Merger
And
Acquisition
Your Company Name

M&A – Key Steps
Understanding
your business
Requirement for
Inorganic
Opportunities
Types of
M&A
Determine
Growth
Markets/Services
Set the M&A
criteria
Make a Go/No-
Go Decision
Assess Strategic
Financial
Position and Fit
Identify Merger
and
Acquisition
targets
Conduct
Valuation
M&A
Synergy
Perform Due
Diligence
Negotiation
Purchase and
sale contracts
Closing and
integration of the
acquisition
Implement
Transaction and
Monitor Ongoing
Performance
2

CFO CMO COO
CEO & MD
Introduction
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Mission
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Vision
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needs and capture your audience's attention.
Clientele
Key Management
Company Overview
3

Revenue by Geography
Country % of Revenue
Country 1 30%
Country 2 25%
Country 3 25%
Country 4 15%
Country 5 5%
Business & Financial Overview
Current Key Offerings
Service Area Offerings
Service 1 Details
Service 2 Details
Service 3 Details
Service 4 Details
Service 5 Details
Current Technology Used
Technology 1 Key Features
Technology 2 Key Features
1,703 2,022
3,184 3,477
4,633
6,421
30.00%
37.06%
29.01% 29.03%
31.06%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
0
2,500
5,000
7,500
FY13 FY14 FY15 FY16 FY17 FY18E
Revenue (INR mn) EBITDA Margin Profit Margin
21.00%
18.09%
33.05%
24.06%
22.00%
25.09%
To have a better understanding of
the business, enter the key service
areas, Revenue by geographies,
key financials and the technology
that is being currently used in the
company. These parameters can
also be changed as per the
requirement
4

Requirement For Inorganic Opportunity
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audience’s attention.
Increase Geographical Presence
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audience’s attention.
Offer New Service
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audience’s attention.
Increase Market Share
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audience’s attention.
Technology Transfer
5

Determining New Growth Market/Services
Rationale behind expanding in to this particular geography
Mention Geographies you want to expand
Benefits of bringing in new technology
New technology you want to bring
Benefits of acquiring new company
Key synergies that would be created after acquisition
Product/Service you want to include
Demand and market size for the particular product/service
6
After identifying the
requirement for inorganic
opportunities, this slide
goes in detail about each
of the discussed
parameters

Types of Inorganic Opportunities
Market Extension Merger
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Vertical Merger
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Product Extension Merger
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Acquisition
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Conglomerate
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Horizontal Merger
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7
Highlight the
relevant opportunity
which you would
like to opt for
among others

Types of Inorganic Opportunities
8
Horizontal Merger Conglomerate Acquisition
Product Extension
Merger
Vertical
Merger
Market Extension
Merger
Highlight the
relevant opportunity
which you would
like to opt for
among others

Setting The M&A Criteria
Target Company
PAT margins
15%-20%
Country
US, UK
New Analytical tool
Product/Service
Target Company
Revenue
USD 25-30 MM
Deal Size
USD 15-20 MM
Industry
Retailing E-Commerce
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9
Finalize the criteria
which you would
choose for the target
company you want to
merge/acquire

Identifying Targets
Company A
Company B
Company C
Company D
Company E
Company F
Deal Size
Target Company
Revenue
Country Product/Service Industry
Target Company
PAT Margins
10
For each target company,
mention the name of
country, product, Industry,
size of the deal, revenue
and profit margins. These
parameters can be altered
as per the criteria set by the
company

Balance Sheet - KPIs (Tabular Form)
All figures in USD MM Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Shareholders‘ Equity 529.8 1,067.8 1,294.6 1,632.4
Non–current Liabilities 535.0 548.2 513.5 989.0
Short–term Borrowings 439.8 622.7 720.6 1,603.8
Trade Payables 352.9 508.9 760.4 433.7
Other Current Liabilities 5.9 147.3 289.5 372.6
Short Term Provisions 21.4 6.2 15.0 28.0
Current Liabilities 820.1 1,285.0 1,785.5 2,438.1
Total Liabilities 1,760.4 2,678.1 3,316.3 4,730.4
11
Details of the
shortlisted Target
Company will be
entered here

Balance Sheet - KPIs (Tabular Form)
Total Fixed Assets 803.2 1,034.6 1,159.5 1,751.3
Non–Current Investments 26.6 26.6 104.5 26.6
Long Term Loans and Advances - 8.0 73.4 204.8
Other Non–Current Assets - 13.8 - -
Current Investments - - - 77.9
Inventories 341.3 731.3 771.3 1,215.8
Trade Receivables 477.6 605.1 996.1 1,061.3
Cash and Bank Balances 33.0 89.5 132.2 258.8
Short–term Loans & Advances 75.8 169.1 76.9 131.6
Other Current Assets 2.9 0.0 2.3 2.4
Current Assets 930.5 1,595.1 1,978.8 2,747.8
Total Assets 1,760.4 2,678.1 3,316.3 4,730.4
Details of the
shortlisted Target
Company will be
entered here
12

Cash Flow Statement - KPIs
All Figures in USD MM
50
60 65
72
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Financing Activities
50
60 65
72
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Net Increase in Cash
50
60 65
72
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Operations
50
60 65
72
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Investing Activities
13
Details of the
shortlisted Target
Company will be
entered here

Cash Flow Statement - KPIs (Tabular Form)
FY12 FY13 FY14 FY15
3,184 3,476 4,621 6,168
723 781 834 1,210
326 337 223 459
1,017 1,303 1,490 1,836
All figures in
$ MM
Cash flow from
Operations
Cash flow from
Investing Activities
Cash flow from
Financing Activities
Change in Cash &
Cash Equivalents
14
Details of the
shortlisted Target
Company will be
entered here

Financial Projections – P&L
Net Sales 1,703.1 2,022.0 3,184.5 3,476.6 4,632.6 6,421.4 8,542.4 11,451.0 14,418.8 18,109.4 20,979.0
Expenses
Cost of Goods Sold 1,282.5 1,374.7 2,028.2 2,200.4 2,859.0 4,148.2 5,467.2 7,271.4 9,156.0 11,499.5 13,321.7
Employee Benefit
Expense
92.1 128.4 155.6 226.5 280.5 321.1 507.2 583.9 675.3 875.4 962.3
Other Expenses 71.2 167.3 265.6 299.7 552.9 570.1 728.9 939.7 1,162.5 1,429.8 1,667.8
EBITDA 261.3 361.6 746.9 781.8 971.7 1,409.1 1,868.5 2,687.8 3,459.5 4,342.0 5,067.7
% EBITDA 15.3% 17.8% 23.4% 22.3% 20.8% 21.9% 21.8% 23.4% 23.9% 23.9% 24.1%
Financing cost 66.9 128.8 198.1 273.9 293.0 305.3 361.9 423.0 500.6 646.0 786.3
Profit After Tax 162.0 187.7 350.0 337.7 409.5 691.5 972.9 1,614.7 2,109.5 2,361.8 2,742.3
% PAT 9.5% 9.2% 11.0% 9.6% 8.8% 10.7% 11.4% 14.1% 14.6% 13.0% 13.0%
Income Statement (USD MM) Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Mar-20 Mar-21 Mar-22 Mar-23
15

Financial Projections – P&L
Shareholders‘ Equity 529.8 1,067.8 1,294.6 1,632.4 1,856.0 3,247.5 4,220.4 5,835.2 7,944.6 10,306.4 13,048.6
Non–current Liabilities 535.0 548.2 513.5 989.0 1,155.0 1,033.3 829.1 744.2 569.8 1,285.4 1,283.5
Short–term Borrowings 439.8 622.7 720.6 1,603.8 1,681.6 2,139.6 2,835.0 3,813.4 4,797.6 5,982.1 6,897.9
Trade Payables 352.9 508.9 760.4 433.7 682.6 852.4 1,123.4 1,494.1 1,881.4 2,362.9 2,737.3
Current Liabilities 820.1 1,285.0 1,785.5 2,438.1 3,258.5 4,097.1 5,434.9 7,287.5 9,170.6 11,472.5 13,252.3
Total Liabilities 1,760.4 2,678.1 3,316.3 4,730.4 5,904.1 8,012.6 10,119.1 13,501.5 17,319.7 22,699.0 27,219.1
Total Fixed Assets 803.2 1,034.6 1,159.5 1,751.3 2,073.3 2,734.8 2,726.7 2,848.2 2,943.7 4,462.7 4,693.7
Inventories 341.3 731.3 771.3 1,215.8 1,355.2 2,120.6 2,754.6 3,649.3 4,569.9 5,730.8 6,627.5
Trade Receivables 477.6 605.1 996.1 1,061.3 1,713.1 2,068.3 2,742.9 3,657.9 4,596.4 5,752.4 6,637.4
Cash and Bank Balances 33.0 89.5 132.2 258.8 264.4 375.5 1,018.9 2,288.3 3,948.9 5,287.4 7,542.8
Short–term Loans & Advances 75.8 169.1 76.9 131.6 290.6 325.8 387.1 456.4 530.7 623.2 702.2
Current Assets 930.5 1,595.1 1,978.8 2,747.8 3,624.0 4,890.9 6,904.1 10,052.5 13,646.5 17,394.5 21,510.6
Total Assets 1,760.4 2,678.1 3,316.3 4,730.4 5,904.1 8,012.6 10,119.1 13,501.5 17,319.7 22,699.0 27,219.1
Balance Sheet (USD MM) Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Mar-20 Mar-21 Mar-22 Mar-23
16

Key Financial Ratios (1/2)
17
Details of the
shortlisted Target
Company will be
entered here
Return on
Assets
Q2 FY18
10 %
Price-to-Earnings
P/E Ratio
Q2 FY18
10
Return on
Assets
Q2 FY18
10 %
Price-to-Earning
P/E Ratio
Q1 FY18
10
Debt to
Equity Ratio
10
Price-to-Earnings
P/E Ratio
10 %
Current
Ratio
10
Price-to-Earnings
P/E Ratio
10 %

Key Financial Ratios (2/2)
Liquidity Ratio
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Profitability Ratio
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Activity Ratio
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Solvency Ratio
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18
Details of the
shortlisted Target
Company will be
entered here

Liquidity Ratios
19
Year FY16 FY17 FY18 FY19 FY20
Current
Ratio
4.3 2.4 2 5.5 6.4
Year FY16 FY17 FY18 FY19 FY20
Quick
Ratio
3.1 2.01 0.67 1.98 4.1
4.3
2.4
2
5.5
6.4
0
2
4
6
8
FY16 FY17 FY18 FY19 FY20
Current Ratio
3.1
2.01
0.67
1.98
4.1
0
1
2
3
4
5
6
7
8
FY 16 FY17 FY18 FY19 FY20
Quick Ratio
Current Ratio: Current Assets/ Current liabilities
Quick Ratio: Current Assets/ Current liabilities
19
Details of the
shortlisted Target
Company will be
entered here

Profitability Ratios (1/3)
Year FY16 FY17 FY18 FY19 FY20
Net
Profit
Ratio
22.5 29.8 34.6 42.5 54.6
Year FY16 FY17 FY18 FY19 FY20
Gross
Profit
Ratio
31 21 38 45 49
Net Profit Ratio: Net Profit after Tax/ Net Sales
Gross Profit Ratio: Gross Profit / Net Sales
Net Profit Ratio
22.5
29.8
34.6
42.5
54.2
0 10 20 30 40 50 60
FY20 FY19 FY18 FY17 FY16
Gross Profit Ratio
31
21
38
45
49
0 10 20 30 40 50 60
FY20 FY19 FY18 FY17 Column1
20
Details of the
shortlisted Target
Company will be
entered here

Profitability Ratios (2/3)
Year FY16 FY17 FY18 FY19 FY20
PE
Ratio
22.1 10.5 25.6 29.5 35.2
Year FY16 FY17 FY18 FY19 FY20
EPS
Ratio
12.5 17.5 9.5 12.5 16.5
22.1
10.5
25.6
29.5
35.2
0
10
20
30
40
Category 1
FY16 FY17 FY18 FY19 FY20
PE Ratio
12.5
17.5
9.5
12.5
16.5
0
5
10
15
20
25
30
35
40
Category 1
FY 16 FY17 FY18 FY19 FY20
EPS Ratio
Price to Earning Ratio: Market Value price
per share / Earnings per share
Earning per Share: Net Income – Preferred
Dividends / Weighted shares outstanding
21
Details of the
shortlisted Target
Company will be
entered here

Profitability Ratios (3/3)
Year FY16 FY17 FY18 FY19 FY20
ROCE
Ratio
1.3 1.6 2.2 3.4 4.1
Year FY16 FY17 FY18 FY19 FY20
ROA
Ratio
10 12 16 18 20
ROCE: Net Operating Profit/ Employed Capital
ROA: Net Income / Total Assets
1.3
1.6
2.2
3.4
4.1
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Category 1
FY16 FY17 FY18 FY19 FY20
ROCE
10
12
16
18
20
0
5
10
15
20
25
Category 1
FY 16 FY17 FY18 FY19 FY20
ROA
22
Details of the
shortlisted Target
Company will be
entered here

Activity Ratios (1/2)
Year FY16 FY17 FY18 FY19 FY20
Inventory
Ratio
1.3 1.6 2.2 3.4 4.1
Year FY16 FY17 FY18 FY19 FY20
Receivable
Ratio
1 1.5 2 4 5
Inventory Turnover: COGS / Avg Inventory
Receivables Turnover: Net Credit Sales / Average
Accounts Receivable
1.3 1.6
2.2
3.4
4.1
0
1
2
3
4
5
Category 1
FY16 FY17 FY18 FY19 FY20
Inventory Turnover
1
1.5
2
4
5
0
1
2
3
4
5
6
Category 1
FY 16 FY17 FY18 FY19 FY20
Receivables Turnover
23
Details of the
shortlisted Target
Company will be
entered here

Activity Ratios (2/2)
Year FY16 FY17 FY18 FY19 FY20
Inventory
Ratio
1.3 1.6 2.2 3.4 4.1
Year FY16 FY17 FY18 FY19 FY20
Receivable
Ratio
12.5 17.5 9.5 12.5 16.5
Total Asset Turnover: Net Sales / Average Total Assets
Fixed Assets Turnover: Net Sales / Fixed Assets
1.3
1.6
2.2
3.4
4.1
0
1
2
3
4
5
Category 1
FY16 FY17 FY18 FY19 FY20
Total Asset Turnover
12.5
17.5
9.5
12.5
16.5
0
5
10
15
20
Category 1
FY 16 FY17 FY18 FY19 FY20
Fixed Asset Turnover
24
Details of the
shortlisted Target
Company will be
entered here

Solvency Ratios
Year FY16 FY17 FY18 FY19 FY20
Net Profit
Ratio
22.1 10.5 25.6 29.5 35.2
Year FY16 FY17 FY18 FY19 FY20
Gross
Profit Ratio
12.5 17.5 9.5 12.5 16.5
Time Interest Earned Ratio: EBIT/ Interest Expense 12.5
17.5
9.5
12.5
16.5
0
5
10
15
20
Category 1
FY 16 FY17 FY18 FY19 FY20
TIE Ratio
22.1
10.5
25.6
29.5
35.2
0
10
20
30
40
Category 1
FY16 FY17 FY18 FY19 FY20
Debt-Equity Ratio
Debt-Equity Ratio: Total Liabilities ÷ Total Equity
25
Details of the
shortlisted Target
Company will be
entered here

M&A Synergy Framework
Revenue growth,
Commercial
Optimization
Operational
Optimization
Reduction in
Financial cost &
Investment
Merger
Synergies
• New Product Development
• Brand Repositioning
• Optimize sales chain
• Cross-Selling
Typical Opportunity
Areas
• Improve Price formulation strategies
• Strategic Sourcing
• Procurement Optimization
• Cost reduction in all functions
• Working Capital Reduction
• Sale of assets
Increase in Revenue
5%
Reduction in
Operational Cost
15%
12%
Reduction in
working capital
Typical Synergy
Value
26
A positive synergy is to
be created out of a
merger/acquisition. We
have identified some
common synergies that
are generated along with
the relevant examples

Company Valuation Methodologies
Book Value
Method
Liquidation Value
Method
Replacement Value
Method
Discounted Free
Cash Flow Method
Capitalization of
Earning Method
Comparable
Company Market
Multiple Method
Comparable
Transaction Multiple
Method
Market Value
Method
Contingent Claim
Valuation
Place of Recent
Investment Method
Rule of Thumb
Methodologies
Asset Based Method Income Based Method Market Based Method Other Method
27
We have listed out all the
commonly used valuation
methodologies. Highlight the
one which you are going to
use. Since DCF and relative
valuation is the most
commonly used method, we
have discussed it in detail in
the later slides

Discounted Free Cash Flow (DCF) Technique – Data Set
28
1.5%
Beta
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4%
Infinite Growth Rate
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9.9%
Weighted Average
Cost of Capital
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7.2%
Cost of Debt
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12%
Cost of Equity
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Determining Free Cash Flow
Revenue 15000 16000 17000 18000 19000
EBITDA 8954 9898 10941 12093 12367
Less: D&A 1112 1222 1343 1476 1623
EBIT 7842 8676 9598 10617 11745
Less: Taxes (35%) 2745 3037 3359 3716 4111
Tax adjusted EBIT 5097 5639 6239 6901 7634
Plus: D&A 1112 1222 1343 1476 1623
Less: Capital Expenditure 1750 1750 1750 1750 1750
Less: Change in Net Working
Capital
318 350 384 423 465
Free Cash Flow 4141 4762 5447 6205 7042
Year 1 Year 2 Year 3 Year 4 Year 5
29
Calculate the
free cash flow to
the firm after
entering all the
details

Valuation Results
NPV1 of Explicit Value 27,645
NPV of Terminal Period 125,934
Enterprise Value 153,579
Add: Cash 7,969
Gross Enterprise Value 161,548
Less: Debt 6,470
Equity Value 155,077
Outstanding Shares 2,446,645,889
Value Per Share ($) 63.38
All Figures in $ MM
Valuation Results Valuation (USD)
Note: 1NPV = Net Present Value
30
The following
methodology will help
in determining the
Equity value & Value
per share of the
company

Relative Valuation
Summary P/E2 EV/EBITDA3
Company Price Shares Market Cap EV1 FY 18 FY 19E FY 20E FY 18 FY 19E FY 20E
Company A 17.8 600.0 10,680.0 11,805.0 13.6 11.7 15.8 12.4 10.6 14.4
Company B 16.3 542.0 8,834.6 9,000.0 12.5 12.4 13.5 11.4 11.3 12.3
Company C 14.2 523.0 7,426.6 8,000.0 16.3 15.7 17.4 14.8 14.3 15.8
Company D 15.3 698.0 10,679.4 12,000.0 10.2 16.8 14.7 9.3 15.3 13.4
Company E 16.9 789.0 13,334.1 15,000.0 12.6 15.2 10.2 11.5 13.8 9.3
Company F 15.7 332.0 5,212.4 6,000.0 13.9 12.8 19.5 12.6 11.6 17.7
Median 13.6x 12.4x 10.9x 13.5x 12.7x 10.7x
Mean 13.4x 11.7x 10.5x 13.5x 11.8x 10.6x
Min 7.7x 7.5x 10.6x 7.8x 7.2x 10.7x
Max 16.5x 15.1x 12.5x 16.8x 15.7x 12.9x
1EV=Enterprise Value; 2P/E= Price to Earning Ratio; EBITDA = Earnings before Interest, taxes, depreciation & amortization
31

Business Due-Diligence Process
Terms of Engagement
In this stage, the terms of the business due diligence are decided between the parties and a
non-disclosure agreement is signed. Example-: Cost structures, Customer Base, etc.
Mention key
points/strategies, if
any, in each step
Operational Due Diligence
The operational data and information about the business are measured, gathered and
documented. Example -: Revenue Expenses, Profitability, Cash Flow , Assets and Liabilities.
Mention key
points/strategies, if
any, in each step
Financial Due Diligence
The financial statements, data and information of the business are gathered, validated and
documented . Example-:Tax Payments, Litigations, Registrations, Intellectual property
Mention key
points/strategies, if
any, in each step
Legal Due Diligence
The legal and regulatory data and information of the business are gathered, validated
and documented
Mention key
points/strategies, if
any, in each step
The results of the business due-diligence process is shared to the Buyer and/or Seller
Reporting of Information Mention key
points/strategies, if
any, in each step
32

Strategic Due-Diligence Methodology
Baseline Starting
situation
• Collection of data & review
• Market research
• Business studies
• Latest Technology
Assess market segment
& growth trends
• Conduct external interviews
• Understand customer behavior
• Validation of market size & trend
• Understanding the Industry
business model
Review
Business Plan
• Analysis of income statement
• Industry Benchmarking
• Synergy Analysis
Assess Skills &
Capabilities
• Internal Company Analysis
• Internal Company analysis
to support current strategy
Profile Key competitor strategies
& technology trends
• Focused group discussions and
interviews of customers, top
employee from competitive firms
• Identify the major trends in
technology & competitor responses
Summary &
Recommendations
• Perception on technological &
competitive landscape
• Consensus on business plan
• Identification of Risk & Risk
mitigation strategies
Stress test
corporate strategy
• Understand the business strategy in detail
• Assess the employee & Organizational fit
within the strategy
• Check whether the marketing, finance and
other financial strategies are in line with
the vision & mission of the company
33

Post Merger Integration Framework
360 Degree PMI Model
PM Office/PM
Strategy/PM
Measures
01
02
0304
05
06
• Organizational structure
• Process Organization
• Shared Services
• Centre of Excellence
Organization/Processes
• Make or buy
• Supplier choice/prioritization
• Competitive Sourcing
• Delivery condition
Purchasing
Production
• Production Strategy
• Site choice
• Production layout
HR Culture
• Staff structure
• Task and
responsibilities
• Job Profiles
• Cultural Integration
Supply chain
Management/Logistics
• Supply chain organization
• Process harmonization/Process
optimization
• Warehouse storage
• outsourcing
Marketing /Sales
• Branding
• Corporate identity/corporate design
• Sales strategy
• Sales organization
34
Under each function of
an organization, there
would be an effect due to
the merger/acquisition
process. Mention the
integration effect under
each of them

Post Merger Integration Challenges
Inadequate Integration
A lack of synchronization throughout the IT infrastructure can result in
difficulties with everyday business processes, producing complications
and slowing down overall operations
Lack of Visibility
Unless the two merged companies have established a
customer data integration system, procuring an updated
single view of the customer is essential
Data Amalgamation
Data amalgamation makes certain that companies
have access to updated information across the entire
organization regardless of whether it resides on
premise or in the cloud.
Compliance & Regulation
Compliance issues are likely as two converging businesses do not
have the same levels of compliance. Policies, contracts and
guidelines are essential and regular enforcement, visibility and
control is required to permit organizations to run smoothly
Investment Community
Does the M&A adds value to the firm? Are
there any positive synergies involved?
Cross-selling of products could annoy
customers. Apart from that, if there aren’t
any demonstrable changes, customer could
question the M&A, since there is nothing in
it for them
Customers
Through Clear communication, Employees must
be stated about the change in their roles &
responsibilities, if any, to avoid any overlapping of
responsibilities among themselves
Employees
35
We have listed out some
of the key challenges
faced after post
merger/acquisition. Alter
it as per your
requirement

M&A Performance Tracker
7% % increase in
P/E ratio 20% % increase in
Production Capacity
20% % increase in the
Shareholder Value 5% % increase in
Current EPS15% % increase in the Free
Cash Flow the firm
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These key indicators can
only be measured after
some duration when the
merger/acquisition
process is closed.

Merger & Acquisitions For Icon Slide
37

38
Coffee Time
(10:00-10:15AM)

Charts &
Graphs
39

Stacked Line With Markers
0
10
20
30
40
50
60
Task1 Task2 Task3 Task4 Task5 Task6 Task7 Task8 Task9 Task10 Task11 Task12
Inmillion
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• Product 01
40

Clustered Bar
0 10 20 30 40 50 60 70 80 90 100
Q1
Q2
Q3
Q4
Unit Count
• Product 01 • Product 02 • Product 03
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41

Donut Pie Chart
40%
20%
30%
10%
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42

Volume - Open - High - Low – Close - Chart
• Product 01 • Product 02
0
10
20
30
40
50
60
70
0
20
40
60
80
100
120
140
160
05-01-2002 06-01-2002 07-01-2002 08-01-2002 09-01-2002
Volume
Open
Low
High
Close
Inpercentage
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43

Stacked Area-Clustered Column
0
1
2
3
4
5
6
7
8
9
10
FY01 FY02 FY03 FY04
Inpercentage
• Product 01 • Product 02 • Product 03
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44

Column Chart
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0.5 0.8 1
1.6 1.9 2 2.4 2.8
3.4
1
1.5
2
2.5
3
3.5
4
5
6
0
2
4
6
8
10
2009 2010 2011 2012 2013 2014 2015 2016 2017
ExpenditureIn($Billions)
Years
• Product 01 • Product 02
45

Additional
Slides
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47
Vision Mission Goal
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Our Mission

48
My Team
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Name Here
Designation
Name Here
Designation
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01
02
03
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We Are Professional
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We Are Creative
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We Are Talented

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Our Goal

Comparison
Male
85%
Female
55%
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Dashboard
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70%
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53
$5MM
How much capital are you willing
to raise?
$10MMValuation of the company
Investment Terms
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Financial

Quotes
54
“ MOTIVATION is man
your DREAMS put on
work clothes.”
- Benjamin Franklin
“ I’m
CONSERVATIVE, but
I’m not a nut about it.”
- George .W. Bush

Puzzle
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04
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03
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01
02
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Target
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Location
Canada
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Russia
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Circular
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Your Text
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Venn
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Mind Map
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01
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Silhouettes
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Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gmail.com
Thank You
64