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1、Sample Slides in the New Format2Adding your slide to this collectionSend your slide via e-mail to one of the following addresses Thank you! 3Five types of slidesText and columnsGraphsTablesDiagramsMaps and timelines4Text and columns5We recommend entering this market segment High growth and synergy
2、 with existing business make this an attractive opportunityAttractive, high growth marketModerately sized market, but growing fast $5B in revenue in 2006 25% growth projected through 2010Fragmented market that is ripe for consolidation Top-15 players only account for 20% of the marketMarketing exper
3、ience and owning the channel will be key to success in future Existing players have limited marketing capabilities Currently, no clear market leaderNeed to determine entry strategyPrioritize portfolio of growth opportunities Compare options to other growth areas Evaluate impact of entry into this ma
4、rket on financial flexibilityDetermine market entry strategyorganic versus acquisition Can leverage existing capabilities Well priced acquisition would be fasterBegin to identify acquisition targets and conduct strategic due diligence Evaluate investment requirements and optimal structuring Explore
5、synergies with current businessSpeed is critical in this fast moving market segment6Company consisted of multiple business units in such diverse fields as automotive supply, engineering and specialty chemicalsCapital markets had placed a conglomerate discount on the company that had also accumulated
6、 a significant amount of debt through acquisitionsEnormous pressure from analysts, investors and supervisory board members to overhaul the overall strategy and structureAim: reduction of value-reducing factors and significant improvement of capital structureBased on our analysis, the company decided
7、 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 businessesNew core allows for release of significant value potential (share price improvem
8、ent 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, 20019Different organizational models may be appropriate for different reta
9、ilersMerchant as muscleMerchant acts as supply chain quarterback High decision authority across chain High P rigorous process orchestrates supply chainFunctional assembly lineHighly autonomous functions work independently Focused, defined responsibilitiesHandoffs made along very regimented process w
10、ith clear accounta- bilitiesNo real merchant rolePD processPlanning analystProc. planningInv plannerMerchantDesignMerchant plannerTextilesOrder plannerPre-pro- ductionMerchantPlanningPro- ductionDistri- butionDesignMarketingMerchantSourcingQualityInventory mgtFabric spec.CreativeDesignFabric devProt
11、o devFin serv unitFore- castingSour- cingQA DesignMerchMktg10Additional requirements to sell through catalogue sellers have to be metRequirements of catalogue sellersDelivery on timeExcellent packagingProvide catalogue-ready sales materialDeliver larger quantities (several 100s) PriceDeliver interna
12、tionallyImportance to catalogue sellersCatalogue reseller cannot afford to say noCatalogue reseller cannot afford mistakes (costly and may lose the customer)Requires different kind of sales materialCatalogues often have a wide circulationMust be competitiveTo service international catalogue reseller
13、sImportance to sellersIs client capable of meeting these requirements?Source: Interviews with catalogue sellers11Graphs12We win where we investRevenue growth driven by Korea, Taiwan, HK, and SingaporeThis corresponds with our investmentWe have invested in Korea, Taiwan, HK, and Singapore Allocated 8
14、0% of additional BME and SG BCG analysisIndonesiaAustraliaCanadaDenmarkFinlandGreeceHong KongIrelandItalyJapanMalaysiaMexicoNetherlandsNorwayPortugalSingaporeSouth KoreaSpainSwedenSwitzerlandTaiwanArgentinaBrazilChileChina ColombiaSouth AfricaThailandBelgium France GermanyUnited KingdomTurkeyUnited
15、StatesNew ZealandGDP per capita ($)Expenditure per capita (K$)Total expenditure on health vs. GDPcomparison across countries1 (2003)15* * * * *16Model predicts $35M upfront payment for compound XNote: Regression omits Cephalon-Alkermes deal Source: BCG deal database; BCG analysisProjected peak sales
16、 (M$)Biotech licensing payments: Correlation between upfront payments and peak salesUpfront payment (M$)Licensing dealsCompound X $500M peak sales = $35M upfrontR2 = 0.76Upfront payment12.1Peak Sales- $4.2M=Regression Equation17Early phases of development are getting longerPhase 1 (median)Phase 2 (median)Phase
