propuesta de success fee

1

ANGEL BONETSocio Daemon Questhttp://bit.ly/boCg4V

Madrid, 13 Octuber 2010

Metodología de selección y

penetración en mercados

internacionles

DQ´s method

- 2 -

Selection of key

target markets

1

Target markets

Deep

analysis of

key markets

2

Market SWOT

analysis

Entrance

strategy

3

Business Plan

The first step will consist in setting priorities among the different target countries

- 3 -

1 2 3

Market

sizing

Competition

structure

Growth

forecasts, Pr

ofitability

Identify

relevant

trends &

risks

Selection of

Key target

markets and

segments

• Total income by sector: Audiovisual, Radio, Press, Education, Web

• Nature of income for each sector:

advertising, subscribers, sales, royalties, etc.

• Identification of key players

• Market shares

• Competitive situation: concentration and intensity

• Past growth by sector

• Growth forecasts

• Average profitability

• Relevant trends for each sector: technology, economy,

demographics, demand, etc.

• Major risks that might be considered: economy, politics,

etc.

For each country:

Once identified key target markets, competition and business environment will be deeply analyzed

- 4 -

1 2 3

CompetitionNon-Customer-related Barriers to

Entry

Key players positioning and differentiation

Key players´ core competencies (strengths and

weaknesses) and resources

Key players´ competitive advantages

Key players´ financials

Key players´ likely reaction to entry

Regulation, fiscal issues

Possible barriers to alliances or acquisitions

Possible economies of scale

Capital requirements

Customer needs will be analyzed to ensure good fit with Prisa´spositioning and offer

- 5 -

1 2 3

Customer

needs

Customer-

related

Barriers to

Entry

Drivers of purchase

behavior

Why do customers buy?

Which product attributes are key?

Customers basic

segmentation• size

• profitability

• share

• growth

Gaps in

Customer

Needs

What needs are not

covered today?

Access to distribution

channels

In case of organic growth, can we get access

to distribution channels (Press, Education)? At

which cost?

Product differentiation

Do current product / services present a high

level of differentiation? In which way?

Switching costs

Do customers face significant costs (financial

costs, experience curve, etc) if they want to

switch products / services (Education, TV)?

Brand loyalty

Brands Equity

Are customers loyal to brands?

Which brand are most valued?

Threat of

substitutes

Which new products

/ services may gain

significant share on

current products?

For key each country and each sector:

SWOT analysis for each key country and sector in order to reach strategic decisions jointly

- 6 -

1 2 3

Competition

and business

environment

Customer

analysis

STRENGTHS

OPPORTUNITIES

WEAKNESSES

THREATS

For each key country and each sector:

Joint strategic

analysis of

opportunities

Draft strategic

scenarios

Based on identified opportunities, a map of strategic options will be designed

- 7 -

1 2 3

BU 1

BU 2

BU 3

BU 4

BU 5

Indonesia Iran Korea Mexico Pakistan …

• Increase

share in V-Me

Media Inc.

• Acquisitions

Alliances … … … …

• Acquisitions

• Increase

Distribution of

x

Increase x´s

market share… … … …

• Acquisitions

• Centralization

of advertising

space sales

Acquisitions … … … …

No opportunity

Launch

Portuguese

version of x

… … … …

AcquisitionsDevelop new

ventures… … … …

SECTOR / IRAN - SCENARIO 1

Year 1 Year 2 Year 3 Year 4 Year 5

Advertising Income 400.000 520.000 624.000 686.400 720.720

Other Income 60.000 78.000 93.600 102.960 108.108

Total Income 460.000 598.000 717.600 789.360 828.828

Direct costs 46.000 59.800 71.760 78.936 82.883

Operational costs 69.000 89.700 107.640 118.404 124.324

Operational margin 345.000 448.500 538.200 592.020 621.621

75% 75% 75% 75% 75%

Fixed costs 300.000 330.000 346.500 363.825 382.016

EBITDA 45.000 118.500 191.700 228.195 239.605

10% 20% 27% 29% 29%

Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459

EBIT 8.200 46.740 105.588 133.472 140.145

2% 8% 15% 17% 17%

Financial costs 7.820 17.940 21.528 23.681 24.865

EBT 380 28.800 84.060 109.791 115.281

0% 5% 12% 14% 14%

Income taxes 114 8.640 25.218 32.937 34.584

Net Income 266 20.160 58.842 76.854 80.696

0% 3% 8% 10% 10%

- 8 -

1 2 3The different methods of entry for each key country and sector

will be evaluated with financial scenarios

SECTOR / IRAN - SCENARIO 2

Year 1 Year 2 Year 3 Year 4 Year 5

Advertising Income 400.000 520.000 624.000 686.400 720.720

Other Income 60.000 78.000 93.600 102.960 108.108

Total Income 460.000 598.000 717.600 789.360 828.828

Direct costs 46.000 59.800 71.760 78.936 82.883

Operational costs 69.000 89.700 107.640 118.404 124.324

Operational margin 345.000 448.500 538.200 592.020 621.621

75% 75% 75% 75% 75%

Fixed costs 300.000 330.000 346.500 363.825 382.016

EBITDA 45.000 118.500 191.700 228.195 239.605

10% 20% 27% 29% 29%

Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459

EBIT 8.200 46.740 105.588 133.472 140.145

2% 8% 15% 17% 17%

Financial costs 7.820 17.940 21.528 23.681 24.865

EBT 380 28.800 84.060 109.791 115.281

0% 5% 12% 14% 14%

Income taxes 114 8.640 25.218 32.937 34.584

Net Income 266 20.160 58.842 76.854 80.696

0% 3% 8% 10% 10%

SECTOR / IRANL - SCENARIO 3

Year 1 Year 2 Year 3 Year 4 Year 5

Advertising Income 400.000 520.000 624.000 686.400 720.720

Other Income 60.000 78.000 93.600 102.960 108.108

Total Income 460.000 598.000 717.600 789.360 828.828

Direct costs 46.000 59.800 71.760 78.936 82.883

Operational costs 69.000 89.700 107.640 118.404 124.324

Operational margin 345.000 448.500 538.200 592.020 621.621

75% 75% 75% 75% 75%

Fixed costs 300.000 330.000 346.500 363.825 382.016

EBITDA 45.000 118.500 191.700 228.195 239.605

10% 20% 27% 29% 29%

Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459

EBIT 8.200 46.740 105.588 133.472 140.145

2% 8% 15% 17% 17%

Financial costs 7.820 17.940 21.528 23.681 24.865

EBT 380 28.800 84.060 109.791 115.281

0% 5% 12% 14% 14%

Income taxes 114 8.640 25.218 32.937 34.584

Net Income 266 20.160 58.842 76.854 80.696

0% 3% 8% 10% 10%

0%

2%

4%

6%

8%

10%

12%

14%

16%

Year 1 Year 2 Year 3 Year 4 Year 5

Return on Investment

Scenario 1

Scenario 2

Scenario 3

Conjoint decision

A Strategic Roadmap is key to implementation

- 9 -

1 2 3

A Strategic Roadmap will be finally designed to ensure the correct implementation of strategic decisions, the

coordination and involvement of the team and the milestones control.

3

Portugal

Largo do Chiado, 12

1200-108 Lisboa

Ph.351 213 262 700

F. 351 213 262 701

México

Torre Esmeralda II

Bl. Manuel Avila Camacho 36-12

Lomas de Chapultepec

11000 - México DF

Ph. 52 55 9171 1660

F. 52 55 9171 1661

Madrid

Torre Picasso · Plt. 11

Pza. Pablo Ruiz Picasso

Madrid 28020

Ph. 91 271 03 00

F. 91 271 03 01

Barcelona

Avda. Diagonal, 611

Edificio el DAU · Planta 7

Barcelona 08028

Ph. 93 445 61 00

F. 93 445 61 01

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GRACIAS