and Writing For Consulting

Basic Consulting Skills
Formula for Growth

- PowerPoint & Slideware
May 2012
Learning objectives and benefits of todays session
Objectives of the session Learn how to create effective slides by applying basic layout rules, by selecting the right chart for the right figures and by using the appropriate consulting wording
By the end of this session you will Possess the required tools and techniques to be quickly operational and effective on client projects in the Deloitte consulting environment
2011 Deloitte S.A.
PowerPoint & Slideware
2011 Deloitte S.A.
Deloitte has specific templates, styles and formats to use when communicating information both internally and externally
1. Externally Clients are exposed to consistent documentation even if the consultants themselves might change Managers can read the slide and grasp the message quickly
Standardised formats are useful for a number of reasons
2. Internally Work can be easily consolidated among a team Time is saved that would otherwise have been spent on slide formatting
!
3 Basic Consulting Skills
Our Bible - Timesaver : http://deloitteintranet/ShareBox/Present ations/Timesaver%202011.pptx
2011 Deloitte S.A.
A number of extra advantages strengthen the decision to use PowerPoint

1. PowerPoint is the primary means of communication Both internally and externally Both formally and informally For printed reports and visual presentations 2. PowerPoint is easy to read The font is large The format is conducive to brevity and message clarity Helpful graphics can be added
Why PowerPoint?
3. Risk of using PowerPoint Using PowerPoint for everything is not optimal: detailed analysis should be supported by Word documents, technical proposal,
2011 Deloitte S.A.
The slides you should never have seen..
2011 Deloitte S.A.
Key success factors

How to read this?
No project delivery shall be assured unless strong commitment by business lines and operational functions owners to contribute to Work Streams tasks and deliverables Actively monitory Work Streams deliverables PMO and Steering Committee should have the necessary seniority and decision making power to unblock situations as the case may be
Preparation, planning and risk management
Because the TA functions impact the clients of our client, no compromise should be made as to the assurance that all risks are properly addressed and that the timeline is driven by delivery quality considerations more than by commercial factors Detailed planning as the project progresses and proper formalization of requirements and business specificities are key drivers of success
Accountability for deliveries and decisions

By all means the receiving TA shall be driving the migration in all its phases (understand as is model, specify/develop new features and execute the migration However a strong commitment by the promoter to accompany the migration, transfer knowledge and facilitate access to internal/external distributors, fund accounting and custody is key
Smooth migration
Well defined functional and technical business requirements

The key to detailed and complete preparation is to involve the appropriate business experts to prepare requirements, test developments and sign off on results It should not be seen as an IT project only but needs strong input from all functions owners both at the receiving TA and at the promoter, to precisely specify requirements and define / agree the service model (even if this may be done in several phase including an interim operating model and target operating model)
6
Strong involvement by promoter and knowledge transfer
Les dfis en matire de fiscalit

Complexits fiscales pan-europennes
What is the flow?
La fiscalit, une mcanique complexe matriser:
Systme comptable
Publicatio n des chiffres fiscaux
Production des chiffres journaliers et annuels
Tests
Setup et paramtrage
Contrles et Compliance
Veille juridique et fiscale
Partenaires efficaces
Document ation
Coordin ation
Optimisation des moyens
Procdures et gestion de projets
Prsentation title
2008 Deloitte
Where do we stand today?

Transition Trades and BAU Trades at BP2S
Trade Date
Implementation Management
(MD +3) = Settlement Date (or usual market settlement period) Settlement Date Wednesday Thursday
Tuesday
Wednesday
Thursday
Friday
Monday
Tuesday
Friday
Monday
BAU Trades Settling with incumbent
TD
MD-4 MD-3
TD
MD-2
TD
MD-1
SD
MD
SD
MD+1
SD
MD+2 MD+3 MD+4 MD+5
TD TRANSFER INSTRUCTIONS WILL BE SENT ON CLOSE OF BUSINESS MD - 1 (Weekend contingency and load up of instructions
TD
TD
TD SD
SD
SD
BAU Trades settling with BP2S
= Short dated transition positions i.e. UK Gilts

Migration Weekend
Nice colors.
Market concentration
Small number of markets high volume of sales to each Conditions for gaining high volumes are present High level of potential demand Week, fragmented competitors Concentrate significant resources on a small number of markets Accept higher degree of dependence on key international markets
Market spreading
Large number of markets, low level of sales to each market Products in their early or late phase of the product life cycle. Difficult to gain high volume of sales to any of market, due to either low levels of demand or intensity of competition. Company unwilling to overcommit to a single market, and wishes to spread risk of sales instability
Characteristics
(1) external => Factors favoring adoption of the strategy (2) internal =>
Potential difficulties
Danger of concentrating on unattractive markets, impact of changing levels of economic activity in key markets title Prsentation
Unable to achieve significant presence, and loss of potential sales through spreading efforts too thinly 9
Impact on the choice of the DTC and CPC locations
Switzerland impose strict conditions for informing clients in case of outsourcing. This means that: Switzerland may keep its back office and data processing activities at home to avoid any potential commercial risk Luxembourg regulator does not allow the outsourcing of back office activities. This means that: Luxembourg may centralize back office activities and data processing for all countries except for Switzerland to get round this legal constraint
Colors are back
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The Approach to Fees

Easy to read?
Core Services
Initial Registration Services*
One-off fixed fee per umbrella fund.
Registration of Additional New Sub-Funds*

One-off fixed fee per sub-fund in existing countries of distribution.
Beneficial rates offered for simultaneous registration of new sub-funds in multiple countries of distribution.
Post-Registration Services*
Annual fixed fee per country, per umbrella fund.
* Additional coordination fees may apply in those markets where a local adviser is required to be involved in the registration process.
11 2007 Deloitte SA
This presentation was created for Brown Brothers Harriman and is not for further external dissemination to any third parties. The contents are as per the latest publicly available information as analysed by Deloitte on a best endeavours basis. The information is not legally binding and is for illustrative purposes only.
Registration process
Is it possible to put more wordsin case anybody read
A fund-undertaking, that has notified the FSA in accordance with Chapter 1 Section 7 of the Act (2004:46) on Investment Funds, is subject to FSAs supervision and shall pay an annual fee of 5000 SEK (+-427 EUR).
5) Requirement to appoint a local agent

A foreign collective investment undertaking which is domiciled within the EEA may market and sell units in the undertaking in Sweden but must effects the measures necessary in order to be able, in Sweden, to: make payments to unit holders; redeem units; and provide any and all information required of the undertaking pursuant to regulations applicable in the home state. There is NO need for a foreign UCITS doing cross-border public distribution in Sweden to have a local distributor NOR a local paying agent in Sweden. These functions can be performed by foreign entities outside of Sweden, provided these hold the relevant passports/authorizations (that they can formally act as distributor or paying agent in their home country) . However, there is the requirement to have a local representative in Sweden, because the investors, in particular private investors, must be given the opportunity to address to a local entity/person in Sweden for any issue they might have regarding their holding and they must be given the opportunity to send their transaction instructions to a representative of the fund in Sweden. The copy of the representative agreement has to be sent to the regulator together with the notification file.
12 Basic Consulting Skills 2011 Deloitte S.A.
the examples are not the type of slide I am
doing
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1. Value proposition
Deep expertise in pricing:
500 experienced pricing practitioners worldwide of which 150 in Europe Strong pricing references in the Postal sector, especially in strategic development, modelling and change management related to operational implications Pricing improvement recommendations based on executable strategy learned from real implementations. Increased focus on change management that accelerates benefits from implementation
BEFORE
Trusted working relationships with The Post:

Deep knowledge of The Posts operating model, processes, tools and reporting architecture Strong track record of successful projects at The Post in cost modelling, contract management and system strategy Independent advice to The Posts business community, irrespective of downstream IT / technology implications
Multidisciplinary firm with all relevant knowledge:

Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence, Internal Control / Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints Access to an extensive set of external resources as input for understanding market and customer evolutions (financial / company information, press researches and news content on segment and company info and trends, business process analysts reports of both industries and companies)
Commitment with regard to the success of this project:

Strong, well-balanced and broadly skilled team with expertise in both pricing and postal industry Collaborative work style that provides the highest quality client service
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Value proposition Deloitte key strengths

500 experienced pricing practitioners worldwide 150 in Europe Strong pricing references in the Postal sector, especially in strategic development, modelling and change management related to operational implications Increased focus on change management that accelerates benefits from implementation Deloitte core expertise is to switch strategic vision into implementation with a structured methodology and people on the ground to deploy recommendations Pricing improvement recommendations based on executable strategy learned from real implementations Collaborative work style that provides the highest quality client service
Developed on next slide
AFTER
1
Deep expertise in pricing
Strength in implementation
Trusted working relationships with The Post
Multidisciplinary firm with legal and tax
Deloitte fee sare significantly below traditional Management Consulting players Deloitte pricing is flexible to cope with spot demands from the client after the project
5
Competitive and flexible pricing
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2. Context
BEFORE
The postal and logistics market is rapidly changing, new competitors are entering the market and customer needs are shifting. In particular, the liberalization of the postal market will bring new challenges for the Post The strategic project RAINBOW has been started to prepare the Belgian Post to the challenges of the competition and to sharpen its competitive readiness. The Belgian Posts Management recognizes that the pricing is one of the most important levers. So far the pricing policy was built with the objectives to maximize volumes, without concern if the approach was maximising profit or not. Amongst others, the RAINBOW project includes the fundamental reengineering of current pricing policy. The Belgian Post decided to outsource this strategic activity to an external consulting company. The present document includes how Deloitte proposes to support the Belgian Post and presents Deloitte experience and capabilities. Deloitte will specifically bring experience and expertise from past projects, best practices and tools.
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AFTER
2. Context
Situation BPG is benefitting from a monopoly position on addressed mail under 50 gr till 2011 which is the major product allowing BPG to realize a yearly EBITDA between EUR 200 and 250 millions BPG has launched during the last decade many initiatives to successfully improve its operations and be prepared to face liberalization
Complication The liberalization of Postal markets will create new challenges for BPG with competitors with different business models: - New competitors with different business model that would target most profitable segments (e.g. Consolidators, low cost) - E-substitution that decreases the overall volume of mail - Asymetric competition that obliges the post to serve the entire territory with a high level of service (Delivery 5 times per week) while the new competitors will not have the same constraints
Resolution The strategic project RAINBOW has been started to prepare the Belgian Post to the challenges of the competition and to sharpen its competitive readiness. The Belgian Posts Management recognizes that the pricing is one of the most important levers including: - Strategic pricing: identifying defensive moves to prevent competitors to enter the market - Tactical pricing: identify best strategy to minimize competitor impact through pricing policy
TNT post is already having a complete distribution network thanks to its acquisition of BD which is currently distributing unadressed mail
Mail consolidators are already active and reinject their volume into BPG
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3. Specific challenges 1/2

New product and pricing strategy should enable to deal with the challenges coming from the liberalization of the postal market:
Risk of potential reduction in value and customer churn due to increased competition:
BEFORE
Significant competition pressure is expected on the big price difference between administrative mail and direct (especially for administrative mail items for which the D+1 delivery is far from being paramount).
Risk of value destruction resulting from the consolidation effect on volume discounts (result of a regulatory obligation to offer the same tariffs to the intermediaries in the business of consolidation as for the direct clients for the same service). Risk to lose price sensitive customer segments to the new entrants offering a lower price in exchange to lower service level. Challenge is how to offer new services at sufficiently lower prices and remain cost based to retain price sensitive customer segments. Risk to lose current customers due to the removal of the contractual barrier 50 g and possible decision to merge mail volume below 50 g with mail volume above 50 g, combining the volume discount and policy.
Risk of profitability crisis in the provision of letter service due to e-substitution:

A massive shift from traditional postal products to digital solutions.
Challenge is how to integrate e-services in the existing product portfolio and gain a viable market share without stimulating own cannibalization.
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3. Specific challenges 2/2
BEFORE
Risk of losing revenues due to the manipulation of terminal dues system:

Significant manipulations of the terminal dues systems, i.e. ABA, ABC re-mailing can be done to reduce the overall charges/costs of mails. Its illegitimate business, but it can be difficult to prove and detect especially in open market
Risk of asymmetric market equilibrium due to still strict regulations of historical postal operators after liberalization process:
Risk of competitors cost advantage due to the possibility to choose their service level while historical postal operators will be submitted to the constraints of the Universal Service (mail delivery 5 times a week everywhere on the territory). Challenge is to be compliant with the legal and regulatory requirements applicable to the Pots pricing policy: Specific constrains apply to the products classified USO and for products where the Post holds a dominant position. For all commercial products State aid law requires that pricing methodology complies with the principle of no cross-subsidization. Trade practices regulations prohibit pricing below cost.
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AFTER
3. Liberalization challenge is to mitigate 4 major risks

Risk of profitability crisis in the provision of letter service due to e-substitution: A massive shift from traditional postal products to digital solutions Challenge is to integrate e-services in the existing product portfolio and gain a viable market share without stimulating own cannibalization
Risk of potential reduction in value and customer churn due to increased competition: Significant competition pressure price (difference between administrative mail and direct) Risk of value destruction (consolidation effect on volume discounts) Risk to lose price sensitive customer Challenge is to offer new services at lower prices segments Risk to lose current customers (removal of the contractual barrier 50 g)
Postal market liberalization
Risk of losing revenues due to the manipulation of terminal dues system: Significant manipulations of the terminal dues systems, i.e. ABA, ABC re-mailing can be done to reduce the overall charges/costs of mails
Risk of asymmetric market equilibrium due to still strict regulations of historical postal operators after liberalization process: Risk of competitors cost advantage (possibility to choose their service level while historical postal operators submitted to the constraints of the Universal Service) Challenge to be compliant with the legal and regulatory requirements applicable to the Pots pricing policy (USO constraints, no crosssubsidization for State Aid Law, Prohibition of pricing below cost)
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Ok, point taken.so
what are the overall rules
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Consulting wording The words to avoid in a presentation: make sure every word is there for a reason
Do not use..
Superlatives, judgmental words and pronouns should be banned: unless checked, they tend to take over Unless you can quantify your claims beyond a doubt, remove superlatives from your presentation Examples : most, superior, best, maximum, optimal, minimum, fastest, unsurpassed, shortest, unrivaled, easiest, highest, least, unique, big, small, important
A lot, really and very those words typically do nothing to strengthen your messages instead, quantify them. Don't leave room for guess in your presentation. Make your messages extremely clear and compelling with no room for confusion Write your key messages in the active voice, not the passive voice, it does command action
Nothing is intrinsically wrong with any of the preceding words, they are all used in spoken and written communication (for example, "This is the fastest way to do that.") But in deliverables or proposals, they are suspect, and you should use them sparingly, if at all. Instead of promising an "optimal solution for reducing customer complaints," say, "We will reduce customer complaints by 9% in 90 days." Then amplify in the proposal exactly how you will achieve that reduction
2011 Deloitte S.A.
and what are the
tips and tricks to make it better
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Golden tips/rules
1 2 3 4 5
Basic layout rules and how tos 5 slide areas: Title, content, sowat, source, note Use trackers to support the flows Use stickers to cover your . Usage of arrows
6
7
Usage of charts
Typical slides
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2011 Deloitte S.A.
Basic layout rules And principles applicable to all slides
General Slide Setup

Font: The default font is Arial and should be applied to the whole slide
Titles: Always in sentence case and in Arial Bold Major

Text: Body text is never attached to a master slide Bullets are always sized to 100% and always the same color as the text Alignment: All text boxes and objects are aligned and distributed equally
For shape use function do not autofit
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How tos: make your life easier and your slides better How to customize the toolbar (1/2)
What is the ribbon?
Where to find the option?
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How tos: make your life easier and your slides better How to customize the toolbar (2/2)
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Your turn now!
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How tos: make your life easier and your slides better Group function (incl. Ctrl function)
1. Select the shapes you want to group (either with the mouse cursor or the Ctrl function)
2. Select the group function in the toolbar
The F4 button repeats the last action performed
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How tos: make your life easier and your slides better How to align shapes and boxes
Align all text boxes and shapes Example:
Not aligned Not aligned Not aligned Align Align Align Align
Not aligned
WRONG
CORRECT
How to align and distribute text boxes and objects: Select the text boxes and/or the shapes you wish to align and distribute, go in Arrange, then Align, and then select one of the following options:
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The align functionality allows you to align objects left, center, right, top, middle and bottom The distribute functionality allows you to make sure space is allocated between the objects 2011 Deloitte S.A.
How tos: make your life easier and your slides better How to align text
Select the text in your text box, the ruler will appear:
Then move the arrow underneath with your mouse
Example:
The align functionality allows you to align objects left, center, right, top, middle and bottom The align functionality allows you to align objects left, center, right, top, middle and bottom
WRONG
CORRECT
Shortcuts Ctrl + Z = undo Ctrl + Y = Redo Ctrl + A = Select all
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Your turn now!
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Your turn to do it
1. 1.Exercice: Align all the boxes so that they are: all on one vertical line distributed vertically
2.
Exercice
3. Exercice
2.
Align all the bullet points and numbers
3. Align horizontally the arrows with the corresponding box
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Slide master - Update the footer (1/4)

On the View tab, in the Presentation Views group, click Slide Master Be careful! Any changes you make in the Master view will be reflected on every slide to which the change layout is applied
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Select the first slide on the left panel (Deloitte Slide Master)
In the Slide pane, update the footer text box with your own presentations name
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Slide master Update the footer (3/4)

Close Master view
You did it! If this did not work, the next page presents a different solution.
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On the Insert tab, in the Text group, click Header & Footer
In the window that appears, check the Footer and update it with your presentations title.
Then click on the Apply to All button.

Hope it worked this time
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Slide master - Update the slide number (1/3)

On the View tab, in the Presentation Views group, click Slide Master Be careful! Any changes you make in the Master view will be reflected on every slide to which the change layout is applied
NEVER include a text box in the main presentation to manually create your slide number
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Select the first slide on the left panel (Deloitte Slide Master)
In the Slide pane, ensure the slide number text box is included
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On the Insert tab, in the Text group, click slide number
In the window that appears, check the Footer and update it with your presentations title.
Then click on the Apply to All button.

Hope it worked this time
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How tos: make your life easier and your slides better Do not auto fit for shapes
To select the function do not autofit for shape, right-click on the shape involved, select Format Shape, another window will appear. In the Text Box menu, select Do not Autofit
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How tos: make your life easier and your slides better How to remove tick marks and gridlines (1/2)
How to remove gridlines: Select the graph for which you need to remove gridlines, additional tabs in the menu will appear:
In the Layout tab, select Gridlines , then Primary Horizontal Gridlines and then None
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TOTAL
Director Deputy Director Head of Division Chief Specialist Lead Specialist Specialist
33 6
270 14 10 46 41 39
100%
26%
42%
Chief Engineer
Lead Engineer Engineer/ Programmer Senior Lawyer Lead Lawyer Chief Cashier Cashier
7 6 6 2 1 1
7%
1%
3%
Lead Cash Collector

Cash Collector Administrative & technical support
44
5% 16%
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Basic layout rules Make sure you do not forget to include important information
a
Include the legend if required on the top right corner in font 10 not bold Put key messages and titles in Bold, rest of content is not bold
b
c
Indicate footnotes with (*) with no more than 3 footnotes per slide
Mention source per slide except agenda and title page
d e
Include a page number (in the slide master)
c d e
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Basic layout rules For chart slides, always ensure

Charts are always created using PowerPoint 2007 chart feature. When using figure data in graphs (pie, bar, column or line charts), check the following points of attention:
a b For axes on charts use no tick marks nor gridlines Figures on the graph belong to the graph but labels should be separate text boxes For thousand use comma and dot for decimal in English (dot for thousands and comma for decimals in French)
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Basic layout rules that the data included in the slides is consistent
c
Consistency in the graphs a b c
Make sure the numbers are matching with previous slides

Make sure the totals on the slide match Use the right number of decimals and express it in thousands / millions / billions if required by large amounts
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Your turn to do it Charts
Use this data:

Revenues Net benefit HR
To do this:
Company A
30
15
35
Company B
40
10
30
Company C
35
22
46
Company D
47
26
41
Company E
37
12
22
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Golden tips/rules
1 2 3 4 5
6
7
Usage of charts
Typical slides
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Content principles : your slide can be split up into 5 main areas

A slide is made of 5 main areas:
1.Title 2.Facts/statements/figures/reasoning, etc. 3.Conclusion 4.Source 5.Note
1 5 3 2 3 1
Make sure your title gives the message of the slide Make sure to remain factual in your reasoning (can be based on interviews, reports, industry knowledge, etc.)
Make sure to place the conclusion of your slide always at the same place Make sure to have a source and the required footnote (not more than 3) Use this place to use trackers, stickers, legends
4
Golden tips/rules
1 2 3 4 5
6
7
Usage of charts
Typical slides
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CONCEPTUAL
Principle of a tracker
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NOT EXHAUSTIVE
Typical trackers
----
----
----
--- ---
----------
--- ---
--- ---
----
----
-------------------
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Golden tips/rules
1 2 3 4 5
6
7
Usage of charts
Typical slides
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NOT EXHAUSTIVE
Sample of stickers that might be useful
To use
To avoid
ESTIMATES Clients can not contest the accuracy of data ROUGH ESTIMATES
MIGHT BE WRONG
FOR YOUR EYES ONLY
FOR DISCUSSION
Clients can not shoot on the solidity of the analysis behind

Mitigate the OK, this is consulting bullshit Clients know that it is incomplete Clients know that you dont take him for a fool using old slides
NOT VALIDATED
CONCEPTUAL
ETC.
NOT EXHAUSTIVE
REMINDER
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Golden tips/rules
1
Basic layout rules and how tos 5 slide areas: Title, content, sowat, source, note Use trackers to support the flows Use stickers to cover your . Usage of arrows Usage of charts Typical slides
2
3
4
5
6
7
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Avoiding bullet point slides by using shapes/arrows

1. VALUE PROPOSITION DELOITTE KEY STRENGTHS
Developed on next slide
Description
500 experienced pricing practitioners worldwide 150 in Europe Strong pricing references in the Postal sector, especially in strategic development, modelling and change management related to operational implications Increased focus on change management that accelerates benefits from implementation Deloitte core expertise is to switch strategic vision into implementation with a structured methodology and people on the ground to deploy recommendations Pricing improvement recommendations based on executable strategy learned from real implementations Collaborative work style that provides the highest quality client service Deep knowledge of The Posts operating model, processes, tools and reporting architecture Strong track record of successful projects at The Post in cost modelling, contract management and system strategy Independent advice to The Posts business community, irrespective of downstream IT / technology implications Deep knowledge for support of end-to-end pricing analytics (Consulting, Business Intelligence, Internal Control / Risk Services, Accounting, ) and evaluation of legal, regulatory & tax constraints Access to an extensive set of external resources as input for understanding market and customer evolutions (financial / company information, press researches and news content on segment and company info and trends, business process analysts reports of both industries and companies)
Trusted working relationships with The Post
Multidisciplinary firm with legal and tax
1. Value proposition
Deep expertise in pricing:
BEFORE
Competitive and flexible pricing
Deloitte fee sare significantly below traditional Management Consulting players Deloitte pricing is flexible to cope with spot demands from the client after the project
500 experienced pricing practitioners worldwide of which 150 in Europe Strong pricing references in the Postal sector, especially in strategic development, modelling and change management related to operational implications Pricing improvement recommendations based on executable strategy learned from real implementations. Increased focus on change management that accelerates benefits from implementation
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Deloittes Fund Registration Services
2009 Deloitte S.A.
Trusted working relationships with The Post:

Multidisciplinary firm with all relevant knowledge:

On top of it, it can be used as trackers
Commitment with regard to the success of this project:

Strong, well-balanced and broadly skilled team with expertise in both pricing and postal industry Collaborative work style that provides the highest quality client service
1. VALUE PROPOSITION DELOITTE KEY STRENGTHS

Description
15 Deloittes Fund Registration Services
2009 Deloitte S.A.
500 experienced pricing practitioners worldwide 150 in Europe Strong pricing references in the Postal sector, especially in strategic development, modelling and change management related to operational implications Increased focus on change management that accelerates benefits from implementation
Deloitte core expertise is to switch strategic vision into implementation with a structured methodology and people on the ground to deploy recommendations Pricing improvement recommendations based on executable strategy learned from real implementations Collaborative work style that provides the highest quality client service
Deep knowledge of The Posts operating model, processes, tools and reporting architecture Strong track record of successful projects at The Post in cost modelling, contract management and system strategy Independent advice to The Posts business community, irrespective of downstream IT / technology implications Deep knowledge of The Posts operating model, processes, tools and reporting architecture Strong track record of successful projects at The Post in cost modelling, contract management and system strategy Independent advice to The Posts business community, irrespective of downstream IT / technology implications Deloitte core expertise is to switch strategic vision into implementation with a structured methodology and people on the ground to deploy recommendations Pricing improvement recommendations based on executable strategy learned from real implementations Collaborative work style that provides the highest quality client service
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PPT for Consultants
2009 Deloitte S.A.
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Golden tips/rules
1
2
3
4
5
6
7
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The right chart for the right figures A chart is more revealing than raw numbers
Graphics make information easier to understand and remember:
Raw data may be illustrated in different ways with one main objective: supporting the message
Company A 1980 1990 10 12
Company B 8 10
Company C 6 7
Company D 5 6
2000 2009
14 16
13 17
9 12
7 10
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The right chart for the right figures Selecting the right chart is a 3-step process 1 2
IDENTIFY THE MESSAGE CHOOSE THE RIGHT CHART FORM
3
EMPHASIZE THE MESSAGE
Raw data contain many messages, the first step is to identify the content of the message to be released
The nature of the message will determine 5 kinds of comparison:

1
Focus on the aspect of the data that should be emphasized on by using colours, arrows, lines, etc.
Component Items
Time series
Frequency
Correlation
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Pie chart is used to demonstrate component comparison

Practical examples The sales manager spends only 15% of his time in the field The largest share of total funds is allocated to manufacturing
Tips
Company D
1
Company C Company A
No more than 6 components If more than 6, select the 5 most important components and group remainder in Other category
Position the most important segment against the 12 oclock line and use the most contrasting color Arrange the components from the largest to the smallest
Company B
Ensure the total is always 100%
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Bar chart is used to demonstrate item comparison

Practical examples Region C ranks last in productivity In August, 2 plants outproduced the other 6 by a wide margin
Tips
Company D
The space separating the bars is smaller than the width of the bars Use the most contrasting color or shading to emphasize the important item
Company A
Company C
To identify values, use either a scale at the top or numbers at the ends of the bars, not both
When showing numbers, round the figures and omit decimals
Company B
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Column/line charts are used to demonstrate time series comparison

Practical examples Sales are forecast to increase over the next 10 years Our companys earning per share is declining
Tips
1 1
Column chart emphasizes levels or magnitudes and is suitable for data on activities that occur within a set period of time (max. 7 periods) Make sure the space between the columns is smaller than the width of the columns Use color or shading to emphasize one point in time more than others
2 2
Line chart emphasizes movement and angles of change and is suitable to show activities evolution from one time to the next
Make sure than trend line is bolder than the baseline
To distinguish a trend line from others, use the most contrasting color or the boldest solid line
Avoid spaghetti chart (many trend lines on a single chart)
Your turn now!
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2011 Deloitte S.A.
Overview defects (source: MQC 17.08.2009)

Categories of overview = technical issues of the following slides The overview shows that half of the defects are about issues to be solved in Tributum. Interface quality has to be increased by comprehensive and detailed testing
Transaction inconsistency, Performance Tributum and advisory systems Interfaces, Mapping
VERS-Migration
Peer, Tributum<->Peer
Source Systems
Figures: Transaction inconsistency, Performance Tributum and advisory systems 162 Interfaces, Mapping 75 VERS-Migration 36 Peer, Tributum<->Peer 32 Source Systems 20
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2011 Deloitte S.A.
50 % of defects are due to transaction inconsistencies
Distribution of defects per source*
100%
50%
23%
11%
10%
6%
The overview shows that half of the defects are about issues to be solved in Tributum Interface quality has to be increased by comprehensive and detailed testing
TOTAL
Transaction inconsistency, Performance Tributum and advisory systems
Interfaces, Mapping
VERSMigration
Peer, Tributum<>Peer
Source Systems
* Categories of overview = technical issues of the following slides
Source: MQC - 17.08.2009

Golden tips/rules
1
2
3
4
5
6
7
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2011 Deloitte S.A.
The context/hypothesis and analysis slide
Context
ZZZZ revenue evolution

EUR millions
On the long run several external forces including regulatory changes, market efficiency initiatives (e.g. T2S) and the changing competitive environment might impact negatively CBL IFS business model and revenues Action is required to ensure revenue stability of the IFS business line A number of new initiatives will be considered to aim for a revenue increase in the range of EURxxx million, bringing zzzzz
New service initiatives
Revenues 2008
Regulatory and market effects
Remaining revenues 2015
Gap to be filled
Objective 2015
Source : team analysis

The arrow slide

Description Attractivity assessment analysis Feasibility assessment analysis
1a
Offer trailer fees services
Different service levels are possible ranging from the basic supply of trailer fee input data, to the automated calculation, payment and reporting of trailer fees
Take care of the submission of registration files, accounting statements, etc. to regulators or relevant authorities
Current potential for CBL IFS estimated at EUR 20 million High level of market inefficiencies
Solutions/software already exists on market and could be integrated through partnership or acquisition that could take time to materialize
1b Information routing to authorities and regulators 1c Trading funds on DB platform
Market potential estimated at EUR 3 million for submitting the file and performing maintenance
Contact with authorities already exists and should be activated to be the unique gateway
Create an alternative and lowMarket potential estimated at EUR 10 cost distribution channel, to lock million taking into account all Asian volume through Deutsche orders Brse exchange infrastructure and to generate custody revenues
Provide X-Border distribution services to national promoters to leverage their existing fund range Allow to capture new volumes with a market value of EUR 7 million
Deutsche Brse with Xetra platform can already support such initiative Main difficulty is the commercial effort towards promoters, buyers and regulators
1d
Enter Global TA
Technical requirements are in place already Commercial effort to be launched

The arrow slide

Analyzed aspects Examples of deliverables Rationale for UBS
Legal form and Regulatory aspects
Legal Regulatory Cross border Tax aspects
1. Optimizing and simplifying management and product support costs: - Create synergies by reviewing funds with low asset value size and similar investment strategies 2. Optimizing fund distribution: - Review distribution countries to optimize costs and centralize the funds in countries where the assets are actually located
Market insights
Market size Distribution opportunities Cost of distribution
- Review distributors to optimize costs and centralize the funds where the assets are actually located 3. Review product offering:
- Ensure that hot product trends are offered and that the future asset flows are captured (e.g. tracker funds, ETFs, Hedge Funds Light, etc.)
Product & Operational features
Features of the products themselves or of the operational capacity supporting the product sales (incl. product performance and asset class coverage)
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2011 Deloitte S.A.
The flow chart
Check perception vs reality
Decide on optimal positionning
Prepare alignment
EXECUTE
Analysis
Market competitive
analysis on all price components Consumer perception analysis that could be perform through - Surveys - Focus group -(no need for extensive research)
Organize one day

workshop with: - Marketing function - Sales function - Top management - Operations to decide on positioning
If conclusion is to increase
prices: - Identify low sensitivity, low reactivity price components to adopt - Identify potentialy a few high sensitivity/visibility price component to decrease to present the project to customer as a global price adaptation - Plan communication If conclusion is to change perception, contact several ad agency to draft a communication plan
Alignment is present at CBL
Timing required
1 week
1 week
3 months
2011 Deloitte S.A.
The horizon chart

Project scope
2012-2013
2010-2011
Launch of following initiatives : 1g Offer a one-stop shop
2009
Launch of following initiatives:

Genuine CSD services Leveraged ICSD services Launch of following initiatives: 2a Expand client types
2b Increase geographical coverage 1c Trading funds on DB platform Penetrate inefficient domestic 2c markets 1a Offer trailer fees services Enter Global TA 1d Trading liquidity funds 1e
1f Asset mobilization 3 Define packages and pricing

1b Launch routing to authorities initiative

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 182,000 professionals are committed to becoming the standard of excellence.

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Basic Consulting Skills

Formula for Growth

Learning objectives and benefits of todays session

Basic Consulting Skills

2011 Deloitte S.A.

PowerPoint & Slideware

2011 Deloitte S.A.

Standardised formats are useful for a number of reasons

Our Bible - Timesaver : http://deloitteintranet/ShareBox/Present ations/Timesaver%202011.pptx

2011 Deloitte S.A.

A number of extra advantages strengthen the decision to use PowerPoint

Basic Consulting Skills

2011 Deloitte S.A.

The slides you should never have seen..

Basic Consulting Skills

2011 Deloitte S.A.

Key success factors

Preparation, planning and risk management

Accountability for deliveries and decisions

Well defined functional and technical business requirements

Strong involvement by promoter and knowledge transfer

Les dfis en matire de fiscalit

What is the flow?

La fiscalit, une mcanique complexe matriser:

Production des chiffres journaliers et annuels

Veille juridique et fiscale

Procdures et gestion de projets

Where do we stand today?

BAU Trades Settling with incumbent

BAU Trades settling with BP2S

= Short dated transition positions i.e. UK Gilts

Impact on the choice of the DTC and CPC locations

The Approach to Fees

Registration of Additional New Sub-Funds*

Is it possible to put more wordsin case anybody read

5) Requirement to appoint a local agent

the examples are not the type of slide I am

Basic Consulting Skills

2011 Deloitte S.A.

Trusted working relationships with The Post:

Multidisciplinary firm with all relevant knowledge:

Commitment with regard to the success of this project:

Basic Consulting Skills

2011 Deloitte S.A.

Value proposition Deloitte key strengths

Developed on next slide

Trusted working relationships with The Post

Multidisciplinary firm with legal and tax

Basic Consulting Skills

2011 Deloitte S.A.

Basic Consulting Skills

2011 Deloitte S.A.

Basic Consulting Skills

2011 Deloitte S.A.

3. Specific challenges 1/2

Risk of profitability crisis in the provision of letter service due to e-substitution:

Basic Consulting Skills

2011 Deloitte S.A.

3. Specific challenges 2/2

Risk of losing revenues due to the manipulation of terminal dues system:

Basic Consulting Skills

2011 Deloitte S.A.