melinda breitmeyer samples
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Slide Samples from Melinda Breitmeyer
The following slides are samples of work I have done for a variety of clients, from advertising agencies to high tech companies to financial institutions. The first section includes before and after examples.
Unfortunately these samples lose a bit of impact in translation to pdf images, including the animations, so please keep that in mind, and thanks for looking.
I can start from PowerPoint files that are rough drafts, Word documents with content only, faxed sketches, or just conversations about concepts, and frequently use net meetings to make distance irrelevant.
melindab@melindab.com (505) 989-1143
Page 22006 Global Long Range PlanConfidential
Evolution of NSGSkill- Center of excellence - Identify, Evaluate, Develop and Commercialize New Business Ideas- Skill transfer across the organization
Business- Business built around Lifestyle brands and passion categories- Growth platforms in Margaritaville, skybar and Zarafina- New growth platforms in the pipeline- > $480 million in cumulative revenue over the next 5 years
- A balancing act between the two- Will have implications on the areas of focus and the NSG organization
NSG
2005-$0-Focus: Team, Process
2006-$8 Million-Focus: Institutionalization
2004-$0-Focus: Mission
2007-$38 Million-Focus: Managing the Balancing Act
2008 and beyond
BEFORE
PAGE 32006 GLOBAL LONG RANGE PLANCONFIDENTIAL
Skill• Center of excellence• Identify, evaluate,
develop and commercialize new business ideas
• Skill transfer across the organization
2004
Business• Business built around
Lifestyle brands and passion categories
• Growth platforms in Margaritaville, skybarand Zarafina
• New growth platforms in the pipeline
• > $480 million in cumulative revenue over the next 5 years
Evolution of NSG
Balancing Act• Will have implications
on the areas of focusand the NSG organization
NSG
AFTER
Page 42006 Global Long Range PlanConfidential
22° Beer At-Home Testing Results
Chill Tap has been prioritized for launch in 2009 given it’s strong emotional appeal – “Cool Acquisition” and “Fun to Own”
6 out of the 10 product concepts tested received strong scores on Appeal, Purchase Interest and Uniqueness
CHILL TAPCHILL TAP
BEFORE
PAGE 52006 GLOBAL LONG RANGE PLANCONFIDENTIAL
22° Beer At-Home Testing Results
6 out of the 10 product concepts tested received strong scores on Appeal, Purchase Interest and Uniqueness
DeckMate 22™
Red, White & 22™
Cold Round 22™
SuperCooler 22™
Chill Chamber 22™ Chill-Tap 22™
Chill-Tap 22™
Chill-Tap 22 has been prioritized for launch in 2009 given its strong emotional appeal – “Cool Acquisition”and “Fun to Own”
AFTER
7
… and a 100% loss to CDO2!MBS CDO CDO2MBS CDO CDO2
Source: The Kitces Report, 10/08 ©2008 Michael Kitces
TIER 1 (70%)Tranche
TIER 1 (70%)Tranche
TIER 3 (10%)TIER 3 (10%)
TIER 4 (5%)TIER 4 (5%)
TIER 5 (5%)TIER 5 (5%)
TIER 2 (10%)TIER 2 (10%)
TIER 1 (80%)Tranche
TIER 1 (80%)Tranche
TIER 2 (10%)TIER 2 (10%)
TIER 3 (5%)TIER 3 (5%)
TIER 4 (3%)TIER 4 (3%)
TIER 5 (2%)TIER 5 (2%)
TIER 1 (70%)Tranche
TIER 1 (70%)Tranche
TIER 3 (10%)TIER 3 (10%)
TIER 4 (5%)TIER 4 (5%)
TIER 5 (5%)TIER 5 (5%)
TIER 2 (10%)TIER 2 (10%)
6%
20%
= Toxic Waste
AFTER
9
Rising defaults in the housing market helped plunge mortgage lenders, banks and institutional investors – all connected by mortgage-backed securities –into illiquidity. Here’s how mortgage-backed securities are created:
What is a Mortgage-Backed Security?
Source: Bloomberg News
BANK
WALL STREETHome buyer gets mortgage from bank or mortgage-lending service.
Bank could sell mortgages to mortgage guarantors Freddie Mac and Fannie Mae.
Freddie Mac and Fannie Mae bundle the mortgages into securities.
Wall Street may repackage mortgage-backed securities with other debt into collateralized debt obligations (CDOs), which are sold to institutional investors, such as:• Pension funds • Mutual funds • Hedge funds
Securities are sold to Wall Street.
Bank could sell mortgages to Wall Street investment bank for bundling.
AFTER
11
Missing even one day from each calendar year can have a dramatic effect on investment performance
Why “Market Timing” Doesn’t Work
Sources: Standard & Poor’s Corporation; Copyright ©2008 Crandall, Pierce & Company. All rights reserved.
$188.74 $166.89 $147.92$220.12
$151.31$105.97
$337.00
$207.68Less Worst 15 daysEntire PeriodLess Best 15 days
Less Worst 10 daysEntire PeriodLess Best 10 days
Less Worst 5 daysEntire PeriodLess Best 5 days
Less Worst 25 daysEntire PeriodLess Best 25 days
5 Years2003 - 2007
10 Years1998-2007
15 Years1993-2007
25 Years1983 - 2007
Endi
ng V
alue
$100
$200
$300
$400
$500
$600
0
The Standard & Poor’s 500 Stock IndexCapital appreciation shown for $100 invested at each period inceptionEntire Period includes every day in the time period shownLess Worst removes the worst day from EACH calendar year in the period shownLess Best removes the best day from EACH calendar year in the period shown
$3,132.41
$1,044.06
$461.73
$578.36
. .
. .
. .
. .
. .
. .
. .
.
AFTER
12 © 2007 Spansion Inc.
32GB Spansion®
EcoRAM™ DIMM
Delivering More in the Same Power Envelope
10 watts power*
* Average DIMM power consumption
8x Capacity10x Reliability
4GB DRAM DIMM 10 watts power*
BEFORE
13 © 2007 Spansion Inc.
32GB Spansion®
EcoRAM™DIMM
Delivering More in the Same Power Envelope
* Average DIMM power consumption
8x Capacity10x Reliability
4GB DRAM DIMM
10 watts power*
10 watts power*
AFTER
Renalee Pflug‐Strategic Planning Director, Sr. Partner
Tiffany Srisook‐ Planning Supervisor
June Lee‐Media Planner
Marnie Mills‐Planning Supervisor
Charlotte Cochrane‐Associate Media Director
Steve Piluso‐Director ‐ Content Strategy, Senior Partner
Tata Sato‐Managing Partner, Insights
Larry Davis‐Swing Senior Partner, Business Director
Michele Pirri‐Senior Partner, DirectorAdvanced Competitive Intelligence
Harry CaseManaging PartnerDirector Media Analytics and Technology
Sarah Rounkles‐Account Manager‐ Kinetic
Autumn Nazarian‐Director‐ Performance
Karen KaufmanManaging Partner,North American Director,(ATG)
Sandy Constan, Managing Partner, General Manager
Los Angeles New York BEFORE
CharlotteCochraneAssociateMediaDirector
Tata SatoManagingPartner,Insights Larry
Davis‐Swing
SeniorPartner,BusinessDirector
Harry CaseManaging PartnerDirector, MediaAnalytics andTechnology
MichelePirriSenior
Partner,Director,Advanced
Competitive Intelligence
StevePilusoDirector,ContentStrategy,
SeniorPartner
KarenKaufman
ManagingPartner,North
AmericanDirector (ATG)
AutumnNazarianDirectorPerformance
MarnieMills
PlanningSupervisor
RenaleePflugStrategicPlanningDirector,
Senior Partner
SarahRounkles
AccountManager,
KineticSandy
ConstanManagingPartner,GeneralManager
JuneLee
MediaPlanner
TiffanySrisookPlanning
Supervisor
AFTER
2121
942 911 960 962 911
886759 793 779 796
-61 -51 -54 -53 -57
7464
69 66 68
-250
0
250
500
750
1000
1250
1500
1750
2000
2250
JAN FEB MAR APR MAY
Net Interest IncomeNet Interest Income
1718175417681683
1841
Capital CreditCapital Credit
Interest Income DepositInterest Income Deposit
Interest Income LoansInterest Income Loans
Other ExpensesOther Expenses
Total (Net )Total (Net )
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