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Matching slides 118,471
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72,811-72,840 of 118,471
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Includes a quote from CFO Arthur Minson regarding the growth strategy.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
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Uses a before-after framing to contrast management's stated strategy with the actual financial outcome.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
13
Uses a dual-chart layout to juxtapose capital allocation (spending) against market performance (enterprise value).AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Expose ContradictionLoop · Cost Of Inaction1 hit
14
The table highlights the 'Display' segment in a red box to emphasize the losses.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Expose ContradictionLoop · Cost Of Inaction1 hit
16
Uses CEO quotes to frame management as stubborn or disconnected from reality.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Expose ContradictionLoop · Cost Of Inaction1 hit
18
The slide highlights AOL's scale in the digital content market using bar charts.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
19
Uses a waterfall-style bar chart to show revenue vs EBITDA losses.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
20
Uses a peer benchmark to expose the poor performance of the target company's business unit.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
21
Uses CNET as a benchmark for display business profitability.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
22
The slide uses a contrast-principle to highlight the disparity between AOL's costs and its peers.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
23
Uses a CEO quote to highlight the gap between current performance and potential.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
24
Uses a before-after framework to demonstrate value erosion.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
27
Includes screenshots of the Patch website interface and a map of coverage.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
30
Includes a testimonial/quote from a former employee to support the thesis.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
33
Uses former employee quotes to validate the quantitative gap.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
34
Uses testimonials to reinforce the quantitative data regarding low renewal rates.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
36
The slide uses a combination of deductive reasoning (the $40M revenue calculation) and authority citation (the former executive quote) to expose a contradiction in AOL's business model for Patch.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
37
Includes a survey result showing 0% of 11 surveyed advertisers value Patch over other broad-based display advertising.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
38
Uses a bar chart to visualize a 0% vs 100% survey result to emphasize the lack of value proposition.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
39
The slide uses wireframe diagrams of website layouts to illustrate ad inventory pricing.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
40
Includes a CEO quote to reinforce the lack of monetization strategy.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
41
Uses a CEO quote to frame the guidance as a target, then uses a P&L table to demonstrate the resulting losses.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
42
The slide uses a screenshot of AOL.com to illustrate that a brand with no physical stores (VON VONNI) would naturally advertise on a broad-reach site like AOL, implying Patch's revenue sources might be similar.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
44
Uses a series of bulleted arguments to dismantle management's optimistic projections.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
47
Uses a hub-and-spoke diagram to illustrate traffic sources to AOL.com.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
49
Uses a bar chart to contrast 'Length of Stay' between AOL.com and pre-acquisition Huffington Post to challenge AOL's strategic rationale.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
52
The table highlights the massive losses in 'Display - Free Premium Content' and 'Display - Patch' compared to the profitable core businesses.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
56
Includes a screenshot of an ISS Proxy Alert report.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
57
Includes a screenshot of the original Glass Lewis proxy paper with a red circle highlighting the 'Poor' rating.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
64
The slide highlights a discrepancy between AOL's chosen peer group and standard proxy advisory firm guidelines.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit