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1、Sample Slides in the New Format,September 2007,Adding your slide to this collection,Send your slide via e-mail to one of the following addresses Thank you!,Five types of slides,Text and columns Graphs Tables Diagrams Maps and timelines,Text and columns,We recommend entering this market segmentHigh g
2、rowth and synergy with existing business make this an attractive opportunity,Attractive, high growth market,Moderately sized market, but growing fast $5B in revenue in 2006 25% growth projected through 2010 Fragmented market that is ripe for consolidation Top-15 players only account for 20% of the m
3、arket Marketing experience and owning the channel will be key to success in future Existing players have limited marketing capabilities Currently, no clear market leader,Need to determine entry strategy,Prioritize portfolio of growth opportunities Compare options to other growth areas Evaluate impac
4、t of entry into this market on financial flexibility Determine market entry strategyorganic versus acquisition Can leverage existing capabilities Well priced acquisition would be faster Begin to identify acquisition targets and conduct strategic due diligence Evaluate investment requirements and opt
5、imal structuring Explore synergies with current business,Speed is critical in this fast moving market segment,Company consisted of multiple business units in such diverse fields as automotive supply, engineering and specialty chemicals Capital markets had placed a conglomerate discount on the compan
6、y that had also accumulated a significant amount of debt through acquisitions Enormous pressure from analysts, investors and supervisory board members to overhaul the overall strategy and structure Aim: reduction of value-reducing factors and significant improvement of capital structure,Based on our
7、 analysis, the company decided to divest the highly profitable specialty chemicals division High expected exit value given strong cash-flows from businesses Limited organic growth opportunities Limited inherent portfolio logic of different businesses New core allows for release of significant value
8、potential (share price improvement over the course of the project of 50%) Abolishment of current holding structure Reduction of net debt to almost zero Significant growth potential (organic and by M “Fake artesunate in southeast Asia”, The Lancet, June 16, 2001,Different organizational models may be
9、appropriate for different retailers,Merchant as muscle,Merchant acts as supply chain quarterback High decision authority across chain High P rigorous process orchestrates supply chain,Functional assembly line,Highly autonomous functions work independently Focused, defined responsibilities Handoffs m
10、ade along very regimented process with clear accounta-bilities No real merchant role,Additional requirements to sell throughcatalogue sellers have to be met,Requirements of catalogue sellers,Delivery on time,Excellent packaging,Provide catalogue-ready sales material,Deliver larger quantities (severa
11、l 100s),Price,Deliver internationally,Importance to catalogue sellers,Catalogue reseller cannot afford to say no,Catalogue reseller cannot afford mistakes (costly and may lose the customer),Requires different kind of sales material,Catalogues often have a wide circulation,Must be competitive,To serv
12、ice international catalogue resellers,Importance to sellers,Is client capable of meeting these requirements?,Source: Interviews with catalogue sellers,Graphs,We win where we invest,Revenue growth driven by Korea, Taiwan, HK, and Singapore,This corresponds with our investment,We have invested in Kore
13、a, Taiwan, HK, and Singapore Allocated 80% of additional BME and SG BCG analysis,Indonesia,Australia,Canada,Denmark,Finland,Greece,Hong Kong,Ireland,Italy,Japan,Malaysia,Mexico,Netherlands,Norway,Portugal,Singapore,South Korea,Spain,Sweden,Switzerland,Taiwan,Argentina,Brazil,Chile,China,Colombia,Sou
14、th Africa,Thailand,Belgium,France,Germany,United Kingdom,Turkey,United States,NewZealand,GDP per capita ($),Expenditure per capita (K$),Total expenditure on health vs. GDPcomparison across countries1 (2003),7,2,48,4,2020年,电力,道路运输,化工,钢铁,水泥,煤炭开发,其他,+317%,2,0,1,4,1,5,1,7,1,7,1,5,1,8,11,6,2008年,5,0,2,8,
15、3,0,6,8,3,4,3,0,3,6,24,2,2010年,10,0,3,4,6,0,6,8,6,0,5,6,+109%,Model predicts $35M upfront payment for compound X,Note: Regression omits Cephalon-Alkermes deal Source: BCG deal database; BCG analysis,Projected peak sales (M$),Biotech licensing payments: Correlation between upfront payments and peak s
16、ales,Upfront payment (M$),Licensing deals,Compound X $500M peak sales = $35M upfront,R2 = 0.76,Upfront payment,12.1,Peak Sales,- $4.2M,=,Regression Equation,Early phases of development are getting longer,Phase 1 (median),Phase 2 (median),Phase 3 (median),Note: Data for top 20 Pharma only. Phase duration is defined as time from starting one phase to the beginning the next phase Source: Pharmaprojects R BCG analysis,18.4 months (0106 median),14.2 months (9400 median),30%,23.3 m
