Marcato · activist-deck
Buffalo Wild Wings (BWLD)
48 pages · 0 arc beats · 3 loops
Buffalo Wild Wings (BWLD)
Marcato · 2016-06 arc beats above · slides in the middle · loops below · scroll → 3 LOOPS
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Deck intelligence map
1 coverage by narrative range · generated from this deck JSON
Narrative range 48 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Whole deck 48 slides 100% 48/48 slides 100% 48/48 slides · 237 hits — 0/48 slides
25% 12/48 slides · 13 hits 60.4% 29/48 slides — 0/48 slides
29.2% 14/48 slides · 17 hits Slide inventory
48 every slide · same image gating as the playbook
04
The slide uses a standard activist investment thesis structure: problem identification followed by a strategic roadmap.frame_situation
06
The slide uses a callout box to highlight specific negative catalysts on 10/28/15.expose_contradiction
07
The slide uses a causal chain logic to link operational metrics to valuation compression.diagnose_problem
08
The chart highlights that menu price increases have outpaced CPI, while traffic/mix has been declining.analyze_data
09
The slide uses a CEO quote to frame a problem of margin compression due to labor costs.expose_contradiction
10
The slide uses a red dashed box to emphasize the 2015 outlier.expose_contradiction
11
The slide uses a grouped bar chart to compare ROIC with and without operating lease capitalization, alongside a franchise mix row.analyze_data
12
Uses analyst quotes to validate the activist's thesis regarding capital mismanagement.cite_precedent
14
The slide outlines a classic activist investor playbook for operational and financial restructuring.propose_solution
16
The slide uses a comparison table to frame the franchise model as more capital-efficient and resilient to cost inflation.compare_peers
Open slide detailLoop · Tale Two Worlds
18
The slide uses a '4-Wall Margin' summary row above the stacked bars to show the net effect of these cost changes.diagnose_problem
Open slide detailLoop · Tale Two Worlds
19
The chart shows BWLD has very low international presence compared to peers, suggesting an opportunity for growth.compare_peers
Open slide detailLoop · Tale Two Worlds
20
Includes a callout box summarizing the per-share value impact and a source note at the bottom.size_opportunity
Open slide detailLoop · Tale Two Worlds
21
The slide uses a dual-component approach: a line chart for stock performance and a data table for operational metrics.illustrate_case
Open slide detailLoop · Tale Two Worlds
22
Includes a highlighted box (2010-2012) emphasizing the period of 3G Capital's ownership and rapid multiple expansion.cite_precedent
Open slide detailLoop · Tale Two Worlds
23
The slide uses a dual-axis chart (bar for store count, line for stock performance) combined with a data table to demonstrate the correlation between refranchisicite_precedent
Open slide detailLoop · Tale Two Worlds
24
The slide uses a 'build-up' approach to adjust the headline return metric down to a more realistic after-tax FCF return.analyze_data
Open slide detailLoop · Tale Two Worlds
25
Includes a quantitative valuation bridge and a qualitative comparison matrix.show_valuation_bridge
Open slide detailLoop · Tale Two Worlds
26
The slide uses arrows to indicate the direction of improvement (up for performance metrics, down for volatility).propose_solution
Open slide detailLoop · Tale Two Worlds
28
The slide uses a column-based framework to categorize strategic initiatives and their associated basis point impact.quantify_opportunity
29
The chart uses red circles to highlight specific declining trends across categories.diagnose_problem
30
The slide uses a dual-axis style visualization (bar for mix, line for margin) to highlight the correlation.expose_contradiction
31
The slide uses a bar chart to show the historical percentage of takeout sales, highlighting a recent uptick in Q1 2016.diagnose_problem
33
Includes a table comparing franchisee acquisitions vs new company-owned stores, and a bar chart showing historical ROE vs Cost of Equity.diagnose_problem
Open slide detailLoop · Cost Of Inaction
34
The slide highlights the company's strategy of re-levering and returning capital to shareholders, showing a 210% cumulative payout ratio.analyze_data
Open slide detailLoop · Cost Of Inaction
35
The slide uses a 6x post-royalty EBITDA multiple to calculate the value of the store base.quantify_opportunity
Open slide detailLoop · Cost Of Inaction
36
The slide uses a process flow leading into a risk-spectrum categorization.propose_solution
37
Uses a vertical risk-based hierarchy to categorize strategic options.propose_solution
39
The slide highlights a misalignment between management incentives and shareholder value creation.expose_contradiction
40
The slide uses a checkmark matrix to compare compensation structures. Red dashed boxes highlight gaps in BWLD's current incentive program.compare_peers
42
The chart highlights a significant delta in EPS growth between the two scenarios by 2021E.quantify_opportunity
43
The chart uses a fan-out projection from the current stock price to a range of potential future valuations based on different EBITDA multiples.show_valuation_bridge
44
The slide uses a bridge-style annotation to link specific financial line items to the qualitative drivers of value creation.compare_peers
45
The slide outlines a clear activist agenda for operational and financial restructuring.propose_solution
47
The slide outlines specific growth, margin, and capital allocation assumptions for the financial model.analyze_data
48
The table includes historical data (2015A) and projections (2016E-2021E) covering store counts, revenue, EBITDA, EBIT, net earnings, EPS, and debt metrics.analyze_data