PPT and Writing for Consulting
-
Upload
fizuli-nagisoylu -
Category
Documents
-
view
220 -
download
0
Transcript of PPT and Writing for Consulting
-
7/30/2019 PPT and Writing for Consulting
1/73
Basic Consulting Skills
Formula for Growth
- PowerPoint & Slideware
May 2012
-
7/30/2019 PPT and Writing for Consulting
2/73
2011 Deloitte S.A.Basic Consulting Skills1
Learning objectives and benefits of todays session
Possess the required tools and
techniques to be quickly operational
and effective on client projects in the
Deloitte consulting environment
Learn how to create effective slides byapplying basic layout rules, by selecting
the right chart for the right figures and
by using the appropriate consulting
wording
Objectives of the session By the end of this session you will
-
7/30/2019 PPT and Writing for Consulting
3/73
2011 Deloitte S.A.
PowerPoint & Slideware
-
7/30/2019 PPT and Writing for Consulting
4/73 2011 Deloitte S.A.Basic Consulting Skills3
Deloitte has specific templates, styles and formats to use when
communicating information both internally and externally
1. Externally
Clients are exposed to consistent documentation
even if the consultants themselves might change
Managers can read the slide and grasp the
message quickly
2. Internally
Work can be easily consolidated among a team
Time is saved that would otherwise have been
spent on slide formatting
Standardisedformats are usefulfor a number ofreasons
Our Bible - Timesaver :http://deloitteintranet/ShareBox/Present
ations/Timesaver%202011.pptx!
http://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptx -
7/30/2019 PPT and Writing for Consulting
5/73 2011 Deloitte S.A.Basic Consulting Skills4
A number of extra advantages strengthen the decision to use
PowerPoint
1. PowerPoint is the primary means ofcommunication
Both internally and externally
Both formally and informally
For printed reports and visual presentations
2. PowerPoint is easy to read
The font is large
The format is conducive to brevity and message
clarity
Helpful graphics can be added
3. Risk of using PowerPoint
Using PowerPoint for everything is not optimal:
detailed analysis should be supported by Word
documents, technical proposal,
Why PowerPoint?
-
7/30/2019 PPT and Writing for Consulting
6/73 2011 Deloitte S.A.Basic Consulting Skills5
The slides you
should never haveseen..
-
7/30/2019 PPT and Writing for Consulting
7/73
Key success factors
6
Preparation,planning and risk
management
Strong involvementby promoter and
knowledge transfer
Accountabilityfor deliveriesand decisions
Well definedfunctional andtechnicalbusiness
requirements
Smoothmigration
Because the TA functions impact the clientsof our client, no compromise should bemade as to the assurance that all risks areproperly addressed and that the timeline isdriven by delivery quality considerationsmore than by commercial factors
Detailed planning as the project progressesand proper formalization of requirementsand business specificities are key drivers ofsuccess
The key to detailed and completepreparation is to involve the appropriate
business experts to prepare requirements,test developments and sign off on results
It should not be seen as an IT project onlybut needs strong input from all functionsowners both at the receiving TA and at thepromoter, to precisely specify requirementsand define / agree the service model (evenif this may be done in several phaseincluding an interim operating model and
target operating model)
By all means the receiving TA shall bedriving the migration in all its phases(understand as is model,specify/develop new features andexecute the migration
However a strong commitment by thepromoter to accompany the migration,transfer knowledge and facilitateaccess to internal/external distributors,
fund accounting and custody is key
No project delivery shall be assuredunless strong commitment by businesslines and operational functions ownersto contribute to Work Streams tasksand deliverables
Actively monitory Work Streamsdeliverables
PMO and Steering Committee shouldhave the necessary seniority anddecision making power to unblocksituations as the case may be
How to read this?
-
7/30/2019 PPT and Writing for Consulting
8/73
2008 Deloitte
Les dfis en matire de fiscalitComplexits fiscales pan-europennes
Prsentation title7
Contrles et
Compliance
Publication des
chiffresfiscaux
Productiondes chiffres
journalierset annuels
Setup etparamtrage
Tests
Systmecomptable
Procdures etgestion de
projets
Documentation
Veillejuridiqueet fiscale
Optimisation desmoyens
Coordination
Partenairesefficaces
La fiscalit, unemcaniquecomplexe matriser:
What is the flow?
-
7/30/2019 PPT and Writing for Consulting
9/73
8
MD+2 MD+3MD-1 MD MD+1MD-3 MD-2
BAU Trades Settling with incumbent
BAU Trades settling with BP2S
Settlement
Date
Trade Date
TD TD SD SD
TD TD SDSD
Transition Trades and BAU Trades at BP2S(MD +3) = Settlement Date
(or usual market settlement period)
TD
MD-4
TD SD
MD+4 MD+5
SDTD
MondayFridayThursdayWednesdayTuesday FridayThursdayWednesdayTuesday Monday
TRANSFER INSTRUCTIONS WILL BESENT ON CLOSE OF BUSINESS MD - 1
(Weekend contingency and load up of
instructions
Migration Weekend
= Short dated transition positions i.e. UK Gilts
ImplementationManagementWhere do westand today?
-
7/30/2019 PPT and Writing for Consulting
10/73
Prsentation title 9
Market concentration Market spreading
Characteris-
tics
Small number of markets
high volume of sales to each
Large number of markets, low
level of sales to each market
(1) external =>
Factors favoring
adoption of thestrategy
(2) internal =>
Conditions for gaining high
volumes are present
High level of potential demand
Week, fragmented competitors
Concentrate significant resources ona small number of markets
Accept higher degree of dependence
on key international markets
Products in their early or late
phase of the product life cycle.
Difficult to gain high volume of
sales to any of market, due to
either low levels of demand or
intensity of competition.
Company unwilling to over-
commit to a single market, and
wishes to spread risk of sales
instability
Potential
difficulties
Danger of concentrating on
unattractive markets, impact of
changing levels of economic activity
in key markets
Unable to achieve significant
presence, and loss of potential
sales through spreading efforts
too thinly
Nice colors.
-
7/30/2019 PPT and Writing for Consulting
11/73
10
Impact on the choice of the DTC and CPC locations
Switzerland impose strict conditions for informing clients in caseof outsourcing. This means that:
Switzerland may keep its back office and data processingactivities at home to avoid any potential commercial risk
Luxembourg regulator does not allow the outsourcing of back officeactivities. This means that:
Luxembourg may centralize back office activities and dataprocessing for all countries except for Switzerland to get roundthis legal constraint
Colors are back
-
7/30/2019 PPT and Writing for Consulting
12/73
2007 Deloitte SA
This presentation was created for Brown Brothers Harriman and is not for further external dissemination to any third parties. The contents are as per the latest publiclyavailable information as analysed by Deloitte on a best endeavours basis. The information is not legally binding and is for illustrative purposes only.
11
The Approach to Fees
Core Services
Initial Registration Services*
One-off fixed fee per umbrella fund.
Registration of Additional New Sub-Funds*
One-off fixed fee per sub-fund in existing countries of distribution.
Beneficial rates offered for simultaneous registration of new sub-funds
in multiple countries of distribution.
Post-Registration Services*
Annual fixed fee per country, per umbrella fund.
* Additional coordination fees may apply in those markets where a local adviser is required to be
involved in the registration process.
Easy to read?
I i ibl
-
7/30/2019 PPT and Writing for Consulting
13/73
2011 Deloitte S.A.Basic Consulting Skills12
Registration process
A fund-undertaking, that has notified the FSA in accordance with Chapter 1 Section 7 of the Act
(2004:46) on Investment Funds, is subject to FSAs supervision and shall pay an annual fee of 5000 SEK(+-427 EUR).
5) Requirement to appoint a local agentA foreign collective investment undertaking which is domiciled within the EEA may market and sell units
in the undertaking in Sweden but must effects the measures necessary in order to be able, in Sweden,
to:
make payments to unit holders;
redeem units; and
provide any and all information required of the undertaking pursuant to regulations applicable in the
home state.
There is NO need for a foreign UCITS doing cross-border public distribution in Sweden to have a local
distributor NOR a local paying agent in Sweden. These functions can be performed by foreign entities
outside of Sweden, provided these hold the relevant passports/authorizations (that they can formally actas distributor or paying agent in their home country) .
However, there is the requirement to have a local representative in Sweden, because the investors, in
particular private investors, must be given the opportunity to address to a local entity/person in Sweden
for any issue they might have regarding their holding and they must be given the opportunity to send
their transaction instructions to a representative of the fund in Sweden.
The copy of the representative agreement has to be sent to the regulator together with the notification
file.
Is it possible toput more
wordsin caseanybody read
-
7/30/2019 PPT and Writing for Consulting
14/73
2011 Deloitte S.A.Basic Consulting Skills13
the examples are not
the type of slide I am
doing
-
7/30/2019 PPT and Writing for Consulting
15/73
2011 Deloitte S.A.Basic Consulting Skills14
1. Value proposition
Deep expertise in pricing:
500 experienced pricing practitioners worldwide of which 150 in Europe
Strong pricing references in the Postal sector, especially in strategic development, modelling and change
management related to operational implications
Pricing improvement recommendations based on executable strategy learned from real implementations.
Increased focus on change management that accelerates benefits from implementation
Trusted working relationships with The Post:
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management and system strategy
Independent advice to The Posts business community, irrespective of downstream IT / technology implications
Multidisciplinary firm with all relevant knowledge:
Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence, Internal Control /
Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints
Access to an extensive set of external resources as input for understanding market and customer evolutions
(financial / company information, press researches and news content on segment and company info and trends,
business process analysts reports of both industries and companies)
Commitment with regard to the success of this project:Strong, well-balanced and broadly skilled team with expertise in both pricing and postal industry
Collaborative work style that provides the highest quality client service
BEFORE
Developed on
-
7/30/2019 PPT and Writing for Consulting
16/73
2011 Deloitte S.A.Basic Consulting Skills15
Deep expertise inpricing
Strength inimplementation
Competitive andflexible pricing
500 experienced pricing practitioners worldwide 150 in Europe
Strong pricing references in the Postal sector, especially in strategic development, modelling
and change management related to operational implications
Increased focus on change management that accelerates benefits from implementation
Trusted workingrelationships withThe Post
Multidisciplinaryfirm with legaland tax
Value proposition Deloitte key strengths
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management
and system strategy
Independent advice to The Posts business community, irrespective of downstream IT /
technology implications
Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence,
Internal Control / Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints
Access to an extensive set of external resources as input for understanding market and customerevolutions (financial / company information, press researches and news content on segment and
company info and trends, business process analysts reports of both industries and companies)
Deloitte core expertise is to switch strategic vision into implementation with a structured
methodology and people on the ground to deploy recommendations
Pricing improvement recommendations based on executable strategy learned from real
implementations
Collaborative work style that provides the highest quality client service
Deloitte fee sare significantly below traditional Management Consulting players
Deloitte pricing is flexible to cope with spot demands from the client after the project
next slide
AFTER
1
2
3
4
5
-
7/30/2019 PPT and Writing for Consulting
17/73
2011 Deloitte S.A.Basic Consulting Skills16
2. Context
The postal and logistics market is rapidly changing, new competitors are entering the market and
customer needs are shifting. In particular, the liberalization of the postal market will bring new
challenges for the Post
The strategic project RAINBOW has been started to prepare the Belgian Post to the challenges of the
competition and to sharpen its competitive readiness.
The Belgian Posts Management recognizes that the pricing is one of the most important levers. So far
the pricing policy was built with the objectives to maximize volumes, without concern if the approachwas maximising profit or not.
Amongst others, the RAINBOW project includes the fundamental reengineering of current pricing
policy. The Belgian Post decided to outsource this strategic activity to an external consulting company.
The present document includes how Deloitte proposes to support the Belgian Post and presents
Deloitte experience and capabilities. Deloitte will specifically bring experience and expertise from pastprojects, best practices and tools.
BEFORE
AFTER
-
7/30/2019 PPT and Writing for Consulting
18/73
2011 Deloitte S.A.Basic Consulting Skills17
2. Context
Situation Complication Resolution
BPG is benefitting from amonopoly position on addressed
mail under 50 gr till 2011 which is
the major product allowing BPG to
realize a yearly EBITDA between
EUR 200 and 250 millions
BPG has launched during the last
decade many initiatives tosuccessfully improve its
operations and be prepared to
face liberalization
TNT post is already having a
complete distribution network
thanks to its acquisition of BD
which is currently distributing
unadressed mail
Mail consolidators are already
active and reinject their volume
into BPG
The strategic projectRAINBOW has been started
to prepare the Belgian Post to
the challenges of the
competition and to sharpen its
competitive readiness.
The Belgian Posts
Management recognizes thatthe pricing is one of the most
important levers including:
- Strategic pricing:identifying defensive moves
to prevent competitors to
enter the market
- Tactical pricing: identifybest strategy to minimize
competitor impact through
pricing policy
The liberalization of Postalmarkets will create new
challenges for BPG with
competitors with different business
models:
- New competitors with different
business model that would
target most profitable
segments (e.g. Consolidators,
low cost)
- E-substitution that decreases
the overall volume of mail
- Asymetric competition that
obliges the post to serve the
entire territory with a high
level of service (Delivery 5
times per week) while the new
competitors will not have thesame constraints
AFTER
-
7/30/2019 PPT and Writing for Consulting
19/73
2011 Deloitte S.A.Basic Consulting Skills18
3. Specific challenges 1/2
New product and pricing strategy should enable to deal with the challenges
coming from the liberalization of the postal market:
Risk of potential reduction in value and customer churn due to increased
competition: Significant competition pressure is expected on the big price difference between administrative mail and direct
(especially for administrative mail items for which the D+1 delivery is far from being paramount).
Risk of value destruction resulting from the consolidation effect on volume discounts (result of a regulatoryobligation to offer the same tariffs to the intermediaries in the business of consolidation as for the direct clients
for the same service).
Risk to lose price sensitive customer segments to the new entrants offering a lower price in exchange to lower
service level. Challenge is how to offer new services at sufficiently lower prices and remain cost based to retain
price sensitive customer segments.
Risk to lose current customers due to the removal of the contractual barrier 50 g and possible decision to merge
mail volume below 50 g with mail volume above 50 g, combining the volume discount and policy.
Risk of profitability crisis in the provision of letter service due to e-substitution: A massive shift from traditional postal products to digital solutions.
Challenge is how to integrate e-services in the existing product portfolio and gain a viable market share without
stimulating own cannibalization.
BEFORE
BEFORE
-
7/30/2019 PPT and Writing for Consulting
20/73
2011 Deloitte S.A.Basic Consulting Skills19
3. Specific challenges 2/2
Risk of losing revenues due to the manipulation of terminal dues system:
Significant manipulations of the terminal dues systems, i.e. ABA, ABC re-mailing can be done to reduce theoverall charges/costs of mails. Its illegitimate business, but it can be difficult to prove and detect especially in
open market
Risk of asymmetric market equilibrium due to still strict regulations of
historical postal operators after liberalization process: Risk of competitors cost advantage due to the possibility to choose their service level while historical postal
operators will be submitted to the constraints of the Universal Service (mail delivery 5 times a week everywhereon the territory).
Challenge is to be compliant with the legal and regulatory requirements applicable to the Pots pricing policy:
Specific constrains apply to the products classified USO and for products where the Post holds a dominant
position.
For all commercial products State aid law requires that pricing methodology complies with the principle of
no cross-subsidization.
Trade practices regulations prohibit pricing below cost.
BEFORE
AFTER
-
7/30/2019 PPT and Writing for Consulting
21/73
2011 Deloitte S.A.Basic Consulting Skills20
3. Liberalization challenge is to mitigate 4 major risks
Risk of profitability crisis in the provision of
letter service due to e-substitution:
A massive shift from traditional postal products to
digital solutions Challenge is to integrate e-services in the existing
product portfolio and gain a viable market share
without stimulating own cannibalization
Risk of losing revenues due to the manipulationof terminal dues system:
Significant manipulations of the terminal dues
systems, i.e. ABA, ABC re-mailing can be done to
reduce the overall charges/costs of mails
Risk of potential reduction invalue and customer churn due toincreased competition:
Significant competition pressure
price (difference between
administrative mail and direct) Risk of value destruction
(consolidation effect on volume
discounts)
Risk to lose price sensitive
customer Challenge is to offer new
services at lower prices segments
Risk to lose current customers
(removal of the contractual barrier
50 g)
Risk of asymmetric marketequilibrium due to still strictregulations of historical postaloperators after liberalization
process:
Risk of competitors costadvantage (possibility to choose
their service level while historical
postal operators submitted to the
constraints of the Universal
Service)
Challenge to be compliant with the
legal and regulatory requirements
applicable to the Pots pricing
policy (USO constraints, no cross-
subsidization for State Aid Law,Prohibition of pricing below cost)
Postal market liberalization
-
7/30/2019 PPT and Writing for Consulting
22/73
2011 Deloitte S.A.Basic Consulting Skills21
Ok, point taken.so
what are the overall
rules
-
7/30/2019 PPT and Writing for Consulting
23/73
2011 Deloitte S.A.Basic Consulting Skills22
Superlatives, judgmental words and pronouns
should be banned: unless checked, they tend to
take over
Unless you can quantify your claims beyond a
doubt, remove superlatives from your
presentation
Examples : most, superior, best, maximum,
optimal, minimum, fastest, unsurpassed, shortest,
unrivaled, easiest, highest, least, unique, big,
small, important
A lot, really and very
those words typically do nothing to strengthen
your messages instead, quantify them. Don'tleave room for guess in your presentation. Make
your messages extremely clear and compelling
with no room for confusion
Write your key messages in the active voice, not
the passive voice, it does command action
Consulting wordingThe words to avoid in a presentation: make sure every word is there for areason
Nothing is intrinsically wrong
with any of the preceding words,
they are all used in spoken and
written communication (for
example, "This is the fastest
way to do that.") But in
deliverables or proposals, they
are suspect, and you should use
them sparingly, if at all.
Instead of promising an "optimal
solution for reducing customer
complaints," say, "We will
reduce customer complaints by
9% in 90 days." Then amplify in
the proposal exactly how you
will achieve that reduction
Do not use..
-
7/30/2019 PPT and Writing for Consulting
24/73
2011 Deloitte S.A.Basic Consulting Skills23
and what are the
tips and tricks to
make it better
-
7/30/2019 PPT and Writing for Consulting
25/73
2011 Deloitte S.A.Basic Consulting Skills24
6 Usage of charts
Golden tips/rules
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
B i l l
-
7/30/2019 PPT and Writing for Consulting
26/73
2011 Deloitte S.A.Basic Consulting Skills25
Font: The default font is Arial and should be
applied to the whole slide
Titles: Always in sentence case and in Arial
Bold Major Text:
Body text is never attached to a master slide
Bullets are always sized to 100% and
always the same color as the text
Alignment:All text boxes and objects are
aligned and distributed equally For shape use function do not auto- fit
Basic layout rulesAnd principles applicable to all slides
General Slide Setup
H t k lif i d lid b tt
-
7/30/2019 PPT and Writing for Consulting
27/73
2011 Deloitte S.A.Basic Consulting Skills26
How tos: make your life easier and your slides better
How to customize the toolbar (1/2)
What is the ribbon?
Where to find the option?
H t k lif i d lid b tt
-
7/30/2019 PPT and Writing for Consulting
28/73
2011 Deloitte S.A.Basic Consulting Skills27
How tos: make your life easier and your slides better
How to customize the toolbar (2/2)
-
7/30/2019 PPT and Writing for Consulting
29/73
2011 Deloitte S.A.Basic Consulting Skills28
Your turn now!
How tos: make your life easier and your slides better
-
7/30/2019 PPT and Writing for Consulting
30/73
2011 Deloitte S.A.Basic Consulting Skills29
How tos: make your life easier and your slides better
Group function (incl. Ctrl function)
1. Select the shapes you want to group
(either with the mouse cursor or theCtrl function)
2. Select the group function in the toolbar
The F4 buttonrepeats the last
action performed
How tos: make your life easier and your slides better
-
7/30/2019 PPT and Writing for Consulting
31/73
2011 Deloitte S.A.Basic Consulting Skills30
Align all text boxes and
shapes
How to s: make your life easier and your slides betterHow to align shapes and boxes
Not aligned Not aligned
Not aligned
Not aligned
CORRECTWRONG
AlignAlignAlign
Align
Example:
How to align and distribute text boxes and objects:
Select the text boxes and/or the shapes you wish to align and distribute, go in Arrange,
then Align, and then select one of the following options:
The align functionality
allows you to align objectsleft, center, right, top,
middle and bottom
The distribute functionality
allows you to make sure
space is allocated between
the objects
How tos: make your life easier and your slides better
-
7/30/2019 PPT and Writing for Consulting
32/73
2011 Deloitte S.A.Basic Consulting Skills31
Select the text in your text box, the ruler will appear:
How to s: make your life easier and your slides betterHow to align text
The align functionalityallows you to alignobjects left, center, right,top, middle and bottom
CORRECTWRONG
The align functionalityallows you to alignobjects left, center, right,top, middle and bottom
Example:
Then move the arrow underneath with your mouse
ShortcutsCtrl + Z = undoCtrl + Y = Redo
Ctrl + A = Select all
-
7/30/2019 PPT and Writing for Consulting
33/73
2011 Deloitte S.A.Basic Consulting Skills32
Your turn now!
Your turn to do it
-
7/30/2019 PPT and Writing for Consulting
34/73
2011 Deloitte S.A.Basic Consulting Skills33
Your turn to do it
1.Exercice:
2. Exercice
3.
Exercice
1. Align all the boxes so that they are:
all on one vertical line
distributed vertically
2. Align all the bullet points and numbers
3. Align horizontally the arrows with the
corresponding box
Slide master - Update the footer (1/4)
-
7/30/2019 PPT and Writing for Consulting
35/73
2011 Deloitte S.A.Basic Consulting Skills34
Slide master Update the footer (1/4)
On the View tab, in the Presentation Views group, click Slide Master
Be careful!
Any changes you make in the Master view will be reflected on every slide to which
the change layout is applied
Slide master - Update the footer (2/4)
-
7/30/2019 PPT and Writing for Consulting
36/73
2011 Deloitte S.A.Basic Consulting Skills35
Slide master Update the footer (2/4)
Select the first slide on the left panel (Deloitte Slide Master)
In the Slide pane, update the
footer text box with your ownpresentations name
Slide masterUpdate the footer (3/4)
-
7/30/2019 PPT and Writing for Consulting
37/73
2011 Deloitte S.A.Basic Consulting Skills36
S de aste p oote ( )
Close Master view
You did it!
If this did not work, the next page presents a different solution.
Slide master - Update the footer (4/4)
-
7/30/2019 PPT and Writing for Consulting
38/73
2011 Deloitte S.A.Basic Consulting Skills37
p ( )
On the Insert tab, in the Text group, click Header & Footer
In the window that appears,
check the Footer and update it
with your presentations title.
Then click on the Apply to All button.
Hope it worked this time
Slide master - Update the slide number (1/3)
-
7/30/2019 PPT and Writing for Consulting
39/73
2011 Deloitte S.A.Basic Consulting Skills38
p ( )
On the View tab, in the Presentation Views group, click Slide Master
Be careful!
Any changes you make in the Master view will be reflected on every slide to which
the change layout is applied
NEVER include a text boxin the main presentationto manually create your
slide number
Slide master - Update the slide number (2/3)
-
7/30/2019 PPT and Writing for Consulting
40/73
2011 Deloitte S.A.Basic Consulting Skills39
Select the first slide on the left panel (Deloitte Slide Master)
In the Slide pane, ensure the
slide number text box is included
Slide master - Update the slide number (3/3)
-
7/30/2019 PPT and Writing for Consulting
41/73
2011 Deloitte S.A.Basic Consulting Skills40
On the Insert tab, in the Text group, click slide number
In the window that appears,
check the Footer and update it
with your presentations title.
Then click on the Apply to All button.
Hope it worked this time
How tos: make your life easier and your slides betterD t t fit f h
-
7/30/2019 PPT and Writing for Consulting
42/73
2011 Deloitte S.A.Basic Consulting Skills41
Do not auto fit for shapes
To select the function do not auto- fit for shape, right-click on the shape involved,
select Format Shape, another window will appear. In the Text Box menu, select
Do notAutofit
How tos: make your life easier and your slides betterH t ti k k d idli (1/2)
-
7/30/2019 PPT and Writing for Consulting
43/73
2011 Deloitte S.A.Basic Consulting Skills42
How to remove tick marks and gridlines (1/2) How to remove gridlines:
Select the graph for which you need to remove gridlines, additional tabs in the menu will
appear:
In the Layout tab, select Gridlines , then Primary Horizontal Gridlines and then None
-
7/30/2019 PPT and Writing for Consulting
44/73
2011 Deloitte S.A.Basic Consulting Skills43
270
14
10
46
41
39
33
6
7
6
2
1
1
7
6
7
44
TOTAL
Director
Deputy Director
Head of Division
Chief Specialist
Lead Specialist
Specialist
Chief Engineer
Lead Engineer
Engineer/ Programmer
Senior Lawyer
Lead Lawyer
Chief Cashier
CashierLead Cash Collector
Cash Collector
Administrative & technical support
100%
26%
7%
1%
3%
42%
5%
16%
Basic layout rulesMake sure you do not forget to include important information
-
7/30/2019 PPT and Writing for Consulting
45/73
2011 Deloitte S.A.Basic Consulting Skills44
Include the legend if required onthe top right corner in font 10 not
bold
Put key messages and titles inBold, rest of content is not bold
Indicate footnotes with (*) withno more than 3 footnotes per
slide
Mention source per slide exceptagenda and title page
Include a page number (in the
slide master)
a
b
c
d e
Make sure you do not forget to include important information
a
b
c
d
e
Basic layout rulesFor chart slides always ensure
-
7/30/2019 PPT and Writing for Consulting
46/73
2011 Deloitte S.A.Basic Consulting Skills45
For axes on charts use no tickmarks nor gridlines
Figures on the graph belong to
the graph but labels should beseparate text boxes
For thousand use comma and dotfor decimal in English (dot forthousands and comma fordecimals in French)
Charts are always created usingPowerPoint 2007 chart feature. When
using figure data in graphs (pie, bar,column or line charts), check the
following points of attention:
a cb
For chart slides, always ensure
a
b
c
d
Basic layout rulesthat the data included in the slides is consistent
-
7/30/2019 PPT and Writing for Consulting
47/73
2011 Deloitte S.A.Basic Consulting Skills46
Make sure the numbers are
matching with previous slides
Make sure the totals on the slide
match
Use the right number ofdecimals and express it in
thousands / millions / billions if
required by large amounts
c
that the data included in the slides is consistent
Consistency in the graphs
a
b
c
Your turn to do it Charts
-
7/30/2019 PPT and Writing for Consulting
48/73
2011 Deloitte S.A.Basic Consulting Skills47
Revenues Net benefit HR
Company A 30 15 35
Company B 40 10 30
Company C 35 22 46
Company D 47 26 41
Company E 37 12 22
Use this data: To do this:
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
49/73
2011 Deloitte S.A.Basic Consulting Skills48
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
Content principles : your slide can be split up into 5 main areas
-
7/30/2019 PPT and Writing for Consulting
50/73
2011 Deloitte S.A.Basic Consulting Skills49
A slide is made of 5 main areas:
1.Title
2.Facts/statements/figures/reasoning, etc.
3.Conclusion
4.Source
5.Note
1
2 3
1 Make sure your title
gives the message of the
slide
Make sure to remain
factual in your reasoning
(can be based on
interviews, reports,
industry knowledge, etc.)
2
Make sure to place the
conclusion of your slide
always at the same place
3
5
4
Make sure to have a
source and the required
footnote (not more than
3)
4
Use this place to use
trackers, stickers,
legends
5
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
51/73
2011 Deloitte S.A.Basic Consulting Skills50
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
Principle of a trackerCONCEPTUAL
-
7/30/2019 PPT and Writing for Consulting
52/73
2011 Deloitte S.A.Basic Consulting Skills51
Typical trackersNOT EXHAUSTIVE
-
7/30/2019 PPT and Writing for Consulting
53/73
2011 Deloitte S.A.Basic Consulting Skills52
----
---
---
---
----
---
----
---
----
---
---- ---- ----
---- ----
----
---- ---- ---- ---- ----
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
54/73
2011 Deloitte S.A.Basic Consulting Skills53
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
Sample of stickers that might be usefulNOT EXHAUSTIVE
-
7/30/2019 PPT and Writing for Consulting
55/73
2011 Deloitte S.A.Basic Consulting Skills54
To use To avoid
ESTIMATES
ROUGH ESTIMATES
FOR DISCUSSION
CONCEPTUAL
NOT EXHAUSTIVE
REMINDER
Clients can not contest
the accuracy of data
Clients can not shoot on
the solidity of the
analysis behind
Mitigate the OK, this is
consulting bullshit
Clients know that it is
incomplete
Clients know that you
dont take him for a fool
using old slides
MIGHT BE WRONG
FOR YOUR EYES ONLY
ETC.
NOT VALIDATED
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
56/73
2011 Deloitte S.A.Basic Consulting Skills55
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
Avoiding bullet point slides by using shapes/arrows
-
7/30/2019 PPT and Writing for Consulting
57/73
2011 Deloitte S.A.Basic Consulting Skills56
2009DeloitteS.A.Deloittes FundRegistration Services15
Deep expertise in pricing:
500 experienced pricing practitioners worldwide of which 150 i n Europe
Strong pricing references in the Postal sector, especially in strategic development, modelling and change
management related to operational implications
Pricing improvement recommendations based on executable strategy learned from real implementations.
Increased focus on change management that accelerates benefits from implementation
Trusted working relationships with The Post:
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management and system
strategy
Independent advice to The Posts business community, irrespective of downstream IT / technology implications
Multidisciplinary firm with all relevant knowledge:
Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence, Internal Control /
Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints
Access to an extensive set of external resources as input for understanding market and customer evolutions
(financial / company information, press researches and news content on segment and company info and trends,
business process analysts reports of both industries and companies)
Commitment with regard to the success of this project:
Strong, well-balanced and broadly skilled team with expertise in both pricing and postal industry
Collaborative work style that provides the highest quality client service
1. Value propositionBEFORE
2009 DeloitteS.A.Deloittes FundRegistration Services41
Deep expertise inpricing
Strength inimplementation
Competitive andflexible pricing
500 experienced pricing practitioners worldwide 150 in Europe
Strong pricing references in the Postal sector, especially in strategic development, modelling and
change management related to operational implications
Increased focus on change management that accelerates benefits from implementation
Trusted workingrelationships withThe Post
Multidisciplinaryfirm with legaland tax
1. VALUE PROPOSITION DELOITTE KEY STRENGTHS
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management
and system strategy
Independent advice to The Posts business community, irrespective of downstream IT / technologyimplications
Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence,Internal Control / Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints
Access to an extensive set of external resources as input for understanding market and customerevolutions (financial / company information, press researches and news content on segment and
company info and trends, business process analysts reports of both industries and companies)
Deloitte core expertise is to switch strategic vision into implementation with a structured
methodology and people on the ground to deploy recommendations
Pricing improvement recommendations based on executable strategy learned from realimplementations
Collaborative work style that provides the highest quality client service
Deloitte fee saresign ificantly below traditional Management Consulting players
Deloitte pricing is flexible to cope with spot demands from the client after the project
Developed onnext slide
Description
2009 DeloitteS.A.PPT for Consultants40
1. VALUE PROPOSITION DELOITTE KEY STRENGTHS
Deep expertise inpricing
500 experienced pricing practitioners worldwide 150 in Europe
Strong pricing references in the Postal sector, especially in strategic development, modelling and changemanagement related to operational implications
Increased focus on change management that accelerates benefits from implementation
Strength inimplementation
Deloitte core expertise is to switch strategic vision into implementation with a structured methodology andpeople on the ground to deploy recommendations
Pricing improvement recommendations based on executable strategy learned from real implementations
Collaborative work style that provides the highest quali ty client service
Strength inimplementation
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management and systemstrategy
Independent advice to The Posts business community, irrespective of downstream IT / technologyimplications
Strength inimplementation
Deep knowledge of The Posts operating model, processes, tools and reporting architecture
Strong track record of successful projects at The Post in cost modelling, contract management and system
strategy
Independent advice to The Posts business community, irrespective of downstream IT / technology
implications
Strength inimplementation
Deloitte core expertise is to switch strategic vision into implementation with a structured methodology andpeople on the ground to deploy recommendations
Pricing improvement recommendations based on executable strategy learned from real implementations
Collaborative work style that provides the highest quali ty client service
Description
On top of it, it can be used as trackers
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
58/73
2011 Deloitte S.A.Basic Consulting Skills57
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
The right chart for the right figuresA chart is more revealing than raw numbers
Graphics make information easier to understand and remember:
-
7/30/2019 PPT and Writing for Consulting
59/73
2011 Deloitte S.A.Basic Consulting Skills58
Company A Company B Company C Company D
1980 10 8 6 5
1990 12 10 7 6
2000 14 13 9 7
2009 16 17 12 10
Graphics make information easier to understand and remember:
Raw data may be illustrated in different ways with one
main objective: supporting the message
The right chart for the right figuresSelecting the right chart is a 3-step process
1 2 3
-
7/30/2019 PPT and Writing for Consulting
60/73
2011 Deloitte S.A.Basic Consulting Skills59
Raw data contain many
messages, the first step is
to identify the content of
the message to be
released
1 2 3
IDENTIFY THE
MESSAGE
CHOOSE THE RIGHT
CHART FORM
EMPHASIZE THE
MESSAGE
The nature of the message will
determine 5 kinds of
comparison:
Component
Items
Time series
Frequency
Correlation
1
2
3
4
5
Focus on the aspect of the
data that should be
emphasized on by using
colours, arrows, lines, etc.
Pie chart is used to demonstrate component comparison
P ti l l
-
7/30/2019 PPT and Writing for Consulting
61/73
2011 Deloitte S.A.Basic Consulting Skills60
The sales manager spends only 15% of his time in the field
The largest share of total funds is allocated to manufacturing
Company A
Company B
Company C
Company D
No more than 6 components
If more than 6, select the 5 most important components and
group remainder in Other category
Position the most important segment against the 12oclock line and use the most contrasting color
Arrange the components from the largest to the smallest
Ensure the total is always 100%3
2
1
Practical examples
Tips
Bar chart is used to demonstrate item comparison
-
7/30/2019 PPT and Writing for Consulting
62/73
2011 Deloitte S.A.Basic Consulting Skills61
Region C ranks last in productivity
In August, 2 plants outproduced the other 6 by a wide margin
Company A
Company B
Company C
Company D
The space separating the bars is smaller than the width of
the bars
Use the most contrasting color or shading to emphasize theimportant item
To identify values, use either a scale at the top or numbersat the ends of the bars, not both
When showing numbers, round the figures and omit
decimals
3
2
1
Practical examples
Tips
4
Column/line charts are used to demonstrate time series comparison
-
7/30/2019 PPT and Writing for Consulting
63/73
2011 Deloitte S.A.Basic Consulting Skills62
Sales are forecast to increase over the next 10 years Our companys earning per share is declining
Column chartemphasizes levels or magnitudes and issuitable for data on activities that occur within a set period of
time (max. 7 periods)
Make sure the space between the columns is smaller than
the width of the columns
Use color or shading to emphasize one point in time more
than others
Line chart emphasizes movement and angles of change
and is suitable to show activities evolution from one time tothe next
Make sure than trend line is bolder than the baseline
To distinguish a trend l ine from others, use the most
contrasting color or the boldest solid line
Avoid spaghetti chart (many trend lines on a single chart)
2
1
Practical examples
Tips
1
2
-
7/30/2019 PPT and Writing for Consulting
64/73
2011 Deloitte S.A.Basic Consulting Skills63
Your turn now!
Overview defects (source: MQC -
17.08.2009)
-
7/30/2019 PPT and Writing for Consulting
65/73
2011 Deloitte S.A.Basic Consulting Skills64
Transaction inconsistency,Performance Tributum andadvisory systems
Interfaces, Mapping
VERS-Migration
Peer, TributumPeer
Source Systems
Categories of overview = technical issues of
the following slides
The overview shows that half of the defectsare about issues to be solved in Tributum.
Interface quality has to be increased by
comprehensive and detailed testing
Figures:Transaction inconsistency, Performance Tributum and advisory
systems 162
Interfaces, Mapping 75
VERS-Migration 36
Peer, TributumPeer 32
Source Systems 20
50 % of defects are due to transaction inconsistencies
-
7/30/2019 PPT and Writing for Consulting
66/73
2011 Deloitte S.A.Basic Consulting Skills65
Source: MQC - 17.08.2009
The overview shows that half
of the defects are about
issues to be solved in
Tributum
Interface quality has to be
increased by comprehensive
and detailed testing
Distribution of defects per source*
Transactioninconsistency,
Performance
Tributum and
advisory systems
Interfaces,Mapping
VERS-Migration
Peer,TributumPeer
SourceSystems
TOTAL
100% 50% 23% 11% 10% 6%
* Categories of overview = technical issues of the following slides
Golden tips/rules
-
7/30/2019 PPT and Writing for Consulting
67/73
2011 Deloitte S.A.Basic Consulting Skills66
6 Usage of charts
4 Use stickers to cover your .
2 5 slide areas: Title, content, sowat, source, note
5 Usage of arrows
3 Use trackers to support the flows
Basic layout rules and how tos1
Typical slides7
The context/hypothesis and analysis slide
-
7/30/2019 PPT and Writing for Consulting
68/73
2011 Deloitte S.A.Basic Consulting Skills67
Context
Revenues
2008
Regulatory
and
market effects
Remaining
revenues
2015
Objective
2015
Gap to be
filled
ZZZZ revenue evolutionEUR millions
Source : team analysis
On the long run several externalforces including regulatorychanges, market efficiencyinitiatives (e.g. T2S) and thechanging competitive environmentmight impact negatively CBL IFSbusiness model and revenues
Action is required to ensurerevenue stability of the IFSbusiness line
A number of new initiatives will beconsidered to aim for a revenueincrease in the range of EURxxxmillion, bringing zzzzz
Newserviceinitiatives
The arrow slide
Description Attractivity assessment analysis Feasibility assessment analysis
-
7/30/2019 PPT and Writing for Consulting
69/73
2011 Deloitte S.A.Basic Consulting Skills68
1a
Offer trailer fees
services
Different service levels are
possible ranging from the basic
supply of trailer fee input data,
to the automated calculation,payment and reporting of trailer
fees
1b
Information
routing to
authorities and
regulators
Take care of the submission of
registration files, accounting
statements, etc. to regulators or
relevant authorities
1c
Trading funds on
DB platform
Create an alternative and low-
cost distribution channel, to lock
volume through Deutsche
Brse exchange infrastructure
and to generate custody
revenues
Source : team analysis
Current potential for CBL IFS
estimated at EUR 20 million
High level of market ineff iciencies
Market potential estimated at EUR 3
million for submitting the file and
performing maintenance
Market potential estimated at EUR 10
million taking into account all Asian
orders
Solutions/software already exists on
market and could be integrated
through partnership or acquisition
that could take time to materialize
Contact with authorities already
exists and should be activated to be
the unique gateway
Deutsche Brse with Xetra platform
can already support such initiative
Main difficulty is the commercial effort
towards promoters, buyers and
regulators
1d
Enter Global TA
Provide X-Border distribution
services to national promotersto leverage their existing fund
range
Technical requirements are in place
already
Commercial effort to be launched
Allow to capture new volumes with a
market value of EUR 7 million
E l f d li blA l d t
1
R ti l f UBS
The arrow slide
-
7/30/2019 PPT and Writing for Consulting
70/73
2011 Deloitte S.A.Basic Consulting Skills69
Legal form andRegulatory
aspects
Legal
Regulatory
Cross border
Tax aspects
Market size Distribution
opportunities
Cost of distribution
Features of the products
themselves or of theoperational capacity
supporting the product
sales (incl. product
performance and asset
class coverage)
Market insights
Product &Operational
features
Examples of deliverablesAnalyzed aspects
1. Optimizing and simplifyingmanagement and product
support costs:
- Create synergies by reviewingfunds with low asset value sizeand similar investmentstrategies
2. Optimizing fund distribution:
- Review distribution countries to
optimize costs and centralizethe funds in countries wherethe assets are actually located
- Review distributors to optimizecosts and centralize the fundswhere the assets are actuallylocated
3. Review product offering:
- Ensure that hot producttrends are offered and that thefuture asset flows are captured(e.g. tracker funds, ETFs,Hedge Funds Light, etc.)
1
2
3
Rationale for UBS
The flow chart
-
7/30/2019 PPT and Writing for Consulting
71/73
2011 Deloitte S.A.Basic Consulting Skills70
Source : team analysis
EXECUTECheck perception
vs reality
Decide on optimal
positionning
Prepare
alignment
Analysis
Timing
required1 week 1 week 3 months
Market competitiveanalysis on all price
components
Consumer perceptionanalysis that could be
perform through
- Surveys- Focus group
-(no need forextensive research)
Organize one dayworkshop with:
- Marketing function- Sales function- Top management- Operationsto decide on positioning
If conclusion is to increaseprices:
- Identify low sensitivity, lowreactivity price components
to adopt
- Identify potentialy a few
high sensitivity/visibilityprice component to
decrease to present the
project to customer as a
global price adaptation
- Plan communication If conclusion is to change
perception, contact several ad
agency to draft a
communication plan
Alignment
is present
at CBL
-
7/30/2019 PPT and Writing for Consulting
72/73
-
7/30/2019 PPT and Writing for Consulting
73/73
2011 Deloitte S.A.Basic Consulting Skills72
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally
separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms
in more than 150 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 182,000
professionals are committed to becoming the standard of excellence.