Eric Jackson · activist-deck
Viacom (VIAB)
99 pages · 3 arc beats · 3 loops
Viacom (VIAB)
Eric Jackson · 2016-01 arc beats above · slides in the middle · loops below · scroll → 3 LOOPS
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Deck intelligence map
3 coverage by narrative range · generated from this deck JSON
Narrative range 53 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem (Identify pain) 10 slides 100% 10/10 slides 100% 10/10 slides · 51 hits — 0/10 slides
30% 3/10 slides 30% 3/10 slides 100% 10/10 slides 10% 1/10 slides Agitate (Make it worse) 30 slides 100% 30/30 slides 100% 30/30 slides · 171 hits — 0/30 slides
20% 6/30 slides · 7 hits 63.3% 19/30 slides 100% 30/30 slides 33.3% 10/30 slides Solution (Provide relief) 13 slides 100% 13/13 slides 100% 13/13 slides · 79 hits — 0/13 slides
15.4% 2/13 slides 61.5% 8/13 slides 100% 13/13 slides 76.9% 10/13 slides Slide inventory
99 every slide · same image gating as the playbook
05
Includes financial metrics and a brief business description.establish_context
Open slide detailBeat · Problem (Identify pain)
06
The chart highlights the significant underperformance of Viacom compared to CBS and the S&P 500 over the specified period.compare_peers
Open slide detailBeat · Problem (Identify pain)
07
The chart uses a dual-line format to contrast the sharp decline of Viacom (-46.9%) against the relatively flat performance of the S&P 500 (-1.2%).compare_peers
Open slide detailBeat · Problem (Identify pain)
08
The chart uses a 'Lost Decade' framing to emphasize long-term value destruction.diagnose_problem
Open slide detailBeat · Problem (Identify pain)
09
The chart uses a 'Lost Decade' framing to emphasize long-term value destruction.diagnose_problem
Open slide detailBeat · Problem (Identify pain)
10
The table highlights Viacom's significant underperformance relative to its peer group across all time horizons.compare_peers
11
VIAB is highlighted in yellow, suggesting it is the subject of the activist campaign.compare_peers
12
The slide uses a red circle to emphasize the 3.6x valuation gap in the current period.expose_gap
13
The slide uses a two-section structure to attack the board and the Chair separately.name_villain
14
Includes a photo of the CEO and COO.name_villain
15
The slide uses a series of bulleted arguments to frame the CEO's past decisions as the primary cause of the company's decline.name_villain
20
The slide uses a comparative valuation approach to justify potential share price increases.quantify_opportunity
21
Includes a specific valuation target range of $65-95.90/share.quantify_opportunity
Open slide detailBeat · Agitate (Make it worse)
22
The chart shows a bridge from current value to potential total value.show_valuation_bridge
Open slide detailBeat · Agitate (Make it worse)
23
The table breaks down valuation by business segment (Domestic Cable, Paramount, Corporate) and investments, then adjusts for capital structure to arrive at an ishow_valuation_bridge
Open slide detailBeat · Agitate (Make it worse)
24
The slide outlines specific assumptions and risks related to corporate overhead, tax treatment, and strategic control stock sales.summarize
Open slide detailBeat · Agitate (Make it worse)
26
The slide uses a 'Too X' structure to categorize board failures.name_villain
Open slide detailBeat · Agitate (Make it worse)
27
Uses a provocative question to imply corporate excess or misalignment.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
28
The slide highlights the disconnect between executive pay and company performance, specifically targeting Viacom (VIAB).expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
29
The slide uses a celebrity image to frame the individual as the 'face' of the governance issue, likely as part of an activist campaign.introduce_nominees
Open slide detailBeat · Agitate (Make it worse)
30
Uses rhetorical questioning to frame the contradiction of director independence.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
31
The slide uses a rhetorical question and a French idiom in a thought bubble to emphasize the perceived excess of the CEO's pay.compare_peers
Open slide detailBeat · Agitate (Make it worse)
32
Uses a thought bubble and a callout box to emphasize the absurdity of the compensation levels.compare_peers
Open slide detailBeat · Agitate (Make it worse)
33
Viacom (VIAB) is circled in red in both charts to emphasize its poor performance relative to peers.compare_peers
Open slide detailBeat · Agitate (Make it worse)
34
The slide uses a negative trend line to visually emphasize underperformance.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
35
The chart uses a line graph to emphasize the decline from 2014 to 2015, contrasting it with a 0% growth callout.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
36
The slide uses a downward trend line to visually emphasize the negative performance.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
37
The slide uses arrows to group the pie segments into 'Cash' and 'Non-Cash' categories to emphasize the thesis.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
38
The slide uses specific data points (65%, 46%, $40m, $39m, 62%) to highlight the disconnect between executive pay and company performance.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
39
Uses a pop culture metaphor to frame the governance failure.name_villain
Open slide detailBeat · Agitate (Make it worse)
40
Uses a satirical image (Weekend at Bernie's) to mock the CEO's absence/incapacity.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
41
Uses a quote from Sumner Redstone to highlight potential contradictions in corporate governance and decision-making authority.expose_contradiction
42
The slide uses a pop-culture reference to imply that the subject was incapacitated or deceased at the time of signing.expose_contradiction
43
Includes a Wizard of Oz image as a metaphor for 'the man behind the curtain' controlling the situation.expose_contradiction
44
The slide uses a background image of a group of people at the NASDAQ, overlaid with a blue tint and the section title.transition
45
The slide uses a bar chart to highlight the discrepancy in SG&A efficiency between Viacom and its competitors (CBS, TWX, Disney).compare_peers
Open slide detailLoop · Mece Breakdown
46
Uses a quote to frame the strategic failure as a 'short-term financial gain' that backfired.expose_contradiction
Open slide detailLoop · Mece Breakdown
47
The slide uses a quote from a news source to frame Viacom's management as reactive and out of touch with consumer preferences.expose_contradiction
Open slide detailLoop · Mece Breakdown
48
The slide uses a contrast-pairs framework to highlight the strategic failure of Viacom's management.expose_contradiction
Open slide detailLoop · Mece Breakdown
49
The slide uses a contrast-based argument to highlight Viacom's strategic inertia.expose_contradiction
Open slide detailLoop · Mece Breakdown
50
Uses a 'villain' narrative to highlight management failure.expose_contradiction
Open slide detailLoop · Mece Breakdown
51
Uses a process diagram to show the sequence of events leading to the loss of value.expose_contradiction
Open slide detailLoop · Mece Breakdown
52
The slide uses a bar chart to contrast Vice's valuation against competitors, using a CEO quote to frame the company's ambition.compare_peers
Open slide detailLoop · Mece Breakdown
54
Uses specific examples of Cable One and Suddenlink to illustrate the broader trend of carriage disputes and subscriber churn.diagnose_problem
Open slide detailLoop · Mece Breakdown
55
The slide uses a negative framing to highlight poor performance, consistent with an activist investor's critique.diagnose_problem
Open slide detailLoop · Mece Breakdown
56
The slide uses a 'villain critique' approach to frame Viacom's lack of top-tier content as a failure of corporate culture.name_villain
57
Uses a quote-contradiction framework to undermine management's public stance.expose_contradiction
58
The slide uses negative percentage labels to emphasize the decline of specific brands.name_villain
59
Uses a quote from 2012 to establish a pattern of behavior (contradiction).expose_contradiction
60
Uses a call-and-response format to expose management's deflection.expose_contradiction
61
Uses a French proverb to emphasize the cyclical nature of the company's failure to improve.expose_contradiction
62
Uses a direct quote from an AdAge article to provide evidence of historical ad-load issues.expose_contradiction
63
Uses a cartoon character (SpongeBob) to illustrate the point about over-reliance on a single franchise.name_villain
64
Uses a quote to frame the CEO's short-sightedness and follows with the negative outcome.expose_contradiction
65
Uses visual juxtaposition of the CEO with a private jet to reinforce the 'private plane' quote.expose_contradiction
66
Uses a visual timeline of show launch dates to contrast with the CEO start date.expose_contradiction
67
Uses a 'villain' framing by characterizing the company's performance as 'creatively bankrupt' and using a photo of a slimed celebrity to mock the brand.name_villain
68
Uses headshots and career transition summaries to frame executive turnover as a negative signal.name_villain
69
The slide uses a dialogue format to highlight the tension between a long-term partnership and deteriorating ratings/alternative content sources.expose_contradiction
70
Uses a red circle annotation to highlight the average price paid for buybacks.expose_contradiction
71
Uses an analogy to Kodak to frame Viacom's strategic failure.expose_contradiction
72
Uses a 'what-if' scenario to critique capital allocation strategy.expose_contradiction
73
The slide highlights that Viacom's leverage (3.0x) is higher than several peers, limiting its ability to perform share buybacks.compare_peers
74
Uses a comparison between Viacom and Disney to highlight management failure.expose_contradiction
75
Includes a quote from Rupert and Lachlan Murdoch and a line chart showing stock performance.cite_precedent
76
The slide uses visual juxtaposition to criticize the executive's priorities.name_villain
80
The slide uses a specific valuation argument based on EV/EBITDA multiples to justify the change in leadership.propose_solution
81
Includes a valuation upside callout at the bottom.state_demand
82
Part of a multi-step activist plan.propose_solution
83
Uses a quote from Mario Gabelli to build credibility for the proposed strategic partnership.propose_solution
84
Includes a quote from Mario Gabelli and images of The Walking Dead and Josh Sapan.propose_solution
86
The slide uses a before-after framing to justify cost-cutting measures.propose_solution
87
The slide uses a 'Step 8' framing, implying a multi-step strategic plan.propose_solution
88
This is part of a multi-step value creation plan.propose_solution
89
The chart bridges the current value to a potential total value through additive and subtractive components.show_valuation_bridge
90
Features a photo of a speaker at a podium with a 'HER' branding in the background.appendix
91
The table breaks down valuation by business segment (Domestic Cable, Paramount, Corporate) and adjustments for JVs, debt, and cash.show_valuation_bridge
92
The slide outlines assumptions and risks related to a valuation model, specifically mentioning Jefferies report, corporate overhead, tax implications, and contrappendix
94
The slide highlights the lack of independence among executive directors and committee composition.introduce_nominees
95
The table highlights significant disparities in share ownership and voting power between the Redstone family/executives and independent directors.analyze_data
97
The slide shows a high concentration of ownership in Class A shares by a single individual.analyze_data
99
The chart shows the revenue size of peer companies relative to the target company (Viacom Inc.), categorized by whether they are ISS-selected, shared, or compancompare_peers