
ROIC TREE ANALYSISPercent
Title
Title
Title
Title Title
Title
Title
Title
Title
Title
Title Title
Title
Title
Title
Title
Title
EXHIBIT TITLE
*Footnote
Source: Source
Text
30 35 4050
60
3035
40 20
202015
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
3035
40 20
202015
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Unit of measure
EXHIBIT TITLE
*Footnote
Source:Source
Unit of measure
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
Unit of measure
Unit of measure
*Footnote
Source: Source
TitleMeasure
45
20
15
10
10
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
10
10
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
Unit of measure
*Footnote
Source:Source
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
Unit of measure
*Footnote
Source:Source
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
Unit of measure
*Footnote
Source: Source
TitleMeasure
120 130165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
Unit of measure
*Footnote
Source:Source
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
Text
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278298 300
325
89
230
0
50
100
150
200
250
300
350
1990 1991 1992 1993 1994 1995 1996 1997
Unit of measure
*Footnote
Source:Source
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278298 300
325
89
230
0
50
100
150
200
250
300
350
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
STICKER AND OTHERS
EXAMPLE
ESTIMATE
PROPOSED
CONCEPTUAL
PRELIMINARY
ROUGH ESTIMATE
TO BE COMPLETED
ONLY FOR DISCUSSION
WORK IN PROGRESS
BACK UP REVISED
TENTATIVE
HYPOTHESIS
ILLUSTRATIVE
CONFIDENTIAL
VERY PRELIMINARY
STICKER AUTOMAKER
EXAMPLE
ESTIMATE
PROPOSED CONCEPTUAL
PRELIMINARY
ROUGH ESTIMATE
TO BE COMPLETED
ONLY FOR DISCUSSION
WORK IN PROGRESS
BACK UP REVISED
TENTATIVE HYPOTHESIS
ILLUSTRATIVE
CONFIDENTIAL
VERY PRELIMINARY
HighMediumLow
STICKER AND OTHERS
Text Text
Text
MAPS
APPENDIX
END OF DOC