Starboard Value · activist-deck
Bristol-Myers Squibb Company (BMY)
197 pages · 3 arc beats · 2 loops
Bristol-Myers Squibb Company (BMY)
Starboard Value · 2019-03 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 194 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Problem (Identify pain) 8 slides 12.5% 1/8 slides 12.5% 1/8 slides · 6 hits — 0/8 slides
12.5% 1/8 slides — 0/8 slides
100% 8/8 slides — 0/8 slides
Agitate (Make it worse) 16 slides 25% 4/16 slides 25% 4/16 slides · 25 hits — 0/16 slides
6.3% 1/16 slides 25% 4/16 slides 100% 16/16 slides 37.5% 6/16 slides Solution (Provide relief) 170 slides 0.6% 1/170 slides 0.6% 1/170 slides · 6 hits — 0/170 slides
0.6% 1/170 slides 0.6% 1/170 slides 100% 170/170 slides 0.6% 1/170 slides Slide inventory
197 every slide · same image gating as the playbook
01
The quote is used to contrast the 'String of Pearls' strategy with the current merger strategy.front_matter
Open slide detailBeat · Problem (Identify pain)
09
Uses a visual equation (Historical Acquisitions + Internal R&D = Success) vs (Celgene Acquisition = High Risk/Patent Cliff) to frame the contradiction.expose_contradiction
Open slide detailBeat · Agitate (Make it worse)
16
The slide uses a bar chart to show historical revenue concentration and an area chart to show the projected revenue decline of Celgene's portfolio.expose_contradiction
20
Uses a waterfall-style bridge to reallocate synergies from marketed products to the pipeline.show_valuation_bridge
24
Uses a timeline visualization to highlight the gap between historical performance (3 launches in 15 years) and projected performance (10 launches in 8 years).expose_contradiction
28
The chart uses a scatter/line hybrid to show the relationship between 2028 revenue and NPV, highlighting specific failure points.diagnose_problem