1. Masterslide Intro – Content
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Standard Slides
Front Page
SCQA
Transitions
Insights
Where to play
Solution Assesment
Finance Slides
Implementation
Risk Slides
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Legend
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WIP
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EXAMPLE
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TEMPLATE
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ESTIMATE
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CONCEPTUAL
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HYPOTHETICAL
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FOR DISCUSSION
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INTERNAL USE ONLY
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4. Standard Slides

5. Sub-headline
Sub-headline

6. Sub-headline 1
Generics are winning market shares and squeezing margins 2
Generics are winning market shares and squeezing margins 3
Generics are winning market shares and squeezing margins

7. 1
Cost reduction minimizing the costs of research and development through external 2
Productivity increase involvement of outside, complementary knowledge leads 3
Differentiation BI can utilize external and internal sources of knowledge and

8. Front Page

9. Title
Sub Title
Copenhagen Business School Name | Name | Name | Name

10. Title International Business Case Competition
Name | Name | Name | Name

11. SCQA / Executive

12. Setting the stage Situation A COMPLICATION B QUESTIONS C SLIDE 2
ANSWER
Engage
Enhance
Expand

13. Answer Slide 1 2 3 This three-fold strategy will …
ENABLE
ENGAGE
EXPAND
This three-fold strategy will … 1 2 3
Enable digital distribution of full-scale EA games through EA Online
EA Online will be a new platform which is created
Engage the Chinese market with EA Online
Focus on China and Korea as these two countries have favorable demographics for the usage of digital distribution
Expand EA Online to the rest of the world
Promote the platform when markets become technologically ready for digital distribution

14. Transitions

15. Transition for insight slides01 02
The Company
The Market

16. 16
A G E N D A
INSIGHTS
SOLUTION
IMPACT
SUMMARY

17. Takeaway / Key Question
Ricco Animation
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18. Insights

19. Insight slide Product life cycle issues Shrinking margins Low ROI 1-2%
OUTDATED REVENUE STREAMS
UNSUSTAINABLE ACQUISITION STRATEGY
INEFFICIENT INNOVATION EFFORTS
Product life cycle issues
Shrinking margins
Low ROI 1-2%
Diversified portfolio
Expensive to acquire companies do to high valuations
No groundbreaking innovations and only 10% succeed
Acquisition strategy demoralizes employees

20. The Innovative Shopper
Customer Segments
Age Group
Explanation
Loyalty
Explanation
Price-consciousness
Explanation
Main challenge
Explanation
CRITERIA FOR MEDIA CHANNELS
The Aware Shopper
The Promotion-hunter
The Innovative Shopper
The Habitual Shopper
The Critical Shopper
Age group
17-35
35-44
17-35
44-50
55+
Loyalty
Price-consciousness
Main challenge
Environmentally conscious
Convenience seekers
Excited about trying new things
See no direct incentive to buy
Lack of trust in product claim

21. Where to Play

22. 1 2 3 Paste Logos Sub-headline
Generics are winning market shares and squeezing margins
$60
Paste Logos 2
Generics are winning market shares and squeezing margins
Price ( dollar/900g) 3
Generics are winning market shares and squeezing margins 1 5
Perceived Quality
Source: Euromonitor, momjunction.com

23. MARKET ATTRACTIVENESS PROPOSED FOCUS
Sub-headline
MARKET ATTRACTIVENESS
PROPOSED FOCUS
Size
Price sensitivity
Growth
Profitability
Bubble size = segment size
HIGH
PRIORITIZE
SEGMENT ATTRACTIVENESS
ABILITY TO COMPETE
Market share
Quality
Cost structure
Brand equity
BE AWARE
LOW
LOW
ABILITY TO COMPETE
HIGH

24. Appendix: Priority matrix on different segments
SEGMENT ATTRACTIVENESS
<300
1200<
<0%
[0-5%[
[5-10%[
[10-15%[
≥15%
MARKET SIZE
Size of the market in value
PROFITABILITY Contribution ratio in the individual segments
GROWTH Expected growth towards ‘20
PRICE SENSITIVITY
The degree to which price is important to customers No
Yes
To some degree
Low
High
Sub-headline
ABILITY TO COMPETE
SEGMENT ATTRACTIVENESS
HIGH
LOW
MARKET SHARE INTERNATIONALLY
Arla share of volume sold in the segment
COST STRUCTURE AGAINST COMPETITION The cost of production relative to competition
ABILITY TO COMPETE 0%
≥12%
High
Low
BRAND EQUITY How will entering the segment affect Arlas brand
Negatively
Positively
None
Same
]0.-4%[
[4-8%[
[8-12%[
PERCIEVED QUALITY OF CURRENT PORTFOLIO
How good are Arlas products?
Medium

25. Where to play 1
Generics are winning market shares and squeezing margins
1.3
B EUR 2
Generics are winning market shares and squeezing margins 3
Generics are winning market shares and squeezing margins

26. The expansion strategy of XX is based on three distinct steps1
2011
First step is China, where main focus areas are:
Local adaption
Target online consumer
Overcome IPR issues
2011
2012 2
2012
Second step is Korea. Korea is very similar to Chinese market – same areas of focus, and:
Expansion of titles
Monetization 3
Third step is WE and NA, where main focus areas are:
Attraction
Retention
Loyalty
The expansion is based on development in broadband capabilities
Strictly confidential
11/8/2018

27. Solution Assesment

28. Evaluation slide – Harvey Balls
Origin of company
Cultural preference
Business preference
Voted best for business
Price level
Price level of PC
Reliability
Protective features and stable performance
CRITERIA FOR MEDIA CHANNELS
Dell HP
Lenovo
Acer
Toshiba
Origin of company
American
American
Chinese
Taiwanese
Japanese
Business Preference
Stability
Price
Conclusion
Second best on preferences, but very competitive price.
Medium business preference, high price.
Best rated business computer, but also higher price.
Cheap, but not preferred by businesses.
Cheap, but not preferred by businesses.
Full
Empty

29. Solution assesment Increase revenue 1 2 3 4 5 Brick-and-mortar Heavy
Promotion
Line extension
New Segments
New Channels
Profitability
Risk
Business fit
Differentiation
Small
Large

30. Solution assessment slide
Financial impact
Internationalize operations
Lower prices
Ease of implementation
Collaborations
Acquire Arriva
Customer Journey
Real time
data
Customer Research
Pricing strategy
Loyalty Program
Company fit
Legend
Strong impact on all three dimensions 1
Generics are winning market shares and squeezing margins 2
Generics are winning market shares and squeezing margins 3
Generics are winning market shares and squeezing margins

31. Finance Slides

32. Key measurement for strategy impact
NPV
Payback Period
Key Assumptions A B C

33. Key Financials In base case, AGL will have NPV of $224 M
Main Costs Drivers
Plant: Similar plants requires CAPEX of $70-80 M.
Funding: 3 initiatives of $ annually.
TV campaign: Spend pr. year estimated $1.5 M for three years.
Key assumptions
Initial irreversible investment:
$90 M for plant + $40 M over 3 years for wages, commercials, funding of initiatives etc.
Gross margins up by 1% pr year
Opr. Cost pr. customer unchanged
Growth in customer base case:
by 2020 for electricity by 2020 for gas
Discount rate of 15%
In base case, AGL will face payback period of 3 years

34. Back up Slide for elaborating on cost types
COSTS
AMOUNT
EXPLANATION
TYPE OF COST
CAPEX
NEW PLATFORM
~22 M USD
Extra FTEs are needed to secure the right distribution network in Latin America.
RECURRING OPEX
86.4
~22 M USD
Extra FTEs are needed to secure the right distribution network in Latin America.
ONE-TIME CAPEX
SALES FTEs
OPEX
ONE-TIME OPEX
~22 M USD
Extra FTEs are needed to secure the right distribution network in Latin America.
COST 3
86.4
ONE-TIME OPEX
~22 M USD
Extra FTEs are needed to secure the right distribution network in Latin America.
COST 4

35. Implementation

36. Succesfull implementation relies on 3 must win battles
2017
2018
2019
2020
2021
2022
Camera technology R&D
Partnership
OPS
ABC
ABC
Must Win Battle 1
ABC
Must Win Battle 2
ABC
Must Win Battle 3
ABC
MUST WIN BATTLES
Must Win 1
Must Win 2
Must Win 3
INVESTMENT COSTS

37. Risk Slides

38. Mitigation Initiatives
Several risks and challenges have been identified and potential mitigation strategies suggested
Heat Map
Risk
Mitigation Initiatives 1
Partnership fails
We have several partnership opportunites
Our revenue stems from the added value of a partnership, not the specific terms of the deal
High
Impact1
Probability
High
Low 6 1 2
Support confusion 14 2
We need to communicate clearly who is in charge of support
Utilize current consultant services 16 6
Word of mouth not sufficient
It is more of an added bonus, we still control marketing towards new potential customers
Works well for customer retention
Based on Extensive Risk List
In Back-Up 14
OTT threatens One- Stop-Shop
We are targeting a market where OTT’s have little power
Companies prefer stable, reliable solutions 16
Impact too low
Telstra gains more than simply increased revenue
Huge indirect impact! Focus on growth
Team Analysis
1) Impact is measured as how much the risk affects the outcome

39. (How much does the risk affect the outcome)
Extensive risk slide
Impact
Probability
High
Low
No differentiation from competitors
Partnership fails 11 1 12
Cost oriented customers 2 3 5 11 2
Support confusion 3
Market not sufficient 13
Subsitution for mobile/tablet 4
No influence on patent
solutions 14
OTT threatens one-stop shop 6 8 13 9 14 15 1 4 16
Unclear communication 5 15
PC shipments declining 17 6
Word of mouth no effect 16
Impact too low 7
Cannot pass gatekeeper (sale) 7 10 12 19 17
Aussie/Asian barriers 8
Customers indifferent between brands 18 9
No uniform implementation phase 10
Misunderstanding of comsumer preferences
(How much does the risk affect the outcome)
Team Analysis
Back-Up