Graphic Template

8/6/2019 Graphic Template

1/374

Graphic . Graphic SEM .

.

Graphic Wizard- Make your idea more clearly


2/374

Presentation Title | Confidential | Document Id | May 26, 2011 |2

255255255

000

114114114

629

200

120137251

199205253

102153

0

140200

0

255102

0

255153

0

255204

129

2550

0

153153

153

Back-ground

Typographycolor

Corporate Color(+ two blue accent colors)

Additional green accent

Additionalorange accent

StrategicAccent

Additionalgray accent

Notes:

IBM Blue is the preferredcolor for titles on the cover

and inside pages. Black maybe substituted for the blue toensure legibility whenprojecting.

Black is the preferred colorfor body copy.

Black and white may also beused as chart fill colors.

217217

217

Color palette


3/374


The same palette can be viewed in black and white, which is

important for creating black and white copies

255

255

255

0

0

0

114

114

114

6

29

200

120

137

251

199

205

253

102

153

0

140

200

0

255

102

0

255

153

0

255

204

129

255

0

0

153

153

153

Back-

ground

Typography

color

Corporate Color

(+ two blue accent colors)

Additional green accent

Additional

orange accent

Strategically

red

Additional

gray accent

217

217

217

Color palette


4/374


Insert textInsert textInsert textInsert text

Insert text

Insert text Insert text



Insert text

PROCESS

Insert text Insert textInsert text Insert text

Insert text

Insert textInsert text


5/374


PROCESS

Text Text Text Text

Text

Text

Text

Text

Text

Text

Text

Text

Text


6/374


Insert text

Key

Decision

Point

Insert text

Key

Decision

Point

Insert

text

Text

Insert text

Text

TextText

Text

Text

Text

PROCESS


7/374Presentation Title | Confidential | Document Id | May 26, 2011 |7

Text

TextTextTextTextTextText

Text

Text

Text

Text

TextTextText

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

PROCESS



TextText

Text TextText Text

Text

TextText

Insert textInsert textInsert text


PROCESS





PROCESS



PROCESS

Version1.0

Version4.0

6-8 weeks

Version2.0

6-8 weeks

Version3.0

6-8 weeks

Performanceevaluation

Design Development Deployment Launch!

Design Development DeploymentPerformanceevaluationLaunch!



Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

PROCESS



Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

OperationalSupported

AdviserChannel

Inserttext

PROCESS




PROCESS


14/374



Insert text

PROCESS


15/374


16/374


PROCESS

Marketplace

Operationalperformanc

e

Collectfeedback on customers behavior,competitor actions, and newtechnology

Analyzeeffect of changes onstrategy andoperations

Collectdata on performanceagainst robust metrics(growth) at all levels

Analyzeperformance usingcross-functionalperspective

Inputs to redefinestrategicdirection andexecution plan

Text


17/374


Insert text Insert text Insert text

PROCESS


18/374


TextText

TextText

TextText

TextText

PROCESS


19/374


Inserttext

Inserttext














PROCESS


20/374


Insert text

Insert text

Insert text

Insert text

Insert text


PROCESS


21/374


Insert text

Insert text

Insert text

Inserttext

Insert text

Inserttext

PROCESS


22/374


Insert text

Insert text

Insert text

PROCESS


23/374



Insert textInsert text Insert textInsert text Insert textInsert text

STRUCTURE


24/374


Text

Text

Text

Text

Text

Text

Text

TextText

TextText

TextText


Text

STRUCTURE


25/374


Insert textInsert textInsert textInsert textInsert textInsert text Insert textInsert text

STRUCTURE


26/374


STRUCTURE


27/374





STRUCTURE


28/374


Insert text

Insert text

Insert

text

Insert

text

Insert text

Insert text

CONCEPT

- HIERARCHY


29/374


Insert text

Insert text

Insert text

Insert text

CONCEPT

- INTERACTION


30/374


Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

CONCEPT

- INTERACTION


31/374


32/374


CONCEPT

- INTERRELATIONSHIP


33/374


CONCEPT

- INTERRELATIONSHIP


34/374


Label 1 Label 2

Label 3

Label A

Label B Label C

CONCEPT

- INTERRELATIONSHIP


35/374


CONCEPT

- INTERRELATIONSHIP


36/374


CONCEPT

- INTERRELATIONSHIP


37/374


CONCEPT

- CONCEPTUAL FLOW


38/374


CONCEPT

- CONCEPTUAL FLOW


39/374


CONCEPT

- CONCEPTUAL FLOW


40/374


Insert text

Insert text

Insert text


Insert text

Insert text

Insert text

CONCEPT

- CONCEPTUAL FLOW


41/374



Insert text

Insert text

Insert text

CONCEPT

- CONCEPTUAL FLOW


42/374


CONCEPT

- CIRCUMVENT

CONCEPT

- PIPELINE


43/374


Text Text

Text Text

Text Text

CONCEPT

- BALANCE/LEVERAGE


44/374


CONCEPT

- BALANCE/LEVERAGE


45/374


Insert text

Insert text

Insert

text

CONCEPT

- FORCES


46/374


Insert textInserttext

Insert text

Insert text

CONCEPT

- FORCES


47/374









Insert textInsert text Insert textInsert text

CONCEPT

- FORCES


48/374


CONCEPT

- FORCES


49/374


Text

Text Text

Text

Text

Text

Text

CONCEPT

- FORCES


50/374


CONCEPT

- FORCES


51/374


52/374


CONCEPT

- FILTERS/SCREENS


53/374


Text

Text

Text

Text

Text

Text Text

Text

Text

Text

Text

Text

CONCEPT

- SEGMENTATION


54/374


3rd Quarter, 1998 Stockholders vote to

donate money tocharity

2nd Quarter, 2000 Millennial riots and Y2K bug cause

market shutdown Startups go on sale and Company

collects $200 million in bailout

1998 1999 2000 2001

1st Quarter, 1998 Company posts net

profit of $20M for 1997

2nd Quarter, 1999 Bill Gates initiates hostile takeover

of company Company develops pie in face

strategy

4th Quarter, 2001 20 Acres and a Digital

Superhighway programwins stock blue-chip status

2002

Chart Title

If Company leverages profits to enter new markets, itcould emerge as an industry leader by 2003

Project Time line


55/374


Initial Project Timeline (In Weeks)

Activities 1 2 3 4 5 6 7 8

Refine Approach

Develop Hypotheses

Conduct Marketscape Scans

Interviews & Internal Assessment

Identify Business ModelOpportunities

Develop Opportunity Profiles

Develop Path Forward

Key Milestones

A Gantt chart/timeline diagram


56/374


57/374


TIMING


58/374


LOCATION


59/374


Text Text Text Text TextText

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

COMPARISON


60/374



Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

Insert text

COMPARISON


61/374


Text Text Text Text

Text Text Text Text

Text Text

Text

Text

Text Text Text

Text Text Text Text

Text Text Text

Text

Text Text Text

Text

Text

Text

Text

Text

Text

Text

COMPARISON


62/374


12 point box 10 point box

12 point box 10 point

12 point box

10 point box

Insert TextInsert TextInsert TextInsert Text

Exhibit Heading (Arial 14pt bold)

PRELIMINARYPRELIMINARY

ILLUSTRATIVEILLUSTRATIVE

EXAMPLEEXAMPLE

ESTIMATEESTIMATE

FINALFINAL

12 point box

COMMON SYMBOLS


63/374


ARROWS


64/374


MORE ARROWS


65/374


MORE ARROWS


66/374


67/374


Label Label

Label Text goes here

Bulleted if

necessary

Text goes here

Bulleted if

necessary


Bulleted ifnecessary

Text goes here


Label

Text goes here


Text goes here


Label

Text goes here

Bulleted if

necessary

Text goes here


Text goes here


Chart Title

Chart


68/374


Breadth and Depthof Functionality

Strength ofArchitecture

Ability to Support

Ease ofImplementation

Overall Strengthof Solution

ACNielsenInformation

Resources, Inc. KenosiaInteractive

EdgeDemantra Mercari RW3 Tech

Graph Title, Time PeriodSubtitle

HighLow

Key:

Chart


69/374


70/374


Text

TextText

Text

Text

Text

Text

Text

Text


71/374


Text

Text

Text

Text

To-Be


72/374


XXXXXX

XXXXXX

XXXXXX

XXXXXX

2

1

3

4

U it fSTICKER AND OTHERS


73/374

Unit of measure

* FootnoteSource: Source 73

EXAMPLE

ESTIMATE

BACK UP

PROPOSED

CONCEPTUAL

TENTATIVE

PRELIMINARY

ROUGH ESTIMATE

HYPOTHESIS

ILLUSTRATIVE

TO BE COMPLETED

CONFIDENTIAL

ONLY FOR DISCUSSION

REVISED

VERY PRELIMINARY

EXAMPLE

ESTIMATE

BACK UP

PROPOSED

CONCEPTUAL

TENTATIVE

PRELIMINARY

ROUGH ESTIMATE

HYPOTHESIS

ILLUSTRATIVE

TO BE COMPLETED

CONFIDENTIAL

ONLY FOR DISCUSSION

REVISED

VERY PRELIMINARY

HighMediumLow 1

2

3

4

5

1

2

3

5

4

$

1

2

3

5

4

U it f


74/374

Unit of measure



75/374

U it f


76/374

Unit of measure


TextTextText

Text TextText

4.9%

ReviewCRM

1

erformanceerformanceP

4.9%

Unit of measure

Opportunit


77/374

Unit of measure


Text

Text

Text

DHIcapabilities

Marketattractiveness

Objective Options

Opportunity

xxxx

xxxx

xxxx

xxxx

xxxxxx

Text

Unit of measure

Marketing/Sales

Execution process

Contract


78/374

Unit of measure


Userapplication

s

Personalization

Middlewareservices

Transaction support

Enablingservices

Quality gate1: Projectselection &development

Quality gate2: Costestimation &proposal

development

Quality gate3: Contractandnegotiation

Marketing/Salesprocess

Quality gate4:Preparationfor execution

Quality gate 5:Projectexecution

E P C

Quality gate6: Projectclosing

Execution process

Newdelivery

approach

Newgeographies

Improvements inindustrystructure

Newcompetitionarea

Newdelivery

approach

Newgeographies

xxxxx Text

Text

Unit of measureProject/risk


79/374

Unit of measure


management team

ReportingRiskmanagement/Qualitygates

Riskfighting

Knowledge/ HR

Unit of measure


80/374

Unit of measure


xxx xxxx xxxxxxxx

tructuretructure onductonductExternal

shockS C erformanceerformanceP

xxxx

xxxxx

XXXXX

xxxxx

xxxx

X

XXXX

Header Header Header Header

Header Header


81/374

Unit of measure


82/374

Unit of measure



83/374

Unit of measure1 t 2 d


84/374

Unit of measure


Hankook

HuvisHyosun

g

1st screening

2nd screening

Marketshare

4

4

R&D/specializedproducts

Synergies

*4

Willingnessof theother party

4 4 4

Unit of measure


85/374

Unit of measure


GR=169.3

% CAGR9.2%

Unit of measure


86/374

Unit of measure


Horizon 1Extend anddefend corebusiness

Horizon 2Buildemergingbusinesses

Horizon 3Create vehicleoptions

1-2 4-6 8-10


87/374

Unit of measureMAPS


88/374

Unit of measure


Unit of measure


89/374

http://dgl.microsoft.com/mgnsrv.dll?1,en,PE03082_


90/374



91/374



92/374



93/374


94/374


graphic layouts > graphs


95/374

05/26/11 95

4

7

16

25

32

0

5

10

15

20

25

30

35

1995 1996 1997 1998E 1999E

When used, axis tick marks should beplaced on the outside of the axis.

Create graphs using the native PowerPoint chart

software, rather than pasting graphs from Excel

Participation in Harley Davidson Conventions, 1995-1999Thousands of People

CAGR

1995-1999

68%

The CAGRblockshould beplaced tothe right ofthe graph.Font sizesimilar tothat thegraphsdata labels.

In general, usewhole numbersunless you have aspecific reason forincluding decimals.

When the data refers to projected orestimated figures, add E to the yearlabel.

Axis labels are optional and do notneed to be used if the information is

given elsewhere or is self-evident (I.e.years).

They should be the same size, orslightly larger than the text inside the

graph.

Title is bold, with thetime period appearingafter a comma. Alwayswrite out the year infull. The optionalsubtitle providesadditional info on thedata and is not bold,italics, 2 points smallerthan the title. Linespacing is 1.

Axis Label



96/374

05/26/11 96

If there are multiple data sources on a page,

source each one separately

0

50

100

150

200

250

300

350

1995 1996 1997 1998E 1999E 2000E 2001E 2002E

WWW Users, 1995-2002aIn Millions

Internet Computer Hosts, 1995-2000bIn Millions

5.4

10.2

18.0

31.0

54.0

76.0

0

10

20

30

40

50

60

70

80

1995 1996 1997 1998E 1999E 2000E

Series B

Series A

Source: (a) International Data Corp.(b) www.e-stats.com

Note that each source should be placed on a differentline, provided that you have enough room to do so.


97/374



98/374

05/26/11 98

Be careful when resizing graphs!

If resizing graphs in the main PowerPoint application, makesure to use only the object boxes inside the openedgraph

If the text becomes distorted, undo immediately!

47

16

25

32

0

5

10

15

20

25

30

35

1 99 5 19 96 19 97 1 998E 1 999 E

Use only the objectboxes inside the

graph, never whenthe graph is closed!

(As shown)

Its much safer to change the size or position of graphelements within the native Graph application itself.



99/374

05/26/11 99

In all graphs, the colors must alternate dark and light

to ensure readability when printing in black and white

0%

10%

20%

30%

40%

50%

60%

Seems Time

Consuming

Don't Trust I t Seems

Confusing

Bad Reputation Participated,

Didn't Win

Oth

Graph TitleSubtitle

AxisL

abel

Column 1Column 2Column 3Column 4Column 5Column 6

Key

Source: Whats the source?


100/374



101/374

05/26/11 101

Bar graph, 2 data series

6

10

7

24

15

12

20

14

26

30

0 5 10 15 20 25 30 35

Category A

Category B

Category C

Category D

Category E

AxisTitle

Axis Title

Data Series Label

Data Series Label


Title, Time PeriodSubtitle



102/374

05/26/11 102

Column graph, 1 data series

CAGR

1995-1999

xx%

AxisTitle

Axis Title0

5

10

15

20

25

30

35

1995 1996 1997 1998E 1999E





103/374

05/26/11 103

Column graph, 2 data series

AxisTitle

Axis Title0

20

40

60

80

100

120

1900 1920 1940 1960 1980

Data Series Label

Data Series Label




104/374



105/374

05/26/11 105

One-third-size bar & column graphs

AxisTi

tle

AxisTi

tle

16

32

7

25

18

0 10 20 30 40

A

B

C

D

E

AxisTi

tle

4

7

16

25

32

0

5

10

15

20

25

30

35

1995 1996 1997 1998E 1999E

15

7

12

25

21

0

5

10

15

20

25

30

1995 1996 1997 1998E 199

Axis Title Axis TitleAxis Title

Title, Time Perioda

Subtitle Title, Time Periodc

SubtitleTitle, Time Periodb

Subtitle




106/374

05/26/11 106

Stacked bar graph

6

10

10

24

15

6

10

10

24

15

3

5

7

12

8

5

7

9

14

10

1

3

4

10

6

0 10 20 30 40 50 60 70 80 9

Category A

Category B

Category C

Category D

Category E

21

35

40

84

54

AxisTitle

Axis Title

Column 1Column 2Column 3Column 4Column 5

Key





107/374

05/26/11 107

100% stacked bar graph

6

10

10

24

15

6

10

10

24

15

3

5

7

12

8

5

7

9

14

10

1

3

4

10

6

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Category A

Category B

Category C

Category D

Category E

AxisTitle

Axis Title



Column 1Column 2Column 3Column 4Column 5

Key



108/374

05/26/11 108

Stacked column graph

610 10

15

246

10 10

15

24

3

5 7

8

12

5

7 9

10

14

1

34

6

10

0

10

20

30

40

50

60

70

80

90

Category A Category B Category C Category D Category E

21

3540

84

54

CAGR

1995-1999

Total

xx%

AxisLabe

l

Axis Label

Dataset 5

xx%Dataset 4

xx%Dataset 3

xx%

Dataset 2

xx%

Dataset 1

xx%





109/374

05/26/11 109

100% stacked column graph

6 10 10 15 24

6 10

1015 24

3 5

78 12

5 7

9 1014

1 3 4 6 10

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Category A Category B Category C Category D Category E

AxisLabel

Axis Label

CAGR

1995-1999

Dataset 5

xx%Dataset 4

xx%Dataset 3

xx%

Dataset 2

xx%

Dataset 1

xx%





110/374

05/26/11 110

Waterfall chart, single step

20

20

20

20

20

20

20

140

0

20

40

60

80

100

120

140

A B C D E F G H

AxisTitle

Axis Title


Dataset 1

Dataset 2




111/374

05/26/11 111

Waterfall chart, double step

20

20

20

20

20

20

20

1140

0

20

40

60

80

100

120

140

AxisTitle

Axis Title


Dataset 1

Dataset 2




112/374

05/26/11 112

Tornado chart: back-to-back bar graphs

Axis Title15

18

21

24

26

28

0102030

Category A

Category B

Category C

Category D

Category F

Axis Title

Category E

15

18

21

24

26

0 10 20





113/374

05/26/11 113

Tornado chart: horizontal stacked chart

Axis Title

0.86

0.78

0.60

0.38

0.18

0.12

0.04

0.16

0.84

0.50

0.60

1.06

0.21

0.18

0.35

0.24

0.0 0.5 1.0 1.5 2.0 2.5 3.

Category A

Category B

Category C

Category D

Category E

Category F

Category G

Category H





114/374

05/26/11 114

Basic line graph without data labels or markers



0

50

100

150

200

250

300

350

1995 1996 1997 1998E 1999E 2000E 2001E 2002E

AxisLabel

CAGR

1995-2002E

U.S.

xx%

Worldwide

xx%



115/374

05/26/11 115

Basic line graph with data labels

38

69

97

132

170

320

3952

6784

107

136

228

14

23100

50

100

150

200

250

300

350

1995 1996 1997 1998E 1999E 2000E 2001E 2002E

AxisLabel

CAGR

1995-2002E

U.S.

xx%

Worldwide

xx%





116/374

05/26/11 116

Line graph: dual axis

0

10

20

30

40

50

East West North South

0

10

20

30

40

50

Axis Label

AxisLabel

AxisLabe

l

Series B

Series A





117/374

05/26/11 117

Combination line and column graph: dual-axis

0

10

20

30

40

50

East West North South

0

20

40

60

80

100

120

140

160

AxisTitle

Axis Title

Dataset 1

Dataset 2

AxisTitle





118/374

05/26/11 118

Area graph: data labels inside

Client

Competitor 1

Competitor

Competitor

0

20

40

60

80

100

120

1995 1996 1997 1998 1999E 2000E 2001E 2

Axis Label

AxisLabel





119/374

05/26/11 119

100% stacked area graph

AxisTitle

Axis Title

Client

Competitor 1

Competitor

Competitor

0%

20%

40%

60%

80%

100%

1995 1996 1997 1998 1999E 2000E 2001E 2002E




120/374



121/374

05/26/11 121

Dual pie-of-pie graph

Category

A

10%

Category

E

9%

Category

D

13%

Category

C

17%

Category

B

23%

Category

Y

17%

Category

Z

14%

CategoryX

26%

Category

W

43%

Graph Title, Time Period Graph Title Number Two


Often a stacked column is preferred to a pie graph



122/374

05/26/11 122

Often, a stacked column is preferred to a pie graph

to convey similar data

38%

23%

17%

13%

9%

Category A

43

26

17

14

Dataset 1Source: Whats the source?

Overall ViewUnits in Francs

Blowout of Category 4

Category 1

Category 2

Category 3

Category 4

Category 5

Category W

Category X

Category Y

Category Z



123/374

05/26/11 123

Scatter plot with four quadrants

-30%

-20%

-10%

0%

10%

20%

30%

40%

-20% -15% -10% -5% 0% 5% 10% 15% 20% 25%

Axis Label

AxisLabe

l

Use whiteforeground onmarkers todelineate

overlapping datapoints.




124/374



125/374

05/26/11 125

Complex scatter chart

0

5

10

15

20

25

30

35

40

0 1 2 3 4 5 6 7 8 9

AxisTitle

Axis Title

Client

Competitor 1

Competitor 2

Competitor 3





126/374

05/26/11 126

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0% 1% 2% 3% 4%

Bubble chart

Financial Performance of Health Product and CPG Distributors, 1999

Note: Area of circles reflects FY 1999 revenuesSource: Company Press Releases and 10-Ks; Yahoo! Finance

Operating Margin (EBIT)

MarketValue/Revenu

es

McKesson HBOC

Cardinal Health Inc.

Supervalu

Fleming

Amerisource

Health Corp.

BergenBrunswig

BindleyWestern

Industries

Nash Finch

CPG Distributors

Prescription and OTC Drug Distributors



127/374

05/26/11 127

Radar graph

0

30

601998

1999

20002001

2002



Category 1

Category 2



128/374

05/26/11 128

Doughnut graph

25

2525

2525

2525

25

25

2525

25

Data Label Data Label

Data Label Data Label

Chart Title

graphic layouts > tables and matrices


129/374

05/26/11 129

Two-by-two matrix with labels centered

Label Label

The Chart Title Goes HereSubtitles Are 2 Points Smaller Than Chart Title, Not Bolded and in Italics

Label

Text goes here Bulleted if necessary

Label

Text goes here

Bulleted if necessary


Text goes here

Bulleted if necessary



130/374

05/26/11 130

Two-by-two matrix with labels in boxes

Label Label

Label Text goes here Bulleted if necessary


Label Text goes here Bulleted if necessary


Chart Title



131/374

05/26/11 131

Three-by-two matrix with labels centered







Label

Label

Label Label

Label

Label

Label

Chart Title



132/374

05/26/11 132

Three-by-three matrix with labels in boxes

Label Label

Label

Text goes here Bulleted if

necessary


necessary

Label


necessary


necessary

Label

Text goes here


Text goes here


Label


necessary


necessary

Text goes here


Chart Title



133/374

05/26/11 133

Eight-by-three matrix with labels in boxes

Label









Label

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Label

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Text goes here

Chart Title



134/374

05/26/11 134

Four-by-five matrix with label in boxes

Label Label Label Label Label

Label Text goes here Bulleted if

necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary


necessary

Chart Title


135/374



136/374

05/26/11 136

Select Major Foreign Investment in Facilities Based CarriersMore Than 5% Foreign Capital Ratio

State Street Bank & Trust CoNTT Corp

Chase Manhattan Bank, N.A. LondonDDI Corp.

C&WCable & Wireless IDC

BT Holdings, GTE CorpTU-KA Cellular Tokyo, Cellular Tokai, Phone Kansai

AirTouch International, Vodafone AirTouch PicJ-Phone Tokyo, Tokai, Kansai Co., Ltd.

AirTouch International, GTE Corp., Vodafone European Holding B.V.J-Phone Hokkaido, Tohoku, Hokuriku, Chugoku, Shikoku and Kyushu

Liberty Japan, Inc.J-COM Tokyo Co. Ltd.

Media One International B.V.TITUS Communications Corp.

Liberty Japan, Inc.Osaka Cable TV Corp

Liberty Japan, Inc.Kobe Cable Television

Liberty Japan, Inc.J-COM Kansai Co., Ltd.

WinStar Communications, Inc.KDD Winstar Corp.

Fidelity Communications Holdings, Inc.KVH Telecom Corp.

Hutchison Communications Ltd.Hutchison Corporate Access Pte Ltd.

Anselmo Group, Grupo Televisa, Hughes GroupPanAmSat International Systems

MCI WorldCom, Inc.MCI WorldCom Japan, Ltd.

Two-column table with numerous rows

Major Foreign InvestorsJapanese Carrier

Source: Ministry of Posts and Telecommunications, Jan 00

Two-column table containing text (with category



137/374

05/26/11 137

g ( g y

labels)

Bullet Bullet

Bullet Bullet

Bullet Bullet

Bullet Bullet

Category 1

Category 2

Category 3

Category 4

Label Label

Bullet Bullet

Bullet Bullet

Bullet Bullet

Bullet Bullet

Chart Title

This is a way of setting up a multi-column table



138/374

05/26/11 138

y g p

where one column has a lot of text

Category A Bullet that goes on for two lines Bullet that goes on for two lines Bulletthat goes on for two lines Bullet that goes on for two lines

Bullet that goes on for two lines Bullet that goes on for two lines Bulletthat goes on for two lines Bullet that goes on for two lines

Text

Category C Bullet that goes on for two lines Bullet that goes on for two lines Bulletthat goes on for two lines Bullet that goes on for two lines


Text

Category B Bullet that goes on for two lines Bullet that goes on for two lines Bulletthat goes on for two lines Bullet that goes on for two lines


Text

Label LabelLabel

Chart Title



139/374

05/26/11 139

Four-column table containing text

Label

Bullet Bullet

Bullet

Bullet

Bullet Bullet

Bullet Bullet

Label Label Label

Bullet Bullet

Bullet

Bullet

Bullet Bullet

Bullet Bullet

Bullet Bullet

Bullet

Bullet

Bullet Bullet

Bullet Bullet

Bullet Bullet

Bullet

Bullet

Bullet Bullet

Bullet Bullet

Chart Title


140/374



141/374

05/26/11 141

Five-column table containing numbers

1995

$1,090

x,xxx

xxxxxx

x,xxx

Category A

Category B

Category CCategory D

Total

1996

$1,090

x,xxx

xxxxxx

x,xxx

1997

$1,090

x,xxx

xxxxxx

x,xxx

1998

$1,090

x,xxx

xxxxxx

x,xxx

1999

$1,090

x,xxx

xxxxxx

x,xxx

Chart Title

Note: Make sure that numbers/decimal points areproperly aligned using the appropriate type of tab(on the ruler).

Booz-Ball tables should be clean and organized, all of

the same color, and individual circles should not be too

large



142/374

05/26/11 142

large

Breadth and Depthof Functionality

Strength ofArchitecture

Ability to Support

Ease ofImplementation

Overall Strengthof Solution

ACNielsenInformation

Resources, Inc. KenosiaInteractive

EdgeDemantra Mercari RW3 Tech

HighLow

Key:

Graph Title, Time PeriodSubtitle

In value chains, make sure the segments chevrons

graphic layouts > diagrams


143/374

05/26/11 143

are not too pointy keep the angle shallow

Chart Title

Bullet Sub-bullet Sub-bullet

Bullet Sub-bullet

Sub-bullet

SeparateText Boxes

Are Easierto Move

AndManipulate

Just KeepThem

CenteredAppropriately


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet



144/374

05/26/11 144

Five-segment value chain with text


Bullet Sub-bullet

Sub-bullet

SeparateText Boxes

Are Easierto Move

AndManipulate

Just KeepThem

CenteredAppropriately


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet


Bullet Sub-bullet

Sub-bullet

Chart Title


145/374

VALUE AND ACTIVITY CHAINSgraphic layouts > diagrams


146/374

05/26/11 146

Four-box activity chain

Step 1 Step 2 Step 3 Step 4

Bullet

Sub-bullet Sub-bullet

Bullet Sub-bullet

Sub-bullet

Bullet


Bullet Sub-bullet

Sub-bullet

Bullet


Bullet Sub-bullet

Sub-bullet

Bullet


Bullet Sub-bullet

Sub-bullet

Chart Title



147/374

05/26/11 147

Five-box activity chain

Step 1 Step 2 Step 3 Step 4 Step 5

Bullet



Bullet



Bullet



Bullet



Bullet



Chart Title



148/374

05/26/11 148

Four diagonal boxes

Step 1

Step 2

Step 3

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

Step 4


Bullet Sub-bullet

Sub-bullet

Bullet


Bullet Sub-bullet

Sub-bullet



Chart Title



149/374

05/26/11 149

Five diagonal boxes

Step 1

Step 2

Step 3



Step 4

Step 5









Chart Title



150/374

05/26/11 150

Three-part org chart

Big Honcho (resize box if needed)

Sub-Division Sub-DivisionSub-Division

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

Bullet Sub-bullet

Sub-bullet

h



151/374

05/26/11 151

Four-part org chart

Division A Division DDivision C

Big Honcho (resize box if needed)

Bullet

Sub-bullet Sub-bullet Sub-bullet

Bullet Sub-bullet


Bullet

Division B

Bullet


Bullet Sub-bullet


Bullet

Bullet


Bullet Sub-bullet


Bullet

Bullet


Bullet Sub-bullet


Bullet

G tt h t/ti li di



152/374

05/26/11 152

Initial Project Timeline (in weeks)

Gantt chart/timeline diagram

Activities 1 2 3 4 5 6 7 8

Refine Approach

Develop Hypotheses

Conduct Marketscape Scans

Interviews & Internal Assessment

Identify Business ModelOpportunities

Develop Opportunity Profiles

Develop Path Forward

Key Milestones

P t fi f



153/374

05/26/11 153

Porters five forces

Threat of New

Entrants

Threat of

Substitutes

Bargaining

Power

of Suppliers

Bargaining

Power

of Buyers

Industry

Rivalry

Ei ht i fl i f t



154/374

05/26/11 154

Eight influencing factors

Factor 1

Factor 8

Factor 7

Factor 2

Factor 6

Factor 3

Factor 4

Factor 5

The Main

Issue

Alli



155/374

05/26/11 155

Alliance map

Company X

Company A

Company B

Company C

Company D

Company E

Company F

Company G

Company H

50%

67%

Equity Investment

Partnership

Discontinued Alliance

Key

10.7%

22.6%

Chart Title


156/374

05/26/11 156

Stable micro-businesseslikely seek a very narrowset of financial services

Product

Physical branch mostimportant

Stable micro-businesses arereluctant to bankthrough the Internet

Multi-Channel

Access

Low priority becausefinancial needs notvery complex at thispoint

Premium

Service

Not likely to purchase abroad set of financialproducts

Customer Centric

Customer

Needs

Timeline



157/374

05/26/11 157

Timeline

3rd Quarter, 1998 Stockholders vote to

donate money tocharity

2nd Quarter, 2000 Millennial riots and Y2K bug cause

market shutdown

Startups go on sale and Companycollects $200 million in bailout

1998 1999 2000 2001

1st Quarter, 1998 Company posts net

profit of $20M for 1997

2nd Quarter, 1999 Bill Gates initiates hostile takeover

of company Company develops pie in face

strategy

4th Quarter, 2001 20 Acres and a Digital

Superhighway programwins stock blue-chip status

2002

Chart Title

If Company leverages profits to enter new markets, itcould emerge as an industry leader by 2002.

Multi layer pyramid

MISCELLANEOUSgraphic layouts > diagrams


158/374

05/26/11 158

Multi-layer pyramid

IntermediateLevel

Upper-

Middle

Upper

Top

Foundation

Top

Upper

Intermediate

Level

Foundation

Upper Middle

Four piece puzzle (assembled)



159/374

05/26/11 159

Four-piece puzzle (assembled)

Two piece puzzle (disassembled)



160/374

05/26/11 160

Two-piece puzzle (disassembled)


161/374

Three interlocking circles



162/374

05/26/11 162

Three interlocking circles

Label 1 Label 2

Label 3

Label A

Label B Label C

Note: You can check Semi-transparent in the MoreFill Colors dialog box to create the overlapping coloreffect (used on the Label A, B, C section).

Three overlapping circles



163/374

05/26/11 163

Three overlapping circles

Enterprise

Resource

s

Sell and

Support

Buy and

Supply

Radar screen



164/374

05/26/11 164

Radar screen



165/374

05/26/11 165

Commercializing the

Business Plan

Strategy EnablersMarketing Program

Partnerships and Alliances

Financial PlanningOrganizationProgram Management

Building theBusiness Model

Market Opportunity Value Proposition Operational Model Profit Mechanism

Defining theSolution Architecture

Assessment Strategy Architecture Planning

Creating theCustomer Experience

Experience Design Brand Strategy Online Visualization CRM


166/374



167/374

05/26/11 167

Strategy and Change Category Organization Model

Organizational Design

and Change

Management

Business and

Customer Strategy

Operational Design

and Effectiveness

Technology StrategyFus

edcross-p

ractices

off

erings(virtual

teams

)

(Hub) POVs/Analysis/Thought Leadership [industry-specific and cross-industry]

DistributionFinance IndustrialComm. Public Mid Mkt IBM



168/374

05/26/11 168

Four Client-Facing Strategic Thrusts

1. Build RelationshipsWith BusinessExecutives

2. Deliver OutstandingClient Value

3. Earn Right to HelpCompanies TransformThemselves

4. Become Transform-ational Platform forSelected Industries

Become the premier trusted business and technologystrategy advisor and change agent for the worlds top

companies, partnering with senior business andtechnology executives to help them transform their

companies and continue to prosper in the digital age.



169/374

05/26/11 169

Message

Presentation Title | Confidential | Document Id


170/374

Unit of measure

* Footnote

Source: Sources

170

AREA

0

50

100

150

200

250

300

350

400

450

1996 1997 1998 1999 2000 2001

Label 4

Label 3

Label 2

Label 1

Message



171/374

Unit of measure

* Footnote

Source: Sources

171

BAR

50

40

30

20

10

Label 1

Label

2

Label 3

Label4

Label 5

Message



172/374

Unit of measure

* Footnote

Source: Sources

172

BAR 2

50

40

30

20

10

TitleUnit of measure

Label 1

Label2

Label 3

Label

4

Label 5

50

40

30

20

10


Label 1

Label2

Label 3

Label

4

Label 5

Message



173/374

Unit of measure

* Footnote

Source: Sources

173

BAR 3

40

30

20

10

5


Label 1

Label2

Label 3

Label

4

Label 5

40

30

20

10

5


Label 1

Label2

Label 3

Label

4

Label 5

40

30

20

10

5


Label 1

Label2

Label 3

Label

4

Label 5

Message



174/374

Unit of measure

* Footnote

Source: Sources

174

BAR BUTTED

40

30

20

10

5

50

40

30

25

15

55

50

45

30

25

Label 1

Label2

Label 3

Label4

Label 5


175/374

Message



176/374

Unit of measure

* Footnote

Source: Sources

176

BAR STACKED 100%

50

40

30

20

10

50

60

70

80

90

100%=

Series Series

Label 1

Label

2

Label 3

Label4

Label 5

000

000

000

000

000

Message



177/374

Unit of measure

* Footnote

Source: Sources

177

BUBBLE

0

100

200

300

400

500

600

700

0 50 100 150 200 250

Label 2

Label3

Label 4

Label5

Label 1

Label6



Message



178/374

Unit of measure

* Footnote

Source: Sources

178

COLUMN

20

30

40

50

60

Label 1 Label2

Label 3 Label4

Label 5

Message



179/374

Unit of measure

* Footnote

Source: Sources

179

COLUMN 2

20

30

40

50

60


20

30

40

50

60


Label1

Label2

Label3

Label4

Label5

Label1

Label2

Label3

Label4

Label5

Message



180/374

Unit of measure

* Footnote

Source: Sources

180

COLUMN 3

20

30

40

50


Label Label

Label

Label

20

30

40

50


Label Label

Label

Label

20

30

40

50


Label Label

Label

Label

Message



181/374

Unit of measure

* Footnote

Source: Sources

181

COLUMN STACKED 100%

2030

40 50

60

8070

6050

40

Series

Series

Label 1 Label2

Label 3 Label4

Label 5

100%=

000 000 000 000 000

Message



182/374

Unit of measure

* Footnote

Source: Sources

182

COLUMN STACKED

2030

4050

60

20

30

40

50

10

Series

Series

Label 1 Label2

Label 3 Label4

Label 5

000

000

000

000

000

Message



183/374

Unit of measure

* Footnote

Source: Sources

183

COLUMN BUTTED

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

Message



184/374

Unit of measure

* Footnote

Source: Sources

184

COMBO PIE SEGMENT COLUMN

20

15

10

10

45Label 1

Label2

Label 3

Label4

Label5

20

20

30

30 Series

Series

Series

Series

Label 1

000100%=



Message



185/374

Unit of measure

* Footnote

Source: Sources

185

COST CURVE

0

20

40

60

80

100

120

140

160

180

200

0 20 40 60 80 100 120 140

Label 1 Label 1 Label 1



Message



186/374

Unit of measure

* Footnote

Source: Sources

186

ARROWS

Text

Text

Text

Text

Text

Text

Text

Text

Message



187/374

Unit of measure

* Footnote

Source: Sources

187

LEVEL 1

Text

Message



188/374

Unit of measure

* Footnote

Source: Sources

188

LEVEL 2

Text

Text

Message



189/374

Unit of measure

* Footnote

Source: Sources

189

LEVEL 3

Text

Text

Text

Message



190/374

Unit of measure

* Footnote

Source: Sources

190

LEVEL 4

Text

Text

Text

Text

Message



191/374

Unit of measure

* Footnote

Source: Sources

191

LEVEL 5

Text

Text

Text

Text

Text

Text

Message



192/374

Unit of measure

* Footnote

Source: Sources

192

LEVEL 5

text

Text

Text

Text

Text

Text

Text

Message



193/374

Unit of measure

* Footnote

Source: Sources

193

Text Text

Header Header

PPT FLOW 2

Message



194/374

Unit of measure

* Footnote

Source: Sources

194

PPT FLOW 2 TITLE

Text Text Text

Header Header

Message



195/374

Unit of measure

* Footnote

Source: Sources

195

PPT FLOW 3

Text Text

Header Header Header

Text

Message



196/374

Unit of measure

* Footnote

Source: Sources

196

PPT FLOW 3 TITLE

Text Text Text

Header Header

Text

Header

Message



197/374

Unit of measure

* Footnote

Source: Sources

197

PPT FLOW 4

Text Text


Text Text

Message



198/374

Unit of measure

* Footnote

Source: Sources

198

PPT FLOW 4 TITLE

Text Text


Text

Header

TextText

Message



199/374

Unit of measure

* Footnote

Source: Sources

199

PPT FLOW 5

Text Text

Header Header Header Header Header

Text Text Text

Message



200/374

Unit of measure

* Footnote

Source: Sources

200

PPT FLOW 5 TITLE

Text Text


Text

Header

Text Text Text

Message



201/374

Unit of measure

* Footnote

Source: Sources

201

PPT FLOW 6

Text Text

Header Header Header Header Header Header

Text Text Text Text

Message



202/374

Unit of measure

* Footnote

Source: Sources

202

PPT FLOW 6 TITLE

Text Text


Text

Header Header

Text Text Text Text

Message



203/374

Unit of measure

* Footnote

Source: Sources

203

PPT FLOW 7

Text Text Text Text Text Text Text

Header Header Header Header Header Header Header

Message



204/374

Unit of measure

* Footnote

Source: Sources

204



Text

PPT FLOW 7 TITLE

Message



205/374

Unit of measure

* Footnote

Source: Sources

205

WORD FLOW 2

Header Header

Text Text

Message



206/374

Unit of measure

* Footnote

Source: Sources

206

WORD FLOW 3


Text Text Text

Message



207/374

Unit of measure

* Footnote

Source: Sources

207

WORD FLOW 4


Text Text Text Text

Message



208/374

Unit of measure

* Footnote

Source: Sources

208

WORD FLOW 5

Header Header Header Header Header

Text Text Text Text Text


209/374

Message



210/374

Unit of measure

* Footnote

Source: Sources

210

WORD FLOW 7



Message



211/374

Unit of measure

* Footnote

Source: Sources

211

BLADES

Te

xt

Text

Tex

t

Text

Message


BOX


212/374

Unit of measure

* Footnote

Source: Sources

212

BOX

Text Text

TextText

Message


CYCLE 1


213/374

Unit of measure

* Footnote

Source: Sources

213

CYCLE 1

Text

Text

Text

Message


CYCLE 2


214/374

Unit of measure

* Footnote

Source: Sources

214

CYCLE 2

Text Text

Message


CYCLE 3


215/374

Unit of measure

* Footnote

Source: Sources

215

CYCLE 3

Text

Text

Text

Message


CYCLE 4


216/374

Unit of measure

* Footnote

Source: Sources

216

Text

Text

Text

Text

CYCLE 4

Message


CYCLE 5


217/374

Unit of measure

* Footnote

Source: Sources

217

CYCLE 5

Text

Text

Text

Text

Text

Message


CYCLE 6


218/374

Unit of measure

* Footnote

Source: Sources

218

CYCLE 6

Text

TextText

Text

TextText

Message


CYCLE 7


219/374

Unit of measure

* Footnote

Source: Sources

219

CYCLE 7

Text

TextText

Text

Text

Text

Text

Message


CYCLE 8


220/374

Unit of measure

* Footnote

Source: Sources

220

CYCLE 8

Text

Text Text

Text

Text

TextText

Text


221/374

Message


INCOMING


222/374

Unit of measure

* Footnote

Source: Sources

222

INCOMING

Text

Text

Text

Text

Text

Text

Message


RIBBON


223/374

Unit of measure

* Footnote

Source: Sources

223

RIBBON

Text

Text

Text

Text

Text

Message


RING


224/374

Unit of measure

* Footnote

Source: Sources

224

TextText

Text

Text

Text

Message


UPON 2


225/374

Unit of measure

* Footnote

Source: Sources

225

Text

Text

Message


CONTINUOUS


226/374

Unit of measure

* Footnote

Source: Sources

226

Text

Text Text

Text Text Text

TextText

Message


CUTOUT


227/374

Unit of measure

* Footnote

Source: Sources

227

Text

Text

Text

Message


DIVERGE


228/374

Unit of measure

* Footnote

Source: Sources

228

Text

Text

Text

Message


LINEAR A


229/374

Unit of measure

* Footnote

Source: Sources

229

Text

Text

Text

Message


LINEAR B


230/374

Unit of measure

* Footnote

Source: Sources

230

Text

Text

Text

Text

Message


LINEAR C


231/374

Unit of measure

* Footnote

Source: Sources

231

Text

Text

Text

Message


LINEAR D


232/374

Unit of measure

* Footnote

Source: Sources

232

Text

TextText

Message


LINEAR E


233/374

Unit of measure

* Footnote

Source: Sources

233

Text Text Text Text

Message


LINEAR F


234/374

Unit of measure

* Footnote

Source: Sources

234

Text

Text

Text

Message


LINEAR G


235/374

Unit of measure

* Footnote

Source: Sources

235

TextText

Text

Message


LINEAR H


236/374

Unit of measure

* Footnote

Source: Sources

236

Text

Text

Text

Text

Message


LINEAR I


237/374

Unit of measure

* Footnote

Source: Sources

237

Text Text

Message


LINEAR J


238/374

Unit of measure

* Footnote

Source: Sources

238

Text

Text

Text

Text

Message


LINEAR K


239/374

Unit of measure

* Footnote

Source: Sources

239

Text

Text

Text

Text

Text

Text

Message


LINEAR N


240/374

Unit of measure

* Footnote

Source: Sources

240

Text Text Text Text

Message


LINEAR P


241/374

Unit of measure

* Footnote

Source: Sources

241

Text

Text

Text


242/374

Message


PROPELLER


243/374

Unit of measure

* Footnote

Source: Sources

243

Text

Text

Text


244/374

Message


2 ON 1


245/374

Unit of measure

* Footnote

Source: Sources

245

Text

Text

Text

Text

Message


5 ON 6


246/374

Unit of measure

* Footnote

Source: Sources

246

Text

Message


AGAINST


247/374

Unit of measure

* Footnote

Source: Sources

247

Text

Text

Text

Text

Text

Text

U i f

Message


AROUND


248/374

Unit of measure

* Footnote

Source: Sources

248

Text

Text

TextText

Text

Text

U it f

Message


AT WORK


249/374

Unit of measure

* Footnote

Source: Sources

249

Text

Text Text Text

Text

U it f

Message


FORCES AT WORK


250/374

Unit of measure

* Footnote

Source: Sources

250

Text

Text Text Text

Text


251/374

Unit of meas re

Message


COUPLED VERT


252/374

Unit of measure

* Footnote

Source: Sources

252

Text

Text

Unit of measure

Message


FOCUSED


253/374

Unit of measure

* Footnote

Source: Sources

253

Text Text

Text Text

Unit of measure

Message


PARALLEL


254/374

Unit of measure

* Footnote

Source: Sources

254

Text

Text

Text

Unit of measure

Message


SPLIT


255/374

Unit of measure

* Footnote

Source: Sources

255

Text

Text

Text

Text

Text

Text

Text

Text

Unit of measure

Message


TWISTED


256/374

Unit of measure

* Footnote

Source: Sources

256

Text

Text

Unit of measure

Message


UP & DOWN


257/374

Unit of measure

* Footnote

Source: Sources

257

Text Text

Unit of measure

Message


2S-5S


258/374

Unit of measure

* Footnote

Source: Sources

258

The processes andprocedures throughwhich things get

done from day to day

SkillsStrategy

A coherent set ofactions aimed atgaining asustainableadvantage overcompetition

Capabilitiespossessed by theorganization as awhole as distinct fromthe individuals. Somecompanies performextraordinary featswith ordinary people

The organization chart andaccompanying baggage thatshow who reports to whomand how tasks are bothdivided up and integrated

Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and common tomost of its members

The way managers

collectively behavewith respect to use oftime, attention andsymbolic actions

The people in the organization,considered in terms ofcorporate demographics, notindividual personalities

Staff

Systems Style

Shared

ValuesStructure

Unit of measure

Message


3Cs TRIANGLE


259/374

Unit of measure

* Footnote

Source: Sources

259

Customer

Clients

Distributors

Competitors

Suppliers

Unit of measure

Message


3S-4S

The organization chart and


260/374

Unit of measure

* Footnote

Source: Sources

260

Skills

Sharedvalues

Strategy

Staff

Structure

Systems

Style

The organization chart andaccompanying baggage that showwho reports to whom and howtasks are both divided up andintegrated

The people in theorganization, considered

in terms of corporatedemographics, notindividual personalities

The waymanagerscollectivelybehave withrespect to use oftime, attentionand symbolicactions

The processes andprocedures throughwhich things get donefrom day to day

A coherent set ofactions aimed atgaining asustainableadvantage over

competitionCapabilitiespossessed by theorganization as awhole as distinctfrom theindividuals. Somecompaniesperformextraordinary feats

with ordinarypeople Those ideas of what isright and desirable (incorporate and/orindividual behavior) whichare typical of theorganization and commonto most of its members


261/374

Unit of measure

Message


BUSS PORTFOLIO


262/374

Unit of measure

* Footnote

Source: Sources

262

Competitivepo

sition

Low

Medium

High

Product/market attractiveness

Low Medium High

Unit of measure

Message


CHANGE BOARD


263/374

U t o easu e

* Footnote

Source: Sources

263

Capability

Individualactivity

Enablingdevices

Commitment

Conviction

Courage

Change

vision

Chief

executive

Leadership

groups

Down the

line

Exte

Graphic Template

Documents

Transcript of Graphic Template