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Business Case Presentation

Transcript: The foundation a.) The foundation a.) To take off b.) The foundation a.) To take off b.) The growth & long term sustainability c.) Attn. Your Business Associates 1 We are unique as a well known brand in the area The foundation TIPS: 1 Renovate & Embrace the ACLI-MATE Culture 1 Mission statement 2 Evangelize growth thinking 2 No such thing as over-communicating Helps to have an executive sponsor (head of Prod, CEO, etc.) - signals that Growth is important to the business Your job is just as much driving results as evangelizing growth thinking internally 2 Teams are territorial “Hey, I should own that.” CHALLENGE 2 TIPS: Common story...: Me to Growth lead: “How do you guys work with Core Product?” Growth lead: [quizzical look] “We don’t. The CEO just lets us do whatever we want.” -> This is a recipe for confusion and potential conflict… 1 Clearly define roles & responsibilities Basic framework to document roles/responsibilities for Growth & Core Product 1 Pick some areas no one else is focused on...easier to gain credibility and avoid tension/politics Revisit this document regularly - roles/responsibilities will evolve based on company priorities and team bandwidth, skillset CORE PRODUCT GROWTH SHARED 2 Learn when to be autonomous (Optimization mode) & when to be collaborative (Innovation mode) 2 At Invoice2go we inherited an existing product and spent a lot of time in “Optimization mode” where we iterated quickly on experiments to drive conversion, retention, etc.; we did this as an autonomous, full-stack team.. ...but for our V2 redesign we entered “Innovation mode”, where Growth was embedded in the design & development process with Core Product, collaborating from beginning to end. In “Innovation mode” (redesign or new features/products) it’s important to embed Growth in the process as early as possible rather than thinking of it as an afterthought to optimize later... ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators 3 Lack of trust -> creates factions in the business that hinder success CHALLENGE 3 TIPS: 1 Don’t just focus on quant/metrics 1 A perception out there is Growth wants to succeed at all costs, even if it means deteriorating UX... ..User empathy helps; you’ll improve performance & team perception if user research is core to your process My team is constantly doing interviews, surveys, & usability tests as a way to marry quant & qual -> the data tells us what happened, but the user research tells us why & keeps us humble and empathetic. NPS & App Store ratings are other ways to get a read on user sentiment over time 2 Transparency people need to see results... and understand/share in the process Build trust by being transparent and objective about team priorities & performance 2 Accept feedback and solicit ideas broadly We have done this via cross-team offsites & brainstorms, regular lunches with Customer Support covering specific themes, & publishing all growth strategies, experiments, and results widely Build credibility with some quick wins... but also share the failures & what was learned 3 Recruit the right profile Internal hiring -> things can go more smoothly when people who are already effective within an organization take on growth roles 2 Nick Soman (Gusto): “Hire people who are hard to stay mad at.” - must be able to build rapport with variety of people RESULTS ACCOUNTABILITY COMMITMENT CONFLICT TRUST trust framework: The foundation of trust fuels long-term results source - Patrick Lencioni “The Five Behaviors of a Cohesive Team”

Business Case Presentation

Transcript: End User Meets today's market demands Overview Selection Criteria: Population density Land price Accessibility Filling Station CONCLUSION 2021 - $988.7 B Customer Super Market Changes Supermarket chain Stores all over the city Existing online infrastructure Looking for supply solution Ebike Good Quality Convenient The Bike Higher Consumption 1. Introduction Launch of the business model Using existing expertise 2. Growth Offering product to more customers in Paris 3. Further Extension replication of business model within and outside the cluster The Product More Digital Buyers Subscription fee to use equipment Fee for CO2 usage individually charged CAGR - 3% Millennial Population Population density Environment-friendly Tank Space saving Easy to control Uniform temperature distribution Al’s expertise BACKGROUND Supply Chain Source: McKinsey 2014 - $799.4 B Thank you for your attention! e-bike Low cost Low emission Flexibility Chilled/Deli Foods Global Demand Why Paris? Customer SMR plant Pricing Strategy Land Price The Filling Station SUMMER SCHOOL 2017 Road Network Millennials, Generation Z, Generation X Characteristics: Full-time employed Living in the city center Digital natives Looking for: Flexibility Convenience Fast, reliable service Environmental-friendly solution Truck Filling Station Map Additional Products & Services BUSINESS PLAN Source: Transparency Market Research Digitalization of the Food Cold Chain for the Last Mile The Vision

Business Case Presentation

Transcript: Local Community Strength Indicator U.S Census New Jersey Board of Education National Center for Education Statistics City-Data.com Neighborhood Scout United States Department of Labor--Bureau of Labor Statistics City of Newark Open Data Potential Customers Is it Commercially Viable? Goal: Determing potential data points that would be suitable to a commercially viable Community Strength Index Indicator Study City: Newark, New Jersey Newark Small Business Where Did We Find Our Info? • Government: Small Business Association(SBA), Community Reinvestment Act (CRA - Federal Reserve) Use case: Improve effectiveness of existing programs • Lending institutions: Alternative lending companies (example: Lending Club, Prosper, Kabbage etc) Use case: Credit origination and influence marketing • Non-profit: Organizations that intermediate between investors and impactful small businesses(example: CDFI - Community development financial insitutions) Use case: Improve effectiveness of existing programs • Corporates: Biggest 1000 companies with significant CSR budgets in Retail & Manufacturing industries Use case: Embed CSR in supply chain and distribution by promoting impactful local businesses UNDER THE HOOD OUR DATA Conclusion Crime Statistics MEET THE TEAM Our Area of Focus Mohammed Ahemmad MBA Analytics Summer Analyst Sumit Arora Finance Graduate Intern Sphoorti Bhuvaneswar Finance Graduate Intern Olivia Buzby Graduate Talent Acquisition Intern Margaret Egan Graduate Finance Operations Intern Huiting Tian PhD Analytics Intern Unemployment Rate can provide information: • Spending power of the consumers. • Access to a bigger pool of unemployed that can be employed. • May lead to higher federal unemployment taxes. Population Growth indicates: • Flat rate of demand/declining demand. • Graying population. • Declining pool of potential workforce. • Inaccessibility of lenders. Population Statistics High School Graduation Rate Crime Statistics Unemployment Rate Small Business Growth in the Area SOURCES Crime statistics can help companies decide on how much of an investment they should put into preventitive measures for crime There are 3 types of crimes that affect small businesses: Employee Crimes Non-Employee Crimes Cybercrime Including crime statistics in the Local Market Strength Indicator will give an idea about the current economic status of the community Population & Unemployment

Business Case Presentation

Transcript: Why IDP-782? The Skywave/Orbcomm IDP-782 is a cost effective solution that will reduce the company’s operational cost by at least $2,244,000 (27.8%), improve profitability,enforce health,safety and security practices,reduce operating risks and change fleet personnel behaviour for the better. Approval is therefore required especially now that oil prices and by extension revenue is low and the need for improved profitability and sustainability is paramount . How Much? Why IDP-782? OPEX Cost Why IDP-782? (Cont'd) Cost Breakdown Integrating IDP - 782 to fixed Asset. It has a temperature range of -40°C to +85 °C Resistant to Dust, Vibration and Shock. Network diagram of IDP-782 operation Secure Flexible Annual operating cost of the solution = $292,500 per annum The Breakdown of the required OPEX cost of the solution is below: Airtime per unit (monthly)= $25 Airtime for 975 units monthly =$24,375 Total annual cost of Solution (OPEX + CAPEX) = $509,058.89 What is IDP -782 ? Low Cost Projected reduction in Annual operational expenditure due to IDP-782 solution The Total cost of installing the Solution will be = $1,515,912.20 Amortized cost of project for 7 years =$216,558.89 per annum The Need Content Cost Breakdown (Cont'd) The Problem Conclusion Field reports have to be sent in before a tanker is scheduled to visit sites and empty tanks. The travel records are manually kept and often overstated. There is no means of monitoring vehicle location and travel speed . Fast and Precise The Problem (Cont'd.) SCADA Monitoring and Control The Plan This proposal reviews the operational challenges of Canada Energy’s field operations and recommends installation of Skywave/Orbcomm IDP-782 in all Canada Energy’s Oil field locations and vehicle fleet for its cost effectiveness, potential cost savings, safety and security benefits and speeding up associated business and decision making processes. Improved Revenue and Profitability Sustainability cost containment Efficient Field operations Safety Security Quicker Decision making. Unit cost of IDP-782 = $1,000 5 units required per Well site= 187*5=935 1 unit required per vehicle = 40 Total units required =935 + 40 =975 Cost of 975 Units = $975,000 Labour,Installation and Project management cost = $292,370.20 Subtotal = $1,267,370.20 Contingency 10% = $125,282.00 Total = $1,515,912.20 Summary The Problem The need The Solution The Plan How much? Whats in it for us? Conclusion Questions &Feedback Summary Business Case for Installation of Isat Data Pro 782 in Canada Energy's Assets. Rugged Estimated average annual savings of $2,244,000 or 27.8% 50% reduction in revenue loss due to fault induced site shutdown 25% Cost savings on tanker trips due to timely and efficient dispatch to site. Faster response and resolution of site issues as technicians will already have diagnostic information before going to site. Pay back period of 8.2 months Multiple Interface Support - By Franklin Imadojemu Alarms and Notifications Programmable Acquires location info between 1 and 27 s Accuracy of approximately 2.5 metres radius GPS Jamming Detection Geofencing Isat Data Pro 782 is a programmable mobile and fixed asset management device. It delivers connectivity to assets over cellular and satellite networks. What's in it for you? Field Personnel are able to respond to site issues with appropriate tools and spares in one trip Fewer fault induced site shutdown Reduced site visits There is visibility of every vehicle in the fleet 24/7 meaning real time Effective and reliable monitoring of driver behaviour Real time automated field and travel data log with high data integrity Reliable and secure historical data is available for further analysis and business decision. Little or no delays in associated processes and decision making Questions and Feedback Please! The Solution Slow response to fix faulty production equipment as field personnel will have to return from site and report it before the rig mechanic is dispatched to fix it. Well production varies making tank level estimation cumbersome therefore requiring frequent monitoring which leads to frequent trips and its associated cost.

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