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42
The slide uses red bars to indicate market share loss and blue bars for gain. Categories with asterisks are explicitly called out as the largest categories losing share.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
43
Highlights organizational complexity vs. market failure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
44
The slide uses a timeline of product launches to contrast pre-acquisition innovation cycles with post-acquisition stagnation.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
45
The slide outlines a decentralized operating model where GBUs have significant autonomy over P&L and shared services.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
46
The slide uses a contrast-pair framework to argue for organizational restructuring.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
47
Uses a historical case study (Schick/Quattro) to frame a critique of current management structure.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
48
The slide uses a hierarchical list structure to organize the presentation flow.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
49
Uses a 'problem-solution' structure where the top half exposes the contradiction in management's claims and the bottom half provides the activist's proposed governance solution.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
50
The slide uses a comparison of two productivity programs to highlight the perceived lack of transparency and feasibility in P&G's cost-saving claims.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
51
Uses a causal chain structure to dismantle management's narrative on productivity savings.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
52
Includes a quote from P&G's Analyst Day presentation to expose a contradiction between claims and results.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
53
Uses a binary choice framework to force accountability on management.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
54
Uses a before-after-bridge structure to contrast current failure with proposed success.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
55
The slide uses a table-like structure to compare historical performance metrics across four specific portfolio companies.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
56
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
57
Includes a preemptive rebuttal regarding R&D spending levels.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
58
The slide uses a timeline-based categorization of brands to highlight the stagnation in new brand creation.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
59
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
60
The slide uses a hierarchical list structure to organize the presentation flow.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
61
Uses a 'before-after' style logic to highlight a strategic misstep.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
62
The slide uses a comparison of market share changes (bps) to contrast P&G's performance against competitors.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
63
The slide highlights eight specific strategic initiatives, with 'Make M&A a Growth Strategy and a Core Competency' emphasized via a blue highlight.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
64
P&G is highlighted in yellow to emphasize its low M&A activity compared to peers.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
65
The slide uses a bracketed taxonomy to group deals by outcome status.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
66
Uses a three-part list to critique P&G's internal culture relative to M&A success.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
67
Trian Partners | Activist Presentation Deck | 94 slidesTrian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
68
Uses a side-by-side comparison of management quotes against specific 'Areas of Concern' to highlight strategic blind spots.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
69
The slide uses a bar chart to highlight the digital presence gap between P&G and its competitors.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
70
Uses a quote from a 2016 earnings call to highlight management's complacency.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits
71
Uses a case study to preemptively address potential criticism regarding digital competence.Trian Partners | Activist Presentation Deck | 94 slides · Trian Partners
Activist deck Activist investor Beat · Expose Contradiction2 hits