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Mendez aimed to raise the visibility of his organization and garner support from the senior management team The recession that was in full swing when he joined the company actually proved an advantage Sometimes it takes a shrinking economy to get the CEO to focus on the supply chain, he said Catastrophe can be a catalyst Why not leverage this fact to get what you need He quantified the financial benefits an upgraded supply chain would deliver to the company and its shareholders Then he developed a clear roadmap for getting there Mendez s roadmap included a fundamental overhaul of the supply chain processes and organization We had a lot to do, he noted The plan we put in place was iterative It allowed us to prioritize, get some initial wins, [and] then justify the resources it would take to execute the next step of the plan.

Citigroup Valuation Multistage Growth Scenario: Growth Rate Declining from 14.5 percent to 5 percent, Value $66.13

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Streaming media, as a communications technology, is potentially very democratizing, because it allows greater access and participation than existing global mass media does. This will tend to allow orthodoxies to be challenged. However, the cost of streaming media access technology, for both consumers and content producers, is still far beyond the means of most people in the Third World, the majority of whom, as I am fond of reminding the reader, have never even made a phone call. This cost will still act as an almost impenetrably high barrier to the majority of the earth s citizens. On the other hand, in regions of high illiteracy, audiovisual information is perhaps the most effective means of education and this is where the cost saving associated with compressed streaming media might help spread democratic thought, rather than stifle it.

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palmOne had a weak demand-management process, making it difficult to see the level of activity within the sales channel Decisions to build product were based on inaccurate forecasts rather than on current market activity Manufacturing and material costs were high relative to those of other consumer electronics companies Relationships with key suppliers and customers were strained And the company used four different service providers to repair returned units, resulting in few economies of scale, a high repair cost per unit, and a highly complex returns-management process Still, Mendez didn t own all the core supply chain processes Product groups were responsible for demand management Repair and support were managed on a regional basis within the sales organization The company had always focused on the supply part of the supply chain, says Mendez They weren t used to thinking of an end-to-end process.

It is our belief that the 14.5 percent consensus analyst expectation of earnings growth for Citigroup is too high. It is unreasonable to expect that a company with revenues of over $100 billion can continue to grow consistently at double-digit rates. Let s look at what happens to the intrinsic value of Citigroup when its growth rate decreases. Assume that Citigroup s growth rate lives up to the 14.5-percent growth expectation this year, and then declines by 1 percent per year over the excess return period. How do we handle this type of multistage growth rate The ValuePro 2002 custom valuation input screen (Exhibit 8-6) permits an investor to change assumptions on a yearly basis for growth rates, NOPMs, new investment and depreciation rates, income tax rates, incremental working capital rates, and WACC rates. When we reduced the 14.5 percent growth assumption by 1 percent per year in the growth rate column for years 2 9, and to 5 percent for the growth rate in year

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