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The slide uses a 'precedent' strategy to establish credibility and frame the current Kao Corp engagement as a continuation of a successful track record.Kao Corporation (4452.JP) · Oasis
Activist deck Activist investor 2 hits
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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The chart highlights a significant gap between Kao and its peers (Unilever, Beiersdorf, Unicharm) in post-COVID recovery.Kao Corporation (4452.JP) · Oasis
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Kao is highlighted with red boxes in each chart to emphasize its relative underperformance.Kao Corporation (4452.JP) · Oasis
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The chart shows a clear downward trend in ROE from 2017 to 2023, dropping below the 5% threshold.Kao Corporation (4452.JP) · Oasis
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The slide uses a high-contrast visual style with a black-and-white photo and a bright cyan accent bar.Kao Corporation (4452.JP) · Oasis
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The slide uses a comparison of pie charts to visualize domestic vs. international revenue exposure for Kao and three competitors.Kao Corporation (4452.JP) · Oasis
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The slide uses a map to visualize the geographic concentration of Kao's brands in Asia, contrasting it with the global footprint of competitors.Kao Corporation (4452.JP) · Oasis
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Highlights Brazil as a key missed opportunity due to market size and demographic diversity.Kao Corporation (4452.JP) · Oasis
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Uses a bubble chart to visualize the scale of marketing spend across major global corporations.Kao Corporation (4452.JP) · Oasis
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Uses a contrast-pairs framework to highlight the gap between two brands.Kao Corporation (4452.JP) · Oasis
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Uses a side-by-side visual comparison of product pages to highlight a strategic gap.Kao Corporation (4452.JP) · Oasis
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Uses screenshots of social media and content platforms to highlight the gap in digital engagement.Kao Corporation (4452.JP) · Oasis
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Uses visual evidence to contrast competitor investment in POP marketing against Kao's lack of signage and shelf space.Kao Corporation (4452.JP) · Oasis
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Uses customer reviews as evidence of operational failure in distribution.Kao Corporation (4452.JP) · Oasis
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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The chart shows a breakdown of revenue segments for 2023 and 2024, illustrating the concentration of revenue in segments where pricing has not been aggressively applied.Kao Corporation (4452.JP) · Oasis
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Includes a press clipping and a Nomura analyst quote to substantiate the critique of the acquisition.Kao Corporation (4452.JP) · Oasis
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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The slide uses a quote from the CEO to validate the activist's argument that the company is bloated.Kao Corporation (4452.JP) · Oasis
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Uses a 'Right Way' vs 'Wrong Way' framing to critique Kao's management.Kao Corporation (4452.JP) · Oasis
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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The slide uses a 'villain' framing by labeling Kao a 'Digital Laggard' and contrasting its strategy with 'successful' peers.Kao Corporation (4452.JP) · Oasis
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The slide uses a bar chart for traffic volume and a line chart for bounce rate to highlight the performance gap.Kao Corporation (4452.JP) · Oasis
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Uses donut charts to visualize the composition of compensation metrics, highlighting a transition from current to proposed state for Kao.Kao Corporation (4452.JP) · Oasis
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The chart highlights Kao's current board size of 8 versus a proposed post-AGM size of 14.Kao Corporation (4452.JP) · Oasis
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Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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The slide uses a comparative framework to highlight that peers link pay to specific growth and efficiency metrics, while Kao's metrics have deteriorated.Kao Corporation (4452.JP) · Oasis
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126
Kao Corporation (4452.JP)Kao Corporation (4452.JP) · Oasis
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