{ "schemaVersion": "deck-intelligence.v1", "id": "019dd923-622c-750b-8b9d-3e6739b32084", "slug": "0691ea4b1c9e", "title": "The Procter & Gamble Company (PG)", "subtitle": "Nelson Peltz · 2017-09", "author": "Nelson Peltz", "date": "2017-09-06 00:00:00", "pageCount": 94, "kind": "activist-deck", "orientation": "landscape", "aspectRatio": 1.3333334, "targetCompany": "The Procter & Gamble Company", "targetTicker": "PG", "document": { "id": "019dd923-622c-750b-8b9d-3e6739b32084", "slug": "0691ea4b1c9e", "title": "The Procter & Gamble Company (PG)", "rawTitle": "Trian Procter Gamble Presentation September 2017", "authorId": "06_Trian_Partners", "authorName": "Nelson Peltz", "authorDisplay": "Nelson Peltz", "kind": { "slug": "activist-deck", "label": "Activist deck" }, "sourceType": { "slug": "activist_investor", "label": "Activist investor" }, "fileName": "2017-09-Trian-Procter-Gamble-Presentation-September-2017.pdf", "sourceUrl": null, "sourceDate": null, "presentationDate": "2017-09-06 00:00:00", "ingestedAt": "2026-04-23 08:16:49+00", "status": "ready", "pageCount": 94, "orientation": "landscape", "aspectRatio": 1.3333334, "targetCompany": "The Procter & Gamble Company", "targetTicker": "PG", "metadata": { "local_root": "/tmp/legacy-images/0691ea4b1c9e", "activist_firm": "Trian Fund Management", "origin_corpus": "contrarian", "extraction_seconds": 163.86499619483948 } }, "coverage": { "pageCount": 94, "pagesIndexed": 6, "pagesWithImages": 6, "pagesWithMetadata": 6, "imageCoveragePct": 6.4, "metadataCoveragePct": 6.4, "componentCount": 31, "chartCount": 3, "metricSlides": 0, "toolMatches": 4, "documentToolMatches": 4, "frameworkMatches": 5, "arcMatches": 1, "beatMatches": 3, "loopMatches": 2, "patternMatches": 0, "storymakersMatch": false, "scoreAvailable": false, "reviewAvailable": false, "activistThesisAvailable": true, "pitchdeckMetadataAvailable": false, "pitchdeckProfileAvailable": false }, "blocks": [], "matches": { "arcs": [ { "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "matchId": "17bb2328-bb6e-4bb8-a210-139783f11fba", "evidence": "The document follows a clear problem-agitate-solution structure, highlighting P&G's problems, agitating them, and offering solutions", "isPrimary": true, "confidence": 0.8, "extraction": { "at": "2026-07-16 22:03:56.62306+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } } ], "beats": [ { "to": 10, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 1, "name": "Problem", "beatId": "2f6b3ce6-9766-4010-9f9f-3f4ade722c49", "matchId": "17bb2328-bb6e-4bb8-a210-139783f11fba", "beatType": { "name": "Problem (Identify pain)", "slug": "problem-agitate-solution-problem-identify-pain", "status": "active", "canonId": "019dd9b8-0e78-74bb-b8f6-54348367a131", "version": 1, "description": null }, "evidence": "The document starts by highlighting P&G's underperformance and market share loss", "position": 0, "isPrimaryArc": true, "parentBeatType": { "name": "Complication", "slug": "complication", "status": "active", "canonId": "019dd9b8-0275-7709-b2d6-4f77c3fc7579", "version": 1, "description": "The point in the narrative where the audience should feel discomfort. Required for argumentative arcs." }, "alignedBlockIds": null, "matchConfidence": 0.8 }, { "to": 20, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 11, "name": "Agitate", "beatId": "8f878b83-86b0-4849-b2ab-0ae5ede2c54c", "matchId": "17bb2328-bb6e-4bb8-a210-139783f11fba", "beatType": { "name": "Agitate (Make it worse)", "slug": "problem-agitate-solution-agitate-make-it-worse", "status": "active", "canonId": "019dd9b8-0f5a-71dd-bae7-8fadb0d09456", "version": 1, "description": null }, "evidence": "The document then agitates the problem by exposing contradictions in P&G's performance", "position": 1, "isPrimaryArc": true, "parentBeatType": { "name": "Development", "slug": "development", "status": "active", "canonId": "019dd9b8-0332-7008-b3aa-11b0840a57b1", "version": 1, "description": "The middle stretch in arcs that have one. Often where length problems creep in." }, "alignedBlockIds": null, "matchConfidence": 0.8 }, { "to": 94, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 21, "name": "Solution", "beatId": "6867bf6a-13db-4a86-94da-00fb08a3efcb", "matchId": "17bb2328-bb6e-4bb8-a210-139783f11fba", "beatType": { "name": "Solution (Provide relief)", "slug": "problem-agitate-solution-solution-provide-relief", "status": "active", "canonId": "019dd9b8-0fee-73e9-9ae5-799c7f3895cd", "version": 1, "description": null }, "evidence": "The document offers Trian's strategic initiatives as a solution to P&G's problems", "position": 2, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. Required in 19/20 arcs. The exception (Sparkline) ends with new bliss which is functionally a resolution." }, "alignedBlockIds": null, "matchConfidence": 0.8 } ], "loops": [ { "to": 20, "from": 16, "loop": { "name": "27_cost_of_inaction", "slug": "27-cost-of-inaction", "status": "active", "bestFor": "Urgent budget requests, compliance, risk mitigation", "canonId": "019dd956-70d1-7395-a15b-857ba858b394", "version": 1, "bodyDocId": "019df22a-2420-77be-bc41-ded96d08cb21", "structure": "The Status Quo -> The Hidden Costs Accumulating -> The Future State of Inaction -> The Tipping Point", "description": "Quantify what happens if the audience does nothing", "familyLabel": null, "categoryName": "Urgency", "categorySlug": "urgency" }, "matchId": "a6aa9ed8-c789-422e-b3c6-cf3263092fee", "evidence": "The document highlights the cost of inaction for P&G, specifically the 10% annual underperformance", "position": 0, "objective": "Highlight the cost of inaction for P&G", "confidence": 0.6, "extraction": { "at": "2026-07-16 22:03:56.768209+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } }, { "to": 50, "from": 44, "loop": { "name": "05_the_reveal", "slug": "05-the-reveal", "status": "active", "bestFor": "Product launches, strategic pivots, unexpected findings", "canonId": "019dd956-67e8-77bc-a867-02c2b36370bd", "version": 1, "bodyDocId": "019df22a-2420-77be-bc41-ded96d08cb21", "structure": "Setup the Question -> Build Suspense -> The Big Reveal", "description": "Build mystery and anticipation, then deliver a surprising or powerful conclusion", "familyLabel": null, "categoryName": "Narrative", "categorySlug": "narrative" }, "matchId": "17d0d802-1a29-4f15-a980-417b90eaf54e", "evidence": "The document presents a case study on Gillette, demonstrating the effectiveness of Trian's initiatives", "position": 1, "objective": "Reveal a case study demonstrating the effectiveness of Trian's initiatives", "confidence": 0.6, "extraction": { "at": "2026-07-16 22:03:56.803907+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } } ], "tools": [ { "tool": { "name": "Before/after framing", "slug": "before-after-framing", "status": "active", "bestFor": "For turnaround / reform proposals", "canonId": "019dd9e1-528b-72ec-a563-e5dcb9410f67", "version": 1, "bodyDocId": "019dd9a1-80bf-72e9-980b-ccd1c0cd3488", "description": "You visualise two futures side by side: the trajectory the target is on\ntoday, and the trajectory under your proposed intervention. The reader\nhas to see the delta to feel the stakes.\n\nIt's the rhetorical cousin of the peer-gap — same visual grammar\n(comparison), but across **time** instead of across peers.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "c89cf9e0-2a16-4d4a-a727-36af2a79b718", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "For turnaround / reform proposals", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- It **quantifies the opportunity cost** of inaction. \"Doing nothing\"\n becomes a concrete, visible path, not an abstraction.\n- It **makes the Answer tangible**. The prescription isn't a paragraph;\n it's a trajectory the reader can point at.\n- It **pre-empts the status-quo defence**. Management usually argues \"we\n have a plan\". Your chart shows what their plan looks like vs. yours.\n- It **satisfies both the Architect** (math adds up) **and the Storyteller**\n (emotional delta between two futures).", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "CEO quote contradiction", "slug": "ceo-quote-contradiction", "status": "active", "bestFor": "When management credibility is the lever", "canonId": "019dd9e1-52e9-717f-8454-93e627563ed6", "version": 1, "bodyDocId": "019dd9a1-8296-720d-8f51-da76937f9415", "description": "You reproduce management's own words — verbatim, with source and date — and\nthen place them next to the outcome that contradicts them. The CEO built\nthe rope; you put it around their own neck.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "2857634c-788f-49ff-91ce-10730b551c3f", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "When management credibility is the lever", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- **Maximum credibility**: no adjective you could write is as damning as the\n target's own prior statement.\n- **No rebuttal path**: management can't argue they didn't say it.\n- **It forces accountability onto a person**, not an institution — even if\n you aren't explicitly naming a villain elsewhere.\n- **Reporters amplify it**. A CEO-quote-contradiction slide is quotable,\n which means it lands in WSJ/FT/Bloomberg coverage.", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Peer gap chart", "slug": "peer-gap", "status": "active", "bestFor": "When relative underperformance is the core argument", "canonId": "019dd9e1-54f1-775a-94a1-d5cf3bb75abf", "version": 1, "bodyDocId": "019dd9a1-8653-7748-9050-807f067196c3", "description": "A single visual that benchmarks the target against its best-in-class peers on\na single quantitative KPI — and shows the target losing. The gap is the\npunchline.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "237a2020-c10f-47ff-b5d8-af616f6c25f3", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "When relative underperformance is the core argument", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- It's the **most credible claim in the deck** because it's arithmetic, not\n opinion.\n- It's immediately **actionable** — close this gap and value accrues.\n- It **pre-empts the \"context is different\" defence** by pitting the target\n against direct peers in the same category.", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Villain naming", "slug": "villain-naming", "status": "active", "bestFor": "When governance or specific decisions are the core thesis", "canonId": "019dd9e1-55a4-74db-9314-0ced4cd46cd2", "version": 1, "bodyDocId": "019dd9a1-88f1-72ad-8f4e-56ec29d7b369", "description": "You identify a **specific person** responsible for the target's underperformance\nor the behaviour you want changed — and name them. Not \"management\" or \"the\nboard\". A named executive or director with a specific failure attributable to\nthem.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "438bae13-55c1-4f52-bf46-1b5ac1560e94", "evidence": "David Taylor (CEO) and the P&G Board (notably long-tenured independent directors including Scott Cook, Ernesto Zedillo, James McNerney)", "pageRefs": null, "priority": null, "whenToUse": "When governance or specific decisions are the core thesis", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- **Accountability needs a face.** Voters (shareholders, regulators,\n journalists) act faster against people than institutions.\n- **Credibility rises with specificity.** \"The CFO has repeatedly missed\n guidance\" > \"Management has missed guidance\".\n- It **pre-empts evasion**. An individual can be removed; an abstraction\n cannot.\n- It **forces the target to respond personally** — and their defensive\n response usually generates more attention for your thesis.", "antipattern": null, "cardinality": null, "narrativePurpose": null } ], "frameworks": [ { "matchId": "902ade98-a2c2-4ffd-a23e-cab77a45efd6", "evidence": "The slide uses a structured list to present strategic initiatives.", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:39.728+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 9, "frameworkName": "list-presentation" }, { "matchId": "820bf4dd-6c45-4086-8fad-b37256736ff3", "evidence": "Contrasts CEO's performance claim with historical context of underperformance.", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:43.317+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 11, "frameworkName": "ceo-quote-contradiction" }, { "matchId": "0ca6c8d6-b33c-4dda-953a-f6fa19f5d9a0", "evidence": "Exposing misleading methodology in P&G's shareholder letter", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:43.776+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 16, "frameworkName": "fraud-exposure" }, { "matchId": "6cddee54-a800-4dbc-9530-5b054a54423f", "evidence": "Uses an external analyst quote to contradict the company's internal narrative of success.", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:43.375+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 38, "frameworkName": "ceo-quote-contradiction" }, { "matchId": "973bb2a2-cb67-40a1-9b74-87e1447699e1", "evidence": "Analysis of P&G's corporate structure impact on Gillette's innovation and competitive response.", "framework": null, "confidence": 0.8, "extraction": { "at": "2026-05-02 21:00:44.342+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 44, "frameworkName": "management-change" } ], "patterns": [] }, "storymakers": null, "score": null, "review": null, "activistThesis": { "tone": "analytical", "notes": "Classic Trian proxy-fight deck with 'Revitalize P&G Together — Vote the WHITE Proxy Card' branded cover. Campaign pitched deliberately narrow: not breakup, not CEO change, not replacing any director — just adding Peltz to an 11/12-seat board. Unusual framing device 'What We Are NOT Recommending' (p.4) neutralizes hostile-activist stereotype. Heavy use of 'P&G Spin' vs. 'The Reality' and 'What They Said Then' vs. 'What They Say Now' (p.38) — strong CEO-quote-contradiction examples worth swiping. Peer-gap TSR across 6 time frames (pp.19-20) is a complete template for benchmarking. Stake not disclosed in deck (Trian's position reported elsewhere at ~$3.5bn/~1.5%). Campaign outcome: initial vote ruled loss, then after recount P&G agreed to add Peltz to the board in December 2017 — a partial/win.", "kpisCited": [ { "detail": "P&G 93% vs. peer average 210% (14th percentile)", "metric": "10-year TSR" }, { "detail": "P&G 67% vs. peer average 118% (5th percentile)", "metric": "5-year TSR" }, { "detail": "P&G 2.3% vs. peer average 3.7%", "metric": "Organic sales growth CAGR FY11-FY17" }, { "detail": "P&G -1.3% annual vs. peer +6.6% (790bps underperformance)", "metric": "EPS growth since David Taylor (FY15-FY17)" }, { "detail": "68% of top 20 country-categories losing share over 5 and 3 years", "metric": "Market share — country-categories losing share" }, { "detail": "5 out of 5 segments lost market share in FY2017", "metric": "2017 segment share" }, { "detail": "P&G 12.9% vs. peer average 16.9%; top-third 23.7%", "metric": "International operating margin" }, { "detail": "P&G averages 53% price premium across US categories", "metric": "Price premium vs. category" }, { "detail": "Cut $125mm (-2%) in 2017 despite commitment to grow — 70bps decline as % of sales in Q4", "metric": "Advertising spend" }, { "detail": "~98-101% of target despite 5th-14th percentile TSR; 132% in 2017 after transformation-factor boost", "metric": "Annual bonus payout" }, { "detail": "62% in 2011 to 49% in 2016; Dollar Shave Club + Harry's went 0% to 10%", "metric": "Gillette U.S. men's grooming share" }, { "detail": "Lost ~650bps since 2011 while Kimberly-Clark (Huggies) and Kao (Merries) gained", "metric": "China Pampers share" }, { "detail": "Management's $12-$13bn plan claimed but prior $10bn plan (2012) did not deliver — operating profit flat, share losses continued", "metric": "Productivity plan" }, { "detail": "P&G $65bn sales ≈ 4x peer average but operating margin only 250bps above peer", "metric": "Scale gap" } ], "closingAsk": "Vote the WHITE proxy card to elect Nelson Peltz to the P&G Board so shareholders gain a voice alongside the existing directors and management team.", "extraction": { "at": "2026-04-23 08:16:49+00", "model": "unknown-legacy", "runId": null, "seconds": 163.86499, "promptVersion": null }, "scqaReward": "Trian-invested consumer companies where Peltz served on the board delivered +780bps annual EPS growth and +880bps annual TSR over the S&P 500; P&G currently sits in the 5th-14th TSR percentile, so the implied closing of that gap is substantial.", "thesisTypes": [ "governance_board", "operational_turnaround", "strategic_pivot" ], "top3Reasons": [ "P&G lost share in 68% of its top 20 country-categories and delivered 14th-percentile 10-year TSR", "Suffocating matrix structure yields 12.9% international margins vs. 16.9% peer average despite 3x scale", "Consumer companies where Peltz served on the board beat S&P 500 by +880bps TSR annually" ], "scqaSituation": "P&G is the world's largest consumer-products company at $65bn of sales across Tide, Pampers, Gillette and Pantene, operating through a global matrix of GBUs, regional Sales & Market Operations, and Corporate Functions/GBS.", "thesisSummary": "Trian argues that P&G has lost market share for a decade under an insular, CPG-inexperienced board that keeps rewarding management despite bottom-quartile 10-year TSR, organic sales growth running half the peer average, and bottom-third EPS growth. The underlying causes are a suffocating global matrix, a broken innovation machine, failure to develop small and local brands, and a compensation plan that pays out ~100% of target bonuses while formally targeting below-market sales growth through 2019. The fix is not a breakup, not a CEO change, and not replacing other directors — it is adding Nelson Peltz as one of 11-12 directors to bring shareholder voice and CPG operating experience. Peltz would push a lean HoldCo with three independent GBUs (Beauty/Grooming/Health $26bn; Fabric/Home Care $21bn; Baby/Feminine/Family $18bn), a real productivity plan, digital investment, and governance and comp reform. Trian cites Heinz, Mondelez, Wendy's, and Snapple as precedents where Peltz delivered +780bps annual EPS growth and +880bps annual TSR vs. the S&P 500.", "primaryDemands": [ "Elect Nelson Peltz to the existing P&G Board (one of 11-12 seats)", "Reorganize P&G into three independent GBUs under a lean holding company (Beauty/Grooming/Health, Fabric/Home Care, Baby/Feminine/Family)", "Ensure the $12-$13bn productivity plan delivers reinvestable savings rather than margin-only benefit", "Fix the broken innovation machine and build/acquire new leading brands", "Develop small, mid-size and local brands organically and through M&A", "Build a decisive digital strategy across categories", "Address the insular culture by bringing in external senior talent", "Improve corporate governance and align long-term compensation with market-share gains and relative TSR" ], "scqaResolution": "Shareholders should vote the WHITE proxy card to elect Nelson Peltz to the existing 11-12 person board so he can drive reorganization into three lean independent GBUs, fix culture and innovation, and overhaul compensation — without replacing CEO David Taylor or any director.", "thesisOneLiner": "P&G's insular board and suffocating matrix have driven a decade of share loss; adding Nelson Peltz as one of 11 directors — Heinz/Mondelez/Wendy's tested — would revitalize the $65bn giant.", "precedentsCited": [ "Heinz (Trian 2006-2013)", "DuPont proxy campaign 2015", "Mondelez (Trian 2012-today)", "Wendy's (Trian 2005-today; +1,400bps EBITDA margin, 18 straight quarters SSS)", "Snapple turnaround (Peltz/Triarc, 1997-2000 — HBS case 'How Snapple Got Its Juice Back')", "Sysco (Trian 2015-today)" ], "scqaComplication": "P&G has lost share in 68% of its top 20 country-categories, posted 14th-percentile 10-year TSR, and grown organic sales at half the peer rate — a suffocating matrix, broken innovation, and a board that has rewarded mediocrity are to blame.", "narrativeInterest": 4, "notableSlidePages": [ 3, 9, 11, 16, 38, 44 ], "peerCompaniesCited": [ "Beiersdorf", "Church & Dwight", "Clorox", "Colgate-Palmolive", "Edgewell Personal Care", "Henkel", "Kimberly-Clark", "L'Oreal", "Reckitt Benckiser", "Unilever" ], "valuationFrameworks": [ "multiple_comparison" ], "visualCraftInterest": 3 }, "pitchdeck": { "metadata": null, "profile": null }, "slides": [ { "page": 1, "type": "setup", "block": null, "metadata": { "slideType": null, "slideTypeCanon": null, "function": null, "functionCanon": null, "density": null, "densityScore": null, "componentCount": null, "textChars": null, "nDataPoints": null, "notes": null, "elementsJson": null, "confidence": null, "extraction": { "model": null, "runId": null, "at": null, "seconds": null, "promptVersion": null } }, "links": { "slide": "/slides/019dd923-622c-750b-8b9d-3e6739b32084/1", "deck": "/decks/019dd923-622c-750b-8b9d-3e6739b32084", "deckAnchor": "/decks/019dd923-622c-750b-8b9d-3e6739b32084#slide-1", "deckJson": "/decks/019dd923-622c-750b-8b9d-3e6739b32084.json" }, "components": [], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 10, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null }, "from": 1, "name": "Problem", "beatId": "2f6b3ce6-9766-4010-9f9f-3f4ade722c49", "matchId": "17bb2328-bb6e-4bb8-a210-139783f11fba", "beatType": { "name": "Problem (Identify pain)", "slug": "problem-agitate-solution-problem-identify-pain", "status": "active", "canonId": "019dd9b8-0e78-74bb-b8f6-54348367a131", "version": 1, "description": null }, "evidence": "The document starts by highlighting P&G's underperformance and market share loss", "position": 0, "isPrimaryArc": true, "parentBeatType": { "name": "Complication", "slug": "complication", "status": "active", "canonId": "019dd9b8-0275-7709-b2d6-4f77c3fc7579", "version": 1, "description": "The point in the narrative where the audience should feel discomfort. 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TSR at each of these companies has outperformed P&G – by 10% annually on average – since Trian invested", "attrs": null, "canon": { "kind": { "name": "Callout", "slug": "callout", "status": "active", "canonId": "019de52c-f8d3-761a-8953-7d37080de5e2", "version": 1, "description": "Highlighted callout box." }, "tool": null, "subkind": { "name": "Primary callout", "slug": "primary", "status": "active", "canonId": "019de52c-fbd1-70eb-a9ce-8997f8674c1d", "version": 1, "description": null }, "framework": null }, "subkind": "primary", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 21:00:43.776+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6cd28c63-5f6b-4677-abb7-5daa6ae19414", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.9, "x": 0.05, "y": 0.29 }, "kind": "list", "text": "1) Arbitrary Time Frame; 2) \"Market Value Weighted Average\" TSR Methodology; 3) P&G Has Underperformed Under This Board's Watch", "attrs": null, "canon": { "kind": { "name": "List", "slug": "list", "status": "active", "canonId": "019de52c-f94b-779b-a53b-fd4904a5f4d2", "version": 1, "description": "Bullet or numbered list." }, "tool": null, "subkind": { "name": "Numbered list", "slug": "numbered", "status": "active", "canonId": "019de52c-fcc0-7718-a284-a4250c805df2", "version": 1, "description": null }, "framework": null }, "subkind": "numbered", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 21:00:43.776+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "882a02c4-16b4-4ab9-a3ba-424fd470ef7c", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.9, "x": 0.05, "y": 0.23 }, "kind": "paragraph", "text": "Reality: Companies where Nelson serves as a director have meaningfully higher TSR than P&G's. Mr. Taylor's letter and methodology are highly misleading for the following reasons:", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 21:00:43.776+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "8353958a-4489-4b01-83a3-8de3b6dfae85", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.9, "x": 0.05, "y": 0.12 }, "kind": "paragraph", "text": "P&G Spin: \"Since the CEO transition on November 1, 2015, our team has delivered total shareholder return (\"TSR\") of 27%...the weighted average return of the companies where Mr. Peltz serves as a Board member has been only 8%\" – Letter From David Taylor to Shareholders, 8/14/17", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 21:00:43.776+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "bb2e60c5-2c36-477a-8d83-c702cc96b7a0", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.8, "x": 0.05, "y": 0.92 }, "kind": "source-note", "text": "Source: Bloomberg. 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