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Third Point · activist-deck

Nestlé S.A. (NESN)

34 pages · 3 arc beats · 2 loops

Activist-Deck Download JSON
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Nestlé S.A. (NESN)

Third Point · 2018-07
arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
SETUP TENSION ANALYSIS EVIDENCE RESOLUTION APPENDIX
HOVER FOR DETAILS · CLICK A SLIDE FOR FULLSCREEN · STEP 2
— No image bound to this slide. Wire up imgproxy to display the rendered slide JPEG.
—

Deck intelligence map

3
coverage by narrative range · generated from this deck JSON
Narrative range 30 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem (Identify pain) 3 slides 100% 3/3 slides 100% 3/3 slides · 15 hits
— 0/3 slides
— 0/3 slides
66.7% 2/3 slides 100% 3/3 slides
— 0/3 slides
Agitate (Make it worse) 4 slides 100% 4/4 slides 100% 4/4 slides · 21 hits
— 0/4 slides
— 0/4 slides
50% 2/4 slides 100% 4/4 slides 100% 4/4 slides Solution (Provide relief) 23 slides 100% 23/23 slides 100% 23/23 slides · 128 hits
— 0/23 slides
26.1% 6/23 slides · 7 hits 52.2% 12/23 slides 100% 23/23 slides 8.7% 2/23 slides

Slide inventory

34
every slide · same image gating as the playbook
01
Slide 1
Includes Third Point logo at top and Nestlé logo at bottom.front_matter
Open slide detail
02
This is an activist investor slide framing the problem for the board and management.diagnose_problem
Open slide detailBeat · Problem (Identify pain)
03
The slide uses a 'before-after' or 'problem-solution' framing across three key pillars.propose_solution
Open slide detailBeat · Problem (Identify pain)
04
The chart uses a waterfall-style bridge to illustrate the jump from historical 2% CAGR to a projected 15% CAGR.propose_solution
Open slide detailBeat · Problem (Identify pain)
05
Slide 5 of the Third Point activist deck on Nestlé.establish_context
Open slide detail
06
The Venn diagram illustrates the intersection of various consumer trends.establish_context
Open slide detail
07
Uses a blue-tinted image of a child and logos of competitor brands (Ella's Kitchen, LaCroix, a2 Milk, Blue Buffalo) to illustrate the 'missed' trends.diagnose_problem
Open slide detailBeat · Agitate (Make it worse)Loop · Cost Of Inaction
08
The slide uses a causal framing (slow response -> weak performance) to justify activist intervention.diagnose_problem
Open slide detailBeat · Agitate (Make it worse)Loop · Cost Of Inaction
09
diagnose_problem
Open slide detailBeat · Agitate (Make it worse)Loop · Cost Of Inaction
10
The chart highlights a widening performance gap over longer time horizons, culminating in a 119% underperformance over 10 years.expose_gap
Open slide detailBeat · Agitate (Make it worse)Loop · Cost Of Inaction
11
propose_solution
Open slide detailBeat · Solution (Provide relief)
12
The slide uses a split-layout to contrast the management's response with external media coverage.preempt_rebuttal
Open slide detailBeat · Solution (Provide relief)
13
The slide uses a combination of a data table for margins and a grouped bar chart for organic sales growth to frame Nestlé as underperforming relative to its peecompare_peers
Open slide detailBeat · Solution (Provide relief)
14
diagnose_problem
Open slide detailBeat · Solution (Provide relief)
15
Uses a visual metaphor of spilled milk and chocolate to imply messiness/inconsistency.expose_contradiction
Open slide detailBeat · Solution (Provide relief)
16
Uses a quote from the Swiss Code of Best Practice to establish a baseline expectation for board composition.expose_contradiction
Open slide detailBeat · Solution (Provide relief)
17
propose_solution
Open slide detailBeat · Solution (Provide relief)
18
The ice cream cone image serves as a visual metaphor for the 'other' categories (likely referring to Nestlé's ice cream business).expose_contradiction
Open slide detailBeat · Solution (Provide relief)
19
Uses a side-by-side bar chart comparison to highlight the performance gap between core and non-core segments.diagnose_problem
Open slide detailBeat · Solution (Provide relief)
20
Uses brand logos and product imagery to illustrate the small scale of divestitures relative to the company's total portfolio.expose_contradiction
Open slide detailBeat · Solution (Provide relief)
21
Uses a 'superhero' metaphor illustration to emphasize the 'bold' recommendation.propose_solution
Open slide detailBeat · Solution (Provide relief)
22
Uses a classic portfolio management framework similar to BCG Growth-Share Matrix but simplified into three strategic actions.propose_solution
Open slide detailBeat · Solution (Provide relief)Loop · Mece Breakdown
23
The slide uses a 'before-after' or 'swap' logic to illustrate portfolio restructuring.propose_solution
Open slide detailBeat · Solution (Provide relief)Loop · Mece Breakdown
24
The slide uses a blue-tinted aesthetic to align with the L'Oréal brand imagery.frame_situation
Open slide detailBeat · Solution (Provide relief)
25
The slide uses a comparative valuation chart and an EPS accretion impact chart to justify a divestment strategy.quantify_opportunity
Open slide detailBeat · Solution (Provide relief)
26
propose_solution
Open slide detailBeat · Solution (Provide relief)
27
expose_contradiction
Open slide detailBeat · Solution (Provide relief)
28
The slide uses an org chart to visually demonstrate the complexity of the current structure.diagnose_problem
Open slide detailBeat · Solution (Provide relief)
29
propose_solution
Open slide detailBeat · Solution (Provide relief)
30
propose_solution
Open slide detailBeat · Solution (Provide relief)
31
The slide presents a 'pro-forma' organizational chart as a recommendation for restructuring.propose_solution
Open slide detailBeat · Solution (Provide relief)
32
summarize
Open slide detailBeat · Solution (Provide relief)
33
The slide uses a 'before-after' logic to justify the proposed operational and financial improvements.propose_solution
Open slide detailBeat · Solution (Provide relief)
34
other
Open slide detail