Nelson Peltz · activist-deck
E.I. du Pont de Nemours and Company (DuPont) (DD)
95 pages · 4 arc beats · 4 loops
E.I. du Pont de Nemours and Company (DuPont) (DD)
Nelson Peltz · 2015-02 arc beats above · slides in the middle · loops below · scroll → 4 LOOPS
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Deck intelligence map
4 coverage by narrative range · generated from this deck JSON
Narrative range 66 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem 9 slides 100% 9/9 slides 100% 9/9 slides · 42 hits — 0/9 slides
22.2% 2/9 slides 44.4% 4/9 slides 100% 9/9 slides — 0/9 slides
Agitate 11 slides 100% 11/11 slides 100% 11/11 slides · 64 hits — 0/11 slides
— 0/11 slides
72.7% 8/11 slides 100% 11/11 slides 100% 11/11 slides Solution 10 slides 100% 10/10 slides 100% 10/10 slides · 71 hits — 0/10 slides
30% 3/10 slides 30% 3/10 slides 100% 10/10 slides 10% 1/10 slides Impact & Next Steps 36 slides 100% 36/36 slides 100% 36/36 slides · 229 hits — 0/36 slides
8.3% 3/36 slides · 4 hits 75% 27/36 slides 100% 36/36 slides 61.1% 22/36 slides Slide inventory
95 every slide · same image gating as the playbook
06
The slide uses a dual-axis chart to show the divergence between stock price (rising) and EPS (stagnant/declining).expose_contradiction
Open slide detailBeat · Problem
07
Uses red circles to highlight correlation between EPS spikes and price index recovery.expose_contradiction
Open slide detailBeat · Problem
08
The slide uses red highlighting to draw attention to DuPont's poor performance relative to peers.compare_peers
Open slide detailBeat · Problem
09
The slide uses a 3-column matrix structure to frame the activist's narrative of past failure, current progress, and future demands.compare_peers
Open slide detailBeat · Problem
10
The slide uses a contrast-pairs framework to juxtapose DuPont's narrative of disruption against Trian's history of collaboration.expose_contradiction
11
Uses a 'before-after' style logic to debunk current claims by citing historical precedent.expose_contradiction
12
The chart highlights specific corporate events (divestitures/acquisitions) against the stock price timeline to illustrate the lack of value creation.expose_contradiction
13
Uses a series of bar charts to illustrate the 'hidden' EBITDA and the impact of corporate cost allocation.expose_contradiction
14
Uses a combination of bar charts for growth targets vs actuals and a line chart for margin degradation.expose_contradiction
15
Uses a causal chain/process diagram to show the failure of R&D investment.expose_contradiction
16
Uses a 'before-after' or 'cause-effect' style comparison to highlight misalignment in executive compensation.expose_contradiction
17
The slide uses a 'preempt_rebuttal' strategy by addressing the 'intrusive' narrative directly in the bottom callout box.present_solution
21
Includes a disclaimer regarding the applicability of this past performance to future investments (DuPont).cite_precedent
Open slide detailBeat · Solution
22
Includes a waterfall-style bridge for enterprise value and a bar chart for sales volume trends.cite_precedent
Open slide detailBeat · Solution
23
Includes logos of GE Asset Management, Legg Mason, and Hilton.introduce_nominees
Open slide detailBeat · Solution
24
The slide uses a bar chart to show AUM growth from $58bn to $200bn over a decade.cite_precedent
Open slide detailBeat · Solution
26
Includes a detailed disclaimer and footnotes regarding the investment performance.cite_precedent
Open slide detailBeat · Solution
28
The slide uses a 'before-after' logic to demonstrate the impact of divestiture on valuation multiples.cite_precedent
Open slide detailBeat · Solution
30
The slide serves as a firm profile and track record summary.establish_context
32
The slide uses a preemptive rebuttal strategy in the bottom callout box to address potential characterizations of 'intrusiveness'.present_solution
Open slide detailLoop · Cost Of Inaction
33
Includes a specific callout quote from a Trian press release to preempt concerns about a forced breakup.summarize
Open slide detailLoop · Cost Of Inaction
35
The slide uses a 3x3 matrix structure to contrast historical failures, recent management actions, and ongoing investor concerns.expose_contradiction
Open slide detailLoop · Cost Of Inaction
36
The slide uses a callout box to emphasize the failure of management and the irony of their board composition stance.preempt_rebuttal
Open slide detailLoop · Cost Of Inaction
37
Uses a three-column comparison structure to highlight historical inaccuracy of incumbent board rhetoric.expose_contradiction
Open slide detailLoop · Cost Of Inaction
39
Uses a comparison frame to highlight the discrepancy between management's narrative and the activist's analytical framework.expose_contradiction
Open slide detailLoop · Cost Of Inaction
40
Uses a scatter plot to show correlation and a bar chart to show performance gap.expose_gap
Open slide detailLoop · Cost Of Inaction
41
Uses a bar chart to highlight a specific period of underperformance to challenge management's narrative.expose_contradiction
42
Uses red circles to highlight the correlation between EPS growth and the chemical price index recovery.expose_contradiction
43
The slide uses red boxes to draw attention to DuPont's (DD) position in the rankings across different timeframes.compare_peers
44
DuPont (DD) is highlighted in red in all three charts to show underperformance relative to peers.compare_peers
45
The slide uses a combination of a line chart for stock price and a line chart with markers for EPS to demonstrate a divergence.expose_contradiction
46
Uses a line chart to visualize the delta between promised and actual performance, highlighting a 51% shortfall.expose_contradiction
47
The slide uses a red highlight box to draw attention to DuPont's (DD) negative performance relative to peers.compare_peers
48
The chart uses a red box to emphasize the negative performance of DD (DuPont).compare_peers
49
Uses a custom waterfall-style comparison to adjust reported EPS for one-time gains and tax benefits to reveal 'true' performance.expose_contradiction
50
The slide highlights the magnitude of earnings adjustments made by management.analyze_data
51
Uses a circular diagram to represent a 'vicious cycle' of management failure.expose_contradiction
52
The slide uses a 'bridge' style table to reconcile reported EPS to adjusted EPS by stripping out one-time gains.expose_contradiction
53
Uses two waterfall charts to bridge EPS and a table to calculate implied growth.expose_contradiction
54
The slide uses a color-coded bar chart to highlight DuPont's underperformance relative to various peer groups and the S&P 500.compare_peers
56
The chart highlights specific corporate events (divestitures/acquisitions) against the stock price trajectory.expose_contradiction
57
Uses a contrast-pairs framework to highlight the gap between ideal performance and current reality.diagnose_problem
58
The slide uses a series of bar charts to highlight the gap between DuPont's actual performance (red bars) and its targets/peers (grey/blue bars).compare_peers
59
The slide uses a series of bar charts to compare DuPont's margins against specific peer benchmarks for five business segments.expose_gap
63
Uses a 'villain' critique style to frame the company's complexity and lack of organic growth.expose_contradiction
64
Uses a red dashed box to group the 'Unproven' segments, contrasting them with the 'Proven' Agriculture segment.expose_contradiction
65
Uses Trian's 'DuPont Can Be Great' branding; highlights DuPont (DD) in red against peers in blue.expose_contradiction
66
Uses a combination of a stock price line chart and bar charts to illustrate the 'before' (discount) and 'after' (re-rating) states of a spin-off transaction.cite_precedent
67
This slide serves as a historical case study of Trian's activist strategy, specifically highlighting the 'breakup' or 'spinoff' thesis.illustrate_case
68
Case study of Trian's investment in Ingersoll-Rand.illustrate_case
70
Uses a 'before-after' logic to expose hidden corporate costs.expose_contradiction
71
The slide uses two distinct calculation approaches (% of sales vs % of EBITDA) to derive total excess corporate costs.analyze_data
Open slide detailBeat · Impact & Next Steps
72
Uses a 'preempt_rebuttal' strategy by adopting the opponent's (DuPont's) methodology to prove the activist's (Trian's) point.preempt_rebuttal
Open slide detailBeat · Impact & Next Steps
73
The slide uses a numbered list to detail specific management, cultural, growth, margin, and capital improvements.summarize
Open slide detailBeat · Impact & Next Steps
74
Uses direct quotes from earnings transcripts to undermine management credibility.expose_contradiction
Open slide detailBeat · Impact & Next Steps
76
Uses a causal-chain style diagram to show the disconnect between investment and results.expose_contradiction
Open slide detailBeat · Impact & Next Steps
77
Uses a side-by-side comparison to frame DuPont's R&D and legal strategy as a failure.expose_contradiction
Open slide detailBeat · Impact & Next Steps
78
The slide uses a combination of bar charts for historical performance and a comparison chart for ROIC vs WACC to highlight value destruction.expose_contradiction
Open slide detailBeat · Impact & Next Steps
79
Uses red arrows to emphasize negative bps changes and green for positive.expose_contradiction
Open slide detailBeat · Impact & Next Steps
80
Uses a before-after/promise-results framing to highlight management failure.expose_contradiction
81
The slide uses a table to contrast expansion plans with negative industry headwinds to argue against management's capital allocation strategy.diagnose_problem
82
Uses a classic 'Rhetoric vs. Reality' contrast frame.expose_contradiction
83
Uses a competitor (Monsanto) as a benchmark to highlight DuPont's inefficiency.expose_contradiction
84
The slide uses a combination of bar and line charts to contrast targets against actual performance, specifically highlighting a 33% drop in profitability.expose_contradiction
86
The slide uses a numbered list to detail specific accounting and reporting inconsistencies.expose_contradiction
87
Uses two bar charts to show percentile ranking of revenue vs TSR performance.expose_contradiction
88
Uses a 'before-after' style comparison to highlight the disconnect between company performance and executive compensation.expose_contradiction
89
Uses a contrast-pairs framework to highlight the gap between corporate narrative and actual performance metrics.expose_contradiction
90
Uses a two-column comparison table to systematically dismantle management's performance claims.expose_contradiction
91
The slide uses a dual-axis chart to correlate stock price performance with cumulative insider selling, framing the CEO's actions as a 'red flag'.expose_contradiction
Open slide detailBeat · Impact & Next Steps
92
Uses a 'before-after' style contradiction structure to frame the Board's failure.expose_contradiction
Open slide detailBeat · Impact & Next Steps
93
The slide uses a comparison-style layout to list provisions and their negative effects.name_villain
Open slide detailBeat · Impact & Next Steps
94
Uses Gibson Dunn publication as the primary source for both citations.cite_precedent
Open slide detailBeat · Impact & Next Steps