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Matching slides 303,780
Current window 75,541-75,570
Pages 10,126
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75,541-75,570 of 303,780

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The chart uses a Marimekko layout to show volume distribution across segments, with color-coded arrows indicating growth/decline outlooks.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
14
The slide uses a dark green background typical of BCG decks. It presents qualitative evidence to support a market trend.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
15
Projecting US Mail volumes to 2020Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
16
The slide uses a dual-chart layout to correlate broadband adoption with declining mail volumes across international postal services.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Evidence & Proof1 hit
17
The chart uses a regression line with an R-squared value of 0.57 to illustrate the relationship.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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Projecting US Mail volumes to 2020Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Why Now1 hit
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The slide uses a dark green background typical of BCG decks. It includes a specific callout for the -44% change in First-Class Mail revenue.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Why Now1 hit
20
The matrix uses a color-coded gradient to indicate likelihood, with the base case highlighted.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Why Now1 hit
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The slide uses a color-coded arrow system (green up, red down) to denote positive and negative trends for the USPS.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting Beat · Impact & Next StepsLoop · Why Now1 hit
23
Projecting US Mail volumes to 2020Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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BCG branded slide, likely part of a restructuring or turnaround strategy deck.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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Projecting US Mail volumes to 2020Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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The chart shows a starting volume of 14.4B in 2009, with various positive and negative drivers leading to an 11.0B volume in 2020.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
28
The chart shows a starting volume of 8.5B in 2009 and an ending volume of 4.5B in 2020, with various positive and negative drivers in between.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
29
The chart uses a waterfall structure to show the net impact of various market drivers on payment volume.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
34
Projecting US Mail volumes to 2020Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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BCG logo present. Internet survey, n=1736.Projecting US Mail volumes to 2020 · BCG
Consulting deck Strategy consulting 1 hit
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Slide 1
Rail industry cost and revenue sharing (2011)Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Situation & Context1 hit
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Rail industry cost and revenue sharing (2011)Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Situation & Context1 hit
03
The slide outlines the mandate from ORR, ATOC, and Network Rail, and clarifies the relationship with the McNulty Rail VfM review.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Situation & Context1 hit
04
The table acts as a decision matrix for the four selected options.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Situation & Context1 hit
05
The slide presents a structured comparison of four policy options for financial risk/reward sharing in the rail industry.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Situation & Context1 hit
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The slide continues a list of options, starting from number 5.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The slide lists specific criteria and the corresponding key questions used for evaluation.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The slide serves as a methodological disclosure for an executive summary section.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The table uses a qualitative scoring system (++, +, 0, -, --) to evaluate options.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
11
The slide uses a traffic light system (green check, red X, question mark) to indicate implementation status for 8 options.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The slide outlines why train operators are generally unsupportive of cost/revenue sharing unless they have direct control/influence (Option 8).Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The slide is part of a series (2 of 2) and references a previous L.E.K. report on Alternative Railway Structures.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit
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The slide outlines a specific implementation strategy involving CP5 and CP6 periods.Rail industry cost and revenue sharing (2011) · L.E.K.
Consulting deck Strategy consulting Beat · Problem & Complication1 hit