Mergers And Acquisitions Management Powerpoint Presentation Slides

Mergers And Acquisitions
Management
Your company Name

M&A – Key Steps
09 08 07 06
10
11 12 13 14 15
01 02 03 04 05
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 An
d 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

Company Overview
3
Introduction
This slide is 100% editable. Adapt it to your
needs and capture your audience's attention.
Mission
Vision
CFO CMO COO
CEO & MD
Clientele
Key Management

Business & Financial Overview
Current Key Offerings
Service Area Offerings
Service 1 Details
Service 2 Details
Service 3 Details
Service 4 Details
Service 5 Details
Revenue By Geography
Country % of Revenue
Country 1 30%
Country 2 25%
Country 3 25%
Country 4 15%
Country 5 5%
Current Technology Used
Technology 1 Key Features
Technology 2 Key Features
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%
0.00
2,500.00
5,000.00
7,500.00
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
Increase Geographical
Presence
This slide is 100% editable.
Adapt it to your needs and
capture your audience's
attention.
Offer New
Service
attention.
Increase Market
Share
attention.
Technology
Transfer
attention.
02 03 04
01
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
After identifying the
requirement for inorganic
opportunities, this slide goes
in detail about each of the
discussed parameters
6

Types of Inorganic Opportunities
This slide is 100% editable. Adapt it
to your needs and capture your
audience's attention.
Horizontal Merger
Conglomerate
Acquisition
This slide is 100% editable. Adapt it to
your needs and capture your
Vertical Merger
Product Extension Merger
This slide is 100% editable. Adapt it to
your needs and capture your
Market Extension Merger Highlight the relevant
opportunity which you
would like to opt for
among others
7

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

Setting The M&A Criteria
Industry
Retailing E-
Commerce
Country
US, UK
Deal Size
USD 15-20 MM
Target Company
PAT margins
15%-20%
Target Company
Revenue
USD 25-30 MM
New Analytical
Tool
Product/Service
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
Finalize the criteria
which you would
choose for the target
company you want to
merge/acquire
9

Identifying Targets
Country Product/Service Industry Deal Size
Target Company
Revenue
Target Company
PAT Margins
Company A Text Here Text Here Text Here Text Here Text Here Text Here
Company B Text Here Text Here Text Here Text Here Text Here Text Here
Company C Text Here Text Here Text Here Text Here Text Here Text Here
Company D Text Here Text Here Text Here Text Here Text Here Text Here
Company E Text Here Text Here Text Here Text Here Text Here Text Here
Company F Text Here Text Here Text Here Text Here Text Here Text Here
Company A Text Here Text Here Text Here Text Here Text Here Text Here
Company B Text Here Text Here Text Here Text Here Text Here Text Here
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
10

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
Details of the
shortlisted Target
Company will be
entered here
11

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

50
60
65
72
0
20
40
60
80
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Operations
50
60
65
72
0
20
40
60
80
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Financing Activities
50
60 65 72
0
20
40
60
80
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Investing Activities
50
60 65 72
0
20
40
60
80
Q1 FY18 Q2 FY18 Q3 FY18 Q4 FY18
Net Increase in Cash
Cash Flow Statement - KPIs Details of the
shortlisted Target
Company will be
entered here
13

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

Financial Projections – P&L
Income Statement (USD MM) Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Mar-20 Mar-21 Mar-20 Mar-23
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%
15

Financial Projections – P&L
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
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
16

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

Key Financial Ratios (2/2)
attention.
attention.
attention.
attention.
Details of the
shortlisted Target
Company will be
entered here
18

Liquidity Ratios
Current Ratio: Current Assets/ Current liabilities
Year FY16 FY17 FY18 FY19 FY20
Current
Ratio
4.2 4.5 6.2 4.5 3.2
Quick Ratio: Current Assets/ Current liabilities
Quick
Ratio
3.2 2.4 1.8 2.4 4.5
4.2 4.5
6.2
4.5
3.2
0
2
4
6
8
Category 1
Current Ratio
FY16 FY17 FY18 FY19 FY20
3.2
2.4
1.8
2.4
4.5
0
2
4
6
8
Category 1
Quick Ratio
FY 16 FY17 FY18 FY19 FY20
Details of the
shortlisted Target
Company will be
entered here
19

Profitability Ratios (1/3)
Net Profit Ratio: Net Profit after Tax/ Net Sales
Net
Profit
Ratio
4.2 3.5 2.6 7.5 6.8
Gross Profit Ratio: Gross Profit / Net Sales
Quick
Ratio
2.5 4.5 3.5 4.5 7.5
4.2
3.5
2.6
7.5
6.8
0 2 4 6 8
Net Profit Ratio
2.5
4.5
3.5
4.5
7.5
0 2 4 6 8
Gross Profit Ratio
Details of the
shortlisted Target
Company will be
entered here
20

Profitability Ratios (2/3)
Price to Earning Ratio: Market Value price per
share / Earnings per share
PE
Ratio
25 20 35 40 45
Earning per Share: Net Income – Preferred
Dividends / Weighted shares outstanding
EPS
Ratio
13 15 20 18 20
25
20
35
40
45
0
10
20
30
40
50
Category 1
PE Ratio
13
15
20
18
20
0
5
10
15
20
Category 1
EPS Ratio
Details of the
shortlisted Target
Company will be
entered here
21

Profitability ratios (3/3)
ROCE: Net Operating Profit/ Employed Capital
ROCE
Ratio
3.2 4.2 7 3.2 2.8
ROA: Net Income / Total Assets
ROA
Ratio
2.4 3.5 2.8 1.4 5.5
3.2
4.2
7
3.2
2.8
0
2
4
6
8
Category 1
ROCE
2.4
3.5
2.8
1.4
5.5
0
2
4
6
8
Category 1
ROA
22

Inventory Turnover: COGS / Avg Inventory
Inventory
Ratio
1.6 2.6 3.2 4.3 6.1
Activity ratios (1/2)
Receivables Turnover: Net Credit Sales / Average Accounts
Receivable
Receivable
Ratio
1.6 2.6 3.2 4.3 6.1
1.6
2.6
3.2
4.3
6.1
0
1
2
3
4
5
6
7
Category 1
Inventory Turnover
1.4
2.3
3
5
7
0
1
2
3
4
5
6
7
8
Category 1
Receivables Turnover
Details of the
shortlisted Target
Company will be
entered here
23

Activity ratios (2/2)
Total Asset Turnover: Net Sales / Average Total Assets
Inventory
Ratio
4.6 3.2 5.9 4.1 7.2
Fixed Assets Turnover: Net Sales / Fixed Assets
Inventory
Ratio
16.1 3.8 5.1 17.4 10.7
16.1
3.8
5.1
17.4
10.7
0
5
10
15
20
Category 1
Fixed Asset Turnover
4.6
3.2
5.9
4.1
7.2
0
2
4
6
8
Category 1
Total Asset Turnover
Details of the
shortlisted Target
Company will be
entered here
24

Solvency Ratios
15.9
8.1
30.2
17.4
36.7
0
5
10
15
20
25
30
35
40
Category 1
Debt-Equity Ratio
8.1
5.2
13.4
9.5
16.6
0
2
4
6
8
10
12
14
16
18
Category 1
TIE Ratio
Time Interest Earned Ratio: EBIT/ Interest Expense
Gross Profit
Ratio
8.1 5.2 13.4 9.5 16.6
Debt-Equity Ratio: Total Liabilities ÷ Total Equity
Net Profit
Ratio
15.9 8.1 30.2 17.4 36.7
Details of the
shortlisted Target
Company will be
entered here
25

M&A Synergy Framework
Merger
Synergies
Revenue growth,
Commercial Optimization
Operational
Optimization
Reduction in Financial
cost & Investment
Increase in Revenue
5%
Reduction in
Operational Cost
15%
12%
Reduction in
working capital
Typical Synergy
Value
➢ New Product Development
➢ Brand Repositioning
➢ Optimize sales chain
➢ Cross-Selling
➢ Improve Price formulation
strategies
➢ Strategic Sourcing
➢ Procurement Optimization
➢ Cost reduction in all functions
➢ Working Capital Reduction
➢ Sale of assets
Typical Opportunity
Areas
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
26

Company Valuation Methodologies
Methodologies
Asset Based Method Income Based Method Market Based Method Other Method
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
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
27

Discounted Free Cash Flow (DCF) Technique – Data Set
Beta
attention.
Infinite Growth Rate
attention.
Weighted Average
Cost of Capital
attention.
Cost of Debt
attention.
Cost of Equity
attention.
7.8% 5.2% 8.2%
14%
20%
28

Determining Free Cash Flow
Year 1 Year 2 Year 3 Year 4 Year 5
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
Calculate the free
cash flow to the firm
after entering all the
details
29

Valuation Results
Note: 1NPV = Net Present Value
All Figures in $ MM
Valuation Results Valuation (USD)
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
The following
methodology will help in
determining the Equity
value & Value per share
of the company
30

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 Mean Min Max
13.6x 13.4x 7.7x 16.5x
12.4x 11.7x 7.5x 15.1x
10.9x 10.5x 10.6x 12.5x
13.5x 13.5x 7.8x 16.8x
12.7x 11.8x 7.2x 15.7x
10.7x 10.6x 10.7x 12.9x
1
EV=Enterprise Value; 2
P/E= Price to Earning Ratio; EBITDA = Earnings before Interest, taxes, depreciation & amortization
Relative Valuation
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.
Financial Due Diligence
The financial statements, data and information of the business are gathered, validated and
documented . Example-:Tax Payments, Litigations, Registrations, Intellectual property
Legal Due Diligence
The legal and regulatory data and information of the business are gathered, validated
and documented
The results of the business due-diligence process is shared to the Buyer and/or Seller
Reporting of Information Mention key points/strategies,
32

Strategic Due-Diligence Methodology
02 04 06
01 03 05 07
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
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
➢ Internal Company Analysis
➢ Internal Company analysis
to support current strategy
Assess Skills &
Capabilities
33

Post Merger Integration Framework
PM Office/PM
Strategy/PM
Measures
01
02
03
04
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
360 Degree PMI Model
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
34

Post Merger Integration Challenges
01
02
03
04
05
06
07
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
We have listed out some o
the key challenges faced
after post
merger/acquisition. Alter
as per your requirement
35

M&A Performance Tracker
This slide is 100%
editable. Adapt it to your
needs and capture your
This slide is 100%
This slide is 100%
This slide is 100%
This slide is 100%
% increase in the
Shareholder Value
20%
% increase in
P/E ratio
7%
% increase in
Production
Capacity
20%
% increase in
Current EPS
5%
% increase in the
Free Cash Flow the
firm
15%
These key indicators can
only be measured after
some duration when the
merger/acquisition process
is closed.
36

Let’s have a
Coffee
Break
11:00am-11:15am
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Mergers And Acquisitions Management Icon Slide
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Stacked Bar
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Q1
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Unit Count
➢ Product 01 ➢ Product 02 ➢ Product 03
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Clustered Bar
40
30
25
45
0
10
20
30
40
50
Jan Feb Mar Apr
Profit
(In
percentage)
15
32
48
40
0
10
20
30
40
50
Jan Feb Mar Apr
Profit
(In
percentage)
➢ Product 01 ➢ Product 02
41

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

Stacked Line With Marker
0
10
20
30
40
50
60
70
80
90
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Profit
(In
Thousands)
92%
80%
43

Bubble Chart
20
60
30
40
75
55
80
90
10
20
30
40
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60
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80
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Profit
(In
Sales)
44

Bar Graph
9,000
11,000
13,000
15,000
5,000
7,000
9,000
11,000
13,000
15,000
2015 2016 2017 2018
Job
Seekers
15k Highest
➢ Product 01
45

our
Mission
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Our Team
48
Name
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CEO & Founder
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Name
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Designer
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Name
Here
Finance Manager
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Professional
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Creative
Talented
About
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49

G
A
L
S
needs and capture your audience's
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Goal 1
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attention.
Goal 3
50

Comparison
PC users in
2017
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50%
Laptop users in
2017
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75%
Mobile users in
2017
attention.
80%
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Dashboard
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High Speed
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52

Financial
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53

Quotes
Opportunity is missed by most
people because it dresses in overalls
and looks like work.
…Thomas Edison
54

Puzzle
01
02
03
04
your audience's attention.
55

Target
01
02
03
56

Location
Middle East & Africa
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Asia-Pacific
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The United States
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Venn
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Mind Map
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➢ This slide is 100% editable. Adapt it to your needs and capture your audience's
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63

Address:
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@.com
Thank you
64

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