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Basic Consulting Skills

Formula for Growth

- PowerPoint & Slideware

May 2012


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2011 Deloitte S.A.Basic Consulting Skills1

Learning objectives and benefits of todays session

Possess the required tools and

techniques to be quickly operational

and effective on client projects in the

Deloitte consulting environment

Learn how to create effective slides byapplying basic layout rules, by selecting

the right chart for the right figures and

by using the appropriate consulting

wording

Objectives of the session By the end of this session you will


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2011 Deloitte S.A.

PowerPoint & Slideware


4/73 2011 Deloitte S.A.Basic Consulting Skills3

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

2. Internally

Work can be easily consolidated among a team

Time is saved that would otherwise have been

spent on slide formatting

Standardisedformats are usefulfor a number ofreasons

Our Bible - Timesaver :http://deloitteintranet/ShareBox/Present

ations/Timesaver%202011.pptx!
http://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptxhttp://deloitteintranet/ShareBox/Presentations/Timesaver%202011.pptx



A number of extra advantages strengthen the decision to use

PowerPoint

1. PowerPoint is the primary means ofcommunication

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

3. Risk of using PowerPoint

Using PowerPoint for everything is not optimal:

detailed analysis should be supported by Word

documents, technical proposal,

Why PowerPoint?



The slides you

should never haveseen..


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Key success factors

6

Preparation,planning and risk

management

Strong involvementby promoter and

knowledge transfer

Accountabilityfor deliveriesand decisions

Well definedfunctional andtechnicalbusiness

requirements

Smoothmigration

Because the TA functions impact the clientsof our client, no compromise should bemade as to the assurance that all risks areproperly addressed and that the timeline isdriven by delivery quality considerationsmore than by commercial factors

Detailed planning as the project progressesand proper formalization of requirementsand business specificities are key drivers ofsuccess

The key to detailed and completepreparation 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 onlybut needs strong input from all functionsowners both at the receiving TA and at thepromoter, to precisely specify requirementsand define / agree the service model (evenif this may be done in several phaseincluding an interim operating model and

target operating model)

By all means the receiving TA shall bedriving the migration in all its phases(understand as is model,specify/develop new features andexecute the migration

However a strong commitment by thepromoter to accompany the migration,transfer knowledge and facilitateaccess to internal/external distributors,

fund accounting and custody is key

No project delivery shall be assuredunless strong commitment by businesslines and operational functions ownersto contribute to Work Streams tasksand deliverables

Actively monitory Work Streamsdeliverables

PMO and Steering Committee shouldhave the necessary seniority anddecision making power to unblocksituations as the case may be

How to read this?


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2008 Deloitte

Les dfis en matire de fiscalitComplexits fiscales pan-europennes

Prsentation title7

Contrles et

Compliance

Publication des

chiffresfiscaux

Productiondes chiffres

journalierset annuels

Setup etparamtrage

Tests

Systmecomptable

Procdures etgestion de

projets

Documentation

Veillejuridiqueet fiscale

Optimisation desmoyens

Coordination

Partenairesefficaces

La fiscalit, unemcaniquecomplexe matriser:

What is the flow?


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8

MD+2 MD+3MD-1 MD MD+1MD-3 MD-2

BAU Trades Settling with incumbent

BAU Trades settling with BP2S

Settlement

Date

Trade Date

TD TD SD SD

TD TD SDSD

Transition Trades and BAU Trades at BP2S(MD +3) = Settlement Date

(or usual market settlement period)

TD

MD-4

TD SD

MD+4 MD+5

SDTD

MondayFridayThursdayWednesdayTuesday FridayThursdayWednesdayTuesday Monday

TRANSFER INSTRUCTIONS WILL BESENT ON CLOSE OF BUSINESS MD - 1

(Weekend contingency and load up of

instructions

Migration Weekend

= Short dated transition positions i.e. UK Gilts

ImplementationManagementWhere do westand today?


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Prsentation title 9

Market concentration Market spreading

Characteris-

tics

Small number of markets

high volume of sales to each

Large number of markets, low

level of sales to each market

(1) external =>

Factors favoring

adoption of thestrategy

(2) internal =>

Conditions for gaining high

volumes are present

High level of potential demand

Week, fragmented competitors

Concentrate significant resources ona small number of markets

Accept higher degree of dependence

on key international markets

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 over-

commit to a single market, and

wishes to spread risk of sales

instability

Potential

difficulties

Danger of concentrating on

unattractive markets, impact of

changing levels of economic activity

in key markets

Unable to achieve significant

presence, and loss of potential

sales through spreading efforts

too thinly

Nice colors.


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10

Impact on the choice of the DTC and CPC locations

Switzerland impose strict conditions for informing clients in caseof outsourcing. This means that:

Switzerland may keep its back office and data processingactivities at home to avoid any potential commercial risk

Luxembourg regulator does not allow the outsourcing of back officeactivities. This means that:

Luxembourg may centralize back office activities and dataprocessing for all countries except for Switzerland to get roundthis legal constraint

Colors are back


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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 publiclyavailable information as analysed by Deloitte on a best endeavours basis. The information is not legally binding and is for illustrative purposes only.

11

The Approach to Fees

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.

Easy to read?

I i ibl


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Registration process

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 agentA 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 actas 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.

Is it possible toput more

wordsin caseanybody read


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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

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

BEFORE

Developed on


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Deep expertise inpricing

Strength inimplementation

Competitive andflexible pricing

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


Trusted workingrelationships withThe Post

Multidisciplinaryfirm with legaland tax

Value proposition Deloitte key strengths


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 customerevolutions (financial / company information, press researches and news content on segment and

company info and trends, business process analysts reports of both industries and companies)

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


Deloitte fee sare significantly below traditional Management Consulting players

Deloitte pricing is flexible to cope with spot demands from the client after the project

next slide

AFTER

1

2

3

4

5


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2. Context

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 approachwas 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 pastprojects, best practices and tools.

BEFORE

AFTER


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2. Context

Situation Complication Resolution

BPG is benefitting from amonopoly 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 tosuccessfully improve its

operations and be prepared to

face liberalization

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

The strategic projectRAINBOW 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 thatthe pricing is one of the most

important levers including:

- Strategic pricing:identifying defensive moves

to prevent competitors to

enter the market

- Tactical pricing: identifybest strategy to minimize

competitor impact through

pricing policy

The liberalization of Postalmarkets 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 thesame constraints

AFTER


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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: 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 regulatoryobligation 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.

BEFORE

BEFORE


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3. Specific challenges 2/2

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 theoverall 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 everywhereon 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.

BEFORE

AFTER


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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 losing revenues due to the manipulationof 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 potential reduction invalue and customer churn due toincreased 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)

Risk of asymmetric marketequilibrium due to still strictregulations of historical postaloperators after liberalization

process:

Risk of competitors costadvantage (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 cross-

subsidization for State Aid Law,Prohibition of pricing below cost)

Postal market liberalization


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Ok, point taken.so

what are the overall

rules


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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'tleave 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

Consulting wordingThe words to avoid in a presentation: make sure every word is there for areason

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

Do not use..


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and what are the

tips and tricks to

make it better


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6 Usage of charts

Golden tips/rules

4 Use stickers to cover your .

2 5 slide areas: Title, content, sowat, source, note

5 Usage of arrows

3 Use trackers to support the flows

Basic layout rules and how tos1

Typical slides7

B i l l


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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 auto- fit

Basic layout rulesAnd principles applicable to all slides

General Slide Setup

H t k lif i d lid b tt


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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?

H t k lif i d lid b tt


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How to customize the toolbar (2/2)


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Your turn now!



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Group function (incl. Ctrl function)

1. Select the shapes you want to group

(either with the mouse cursor or theCtrl function)

2. Select the group function in the toolbar

The F4 buttonrepeats the last

action performed



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Align all text boxes and

shapes

How to s: make your life easier and your slides betterHow to align shapes and boxes

Not aligned Not aligned

Not aligned

Not aligned

CORRECTWRONG

AlignAlignAlign

Align

Example:

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:

The align functionality

allows you to align objectsleft, center, right, top,

middle and bottom

The distribute functionality

allows you to make sure

space is allocated between

the objects



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Select the text in your text box, the ruler will appear:

How to s: make your life easier and your slides betterHow to align text

The align functionalityallows you to alignobjects left, center, right,top, middle and bottom

CORRECTWRONG

The align functionalityallows you to alignobjects left, center, right,top, middle and bottom

Example:

Then move the arrow underneath with your mouse

ShortcutsCtrl + Z = undoCtrl + Y = Redo

Ctrl + A = Select all


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Your turn now!

Your turn to do it


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Your turn to do it

1.Exercice:

2. Exercice

3.

Exercice

1. Align all the boxes so that they are:

all on one vertical line

distributed vertically

2. Align all the bullet points and numbers

3. Align horizontally the arrows with the

corresponding box

Slide master - Update the footer (1/4)


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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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Slide master Update the footer (2/4)

Select the first slide on the left panel (Deloitte Slide Master)

In the Slide pane, update the

footer text box with your ownpresentations name

Slide masterUpdate the footer (3/4)


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S de aste p oote ( )

Close Master view

You did it!

If this did not work, the next page presents a different solution.



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p ( )

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

Slide master - Update the slide number (1/3)


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p ( )

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 boxin the main presentationto 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

How tos: make your life easier and your slides betterD t t fit f h


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Do not auto fit for shapes

To select the function do not auto- fit for shape, right-click on the shape involved,

select Format Shape, another window will appear. In the Text Box menu, select

Do notAutofit

How tos: make your life easier and your slides betterH t ti k k d idli (1/2)


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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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270

14

10

46

41

39

33

6

7

6

2

1

1

7

6

7

44

TOTAL

Director

Deputy Director

Head of Division

Chief Specialist

Lead Specialist

Specialist

Chief Engineer

Lead Engineer

Engineer/ Programmer

Senior Lawyer

Lead Lawyer

Chief Cashier

CashierLead Cash Collector

Cash Collector

Administrative & technical support

100%

26%

7%

1%

3%

42%

5%

16%

Basic layout rulesMake sure you do not forget to include important information


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Include the legend if required onthe top right corner in font 10 not

bold

Put key messages and titles inBold, rest of content is not bold

Indicate footnotes with (*) withno more than 3 footnotes per

slide

Mention source per slide exceptagenda and title page

Include a page number (in the

slide master)

a

b

c

d e

Make sure you do not forget to include important information

a

b

c

d

e

Basic layout rulesFor chart slides always ensure


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For axes on charts use no tickmarks nor gridlines

Figures on the graph belong to

the graph but labels should beseparate text boxes

For thousand use comma and dotfor decimal in English (dot forthousands and comma fordecimals in French)

Charts are always created usingPowerPoint 2007 chart feature. When

using figure data in graphs (pie, bar,column or line charts), check the

following points of attention:

a cb

For chart slides, always ensure

a

b

c

d

Basic layout rulesthat the data included in the slides is consistent


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Make sure the numbers are

matching with previous slides

Make sure the totals on the slide

match

Use the right number ofdecimals and express it in

thousands / millions / billions if

required by large amounts

c

that the data included in the slides is consistent

Consistency in the graphs

a

b

c

Your turn to do it Charts


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Revenues Net benefit HR

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

Use this data: To do this:

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

Content principles : your slide can be split up into 5 main areas


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A slide is made of 5 main areas:

1.Title

2.Facts/statements/figures/reasoning, etc.

3.Conclusion

4.Source

5.Note

1

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.)

2

Make sure to place the

conclusion of your slide

always at the same place

3

5

4

Make sure to have a

source and the required

footnote (not more than

3)

4

Use this place to use

trackers, stickers,

legends

5

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

Principle of a trackerCONCEPTUAL


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Typical trackersNOT EXHAUSTIVE


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----

---

---

---

----

---

----

---

----

---

---- ---- ----

---- ----

----

---- ---- ---- ---- ----

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

Sample of stickers that might be usefulNOT EXHAUSTIVE


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To use To avoid

ESTIMATES

ROUGH ESTIMATES

FOR DISCUSSION

CONCEPTUAL

NOT EXHAUSTIVE

REMINDER

Clients can not contest

the accuracy of data

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

MIGHT BE WRONG

FOR YOUR EYES ONLY

ETC.

NOT VALIDATED

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

Avoiding bullet point slides by using shapes/arrows


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2009DeloitteS.A.Deloittes FundRegistration Services15

Deep expertise in pricing:

500 experienced pricing practitioners worldwide of which 150 i n 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.


Trusted working relationships with The Post:


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


1. Value propositionBEFORE

2009 DeloitteS.A.Deloittes FundRegistration Services41



Competitive andflexible pricing


Strong pricing references in the Postal sector, especially in strategic development, modelling and

change management related to operational implications


Trusted workingrelationships withThe Post

Multidisciplinaryfirm with legaland tax

1. VALUE PROPOSITION DELOITTE KEY STRENGTHS


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 / technologyimplications

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 customerevolutions (financial / company information, press researches and news content on segment and

company info and trends, business process analysts reports of both industries and companies)

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 realimplementations


Deloitte fee saresign ificantly below traditional Management Consulting players

Deloitte pricing is flexible to cope with spot demands from the client after the project

Developed onnext slide

Description

2009 DeloitteS.A.PPT for Consultants40

1. VALUE PROPOSITION DELOITTE KEY STRENGTHS



Strong pricing references in the Postal sector, especially in strategic development, modelling and changemanagement related to operational implications



Deloitte core expertise is to switch strategic vision into implementation with a structured methodology andpeople on the ground to deploy recommendations

Pricing improvement recommendations based on executable strategy learned from real implementations

Collaborative work style that provides the highest quali ty client service



Strong track record of successful projects at The Post in cost modelling, contract management and systemstrategy

Independent advice to The Posts business community, irrespective of downstream IT / technologyimplications



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 andpeople on the ground to deploy recommendations

Pricing improvement recommendations based on executable strategy learned from real implementations

Collaborative work style that provides the highest quali ty client service

Description

On top of it, it can be used as trackers

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

The right chart for the right figuresA chart is more revealing than raw numbers

Graphics make information easier to understand and remember:


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Company A Company B Company C Company D

1980 10 8 6 5

1990 12 10 7 6

2000 14 13 9 7

2009 16 17 12 10

Graphics make information easier to understand and remember:

Raw data may be illustrated in different ways with one

main objective: supporting the message

The right chart for the right figuresSelecting the right chart is a 3-step process

1 2 3


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Raw data contain many

messages, the first step is

to identify the content of

the message to be

released

1 2 3

IDENTIFY THE

MESSAGE

CHOOSE THE RIGHT

CHART FORM

EMPHASIZE THE

MESSAGE

The nature of the message will

determine 5 kinds of

comparison:

Component

Items

Time series

Frequency

Correlation

1

2

3

4

5

Focus on the aspect of the

data that should be

emphasized on by using

colours, arrows, lines, etc.

Pie chart is used to demonstrate component comparison

P ti l l


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The sales manager spends only 15% of his time in the field

The largest share of total funds is allocated to manufacturing

Company A

Company B

Company C

Company D

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 12oclock line and use the most contrasting color

Arrange the components from the largest to the smallest

Ensure the total is always 100%3

2

1

Practical examples

Tips

Bar chart is used to demonstrate item comparison


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Region C ranks last in productivity

In August, 2 plants outproduced the other 6 by a wide margin

Company A

Company B

Company C

Company D

The space separating the bars is smaller than the width of

the bars

Use the most contrasting color or shading to emphasize theimportant item

To identify values, use either a scale at the top or numbersat the ends of the bars, not both

When showing numbers, round the figures and omit

decimals

3

2

1

Practical examples

Tips

4

Column/line charts are used to demonstrate time series comparison


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Sales are forecast to increase over the next 10 years Our companys earning per share is declining

Column chartemphasizes levels or magnitudes and issuitable 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

Line chart emphasizes movement and angles of change

and is suitable to show activities evolution from one time tothe next

Make sure than trend line is bolder than the baseline

To distinguish a trend l ine from others, use the most

contrasting color or the boldest solid line

Avoid spaghetti chart (many trend lines on a single chart)

2

1

Practical examples

Tips

1

2


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Your turn now!

Overview defects (source: MQC -

17.08.2009)


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Transaction inconsistency,Performance Tributum andadvisory systems

Interfaces, Mapping

VERS-Migration

Peer, TributumPeer

Source Systems

Categories of overview = technical issues of

the following slides

The overview shows that half of the defectsare about issues to be solved in Tributum.

Interface quality has to be increased by

comprehensive and detailed testing

Figures:Transaction inconsistency, Performance Tributum and advisory

systems 162

Interfaces, Mapping 75

VERS-Migration 36

Peer, TributumPeer 32

Source Systems 20

50 % of defects are due to transaction inconsistencies


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Source: MQC - 17.08.2009

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

Distribution of defects per source*

Transactioninconsistency,

Performance

Tributum and

advisory systems

Interfaces,Mapping

VERS-Migration

Peer,TributumPeer

SourceSystems

TOTAL

100% 50% 23% 11% 10% 6%

* Categories of overview = technical issues of the following slides

Golden tips/rules


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6 Usage of charts



5 Usage of arrows



Typical slides7

The context/hypothesis and analysis slide


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Context

Revenues

2008

Regulatory

and

market effects

Remaining

revenues

2015

Objective

2015

Gap to be

filled

ZZZZ revenue evolutionEUR millions

Source : team analysis

On the long run several externalforces including regulatorychanges, market efficiencyinitiatives (e.g. T2S) and thechanging competitive environmentmight impact negatively CBL IFSbusiness model and revenues

Action is required to ensurerevenue stability of the IFSbusiness line

A number of new initiatives will beconsidered to aim for a revenueincrease in the range of EURxxxmillion, bringing zzzzz

Newserviceinitiatives

The arrow slide

Description Attractivity assessment analysis Feasibility assessment analysis


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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

1b

Information

routing to

authorities and

regulators

Take care of the submission of

registration files, accounting

statements, etc. to regulators or

relevant authorities

1c

Trading funds on

DB platform

Create an alternative and low-

cost distribution channel, to lock

volume through Deutsche

Brse exchange infrastructure

and to generate custody

revenues


Current potential for CBL IFS

estimated at EUR 20 million

High level of market ineff iciencies

Market potential estimated at EUR 3

million for submitting the file and

performing maintenance

Market potential estimated at EUR 10

million taking into account all Asian

orders

Solutions/software already exists on

market and could be integrated

through partnership or acquisition

that could take time to materialize

Contact with authorities already

exists and should be activated to be

the unique gateway

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

Provide X-Border distribution

services to national promotersto leverage their existing fund

range

Technical requirements are in place

already

Commercial effort to be launched

Allow to capture new volumes with a

market value of EUR 7 million

E l f d li blA l d t

1

R ti l f UBS

The arrow slide


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Legal form andRegulatory

aspects

Legal

Regulatory

Cross border

Tax aspects

Market size Distribution

opportunities

Cost of distribution

Features of the products

themselves or of theoperational capacity

supporting the product

sales (incl. product

performance and asset

class coverage)

Market insights

Product &Operational

features

Examples of deliverablesAnalyzed aspects

1. Optimizing and simplifyingmanagement and product

support costs:

- Create synergies by reviewingfunds with low asset value sizeand similar investmentstrategies

2. Optimizing fund distribution:

- Review distribution countries to

optimize costs and centralizethe funds in countries wherethe assets are actually located

- Review distributors to optimizecosts and centralize the fundswhere the assets are actuallylocated

3. Review product offering:

- Ensure that hot producttrends are offered and that thefuture asset flows are captured(e.g. tracker funds, ETFs,Hedge Funds Light, etc.)

1

2

3

Rationale for UBS

The flow chart


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EXECUTECheck perception

vs reality

Decide on optimal

positionning

Prepare

alignment

Analysis

Timing

required1 week 1 week 3 months

Market competitiveanalysis on all price

components

Consumer perceptionanalysis that could be

perform through

- Surveys- Focus group

-(no need forextensive research)

Organize one dayworkshop with:

- Marketing function- Sales function- Top management- Operationsto decide on positioning

If conclusion is to increaseprices:

- Identify low sensitivity, lowreactivity price components

to adopt

- Identify potentialy a few

high sensitivity/visibilityprice 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


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