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Top 5 Service Presentation Templates with Examples and Samples
![presentation service sector Top 5 Service Presentation Templates with Examples and Samples](https://www.slideteam.net/wp/wp-content/uploads/2023/12/Service-Presentation-Template-1013x441.jpeg)
Prateek Ahluwalia
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Presentations are meant to inform, educate, and motivate audiences. People pay more attention to presentations when they are story-driven. Likewise, videos, statistics, and even images are essential elements of any presentation.
Keeping all these points in mind, we came up with the top 5 service-based presentations that work like a guided tour of your offerings. One of the most prominent examples of service presentations is Apple's WWDC (Worldwide Developers Conference) event. In this event, Apple shares what their engineers have been doing in past years to make app development easier for developers on their operating systems.
In the same way, Slideteam's presentations give you an ample amount of flexibility and label-free images that can be molded according to your requirements. These presentations use the power of words and pictures in order to keep their audience engaged for longer. With the help of our service presentation templates, you will reinforce the organization's corporate image, focus on the essential things that need to be done, and more.
This will lead you to nab the right type of employees, customers, and even investors if you are careful in using these.
SlideTeam's PowerPoint Templates are content-ready and 100% editable. This means that you will get readymade slides that give you a starting point when advertising your services and the flexibility to alter the slides to your needs. Let's begin.
Template 1: Soft Skills Team Leadership Customer Service Presentation
Without a doubt, soft skills are crucial to succeed in a professional workspace; this is true for both the employees and the employers. With the use of this soft skills presentation template, companies and team leaders will be able to showcase how the team needs to communicate with customers effectively so their problems can be solved as soon as possible.
In this presentation, you will get to showcase the use of different soft skills such as team skills, leadership skills, customer service, management, job interview skills, and more. Likewise, these slides come with a number of editable icons that you can use to denote and describe the use of every individual soft skill.
With this presentation template, team leaders in HR, call centers, and sales teams can know how they should handle their emotions in the workplace as well as with customers. Download this template from the link below.
![Soft Skills Team Leadership Customer Service Presentation Soft Skills Team Leadership Customer Service Presentation](https://www.slideteam.net/wp/wp-content/uploads/2023/12/Soft-Skills-Team-Leadership-Customer-Service-Presentation.png)
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Template 2: Process Flow of Customer Service Presentation PowerPoint
With effective communication training, your team members will learn how to listen and respond empathetically. Moreover, they will be able to represent the information clearly and concisely. The slides depict a proper response along with the steps that businesses take when a customer comes with a query.
Furthermore, these editable presentations have a bar graph that shows the number of sales for the last four fiscal years, along with a separate slide for team members.
In this slide, viewers get to know the proper flow of a customer query and how it should be properly handled. The flow chart includes information gathering questions, when to register a complaint, analyzing and diagnosing the query, how to deliver a solution, and finally, taking a satisfaction survey from the customer. Furthermore, you will also get slides on the customer service process, customer service process improvement, customer service strategy, and more.
Likewise, using process flow presentation, companies will enjoy improved departmental productivity in terms of issue resolution, outreach, and customer engagement. Download this template from the link below.
![Customer Service Process Flow Customer Service Process Flow](https://www.slideteam.net/wp/wp-content/uploads/2023/12/Customer-Service-Process-Flow.png)
Template 3: One-Page Manual for Effective Management of Public Service Presentation Report
This presentation showcases various products that the company provides to its customers. The most significant use case of this slide is that it smoothes out the learning curve that customers have to go through after buying a new product.
You can add the logo of your brand, a description of the document's purpose, and a summary of procedures and policies that are necessary to understand the task. It is one of those presentation templates that government officials and corporations alike can use. For example, this one-page editable slide can be used to represent a guide on how to board the metro train for the first time. Government bodies such as the local Municipal Corporation can showcase six different methods on how to save drinking at home.
This template will give you the power to create a single reference point that will teach both employees and customers how to properly use the product and overcome any potential setbacks during its usage. Download this template from the link below.
![One Page Manual for Effective Management of Public Service One Page Manual for Effective Management of Public Service](https://www.slideteam.net/wp/wp-content/uploads/2023/12/One-Page-Manual-for-Effective-Management-of-Public-Service.png)
Template 4: After-Sales Service Presentation Visuals
Fine-tuning your after-sales service is one of the most important things you need to tick off on your never-ending to-do list. After the sales, maintaining a good relationship with the new client is critical.
In this editable presentation template, you will be sharing knowledge of benchmarking, how to find KPIs and use them in reporting systems, maintenance, and distribution, along with the network design and how to plan or forecast inventory management.
You will help team members to push forward high-quality after-sales activity. This includes answering customer queries, providing set-up for the client onboarding support, and even writing personalized thank-you notes to elevate the overall experience.
One of the use cases of this customizable slide can be found in product-based companies like Samsung mobiles, LG Smart TV, and others who are working in similar tech industries. With these slides, team leaders can provide training on collaboration with other teams, service marketing, managing supply chain event management, using reverse logistics, and more.
Download this template to make your clients happy and give them something to look forward to when they are working with you.
![After Sales Service Presentation Visuals After Sales Service Presentation Visuals](https://www.slideteam.net/wp/wp-content/uploads/2023/12/After-Sales-Service-Presentation-Visuals.png)
Template 5: Next steps for e-Commerce Website Designing Service Presentation Slides
Every designer wants to wow their clients by creating a tempting website that brings in tons of online business. But in order to do that, designers first need to take in all the necessary inputs from the client for developing an ace site design.
Here, you will find a template that comes with the contract requirements, along with the signatures of both parties involved in the project. These slides have plenty of space where you can mention the desired changes that the client asked for and the terms on which you have accepted the proposal.
Likewise, this website design template also shows clients that they must make 50% of the advance payment before the start of the work. Some extra space is also left for designers to add their clauses if needed.
From this presentation template, designers get to thoroughly ask and describe questions such as the targeted audience for the website, the short-term and long-term business plan, and what type of marketing strategies they want to implement after the website is complete.
Download this template from the link below.
![Next Steps for Ecommerce Website Designing Service Next Steps for Ecommerce Website Designing Service](https://www.slideteam.net/wp/wp-content/uploads/2023/12/Next-Steps-for-Ecommerce-Website-Designing-Service.png)
Template 6: Your investment in ecommerce website designing service presentation slides
Ecommerce requires a proper investment strategy as online business involves a number of necessary features along with the implementation of enterprise solutions. From this editable presentation template, you will quickly share the cost of expenses like domain fees, hosting fees, maintenance costs, app development costs, and others.
In this presentation, website designers will showcase different services, such as planning, web design, back-end development, quality assurance, and others, along with their pricing. There’s a separate table for additional services like inbound marketing, copywriting, web support retainer, and others.
This template is quite helpful for freelancers and for those who are working on a per-project basis as this template will help them charge money for all small and big services they do separately in addition to building a website.
Likewise, the presentation will also clarify the type of security present on your website , the additional cost of the SSL certificate, and what different types of firewalls are currently.
![Your Investment for Ecommerce Website Designing Service (1/2) Your Investment for Ecommerce Website Designing Service (1/2)](https://www.slideteam.net/wp/wp-content/uploads/2023/12/Your-Investment-for-Ecommerce-Website-Designing-Service-1-2.png)
Wrapping Up
Now that we have come to an end, we hope you are feeling more relaxed and confident about your upcoming presentation on various services. The need to be creative and provide engaging content is always going to increase with time. With our ready-to-use templates, you can easily create excellent presentations with fresh designs to elevate your upcoming pitch, discussion, and meeting.
Make sure you also check out the top 7 technical presentation templates to boost communication between different teams.
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Top 7 Action Plan Project Management Templates with Samples and Examples
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Online Payment service Business Presentation Templates
Fully editable content (graphics and text) via PowerPoint - No Photoshop needed! Creative slides Easy editable data driven charts (pie, bar, line) 100% vector objects & icons Drag & drop friendly
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Mobile Medical service Easy PowerPoint Design
Quick and easy to customize Fully editable content (graphics and text) via PowerPoint - No Photoshop needed! 100% vector objects & icons Modern and clean design Easy color change
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Open Banking service Pitch Deck Template Easy Presentation Template
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Medical service Pitch Deck PowerPoint Templates
Modern, simple, and clean design Quick and easy to customize Highly editable presentation template. Easy to change colors Free images and artwork
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Fitness & Healthcare service Proposal Theme Presentation Templates
Easy to change colors Smart and innovative presentation slides 100% fully editable via Excel Shapes: fully editable vector graphics Drag & drop friendly
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Financial service Group Design Slides Business Presentations
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Online Education service Best PowerPoint Presentations
Built-in custom color palette Creative slides 100% vector objects & icons 16:9 aspect ratio Data charts editable via Excel
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Education service Pitch Deck Business plan PPT Templates
Built-in custom color palette Presentation photos are included; Smart and innovative presentation slides Easy to edit in PowerPoint Shapes: fully editable vector graphics
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Premium Pet Care service Marketing Presentation PPT
100% fully editable PowerPoint slides Easy to change colors Creative slides Shapes: fully editable vector graphics All elements are editable
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Healthcare Medical service Outline PPT Presentation
Professional business presentation Easy color change 100% fully editable via Excel Shapes: fully editable vector graphics Modern layouts based on master slides
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Online Delivery service Pitch Deck PPT Business
Scalable vectorial PowerPoint shapes and PowerPoint icons Professionally designed Free font used Easy color change All elements are editable
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Video Conference service PPT Templates Design
Modern, simple, and clean design Easy to change colors Easy to customize without graphic design skills Suitable for each industries Drag & drop image placeholders
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Fitness & Sports Application service Professional PPT
16:9 aspect ratio Replaceable the image into placeholder Created by professionals Changable into PDF, JPG, and PNG formats Easy color change
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Internet of Things IoT service Pitch Deck Product Deck
16:9 aspect ratio Smart and innovative presentation slides Created by professionals Creatively crafted slides Easy color change
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service Introduction Pitch Deck company profile ppt template
Creative slides Professional and unique slides Landscape orientation style Created with high quality slides Changable into PDF, JPG, and PNG formats
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Online Payment service Pitch Deck PowerPoint Business Templates
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Cleaning service PPT Presentation
Modern, simple, and clean design Easy to change colors 16:9 aspect ratio Drag & drop image placeholders
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Car Sharing service PowerPoint Presentation Templates
Easy customization Highly editable presentation template. All images included Modern and clean design Easy color change All elements are editable
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Car Sharing service Pitch Deck Interactive PPT
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Presentation on theme: "Service Sector https://store.theartofservice.com/the-service-sector-toolkit.html."— Presentation transcript:
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Storybook 01: South Africa’s Economic Output STANLIB Economics.
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Social Economy Development Tertiary industry in China.
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1 Structural changes for the HK economy : Are these changes good or bad? : Myths and Reality K C Kwok Government Economist 8 October 2005.
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LOCAL LABOUR MARKET CONSULTATION JONATHAN COULMAN EXECUTIVE DIRECTOR.
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Urban Settlement Patterns. Urban Settlement Urbanization - the process by which an area changes from being rural to being urban. It includes a great increase.
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Medical Development as a Catalyst for Economic Development Keith Dines, Executive Vice President, Strategic Development.
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Employment, Income and Population Change in Curry County May 6, 2009 Mallory Rahe Extension Community Economist Oregon State University.
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Economic Sectors of Production APHG Primary Sector Jobs that deal with the extraction of natural resources. – Agriculture – Mining – Energy – Forestry.
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Ontario Labour Market Information Service Canada Ontario Region Research and Analysis May 2008.
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Economic Activities and Economic Sectors
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The Canadian Economy and Types of Industries
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Economic Development in a Developed Economy – France. France is one of the most developed economies in the world and this is shown in the following statistics:
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Beyond Health Care: The Economic Contribution of Hospitals July 2006.
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Emerging Trends in Business. Outsourcing Contracting out of a business function, which was previously performed in-house, to an external provider. Contracting.
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Business Management 12. Canada’s economy is made up of many different industries. There are three main types of industries in Canada: 1) Natural resources.
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1 Role of Service Sector in the Economy of Nepal Presentation by Dr. Ramesh C. Chitrakar Expert 1 At Second National Stakeholder Workshop.
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Categories of Industry Unit 6. Categories of Industry Primary sector ▫Extractive industries Secondary sector ▫Manufacturing and construction Tertiary.
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Chapter Seven: The Structure of the United States Economy.
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Trends in the Youth Job Market
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The service sector; the driver of Ghana’s Economy. Contributions of the Service Sector to Ghana’s Economic Growth ECONOMY OF GHANA.
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![presentation service sector Analyst Academy](https://theanalystacademy.com/wp-content/uploads/2021/12/main-horizontal.png)
100+ Real Consulting Presentations from McKinsey, BCG, Bain, and More
![presentation service sector profile picture of Analyst Academy founder Paul Moss](https://www.theanalystacademy.com/wp-content/uploads/2022/08/Paul-Profile.png)
By Paul Moss
We’ve gathered presentations from top consulting firms that you can use to inspire your own slide making.
For this post we’ve gathered 100+ real presentations from top consulting firms around the internet for you to review, analyze, and learn from. Each has its strengths and weaknesses, and each provides a different look into how top quality consulting presentations get created and delivered to clients.
After finishing this article, make sure you check out our advanced courses to see how you can learn to build your own high-quality, consulting-style slides from scratch.
The Internet's Best Slides
Search through our curated library of REAL slides to find inspiration for your next presentation
- Reshaping NYCHA support functions (BCG)
- Loose dogs in Dallas: Strategic Recommendations to Improve Public Safety and Animal Welfare (BCG)
- Melbourne as a Global Cultural Destination (BCG)
- The Open Education Resources ecosystem (BCG)
- The True-Luxury Global Consumer Insight (7th Edition) (BCG)
- Evaluating NYC media sector development and setting the stage for future growth (BCG)
- The Electric Car Tipping Point (BCG)
- Projecting US Mail volumes to 2020 (BCG)
- Next Generation Manufacturing (2016) (BCG)
- Corporate Ventures in Sweden (2016) (BCG)
- Port of Los Angeles Clean Truck Program – March 2008 (BCG)
- USPS Future Business Model (McKinsey)
- Investment and Industrial Policy: A Perspective on the Future (McKinsey)
- Outperformers: High-growth emerging economies and the companies that propel them (McKinsey)
- Technology’s role in mineral criticality (World Materials Forum) (McKinsey)
- Challenges in Mining: Scarcity or Opportunity? (McKinsey)
- Modelling the potential of digitally-enabled processes, transparency and participation in the NHS (McKinsey)
- Addressing the Global Affordable Housing Challenge (2016) (McKinsey)
- Capturing the Full Electrical Efficiency Potential of the UK (2012) (McKinsey)
- Digital Luxury Experience (2017) (McKinsey)
- Digitally-Enabled Processes in the NHS (2014) (McKinsey)
- How Companies can Capture the Veteran Opportunity (2012) (McKinsey)
- Insurance Trends and Growth Opportunities for Poland (2015) (McKinsey)
- Laying the Foundations for a Financially Sound Industry (2013) (McKinsey)
- From Poverty to Empowerment (2014) (McKinsey)
- Consumer privacy in retail (Deloitte)
- TMT Outlook 2017: A new wave of advances offer opportunities and challenges (Deloitte)
- Deloitte SEA CFO Forum Southeast Asia Business Outlook (Deloitte)
- Deloitte Kenya Budget 2022/23 Webinar (Deloitte)
- The Shopping Centre Handbook 4.0 (Deloitte)
Bain & Co.
- 2011 China Luxury Market Study (Bain)
- Bain & UC Berkley Operational Excellence (2010) (Bain)
- Fintech New York: Partnerships, Platforms and Open Innovation (Accenture)
- Shaping the Sustainable Organization (Accenture)
- The Decade to Deliver: A Call to Business Action (Accenture)
- Fueling the Energy Future (Accenture)
- Cracking the Code on Consumer Fraud (Accenture)
- Right Cloud Mindset: Survey Results Hospitality (Accenture)
- Unleashing Competitiveness on the Cloud Continuum (Accenture)
- Whole Brain Leadership: New Rules of Engagement for the C-Suite (Accenture)
- Federal Technology Vision 2021: Full U.S. Federal Survey Findings (Accenture)
- Accenture Consumer Behavior Research: The value shake-up (Accenture)
- Tech Adoption and Strategy for Innovation & Growth (Accenture)
- Intelligent Operations for Future-Ready Businesses (Accenture)
- When, Where & How AI Will Boost Federal Workforce Productivity (Accenture)
- How fit is your allocation strategy? (EY)
- European Banking Barometer (2015) (EY)
- EY Price Point: global oil and gas market outlook, Q2 | April 2022 (EY)
- IBOR transition: Opportunities and challenges for the asset management industry (EY)
- Global Capital Confidence Barometer 21st edition (EY)
- Power transactions and trends Q2 2019 (EY)
- MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value through data-driven platforms (EY)
- EY Germany FinTech Landscape (EY)
PwC / Strategy&
- Project Management: Improving performance, reducing risk (PwC)
- World Economic Forum: The power of analytics for better and faster decisions by Dan DiFilippo (PwC)
- Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architecture View (PwC)
- Turning big data into big revenue (PwC)
- Medical Cost Trend: Behind the Numbers 2017 (PwC)
- PwC’s new Golden Age Index – how well are countries harnessing the power of older workers? (PwC)
- PwC’s Global Technology IPO Review — Q1 2015 (PwC)
- PwC Trends in the workforce (PwC)
- 18th Annual Global CEO Survey – Technology industry key findings (PwC)
- The FDA and industry: A recipe for collaborating in the New Health Economy (PwC)
- Making zero-emission trucking a reality (Strategy&)
- Sustainability strategies for Oil and Gas (Strategy&)
- Driving the sustainability agenda on C-level (Strategy&)
- The Diversity Imperative: 14th Annual Australian Chief Executive Study (Strategy&)
- Creating a Winning Recipe for a Meal Kits Program (LEK)
- The 4th Annual New Mobility Study 2019 (LEK)
- 2019 APAC Hospital Priority Study Overview (LEK)
- Rail industry cost and revenue sharing (2011) (LEK)
- 2019 Media and Entertainment Study (LEK)
- Navigating a digital-first home furnishings market (LEK)
- 5 Opportunities in the Nutritional Supplements Industry (LEK)
- Infrastructure Victoria – AZ/ZEV International Scan (LEK)
- The Rapidly Evolving Landscape of Meal Kits and E-commerce in Food & Beverage (LEK)
- Top 8 Insights From the 2018 Beauty, Health & Wellness Survey (LEK)
- 2018 Brand Owner Packaging Survey (LEK)
- 2016 Strategic Hospital Priorities Study (LEK)
- The Merchandising Evolution (and why NDC Matters) (LEK)
- Infrastructure beyond COVID-19 (LEK)
- China Exit or Co-Investment Opportunities for German PE Investors (LEK)
- Strategy Study 2014 ( AT Kearney)
- Australia: Taking Bigger Steps ( AT Kearney)
- Lifting the Barriers to Retail Innovation in ASEAN ( AT Kearney)
- The Future of Commercial Vehicle Powertrains (2012) ( AT Kearney)
- A.T. Kearney 2017 State of Logistics Report: Accelerating into Uncertainty ( AT Kearney)
- Pursuing Customer Inspired Growth ( AT Kearney)
- The Accelerating Growth of Frictionless Commerce ( AT Kearney)
- Consolidation of the US Banking Industry ( AT Kearney)
- Covid-19 and Effects on Turkey ( AT Kearney)
Booz Allen Hamilton, Alvarez & Marsal and others
- European Distressed Credit Watch List (Alvarez & Marsal)
- Corporate Headquarters Study 2018 (Roland Berger)
- The Lithium-Ion (EV) battery market and supply chain (Roland Berger)
- IP Theft (Booz Allen Hamilton)
- Booz Allen Hamilton and Market Connections: C4ISR Survey Report (Booz Allen Hamilton)
- Joining Forces: Interagency Collaboration and “Smart Power” (Booz Allen Hamilton)
- Booz Allen at a glance (Booz Allen Hamilton)
- Investor Presentation Deck (Booz Allen Hamilton)
- Responding to Covid-19 (2021) (Oliver Wyman)
- C ovid-19 Special Primer (2020) (Oliver Wyman)
- Building Up Immunity of the Financial Sector (Oliver Wyman)
- Customer Experience: The 14BN Risk Noted for Discussion (Oliver Wyman)
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![presentation service sector Reshaping NYCHA support functions](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Reshaping-NYCHA-support-functions.png)
Reshaping NYCHA support functions
Good: Realistic client presentation, clear slide structure, complete storyline
Not Good: Outdated, long and dense
Download this Presentation
![presentation service sector Loose dogs in Dallas Strategic Recommendations to Improve Public Safety and Animal Welfare](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Loose-dogs-in-Dallas_Strategic-Recommendations-to-Improve-Public-Safety-and-Animal-Welfare.png)
Loose dogs in Dallas: Strategic Recommendations to Improve Public Safety and Animal Welfare
Good: Realistic client presentation, clear slide structure, insightful and clear charts
Not Good: Outdated, long and dense
![presentation service sector Melbourne as a Global Cultural Destination 2](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Melbourne-as-a-Global-Cultural-Destination-2.png)
Melbourne as a Global Cultural Destination
Good: Realistic client presentation, good structure, slides “guide” audience to insights
Not Good: Outdated design
![presentation service sector The Open Education Resources ecosystem](https://www.theanalystacademy.com/wp-content/uploads/2023/09/The-Open-Education-Resources-ecosystem.png)
The Open Education Resources ecosystem
Good: Clearly structured slides, good visuals, good illustrative charts
Not Good: Relatively short, slightly older, incomplete storyline
![presentation service sector The True Luxury Global Consumer Insight 7th Edition](https://www.theanalystacademy.com/wp-content/uploads/2023/09/The-True-Luxury-Global-Consumer-Insight-7th-Edition.png)
The True-Luxury Global Consumer Insight (7th Edition)
Good: Recent presentation, nice looking visuals, clear charts
Not Good: Not a client presentation, too much focus on design
![presentation service sector Evaluating NYC media sector development and setting the stage for future growth](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Evaluating-NYC-media-sector-development-and-setting-the-stage-for-future-growth.png)
Evaluating NYC media sector development and setting the stage for future growth
Good: Complete presentation (intro, exec. summary, etc.), good examples of subtitles
Not Good: Lacks clear recommendations
![presentation service sector The Electric Car Tipping Point](https://www.theanalystacademy.com/wp-content/uploads/2023/09/The-Electric-Car-Tipping-Point.png)
The Electric Car Tipping Point
Good: Clear and insightful charts, clutter-free slides, good titles
Not Good: Relatively short, not a client presentation
![presentation service sector Projecting US Mail volumes to 2020](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Projecting-US-Mail-volumes-to-2020.png)
Projecting US Mail volumes to 2020
Good: Easy to understand, good insights and analysis, contrasts with McKinsey presentation on the same topic
Not Good: Old presentation
![presentation service sector Next Generation Manufacturing 2016](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Next-Generation-Manufacturing-2016.png)
Next Generation Manufacturing (2016)
Good: Nice clean design, excellent visuals
Not Good: Not a client deliverable
![presentation service sector Corporate Ventures in Sweden 2016](https://www.theanalystacademy.com/wp-content/uploads/2023/09/Corporate-Ventures-in-Sweden-2016.png)
Corporate Ventures in Sweden (2016)
Good: Strong overall flow, good visualization s
Not Good: Relatively short
![presentation service sector Port of Los Angeles Clean Truck Program March 2008](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Port-of-Los-Angeles-Clean-Truck-Program-March-2008.png)
Port of Los Angeles Clean Truck Program – March 2008
Good: Realistic slides and presentation, good structure
Not Good: Short
![presentation service sector USPS Future Business Model](https://www.theanalystacademy.com/wp-content/uploads/2023/10/USPS-Future-Business-Model.png)
USPS Future Business Model
Good: Clear structure and analysis, insightful charts
Not Good: Outdated, lackluster design
![presentation service sector Investment and Industrial Policy A Perspective on the Future](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Investment-and-Industrial-Policy-A-Perspective-on-the-Future.png)
Investment and Industrial Policy: A Perspective on the Future
Good: Variety of charts, good titles
Not Good: Over designed, not a client presentation
![presentation service sector Outperformers High growth emerging economies and the companies that propel them](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Outperformers-High-growth-emerging-economies-and-the-companies-that-propel-them.png)
Outperformers: High-growth emerging economies and the companies that propel them
Good: Variety of charts, qualitative visuals, clear titles
Not Good: Poor use of color, minimal footnotes
![presentation service sector Technologys role in mineral criticality World Materials Forum](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Technologys-role-in-mineral-criticality-World-Materials-Forum.png)
Technology’s role in mineral criticality (World Materials Forum)
Good: Clear storyline, well-structured slides, good titles and subtitles
Not Good: Overuse of visuals, relatively short
![presentation service sector Challenges in Mining Scarcity or Opportunity](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Challenges-in-Mining-Scarcity-or-Opportunity.png)
Challenges in Mining: Scarcity or Opportunity?
Good: Complex explanations made simple, variety of visual types
Not Good: Inconsistent titles, some unprofessional visuals (clipart, etc.)
![presentation service sector Modelling the potential of digitally enabled processes transparency and participation in the NHS](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Modelling-the-potential-of-digitally-enabled-processes-transparency-and-participation-in-the-NHS.png)
Modelling the potential of digitally-enabled processes, transparency and participation in the NHS
Good: Realistic client slides, data heavy
Not Good: Cluttered, incomplete storyline
![presentation service sector Addressing the Global Affordable Housing Challenge 2016](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Addressing-the-Global-Affordable-Housing-Challenge-2016.png)
Addressing the Global Affordable Housing Challenge (2016)
Good: Realistic slide structure, good charts, great slide titles
Not Good: Strange slide formatting, mediocre design
![presentation service sector Capturing the Full Electrical Efficiency Potential of the UK 2012](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Capturing-the-Full-Electrical-Efficiency-Potential-of-the-UK-2012.png)
Capturing the Full Electrical Efficiency Potential of the UK (2012)
Good: Realistic client deliverable (full deck, dense slides, proper deck structure)
![presentation service sector Digital Luxury Experience 2017](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Digital-Luxury-Experience-2017.png)
Digital Luxury Experience (2017)
Good: Variety of charts, good use of icons
Not Good: Short presentation, light on content, not a client deliverable
![presentation service sector How Companies can Capture the Veteran Opportunity](https://www.theanalystacademy.com/wp-content/uploads/2023/10/How-Companies-can-Capture-the-Veteran-Opportunity.png)
How Companies can Capture the Veteran Opportunity
Good: Examples of text-heavy slides, good action titles
Not Good: Minimal charts, unrealistic structure, repetitive slides
![presentation service sector Insurance Trends and Growth Opportunities for Poland 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Insurance-Trends-and-Growth-Opportunities-for-Poland-1.png)
Insurance Trends and Growth Opportunities for Poland
Good: Well organized presentation, clear takeaways
Not Good: Old formatting, short presentation
![presentation service sector Laying the Foundations for a Financially Sound Industry](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Laying-the-Foundations-for-a-Financially-Sound-Industry.png)
Laying the Foundations for a Financially Sound Industry
Good: Multiple chart examples (waterfall, line, dot, column)
Not Good: Short presentation, “conference-style” presentation
![presentation service sector From Poverty to Empowerment 2014](https://www.theanalystacademy.com/wp-content/uploads/2023/10/From-Poverty-to-Empowerment-2014.png)
From Poverty to Empowerment (2014)
Good: Good variety of data visualizations
Not Good: Unattractive formatting and style
![presentation service sector p](https://www.theanalystacademy.com/wp-content/uploads/2023/10/p.png)
Consumer privacy in retail
Good: Clear titles, good use of icons and color to show insights
Not Good: Short, not a client presentation
![presentation service sector TMT Outlook 2017 A new wave of advances offer opportunities and challenges Deloitte 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/TMT-Outlook-2017-A-new-wave-of-advances-offer-opportunities-and-challenges-Deloitte-1.png)
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
Good: Survey insights highlighted well, good use of color, clear charts and visuals
Not Good: Not a client presentation, heavy focus on survey data
![presentation service sector Deloitte SEA CFO Forum Southeast Asia Business Outlook Deloitte 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Deloitte-SEA-CFO-Forum-Southeast-Asia-Business-Outlook-Deloitte-1.png)
Deloitte SEA CFO Forum Southeast Asia Business Outlook
Good: Line chart examples
Not Good: Poor titles, strange use of black
![presentation service sector Deloitte Kenya Budget 2022 23 Webinar Deloitte 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Deloitte-Kenya-Budget-2022-23-Webinar-Deloitte-1.png)
Deloitte Kenya Budget 2022/23 Webinar
Good: Consistent design, good colors
Not Good: Simple titles, meant for live presentation
![presentation service sector The Shopping Centre Handbook 4.0 Deloitte](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Shopping-Centre-Handbook-4.0-Deloitte.png)
The Shopping Centre Handbook 4.0
Good: Some insights
Not Good: Too many graphics, strange design
![presentation service sector 2011 China Luxury Market Study Bain](https://www.theanalystacademy.com/wp-content/uploads/2023/10/2011-China-Luxury-Market-Study-Bain.png)
2011 China Luxury Market Study
Good: Clear titles, good use of color to highlight insights
Not Good: Short presentation, marketing presentation
![presentation service sector Bain UC Berkley Operational Excellence 2010 Bain](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Bain-UC-Berkley-Operational-Excellence-2010-Bain.png)
Bain & UC Berkley Operational Excellence (2010)
Good: Realistic presentation, lots of slides
Not Good: Outdated content, ugly design
![presentation service sector Fintech New York Partnerships Platforms and Open Innovation Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Fintech-New-York-Partnerships-Platforms-and-Open-Innovation-Accenture.png)
Fintech New York: Partnerships, Platforms and Open Innovation
Good: Simple and clear slide design, good structure, insightful charts
Not Good: Short presentation, only a few “consulting style” slides
![presentation service sector Shaping the Sustainable Organization Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Shaping-the-Sustainable-Organization-Accenture.png)
Shaping the Sustainable Organization
Good: Well structured slides, clear takeaways
Not Good: Rounded chart bars
![presentation service sector The Decade to Deliver A Call to Business Action Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Decade-to-Deliver-A-Call-to-Business-Action-Accenture.png)
The Decade to Deliver: A Call to Business Action
Good: Variety of charts, good design
Not Good: Not a client presentation
![presentation service sector Fueling the Energy Future Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Fueling-the-Energy-Future-Accenture.png)
Fueling the Energy Future
Good: Illustrative charts and matrices
Not Good: Curved line charts
![presentation service sector Cracking the Code on Consumer Fraud Accenture 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Cracking-the-Code-on-Consumer-Fraud-Accenture-1.png)
Cracking the Code on Consumer Fraud
Good: Mix of charts and numbers
![presentation service sector Right Cloud Mindset Survey Results Hospitality Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Right-Cloud-Mindset-Survey-Results-Hospitality-Accenture.png)
Right Cloud Mindset: Survey Results Hospitality
Good: Nice slide titles and charts
Not Good: Text heavy sections
![presentation service sector Unleashing Competitiveness on the Cloud Continuum Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Unleashing-Competitiveness-on-the-Cloud-Continuum-Accenture.png)
Unleashing Competitiveness on the Cloud Continuum
Good: Focus on takeaways, clear charts
Not Good: Ugly backgrounds, overuse of pictures
![presentation service sector Whole Brain Leadership New Rules of Engagement for the C Suite Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Whole-Brain-Leadership-New-Rules-of-Engagement-for-the-C-Suite-Accenture.png)
Whole Brain Leadership: New Rules of Engagement for the C-Suite
Good: Formatting, use of numbers
Not Good: Unnecessary graphics
![presentation service sector Federal Technology Vision 2021 Full U.S. Federal Survey Findings Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Federal-Technology-Vision-2021-Full-U.S.-Federal-Survey-Findings-Accenture.png)
Federal Technology Vision 2021: Full U.S. Federal Survey Findings
Good: Clear survey results, nice bar charts
![presentation service sector Accenture Consumer Behavior Research The value shake up Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Accenture-Consumer-Behavior-Research-The-value-shake-up-Accenture.png)
Accenture Consumer Behavior Research: The value shake-up
Good: Color design, focus on insights
Not Good: Marketing focused
![presentation service sector Tech Adoption and Strategy for Innovation Growth Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Tech-Adoption-and-Strategy-for-Innovation-Growth-Accenture.png)
Tech Adoption and Strategy for Innovation & Growth
Good: Color contrast, text structure
Not Good: 3D charts
![presentation service sector Intelligent Operations for Future Ready Businesses Accenture](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Intelligent-Operations-for-Future-Ready-Businesses-Accenture.png)
Intelligent Operations for Future-Ready Businesses
Good: Sankey chart, tables, presentation structure
![presentation service sector When Where How AI Will Boost Federal Workforce Productivity Accenture 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/When-Where-How-AI-Will-Boost-Federal-Workforce-Productivity-Accenture-1.png)
When, Where & How AI Will Boost Federal Workforce Productivity
![presentation service sector How fit is your allocation strategy EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/How-fit-is-your-allocation-strategy-EY.png)
How fit is your allocation strategy?
Good: Some good charts, good use of color
Not Good: Light on content, short presentation, inconsistent slide structure
![presentation service sector European Banking Barometer 2015 EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/European-Banking-Barometer-2015-EY.png)
European Banking Barometer (2015)
Good: Nice titles and takeaways, good variety of charts
Not Good: Survey-focused presentation (i.e. not client deliverable)
![presentation service sector EY Price Point global oil and gas market outlook Q2 April 2022 EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/EY-Price-Point-global-oil-and-gas-market-outlook-Q2-April-2022-EY.png)
EY Price Point: global oil and gas market outlook, Q2 | April 2022
Good: Insightful charts and tables
Not Good: Report style, text heavy
![presentation service sector IBOR transition Opportunities and challenges for the asset management industryEY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/IBOR-transition-Opportunities-and-challenges-for-the-asset-management-industryEY.png)
IBOR transition: Opportunities and challenges for the asset management industry
Good: Formatting
Not Good: Meant for live presentation
![presentation service sector Global Capital Confidence Barometer 21st edition EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Global-Capital-Confidence-Barometer-21st-edition-EY.png)
Global Capital Confidence Barometer 21st edition
Good: Formatting and structure, interesting charts
![presentation service sector Power transactions and trends Q2 2019 EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Power-transactions-and-trends-Q2-2019-EY.png)
Power transactions and trends Q2 2019
Good: Insightful charts
Not Good: Meant as appendix or “leave behind”
![presentation service sector MAPS2018 Keynote address on EY report Life Sciences 4.0 – Securing value through data driven platforms EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/MAPS2018-Keynote-address-on-EY-report-Life-Sciences-4.0-–-Securing-value-through-data-driven-platforms-EY.png)
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value through data-driven platforms
Good: Realistic slides, clear titles, good formatting
![presentation service sector EY Germany FinTech Landscape EY](https://www.theanalystacademy.com/wp-content/uploads/2023/10/EY-Germany-FinTech-Landscape-EY.png)
EY Germany FinTech Landscape
Good: Formatting and structure, insightful charts
Not Good: Data heavy, appendix style slides
![presentation service sector Project Management Improving performance reducing risk](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Project-Management-Improving-performance-reducing-risk.png)
Project Management: Improving performance, reducing risk
Good: Variety of qualitative visuals, good use of icons, nice design
Not Good: B ad titles, light on content
![presentation service sector World Economic Forum The power of analytics for better and faster decisions by Dan DiFilippo 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/World-Economic-Forum-The-power-of-analytics-for-better-and-faster-decisions-by-Dan-DiFilippo-1.png)
World Economic Forum: The power of analytics for better and faster decisions by Dan DiFilippo
Good: Scatter plot examples
![presentation service sector Apache Hadoop Summit 2016 The Future of Apache Hadoop an Enterprise Architecture View 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Apache-Hadoop-Summit-2016-The-Future-of-Apache-Hadoop-an-Enterprise-Architecture-View-1.png)
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architecture View
Good: Qualtative visuals
Not Good: Short and marketing focused
![presentation service sector Turning big data into big revenue](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Turning-big-data-into-big-revenue.png)
Turning big data into big revenue
Good: Text heavy slide examples
![presentation service sector Medical Cost Trend Behind the Numbers 2017](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Medical-Cost-Trend-Behind-the-Numbers-2017.png)
Medical Cost Trend: Behind the Numbers 2017
![presentation service sector PwCs new Golden Age Index – how well are countries harnessing the power of older workers](https://www.theanalystacademy.com/wp-content/uploads/2023/10/PwCs-new-Golden-Age-Index-–-how-well-are-countries-harnessing-the-power-of-older-workers.png)
PwC’s new Golden Age Index – how well are countries harnessing the power of older workers?
Good: Mix of charts and tables, clean formatting
Not Good: Inconsistent titles
![presentation service sector PwCs Global Technology IPO Review — Q1 2015](https://www.theanalystacademy.com/wp-content/uploads/2023/10/PwCs-Global-Technology-IPO-Review-—-Q1-2015.png)
PwC’s Global Technology IPO Review — Q1 2015
Good: Combination and column charts
Not Good: Report style presentation
![presentation service sector 18th Annual Global CEO Survey – Technology industry key findings](https://www.theanalystacademy.com/wp-content/uploads/2023/10/18th-Annual-Global-CEO-Survey-–-Technology-industry-key-findings.png)
18th Annual Global CEO Survey – Technology industry key findings
Good: Visualized data
Not Good: Incomplete titles
![presentation service sector The FDA and industry A recipe for collaborating in the New Health Economy](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-FDA-and-industry-A-recipe-for-collaborating-in-the-New-Health-Economy.png)
The FDA and industry: A recipe for collaborating in the New Health Economy
Good: Simple and clear titles
Not Good: Inconsistent structure
![presentation service sector Making zero emission trucking a reality](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Making-zero-emission-trucking-a-reality.png)
Making zero-emission trucking a reality
Good: Very realistic slides, overall great presentation
Not Good: Text heavy transition slides
![presentation service sector Driving the sustainability agenda on C level](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Driving-the-sustainability-agenda-on-C-level.png)
Driving the sustainability agenda on C-level
Not Good: Short, some cluttered slides
![presentation service sector The Diversity Imperative14th Annual Australian Chief Executive Study](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Diversity-Imperative14th-Annual-Australian-Chief-Executive-Study.png)
The Diversity Imperative: 14th Annual Australian Chief Executive Study
Good: Chart heavy, realistic slides
Not Good: Short presentation
![presentation service sector Creating a Winning Recipe for a Meal Kits Program](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Creating-a-Winning-Recipe-for-a-Meal-Kits-Program.png)
Creating a Winning Recipe for a Meal Kits Program
Good: Clear titles, good charts
Not Good: Dense, too many pictures/logos
![presentation service sector The 4th Annual New Mobility Study 2019](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-4th-Annual-New-Mobility-Study-2019.png)
The 4th Annual New Mobility Study 2019
Good: Variety of charts, good amount of content
Not Good: Lots of filler slides, inconsistent titles
![presentation service sector 2019 APAC Hospital Priority Study Overview](https://www.theanalystacademy.com/wp-content/uploads/2023/10/2019-APAC-Hospital-Priority-Study-Overview.png)
2019 APAC Hospital Priority Study Overview
Good: Very good (and realistic) design, clear slide takeaways
Not Good: Very short presentation
![presentation service sector Rail industry cost and revenue sharing 2011](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Rail-industry-cost-and-revenue-sharing-2011.png)
Rail industry cost and revenue sharing (2011)
Good: Good introduction and executive summary, realistic client presentation
Not Good: Outdated, boring design
![presentation service sector 2019 Media and Entertainment Study](https://www.theanalystacademy.com/wp-content/uploads/2023/10/2019-Media-and-Entertainment-Study.png)
2019 Media and Entertainment Study
Good: Clear charts, good titles
Not Good: Very short, too much text
![presentation service sector Navigating a digital first home furnishings market](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Navigating-a-digital-first-home-furnishings-market.png)
Navigating a digital-first home furnishings market
Good: Infographic style slides
![presentation service sector 5 Opportunities in the Nutritional Supplements Industry](https://www.theanalystacademy.com/wp-content/uploads/2023/10/5-Opportunities-in-the-Nutritional-Supplements-Industry.png)
5 Opportunities in the Nutritional Supplements Industry
Good: Great charts, good deck structure
Not Good: Not a client presentation, text heavy
![presentation service sector Infrastructure Victoria – AZ ZEV International Scan](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Infrastructure-Victoria-–-AZ_ZEV-International-Scan.png)
Infrastructure Victoria – AZ/ZEV International Scan
Good: Realistic client presentation, wide variety of slides
Not Good: Very long
![presentation service sector The Rapidly Evolving Landscape of Meal Kits and E commerce in Food Beverage](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Rapidly-Evolving-Landscape-of-Meal-Kits-and-E-commerce-in-Food-Beverage.png)
The Rapidly Evolving Landscape of Meal Kits and E-commerce in Food & Beverage
Good: Variety of basic charts, realistic design
![presentation service sector Top 8 Insights From the 2018 Beauty Health Wellness Survey](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Top-8-Insights-From-the-2018-Beauty-Health-Wellness-Survey.png)
![](http://serviteca.online/777/templates/cheerup2/res/banner1.gif)
Top 8 Insights From the 2018 Beauty, Health & Wellness Survey
Good: Good column chart examples
Not Good: Report style
![presentation service sector 2018 Brand Owner Packaging Survey](https://www.theanalystacademy.com/wp-content/uploads/2023/10/2018-Brand-Owner-Packaging-Survey.png)
2018 Brand Owner Packaging Survey
Good: Good visuals, multiple charts
![presentation service sector 2016 Strategic Hospital Priorities Study](https://www.theanalystacademy.com/wp-content/uploads/2023/10/2016-Strategic-Hospital-Priorities-Study.png)
2016 Strategic Hospital Priorities Study
Good: Multiple charts, good qualitative visuals
![presentation service sector The Merchandising Evolution and why NDC Matters](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Merchandising-Evolution-and-why-NDC-Matters.png)
The Merchandising Evolution (and why NDC Matters)
Good: Good storyline, clear charts
Not Good: Weak titles, outdated style
![presentation service sector Infrastructure beyond COVID 19](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Infrastructure-beyond-COVID-19.png)
Infrastructure beyond COVID-19
Good: Wide variety of slide types, realistic presentation
![presentation service sector China Exit or Co Investment Opportunities for German PE Investors 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/China-Exit-or-Co-Investment-Opportunities-for-German-PE-Investors-1.png)
China Exit or Co-Investment Opportunities for German PE Investors
Good: Multiple data heavy slides, good charts
Not Good: Slightly old
![presentation service sector Strategy Study 2014](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Strategy-Study-2014.png)
Strategy Study 2014
Good: Variety of charts
Not Good: Reads like an infographic, poor choice of color
![presentation service sector Australia Taking Bigger Steps](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Australia_Taking-Bigger-Steps.png)
Australia: Taking Bigger Steps
Good: Illustrative chart, use of icons
Not Good: D istracting backgrounds and colors
![presentation service sector Lifting the Barriers to Retail Innovation in ASEAN](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Lifting-the-Barriers-to-Retail-Innovation-in-ASEAN.png)
Lifting the Barriers to Retail Innovation in ASEAN
Good: Simple to follow
Not Good: Minimal analysis, questionable stacked column chart
![presentation service sector The Future of Commercial Vehicle Powertrains 2012](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Future-of-Commercial-Vehicle-Powertrains-2012.png)
The Future of Commercial Vehicle Powertrains (2012)
Good: Realistic slides, excellent takeaways, good overall structure
Not Good: Older presentation, simplistic design
![presentation service sector Pursuing Customer Inspired Growth](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Pursuing-Customer-Inspired-Growth.png)
Pursuing Customer Inspired Growth
Good: Realistic client slides, multiple frameworks
Not Good: Short, outdated design
![presentation service sector The Accelerating Growth of Frictionless Commerce](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Accelerating-Growth-of-Frictionless-Commerce.png)
The Accelerating Growth of Frictionless Commerce
Good: Mix of charts, clear insights
Not Good: Distracting backgrounds, short presentation
![presentation service sector Consolidation of the US Banking Industry](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Consolidation-of-the-US-Banking-Industry.png)
Consolidation of the US Banking Industry
Good: A couple good titles
Not Good: Large text, minimal charts, distracting colors
![presentation service sector Covid 19 and Effects on Turkey 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Covid-19-and-Effects-on-Turkey-1.png)
Covid-19 and Effects on Turkey
Good: Consistent color, focus on insights
Not Good: Strange layout, marketing focused
Booz Allen Hamilton, Alvarez & Marsal and others
![presentation service sector European Distressed Credit Watch List Alvarez Marsal](https://www.theanalystacademy.com/wp-content/uploads/2023/10/European-Distressed-Credit-Watch-List-Alvarez-Marsal.png)
European Distressed Credit Watch List
Good: Simple charts
Not Good: Boring template, appendix heavy
![presentation service sector Corporate Headquarters Study 2018 Roland Berger](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Corporate-Headquarters-Study-2018-Roland-Berger.png)
Corporate Headquarters Study 2018
Good: Clear and simple slides, good variety of charts and visuals, not overly produced
Not Good: Not a typical client presentation, average slide titles
![presentation service sector The Lithium Ion EV battery market and supply chain Roland Berger](https://www.theanalystacademy.com/wp-content/uploads/2023/10/The-Lithium-Ion-EV-battery-market-and-supply-chain-Roland-Berger.png)
The Lithium-Ion (EV) battery market and supply chain
Good: Realistic titles and content-heavy slides
Not Good: Distracting background and colors
![presentation service sector IP Theft Booz Allen Hamilton](https://www.theanalystacademy.com/wp-content/uploads/2023/10/IP-Theft-Booz-Allen-Hamilton.png)
Good: Story flow, titles
Not Good: T itle page, overall design rs
![presentation service sector Booz Allen Hamilton and Market Connections C4ISR Survey Report Booz Allen Hamilton](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Booz-Allen-Hamilton-and-Market-Connections-C4ISR-Survey-Report-Booz-Allen-Hamilton.png)
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
Good: Simple bar charts
Not Good: Titles, design
![presentation service sector Joining Forces Interagency Collaboration and Smart Power Booz Allen Hamilton](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Joining-Forces-Interagency-Collaboration-and-Smart-Power-Booz-Allen-Hamilton.png)
Joining Forces: Interagency Collaboration and “Smart Power”
Good: Slide consistency
Not Good: Chart design, outdated
![presentation service sector Booz Allen at a glance Booz Allen Hamilton](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Booz-Allen-at-a-glance-Booz-Allen-Hamilton.png)
Booz Allen at a glance
Good: Easy-to-read charts
Not Good: Meant for live presentation, minimal content
![presentation service sector Responding to Covid 19 2021 Oliver Wyman 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Responding-to-Covid-19-2021-Oliver-Wyman-1.png)
Responding to Covid-19 (2021)
Good: Excellent use of color, good overall design and visualizations
Not Good: “White Paper” style presentation (i.e. not client deliverable)
![presentation service sector Covid 19 Special Primer 2020 Oliver Wyman 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Covid-19-Special-Primer-2020-Oliver-Wyman-1.png)
Covid-19 Special Primer (2020)
Good: Variety of data visualizations, nice color usage, clear takeaways
![presentation service sector Building Up Immunity of the Financial Sector Oliver Wyman 1](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Building-Up-Immunity-of-the-Financial-Sector-Oliver-Wyman-1.png)
Building Up Immunity of the Financial Sector
Good: Clean design, interesting charts
Not Good: Some text heavy slides
![presentation service sector Customer Experience The 14BN Risk Noted for Discussion Oliver Wyman](https://www.theanalystacademy.com/wp-content/uploads/2023/10/Customer-Experience-The-14BN-Risk-Noted-for-Discussion-Oliver-Wyman.png)
Customer Experience: The 14BN Risk Noted for Discussion
Good: Simple design, good overall structure
Not Good: Inconsistent colors
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At Presentation Geeks, we're a presentation design company that believe behind every great presentation lies an opportunity, an investment, a promotion, or more.
That’s why a PowerPoint slide should be more than just a beautiful graphic design , it’s an opportunity to share your idea. We understand how much hard work, time, and dedication it takes just to get the opportunity to deliver a presentation to your audience, your clients, your investors, or your own company. We believe that the opportunity to deliver an amazing presentation should never be wasted. It was out of this belief that Presentation Geeks was created; to offer utmost professional presentation services. We are passionate about each presentation design step that goes into creating world class presentations for a wide variety of niches and industry professionals.
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Our designers have specialized training that allow them to understand corporate branding and develop presentations that seamlessly integrate into your organization’s ethos . If you are getting ready to deliver your first PowerPoint presentation online, we will use our professional training and presentation services to work alongside you.
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It’s true that we can help you develop an amazing PowerPoint presentation, but we are more than just presentation design services. In addition to presentation design, our services include print and digital media content, and online learning development. Perhaps you need a custom presentation hand out, we got it. Maybe it’s not presentation related at all? That’s no problem at all. Our graphic design professionals use their training to deliver services far beyond the amazing presentations.
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We believe that our designers need to understand your content so that they are able to develop a visual that supports your efforts to teach your audience. We are so focused on this concept that we use our internal training sessions to teach our designers about a new industry, a new trend, or a product that we may have come across. If you are curious about how the Presentation Geeks can take Microsoft Word documents and turn them into amazing presentations, it is because we strive to understand our customers so that we uncover every need and help support our customers every step of the way. For a sample of a few industries and customers, we’ve recently worked with check out the Industry page on our website.
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- Economic News
Services Sector Data a Bright Spot Amid Recent Concerns About US Economy
![presentation service sector presentation service sector](https://www.investopedia.com/thmb/-PrH5J18yC4JT5Y3qT5QiiLQeaM=/90x200/filters:no_upscale():max_bytes(150000):strip_icc():format(webp)/TerryHeadshotcrop-2e42cd194b404f6da48715967dd2c5de.jpg)
Pat Greenhouse / The Boston Globe / Getty Images
Key Takeaways
- The U.S. services sector grew more than expected in July, boosted by increased hiring and more new orders.
- The Institute of Supply Management services sector Purchasing Managers’ Index (PMI) came in at 51.4% in July, up from 48.8% the month before.
- The S&P Services PMI was at 55.0, lower than expected, but still showing growing economic activity in that sector.
Data released Monday on the U.S. services sector surprised economists by showing stronger-than-expected growth in July, with new orders rising and employers increasing their hiring.
The Institute of Supply Management (ISM) services sector Purchasing Managers’ Index (PMI) for July came in at 51.4% , above the 50.9% that economists surveyed by the Wall Street Journal and Dow Jones Newswires had projected. The index bounced back from last month’s decline , when the index came in at 48.%. A reading above 50% indicates expansion of the services sector.
The monthly survey showed that employers expanded hiring for just the second time in 2024, while new orders also moved higher in July. Coming after last week’s jobs report, which showed that hiring slowed in July , economists said the latest reading of the ISM services index demonstrates that the economy still has some strength.
“At a moment when global financial markets are selling off over concerns that the U.S. economy could be on thin ice, the ISM services index is a reminder that service-sector activity remains robust,” wrote Wells Fargo economists Tim Quinlan and Shannon Seery Grein.
The ISM services industry data contrasts with recent survey results from the manufacturing sector, where ISM data last week showed four straight months of decline in manufacturing .
Data Shows Hiring Increases
The Wells Fargo note pointed out that while employment data in the ISM survey showed improvement, the gains in the labor market are concentrated in a few areas, with other segments still showing signs of slowing.
“Even as the employment component rose back into expansion, only eight of 18 industries reported an increase in hiring last month, which is in line with the slower breadth of hiring reported elsewhere,” the Wells Fargo note showed.
S&P Services PMI Also Shows Business Expansion
The S&P Global Services PMI index came in at 55.0, dipping from last month, and below economist projections of 55.9. Like with the ISM data, the above-50 reading indicates that economic activity improved in the services sector.
“Another strong expansion of business activity in the service sector, which over the past two months has enjoyed its best growth spell for over two years, contrasts with the deteriorating picture seen in the manufacturing sector, where output came close to stalling in July,” wrote Chris Williamson, S&P Global Market Intelligence chief business economist.
Institute for Supply Management. “ July 2024 Services ISM ® Report On Business .”
MarketWatch. “ U.S. Economic Calendar .”
Wells Fargo. “ Service Sector Activity Returns to Expansion in July .”
S&P Global. “ S&P Global US Services PMI .”
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Training Industry
Elevate sales performance with training on skills, presentations and inclusive leadership.
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Sales is like sports — to maintain a competitive edge, top performers seek continuous improvement and are always adapting. Organizations that recognize the value of investing in their sales teams consistently outperform their rivals. A well-structured sales training program, focused on a customer-centric approach, is an indispensable tool for achieving sustained sales success, serving as a strategic investment that yields substantial returns.
Similarly to top athletes, investing in training provides sales teams with a multifaceted approach that empowers individuals with the skills, knowledge and confidence to excel and provide for customers. For a sales team, training hones essential skills such as prospecting, relationship building, negotiation and closing — but it’s also about developing the art of active listening . This focus on active listening allows sales teams to not only hear but understand customer challenges and needs, the key to crafting compelling, benefit-focused narratives that resonate. These skills form the bedrock of successful sales interactions, enabling teams to establish rapport, identify needs and guide potential customers through the buying process.
The significance of a customer-centric sales approach is further underscored by the service-profit chain model , a concept widely embraced in the retail and service sectors. This model illustrates the interconnectedness of employee satisfaction, customer satisfaction, loyalty and, ultimately, profitability. Well-trained sales teams, empowered with active listening and a focus on customer needs, are more likely to be satisfied in their roles. This satisfaction translates into higher quality service interactions, leading to increased customer satisfaction and loyalty. In turn, loyal customers are more likely to make repeat purchases and recommend the brand to others, driving revenue growth. Thus, this service-profit chain demonstrates how investing in sales training that prioritizes a customer-centric approach not only benefits individual employees and customers but also contributes to the overall financial health of the organization.
Product knowledge is also a critical component of sales training. A deep understanding of the products or services being offered enables sales professionals to articulate their value propositions with clarity and enthusiasm. This, in turn, fosters trust and confidence in potential customers, making them more likely to choose your offerings over those of competitors. In addition, effective training programs equip sales teams with the ability to adapt to evolving customer preferences, industry trends and competitive landscapes.
Continuous improvement is a hallmark of successful sales training. It transcends mere skill development and focuses on optimizing performance. Through regular assessments and feedback, sales teams can pinpoint areas for growth, set clear goals and track their progress. This dedication to continuous improvement not only enhances individual performance, but also cultivates a culture of learning and development within the sales team, mirroring the camaraderie and shared goals of an Olympic team.
The Role of Inclusive Leadership in Empowering the Sales Team
Inclusive leadership plays a pivotal role in fostering this high-performing sales environment. Inclusion ensures that everyone in the team has equal access to information and feels confident that their voice matters, thus creating an environment where they feel comfortable speaking up when they need support for improvement.
Leaders trained in inclusive practices understand the importance of providing ongoing mentorship and coaching, which reinforces this confidence and fosters a culture of continuous improvement. This approach not only addresses concerns about job security but also cultivates an atmosphere where every member feels valued, respected, and empowered to contribute their unique strengths. Such a sense of belonging and psychological safety is crucial for sales professionals to take risks, share innovative ideas, and collaborate effectively, ultimately leading to better sales outcomes and satisfied customers.
Inclusive leaders in sales understand the importance of diversity in perspectives. Just as a diverse team of athletes brings a variety of skills and experiences to the field, a diverse sales team can leverage different viewpoints to better understand and connect with a wide range of customers. This leads to more tailored solutions, increased customer satisfaction and, ultimately, greater sales success.
Leaders that are inclusive also focus on fostering equitable opportunities for growth and development within their sales teams. They provide fair access to training, mentorship and advancement opportunities, ensuring everyone has the chance to reach their full potential, regardless of their background. This not only improves morale and job satisfaction but also cultivates a more skilled and adaptable workforce.
Furthermore, inclusive leaders promote open communication and create a safe space for sales professionals to share their ideas, concerns and feedback. This transparent communication fosters trust, collaboration and a continuous learning environment where team members feel comfortable challenging the status quo and proposing innovative solutions. It’s akin to a coach encouraging open communication among athletes to identify areas for improvement and strategize for success.
Delivering High-Impact Sales Presentations
A pivotal moment in the sales cycle is the presentation, where sales professionals have the opportunity to showcase their offerings, leverage their training and win over potential customers. Not unlike a well-executed athletic performance, crafting and delivering high-impact sales presentations requires a combination of art and science. Storytelling can be a powerful tool for creating an emotional connection with the audience, making the product or service more relatable and desirable.
Visual aids, when used strategically, can enhance the presentation’s impact by conveying complex information in a visually appealing and easily digestible format. However, it’s crucial to avoid overloading the audience with excessive information and to ensure that visual aids complement the narrative rather than distract from it. Sales teams must stick to their training and tailor the presentation to the specific audience. Thorough research into the industry, challenges and goals of potential customers allows for a more personalized and resonant message.
Encouraging audience interaction and participation throughout the presentation creates a more engaging and dynamic experience. It opens opportunities for meaningful dialogue, allowing sales professionals to address questions and concerns in real-time. Thorough practice and rehearsal are indispensable for delivering a polished and confident presentation. Familiarity with the material and a smooth delivery instill confidence in both the presenter and the audience.
Sales training is not a one-time event; it’s an ongoing journey of learning and development. Regular evaluation of the training program’s effectiveness and incorporating feedback from participants are essential for ensuring its relevance and impact. Keeping abreast of industry trends, emerging technologies and evolving sales methodologies is crucial for maintaining a competitive edge.
Mentorship and coaching programs play a vital role in nurturing the growth of new sales professionals. Pairing them with experienced mentors provides valuable guidance, support and a wealth of practical knowledge. Continuous coaching reinforces learned skills and helps individuals navigate challenges they encounter along the way. Personalized learning plans that cater to the unique strengths and weaknesses of each team member ensure that everyone reaches their full potential.
Recognizing and rewarding achievements is a fundamental aspect of maintaining a motivated and high-performing sales team, akin to a podium finish in athletics. Celebrating successes reinforces positive behaviors and fosters a culture of excellence, where individuals are encouraged to strive for continuous improvement.
By investing in a well-structured sales training program that prioritizes a customer-centric approach and active listening, organizations empower their sales teams to consistently exceed expectations and drive sustainable growth. In the fiercely competitive world of sales, a skilled, knowledgeable and adaptable salesforce that truly understands and prioritizes the needs of its customers is an organization’s most valuable asset — its winning team.
- #Customer-centric sales approach
- #Inclusive leadership in sales
- #sales training program
- #Skills and presentations training
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Dahlia Stroud
Dahlia Stroud, senior capability consultant at Bridgethorne , has extensive experience across roles in both retailers and food supply, focusing on developing commercial strategies and managing retailer/supplier relationships across various channels. A chartered manager and leader in residence at Leeds University Business School, she specializes in creating inclusive organizational cultures and driving business performance in the FMCG industry.
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“Ten industries reported growth in July. The Services PMI® has expanded in 17 of the last 19 months dating back to January 2023, and the July reading is only 0.9 percentage point lower than the average of 52.3 percent over that period of time. Also, the PMI® has not recorded back-to-back months in contraction since April and May 2020, another indication of sustained growth for the sector,” said Steve Miller, CPSM, CSCP, Chair of the Institute for Supply Management® (ISM®) Services Business Survey Committee.
The Business Activity Index registered 54.5%, which is 4.9 pp higher than the 49.6% recorded in June and a return to expansion after one month of contraction. The Supplier Deliveries index registered 47.6%, 4.6 pp lower than the 52.5% recorded in June. (A reading of below 50 percent indicates faster deliveries). The Prices Index registered 57.0% in July; a 0.7 pp increase from June’s reading of 56.3%. Respondents commented: “High food costs are having an impact on customer demand and resulting in flat business overall. Business activity stable. Supplier costs also flat in general.” (Wholesale Trade)
The Inventories Index contracted for the second consecutive month in July, registering at 49.8%, an increase of 6.9 pp from June’s figure of 42.9% and the Employment Index registered at 51.1%, a 5.0 pp increase compared to the 46.1% recorded in June. Respondents commented: “Business in 2024 has been steady. The length of our busy season — typically March to mid-June — has extended into mid-July. Volumes have not increased considerably, but the consistency of shipments has been a benefit to our supply chain.” (Agriculture, Forestry, Fishing & Hunting)
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Press Releases
Intel reports second-quarter 2024 financial results; announces $10 billion cost reduction plan to increase efficiency and market competitiveness, related documents.
NEWS SUMMARY
- Second-quarter revenue of $12.8 billion, down 1% year over year (YoY).
- Second-quarter GAAP earnings (loss) per share (EPS) attributable to Intel was $(0.38); non-GAAP EPS attributable to Intel was $0.02.
- Forecasting third-quarter 2024 revenue of $12.5 billion to $13.5 billion; expecting third-quarter GAAP EPS attributable to Intel of $(0.24); non-GAAP EPS attributable to Intel of $(0.03).
- Implementing comprehensive reduction in spending, including a more than 15% headcount reduction, to resize and refocus.
- Suspending dividend starting in the fourth quarter of 2024. The company reiterates its long-term commitment to a competitive dividend as cash flows improve to sustainably higher levels.
- Achieved key milestones on Intel 18A with the 1.0 Process Design Kit (PDK) released and key power-on of first client and server products on Intel 18A, Panther Lake and Clearwater Forest.
SANTA CLARA, Calif.--(BUSINESS WIRE)-- Intel Corporation today reported second-quarter 2024 financial results.
“Our Q2 financial performance was disappointing, even as we hit key product and process technology milestones. Second-half trends are more challenging than we previously expected, and we are leveraging our new operating model to take decisive actions that will improve operating and capital efficiencies while accelerating our IDM 2.0 transformation,” said Pat Gelsinger, Intel CEO. “These actions, combined with the launch of Intel 18A next year to regain process technology leadership, will strengthen our position in the market, improve our profitability and create shareholder value.”
“Second-quarter results were impacted by gross margin headwinds from the accelerated ramp of our AI PC product, higher than typical charges related to non-core businesses and the impact from unused capacity,” said David Zinsner, Intel CFO. “By implementing our spending reductions, we are taking proactive steps to improve our profits and strengthen our balance sheet. We expect these actions to meaningfully improve liquidity and reduce our debt balance while enabling us to make the right investments to drive long-term value for shareholders.”
Cost-Reduction Plan
As Intel nears the completion of rebuilding a sustainable engine of process technology leadership, it announced a series of initiatives to create a sustainable financial engine that accelerates profitable growth, enables further operational efficiency and agility, and creates capacity for ongoing strategic investment in technology and manufacturing leadership. These initiatives follow the establishment of separate financial reporting for Intel Products and Intel Foundry, which provides a "clean sheet" view of the business and has uncovered significant opportunities to drive meaningful operational and cost efficiencies. The actions include structural and operating realignment across the company, headcount reductions, and operating expense and capital expenditure reductions of more than $10 billion in 2025 compared to previous estimates. As a result of these actions, Intel aims to achieve clear line of sight toward a sustainable business model with the ongoing financial resources and liquidity needed to support the company’s long-term strategy.
The plan will enable the next phase of the company’s multiyear transformation strategy, and is focused on four key priorities:
- Reducing Operating Expenses: The company will streamline its operations and meaningfully cut spending and headcount, reducing non-GAAP R&D and marketing, general and administrative (MG&A) to approximately $20 billion in 2024 and approximately $17.5 billion in 2025, with further reductions expected in 2026. Intel expects to reduce headcount by greater than 15% with the majority completed by the end of 2024.
- Reducing Capital Expenditures: With the end of its historic five-nodes-in-four-years journey firmly in sight, Intel is now shifting its focus toward capital efficiency and investment levels aligned to market requirements. This will reduce gross capital expenditures* in 2024 by more than 20% from prior projections, bringing gross capital expenditures in 2024 to between $25 billion and $27 billion. Intel expects net capital spending* in 2024 of between $11 billion and $13 billion. In 2025, the company is targeting gross capital expenditures between $20 billion and $23 billion and net capital spending between $12 billion and $14 billion.
- Reducing Cost of Sales: The company expects to generate $1 billion in savings in non-variable cost of sales in 2025. Product mix will continue to be a headwind next year, contributing to modest YoY improvements to 2025's gross margin.
- Maintaining Core Investments to Execute Strategy: The company continues to advance its long-term innovation and path to leadership across process technology and products, and the increased efficiency from its actions is expected to further support its execution. In addition, Intel continues to sustain investments to build a resilient and sustainable semiconductor supply chain in the United States and around the world.
Intel is taking the added step of suspending the dividend starting in the fourth quarter, recognizing the importance of prioritizing liquidity to support the investments needed to execute its strategy. The company reiterates its long-term commitment to a competitive dividend as cash flows improve to sustainably higher levels.
Q2 2024 Financial Highlights
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Revenue ($B) | $12.8 | $12.9 | down 1% |
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Gross Margin | 35.4% | 35.8% | down 0.4 ppt | 38.7% | 39.8% | down 1.1 ppts | ||||||
R&D and MG&A ($B) | $5.6 | $5.5 | up 2% | $4.9 | $4.7 | up 5% | ||||||
Operating Margin | (15.3)% | (7.8)% | down 7.5 ppts | 0.2% | 3.5% | down 3.3 ppts | ||||||
Tax Rate | 17.5% | 280.5% | n/m** | 13.0% | 13.0% | — | ||||||
Net Income (loss) Attributable to Intel ($B) | $(1.6) | $1.5 | n/m** | $0.1 | $0.5 | down 85% | ||||||
Earnings (loss) Per Share Attributable to Intel | $(0.38) | $0.35 | n/m** | $0.02 | $0.13 | down 85% |
In the second quarter, the company generated $2.3 billion in cash from operations and paid dividends of $0.5 billion.
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Business Unit Summary
Intel previously announced the implementation of an internal foundry operating model, which took effect in the first quarter of 2024 and created a foundry relationship between its Intel Products business (collectively CCG, DCAI and NEX) and its Intel Foundry business (including Foundry Technology Development, Foundry Manufacturing and Supply Chain, and Foundry Services (formerly IFS)). The foundry operating model is a key component of the company's strategy and is designed to reshape operational dynamics and drive greater transparency, accountability, and focus on costs and efficiency. The company also previously announced its intent to operate Altera ® as a standalone business beginning in the first quarter of 2024. Altera was previously included in DCAI's segment results. As a result of these changes, the company modified its segment reporting in the first quarter of 2024 to align to this new operating model. All prior-period segment data has been retrospectively adjusted to reflect the way the company internally receives information and manages and monitors its operating segment performance starting in fiscal year 2024. There are no changes to Intel’s consolidated financial statements for any prior periods.
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Intel Products: |
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Client Computing Group (CCG) | $7.4 billion | up 9% | ||
Data Center and AI (DCAI) | $3.0 billion | down 3% | ||
Network and Edge (NEX) | $1.3 billion | down 1% | ||
Total Intel Products revenue | $11.8 billion | up 4% | ||
Intel Foundry | $4.3 billion | up 4% | ||
All other: |
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Altera | $361 million | down 57% | ||
Mobileye | $440 million | down 3% | ||
Other | $167 million | up 43% | ||
Total all other revenue | $968 million | down 32% | ||
Intersegment eliminations | $(4.3) billion |
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Total net revenue | $12.8 billion | down 1% |
Intel Products Highlights
- CCG: Intel continues to define and drive the AI PC category, shipping more than 15 million AI PCs since December 2023, far more than all of Intel's competitors combined, and on track to ship more than 40 million AI PCs by year-end. Lunar Lake, the company’s next-generation AI CPU, achieved production release in July 2024, ahead of schedule, with shipments starting in the third quarter. Lunar Lake will power over 80 new Copilot+ PCs across more than 20 OEMs.
- DCAI: More than 130 million Intel ® Xeon ® processors power data centers around the world today, and at Computex Intel introduced its next-generation Intel ® Xeon ® 6 processor with Efficient-cores (E-cores), code-named Sierra Forest, marking the company’s first Intel 3 server product architected for high-density, scale-out workloads. Intel expects Intel ® Xeon ® 6 processors with Performance-cores (P-cores), code-named Granite Rapids, to begin shipping in the third quarter of 2024. The Intel ® Gaudi ® 3 AI accelerator is also on track to launch in the third quarter and is expected to deliver roughly two-times the performance per dollar on both inference and training versus the leading competitor.
- NEX: Intel announced an array of AI-optimized scale-out Ethernet solutions, including the Intel AI network interface card and foundry chiplets that will launch next year. New infrastructure processing unit (IPU) adaptors for the enterprise are now broadly available and supported by Dell Technologies, Red Hat and others. IPUs will play an increasingly important role in Intel’s accelerator portfolio, which the company expects will help drive AI data center growth and profitability in 2025 and beyond. Additionally, Intel and others announced the creation of the Ultra Accelerator Link, a new industry standard dedicated to advancing high-speed, low-latency communication for scale-up AI systems communication in data centers.
Intel Foundry Highlights
- Intel is nearing the completion of its promised five-nodes-in-four-years strategy, with Intel 18A on track to be manufacturing-ready by the end of this year and production wafer start volumes in the first half of 2025. In July 2024, Intel released to foundry customers the 1.0 PDK for Intel 18A. The company’s first two Intel 18A products, Panther Lake for client — the first microprocessor to use RibbonFet, PowerVia and advanced packaging — and Clearwater Forest for servers, are on track to launch in 2025.
- Ansys, Cadence, Siemens, and Synopsys announced the availability of reference flows for Intel’s embedded multi-die interconnect bridge (EMIB) advanced packaging technology, which simplifies the design process and offers design flexibility. The companies also declared readiness for Intel 18A designs.
- During the quarter, Intel named industry veteran Kevin O'Buckley to lead Foundry Services. The company also recently appointed Dr. Naga Chandrasekaran to lead Intel Foundry Manufacturing and Supply Chain. Their leadership will support Intel’s continued development of the first systems foundry for the AI era.
Other Highlights
Intel announced its second Semiconductor Co-Investment Program (SCIP) agreement, the formation of a joint venture with Apollo related to Intel’s Fab 34 in Ireland. SCIP is an element of Intel’s Smart Capital strategy, a funding approach designed to create financial flexibility to accelerate the company’s strategy, including investing in its global manufacturing operations, while maintaining a strong balance sheet.
Q3 2024 Dividend
The company announced that its board of directors has declared a quarterly dividend of $0.125 per share on the company’s common stock, which will be payable Sept. 1, 2024, to shareholders of record as of Aug. 7, 2024.
As noted earlier, Intel is suspending the dividend starting in the fourth quarter.
Business Outlook
Intel's guidance for the third quarter of 2024 includes both GAAP and non-GAAP estimates as follows:
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Revenue |
| $12.5-13.5 billion |
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Gross Margin |
| 34.5% |
| 38.0% |
Tax Rate |
| 34% |
| 13% |
Earnings (Loss) Per Share Attributable to Intel—Diluted |
| $(0.24) |
| $(0.03) |
Reconciliations between GAAP and non-GAAP financial measures are included below. Actual results may differ materially from Intel’s business outlook as a result of, among other things, the factors described under “Forward-Looking Statements” below. The gross margin and EPS outlook are based on the mid-point of the revenue range.
Earnings Webcast
Intel will hold a public webcast at 2 p.m. PDT today to discuss the results for its second quarter of 2024. The live public webcast can be accessed on Intel's Investor Relations website at www.intc.com . The corresponding earnings presentation and webcast replay will also be available on the site.
Forward-Looking Statements
This release contains forward-looking statements that involve a number of risks and uncertainties. Words such as "accelerate", "achieve", "aim", "ambitions", "anticipate", "believe", "committed", "continue", "could", "designed", "estimate", "expect", "forecast", "future", "goals", "grow", "guidance", "intend", "likely", "may", "might", "milestones", "next generation", "objective", "on track", "opportunity", "outlook", "pending", "plan", "position", "possible", "potential", "predict", "progress", "ramp", "roadmap", "seek", "should", "strive", "targets", "to be", "upcoming", "will", "would", and variations of such words and similar expressions are intended to identify such forward-looking statements, which may include statements regarding:
- our business plans and strategy and anticipated benefits therefrom, including with respect to our IDM 2.0 strategy, Smart Capital strategy, partnerships with Apollo and Brookfield, internal foundry model, updated reporting structure, and AI strategy;
- projections of our future financial performance, including future revenue, gross margins, capital expenditures, and cash flows;
- projected costs and yield trends;
- future cash requirements, the availability, uses, sufficiency, and cost of capital resources, and sources of funding, including for future capital and R&D investments and for returns to stockholders, such as stock repurchases and dividends, and credit ratings expectations;
- future products, services, and technologies, and the expected goals, timeline, ramps, progress, availability, production, regulation, and benefits of such products, services, and technologies, including future process nodes and packaging technology, product roadmaps, schedules, future product architectures, expectations regarding process performance, per-watt parity, and metrics, and expectations regarding product and process leadership;
- investment plans and impacts of investment plans, including in the US and abroad;
- internal and external manufacturing plans, including future internal manufacturing volumes, manufacturing expansion plans and the financing therefor, and external foundry usage;
- future production capacity and product supply;
- supply expectations, including regarding constraints, limitations, pricing, and industry shortages;
- plans and goals related to Intel's foundry business, including with respect to anticipated customers, future manufacturing capacity and service, technology, and IP offerings;
- expected timing and impact of acquisitions, divestitures, and other significant transactions, including the sale of our NAND memory business;
- expected completion and impacts of restructuring activities and cost-saving or efficiency initiatives;
- future social and environmental performance goals, measures, strategies, and results;
- our anticipated growth, future market share, and trends in our businesses and operations;
- projected growth and trends in markets relevant to our businesses;
- anticipated trends and impacts related to industry component, substrate, and foundry capacity utilization, shortages, and constraints;
- expectations regarding government incentives;
- future technology trends and developments, such as AI;
- future macro environmental and economic conditions;
- geopolitical tensions and conflicts and their potential impact on our business;
- tax- and accounting-related expectations;
- expectations regarding our relationships with certain sanctioned parties; and
- other characterizations of future events or circumstances.
Such statements involve many risks and uncertainties that could cause our actual results to differ materially from those expressed or implied, including those associated with:
- the high level of competition and rapid technological change in our industry;
- the significant long-term and inherently risky investments we are making in R&D and manufacturing facilities that may not realize a favorable return;
- the complexities and uncertainties in developing and implementing new semiconductor products and manufacturing process technologies;
- our ability to time and scale our capital investments appropriately and successfully secure favorable alternative financing arrangements and government grants;
- implementing new business strategies and investing in new businesses and technologies;
- changes in demand for our products;
- macroeconomic conditions and geopolitical tensions and conflicts, including geopolitical and trade tensions between the US and China, the impacts of Russia's war on Ukraine, tensions and conflict affecting Israel and the Middle East, and rising tensions between mainland China and Taiwan;
- the evolving market for products with AI capabilities;
- our complex global supply chain, including from disruptions, delays, trade tensions and conflicts, or shortages;
- product defects, errata and other product issues, particularly as we develop next-generation products and implement next-generation manufacturing process technologies;
- potential security vulnerabilities in our products;
- increasing and evolving cybersecurity threats and privacy risks;
- IP risks including related litigation and regulatory proceedings;
- the need to attract, retain, and motivate key talent;
- strategic transactions and investments;
- sales-related risks, including customer concentration and the use of distributors and other third parties;
- our significantly reduced return of capital in recent years;
- our debt obligations and our ability to access sources of capital;
- complex and evolving laws and regulations across many jurisdictions;
- fluctuations in currency exchange rates;
- changes in our effective tax rate;
- catastrophic events;
- environmental, health, safety, and product regulations;
- our initiatives and new legal requirements with respect to corporate responsibility matters; and
- other risks and uncertainties described in this release, our 2023 Form 10-K, and our other filings with the SEC.
Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. Readers are urged to carefully review and consider the various disclosures made in this release and in other documents we file from time to time with the SEC that disclose risks and uncertainties that may affect our business.
Unless specifically indicated otherwise, the forward-looking statements in this release do not reflect the potential impact of any divestitures, mergers, acquisitions, or other business combinations that have not been completed as of the date of this filing. In addition, the forward-looking statements in this release are based on management's expectations as of the date of this release, unless an earlier date is specified, including expectations based on third-party information and projections that management believes to be reputable. We do not undertake, and expressly disclaim any duty, to update such statements, whether as a result of new information, new developments, or otherwise, except to the extent that disclosure may be required by law.
About Intel
Intel (Nasdaq: INTC) is an industry leader, creating world-changing technology that enables global progress and enriches lives. Inspired by Moore’s Law, we continuously work to advance the design and manufacturing of semiconductors to help address our customers’ greatest challenges. By embedding intelligence in the cloud, network, edge and every kind of computing device, we unleash the potential of data to transform business and society for the better. To learn more about Intel’s innovations, go to newsroom.intel.com and intel.com.
© Intel Corporation. Intel, the Intel logo, and other Intel marks are trademarks of Intel Corporation or its subsidiaries. Other names and brands may be claimed as the property of others.
Intel Corporation | ||||||||
Consolidated Condensed Statements of Income and Other Information | ||||||||
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Cost of sales |
|
| 8,286 |
|
|
| 8,311 |
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|
|
|
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Research and development |
|
| 4,239 |
|
|
| 4,080 |
|
Marketing, general, and administrative |
|
| 1,329 |
|
|
| 1,374 |
|
Restructuring and other charges |
|
| 943 |
|
|
| 200 |
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|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
Gains (losses) on equity investments, net |
|
| (120 | ) |
|
| (24 | ) |
Interest and other, net |
|
| 80 |
|
|
| 224 |
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|
|
|
|
|
|
|
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Provision for (benefit from) taxes |
|
| (350 | ) |
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| (2,289 | ) |
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|
|
Less: Net income (loss) attributable to non-controlling interests |
|
| (44 | ) |
|
| (8 | ) |
|
|
|
|
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| ||||
Weighted average shares of common stock outstanding: |
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| ||||
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| ||||
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|
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|
Dilutive effect of employee equity incentive plans |
|
| — |
|
|
| 14 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||
|
|
|
| |||
Employees |
|
|
| |||
Intel | 116.5 | 116.4 | 118.1 | |||
Mobileye and other subsidiaries | 5.3 | 5.2 | 4.7 | |||
NAND | 3.5 | 3.6 | 4.0 | |||
Total Intel |
|
|
|
Employees of the NAND memory business, which we divested to SK hynix on completion of the first closing on December 29, 2021 and fully deconsolidated in Q1 2022. Upon completion of the second closing of the divestiture, which remains pending and subject to closing conditions, the NAND employees will be excluded from the total Intel employee number. |
Intel Corporation | ||||||||
Consolidated Condensed Balance Sheets | ||||||||
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| ||||
|
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|
| ||||
Current assets: |
|
|
|
| ||||
Cash and cash equivalents |
| $ | 11,287 |
|
| $ | 7,079 |
|
Short-term investments |
|
| 17,986 |
|
|
| 17,955 |
|
Accounts receivable, net |
|
| 3,131 |
|
|
| 3,402 |
|
Inventories |
|
|
|
| ||||
Raw materials |
|
| 1,284 |
|
|
| 1,166 |
|
Work in process |
|
| 6,294 |
|
|
| 6,203 |
|
Finished goods |
|
| 3,666 |
|
|
| 3,758 |
|
|
|
|
|
|
|
|
|
|
Other current assets |
|
| 7,181 |
|
|
| 3,706 |
|
|
|
|
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|
|
|
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|
| ||||
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| ||||
|
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| ||||
Current liabilities: |
|
|
|
| ||||
Short-term debt |
| $ | 4,695 |
|
| $ | 2,288 |
|
Accounts payable |
|
| 9,618 |
|
|
| 8,578 |
|
Accrued compensation and benefits |
|
| 2,651 |
|
|
| 3,655 |
|
Income taxes payable |
|
| 1,856 |
|
|
| 1,107 |
|
Other accrued liabilities |
|
| 13,207 |
|
|
| 12,425 |
|
|
|
|
|
|
|
|
|
|
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|
| ||||
|
|
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|
|
Stockholders’ equity: |
|
|
|
| ||||
Common stock and capital in excess of par value, 4,276 issued and outstanding (4,228 issued and outstanding as of December 30, 2023) |
|
| 49,763 |
|
|
| 36,649 |
|
Accumulated other comprehensive income (loss) |
|
| (696 | ) |
|
| (215 | ) |
Retained earnings |
|
| 66,162 |
|
|
| 69,156 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
Intel Corporation | ||||||||
Consolidated Condensed Statements of Cash Flows | ||||||||
|
|
| ||||||
|
|
|
|
| ||||
|
|
|
|
| ||||
|
|
|
|
|
|
|
|
|
Cash flows provided by (used for) operating activities: |
|
|
|
| ||||
Net income (loss) |
|
| (2,091 | ) |
|
| (1,295 | ) |
Adjustments to reconcile net income (loss) to net cash provided by operating activities: |
|
|
|
| ||||
Depreciation |
|
| 4,403 |
|
|
| 3,733 |
|
Share-based compensation |
|
| 1,959 |
|
|
| 1,661 |
|
Restructuring and other charges |
|
| 1,291 |
|
|
| 255 |
|
Amortization of intangibles |
|
| 717 |
|
|
| 909 |
|
(Gains) losses on equity investments, net |
|
| (84 | ) |
|
| (146 | ) |
Changes in assets and liabilities: |
|
|
|
| ||||
Accounts receivable |
|
| 272 |
|
|
| 1,137 |
|
Inventories |
|
| (116 | ) |
|
| 1,240 |
|
Accounts payable |
|
| 184 |
|
|
| (1,102 | ) |
Accrued compensation and benefits |
|
| (1,309 | ) |
|
| (1,340 | ) |
Income taxes |
|
| (2,174 | ) |
|
| (2,186 | ) |
Other assets and liabilities |
|
| (1,983 | ) |
|
| (1,843 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows provided by (used for) investing activities: |
|
|
|
| ||||
Additions to property, plant, and equipment |
|
| (11,652 | ) |
|
| (13,301 | ) |
Proceeds from capital-related government incentives |
|
| 699 |
|
|
| 49 |
|
Purchases of short-term investments |
|
| (17,634 | ) |
|
| (25,696 | ) |
Maturities and sales of short-term investments |
|
| 17,214 |
|
|
| 26,957 |
|
Other investing |
|
| (355 | ) |
|
| 662 |
|
|
|
|
|
|
|
|
|
|
Cash flows provided by (used for) financing activities: |
|
|
|
| ||||
Issuance of commercial paper, net of issuance costs |
|
| 5,804 |
|
|
| — |
|
Repayment of commercial paper |
|
| (2,609 | ) |
|
| (3,944 | ) |
Payments on finance leases |
|
| — |
|
|
| (96 | ) |
Partner contributions |
|
| 11,861 |
|
|
| 834 |
|
Proceeds from sales of subsidiary shares |
|
| — |
|
|
| 1,573 |
|
Issuance of long-term debt, net of issuance costs |
|
| 2,975 |
|
|
| 10,968 |
|
Repayment of debt |
|
| (2,288 | ) |
|
| — |
|
Proceeds from sales of common stock through employee equity incentive plans |
|
| 631 |
|
|
| 665 |
|
Payment of dividends to stockholders |
|
| (1,063 | ) |
|
| (2,036 | ) |
Other financing |
|
| (444 | ) |
|
| (453 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
Intel Corporation | ||||||||
Supplemental Operating Segment Results | ||||||||
|
|
| ||||||
|
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|
| ||||
|
|
|
|
| ||||
|
|
|
|
| ||||
|
|
|
|
| ||||
Desktop |
| $ | 2,527 |
|
| $ | 2,370 |
|
Notebook |
|
| 4,480 |
|
|
| 3,896 |
|
Other |
|
| 403 |
|
|
| 514 |
|
|
|
|
|
|
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|
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|
|
|
|
|
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|
| ||||
|
|
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|
|
|
|
|
|
|
|
|
| ||||
Altera |
|
| 361 |
|
|
| 848 |
|
Mobileye |
|
| 440 |
|
|
| 454 |
|
Other |
|
| 167 |
|
|
| 117 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Intersegment eliminations |
|
| (4,254 | ) |
|
| (3,941 | ) |
|
|
|
|
|
|
|
|
|
|
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|
| ||||
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| ||||
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| ||||
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| ||||
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|
| ||||
Altera |
|
| (25 | ) |
|
| 346 |
|
Mobileye |
|
| 72 |
|
|
| 129 |
|
Other |
|
| (82 | ) |
|
| (120 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Intersegment eliminations |
|
| (291 | ) |
|
| (413 | ) |
Corporate unallocated expenses |
|
| (1,720 | ) |
|
| (1,608 | ) |
|
|
|
|
|
|
|
|
|
For information about our operating segments, including the nature of segment revenues and expenses, and a reconciliation of our operating segment revenue and operating income (loss) to our consolidated results, refer to our Form 10-K filed on January 26, 2024, Form 8-K furnished on April 2, 2024 and 10-Q filed on August 1, 2024.
Intel Corporation Explanation of Non-GAAP Measures
In addition to disclosing financial results in accordance with US GAAP, this document contains references to the non-GAAP financial measures below. We believe these non-GAAP financial measures provide investors with useful supplemental information about our operating performance, enable comparison of financial trends and results between periods where certain items may vary independent of business performance, and allow for greater transparency with respect to key metrics used by management in operating our business and measuring our performance. Some of these non-GAAP financial measures are used in our performance-based RSUs and our cash bonus plans.
Our non-GAAP financial measures reflect adjustments based on one or more of the following items, as well as the related income tax effects. Income tax effects are calculated using a fixed long-term projected tax rate of 13% across all adjustments. We project this long-term non-GAAP tax rate on at least an annual basis using a five-year non-GAAP financial projection that excludes the income tax effects of each adjustment. The projected non-GAAP tax rate also considers factors such as our tax structure, our tax positions in various jurisdictions, and key legislation in significant jurisdictions where we operate. This long-term non-GAAP tax rate may be subject to change for a variety of reasons, including the rapidly evolving global tax environment, significant changes in our geographic earnings mix, or changes to our strategy or business operations. Management uses this non-GAAP tax rate in managing internal short- and long-term operating plans and in evaluating our performance; we believe this approach facilitates comparison of our operating results and provides useful evaluation of our current operating performance.
Our non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with US GAAP, and the financial results calculated in accordance with US GAAP and reconciliations from these results should be carefully evaluated.
|
|
|
Acquisition-related adjustments | Amortization of acquisition-related intangible assets consists of amortization of intangible assets such as developed technology, brands, and customer relationships acquired in connection with business combinations. Charges related to the amortization of these intangibles are recorded within both cost of sales and MG&A in our US GAAP financial statements. Amortization charges are recorded over the estimated useful life of the related acquired intangible asset, and thus are generally recorded over multiple years.
| We exclude amortization charges for our acquisition-related intangible assets for purposes of calculating certain non-GAAP measures because these charges are inconsistent in size and are significantly impacted by the timing and valuation of our acquisitions. These adjustments facilitate a useful evaluation of our current operating performance and comparison to our past operating performance and provide investors with additional means to evaluate cost and expense trends.
|
Share-based compensation | Share-based compensation consists of charges related to our employee equity incentive plans. | We exclude charges related to share-based compensation for purposes of calculating certain non-GAAP measures because we believe these adjustments provide comparability to peer company results and because these charges are not viewed by management as part of our core operating performance. We believe these adjustments provide investors with a useful view, through the eyes of management, of our core business model, how management currently evaluates core operational performance, and additional means to evaluate expense trends, including in comparison to other peer companies.
|
Restructuring and other charges | Restructuring charges are costs associated with a restructuring plan and are primarily related to employee severance and benefit arrangements. Other charges include periodic goodwill and asset impairments, and costs associated with restructuring activity. Q2 2024 includes a charge arising out of the R2 litigation. | We exclude restructuring and other charges, including any adjustments to charges recorded in prior periods, for purposes of calculating certain non-GAAP measures because these costs do not reflect our core operating performance. These adjustments facilitate a useful evaluation of our core operating performance and comparisons to past operating results and provide investors with additional means to evaluate expense trends.
|
(Gains) losses on equity investments, net | (Gains) losses on equity investments, net consists of ongoing mark-to-market adjustments on marketable equity securities, observable price adjustments on non-marketable equity securities, related impairment charges, and the sale of equity investments and other.
| We exclude these non-operating gains and losses for purposes of calculating certain non-GAAP measures because it provides comparability between periods. The exclusion reflects how management evaluates the core operations of the business.
|
(Gains) losses from divestiture | (Gains) losses are recognized at the close of a divestiture, or over a specified deferral period when deferred consideration is received at the time of closing. Based on our ongoing obligation under the NAND wafer manufacturing and sale agreement entered into in connection with the first closing of the sale of our NAND memory business on December 29, 2021, a portion of the initial closing consideration was deferred and will be recognized between first and second closing.
| We exclude gains or losses resulting from divestitures for purposes of calculating certain non-GAAP measures because they do not reflect our current operating performance. These adjustments facilitate a useful evaluation of our current operating performance and comparisons to past operating results. |
Adjusted free cash flow | We reference a non-GAAP financial measure of adjusted free cash flow, which is used by management when assessing our sources of liquidity, capital resources, and quality of earnings. Adjusted free cash flow is operating cash flow adjusted for (1) additions to property, plant, and equipment, net of proceeds from capital-related government incentives and partner contributions, and (2) payments on finance leases.
| This non-GAAP financial measure is helpful in understanding our capital requirements and sources of liquidity by providing an additional means to evaluate the cash flow trends of our business. |
Net capital spending | We reference a non-GAAP financial measure of net capital spending, which is additions to property, plant, and equipment, net of proceeds from capital-related government incentives and partner contributions. | We believe this measure provides investors with useful supplemental information about our capital investment activities and capital offsets, and allows for greater transparency with respect to a key metric used by management in operating our business and measuring our performance.
|
Intel Corporation Supplemental Reconciliations of GAAP Actuals to Non-GAAP Actuals
Set forth below are reconciliations of the non-GAAP financial measure to the most directly comparable US GAAP financial measure. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with US GAAP, and the reconciliations from US GAAP to Non-GAAP actuals should be carefully evaluated. Please refer to "Explanation of Non-GAAP Measures" in this document for a detailed explanation of the adjustments made to the comparable US GAAP measures, the ways management uses the non-GAAP measures, and the reasons why management believes the non-GAAP measures provide useful information for investors.
|
| |||||||
|
|
| ||||||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 224 |
|
| 306 |
| ||
Share-based compensation |
| 195 |
|
| 210 |
| ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 1.7 | % |
| 2.4 | % | ||
Share-based compensation |
| 1.5 | % |
| 1.6 | % | ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| (41 | ) |
| (44 | ) | ||
Share-based compensation |
| (585 | ) |
| (712 | ) | ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 265 |
|
| 350 |
| ||
Share-based compensation |
| 780 |
|
| 922 |
| ||
Restructuring and other charges |
| 943 |
|
| 200 |
| ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 2.1 | % |
| 2.7 | % | ||
Share-based compensation |
| 6.1 | % |
| 7.1 | % | ||
Restructuring and other charges |
| 7.3 | % |
| 1.5 | % | ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Income tax effects |
| (4.5 | )% |
| (267.5 | )% | ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 265 |
|
| 350 |
| ||
Share-based compensation |
| 780 |
|
| 922 |
| ||
Restructuring and other charges |
| 943 |
|
| 200 |
| ||
(Gains) losses on equity investments, net |
| 120 |
|
| 24 |
| ||
(Gains) losses from divestiture |
| (39 | ) |
| (39 | ) | ||
Adjustments attributable to non-controlling interest |
| (18 | ) |
| (18 | ) | ||
Income tax effects |
| (358 | ) |
| (2,373 | ) | ||
|
|
|
|
|
|
| ||
|
|
| ||||||
|
|
|
| |||||
|
|
|
|
|
|
| ||
Acquisition-related adjustments |
| 0.06 |
|
| 0.08 |
| ||
Share-based compensation |
| 0.18 |
|
| 0.22 |
| ||
Restructuring and other charges |
| 0.22 |
|
| 0.05 |
| ||
(Gains) losses on equity investments, net |
| 0.03 |
|
| 0.01 |
| ||
(Gains) losses from divestiture |
| (0.01 | ) |
| (0.01 | ) | ||
Adjustments attributable to non-controlling interest |
| — |
|
| — |
| ||
Income tax effects |
| (0.08 | ) |
| (0.57 | ) | ||
|
|
|
|
|
|
| ||
|
|
| ||||||
|
|
|
|
|
|
| ||
Net partner contributions and incentives received (cash expended) for property plant and equipment |
| 5,863 |
|
| (5,454 | ) | ||
Payments on finance leases |
| — |
|
| (81 | ) | ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Intel Corporation Supplemental Reconciliations of GAAP Outlook to Non-GAAP Outlook
Set forth below are reconciliations of the non-GAAP financial measure to the most directly comparable US GAAP financial measure. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with US GAAP, and the financial outlook prepared in accordance with US GAAP and the reconciliations from this Business Outlook should be carefully evaluated. Please refer to "Explanation of Non-GAAP Measures" in this document for a detailed explanation of the adjustments made to the comparable US GAAP measures, the ways management uses the non-GAAP measures, and the reasons why management believes the non-GAAP measures provide useful information for investors.
|
| |||
| Approximately | |||
|
|
|
| |
Acquisition-related adjustments |
| 1.7 | % | |
Share-based compensation |
| 1.8 | % | |
|
|
|
| |
|
| |||
|
|
|
| |
Income tax effects |
| (21 | )% | |
|
|
|
| |
|
| |||
|
|
|
| |
Acquisition-related adjustments |
| 0.06 |
| |
Share-based compensation |
| 0.23 |
| |
Restructuring and other charges |
| 0.06 |
| |
(Gains) losses from divestiture |
| (0.01 | ) | |
Adjustments attributable to non-controlling interest |
| — |
| |
Income tax effects |
| (0.13 | ) | |
|
|
|
|
Non-GAAP gross margin percentage and non-GAAP EPS outlook based on the mid-point of the revenue range. |
Intel Corporation Supplemental Reconciliations of Other GAAP to Non-GAAP Forward-Looking Estimates
Set forth below are reconciliations of the non-GAAP financial measure to the most directly comparable US GAAP financial measure. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with US GAAP, and the reconciliations should be carefully evaluated. Please refer to "Explanation of Non-GAAP Measures" in this document for a detailed explanation of the adjustments made to the comparable US GAAP measures, the ways management uses the non-GAAP measures, and the reasons why management believes the non-GAAP measures provide useful information for investors.
|
|
|
|
|
|
| Approximately |
| Approximately |
|
|
|
|
|
|
|
|
|
|
Acquisition-related adjustments |
| (0.2) |
| (0.1) |
Share-based compensation |
| (2.7) |
| (2.5) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Proceeds from capital-related government incentives |
| (1.5 - 3.5) |
| (4.0 - 6.0) |
Partner contributions |
| (12.5) |
| (4.0 - 5.0) |
|
|
|
|
|
View source version on businesswire.com: https://www.businesswire.com/news/home/20240801042170/en/
Kylie Altman Investor Relations 1-916-356-0320 [email protected] Penny Bruce Media Relations 1-408-893-0601 [email protected]
Source: Intel Corporation
Released Aug 1, 2024 • 4:01 PM EDT
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Senate Bill Seeks to Promote AI Innovation in Financial Services Sector
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A newly introduced Senate bill would enable the private sector and government agencies to collaborate on projects designed to promote artificial intelligence innovation that protects consumers in the financial services sector.
The Unleashing AI Innovation in Financial Services Act , introduced by Sens. Martin Heinrich, D-N.M., and Mike Rounds, R-S.D., would establish guardrails at financial regulatory agencies—including at the Federal Reserve, the Office of the Comptroller of the Currency and the Federal Deposit Insurance Corporation—for regulated entities to safely experiment with AI technologies, Heinrich’s office said Monday.
While the financial services industry has been using AI for several years, there are new technology advancements that companies may adopt to enable new financial products and services, Rounds explained.
He noted that the proposed legislation would create sandboxes where emerging technologies can be tested to encourage innovation while maintaining consumer protection.
Controlled testing environments will help strengthen the U.S. financial system and keep the country “at the forefront of global financial technology,” Rounds added.
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A CIO canceled a Microsoft AI deal. The reason should worry the entire tech industry.
- A pharma company stopped using Microsoft's Copilot AI tool, with an exec citing high cost and low value.
- The company used Office 365 Copilot for 500 staff and compared it to middle-school presentations.
- Microsoft is mulling repackaging 365 licenses to better monetize AI features amid record spending.
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AI models and tools look great when researchers measure success with their own wonky benchmarks. When paying customers try this technology in the real world, things can get ugly.
That's what happened when an IT executive at a pharmaceutical company tried out Microsoft's Copilot AI features, according to a recent research note from Morgan Stanley.
The chief information officer of this pharma company paid extra to have 500 employees use Office 365 Copilot in the fourth quarter of 2023 and first quarter of 2024. This is Microsoft 's much-heralded AI upgrade to its popular suite of productivity software.
After six months, the exec canceled the upgrade because the AI tools weren't good enough to be worth the extra money.
In fact, he compared the slide-generation capability of Microsoft's AI tools to "middle school presentations," according to a transcript of a call with the Morgan Stanley analysts that was included in their research note.
"The price is double," the executive, identified only as Greg, said. "And we really just do not see the value we're getting out of those tools worth double."
The E3 version of Microsoft's 365 software suite costs about $34 per user a month. Adding Copilot AI features costs another $30 per user a month. For 500 employees, that would roughly add an extra $180,000 a year.
These new Microsoft tools are considered some of the premier examples of powerful artificial intelligence in action in the real world. Investors have bid up Microsoft and other big tech shares massively, betting that this product and similar offerings will catch on with paying customers.
If a large pharma company can't see $180,000 of value in these tools, that's a problem that should worry the entire tech industry.
Legal issues with AI meeting summaries
The 365 Copilot AI feature that the IT executive found more compelling was the ability to archive and summarize video meetings on Microsoft's Teams app. But he said his legal team was wary of retaining meeting transcripts, so the pharma company didn't use that feature.
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"What you're left with are tools that are along the lines of building ChatGPT instead of Word, which I think is marginally useful at best," the exec said. "Building a generative AI slide capability, which really is at the quality of middle school presentations at this point. And then Excel, which is, again, not really something that most people who use spreadsheets would think of using it."
He added that the company would consider adopting Office 365 Copilot for a subset of employees if it cost a fraction of its current price.
Microsoft must recoup big AI investments
The comments follow internal concerns at Microsoft about whether its AI services will create enough value to persuade corporate customers to pay more.
Wall Street is also wondering how Microsoft will recoup its massive AI spending. The company is amassing 1.8 million graphics processing units to build and run AI models and related products. It also has a plan to triple data-center capacity, mainly to handle AI workloads. Its capital expenditure hit a record $14 billion in the most recent quarter. A company spokesperson did not respond to a request for comment.
Microsoft is considering revamping the way it packages 365 software licenses like E3 to try to make more money from AI. The outcomes could include repackaging AI features into existing licenses or creating a more expensive bundle with Copilot AI capabilities, a person with direct knowledge of the plan said.
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Watch: Volkswagen is using AI to speed up and scale marketing, while also integrating ChatGPT into its vehicles, says CMO Susanne Franz
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August 6, 2024
S&P Global and Accenture Partner to Enable Customers and Employees to Harness the Full Potential of Generative AI
Organizations to launch generative ai learning program for s&p global’s workforce and enhance ai development and benchmarking to foster innovation in financial services.
NEW YORK; Aug. 6, 2024 – S&P Global (NYSE: SPGI) and Accenture (NYSE: ACN) have formed a strategic collaboration to fuel generative AI (gen AI) innovation across the financial services industry. The collaboration includes initiatives to empower customers and S&P Global’s workforce to adopt and innovate with gen AI at scale. S&P Global is equipping all 35,000 of its employees with the necessary skills to leverage this transformative technology through a comprehensive gen AI learning program that will be rolled out in August. The companies also plan to work together to enhance AI development and benchmarking solutions for the financial services industry.
The learning program will leverage services from Accenture LearnVantage , including curated and customized content to drive AI fluency for S&P Global’s workforce. It will help S&P Global effectively address the industry’s evolving talent requirements and empower employees at all levels to leverage the advantages of gen AI.
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Beyond the AI learning initiative, the companies also plan to enhance AI development and benchmarking throughout the financial services industry. The collaboration will bring together Accenture's Foundation Model Services , which help companies manage and scale large language models (LLMs), with S&P AI Benchmarks by Kensho , a solution that evaluates LLMs’ performance for financial and quantitative use cases. Customers can use Accenture’s proprietary gen AI “switchboard” to select and customize models based on the business context or use case, as well as its managed services for finetuning and prompt engineering. They will also have access to S&P AI Benchmarks to evaluate the AI model’s performance and ability to solve complex financial queries via S&P Global’s standardized and transparent third-party verification. This collaboration will enable banks, insurers, and capital markets firms to strengthen the performance and efficacy of their solutions while ensuring that responsible AI is built into every use.
“AI is for everyone, and at S&P Global, we want to empower our people and our customers to adopt, build and innovate with gen AI,” said Bhavesh Dayalji, S&P Global’s chief AI officer. “Gen AI will continue to transform the financial services industry, enhancing our day-to-day work and our customer interactions. We are partnering with Accenture to ensure that our people and our customers are not only prepared for the gen AI transformation, but are ready to lead it.”
"We are excited to work alongside S&P Global to deliver innovative solutions that will drive the future of gen AI learning and benchmarking,” said Lan Guan, chief AI officer, Accenture. “An AI-ready workforce that can effectively deploy and scale the technology simply does not exist today — it must be created. Leaders like S&P Global are taking the right steps to train and upskill their people and reinvent themselves for the era of gen AI.”
Forward-Looking Statements Except for the historical information and discussions contained herein, statements in this news release may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “may,” “will,” “should,” “likely,” “anticipates,” “aspires,” “expects,” “intends,” “plans,” “projects,” “believes,” “estimates,” “positioned,” “outlook,” “goal,” “target” and similar expressions are used to identify these forward-looking statements. These statements are not guarantees of future performance nor promises that goals or targets will be met, and involve a number of risks, uncertainties and other factors that are difficult to predict and could cause actual results to differ materially from those expressed or implied. These risks include, without limitation, that the collaboration might not achieve the anticipated benefits for Accenture, as well as the risks, uncertainties and other factors discussed under the “Risk Factors” heading in Accenture plc’s most recent Annual Report on Form 10-K and other documents filed with or furnished to the Securities and Exchange Commission. Statements in this news release speak only as of the date they were made, and Accenture undertakes no duty to update any forward-looking statements made in this news release or to conform such statements to actual results or changes in Accenture’s expectations.
About Accenture Accenture is a leading global professional services company that helps the world’s leading businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and enhance citizen services—creating tangible value at speed and scale. We are a talent- and innovation-led company with approximately 750,000 people serving clients in more than 120 countries. Technology is at the core of change today, and we are one of the world’s leaders in helping drive that change, with strong ecosystem relationships. We combine our strength in technology and leadership in cloud, data and AI with unmatched industry experience, functional expertise and global delivery capability. We are uniquely able to deliver tangible outcomes because of our broad range of services, solutions and assets across Strategy & Consulting, Technology, Operations, Industry X and Song. These capabilities, together with our culture of shared success and commitment to creating 360° value, enable us to help our clients reinvent and build trusted, lasting relationships. We measure our success by the 360° value we create for our clients, each other, our shareholders, partners and communities. Visit us at www.accenture.com .
About S&P Global S&P Global (NYSE: SPGI) provides essential intelligence. We enable governments, businesses and individuals with the right data, expertise and connected technology so that they can make decisions with conviction. From helping our customers assess new investments to guiding them through sustainability and energy transition across supply chains, we unlock new opportunities, solve challenges and accelerate progress for the world. S&P Global has been at the forefront of AI for the financial services industry since acquiring Kensho in 2018. Since then, the teams have worked closely together to deliver solutions for customers using Kensho’s core capabilities of machine learning, natural language processing, and data discovery. S&P Global aims to redefine the intelligence that powers global markets with AI, embracing the transformative potential of GenAI across the enterprise to drive innovation, speed up time to market, and build sophisticated, intuitive experiences for customers.
We are widely sought after by many of the world's leading organizations to provide credit ratings, benchmarks, analytics and workflow solutions in the global capital, commodity and automotive markets. With every one of our offerings, we help the world's leading organizations plan for tomorrow, today.
Contacts: Eric Becker Accenture +1 720 359 5434 [email protected] Roger Cabrera S&P Global [email protected] Copyright © 2024 Accenture. All rights reserved. Accenture and its logo are trademarks of Accenture.
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Press Release Details
Nvidia ai foundry builds custom llama 3.1 generative ai models for the world’s enterprises.
- Enterprises and Nations Can Now Build ‘Supermodels’ With NVIDIA AI Foundry Using Their Own Data Paired With Llama 3.1 405B and NVIDIA Nemotron Models
- NVIDIA AI Foundry Offers Comprehensive Generative AI Model Service Spanning Curation, Synthetic Data Generation, Fine-Tuning, Retrieval, Guardrails and Evaluation to Deploy Custom Llama 3.1 NVIDIA NIM Microservices With New NVIDIA NeMo Retriever Microservices for Accurate Responses
- Accenture First to Use New Service to Build Custom Llama 3.1 Models for Clients; Aramco, AT&T, Uber and Other Industry Leaders Among First to Access New Llama NVIDIA NIM Microservices
SANTA CLARA, Calif., July 23, 2024 (GLOBE NEWSWIRE) -- NVIDIA today announced a new NVIDIA AI Foundry service and NVIDIA NIM ™ inference microservices to supercharge generative AI for the world’s enterprises with the Llama 3.1 collection of openly available models, also introduced today.
With NVIDIA AI Foundry, enterprises and nations can now create custom “supermodels” for their domain-specific industry use cases using Llama 3.1 and NVIDIA software, computing and expertise. Enterprises can train these supermodels with proprietary data as well as synthetic data generated from Llama 3.1 405B and the NVIDIA Nemotron ™ Reward model.
NVIDIA AI Foundry is powered by the NVIDIA DGX™ Cloud AI platform, which is co-engineered with the world’s leading public clouds, to give enterprises significant compute resources that easily scale as AI demands change.
The new offerings come at a time when enterprises, as well as nations developing sovereign AI strategies, want to build custom large language models with domain-specific knowledge for generative AI applications that reflect their unique business or culture.
“Meta’s openly available Llama 3.1 models mark a pivotal moment for the adoption of generative AI within the world’s enterprises,” said Jensen Huang, founder and CEO of NVIDIA. “Llama 3.1 opens the floodgates for every enterprise and industry to build state-of-the-art generative AI applications. NVIDIA AI Foundry has integrated Llama 3.1 throughout and is ready to help enterprises build and deploy custom Llama supermodels.”
“The new Llama 3.1 models are a super-important step for open source AI,” said Mark Zuckerberg, founder and CEO of Meta. “With NVIDIA AI Foundry, companies can easily create and customize the state-of-the-art AI services people want and deploy them with NVIDIA NIM. I’m excited to get this in people’s hands.”
To supercharge enterprise deployments of Llama 3.1 models for production AI, NVIDIA NIM inference microservices for Llama 3.1 models are now available for download from ai.nvidia.com . NIM microservices are the fastest way to deploy Llama 3.1 models in production and power up to 2.5x higher throughput than running inference without NIM.
Enterprises can pair Llama 3.1 NIM microservices with new NVIDIA NeMo Retriever NIM microservices to create state-of-the-art retrieval pipelines for AI copilots, assistants and digital human avatars .
Accenture Pioneers Custom Llama Supermodels for Enterprises With AI Foundry Global professional services firm Accenture is first to adopt NVIDIA AI Foundry to build custom Llama 3.1 models using the Accenture AI Refinery™ framework, both for its own use as well as for clients seeking to deploy generative AI applications that reflect their culture, languages and industries.
“The world’s leading enterprises see how generative AI is transforming every industry and are eager to deploy applications powered by custom models,” said Julie Sweet, chair and CEO of Accenture. “Accenture has been working with NVIDIA NIM inference microservices for our internal AI applications, and now, using NVIDIA AI Foundry, we can help clients quickly create and deploy custom Llama 3.1 models to power transformative AI applications for their own business priorities.”
NVIDIA AI Foundry provides an end-to-end service for quickly building custom supermodels. It combines NVIDIA software, infrastructure and expertise with open community models, technology and support from the NVIDIA AI ecosystem.
With NVIDIA AI Foundry, enterprises can create custom models using Llama 3.1 models and the NVIDIA NeMo platform — including the NVIDIA Nemotron-4 340B Reward model, ranked first on the Hugging Face RewardBench .
Once custom models are created, enterprises can create NVIDIA NIM inference microservices to run them in production using their preferred MLOps and AIOps platforms on their preferred cloud platforms and NVIDIA-Certified Systems ™ from global server manufacturers.
NVIDIA AI Enterprise experts and global system integrator partners work with AI Foundry customers to accelerate the entire process, from development to deployment.
NVIDIA Nemotron Powers Advanced Model Customization Enterprises that need additional training data for creating a domain-specific model can use Llama 3.1 405B and Nemotron-4 340B together to generate synthetic data to boost model accuracy when creating custom Llama supermodels.
Customers that have their own training data can customize Llama 3.1 models with NVIDIA NeMo for domain-adaptive pretraining, or DAPT, to further increase model accuracy.
NVIDIA and Meta have also teamed to provide a distillation recipe for Llama 3.1 that developers can use to build smaller custom Llama 3.1 models for generative AI applications. This enables enterprises to run Llama-powered AI applications on a broader range of accelerated infrastructure, such as AI workstations and laptops.
Industry-Leading Enterprises Supercharge AI With NVIDIA and Llama Companies across healthcare, energy, financial services, retail, transportation and telecommunications are already working with NVIDIA NIM microservices for Llama. Among the first to access the new NIM microservices for Llama 3.1 are Aramco, AT&T and Uber.
Trained on over 16,000 NVIDIA H100 Tensor Core GPUs and optimized for NVIDIA accelerated computing and software — in the data center, in the cloud and locally on workstations with NVIDIA RTX ™ GPUs or PCs with GeForce RTX GPUs — the Llama 3.1 collection of multilingual LLMs is a collection of generative AI models in 8B-, 70B- and 405B-parameter sizes.
New NeMo Retriever RAG Microservices Boost Accuracy and Performance Using new NVIDIA NeMo Retriever NIM inference microservices for retrieval-augmented generation ( RAG ), organizations can enhance response accuracy when deploying customized Llama supermodels and Llama NIM microservices in production.
Combined with NVIDIA NIM inference microservices for Llama 3.1 405B, NeMo Retriever NIM microservices deliver the highest open and commercial text Q&A retrieval accuracy for RAG pipelines.
Enterprise Ecosystem Ready to Power Llama 3.1 and NeMo Retriever NIM Deployments Hundreds of NVIDIA NIM partners providing enterprise, data and infrastructure platforms can now integrate the new microservices in their AI solutions to supercharge generative AI for the NVIDIA community of more than 5 million developers and 19,000 startups.
Production support for Llama 3.1 NIM and NeMo Retriever NIM microservices is available through NVIDIA AI Enterprise . Members of the NVIDIA Developer Program will soon be able to access NIM microservices for free for research, development and testing on their preferred infrastructure.
About NVIDIA NVIDIA (NASDAQ: NVDA) is the world leader in accelerated computing.
For further information, contact: Natalie Hereth NVIDIA Corporation +1-360-581-1088 [email protected]
Certain statements in this press release including, but not limited to, statements as to: the benefits, impact, performance, features, and availability of NVIDIA’s products and technologies, including NVIDIA AI Foundry, NVIDIA Nemotron models, NVIDIA Nemotron-4 models, NVIDIA DGX Cloud, NVIDIA NeMo Retriever NIM microservices, NVIDIA NeMo platform, NVIDIA-Certified Systems, NVIDIA Tensor Core GPUs, NVIDIA RTX GPUs and GeForce RTX GPUs; third parties’ use or adoption of NVIDIA products, technologies and platforms, and the benefits and impacts thereof; our collaboration with third parties and the benefits and impacts thereof; Llama 3.1 opening the floodgates for every enterprise and industry to build state-of-the-art generative AI applications; and NVIDIA AI Foundry being ready to help enterprises build and deploy custom Llama supermodels are forward-looking statements that are subject to risks and uncertainties that could cause results to be materially different than expectations. Important factors that could cause actual results to differ materially include: global economic conditions; our reliance on third parties to manufacture, assemble, package and test our products; the impact of technological development and competition; development of new products and technologies or enhancements to our existing product and technologies; market acceptance of our products or our partners' products; design, manufacturing or software defects; changes in consumer preferences or demands; changes in industry standards and interfaces; unexpected loss of performance of our products or technologies when integrated into systems; as well as other factors detailed from time to time in the most recent reports NVIDIA files with the Securities and Exchange Commission, or SEC, including, but not limited to, its annual report on Form 10-K and quarterly reports on Form 10-Q. Copies of reports filed with the SEC are posted on the company's website and are available from NVIDIA without charge. These forward-looking statements are not guarantees of future performance and speak only as of the date hereof, and, except as required by law, NVIDIA disclaims any obligation to update these forward-looking statements to reflect future events or circumstances.
Many of the products and features described herein remain in various stages and will be offered on a when-and-if-available basis. The statements hereto are not intended to be, and should not be interpreted as a commitment, promise, or legal obligation, and the development, release, and timing of any features or functionalities described for our products is subject to change and remains at the sole discretion of NVIDIA. NVIDIA will have no liability for failure to deliver or delay in the delivery of any of the products, features or functions set forth herein.
© 2024 NVIDIA Corporation. All rights reserved. NVIDIA, the NVIDIA logo, DGX, NVIDIA Certified-Systems, NVIDIA Nemotron, NVIDIA NIM and NVIDIA RTX are trademarks and/or registered trademarks of NVIDIA Corporation in the U.S. and other countries. Other company and product names may be trademarks of the respective companies with which they are associated. Features, pricing, availability and specifications are subject to change without notice.
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/f5da35f5-cf1b-4848-8df8-0972343438af
NVIDIA AI Foundry for Custom Llama 3.1 Generative AI Models
![presentation service sector presentation service sector](https://ml.globenewswire.com/media/f5da35f5-cf1b-4848-8df8-0972343438af/medium/nvidia-ai-foundry-for-custom-llama-3-1-generative-ai-models.png)
NVIDIA announced a new NVIDIA AI Foundry service and NVIDIA NIM inference microservices to supercharge generative AI for the world’s enterprises with the Llama 3.1 collection of openly available models.
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The service export accounts for the major share of total exports from India, and it produces massive employment altogether. As a result, it prevails as the dominant sector in India's GDP. Hence India has an economic model where the prime focus is on the service sector. Examples of the service industry include fintech, healthcare, and tourism.
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5 Tertiary sector of the economy - Service sector 1 :In the United States 70 percent of the workforce works in the service sector; in Japan, 60 percent, and in Taiwan, 50 percent. These are not necessarily busboys and live-in maids. Many of them are in the professional category. They are earning as much as manufacturing workers, and often more."The Borderless World: Power and Strategy in the ...
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Presentation Transcript. The Services Sector The service sector is the main channel through which the primary and secondary sectors of the economy operate. Before the rebasing of the economy the sector was categorised into six different sub-sectors: Transport, storage and communications Wholesale, retail trade, restaurants and hotels Finance ...
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Business Unit Summary. Intel previously announced the implementation of an internal foundry operating model, which took effect in the first quarter of 2024 and created a foundry relationship between its Intel Products business (collectively CCG, DCAI and NEX) and its Intel Foundry business (including Foundry Technology Development, Foundry Manufacturing and Supply Chain, and Foundry Services ...
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The Unleashing AI Innovation in Financial Services Act, introduced by Sens. Martin Heinrich, D-N.M., and Mike Rounds, R-S.D., would establish guardrails at financial regulatory agencies ...
The company used Office 365 Copilot for 500 staff and compared it to middle-school presentations. Microsoft is mulling repackaging 365 licenses to better monetize AI features amid record spending.
The learning program will leverage services from Accenture LearnVantage, including curated and customized content to drive AI fluency for S&P Global's workforce.It will help S&P Global effectively address the industry's evolving talent requirements and empower employees at all levels to leverage the advantages of gen AI.
Enterprises and Nations Can Now Build 'Supermodels' With NVIDIA AI Foundry Using Their Own Data Paired With Llama 3.1 405B and NVIDIA Nemotron Models NVIDIA AI Foundry Offers Comprehensive Generative AI Model Service Spanning Curation, Synthetic Data Generation, Fine-Tuning, Retrieval, Guardrails and Evaluation to Deploy Custom Llama 3.1 NVIDIA NIM Microservices With New NVIDIA NeMo ...
For complete information about, and access to, our official publications and services, go to ... (FDA or Agency) is announcing the availability of a final guidance for industry entitled "Optimizing the Dosage of Human Prescription Drugs and Biological Products for the Treatment of Oncologic Diseases." This guidance is intended to assist ...
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Korolyov or Korolev (Russian: Королёв, IPA: [kərɐˈlʲɵf]) is an industrial city in Moscow Oblast, Russia, well known as the cradle of Soviet and Russian space exploration.As of the 2010 Census, its population was 183,402, the largest as a science city. As of 2018, the population was more than 222,000 people. It was known as Kaliningrad (Калинингра́д) from 1938 to 1996 ...
Korolyov or Korolev (Russian: Королёв, IPA: [kərɐˈlʲɵf]) is an industrial city in Moscow Oblast, Russia.It is well known as the cradle of Soviet and Russian space exploration.As of the 2010 Census, its population was 183,402, the largest as a science city. As of 2018, the population is more than 222,000 people. It was known as Kaliningrad (Калинингра́д) from 1938 to 1996.