Presentations… Presentations…

How to do them?How to do them?

21/09/200421/09/2004

Introduction

Why are we Why are we

doing this? doing this?

Formal rules Formal rules

Merithorical Merithorical

rulesrules

Content of presentation

Neccessary slidesNeccessary slides

Using Microsoft PowerPoint, clip Using Microsoft PowerPoint, clip arts etc.arts etc.

How to plan a presentation…How to plan a presentation…

Font and lay out standardsFont and lay out standards

How to assure qualityHow to assure quality

Generals Presentation – a fast method of Presentation – a fast method of

communicationcommunication Presenting („selling”) of ideasPresenting („selling”) of ideas „„Selling” of a productSelling” of a product „„Selling” yourself?Selling” yourself? Main aim: efficiency of Main aim: efficiency of

communication!!communication!! Quality criteria:Quality criteria:

Is your presentation efficient?Is your presentation efficient? Can you improve? How much time will Can you improve? How much time will

that take?that take?

Indispensible slides

„„Title”Title” „„Content” OR „What will I talk about?”Content” OR „What will I talk about?” MerithoricsMerithorics Summarising, conclusions, „what have Summarising, conclusions, „what have

I talked about?”I talked about?” Goodbye slideGoodbye slide

The title

Presentation title – Presentation title – make it catchy make it catchy

Author – Author – why you?!why you?! Circumstances Circumstances

date – date – always!always! event event

„Content” slide

4 to 9 points4 to 9 points Phrases instead of sentencesPhrases instead of sentences AlwaysAlways contain „introduction” as one contain „introduction” as one

of first positionsof first positions You can indicate content structureYou can indicate content structure AlwaysAlways contain „conclusions” or contain „conclusions” or

„summary” as one of the last„summary” as one of the last

Merithorics

4 to 9 points4 to 9 points Phrases instead of sentencesPhrases instead of sentences Subtitling Subtitling Use some graphics if justified (CUse some graphics if justified (Clip Art)lip Art) Apply graphics for presenting.:Apply graphics for presenting.:

numbers (graph better than tables) numbers (graph better than tables) geography (maps with info) geography (maps with info)

Aim: information clear and coherent.Aim: information clear and coherent.Catch attention !!!Catch attention !!!

Using Microsoft PowerPoint standards

Ready templatesReady templates Ready structuresReady structures Ready layouts for Ready layouts for

cover, cover, introduction, introduction, content and content and summary slidessummary slides

How to plan a presentation…

One slide – 2 to 4 minutes minimmum!One slide – 2 to 4 minutes minimmum! A joke every 15 minutes = A joke every 15 minutes =

entertainment every 5, 6 slidesentertainment every 5, 6 slides Shorthand calculations:

For example 15 minutes = max 4 slidesFor example 15 minutes = max 4 slides plus obligatory 1 + 1 + 1 = 3plus obligatory 1 + 1 + 1 = 3 prepare maximmum 3 content slidesprepare maximmum 3 content slides prepare at least one „joke” (plus one in reserve)prepare at least one „joke” (plus one in reserve) practice with a tape recorderpractice with a tape recorder at least twice at least twice (what (what

if you’re shy or content is really difficult?)if you’re shy or content is really difficult?)

Using graphics

Clip arts!!!Clip arts!!! Make them useful for your aimMake them useful for your aim Avoid baroqueAvoid baroque Too much animation => distraction Too much animation => distraction

& boredom& boredom Be consistentBe consistent Getting distracted by your own Getting distracted by your own

presentationpresentation

Font standards Nonsherif font for titleNonsherif font for title

Sherif font for contentSherif font for content

Size at least 20! (this is 28 …Size at least 20! (this is 28 … and this and this is 20is 20))

Too many fonts = chaosToo many fonts = chaos

ContrastsContrasts, , colourscolours, emphasis by , emphasis by italicsitalics and and underliningunderlining

Assuring quality

Prepare notes!Prepare notes!

TALKTALK about your slide – never read! about your slide – never read!

Limit text on slideLimit text on slide

Tape recorder Tape recorder

Talk to your friends in advanceTalk to your friends in advance

Summary Content!Content!

Form is Form is alsoalso important!! important!!

Talk, not read!Talk, not read!

Efficiency of your Efficiency of your presentation!!presentation!!

Ubung macht ein MasterUbung macht ein Master

Where can you learn more?

Ask people who do it regularlyAsk people who do it regularly

Use PowerPoint helpUse PowerPoint help

Learn from othersLearn from others

And now… some examples

CASE STUDY

Flatbush Shipyards’ Inc.

PRESENTATION OVERVIEW

1. Introduction to Flatbush Shipyards Inc.

2. Mr. Padgett’s proposal & its critique

3. Mr. Davis’ proposal & its critique

4. Evaluation of the other directors’ objections

5. Different strategies - theory

6. Our recommendation

7. Summary

SHAREHOLDINGS´ STRUCTURE

Short-term investors: capital gains

Small long-term investors: high dividend

Percentage of shares

43%

47%

10%

Small shareholders Stock brokers Others

Percentage of shareholders

67%

21%

12%

Small shareholders Stock brokers Others

1. Introduction to Flatbush Shipyards

2. Mr. Padgett’s proposal

3. Mr. Davis’ proposal

4. Evaluation of the other directors’ objections

5. Different strategies - theory

6. Our recommendations

7. Summary

DIVIDEND POLICY HISTORY

1. Introduction to Flatbush Shipyards

2. Mr. Padgett’s proposal

3. Mr. Davis’ proposal

4. Evaluation of the other directors’ objections

5. Different strategies - theory

6. Our recommendations

7. Summary • Conservative 50% rule

• Volatile (cyclical) value of dividends which has effects on stock prices

• No long-term strategy (allowing for speculation)

• Similar to the competition

1944

1946

1948

1950

1952

1954

1956

1958

-10

-5

0

5

10

15

US

D

EPS

DIV/S

• Number of shares outstanding: 245.000

• Stockprice: $78

• Bookvalue/share: $101,9

• P/E-ratio: 8,6

• Dividend yield: 6,41 % (inflation: 2.73%)

• Solvability: 84,0 %

• Rentability: 8,93 %

• Liquidity: 2,38

1. Introduction to Flatbush Shipyards

2. Mr. Padgett’s proposal

3. Mr. Davis’ proposal

4. Evaluation of the other directors’ objections

5. Different strategies - theory

6. Our recommendations

7. Summary

SOME FINANCIAL FACTS

Cash/share: $29,71

!!CASH EXCESS!!

THE NEW ARCHITECTURETHE NEW ARCHITECTURE

1ST PILLAR – ZUS (Social Security Fund)

2ND PILLAR – OFE (Open Pension Funds)

3RD PILLAR – Pension Funds

OB

LIG

ATO

RY

AIMS: AIMS: 1. INCREASE TRANSPARENCY1. INCREASE TRANSPARENCY

IN THE OLD SYSTEM...IN THE OLD SYSTEM... STANDARD PAYGSTANDARD PAYG NO ADDRESSING OF FUNDSNO ADDRESSING OF FUNDS STANDARISED RELATION BETWEEN WAGE AND STANDARISED RELATION BETWEEN WAGE AND

BENEFITBENEFIT NO INHERITINGNO INHERITING

... AND IN THE NEW SYSTEM... AND IN THE NEW SYSTEM WYGIWYSWYGIWYS CLIENTS’ ACCOUNTS IN BOTH PILLARSCLIENTS’ ACCOUNTS IN BOTH PILLARS PENSION PLANPENSION PLAN INHERITINGINHERITING

?

AIMS: AIMS: 3. IMPROVE FINANCIAL MARKETS3. IMPROVE FINANCIAL MARKETS

IN THE OLD SYSTEM...IN THE OLD SYSTEM... NO PARTICIPATION IN THE FINANCIAL SYSTEMNO PARTICIPATION IN THE FINANCIAL SYSTEM NO SAVINGS HABBITNO SAVINGS HABBIT

... AND IN THE NEW SYSTEM... AND IN THE NEW SYSTEM FULL PARICIPATION IN THE FINANCIAL SYSTEMFULL PARICIPATION IN THE FINANCIAL SYSTEM SAVING HABBIT FORMATIONSAVING HABBIT FORMATION LOWER THE COST OF CAPITALLOWER THE COST OF CAPITAL INCREASE ECONOMY’S GROWTH RATESINCREASE ECONOMY’S GROWTH RATES?

Czym powinna byćCzym powinna byćStrategia Informatyzacji?Strategia Informatyzacji?

MnogośćMnogość systemów informatycznych systemów informatycznych w organizacjiw organizacji

Obsługa danych referencyjnychObsługa danych referencyjnychw systemach transakcyjnych w systemach transakcyjnych

- - do 50% kosztówdo 50% kosztów projektu! projektu!

Zarządzanie zmianą - Zarządzanie zmianą - niemożliwe!niemożliwe!

Wymagania szkoleniowe Wymagania szkoleniowe - - niekontrolowane!niekontrolowane!

Niezbędne Niezbędne „inteligentne podejście”„inteligentne podejście”do do business intelligence business intelligence ......

Jak Jak naprawdęnaprawdę dostarczać informację ?! dostarczać informację ?!