Nelson Peltz · activist-deck
E.I. du Pont de Nemours and Company (DuPont) (DD)
88 pages · 5 arc beats · 3 loops
E.I. du Pont de Nemours and Company (DuPont) (DD)
Nelson Peltz · 2015-04 arc beats above · slides in the middle · loops below · scroll → 3 LOOPS
151015202530354045505560657075808588
Deck intelligence map
5 coverage by narrative range · generated from this deck JSON
Narrative range 43 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Hook 4 slides 100% 4/4 slides 100% 4/4 slides · 16 hits — 0/4 slides
— 0/4 slides
— 0/4 slides
100% 4/4 slides — 0/4 slides
Complication 10 slides 100% 10/10 slides 100% 10/10 slides · 55 hits — 0/10 slides
10% 1/10 slides 70% 7/10 slides 100% 10/10 slides 100% 10/10 slides Problem & Complication 10 slides 100% 10/10 slides 100% 10/10 slides · 73 hits — 0/10 slides
10% 1/10 slides 80% 8/10 slides 100% 10/10 slides 100% 10/10 slides Evidence 10 slides 100% 10/10 slides 100% 10/10 slides · 52 hits — 0/10 slides
20% 2/10 slides 80% 8/10 slides 100% 10/10 slides 100% 10/10 slides Climax 9 slides 100% 9/9 slides 100% 9/9 slides · 54 hits — 0/9 slides
33.3% 3/9 slides 33.3% 3/9 slides 100% 9/9 slides — 0/9 slides
Slide inventory
88 every slide · same image gating as the playbook
02
Includes contact information for proxy solicitor MacKenzie Partners.other
Open slide detailBeat · Hook
05
The slide uses a logo grid to demonstrate historical investment influence, specifically highlighting board representation.summarize
08
The table uses checkmarks to indicate that all nominees possess the listed skills, with one exception (Board Experience for Robert).introduce_nominees
09
Includes a callout box highlighting potential upside from excess cost reduction.summarize
10
Uses the 'put money where mouth is' trope to frame the CEO's actions as hypocritical.expose_contradiction
Open slide detailLoop · Iceberg
12
Uses a dual-axis chart to overlay stock price (line) and EPS (red line with points) to show divergence.expose_contradiction
13
The slide highlights a recurring pattern of management missing guidance despite Q1 beats.analyze_data
14
Uses a waterfall-bridge framework to reconcile EPS figures.show_valuation_bridge
15
Trian Portfolio Company (IR) is highlighted in green; DuPont (DD) is highlighted in red.compare_peers
16
DuPont is highlighted in red boxes across all three charts to emphasize its underperformance relative to peers.compare_peers
17
The slide uses a line chart with annotations of key corporate events to contrast management's stated strategy with actual stock performance.expose_contradiction
19
The slide uses bar charts to contrast DuPont's actual performance against 2011/2013 targets and specific peer benchmarks.compare_peers
20
The slide uses a comparison frame to highlight underperformance in specific business units.compare_peers
22
Uses a combination of bar and line charts to demonstrate stagnant growth and margin reliance on external factors.expose_contradiction
23
Uses a red dashed box to group the 'unproven' segments, contrasting them with the 'proven' Agriculture segment.expose_contradiction
24
Uses a before-after-bridge style comparison to highlight the discrepancy in EBITDA reporting between DuPont and the new owners.expose_contradiction
25
Uses a combination of a bar chart for growth comparisons and a line chart for margin performance to demonstrate value destruction.expose_contradiction
26
Uses a process-flow diagram to contrast input (R&D spend) with output (negative results).expose_contradiction
27
Uses a combination of bar charts and a table to demonstrate value destruction.expose_contradiction
28
Uses a visual 'not equal' sign to emphasize the discrepancy between corporate and individual performance ratings.expose_contradiction
29
Uses a comparison table structure to link governance mechanisms to their negative impacts on shareholders.expose_contradiction
30
The slide uses a mix of rhetorical questioning and industry trend data to challenge current board composition.diagnose_problem
33
Uses a classic 'Rhetoric vs. Reality' table structure to undermine management credibility.expose_contradiction
34
This is a classic activist 'villain' slide, framing management as deceptive and the Board as incompetent or uninformed.expose_contradiction
35
The slide uses a table to highlight the lack of transparency in financial reporting.expose_contradiction
36
Uses a callout box to frame the contradiction as a governance failure.expose_contradiction
37
The slide uses a numbered list format to present evidence of financial reporting manipulation.expose_contradiction
38
This is a classic activist 'before/after/remaining' table used to justify the need for further intervention.expose_contradiction
39
The slide uses a preemptive rebuttal strategy to counter the 'intrusive' narrative by citing specific historical relationships.preempt_rebuttal
40
The slide uses a bar chart to demonstrate performance improvement, framing Trian's involvement as the catalyst for growth.summarize
41
The slide uses a table to demonstrate historical investment success, specifically highlighting board representation.compare_peers
44
Includes a column of logos of companies associated with Peltz's career.introduce_nominees
Open slide detailBeat · Climax
45
The slide uses a checkmark column to visually reinforce the 'significant experience' claim for each category.introduce_nominees
Open slide detailBeat · Climax
46
Includes a disclaimer regarding past performance and a 'Vote the Gold Proxy Card' footer.cite_precedent
Open slide detailBeat · Climax
47
Includes a disclaimer regarding the use of this case study as an example of investment process.illustrate_case
Open slide detailBeat · Climax
49
Includes a disclaimer regarding the nature of the case study and specific financial definitions.cite_precedent
Open slide detailBeat · Climax
51
The slide uses a checkmark column to visually validate each competency area.introduce_nominees
52
Includes a bar chart showing AUM growth from $58bn to $200bn over a decade.cite_precedent
55
Includes a disclaimer regarding the illustrative nature of the case study.cite_precedent
58
The slide uses a before-after comparison of valuation multiples and performance metrics to justify a specific activist thesis.illustrate_case
61
The slide uses a numbered list to rank performance days and contrasts Trian-driven events with macro-driven events.cite_precedent
62
The slide uses a side-by-side comparison to argue that management's core activities have failed to create value.expose_contradiction
63
The table tracks stock price changes on the day following earnings events to demonstrate market reaction.analyze_data
64
The table shows negative cumulative stock performance following major announcements.analyze_data
66
The slide uses a testimonial to build credibility for the activist's track record.illustrate_case
67
The slide uses a quote to preemptively address concerns about capex reduction.illustrate_case
68
The slide uses a quote to build credibility for Trian's activist strategy.illustrate_case
70
The slide uses a Trian Partners branded background and includes a call-to-action at the bottom.illustrate_case
74
The slide uses a Trian Partners branded background with a pull-quote format.summarize
75
The slide uses a quote to validate the activist's track record in corporate governance.illustrate_case
77
The slide uses a Trian Partners branded background with a pull-quote format.illustrate_case
79
The slide uses a Trian Partners branded background and includes a call to action at the bottom.illustrate_case
80
The slide uses a testimonial/quote to validate the activist's thesis.illustrate_case
83
The slide uses a quote to establish credibility and counter the 'short-term activist' narrative.cite_precedent
85
Uses two distinct valuation-style build-ups to extrapolate corporate cost savings.analyze_data
86
Uses a 'preempt_rebuttal' strategy by adopting the opponent's logic to prove the activist's point.preempt_rebuttal
87
The slide uses a numbered list to detail six specific areas of operational improvement, supported by footnotes referencing SEC filings and research reports.summarize