Imperial Brands · conference-presentation
Imperial Brands | Investor Day Presentation Deck | 97 slides
97 pages · 4 arc beats · 2 loops
Imperial Brands | Investor Day Presentation Deck | 97 slides
Imperial Brands · 2021-01 arc beats above · slides in the middle · loops below · scroll → 2 LOOPS
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Deck intelligence map
4 coverage by narrative range · generated from this deck JSON
Narrative range 48 total
Metadata
Components
Metrics
Tools
Frameworks
Beats
Loops
Attention 5 slides 100% 5/5 slides 100% 5/5 slides · 39 hits — 0/5 slides
20% 1/5 slides 20% 1/5 slides 100% 5/5 slides — 0/5 slides
Need 5 slides 100% 5/5 slides 100% 5/5 slides · 31 hits — 0/5 slides
— 0/5 slides
— 0/5 slides
100% 5/5 slides — 0/5 slides
Satisfaction 10 slides 100% 10/10 slides 100% 10/10 slides · 43 hits — 0/10 slides
60% 6/10 slides 20% 2/10 slides 100% 10/10 slides 100% 10/10 slides Action 28 slides 100% 28/28 slides 100% 28/28 slides · 143 hits — 0/28 slides
60.7% 17/28 slides · 20 hits 25% 7/28 slides 100% 28/28 slides — 0/28 slides
Slide inventory
97 every slide · same image gating as the playbook
03
The slide features a photo of the Chair (Thérèse Esperdy) and lists key governance and strategic updates.introduce_nominees
Open slide detailBeat · Attention
05
Includes a placeholder for the Chief Consumer Officer position.other
Open slide detailBeat · Attention
14
The slide uses a two-tier structure: top row for strategic pillars, bottom row for financial outcomes, connected by a brace.summarize
15
The slide uses a circular Venn-like diagram to show strategic pillars and a list-based mapping to SDGs.present_framework
20
The slide uses directional arrows to indicate growth or decline trends alongside percentage figures.analyze_data
21
The chart uses color coding and dashed boxes to distinguish Imperial's market presence and top 5 markets.analyze_data
22
The slide uses a funnel visual to represent a causal chain of problems.diagnose_problem
Open slide detailLoop · Cost Of Inaction
24
The slide uses country flags (Germany, UK, Spain, Australia) to group specific business failures or strategic missteps.diagnose_problem
Open slide detailLoop · Cost Of Inaction
25
The slide uses a list of five key activities, each paired with an icon, to demonstrate the depth of the strategic review.establish_context
Open slide detailLoop · Cost Of Inaction
28
The slide uses a split-strategy framework to categorize markets into 'Focus' vs 'Manage'.prioritize
Open slide detailLoop · Cost Of Inaction
29
The slide uses a combination of a bar chart for the % of Combustible OP and a table for the remaining metrics.analyze_data
Open slide detailLoop · Cost Of Inaction
30
The slide outlines a structured approach to operational improvement, categorizing initiatives by product segment (FMC, FCT, All Combustibles).propose_solution
Open slide detailLoop · Cost Of Inaction
31
FMC = Factory Made Cigarettes; MMC = Mass Market Cigars; OP = Operating Profit.summarize
32
The slide uses a numbered list linked to specific tactical callouts for items 1 and 5.plan_implementation
33
The slide uses a map to show existing vs. proposed strongholds and a list of activation channels with visual examples.plan_implementation
34
The slide uses a waterfall-bridge style to show incremental market share gains per visit frequency tier.analyze_data
36
FMC = Factory Made Cigarettes; FCT = Fine Cut Tobacco; OP = Operating Profit.summarize
37
The slide uses a numbered list linked to two specific strategic pillars via dotted lines.propose_solution
38
Includes a 'before' analysis (poor positioning) and 'after' strategy (future ambition and planned changes).propose_solution
39
The slide uses a before-after-bridge framework to demonstrate the efficacy of the retailer incentive programme.illustrate_case
40
The slide uses a geographic segmentation of Germany to highlight underperformance in the East and proposes a strategy to capture growth.diagnose_problem
43
The slide uses a numbered list to outline specific operational priorities.plan_implementation
46
The slide uses a comparison table to contrast market outlooks and lists the new strategic approach.present_solution
47
Uses a before-after/current-future framing to justify a strategic pivot.propose_solution
51
NGP stands for Next Generation Products. The chart uses a broken axis for the Cigarettes category.analyze_data
52
NGP stands for Next Generation Products. The chart shows a CAGR-like growth trend (+43%) from 2017 to 2020.analyze_data
53
The chart displays market-specific revenue splits and penetration growth for Next Generation Products (NGP).analyze_data
54
NGP stands for Next Generation Products. Data shows regional concentration shifts.analyze_data
55
Uses a before-after framing to highlight the gap between consumer intent and product satisfaction.diagnose_problem
56
NGP stands for Next Generation Products. The slide uses a bulleted list to frame the strategic opportunity.frame_situation
57
The slide highlights a 'disappointing market performance' as the core problem statement for the NGP business unit.diagnose_problem
59
The slide uses a 4-column framework to define the strategic pillars of the 'Challenger Mindset'.present_framework
60
The slide uses a two-column structure to contrast external market factors with internal organizational strengths.frame_situation
61
Includes product features, direct consumer quotes, and market research data.illustrate_case
63
The chart highlights a 2020 decline attributed to EVALI and regulatory changes.size_opportunity
65
The slide uses a funnel visualization to track consumer conversion rates across four stages.analyze_data
68
OND stands for Oral Nicotine Delivery. The chart shows market share distribution by region.summarize
72
The slide uses a visual triad structure to represent the three enablers.present_framework
Open slide detailBeat · Action
75
The slide uses photographic evidence to support the quantitative metrics of CEO engagement.illustrate_case
Open slide detailBeat · Action
76
Uses a before-after framing to bridge current state to future state.present_solution
Open slide detailBeat · Action
77
The slide uses a three-row layout to present strategic initiatives.present_framework
Open slide detailBeat · Action
78
NGP stands for Next Generation Products. The slide uses a hub-and-spoke style diagram to show the central goal and its three supporting pillars.present_solution
Open slide detailBeat · Action
79
The slide uses a horizontal process flow to show integration points.present_solution
Open slide detailBeat · Action
80
The slide uses a causal flow from investment to efficiency to savings.present_solution
Open slide detailBeat · Action
82
The slide uses a two-column layout to contrast investment priorities between legacy tobacco and new growth products.present_solution
Open slide detailBeat · Action
84
Includes a total cash cost range and a separate non-cash P&L charge figure.analyze_data
Open slide detailBeat · Action
85
The slide uses a matrix-like structure to map strategic focus areas against financial outcomes over two distinct time periods.plan_implementation
Open slide detailBeat · Action
86
The slide uses a structured list format to communicate stable guidance despite various operational headwinds.summarize
Open slide detailBeat · Action
89
The chart shows a downward trend in net debt/EBITDA from 3.3x in FY16 to 2.7x in FY20.analyze_data
Open slide detailBeat · Action
91
The slide uses a hierarchical flow structure to define corporate financial priorities.present_framework
Open slide detailBeat · Action
93
The diagram uses a hub-and-spoke model to categorize strategic initiatives into 'Strategic Pillars' (top) and 'Critical Enablers' (bottom).present_framework
Open slide detailBeat · Action