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slides · global inventory

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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
Pending
1

Slide type composition

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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

107,281-107,340 of 319,975

filter-aware
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
25
The slide uses a waterfall chart to demonstrate capital inefficiency in AOL's display business strategy.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
26
AOL, Inc. (AOL)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
28
The slide uses a table to contrast Patch's performance against the broader Display segment, highlighting the -1131% margin.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
29
The slide uses a combination of bulleted arguments and an expert testimonial to build a case against the business model.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
31
Uses direct quotes from earnings calls to highlight management's failure to accurately forecast costs.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
32
The chart uses a waterfall-style representation to show revenue and EBITDA losses for 2010 and 2011.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
35
Includes a screenshot of Google AdWords interface with specific Patch URLs circled.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
43
The slide uses a hub-and-spoke diagram to illustrate the distribution of a single ad campaign across multiple local properties.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
45
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
46
The slide uses a red circle to highlight the ($285) million loss figure in the table.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
48
Uses a simple flow diagram to visualize the lack of traffic contribution.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
50
The slide uses a rhetorical question to expose a contradiction in the company's strategy.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
51
Uses the 'ceo-quote-contradiction' framework to undermine management's claims about search growth.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
53
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
54
The slide uses an external consultant's findings to validate the activist's argument regarding executive compensation.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
55
Uses authority-citation to validate the activist's claims against management.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
58
The slide uses a comparison framework to highlight how proxy advisors define appropriate peer group selection criteria.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
59
Uses a scatter plot with a broken axis to highlight the outlier status of the peer group relative to the guidelines.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
60
The slide uses red boxes to highlight 'NO' entries that deviate from the guidelines.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
61
The slide uses a rhetorical question at the bottom to challenge the Board's governance.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
62
Uses direct quotes from a third-party proxy advisor to establish a precedent of governance failure.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
63
The chart uses a blue dashed box to represent the 'best practice' zone defined by ISS/Glass Lewis guidelines.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
65
Uses red circles to highlight the 'Multiple of AOL' for market cap, emphasizing the size disparity.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
66
The slide uses a table to demonstrate that the independent peer group's market cap and revenue fall within the recommended guidelines, unlike the company's own selection.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
67
The chart uses a dashed box to visually represent the ISS/Glass Lewis guideline boundaries for peer selection.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
68
The slide uses a 'YES'/'NO' column to highlight compliance with proxy advisory firm guidelines.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
69
Uses a red box to highlight the outlier performance of AOL compared to peer percentiles.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
70
The chart uses a red dashed line to indicate the median of the peer group.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
71
The slide uses a red box to highlight the discrepancy between AOL's performance (0th percentile) and compensation (91st/60th percentile).AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
72
Includes a red circle annotation around the 3.4x figure.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
73
The slide uses a 'villain' framing by highlighting the lack of disclosure as a deliberate act to obscure value from shareholders.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
74
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
75
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Propose SolutionLoop · Cost Of Inaction1 hit
76
Includes detailed footnotes explaining the derivation of the $150M loss estimate and ad fill rates.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Propose SolutionLoop · Cost Of Inaction1 hit
77
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Beat · Propose SolutionLoop · Cost Of Inaction1 hit
78
AOL, Inc. (AOL)AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
79
Uses a combination of a summary table and a line chart to demonstrate alpha generation.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit
80
Uses a contrast-pairs framework to highlight the causal link between activist pressure and management action.AOL, Inc. (AOL) · Jeffrey C. Smith
Activist deck Activist investor Loop · Cost Of Inaction1 hit