Nelson Peltz · activist-deck
The Procter & Gamble Company (PG)
94 pages · 3 arc beats · 2 loops
The Procter & Gamble Company (PG)
Nelson Peltz · 2017-09 arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
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Deck intelligence map
3 coverage by narrative range · generated from this deck JSON
Narrative range 14 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem Statement 2 slides 100% 2/2 slides 100% 2/2 slides · 14 hits — 0/2 slides
— 0/2 slides
100% 2/2 slides · 3 hits 100% 2/2 slides — 0/2 slides
Expose Contradiction 10 slides 100% 10/10 slides 100% 10/10 slides · 86 hits — 0/10 slides
30% 3/10 slides · 4 hits 80% 8/10 slides · 9 hits 100% 10/10 slides · 12 hits — 0/10 slides
Propose Solution 2 slides 100% 2/2 slides 100% 2/2 slides · 12 hits — 0/2 slides
50% 1/2 slides · 2 hits — 0/2 slides
100% 2/2 slides · 4 hits — 0/2 slides
Slide inventory
94 every slide · same image gating as the playbook
04
The slide uses a two-part structure: identifying the problem and proposing a solution, followed by a credibility-building callout box.diagnose_problem
Open slide detailBeat · Problem Statement
05
Uses a negative framing technique to neutralize potential opposition arguments.preempt_rebuttal
Open slide detailBeat · Problem Statement
06
Uses a quote from the CEO to set up a 'The Company's Spin' vs 'The Reality' contrast.expose_contradiction
Open slide detailBeat · Expose Contradiction
07
Uses a combination of bar charts for internal performance and text-based callouts for industry trends.diagnose_problem
Open slide detailBeat · Expose Contradiction
08
The slide outlines specific operational and structural changes recommended for P&G.propose_solution
Open slide detailBeat · Expose Contradiction
09
The slide uses a numbered list format (5-8) to continue a previous list of initiatives.state_demand
Open slide detailBeat · Expose Contradiction
10
Uses a table to highlight the gap between director tenure and TSR performance.expose_contradiction
Open slide detailBeat · Expose Contradiction
11
Uses a bar chart to show relative performance and a list to provide context on the starting conditions of the CEO's tenure.expose_contradiction
Open slide detailBeat · Expose Contradiction
12
Uses a before-and-after comparison framework to critique CEO performance.compare_peers
Open slide detailBeat · Expose Contradiction
13
Uses a comparison frame to contrast P&G's performance against peers and market benchmarks.expose_contradiction
Open slide detailBeat · Expose Contradiction
14
Uses a 'before-after' style comparison of spend and quotes to highlight management's failure to follow through on stated strategy.expose_contradiction
Open slide detailBeat · Expose Contradiction
15
Uses a quote from David Taylor to highlight the contradiction between stated market growth and internal targets.expose_contradiction
Open slide detailBeat · Expose Contradiction
16
Uses a 'P&G Spin' vs 'Reality' structure to frame the argument.expose_contradiction
17
The slide uses a 'before and after' framing to demonstrate that initial resistance from management turns into positive collaboration.expose_contradiction
19
Includes a footnote regarding P&G's stock performance relative to the Consumer Staples Select Sector SPDR Fund.establish_context
20
P&G is highlighted with a red dashed box in all three charts to emphasize its position at the bottom of the peer group.compare_peers
21
P&G is highlighted with a red dashed box in each chart to emphasize its position.compare_peers
22
The slide uses a combination of a time-series bar chart and a ranked peer comparison bar chart to highlight underperformance.compare_peers
Open slide detailLoop · Pattern Hunter
23
Includes a table of average volume growth during the CEO's tenure and a callout quantifying the performance gap.compare_peers
Open slide detailLoop · Pattern Hunter
24
The table uses red shading to indicate negative values (market share loss).diagnose_problem
Open slide detailLoop · Pattern Hunter
25
Includes a specific callout for Core EPS (as Reported) as the most comparable metric.compare_peers
Open slide detailLoop · Pattern Hunter
26
Uses a 'villain' framing by contrasting P&G's excuse (currency) with peers who performed better despite similar/worse currency impacts.compare_peers
27
Highlights P&G's poor performance relative to peers in dividend growth and payout ratio expansion.compare_peers
28
Uses two bar charts to visualize the decline in performance targets over a 12-year period.expose_contradiction
Open slide detailLoop · Cost Of Inaction
29
The slide uses a 'preempt_rebuttal' callout box to clarify that the activist is not anti-investment, but pro-return.diagnose_problem
Open slide detailLoop · Cost Of Inaction
31
Includes a testimonial/quote from a retired GBU President to support the argument.expose_contradiction
33
The slide uses a simplified org chart to illustrate the 'straight line / dotted line' reporting complexity.diagnose_problem
34
The slide uses a problem-solution structure to critique P&G's organizational complexity.diagnose_problem
35
Uses a red downward arrow to visually connect the 'advantages' (scale/pricing) to the 'underperformance' (margins).expose_contradiction
36
Uses a combination of bar charts and a callout box to quantify the 'implied operating profit opportunity'.compare_peers
37
Uses a comparison table structure to highlight contradictions in corporate messaging.expose_contradiction
38
The slide uses a 'before-after' style logic to highlight the lack of impact of a strategic initiative.expose_contradiction
39
Uses a 'before-after' framing to demonstrate lack of progress or repetitive management cycles.expose_contradiction
40
Uses a vertical timeline to demonstrate that 'structural improvements' are a recurring, potentially ineffective theme.expose_contradiction
41
The slide uses a butterfly chart layout to correlate market share decline with revenue scale.compare_peers
42
The slide uses red bars to indicate market share loss and blue bars for gain. Asterisks denote the 7 largest categories.analyze_data
43
The slide uses a combination of a line chart to show premium segment trends and a grouped bar chart to show market share erosion over a 5-year period.diagnose_problem
44
The slide uses a timeline of product launches to illustrate the 'innovation gap' post-acquisition and a bar chart to show market share erosion.expose_contradiction
45
The slide outlines a decentralized operating model where GBUs function as standalone entities with opt-in shared services.propose_solution
46
The slide uses a contrast-pair framework to argue for organizational restructuring.compare_peers
47
Uses a historical case study (Schick Quattro) to frame a critique of current P&G management structure.expose_contradiction
49
Uses a 'three reasons' structure to build a case against management's track record.expose_contradiction
50
The slide uses a comparison table to highlight the composition of two different productivity programs to support the claim of unrealistic targets.expose_contradiction
51
Uses a process-flow style to contrast management claims with actual financial outcomes.expose_contradiction
52
Includes a quote from P&G's 2016 Analyst Day to expose a contradiction between their claims and actual performance.compare_peers
53
Uses a binary choice framework to force accountability for either operational inefficiency or market share loss.expose_contradiction
54
Uses a before-after framing to contrast current failure with proposed board-level oversight.propose_solution
55
The slide uses a before-after framing to demonstrate that cost-cutting does not necessarily hinder growth.compare_peers
56
The slide uses a hierarchical list structure to organize the presentation flow.transition
57
Includes a preemptive rebuttal box clarifying that Trian is not advocating for R&D cuts.compare_peers
58
The slide uses a timeline-based grid to highlight the stagnation in new brand development.expose_contradiction
64
The slide highlights P&G's low M&A activity compared to competitors like Reckitt Benckiser and Henkel.compare_peers
65
The slide uses a bracketed categorization (Gave Up / Struggling) to frame the M&A history as a failure of core capability.expose_contradiction
66
This slide is part of an activist presentation (Trian Partners) critiquing P&G's management.name_villain
68
Uses a side-by-side comparison of P&G management quotes against activist 'Areas of Concern' boxes.expose_contradiction
69
The slide uses a bar chart to highlight the digital presence gap between P&G and its competitors.compare_peers
70
Uses a quote from a 2016 earnings call to frame management as out of touch with the competitive reality.expose_contradiction
71
Uses a case study to counter a potential criticism regarding digital competence.preempt_rebuttal
73
The slide uses a 'problem-solution' structure, identifying the 'insular culture' as the villain/problem and proposing specific hiring and succession goals as thpropose_solution
74
The slide uses a 'problem-solution' structure to critique P&G's hiring practices and suggest a strategic shift.propose_solution
75
The slide uses a contrast between the current state (yellow box) and the proposed future state (blue box) connected by a red arrow.expose_contradiction
76
The slide is used to argue that P&G's leadership is insular by showing that almost all top executives have spent their entire careers at the company.expose_contradiction
77
Uses a comparison table to link external CEO experience to superior 10-year TSR performance.preempt_rebuttal
79
The slide uses a contrast-based argument to frame the incumbent board as disconnected and underperforming compared to Trian's proposed governance standards.expose_contradiction
80
The slide uses a checkmark matrix to highlight the nominee's qualifications relative to existing board members.compare_peers
82
Includes a testimonial quote from Mike Weinstein regarding the Snapple turnaround.introduce_nominees
83
The slide uses a timeline to frame a narrative of poor governance and leadership instability.expose_contradiction
84
Uses a 'ceo-quote-contradiction' framework to contrast management's own admission of strategic flip-flopping with poor performance metrics.expose_contradiction
85
The slide uses a comparison of TSR percentiles vs bonus payouts to demonstrate a misalignment between pay and performance.expose_contradiction
86
Uses red circles to highlight poor performance percentiles and green circles to highlight low PSP payouts.expose_contradiction
87
Uses a Jim Cramer quote as an external authority to validate the activist's position.expose_contradiction
89
The slide uses a 'track record' framing to establish credibility for Trian's operational improvement strategy.summarize
90
Includes a legend for the blue triangle icon indicating board representation.summarize
93
The slide uses a consistent structure for each case study: investment period, operating results, and learnings relevant to P&G.illustrate_case
94
The slide uses a list of company logos paired with quotes from former or current CEOs of those companies to build credibility.illustrate_case