presentations… how to do them? 21/09/2004. introduction why are we doing this? why are we doing...
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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 ?!