no-more

no-more PowerPoint Examples

NoMore ApS no-more

| Nytorv 3. 1st floor, 1450 København K, Denmark

| CVR: 37549223 | E: [email protected] | +45 78 76 25 00 |

www.no-more.dk

Introduction

This document contains examples of the six different standard projects conducted by No-More 1.

Notes to slides

2.

Fit to page

3.

Standard formatting

4.

Light visual enhancement

5.

Heavy visual enhancement

6.

Create new tempalte

No-More never shares the names of clients, why all examples are presented on a no-name basis.

no-more

2

Notes / Pictures to slides

Before

Input from client

no-more

Source: xxx

3

Notes / Pictures to slides

After

This is an example of how a slide could look like

PRELIMINARY

Competitor considerations

Original TV channels



We see a changing market



New models are entering the space



Question: What Should we do?

Streaming players

no-more

4

Notes / Pictures to slides

Before

Input from client

no-more

Source: xxx

5

Notes / Pictures to slides

After

This will be another way to look at the market Player

Type of player

 

Traditional

 

Specialized



Streaming only



Traditional turned online



Traditional

Online

Growth

Size, DKKm

35

Political

20

Traditional

10

15

30

no-more

6

Notes / Pictures to slides

Before

Example of timeline input

June 2014: Outline the overall target Aug 2015: Split the target by country Sep 2015: Implement the new business tracking unit Nov 2015: Ensure integration into the business systems

Jan 2016: Review performance Feb 2016: Conduct learnings and improvements workshop + Add room for comments in bottom

no-more

7

Notes / Pictures to slides

After

Example of timeline output Timeline

Outline the overall target

June

Implement the new business tracking unit

Implement the new business tracking unit

Split the target by country

Ensure integration into the business systems

August

November

September 2015

Review performance

September

January 2016

Comments   

no-more

8

Notes / Pictures to slides

Before

Example of organizational chart input

Build org. Chart based on provided input

Make the CFO as a support function to the CEO Leave room for comments on right side of the chart

no-more

Source: xxx

9

Notes / Pictures to slides

After

Example of organizational chart output Organizational chart

Comments  

Person 1 CEO

 Person 2 CFO

Person 3 BU Head

Person 5 Employee

no-more

Person 6 Employee

Person 4 BU Head

Person 7 Employee

Person 8 Employee

Person 9 Employee

Person 10 Employee

Person 11 Employee

10

Notes / Pictures to slides

Before

Example of table to graph input City Oslo London Copenhagen Stockholm Manchester Melbourne

Population 658 8553 1256 1400 2550 4087

Green ranking Recharge points 23 53 22 24 46 1

Expected age 1996 4050 600 300 200 56

Comments 82 Age numbers based on Norway totals 80,5 Large, but var from the greenest 78,3 A lot for power for Evs 80,1 Number of chargers unknown - depends on the source 80,5 An alternative to London? 82 Greatest place to live on the planet, but not for Evs

Convert to proper graph based chart Highlight London in contrast color

no-more

Source: xxx

11

Notes / Pictures to slides

Before

Example of table to graph output City

Oslo

Population 1000

Green World city ranking

EV usage No. of chargers

London

1.996

53

8.553

Comments

 Age numbers based on Norway totals

23

658

Life Expected age

82,0

4.050

80,5

 Large, but far from the greenest

 A lot for power for EVs Copenhagen

Stockholm

22

1.256

600

24

1.400

300

78,3

80,1

 Number of chargers unknown - depends on the source  An alternative to London?

Manchester

Melbourne

no-more

46

2.550

4.087

Source: TBD

1

200

56

80,5

82,0

 Greatest place to live on the planet, but not for Evs

12

Notes / Pictures to slides

After

Example of rough table to proper table input

City Oslo London Copenhagen

Green ranking

Population

Stockholm Manchester Melbourne

658 8553 1256

23 53 22

1400 2550 4087

24 46 1

Recharge points Expected age 1996 4050 600 300 200 56

Comments 82 Age numbers based on Norway totals 80,5 Large, but var from the greenest 78,3 A lot for power for Evs Number of chargers unknown - depends on the 80,1 source 80,5 An alternative to London? 82 Greatest place to live on the planet, but not for Evs

Convert to properly formatted table – using the NoMore template Highlight London in contrast color

no-more

Source: xxx

13

Notes / Pictures to slides

After

Example of rough table to proper table output

City

Population

Green ranking

Oslo

658

23

1996

82

8.553

53

4050

80,5

London

Recharge points

Expected age

Comments  Age numbers based on Norway totals

 Large, but far from the greenest

Convert to properly formatted table – using the NoMore template Highlight London in contrast color Copenhagen

1.256

22

600

78,3

 A lot for power for EVs

Stockholm

1.400

24

300

80,1

 Number of chargers unknown - depends on the source

Manchester

2.550

46

200

80,5

 An alternative to London?

Melbourne

4.087

1

56

82

no-more

Source: TBD

 Greatest place to live on the planet, but not for EVs

14

Notes / Pictures to slides

no-more

Source: xxx

Before

15

Notes / Pictures to slides

After

This is a simple illustration Illustration of the data we have received Chart tile

Series 1

Series 2

Series 3

5 4,5

4,4

4,3

3,5 3 2,8 2,5

2,4 2

2 1,8

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod  Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. LLorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.  Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.

Category 1 no-more

Category 2

Source: Example from Word Chart

Category 3

Category 4 16

Notes / Pictures to slides

no-more

Source: xxx

Before

17

Notes / Pictures to slides

After

Example of word document input

Another example section

All cient information is never shared with anyon

All cient information is never shared with anyon

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. LLorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat. LLorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.

 Lorem ipsum dolor sit amet, consecutuer adipiscing elit, sed diam nonummy nibh quismod tincidunt ut laoreet dolore magna erat volupat.

no-more

Source: Example from Word Chart

18

Fit to page

Before

The workflow of how we make client impact Sales Workflow Version 1.0

Step 1: Get the contacts

Step 2: Analyse the potential

Reflections

Step 3: Take action

Step 4: Realize the potential

Is there something we can do to

There seems to be some challen

The challenges are too many to Before we contact In order to setup a dead we need to get the details of a potentialthe potential client we need to analyse client the potential We must consider all our potential products and how they can help the client in the best possible way

Once a plan is ready we take action

Using existing contacts is valuable Make sure to stress why we can do a difference

Once we secure a test / preview deal – we need to deliver Make sure we invest in the sufficient preparation before conducting the test Make sure we perform!!

This is the fundamental view of how we do business and make a difference for our clients

no-more

19

After

The workflow of how we make client impact Sales Workflow Version 1.0

Step 1: Get the contacts

 In order to setup a deal we need to get the details of a potential client

Step 2: Analyse the potential

 Before we contact the potential client we need to analyse the potential

 We must consider all our potential products and how they can help the client in the best possible way

Reflections

Step 3: Take action

 Once a plan is ready we take action

 Using existing contacts is valuable

 Make sure to stress why we can do a difference

Step 4: Realize the potential

•

Is there something we can do to make this work more consistent

•

There seems to be some challenges getting the right contracts

•

The challenges are too many to address at once

 Once we secure a test / preview deal – we need to deliver

 Make sure we invest in the sufficient preparation before conducting the test

 Make sure we perform!!

This is the fundamental view of how we do business and make a difference for our clients no-more

20

Fit to page

Before

This is another test that shows how a slide can be improved Highlights:

• • •

It’s very important that we get something done on this topic ASAP Revenue

Let’s make sure tha

It’s too time consum

We cannot use this

Important data, DKKm 6 5 This one is also quite important to get going with! 4 3 2 1 0 The data clearly shows that something really need to happen ASAP CNN

Margins

FTEs

Animal Channel Serie 1

Serie 2

Netflix

HBO

Serie 3

”We need to change in way we do business asap in order to remain successful in this game” from ”Mr. CEO”

no-more

Source: xxx

21

Fit to page

After

This is another test that shows how a slide can be improved

Content

Important Data, DKKm

It’s very important that we get something done on this topic ASAP

Serie 1

Serie 2

Serie 3 5

Revenue 5

4

4

Highlights:

•

Let’s make sure that this does not happen again

•

It’s too time consuming

•

We cannot use this amount of time on it

4 This one is also quite important to get going with! Margins

3 3

2 2

2

3

2

The data clearly shows that something really need to happen ASAP FTEs

CNN

Animal Channel

Netflix

HBO

We need to change in way we do business asap in order to remain successful in this game - Mr. CEO no-more

Source: xxx

22

Light Visual Enhancement

Before

The workflow of how we make client impact Sales Workflow Version 1.0

Step 1: Get the contacts

Step 2: Analyse the potential

Reflections

Step 3: Take action

Step 4: Realize the potential

Is there something we can do to

There seems to be some challen

The challenges are too many to Before we contact In order to setup a dead we need to get the details of a potentialthe potential client we need to analyse client the potential We must consider all our potential products and how they can help the client in the best possible way VA: Insert icon of contact

VA: Insert icon of analysis

Once a plan is ready we take action

Using existing contacts is valuable Make sure to stress why we can do a difference

Once we secure a test / preview deal – we need to deliver Make sure we invest in the sufficient preparation before conducting the test Make sure we perform!!

VA: Insert icon of Action

VA: Insert icon of money

This is the fundamental view of how we do business and make a difference for our clients

no-more

23

After

Light Visual Enhancement

The workflow of how we make client impact Sales Workflow Version 1.0

Step 1: Get the contacts



Step 2: Analyse the potential

In order to setup a deal we need to get the details of a potential client



Before we contact the potential client we need to analyse the potential



We must consider all our potential products and how they can help the client in the best possible way

Reflections

Step 4: Realize the potential

Step 3: Take action



Once a plan is ready we take action



Once we secure a test / preview deal – we need to deliver



Using existing contacts is valuable



Make sure we invest in the sufficient preparation before conducting the test



Make sure to stress why we can do a difference



•

Is there something we can do to make this work more consistent

•

There seems to be some challenges getting the right contracts

•

The challenges are too many to address at once

Make sure we perform!!

This is the fundamental view of how we do business and make a difference for our clients no-more

24

Light Visual Enhancement

Before

The idea is to take a very normal and boring page and add visual elements to it based on the content of the slide Factors People

Why it matters

Importance

In the end the people are the ones driving the business and creating the value

Very high

The management and their capabilities are a proven driver of business success

Money

Considerations

Buildings

Debt

Systems

no-more

In the end the purpose of all investments is to make money The current cash flow is not that critical - its all about the potential

Low

The buildings are the physical foundation of the business – the value is essential when considering the ‘sum of the parts’

Medium

The availability of debt is crucial to secure a good investment The cash flow will always allow for debt - if it has been stable over time

Very low

The availability and performance of business systems is at the core of several businesses and must be evaluated properly

Medium

VA: Visual enhance using icons and moons for the ”importance” – be creative 25

Light Visual Enhancement

After

The idea is to take a very normal and boring page and add visual elements to it based on the content of the slide Very high Factors

Why it matters

 

People

Money

Importance

In the end the people are the ones driving the business and creating the value The management and their capabilities are a proven driver of business success

 

In the end the purpose of all investments is to make money The current cash flow is not that critical - its all about the potential

Buildings Considerations

Debt

Systems

no-more



Very low

 



The buildings are the physical foundation of the business – the value is essential when considering the ‘sum of the parts’

The availability of debt is crucial to secure a good investment The cash flow will always allow for debt - if it has been stable over time

The availability and performance of business systems is at the core of several businesses and must be evaluated properly

26

Light Visual Enhancement

Before

This is another test that shows how a slide can be improved Highlights:

• • •

It’s very important that we get something done on this topic ASAP Revenue

Let’s make sure tha

It’s too time consum

We cannot use this

Important data, DKKm 6 5 This one is also quite important to get going with! 4 3 2 1 0 The data clearly shows that something really need to happen ASAP CNN

Margins

FTEs

Animal Channel Serie 1

Serie 2

Netflix

HBO

Serie 3

VA: Insert the right logos at each chart

VA: Insert highlighted qoute: ”We need to change in way we do business asap in order to remain successful in this game” from ”Mr. CEO”

no-more

Source: xxx

27

Light Visual Enhancement

After

This is another test that shows how a slide can be improved

Content

Important Data, DKKm

It’s very important that we get something done on this topic ASAP

Serie 1

Serie 2

Serie 3 5

Revenue 5

4

4

Highlights:

•

Let’s make sure that this does not happen again

•

It’s too time consuming

•

We cannot use this amount of time on it

4 This one is also quite important to get going with! Margins

3 3

2 2

2

3

2

The data clearly shows that something really need to happen ASAP FTEs

,,

We need to change in way we do business asap in order to remain successful in this game

no-more

Source: xxx

,,

- Mr. CEO 28

Heavy Visual Enhancement

The automobile industry is facing substantial disruption from EVs

Before

Client comment: Visual enhance Add relevant picture, adjust colors etc.

The raise in Evs are just getting started Europe and Americas have been the firstmovers Over time China and India will convert to EVS – driving the global market substantially

no-more

29

Heavy Visual Enhancement

After

The automobile industry is facing substantial disruption from EVs Annual EV/PHEV sales, millions OECD Asia Oceania ~110

OECD Americas

The raise in EVs are just getting started

OECD Europe Other non-OECD

~70 Europe and Americas have been the first movers

India

China ~37 Over time China and India will convert to EVS – driving the global market substantially ~0

2010 no-more

~8

2020

2030

2040

2050

Heavy Visual Enhancement

Before

The real estate market in Copenhagen - on its way to a new bubble?

Client comment: Visual enhance Add some form of scale or alternative illustration that show the content

Record $ per m2 No wage growth

v s

Zero interest

Building boom

no-more

31

Heavy Visual Enhancement

After

The real estate market in Copenhagen - on its way to a new bubble?

Record $ per m2

Building boom

No wage growth

no-more

vs

Zero interests

Heavy Visual Enhancement

Before

There are so many hard questions to consider every single day

All the upsides of blue berries

All the downsides of blue berries

• They taste great

• They are expensive

• They are healthy • They are available all year

vs

• They potentially mess up your cloth • They don’t go well with pizza

All the downsides of blue be They are expensive no-more

After

Heavy Visual Enhancement

There are so many hard questions to consider every single day

? VS

All the upsides of blue berries

All the downsides of blue berries

They taste great

They are expensive

They are healthy

They potentially mess up your cloth

They are available all year

They don’t go well with pizza

no-more

Heavy Visual Enhancement

Before

5 year plan Targets • Year 1: build the business – 1 DKKm revenue • Year 2: Scale locally – 5 DKKm revenue • Year 3: Expand internationally – 10 DKKm revenue

Build the business

no-more

Scale locally

Expand internationally

35

Heavy Visual Enhancement

After

5 year plan

10

DKK revenue

5

1

no-more

Year 1

Year 2

Year 3

Build the business

Scale locally

Expand internationally 36

Heavy Visual Enhancement

Before

Employee satisfaction scores are higher than ever We are making good progress

Employee satisfaction in 2015

• We see the level increase quarter after quarter • Many managers are hearing feedback from their teams • We need to keep having a focus as Q1 is often the lowest scoring Q1

5

4,5 4 3,5 3 2,5 2 1,5 1 0,5 0 Q1

Q2

Q3

Q4

“There is nothing more important than out employees and their satisfaction – that directly impact our customers, sales and performance” - CEO

no-more

Source: 2015 Q4 survey - illustrative

37

Heavy Visual Enhancement

After

Employee satisfaction scores are higher than ever We are making good progress



Employee satisfaction

4.5

We see the level increase quarter after quarter

3.5 2.5 2.0



Many managers are hearing feedback from their teams



We need to keep having a focus as Q1 is often the lowest scoring Q1

Q1

Q2

Q3

Q4

2015

There is nothing more important than out employees and their satisfaction – that directly impact our customers, sales and performance

“

“

- CEO no-more

Source: xxx Source: 2015 Q4 survey - illustrative

38

Build a template

Input

The link to a website is sufficient to build a template

no-more

39

Build a template

Output

Colours guide

Main backgrounds

no-more

Highlights

Red:210

Red:59

Red:249

Green: 210

Green: 56

Green: 107

Blue: 210

Blue: 86

Blue: 113

Red: 227

Red: 47

Green: 222

Green: 45

Blue: 233

Blue: 65

40

Build a template

Output

Slide examples (1:4) Histograms, Units

Pie charts, Units

Series 1

Series 2

3,5 2,4

2

2,5

5

4,5

4,4

4,3

Series 3

2

3

Sales; 9% Sales; 10%

2,8

1,8 Sales; 23%

Category 1

Category 2

Category 3

Sales; 58%

Category 4

Histograms, Units

Pie charts, Units

Category 3

Sales; 9%

3,5 Sales; 10%

Category 2

2,5

Category 1

4,3

Sales; 23%

Sales; 58%

1: Footnote 1# 2: Footnote 2# i

no-more

Source: xxxx

41

Build a template

Output

Slide examples (2:4) Scatter dot, Unts

Line charts, Unts Series 1

Series 2

Y axis, Unit

5 4,5

4,4

4,3

4,5 4 3,5

3,5

3 2,8 2,5

2,4

2,5

2 1,8

1,5 1 0,5 0

2014

15

16

2017

0

1

2

3

4

5

6

X axis, Unit 1: Footnote 1# 2: Footnote 2# i

no-more

Source: xxxx

42

Build a template

Output

Slide examples (3:4) Org. charts

Tables Description Name Title

Name Title

Name Title x

Name Title

Name Title

x

 x

x

 x

x

 x

x

 x

x

 x

x

 x

x

 x

Name Title

Name Title

Name Title

Name Title

Name Title

Name Title

Name Title

Name Title

Name Title

Name Title

x

1: Footnote 1# 2: Footnote 2# i

no-more

Source: xxxx

43

Build a template

Output

Slide examples (4:4)

no-more

1.

Xxx

2.

Xxx

3.

Xxx

4.

Xxx

5.

Xxx

6.

xxx

44

Build a template

Output

World map

no-more

45

Build a template

Output

Europa

no-more

46

Contact information Anders Haugbølle Thomsen

Lasse Petersen

CEO, No-More

COO, No-More

Direct: +45 25 94 85 40 | [email protected]

Direct: +45 50 47 42 55 | [email protected]

NoMore: +45 78 76 25 00 | +1 (855) 692-3200 | [email protected] Address: www.no-more.dk | Nytorv 3 1st floor, Copenhagen K, 1450 Denmark

NoMore ApS no-more

| Nytorv 3. 1st floor, 1450 København K, Denmark

| CVR: 37549223 | E: [email protected] | +45 78 76 25 00 |

www.no-more.dk