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Graphic . Graphic SEM .
.
Graphic Wizard- Make your idea more clearly
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255255255
000
114114114
629
200
120137251
199205253
102153
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140200
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255102
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255153
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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
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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
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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
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Insert textInsert textInsert textInsert text
Insert text
Insert text Insert text
Insert text Insert text
Insert text Insert text
Insert text
PROCESS
Insert text Insert textInsert text Insert text
Insert text
Insert textInsert text
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PROCESS
Text Text Text Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
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Insert text
Key
Decision
Point
Insert text
Key
Decision
Point
Insert
text
Text
Insert text
Text
TextText
Text
Text
Text
PROCESS
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Text
TextTextTextTextTextText
Text
Text
Text
Text
TextTextText
Insert text
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Insert text
PROCESS
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TextText
Text TextText Text
Text
TextText
Insert textInsert textInsert text
Insert textInsert textInsert text
PROCESS
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Insert textInsert textInsert textInsert text
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PROCESS
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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!
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Insert text
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PROCESS
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Insert text
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Insert text
OperationalSupported
AdviserChannel
Inserttext
PROCESS
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PROCESS
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Insert textInsert text
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PROCESS
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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
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Insert text Insert text Insert text
PROCESS
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TextText
TextText
TextText
TextText
PROCESS
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Inserttext
Inserttext
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PROCESS
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Insert text
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PROCESS
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Insert text
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Inserttext
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Inserttext
PROCESS
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PROCESS
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Insert textInsert text
Insert textInsert text Insert textInsert text Insert textInsert text
STRUCTURE
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Text
Text
Text
Text
Text
Text
Text
TextText
TextText
TextText
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Text
STRUCTURE
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STRUCTURE
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STRUCTURE
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Insert textInsert text
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STRUCTURE
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Insert text
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Insert
text
Insert
text
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CONCEPT
- HIERARCHY
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Insert text
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CONCEPT
- INTERACTION
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CONCEPT
- INTERACTION
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CONCEPT
- INTERRELATIONSHIP
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CONCEPT
- INTERRELATIONSHIP
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Label 1 Label 2
Label 3
Label A
Label B Label C
CONCEPT
- INTERRELATIONSHIP
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CONCEPT
- INTERRELATIONSHIP
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CONCEPT
- INTERRELATIONSHIP
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CONCEPT
- CONCEPTUAL FLOW
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CONCEPT
- CONCEPTUAL FLOW
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CONCEPT
- CONCEPTUAL FLOW
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Insert text
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CONCEPT
- CONCEPTUAL FLOW
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CONCEPT
- CONCEPTUAL FLOW
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CONCEPT
- CIRCUMVENT
CONCEPT
- PIPELINE
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Text Text
Text Text
Text Text
CONCEPT
- BALANCE/LEVERAGE
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CONCEPT
- BALANCE/LEVERAGE
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text
CONCEPT
- FORCES
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CONCEPT
- FORCES
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CONCEPT
- FORCES
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CONCEPT
- FORCES
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Text
Text Text
Text
Text
Text
Text
CONCEPT
- FORCES
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CONCEPT
- FORCES
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CONCEPT
- FILTERS/SCREENS
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Text
Text
Text
Text
Text
Text Text
Text
Text
Text
Text
Text
CONCEPT
- SEGMENTATION
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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
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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
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TIMING
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LOCATION
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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
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COMPARISON
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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
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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
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ARROWS
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MORE ARROWS
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MORE ARROWS
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Label Label
Label Text goes here
Bulleted if
necessary
Text goes here
Bulleted if
necessary
Label Text goes here
Bulleted ifnecessary
Text goes here
Bulleted ifnecessary
Label
Text goes here
Bulleted ifnecessary
Text goes here
Bulleted ifnecessary
Label
Text goes here
Bulleted if
necessary
Text goes here
Bulleted ifnecessary
Text goes here
Bulleted ifnecessary
Chart Title
Chart
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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
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Text
TextText
Text
Text
Text
Text
Text
Text
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Text
Text
Text
Text
To-Be
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XXXXXX
XXXXXX
XXXXXX
XXXXXX
2
1
3
4
U it fSTICKER AND OTHERS
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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
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Unit of measure
* FootnoteSource: Source 74
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U it f
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* FootnoteSource: Source 76
TextTextText
Text TextText
4.9%
ReviewCRM
1
erformanceerformanceP
4.9%
Unit of measure
Opportunit
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Unit of measure
* FootnoteSource: Source 77
Text
Text
Text
DHIcapabilities
Marketattractiveness
Objective Options
Opportunity
xxxx
xxxx
xxxx
xxxx
xxxxxx
Text
Unit of measure
Marketing/Sales
Execution process
Contract
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Unit of measure
* FootnoteSource: Source 78
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
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Unit of measure
* FootnoteSource: Source 79
management team
ReportingRiskmanagement/Qualitygates
Riskfighting
Knowledge/ HR
Unit of measure
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Unit of measure
* FootnoteSource: Source 80
xxx xxxx xxxxxxxx
tructuretructure onductonductExternal
shockS C erformanceerformanceP
xxxx
xxxxx
XXXXX
xxxxx
xxxx
X
XXXX
Header Header Header Header
Header Header
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Unit of measure
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Unit of measure
* FootnoteSource: Source 82
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Unit of measure1 t 2 d
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Unit of measure
* FootnoteSource: Source 84
Hankook
HuvisHyosun
g
1st screening
2nd screening
Marketshare
4
4
R&D/specializedproducts
Synergies
*4
Willingnessof theother party
4 4 4
Unit of measure
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Unit of measure
* FootnoteSource: Source 85
GR=169.3
% CAGR9.2%
Unit of measure
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Unit of measure
* FootnoteSource: Source 86
Horizon 1Extend anddefend corebusiness
Horizon 2Buildemergingbusinesses
Horizon 3Create vehicleoptions
1-2 4-6 8-10
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Unit of measureMAPS
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Unit of measure
* FootnoteSource: Source 88
Unit of measure
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* FootnoteSource: Source 89
http://dgl.microsoft.com/mgnsrv.dll?1,en,PE03082_8/6/2019 Graphic Template
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graphic layouts > graphs
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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
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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.
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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.
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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?
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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Column graph, 1 data series
CAGR
1995-1999
xx%
AxisTitle
Axis Title0
5
10
15
20
25
30
35
1995 1996 1997 1998E 1999E
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
Column 1Column 2Column 3Column 4Column 5
Key
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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%
Source: Whats the source?
Title, Time PeriodSubtitle
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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%
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Title, Time PeriodSubtitle
Dataset 1
Dataset 2
Source: Whats the source?
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Waterfall chart, double step
20
20
20
20
20
20
20
1140
0
20
40
60
80
100
120
140
AxisTitle
Axis Title
Title, Time PeriodSubtitle
Dataset 1
Dataset 2
Source: Whats the source?
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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Basic line graph without data labels or markers
Source: Whats the source?
Title, Time PeriodSubtitle
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%
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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%
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Often a stacked column is preferred to a pie graph
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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
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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.
Source: Whats the source?
Title, Time PeriodSubtitle
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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
Source: Whats the source?
Title, Time PeriodSubtitle
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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
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Radar graph
0
30
601998
1999
20002001
2002
Source: Whats the source?
Title, Time PeriodSubtitle
Category 1
Category 2
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Doughnut graph
25
2525
2525
2525
25
25
2525
25
Data Label Data Label
Data Label Data Label
Chart Title
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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
Text goes here
Bulleted if necessary
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Two-by-two matrix with labels in boxes
Label Label
Label Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Label Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Chart Title
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Three-by-two matrix with labels centered
Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Text goes here Bulleted if necessary
Label
Label
Label Label
Label
Label
Label
Chart Title
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Three-by-three matrix with labels in boxes
Label Label
Label
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Label
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Label
Text goes here
Bulleted ifnecessary
Text goes here
Bulleted ifnecessary
Label
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here
Bulleted ifnecessary
Chart Title
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Eight-by-three matrix with labels in boxes
Label
Label Text goes here
Label Text goes here
Label Text goes here
Label Text goes here
Label Text goes here
Label Text goes here
Label Text goes here
Label 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
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
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Four-by-five matrix with label in boxes
Label Label Label Label Label
Label Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Label Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Label Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Label Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Text goes here Bulleted if
necessary
Chart Title
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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
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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
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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
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
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
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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
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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
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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
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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
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
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Five-segment value chain with text
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
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
Chart Title
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VALUE AND ACTIVITY CHAINSgraphic layouts > diagrams
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Four-box activity chain
Step 1 Step 2 Step 3 Step 4
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
Bullet
Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
Chart Title
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Five-box activity chain
Step 1 Step 2 Step 3 Step 4 Step 5
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
Bullet
Sub-bullet Sub-bullet
Bullet Sub-bullet Sub-bullet
Bullet
Sub-bullet Sub-bullet
Bullet Sub-bullet Sub-bullet
Chart Title
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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 Sub-bullet
Sub-bullet
Bullet
Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet Sub-bullet
Chart Title
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Five diagonal boxes
Step 1
Step 2
Step 3
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet Sub-bullet
Step 4
Step 5
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
Bullet Sub-bullet Sub-bullet
Bullet Sub-bullet Sub-bullet
Chart Title
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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
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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
Sub-bullet Sub-bullet
Bullet
Division B
Bullet
Sub-bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet Sub-bullet
Bullet
Bullet
Sub-bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet Sub-bullet
Bullet
Bullet
Sub-bullet Sub-bullet Sub-bullet
Bullet Sub-bullet
Sub-bullet Sub-bullet
Bullet
G tt h t/ti li di
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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
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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
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Eight influencing factors
Factor 1
Factor 8
Factor 7
Factor 2
Factor 6
Factor 3
Factor 4
Factor 5
The Main
Issue
Alli
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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
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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
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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
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Multi-layer pyramid
IntermediateLevel
Upper-
Middle
Upper
Top
Foundation
Top
Upper
Intermediate
Level
Foundation
Upper Middle
Four piece puzzle (assembled)
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Four-piece puzzle (assembled)
Two piece puzzle (disassembled)
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Two-piece puzzle (disassembled)
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Three interlocking circles
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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
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Three overlapping circles
Enterprise
Resource
s
Sell and
Support
Buy and
Supply
Radar screen
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Radar screen
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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
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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
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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.
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Message
Presentation Title | Confidential | Document Id
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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
Presentation Title | Confidential | Document Id
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Unit of measure
* Footnote
Source: Sources
171
BAR
50
40
30
20
10
Label 1
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2
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BAR 2
50
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20
10
TitleUnit of measure
Label 1
Label2
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Label
4
Label 5
50
40
30
20
10
TitleUnit of measure
Label 1
Label2
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Label
4
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BAR 3
40
30
20
10
5
TitleUnit of measure
Label 1
Label2
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Label
4
Label 5
40
30
20
10
5
TitleUnit of measure
Label 1
Label2
Label 3
Label
4
Label 5
40
30
20
10
5
TitleUnit of measure
Label 1
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Label
4
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BAR BUTTED
40
30
20
10
5
50
40
30
25
15
55
50
45
30
25
Label 1
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Label4
Label 5
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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
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BUBBLE
0
100
200
300
400
500
600
700
0 50 100 150 200 250
Label 2
Label3
Label 4
Label5
Label 1
Label6
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TitleUnit of measure
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COLUMN
20
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40
50
60
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COLUMN 2
20
30
40
50
60
TitleUnit of measure
20
30
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50
60
TitleUnit of measure
Label1
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COLUMN 3
20
30
40
50
TitleUnit of measure
Label Label
Label
Label
20
30
40
50
TitleUnit of measure
Label Label
Label
Label
20
30
40
50
TitleUnit of measure
Label Label
Label
Label
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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
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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
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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
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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%=
TitleUnit of measure
TitleUnit of measure
Message
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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
TitleUnit of measure
TitleUnit of measure
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ARROWS
Text
Text
Text
Text
Text
Text
Text
Text
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LEVEL 1
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LEVEL 2
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LEVEL 3
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LEVEL 4
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LEVEL 5
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LEVEL 5
text
Text
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Text
Text
Text
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Text Text
Header Header
PPT FLOW 2
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PPT FLOW 2 TITLE
Text Text Text
Header Header
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PPT FLOW 3
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Text
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PPT FLOW 3 TITLE
Text Text Text
Header Header
Text
Header
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PPT FLOW 4
Text Text
Header Header Header Header
Text Text
Message
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PPT FLOW 4 TITLE
Text Text
Header Header Header
Text
Header
TextText
Message
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PPT FLOW 5
Text Text
Header Header Header Header Header
Text Text Text
Message
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PPT FLOW 5 TITLE
Text Text
Header Header Header Header
Text
Header
Text Text Text
Message
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PPT FLOW 6
Text Text
Header Header Header Header Header Header
Text Text Text Text
Message
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PPT FLOW 6 TITLE
Text Text
Header Header Header Header
Text
Header Header
Text Text Text Text
Message
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PPT FLOW 7
Text Text Text Text Text Text Text
Header Header Header Header Header Header Header
Message
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Text Text Text Text Text Text Text
Header Header Header Header Header Header Header
Text
PPT FLOW 7 TITLE
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WORD FLOW 2
Header Header
Text Text
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WORD FLOW 3
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Text Text Text
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WORD FLOW 4
Header Header Header Header
Text Text Text Text
Message
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WORD FLOW 5
Header Header Header Header Header
Text Text Text Text Text
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WORD FLOW 7
Header Header Header Header Header Header Header
Text Text Text Text Text Text Text
Message
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BLADES
Te
xt
Text
Tex
t
Text
Message
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BOX
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BOX
Text Text
TextText
Message
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CYCLE 1
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CYCLE 1
Text
Text
Text
Message
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CYCLE 2
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CYCLE 2
Text Text
Message
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CYCLE 3
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CYCLE 3
Text
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Text
Message
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CYCLE 4
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Text
Text
Text
Text
CYCLE 4
Message
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CYCLE 5
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CYCLE 5
Text
Text
Text
Text
Text
Message
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CYCLE 6
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CYCLE 6
Text
TextText
Text
TextText
Message
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CYCLE 7
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CYCLE 7
Text
TextText
Text
Text
Text
Text
Message
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CYCLE 8
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CYCLE 8
Text
Text Text
Text
Text
TextText
Text
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Message
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INCOMING
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INCOMING
Text
Text
Text
Text
Text
Text
Message
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RIBBON
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RIBBON
Text
Text
Text
Text
Text
Message
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RING
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TextText
Text
Text
Text
Message
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UPON 2
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Text
Text
Message
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CONTINUOUS
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Text
Text Text
Text Text Text
TextText
Message
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CUTOUT
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Text
Text
Text
Message
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DIVERGE
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Text
Text
Text
Message
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LINEAR A
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Text
Text
Text
Message
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LINEAR B
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Text
Text
Text
Text
Message
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LINEAR C
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231
Text
Text
Text
Message
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LINEAR D
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Text
TextText
Message
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LINEAR E
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233
Text Text Text Text
Message
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LINEAR F
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Text
Text
Text
Message
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LINEAR G
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TextText
Text
Message
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LINEAR H
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Text
Text
Text
Text
Message
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LINEAR I
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Text Text
Message
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LINEAR J
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Text
Text
Text
Text
Message
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LINEAR K
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Text
Text
Text
Text
Text
Text
Message
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LINEAR N
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Text Text Text Text
Message
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LINEAR P
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Text
Text
Text
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Message
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PROPELLER
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Text
Text
Text
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Message
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2 ON 1
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Text
Text
Text
Text
Message
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5 ON 6
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Text
Message
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AGAINST
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Text
Text
Text
Text
Text
Text
U i f
Message
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AROUND
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Text
Text
TextText
Text
Text
U it f
Message
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AT WORK
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Text
Text Text Text
Text
U it f
Message
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FORCES AT WORK
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Text
Text Text Text
Text
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Message
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COUPLED VERT
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Text
Text
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Message
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FOCUSED
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Text Text
Text Text
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Message
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PARALLEL
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Text
Text
Text
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Message
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SPLIT
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Text
Text
Text
Text
Text
Text
Text
Text
Unit of measure
Message
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TWISTED
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Text
Text
Unit of measure
Message
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UP & DOWN
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Text Text
Unit of measure
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2S-5S
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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
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3Cs TRIANGLE
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259
Customer
Clients
Distributors
Competitors
Suppliers
Unit of measure
Message
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3S-4S
The organization chart and
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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
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Unit of measure
Message
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BUSS PORTFOLIO
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Competitivepo
sition
Low
Medium
High
Product/market attractiveness
Low Medium High
Unit of measure
Message
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CHANGE BOARD
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U t o easu e
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Capability
Individualactivity
Enablingdevices
Commitment
Conviction
Courage
Change
vision
Chief
executive
Leadership
groups
Down the
line
Exte