how to create a management consulting presentation

1

Management Consulting Presentations

How to create a great presentation in practice

2

If you want to be a great business analysts or a management consultant you have to make superb presentations

3

Most people think that the value of the presentation depends on what you do during the delivery in front of the audience

4

….but actually it more depends on how you prepare and whether you have done all the analyses required

5

I will show you step by step how to create efficiently the presentation and what type of slides to use

Create the template Fill in the slidesDeliver the

presentation

Type of slides you can use

Evolution of a presentation

Examples of presentations

6

Thanks to this presentation you will create efficiently great consulting presentations

7

This is part of my on-line course where I show step by step how to create management consulting presentation

Click to check my course

Management ConsultingPresentations

$90$15

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8

Why presentations are important?

9

Presentations are important for many reasons

Simplified way to show complex things

Forces you to put your thoughts in order

Makes easier to find gaps in your approach

Widely recognized and accepted way of conveying

ideas

Concrete tangible products

Can be re-used

They build slowly but surely your knowledge base

10

Phases of creating a management consulting presentation

11

There 10 phases of producing the final presentation. You start by creating the structure of the future presentation

Create a structure of the presentation

Can be done before the project starts

12

With sections, chapters in place you put down the messages you want to convey


Write down the messages you want to convey


13

The structure and the messages are sufficient to create the sketch of the presentation in pencil



Sketch the slides


14

On the basis of the sketch you will create a template in Power Point (still empty slides)



Sketch the slidesCreate a template in Power Point


15

Now you know what kind of analyses you have to do. So gather data and perform required by slides analyses




For every slide create the underlying analysis or gather needed info


16

After analysis phase you can fill in finally the slides





Fill in the slides with data and charts


17

Now it is the time to check the flow of the presentation





Check the flow of the whole presentation and modify if needed slides or the structure



18

…create the Executive Summary (excerpt of the presentation)





Create Executive Summary




19

….and at the end to write down the beginning and the end as well you check for errors





Check for errors, mistakes and omissions

Write the beginning and the end of the presentation





20

2 types of presentations

21

There are 2 types of presentations. Before you start creating the presentation think what is your aim

▪ 50-300 slides

# of slides

Presentation to be read Presentation to be delivered in person

▪ <100 slides; better up to 50 slides

▪ The person that participated in the project should be able to go through it in 1 day

▪ A lot of text in the presentation# delivery time

▪ Delivery time with question preferably 2-2.5 hours

▪ Just main conclusions in text and a lot of visuals

▪ Minimal font size = 10

▪ Dominating font size = 12

Font size

▪ No animations

Animations



▪ Animation showing development of certain aspects gradually , step-by-step

22

Occasions for which you will create presentations in Management

Consulting

23

In consulting you will be creating all the time different presentations for different purposes

Offer Kick-off meetingMid-term results / reports – progress and main findings

Final ProductsAdditional ProductsExecutive Summary

▪ Convince to buy the project

▪ Establish credibility

Purpose

# of slides ▪ 10-40 slides

▪ Explain the purpose and the structure of the project

▪ Get buy-in

▪ 10-15 slides

▪ Show some mid-term results

▪ Get feedback

▪ Get buy-in

▪ 50-100 slides

▪ Hand over of the project

▪ Show them value for money

▪ Leave something concrete

▪ Sell new projects

▪ 150-300 slides

24

Creating the template

25

Structure of the presentation

26

You start by creating the structure what you will be talking about

Section 1

Section 2

Section 3

Section 4

Chapter 3

Chapter 4

Chapter 1

Chapter 2

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Chapter 10

27

In the case of this presentation we started with naming 8 sections

Introduction

Types of presentation

Basic rules for a management consulting presentations


Case study from the idea to the template

Filling in the slides

Types of slide you can use

Delivery of the presentation

28

Once you have the section you try to put for every section the chapters that you will talk about. Below example of 2 sections and chapters that we have created

Introduction

What the course will be about

About me

Why presentations are important


Delivery of the presentation

Rules of delivering successful presentation

Executive summary

Example of animation

Comparison of the written and the delivered version

29

Create the messages

30

Later you should put more details an add also messages. Below example

Introduction


About me



Delivering presentation in consulting is crucial. Without this you will have troubles advancing

Let’s see the course summary

I will show you how to get from an idea through, sketch and template to the final product

We will go through following sections

A few words about me….

In short. Thanks to this course you will learn

I run small boutique consulting company



31

Sketching of the presentation

32

You should start by sketching the presentation on a piece of paper. Take a piece of paper

Step 1: Take a paper A4 format

33

Divide it into 4 parts. Each part is a separate slide

Step 1: Take a paper A4 format Step 2: Divided into 4 parts. Each part is a separate slide

34

Put on each part a separate message from previous exercise

Message 3….

Message 2….

Message 4….

Message 1….


Step 3: Put the messages on the slides

35

And last but not leas draw something that could support the message

Message 3….

Message 2….

Message 4….

Message 1….

Message 3….

Message 2….

Message 4….

Message 1….

Category 1 Category 2

1 2 3

A

c

▪ ddfffss

▪ ddfffss ▪ ddfffss

▪ ddfffss


Step 3: Put the messages on the slides Step 4: Draw what should be on the slide to support the message

36

Below as an example how looked the sketches for this presentation

37


38

After sketching you have to create the template of the slide. Let’s have a closer look at one of the slides

39

Below how it looked in sketching phase

40

This is how it looked when turned into Power Point template

… …. ….. … ….

…. …. ….


41

At the end this is what I got after adding text and some modifications











42

Let’s look at another slide

43

This is how it looked in sketch phase

44

And later on as a Power p\Point template

…..

….

…..

….

….

….

….

….

….

….

45

At the end this is what I got as a finished slide

Introduction


About me



Delivering presentation in consulting is crucial. Without this you will have troubles advancing

Let’s see the course summary

I will show you how to get from an idea through, sketch and template to the final product

We will go through following sections

A few words about me….

In short. Thanks to this course you will learn

I run small boutique consulting company



46

Filling in the slides

47

Basic rules for a management consulting presentations

48

What rules should be used for Power Point Presentations

Use the template

1 slide = 1 message

Agenda

Executive summary

Excel analysis for every slide

Sources

Dates

Backup

Next version rule

Show money

49

The kids market will be slowly growing as a result of GDP growth

3 247 3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750 3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

2 8042 862 2 855 2 880 2 908 2 946 2 981 3 033 3 084 3 130 3 171 3 216 3 260 3 298 3 334 3 374 3 407

1 3281 392 1 389 1 401 1 415 1 433 1 450 1 476 1 500 1 523 1 543 1 565 1 586 1 605 1 622 1 641 1 658

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 2097 9637 8597 7857 7177 7347 380Total

Source: Euromonitor

Toys

Hardware

Fashion

Market sizeIn milions of EUR

50

Market sizeIn millions of EUR

3 247 3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750 3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

2 8042 862 2 855 2 880 2 908 2 946 2 981 3 033 3 084 3 130 3 171 3 216 3 260 3 298 3 334 3 374 3 407

1 3281 392 1 389 1 401 1 415 1 433 1 450 1 476 1 500 1 523 1 543 1 565 1 586 1 605 1 622 1 641 1 658

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 2097 9637 8597 7857 7177 7347 380

Total

Source: Euromonitor

Toys

Hardware

Fashion

▪ The kids market will develop in will be slowly growing as a result of GDP growth

51

Market sizeIn millions of EUR

3 247 3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750 3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

2 8042 862 2 855 2 880 2 908 2 946 2 981 3 033 3 084 3 130 3 171 3 216 3 260 3 298 3 334 3 374 3 407

1 3281 392 1 389 1 401 1 415 1 433 1 450 1 476 1 500 1 523 1 543 1 565 1 586 1 605 1 622 1 641 1 658

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 2097 9637 8597 7857 7177 7347 380

Total

Source: Euromonitor

Toys

Hardware

Fashion

▪ The kids market will develop in will be slowly growing as a result of GDP growth

The kids market will develop in will be slowly growing as a result of GDP growth

52

The flow of the presentation

53

There has to be a flow in the story you are trying to say with the presentation. Below what this means in practice

All pieces fit-in together

Messages ≈ Data on the slide

Logical structure

Internally coherent chapters and sections

Not too many slides

Not too repetitive

Good pace

There has to be “so what….and next steps”

Avoid interesting but not useful category

Fewer detours

54

How to deliver the presentation

55

Rules for delivering successful presentation

56

When you are delivering the presentation people want to listen to YOU and not read the presentation. It should just support what you are saying. You should not be a slave of the presentation

57

I recommend delivering to the following rules when delivering the presentation

Start from the result to attract their attention

Practice the presentation before – 5-10 times

Have ipad with the presentation or printed version next to you

Do away with most of the text –go down to 50 slides

Leave main massages and supporting materials (charts,

data)

Go slowly / use animation for some slides

Be ready to switch to another section

Have the long version with detailed slides with you

Have all the analyses supporting the slides with you

Prepare the people for what they will see ahead of delivery

58

2 types of presentations

59

There are 2 types of presentations

▪ 50-300 slides

# of slides









Font size

▪ No animations

Animations




60

Types of slides

61

Now let’s have a look at examples of slides from

consulting project

62

Detailed comments on the slides you will find in my on-line course. You will be also able to download ready made slides



$90$15









63

Process slides - examples

64

An example of a turn around project

• Team of 3-5 professionals perform operational and commercial due diligence in order to identify performance improvement potential as well as risks

• Team of 5 to 8 professionals focus i on finding ‘low-hanging’ improvement potential in various areas of the company

• Develop operating improvement plans and targets for the first 12 months

• Starting with the first day we concentrates on cost reduction and performance improvement

• If necessary project leader from Phase 2 becomes CEO, COO or CRO, or alternatively serves as shadow CEO, COO or CRO

• Team of 4 to 8 professionals focus further on capturing long-term improvement potential in various areas of the company

• Follow-up of take over control process

Operational and

commercial due

diligence First 100 days – successfully take

over controlRestructuring + Interim Management

• Identify margin and profitability improvements

• Identify potential risk areas

• Define growth levers

• Define strategy changes that have to be made

• Prepare detailed implementation plans, and organizing the implementation teams

• Supervise the work of implementation teams

• Capture low-hanging-fruits, e.g.:

– Renegotiating purchasing contracts

– Revising pricing policy and trade terms

– Revising product portfolio, eliminating low-margin products, introducing high-margin products

• Conduct headcount reduction

• Improve production efficiency

• Create Reporting System

• Decide on outsourcing or insourcing specific business units if needed

• Build long-term business fundamentals

• Prepare marketing and export strategy

• Monitor the overall restructuring progress

• Recruit and train new key professionals

• Hand over control to the new management team

Approach

Activities

2-4 weeks ~ 3-4 months 12-24 months

Operational and commercial due diligence

First 100 days –successfully take over control

Restructuring + Interim Management

65

During the meeting I already modified the proposal and offered them to do the project much faster and for a fraction of the price

• Observation of process in real life in 1 of the store

• Analyses of the formal description of the process

• Analyses of available data

• Proposal of KPIs needed to set goal for each and every process

• Preparation of list of data and format for data entry

• Workshop

• Data gathering

• Data preparation according to provided formats

• Analyses of the process as is especially its efficiency and costs

• Redesign of the process

• Creation of tools supporting the execution of the new process

• Test of new processes in chosen locations

• Modification of processes

• Creation of manuals supporting the new process

• Implementation of new redesign process in the whole chain

• SMI

• DIY

• DIY • SMI

• DIY

• SMI

• DIY

• DIYExecution

Description

Observation and initial analyses

Data gatheringProcess optimization in 1 store

Modification of the process for other

Implementation in the whole chain

66

There 10 phases of producing the final presentation











67

Comparison of 2 data sets –examples of slides

68

211

117

200 200

50

SMI Option 1 SMI Option 2 Competitor 1 Competitor 2 SMI Option 3

My proposal was giving them faster results cheaper and was building on their strengths

Cost of the projectIn thousands of USD

3633

52 52

16

SMI Option 1 SMI Option 2 Competitor 1 Competitor 2 SMI Option 3

Time needed for full implementationIn weeks

69

292

107

Before After

The change in the process was giving quite big potential savings

Cost of 1 price changeIn USD per change

6 124

2 249

Before After

Change in monthly cost in the test storeIn USD

▪ Given the number of stores (70) this could give potential savings of USD 3.3 M

70

When it comes to engagement there is significant difference between results from weekends and working weeks. The highest Engagement Rate were in A, B, C,D, and Edepartments. All X departments (with exception of Y) were very low on engagement

40,0%38,0%

36,0%34,0%

32,0%30,0%

28,0%26,0%

24,0%22,0%

20,0%18,0%

16,0%14,0%

45%

42%

39%

36%

33%

30%

27%

24%

21%

18%

15%

12%

9%

6%

A B C D E F G H I J K L M N

Working week without the weekend

Weekend

Engagement Rate by departments (percentage of shoppers walking by a location who stopped at that location)In %

71

The highest sales in January was generated by A department, B and C department. The biggest impact in terms in XY area had the D and E department

Total sales by departmentsIn thousands of PLN

80 76 72 68 64 60 56 52 48 44 40 36 32 28


Share of departments in total sales of the Store AIn %

20%18%

16%14%

12%10% 9% 8% 7% 6% 5% 4% 3% 2%


72

Comparison of 2 things using text – examples of slides

73

We can use in DIY elements of theory of constraints that is most often used in production

▪ Throughput of the whole

system

▪ Inventory

▪ Operational costs

Production

▪ Throughput measured in

number of customers served

▪ Inventory

▪ Operational costs of the store

DIY

74

There are 2 types of presentations

▪ 50-300 slides

# of slides









Font size

▪ No animations

Animations




75

There are plenty of examples of successful low cost hotels

B2C Services

Acquisition

Activation

Retention

Revenue

Referral

Targeted at people who just want to sleep well (sales reps) – extremely comfortable beds

Limited non-core space: reception, kitchen

Very small, densely located rooms with big king-size beds.

Very limited breakfast; no proper restaurants; vending machines available

Very clean and with great smell

Unbundling of services

0

1

2

3

4

5

6

7

8

9

10

Eating Design Room size 24-hourreception

Furniture Bedquality

Hygiene Silence Price

Ibis Budget 1-star 2-star

76

Comparison using 2-3 criteria –numbers – examples of slides

77

As other research suggest spend per child will likely grow as it is highly correlated with wealth

Spending on toys per child vs. GDP per child, 2013 [US $]

Comments:• Spending on toys per child is positively correlated with GDP per child (r=0,92)

0

50

100

150

200

250

300

350

400

450

0 50 100 150 200 250 300 350 400

Argentina

Poland

Turkey

Philippines

Ukraine

Mexico

Brazil

RussiaSouth Korea

Spain Italy

US

UK

France

Japan

Singapore

SwedenGermany

Netherlands Hong Kong

CanadaAustralia

Romania

China

GDP per child1) [’000]

Spen

din

g o

n t

oys

per

ch

ild [

US

$]

78

190

1 448

5 537

4 674

12 361

10 717

3 137

522811

15 719

334

1 336

2 840

539 520

2500

2 000

4 000

6 000

8 000

10 000

12 000

14 000

16 000

18 000

0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5

Potential markets for entry – attractiveness vs size of the markets

Poland

Middle East

Africa

Philippines

Eastern Europe

Russia + Asian ex USRR

Thailand

Malaysia

Ranking of market attractiveness

(1-Low; 6-High)

China

Indonesia

Australia

North America

South America

India

Turkey

Western Europe

Market size in millions of USD

79

As we can see H and G departments are low both in engagement as well as local conversion (converting those who already stopped at the department)

0%

5%

10%

15%

20%

25%

0% 5% 10% 15% 20% 25% 30% 35% 40%

E

H

G

Local Conversion

Engagement rate

B

A

C

L

D

H

J

FG

80

Role of PMO Officer and PMO meetings

Financial impact inmln PLN

Complexity

Strategic easy:

▪ Supported by PMO Officer if needed

▪ Discussed on Steering Committee / PMO Meeting

Strategic complex:

▪ Supervised by PMO Officer

▪ Discussed on Steering Committee / PMO Meeting

Complex low impact:

▪ Supervised by PMO Officer

▪ Not discussed on PMO Meetings

Simple low impact things:

▪ Supported by PMO Officer if needed

▪ Not discussed on PMO Meetings

1,5

81

Project structure – examples of slides

82

We propose the following organization of the project

Steering Committee

Implementation Team 1



SMI

Project Team

• Project Sponsor

• 2 Board Members

Members

• Asen Gyczew

• People from DIY

• Asen Gyczew

• To be decided

83

Project Organization

Project managers

• CEO• Asen Gyczew

Production Team

• Production Director• Deputy Production Director• Shift Manager

Planning Team

• Chief Planner• Deputy Chief Planner• Planning Specialist

Purchasing Tea

• Purchasing Director• Purchasing Specialist A• Purchasing Specialist B

Sales and Marketing Team

• Sales Director• Marketing Director• Country Manager• Export Manager• B2B Manager

Project Sponsor

• Owner A• Owner B• CEO• Supervisory Board Chairman

Roles

▪ Participate in Steering Committee Meetings

▪ Supervise of the project on the behalf of Company A

▪ Select of Solutions

▪ Support in implementation (when needed)

▪ Gather data

▪ Participate in workshop and project work

▪ Carry out part of analyses

▪ Implement solutions

▪ Daily management of the project

▪ Agreeing the daily priorities

▪ Teaching the team members

▪ Supervise the teams

84

Team / Project roles –examples of slides

85

Project Organization

Project managers

• CEO• Asen Gyczew

Production Team

• Production Director• Deputy Production Director• Shift Manager

Planning Team

• Chief Planner• Deputy Chief Planner• Planning Specialist

Purchasing Tea

• Purchasing Director• Purchasing Specialist A• Purchasing Specialist B

Sales and Marketing Team

• Sales Director• Marketing Director• Country Manager• Export Manager• B2B Manager

Project Sponsor

• Owner A• Owner B• CEO• Supervisory Board Chairman

Roles





▪ Gather data



▪ Implement solutions

▪ Daily management of the project

▪ Agreeing the daily priorities

▪ Teaching the team members

▪ Supervise the teams

86

Project Sponsor

SMI

Project team






▪ Manage the project

▪ Choose the approach to be used.

▪ Workshop organizations


▪ Support the implementation teams

▪ Gather data



▪ Optimize process on chosen test stores

▪ Modify the process after test

▪ Participate in implementation teams

Every participant has a role to play in the project

Implementation teams

▪ Implement new process in the whole chain

▪ Modify the process when needed

87

Roles in the project

• Gather data

• Prepare data requests

• Carry out analyses• Participate in

workshops

• Show what analyses should be carried

• Support in analyses• Carry out more

complicated analyses• Określanie zakresu i

rodzaju analiz

• Draw conclusions

• Draw conclusions• Prepare

recommendation• Summarize in a

presentations

We have divided the tasks in such a way to create opportunity for your company to learn how to search for improvements

Data Analyses and workshopsConclusions and

recommendations

Company B

SMI

88

Timeline – examples of slides

89




$90$15









90

PROJECT TIMELINE FOR OPERATIONAL AUDIT

• Data gathering

• Working Teams’ analyses and

initial recommendations

• Final Presentation

28 29 30 31

Week

• Working Teams’ meetings and detailed

analyses and recommendations

• Steering Committee

meeting

32

20.07• Presentation of initial

recommendations

26 27

• Kickoff meeting 20.06

• Project start 20.06

03.08

03.08

91

WE PROPOSED THE FOLLOWING TIMELINE*

Weeks

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Data gathering

Workshops and first hypotheses

Analyses

Steering Committee Meeting

Testing > analyses > implementation

Steering Committee Meeting

Testing > analyses > implementation

Comments:• Sponsors take decision on the meeting that will be organized roughly on every 4 weeks. On every meeting they also

decide whether to extend for the next 4 weeks the project• Implementation team meets every 2 weeks for1 day with SMI team to go through results of the test and analyses• Between the meetings SMI with stay in touch with Team Leaders to monitor the tests• SMI will send a list of data that should be gathered before the beginning of the project

* Assuming 3 month project

92

As a reminder the original timeline

Tasks 20 21 22 23 24

Overview of process – definition of KPIs and measuring the current costs

Designing of new solution, testing and modifying them

Final touch, creation of tools and final modification to the processes

February

93

Company XXX has developed so far 3 big game changing projects. We need 1-2 for the next 5-10 years

Concept A

2005 20202008 2010 2014

Concept B

Concept C

?

?

94

Agenda – examples of slides

95

Agenda

▪ Summary

▪ Who comes to the XYZ in Store A?

▪ What they came for?

▪ How do they behave?

▪ How effective is the shop?

▪ Basket analysis

96

▪ Summary

▪ Who comes to the XYZ in Store A?

▪ What they came for?

▪ How do they behave?

▪ How effective is the shop?

▪ Basket analysis

Agenda

97

From my side these are the steps / phases that we had to complete from start to end of the project

Request for proposal (RFP)

I offerMeeting and Negotiation

II offer

Implementation in 10 stores

Processes Optimization

WorkshopPreparation

Modification

Aftermath of the project

Implementation of new processes in the

whole chainNew projects

98

Let’s start with the first section



II offer



WorkshopPreparation

Modification




99

Let’s start with the first section



II offer



WorkshopPreparation

Modification




100

Summary slides – examples

101

Bulgaria - overview of the country

110,910 sq km

7,450,349

rer (BGL)

1.56 BGL/PLN

USD 9,000

No

GDP growth

%

Inflation

%

Sofia

Plovdiv

Loveh

Khaskovo

Burgas

Varna

RuseMontana

• Area

• Population

• Currency

• GDP per capita

• EU Member

• Exchange rate

5% 5% 5% 5% 5%

2013 2014 2015 2016 2017

….• CIT Tax rate

Shops overview

▪ Sofia 331

Name Size in thousands of people

▪ Plovdiv

▪ Varna

▪ Tbilisi

124

125

198

5% 5% 5% 5% 5%

2013 2014 2015 2016 2017

102

Before the workshop I asked them to measure what typical store employee does during his 8 h work. On the basis of this we calculated the OLE

31%

29%

21%

18%

100%

Sales advising

Shelf replenishment

Transport and movement

Others

Total

▪ Only sales advising and shelf

replenishment are added value

activities for which customer is

willing to pay

▪ This means that the OLE for a sales

reps is equal to 60% at most

103

OUR TEAM HAS EXPERIENCE AT TOP MANAGEMENT LEVELS

P

P

PM

PM

PM

PM

PM

PM

PM

Role Board Member Director Consulting Accounting

Experience Education

MBAMA/MSc. PhD En Ger Ru Pl

104

2.1Poland,

2010400 37.3

3.4Austria,

2007840 50.0

10.0Ukraine,

20094,500 927.0

Company Location

Head-

count

Revenues

at the pro-

ject start

EUR m

Areas

Stra-

tegy

Prod. Marketing/

Sales HR.

Supply

chain

Audit Phase

team

Implementation

Phase

team

... times

EBITDA

growth (over

2 years)

Months Months

4,358 2.1Poland,

2007207.4

1,000 1.9Poland,

201482.0

1,500 3.1UK, 2010 545.5

1.4Poland,

20092,300 80.3 1.5

450 2.3Poland,

200427.6

700 1.8Poland,

2011 245 2.0 6

Serbia,

2004350 21.2

3.0Russia,

2009450 33.5

3.5Poland,

201215,600 1,000

4.2Poland,

2007450 90.0

1.0

3.0

3.0

3.0

2.0

1.5

1.5

3.0

1.5

2.0

2.0

3

7

9

24

8

9

5

9

6

9

5

3

1.4

Interim management

projects

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

Our projects

105

Tell us what could be the business model for self driving car using canvamodel

Key Partners Key activities

Key resources

Relationships

Channels

Value proposition Customer segments

Cost Structure Revenue structure

106

Tell us what could be the business model for self driving car using canvamodel

Key Partners Key activities

Key resources

Relationships

Channels

Value proposition Customer segments

Cost Structure Revenue structure

• Maintenance• Electricity• Insurance and Legal• Depreciation of cars

• Subscription fee• Fees for additional services• Advertising revenues• Donations from the city for reducing air pollution

• Car producers• Software suppliers

• Acquiring new customers

• Retention• Negotiations with

suppliers and B2B customers

• Brand• Software / AI• Docking stations• Financing of cars

• Direct to consumers

• Cafeteria systems

• Every day users

• Occasional users

• Tourists

• On-demand traveling from point A to point B at highest comfort

• Direct access• Car becomes 3rd

personal computer (after the phone and the home device)

107

Project C

Competition level

Potential

Project L

Project M

Project Q

Project J

Project I

Project G

Project PProject A

Project F

Project N

Project O

Project K

Project X

Apart from xxx there are other business that the COMPANY can consider. Some of them may require acquisitions

Xxx related businesses

Businesses that help defend current XXX against Amazon and YYY

Project E

Project H

Project D

Project B

Project W

108

IKEA has been very successful in implementing low cost model in furniture

Model „big box” built outside the city center

Design

Consistent message

Diversified revenue streams

Operational excellence

Business scale

Retail

Acquisition

Activation

Retention

Revenue

Referral

109

Grouping knowledge slides –examples

110

Bulgaria - overview of the country

110,910 sq km

7,450,349

rer (BGL)

1.56 BGL/PLN

USD 9,000

No

GDP growth

%

Inflation

%

Sofia

Plovdiv

Loveh

Khaskovo

Burgas

Varna

RuseMontana

• Area

• Population

• Currency

• GDP per capita

• EU Member

• Exchange rate

5% 5% 5% 5% 5%

2013 2014 2015 2016 2017

….• CIT Tax rate

Shops overview

▪ Sofia 331

Name Size in thousands of people

▪ Plovdiv

▪ Varna

▪ Tbilisi

124

125

198

5% 5% 5% 5% 5%

2013 2014 2015 2016 2017

111

Bulgaria - overview of the employee benefit market

General description of the market

▪ …..

Description

Size and structure of the market

▪ …..

Main players

▪ …..

Legal background for employee benefits

▪ …..

Tax exemptions for the employers

▪ …..

112

Top benefits offered

Sport Cards

▪ …..description who offers ▪ What is the average ticket▪ How many do they sold▪ What are the limitation▪ Is it popular

Description

Food vouchers

▪ …..

Vouchers

▪ …..

…….

▪ …..200

100

100

Sport Cards

Food Vouchers

Vouchers…

Size of the markets

113




$90$15









114

Slides showing the customer picture – examples

115

In the set-up we have seen in the test store was far from optimal. Customer had to literally hunt for the sales rep

Warehouse

Offices

Warehouse /store racks (shelving)

Cash Till

Employee

Customer

116

Therefore, we have divided the space into fast and slow area and put the sales reps in the peak our in the main alley

Warehouse

Offices

Slow warehouse /store racks (shelving)

Cash Till

Employee

Customer

Fast warehouse /store racks (shelving)

117

We have totally reorganized the advising process performed by store employee (sales reps)

Main area of service

Additional area he can service if there are no customers in his area

The line around which he was walking

“Fast product area “– here the sales rep should stick to servicing the customer below 2 minutes and trying to serve as many customers as possible

Fast product area “– here the sales rep should try to increase the basket, average transaction value and to convince the customer to buy more complimentary goods

118

75%/25% - 75% is doing customer service (advises); 25% is replenishing the shelves

We have adjusted the tasks performed by sales rep according to the flow of customers

119

We have drastically improve the internal logistics within the store by placing all necessary equipment in the store

120

TPA 8s

TPA 8a

TPA 21

TPA 8b

845 hl

701 hl

618 hl

860 hl

1 732 hl 1 375 hl

1 300 hl 1 300 hl

Average

production batch

Optimal

production batch

Quite often when you compare optimal with actual production batches you see that a lot of money could be saved

121

Imagine that you are in a fish factory. How much money are you loosing and how you can improve it?

Frozen fishPackaging the fish

▪ 50 people working in packaging department

▪ Every 2 hour the chain saw breaks. One of the saws has to be replaced

▪ For the removal they call the technical team technical team comes takes off the chain saw, dismantles it and removes the broken saw. Afterwards assembles back the chain saw

▪ The whole operation takes 30 minutes

122

Composition – examples of slides

123

Majority of the customers coming to Store A are women – they constitute around X%.

80%90%

20%10%

Week without weekend Weekend

Women

MenBreakdown of customers by genderIn %

124

Majority of the customers coming to Store A are women – they constitute around X%.

Women

Men

80%

20%

80%

20%

Breakdown of customers by gender – Week without the weekendIn %

Breakdown of customers by gender – weekendIn %

125

Waterfall slides – examples

126

The retailer can still expand in new and old locations

The potential space to be addedIn thousands of sq m

79

38 30

148

Total space occupied by Retailer shops Increase in cities where there are alreadysome Retailer shops

Increase s in cities where there are noRetailer shops

Total targeted # of sq m

The potential number of shops that can be added In # of shops

98

77 60

235

# of Retailer shops Shops that can be opened in cities wherethere are already some Retailer shops

Shops that can be opened in cities wherethere is no Retailer shop

Total targeted # of shops

127

1,8

6,0

3,9

1,5

3,8

3,3

8,4

28,8

The test store shows that significant savings can be achieved

12,7

17,3

6,1

2,6

6,2

15,7

27,1

87,7

Direct deliveries

Deliveries from Central Warehouse (CW)

Price change

Price monitoring

Cash till operations

Advices at the selling store area

Total monthly costsIn ‘000 USD

Potential savingsIn ‘000 USD

Total

▪ Potential savings are USD 29K (32% of all addressable costs)

▪ We assume that 50% of those savings can be achieved we can reduce the number of FTE in the store by 4

Others

128

Before the workshop I asked them to measure what typical store employee does during his 8 h work. On the basis of this we calculated the OLE

31%

29%

21%

18%

100%

Sales advising

Shelf replenishment

Transport and movement

Others

Total

▪ Only sales advising and shelf

replenishment are added value

activities for which customer is

willing to pay

▪ This means that the OLE for a sales

reps is equal to 60% at most

129

Team members – examples of slides

130

WE HAVE SERVED NUMBER OF CUSTOMES

ASEN GYCZEW

EXPERIENCE PRIOR TO SMI:

EDUCATION: ▪ Warsaw School of Economics: Quantitative Methods and Information

Systems; Finance and Banking

▪ Lodz University of Technology

▪ University of Antwerpen; Faculty of Technical Physics and Applied

Mathematics

▪ Institute of Econometrics Warsaw School Economics

▪ Dealing Room BRE Bank

EXPERIENCE IN SMI:

▪ Establishment of Industrial Park, preparing business models and

business plans for new ventures, budgeting, restructuring of old

businesses

▪ Improvement of confectioning capacity of salt

▪ Market research and strategy preparation for the Eastern Europe

▪ Operational audit of major press supplier in Poland and strategy

preparation, responsible for logistics

▪ Operational audit in supply chain and implementation of reporting

system and KPI

http://www.cia.gov/cia/publications/factbook/flags/us-flag.html

http://www.cia.gov/cia/publications/factbook/flags/pl-flag.html

131

FOR THE PROJECT WE SELECTED 2 OF OUR BEST CONSULTANTS

• SMCG: domestic appliances, furniture, ceramic tiles)• FMCG: cosmetics, juice, meat • Retail: electronics, convenience shops,

pharmaceuticals, DIY, vending, kids products, shoes • B2B: aluminum system, plywood, alcohol, reagents,

loading systems, transportation system• Services: MRO, consulting, outsourcing, SaaS,

marketplaces• Others: small weapon

• CEO Advisor• CRO• Project Manager• Board Member

Asen Gyczew

Experience by industries Formerly held positions

• FMCG: dry fruits , snacks, meat, cosmetics• Retail: pharmaceuticals, fashion e-commerce,

furniture, convenience shops, chemicals• SMCG: sport equipment, furniture• B2B: helicopters, steel constructions, steel mills• Services: railway transport

• Associate in McKinsey

Anna Gozalo

132

OUR TEAM HAS EXPERIENCE AT TOP MANAGEMENT LEVELS

P

P

PM

PM

PM

PM

PM

PM

PM

Role Board Member Director Consulting Accounting

Experience Education

MBAMA/MSc. PhD En Ger Ru Pl

133

Maps

134

OUR INTERNATIONAL EXPERIENCE – HIGHLIGHTS

POLAND

AUSTRIA ▪ Turn around projects▪ Strategy projects▪ Operational Audits for SMCG, Retail, ▪ Supporting our customers in entering the market

▪ Operational Audits of many companies in SMCG, Retail, B2B and FMCG

▪ Due Diligence for PE funds▪ Turn arounds▪ Performance improvements▪ Strategy projects▪ New business development and carve outs

RUSSIA

SERBIA

▪ Development of strategy and investor search for a steel company

▪ Development and implementation of distribution and sales strategy for a leading brewery

ROMANIA

• Due Diligence for SMCG, Retail, • Supporting our customers in entering the market

▪ Turn around projects▪ Operational Audits for FMCG, Retail

Our office

135

0.02-0.04

0.00-0.02

0.04-0.06

0.06-0.09

> 0.9

Cost of transportation

EUR/lWhere to expand – catchment area

136

SC Johnson

Oriflame

Colgate

Henkel

Unilever

Reckitt Benckiser PLC

Estee Lauder Companies

Gillette

Procter & Gamble

Avon

Beiersdorf

L'Oreal

K

K

K

K K

K K

K

K

K

K

KK

K

K

K

K

K

KK

K

K

K

K

K

K

K

K

KK

K

K

K

K

K

K

K

K

K

KK

K

Cosmetics producers

Others

K

Customers within the catchment area

137

Number of stores by provinces

Gdańsk

Szcecin

Bydgoszcz

Poznań

Wrocław

Katowice

Łódź

Kraków Rzeszów

Kielce

Lublin

Warszawa

Białystok

Gdynia-Sopot

Gliwice

Olsztyn

Opole

Zielona

Góra

Targeted number of stores

Current number of stores

138

References

139

FOR OUR CUSTOMER WE DID NUMBER OF PROJECTS (1/2)

▪Vending

Industry Type of projectImpact on EBITDAIN M of USD /%

▪ Performance improvement ▪ 2.0 / 9%

▪DIY ▪ Performance improvement ▪ 5.0 / 12%

▪ FMCG Producer - juice ▪Operational Audit ▪ Confidential

▪Maintenance aircraft services

▪ Turn around ▪ Confidential

▪Aluminum profile producer

▪Operational Audit and Implementation ▪ 2.0 / 5%

140

2.1Poland,

2010400 37.3

3.4Austria,

2007840 50.0

10.0Ukraine,

20094,500 927.0

Company Location

Head-

count

Revenues

at the pro-

ject start

EUR m

Areas

Stra-

tegy

Prod. Marketing/

Sales HR.

Supply

chain

Audit Phase

team

Implementation

Phase

team

... times

EBITDA

growth (over

2 years)

Months Months

4,358 2.1Poland,

2007207.4

1,000 1.9Poland,

201482.0

1,500 3.1UK, 2010 545.5

1.4Poland,

20092,300 80.3 1.5

450 2.3Poland,

200427.6

700 1.8Poland,

2011 245 2.0 6

Serbia,

2004350 21.2

3.0Russia,

2009450 33.5

3.5Poland,

201215,600 1,000

4.2Poland,

2007450 90.0

1.0

3.0

3.0

3.0

2.0

1.5

1.5

3.0

1.5

2.0

2.0

3

7

9

24

8

9

5

9

6

9

5

3

1.4

Interim management

projects

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

LOGO

Our projects

141

WE HAVE DONE PROJECTS FOR TOP COMPANIES IN POLAND

142

I did quite a lot of industries

FMCG

Marketplace

Retail ande-commerce

SMCG

B2B Services and SaaS

B2B Products

Others

143

Motivation system – examples of slides

144

What rules should be used for Power Point Presentations

Margin generated by

your shops80%

Margin generated by

all shops20%

Quality appraisal 20%

Variable Part 40%Fixed part 60%

Salary

60%Margin generated Place in the ranking 20%

100%

145

Issue tree slides – examples

146

Issue tree - general

Area of analysis

Area 1

Problem 1

Problem 2

Possible Reason 1

Possible Reason 2

Possible Reason 3

Possible Reason 4

Possible reasonsSuspected problemsAnalysis to be performed

Analysis 1

Analysis 2

Analysis 3

Analysis 4

147

Issue tree – example – chicken meat producer

Area of analysis

Transport

High costs of transport per ton of goods

Big level of waste and breakage in transport

Possible reasonsSuspected problemsAnalysis to be performed

Analysis of correlation between type of packaging and percentage of damaged

Analysis of time spent on the way and kilometers covered in that time

Analysis of designed routes, their length and the influence of possible changes

Analysis of fuel usage and kilometers covered by vehicles

Analysis of load carried on the way back

Badly designed routes

Too big fuel usage

No shipments on the way back

Low usage of resources

Badly designed method of packaging which makes the product prone to damage

Speed not adjusted to the product

Badly organized work and schedule of deliveries

Limitation on delivery time of finished goods

Analysis of level of overtime, daily organization of drivers work

Analysis of Clients’ preferences on delivery time

148




$90$15









149

Business model slides –examples

150

Before we go to Excel let’s talk about the logic we used to build the e-commerce Excel model

▪ Conversion rate

Visits# of

transactionsRevenues

Gross Margin

Net MarginOperating

Profit

▪ ATV

▪ Cost of traffic

▪ Cost of logistics

▪ Transaction fees

▪ Fixed Costs

▪ % Gross Margin

151

Let’s see what KPIs you should look at

# sold tickets

Average revenue per Ticket

Total revenue Total Costsx

Total margin

-

Average price per ticket

Average additional purchase per ticket

Total capacity in tickets

% Utilization

Rent

People

# of People

Average wages

+

+

x

x

152

Imagine that you are in a fish factory. How much money are you loosing and how you can improve it?

Frozen fishPackaging the fish

▪ 50 people working in packaging department

▪ Every 2 hour the chain saw breaks. One of the saws has to be replaced

▪ For the removal they call the technical team technical team comes takes off the chain saw, dismantles it and removes the broken saw. Afterwards assembles back the chain saw

▪ The whole operation takes 30 minutes

153

One of the ways to calculate the loss is to calculated the wasted time of workers

Number of workers x Duration of downtime x # of downtimes =Total wasted man-hours

Total wasted man-hours

x Per hour wage = Daily loss

154

One of the ways to calculate the loss is to calculated the wasted time of workers

50 x 0.5 hour x 4 = 100 hours

100 hours x $ 10 USD per hour = $ 1 000

155

One of the most efficient way to grow your business is to motivate your customers to perform specific actions that are good for your business. For this the customer or somebody else gets a reward

▪ Rewards

▪ Rewards

▪ Rewards

▪ Action

▪ Penalty

156

Showing options slides –examples

157

Imagine that you have a chain of physical stores and on-line store. What pricing would you use

On-line belonging to retail chain

Off-line retail chain

?$ 100 $ 90

On-line market

▪ The difference in prices is fair it is not bigger than 6%

▪ The customer notices / cares if the difference in prices is up to 3%

158


$ 93

Do you want the on-line to have bigger share in your sales than it has in the whole market?

Yes

No

Do you want the difference between on-line and off-line to be fair?

Do you want the difference between on-line and off-line to be fair?

Yes

No

Yes

No

$ 93<

> $ 94

$ 98

$ 100

$ 100

$ 93- $ 100 $ 100

159


$ 90 $ 100$ 93

Fair prices

$ 97

Practically the same prices Practically the same prices

Here you are not on-line competitive

$ 94

160

Examples of business models and products directed at kids and parents (3/4)

Media site for…

▪ Website for people waiting for ….

▪ Xxx.pl▪ www.pl

▪ 4 / 92

Fashion

▪ Fashion and accessories for …..

▪ Xxx.pl▪ www.pl ▪ 15 / 26


Poland WorldDescription PotentialCompetition level in Poland

Total viewers*PL/ USAIn M


E-commerce

▪ E=commerce for related products


▪ 2/ 122▪ Xxx.pl▪ www.pl

* Calculated on the bases of unique visitors shown by SimilarWeb and number of downloads of apps (we assume that 30% are using the apps)

161

Market research can be divided into 3 main categories

Market research

Consulting methods

Off-line research

On-line research

162

The simplest methods are used by consultants and only require a bit of imagination

Market research

Consulting methods

Top-down

Bottom-upOff-line research

On-line research

163

Off-line research are a must not only in physical good businesses

Market research

Consulting methods

Off-line research

Interviews and discussion with (potential) customers

Being where your (potential) customer is

Work for your (potential) customers

Store checks of competition

Mystery shopping at competition

On-line research

164

The last group of on-line tools puts at your disposal numerous solutions giving you in-depth knowledge of your competitors and markets

Market Research

Consulting methods

Off-line research

On-line research

On-line interviews

Facebook Audience Insight

Customers profiles on facebook/instagram/pinterest

Keyword Planner for Google AdWords

SimilarWeb

Branch sites and reports

Slideshare and Youtube

Markets for applications

https://www.facebook.com/ads/audience_insights/



https://adwords.google.com/ko/KeywordPlanner

http://www.similarweb.com/

http://www.slideshare.net/

165

Project C

Competition level

Potential

Project L

Project M

Project Q

Project J

Project I

Project G

Project PProject A

Project F

Project N

Project O

Project K

Project X

Apart from xxx there are other business that the COMPANY can consider. Some of them may require acquisitions

Xxx related businesses

Businesses that help defend current XXX against Amazon and YYY

Project E

Project H

Project D

Project B

Project W

166

We should define our strategy for each every region

✓

Franchising Store-in-Store

▪ Germany

Own Stores

▪ Southern Europe

▪ Western Europe

▪ Russia and former USSR republics

▪ China

▪ India

▪ North America

▪ Latin America

▪ Africa

▪ Malaysia, Philippines, Thailand, Indonesia

▪ Japan and Korea

▪ Australia

✓

✓ ✓✓

✓ ✓

✓ ✓

✓ ✓

✓ ✓

✓

✓

✓ ✓

✓ ✓

✓ ✓

✓ ✓

✓

✓

✓

✓

✓

✓

✓

✓

167




$90$15









168

Examples of consulting presentations

169

If you want to see and download examples of full consulting

presentations go to my on-line course

170

Below a link to the course



$90$15









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