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Global slide inventory for the active corpus filters, with each row opening the slide detail view.

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Corpus coverage

319,975 slides

319,974 are described (100%), so the treemap can explain the corpus instead of just counting files.

Total slides
319,975
Described
319,974
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1

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Slide type

Showing 319,974 described slides — 100.0% of 319,975 rendered pages

+Context & problem43,76713.7% · 6,592 docs+Data & charts72,62022.7% · 8,666 docs+Meta & navigation45,93614.4% · 9,739 docs+Recommend & act67,04121.0% · 9,324 docs+Cases & evidence31,2569.8% · 6,067 docs+Frameworks2,1230.7% · 1,232 docs+Appendix35,68211.2% · 6,614 docs+Other21,5496.7% · 5,566 docs

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Slide collection

107,221-107,280 of 319,975

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01
Slide 1
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
02
Includes footnotes regarding historical data and performance disclaimers.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
03
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
04
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
05
This is a classic activist investor 'case for change' slide.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
06
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor 1 hit
07
Includes a summary table of returns and three line charts showing performance over different time horizons.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
08
The slide highlights the disparity between revenue decline and expense reduction, leading to significant drops in profitability metrics.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Problem StatementLoop · Cost Of Inaction1 hit
09
The slide uses two grouped bar charts to demonstrate the inverse relationship between rising operating expenses and falling EBITDA margins for AOL compared to its peers.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Problem StatementLoop · Cost Of Inaction1 hit
10
Includes a downward-sloping arrow to emphasize the trend.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Problem StatementLoop · Cost Of Inaction1 hit
11
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
12
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
15
The chart uses a downward-sloping line to emphasize the negative trend in 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
17
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Thesis HeadlineLoop · 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
11
The slide uses a red arrow annotation to emphasize the downward trend.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
12
Uses peer benchmarking to infer internal profitability metrics for a company that does not disclose them.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
13
Uses a comparison between actual DSP performance and hypothetical SiTel margins to illustrate the opportunity cost of R&D spending.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
14
The slide uses a table to contrast management guidance with actual results, calculating the absolute and percentage misses.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
15
Uses a before-after style comparison to highlight management's failure to execute.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
16
Uses red boxes to highlight the unrealistic market share growth and the resulting negative fully allocated operating income.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
17
Uses a red circle to highlight the specific contradiction in the 2012 forecast (13.0M vs 5.0M).DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
18
The chart on the right uses a 'goal post' metaphor to visualize the shifting target dates for revenue.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
19
The slide uses a classic activist investor 'strategic critique' structure, highlighting a specific management decision and providing three distinct reasons for skepticism.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
20
Uses a series of historical quotes to build a case of management failure/misleading statements.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
21
Uses a classic 'Commitment vs. Reality' framing to undermine management credibility.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
22
The slide uses a bulleted list to build a causal argument for board intervention.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
23
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
24
The slide uses a contrast-based argument, highlighting the nominees' past successes to emphasize the board's failure to utilize them.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
25
Uses a table to visually demonstrate the exclusion of specific directors.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
26
This is a classic activist 'villain' or 'conflict of interest' slide, using historical context to frame current governance issues.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
27
Uses a red box to visually highlight the specific individuals who serve on both boards or have dual roles.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
28
The slide uses a quote box to highlight the specific terms of the expired agreement.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
29
The slide uses a table to demonstrate overlapping board memberships and financial interests to question the independence of decision-making.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
30
Uses red trend lines to highlight the contrasting performance (118% increase vs 55% decrease).DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
31
Uses a table to detail specific individuals and their realized gains to build a case of self-interest.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
32
The slide uses a bulleted list to detail governance concerns and strategic missteps.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
33
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
34
The slide uses a table to contrast long board tenure with zero or negligible stock ownership to argue against board alignment with shareholders.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
35
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
36
Uses a before-after visual structure to highlight the evolution of the board's misleading communications.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · AgitateLoop · Cost Of Inaction1 hit
37
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
38
The slide uses a 'problem-solution' structure, contrasting current R&D failures with the proposed oversight by independent nominees.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
39
The table highlights the discrepancy between revenue and operating profit/EBITDA, suggesting mismanagement of R&D and SG&A expenses.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
40
Uses a red box highlight to draw attention to the EBITDA comparison between the two companies.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
41
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
42
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
43
The slide uses a structured 'Scenario-Steps-Result' format for each case study.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
44
The slide uses a case study format to validate the nominee's credentials.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
45
The slide uses a structured 'Scenario-Steps-Result' format for each experience entry.DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor Beat · SolutionLoop · Quick Win Big Bet1 hit
46
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor 1 hit
47
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor 1 hit
48
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor 1 hit
49
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor 1 hit
50
DSP Group, Inc. (DSPG)DSP Group, Inc. (DSPG) · Starboard Value
Activist deck Activist investor 1 hit