DWIGHT HUTCHINS | MASATAKA ISHIKAWA | MICHAEL DENG | MICHAEL REHFELD OPPORTUNITY OF A LIFETIME $4 TRILLION IN NEW SPENDING AND 400 MILLION FIRST-TIME AND UPGRADING CONSUMERS ARE UP FOR GRABS IN ASIA’S EMERGING ECONOMIES.1 NEW DIGITAL CAPABILITIES ARE REQUIRED FOR MULTINATIONAL CONSUMER PACKAGED GOODS (CPG) COMPANIES SEEKING NEW GROWTH. 2 | LIVE THE GROWTH DREAM IN ASIA Growth across the consumer goods industry is increasingly elusive, falling from over 10 percent globally in 2011 to less than 1 percent in 2016.2 Multinational CPG companies are desperate for new growth opportunities. Many are eyeing emerging markets in China, India, Indonesia, the Philippines, Vietnam and Thailand. However, these markets are difficult to penetrate. Advertising reaches only half of CPG companies’ target audiences, and their products are in about 10 to 20 percent of the 25 million stores that serve them.3 Traditional trade—mom-and-pop stores—dominates retail with 84 percent of sales in Indonesia, 72 percent in the Philippines, and 55 percent in Thailand.4 In many cases, the correct addresses of these stores are unknown. Distribution networks outside the cities are undeveloped. The company that reaches and engages these missed consumers—and gets their products on more shelves—will capture disproportionate growth. There is massive room for using digital to capture growth in Asia’s emerging markets by connecting with consumers and shops that were previously unreachable. To succeed, CPG companies will need to rebuild their value chains based on Asian characteristics. 3 | LIVE THE GROWTH DREAM IN ASIA FROM MASS MARKETING TO Companies can reach new consumers by rethinking marketing strategies to improve awareness and engagement. Asian consumers enthusiastically gather and evaluate information before making a purchase. Digital is already the main channel for comparing purchases (Figure 1). FIGURE 1 Digital channels are dominant for product evaluation Primary channel to learn about and evaluate brands and products: percent using digital channels 67 CHINA 70 71 INDIA INDONESIA Source: Accenture Global Consumer Pulse Research 2016. 4 | LIVE THE GROWTH DREAM IN ASIA Even so, CPG companies spend 70 percent or more of their media budget in Asia on television advertising.5 The disconnect is striking. CPG companies have been chasing diminishing returns in TV advertising for years, wasting effort in pursuit of incremental reach. Our client experience suggests that even if companies spent 10 times more on television in Asia’s emerging markets, most would reach only 1 percent more consumers. Increasingly, our client experience suggests that digital marketing can help reach and engage 60 to 70 percent of new consumers for the same cost. Instead of broadcasting generic messages to millions, companies can develop one-to-one interactions with consumers in the moment. Mobile phone penetration in Asia is so strong that companies delivering direct marketing in countries like Indonesia can reach 90 percent of consumer spend.6 The connection is immediate, individual and intense. Accenture Strategy analysis makes a compelling case for cutting television spend up to 50 percent.7 Television savings can be redirected to innovative digital marketing tactics—such as social media marketing, gamification and augmented reality—to better engage consumers. 5 | LIVE THE GROWTH DREAM IN ASIA NEW CUSTOMER TOUCHPOINTS With yesterday’s marketing declining in effectiveness, CPG companies can use digital to acquire customers through direct channels. E-commerce is skyrocketing in Asian economies. Accenture research suggests that APAC retail will exceed $10 trillion by 2018 with e-commerce accounting for $2.5 trillion.9 Leading e-commerce players including Alibaba (China), Flipkart (India), and Lazada (Southeast Asia), are expanding in each country. In China, Procter & Gamble (P&G) turned to partners to expand e-commerce and drive sales growth. The partnership includes merchandising, digital marketing and brand building on their platform. Online sales are on pace to reach 20 percent of business, passing $1 billion in 2017.10 Dole’s innovative digital marketing campaign to increase awareness and sales of fruit cocktail in the Philippines in the run-up to Christmas is a vivid example. Dole developed messages and creative, and defined impression and engagement goals, geolocation and budget. Artificial intelligence did the rest, rapidly testing and optimizing marketing messages based on incoming campaign data. Dole saw temporary shortages in some stores early on, an 87 percent increase in sales, and 12 times the consumer engagement on social media.8 THE EVOLUTION OF CONSUMERS IN ASIA YESTERDAY’S CONSUMERS TODAY’S CONSUMERS Consumers selected and purchased Consumers rely on digital channels to the item that was “closest” to what research and compare many products they wanted from among the products in advance of going shopping. This available in the store. Decisions way, they can purchase the product happened in the moment, which made that matches exactly what they packaging, labeling, in-store promotion want. Decisions happen long before and positioning vital to sales. consumers even walk into a store. 6 | LIVE THE GROWTH DREAM IN ASIA GETTING INTO While e-commerce is growing fast, most new consumer spending in Asia’s emerging markets is still with mom-and-pop outlets. To capture enough scale for sustainable growth from new consumers, a two to fivefold increase in coverage of these small stores is needed. This is a big challenge. Industry players lack the reach and relationships with locals to increase shelf space, and in turn, grow brand awareness and consumer purchasing. Locals are served through multi-tiered distribution networks of third parties. Their interest is selling any product fast, not your product first. These many layers block trade promotions and incentives from reaching small retailers—or their shoppers. Digital marketing and distribution tools can help CPG companies build relationships with outlets to grow consumer preference and compete against local brands that dominate shelves. For example, digital trade incentives establish a more efficient and direct way to motivate momand-pops to stock products by channeling trade spend directly to them. This creates an effective pull matching the push created by the distributor sales force. 7 | LIVE THE GROWTH DREAM IN ASIA Sales forces desperately need digital transformation. It is impossible for sales representatives to cover the more than 25 million shops spread across Asia using yesterday’s tactics. Digital capabilities, from mobile phones to sophisticated software platforms, can extend companies’ reach and productivity. CPG companies can connect regularly and more often with stores using mobiles, informing shopkeepers about new products and promotions to complement in-person visits. Sales force automation services SALES FORCES DESPERATELY NEED DIGITAL TRANSFORMATION. improve route optimization, in-field execution, trade spend performance, inventory visibility and more. Some of the world’s largest CPG companies use distributor management and sales force automation solutions to improve route-to-market performance. These services help thousands of sales representatives maximize time spent calling on millions of outlets, driving billions in sales.11 8 | LIVE THE GROWTH DREAM IN ASIA LAST MILE DISTRIBUTION ECOSYSTEM CPG companies need to build ecosystems that reflect the unique qualities of the existing distribution systems in the country, and the area, that they are entering. In China, leading Internet players, together with major Chinese distributors, built a distribution system network to automatically optimize truck and warehouse operations in real time. It processes about 70 percent of Chinese domestic distribution transactions, including $17 billion during THROUGH PARTNERSHIPS, CPG COMPANIES CAN REALIZE SPEEDY, SMALL CARGO DELIVERY IN URBAN AREAS. the November 11 Singles Day event. Distribution networks in Thailand, Malaysia, and urban areas of other Asian countries struggle with traffic jams and a lack of delivery workers. Startups are introducing solutions—such as motorcycle taxi delivery, neighbor agents and smart lockers. Through partnerships, CPG companies can realize speedy, small cargo delivery in urban areas. 9 | LIVE THE GROWTH DREAM IN ASIA MAKE THE DREAM A REALITY CPG companies have a unique opportunity to build lifelong relationships with new consumers and shops in Asia’s emerging markets.  AMP UP SMART DIGITAL FOR BETTER REACH AND ENGAGEMENT Good digital investments take serious thought. Get creative about using digital to put products in front of consumers by going beyond moving TV ads to Facebook. Engage in social listening, create social communities, and start consumer dialogues to discover which approaches resonate. Experiment with e-commerce lessons learned from China.  EXPERIMENT AND REFINE CONSTANTLY Multiplying presence in mom-and-pop outlets is uncharted territory. CPG companies need flexibility to experiment for better outcomes. Analytics tools are invaluable here, giving decision makers the consumer, retailer and sales force insight to fuel test-learn-tweak approaches from marketing messaging to sales force evaluation and route planning. 10 | LIVE THE GROWTH DREAM IN ASIA  ELEVATE IN-HOUSE DIGITAL In too many CPG companies, digital customer and retail in markets is a nights-and-weekends job performed by a small group of junior staff with overstretched regional support. Delivering the digital transformation needed in emerging Asian markets requires much more. JUST FIVE YEARS AGO it would have been impossible to reach this massive new consumer spend. By using digital, and rebuilding the value chain based on Asian characteristics, multinational CPG companies can outperform the market and reignite profitable growth. The key is to make a move before the competition does. 11 | LIVE THE GROWTH DREAM IN ASIA JOIN THE CONVERSATION @AccentureStrat www.linkedin.com/company/accenture-strategy CONTACT THE AUTHORS Dwight Hutchins Singapore dwight.n.hutchins@accenture.com Masataka Ishikawa Tokyo, Japan masataka.ishikawa@accenture.com Michael Deng Shanghai, China michael.nie.deng@accenture.com Michael Rehfeld Singapore michael.rehfeld@accenture.com CONTRIBUTORS Harini Mohan Bengaluru, India harini.mohan@accenture.com Tim Yoon Singapore tim.yoon@accenture.com 12 | LIVE THE GROWTH DREAM IN ASIA NOTES ABOUT ACCENTURE Accenture Strategy estimates based on Accenture is a leading global professional services insights from market analysis. company, providing a broad range of services and Accenture Strategy analysis based on solutions in strategy, consulting, digital, technology data from Euromonitor International 2016. and operations. Combining unmatched experience Accenture Strategy analysis based on and specialized skills across more than 40 industries client experience. and all business functions—underpinned by the 4 Euromonitor International 2014. world’s largest delivery network—Accenture works 5 Accenture Strategy analysis based on data at the intersection of business and technology to from eMarketer. help clients improve their performance and create Accenture Strategy analysis based on sustainable value for their stakeholders. With more client experience. than 425,000 people serving clients in more than Accenture Strategy analysis of Accenture Media 120 countries, Accenture drives innovation to Audit database of $40 billion in spend. improve the way the world works and lives. Matthew Miller, “How an AI caused a fruit-cocktail Visit us at www.accenture.com. 1 2 3 6 7 8 sellout for Dole,” Campaign Asia, April 26, 2017. 9 Accenture Strategy analysis based on data from ABOUT ACCENTURE STRATEGY Accenture’s Digital Commerce research 2016. Accenture Strategy operates at the intersection Demitrios Kalogeropoulos, “How Procter & Gamble of business and technology. We bring together Co. is tackling the e-commerce threat,” January 25, our capabilities in business, technology, operations 2017, retrieved on September 22, 2017. and function strategy to help our clients envision Accenture Strategy insights based on and execute industry-specific strategies that client experience. support enterprise-wide transformation. Our 10 11 focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership helps drive both efficiencies and growth. For more information, follow @AccentureStrat or visit www.accenture.com/strategy. Copyright © 2017 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks. Example of an Information Rich PowerPoint Project Prof. R. Simeon Entrepreneurial Developments in the MENA Region Overview ▫ Intro to the MENA Region ▫ Historical Developments ▫ Regional Characteristics ▫ Main Countries Affected by Entrepreneurship Developed ▫ Significant Developments ▫ Highlights of Companies/Organizations ▫ Future Issues in the MENA Region Algeria Bahrain Djibouti Egypt Iran Iraq Israel Jordan Kuwait Lebanon Libya Malta Morocco Oman Qatar Saudi Arabia Syria Tunisia UAE West Bank Gaza Yemen Introduction to the MENA Region MENA is an acronym referring to the Middle East and North Africa. The MENA region stretches from Morocco to Iran. It is relatively synonymous with the term the Greater Middle East. It carries a population of 381 million people (6% of the world population). The vast majority of this population live in middle-income countries. The MENA region carries 60% of the world’s oil reserves and 45% of the world’s natural gas reserves. 8 of the 12 OPEC nations are within the MENA region. Historical Developments Throughout history there has been civil instability in the area that have been extremely publicized in the media, attracting attention worldwide. Israeli-Palestinian conflict: Key issues revolve around borders, control of Jerusalem, Israeli settlements, and more importantly, cultural and religious interests. U.S. Invasion of Iraq in 2003: Iran-Saudi Arabia proxy conflict: Rise in terrorism: Traced back to the Iranian revolution, both countries have long supported different militaries since the Cold War and, more recently, the Lebanese Civil War. Carried over from the War in Afghanistan, the invasion-Operation Enduring Freedom- had the mission to “disarm Iraq of weapons of mass destruction, to end Saddam Hussein’s support for terrorism, and to free the Iraqi people.” - President George W. Bush After the terrorist attacks of 9/11, the Bush Administration declared its War on Terror, invading Afghanistan to take down the Taliban Regime, in 2001. Rise of ISIS: Originated from Jama'at al-Tawhid wal-Jihad in 1999 (ISIS since 2014) pledged allegiance to al-Qaeda. It identifies its leader, Abu Bakr al-Baghdadi, as a caliphate, claiming religious, political and military authority over all Muslims worldwide. Historical Developments Arab Spring A revolutionary wave of violent and nonviolent protests, riots, coups, and civil wars throughout the MENA region. “The people want to bring down the regime.” - Protesters Syrian Civil War Iraq Civil War Ongoing conflict, as ISIS conquered major areas in northern Iraq. The U.S., Australia, France, and the UK send essentials via airdrops and soldiers to help the Iraqi people.The world, realizing it underestimated ISIS as they use social media to generate fear. A multi-sided armed conflict resulting from protests calling for the removal of President Bashar al-Assad during the Arab Spring. Violent government response lead to many armed groups fighting and displacing over 6M people. Yemeni Civil War Ongoing conflict as two groups want control of the government. Many organizations and countries have called for ceasefires as over 3M people have been displaced. Multiple ceasefires have since occurred with months of negotiations, but an agreement has yet to be reached. Libyan Civil War Ongoing conflict, stemming from the Arab Spring. After death of Muammar Gaddafi, government control is unclear. The economy is shook as oil industry collapsed with most of its facilities blocked or damaged by rival groups. S.W.O.T. “The Middle East and North Africa (MENA) region is in turmoil.” Syria, Iraq, Libya and Yemen are all in civil war. This has led to extreme loss of lives and physical infrastructure. There is a refugee crisis, as 15 Million have fled to already economically-strained surrounding countries. All Middle Eastern countries have experienced high youth unemployment. Gaza carries the highest total unemployment rate in the world, with GDP at 40% of its potential. - The World Bank Oil prices dropped below $28 per barrel, January 2016. This was a more than 60% decrease since June 2014. “...the scale of the oil price collapse is such that many economies are facing significant deficits which have to be financed by drawing on reserves or debt issuance.” - Giyas Gökkent Senior Economist Institute of International Finance S.W.O.T. Within the Arab countries populations, 60% of the population is under 25 years old. The median age is 22, compared to a global median age of 28. The Middle East has also sustained remarkably high education enrollment rates. Education is nearly universal at the primary level, following an estimated 70% enrollment at the secondary level. Political developments seen in Jordan, Tunisia and Morocco have shown that engagement in policymaking has increased. Jordan First (below), for example, promotes the concept of a modern democratic state. The (above) figure shows supporters of Nidaa Tounes celebrating after the first results following the second round of the country’s first free presidential election on Dec. 21, 2014 in Tunis. Regional Characteristics Homogenous Culture Trade Links Corruption Natural Resources “After decades of corrupt and repressive rule, citizens in these states are facing brutal and ineffective security forces, habitually divisive and confrontational politics, and a lack of productive avenues through which to lodge their grievances and assert their rights.” Vanessa Tucker Director of Freedom House International Relations Main Countries Affected by Entrepreneurship Development ● ● Kingdom of Saudi Arabia 46% Population of 28 million GDP Composition: Agriculture: 2.3% Industry: Services: 51.8% ● Labor Force of 11.67 million (about 80% non-national) Pro Huge increase in entrepreneurship and startups, many startup communities to foster new entrepreneurs. Gender inequality in labor force is disappearing. Saudi Arabia’s Capital City of Riyadh Con Poor economic growth due to heavy reliance on oil prices, reduced government spending and subsidy cuts. ● ● Population of 34 million GDP Composition: Agriculture: 14.5% Morocco Industry: 29.2% ● Services: 56.3% Labor Force: 12.04 million Pro Universities are creating business and entrepreneurship majors, the government modernizing the administrative procedures and aspects for entrepreneurs, events and conferences are being organized and sponsored. Con Lack of support, experts and mentors that could support entrepreneurs Morocco’s Capital City of Rabat ● ● Population of 83 million GDP Composition Agriculture: 9.2% Iran Industry: 38.8% ● Services: 51.9% Labor Force of 29.07 million Iran’s Capital City of Tehran Pro $400 billion economy, second largest in the Middle East next to Saudi Arabia. Highly educated population with strength in the tech field. Con Lack of foreign investors, driven away by the fear of past obstacles, such as a lack of transparency and outdated legal and auditing practices. Shortage of skilled labor. ● ● 4.2% Jordan 29.6% Population of 8 million GDP Composition: Agriculture: Industry: Services: 66.2% ● Labor Force of 2.055 million Pro Jordan reduced its minimum capital requirement for starting a business by more than 96% in 2008. Con Establishing a business requires ten procedures, lack of venture capital, financial institutions are somewhat risk-averse. Jordan’s Capital City of Amman ● ● Population of 6 million GDP Composition: Agriculture: 5.6% Lebanon Industry: 24.9% ● Services: 69.5% Labor Force of 1.6 million Pro Extremely startup friendly, Central Bank of Lebanon launched an initiative to encourage commercial banks to invest in startups directly. Many entrepreneur forums such as Lebanon for Entrepreneurs and ArabNet Con High number of entrepreneurs Lebanon’s Capital City of Beirut ● ● Population of 94 million GDP Composition: Agriculture: 11.2% Egypt Industry: 36.3% ● Services: 52.5% Labor Force of 31.14 million Pro Young Tech-savvy population with increasing interest in starting their own business. Education system introducing entrepreneurship to the people. Con Slow and complicated business registration system, poor contract enforcement, and high taxation. Egypt’s capital city of Cairo ● United Arab Emirates ● 0.8% 46.9% Population of 9 million (only 15% are nationals) GDP Composition: Agriculture: Industry: Services: 52.3% ● Labor Force: 5.087 million (85% are expatriates) Pro Dubai’s ruler and Vice President recently set up a $544 million fund to help entrepreneurs. Laws are supportive of entrepreneurship. Multicultural society with countless firms. Con Extremely competitive environment for entrepreneurs. UAE’s Capital City of Abu Dhabi Significant Developments ● Professionals believe the MENA job market is picking up 63% ● Top Industries perceived to be employing most talent by employees are: ○ Oil and Gas 30% ○ IT and Telecom 24% ○ Hospitality 8% ○ Education 8% ○ Healthcare 7% ● Misalignment of education and employment ● Top 6 departments with highest shortage of skills: HR, IT, Engineering, Marketing, Sales and Finance Organization Highlights Souq.com was founded in 2005 by Ronaldo Mouchawar alongside Jabbar Internet Group’s Samih Toukan and Hussam Khoury. Billed as being the ‘Amazon of the Middle East’, Souq.com operates both as a retail site and as a marketplace for third party sellers. It features more than 600,000 products and attracts over 24 million visits per month. The company now has over 2,000 employees across operations, customer service and logistics. Souq.com also emerged as the second most searched for brand in 2014 in the United Arab Emirates, according to Google. Ronaldo Mouchawar, Founder of Souq.com Organization Highlights In a society with both tradition and laws restricting women from the workplace, Khalid Al Khudair, through his company Glowork, has sought to connect them with jobs. The site now boasts a database of over 1.2 million Saudi women and has connected thousands with jobs. Organization Highlights Ralph R. Debbas founded W Motors, the Arab world’s first manufacturer of high performance luxury sport cars in Lebanon in 2012, before moving the company to Dubai a year later. W Motor’s first vehicle, the $3.4 million Lykan HyperSport was the most expensive car to feature in the Fast and Furious franchise, with its appearance in the latest film. Future of the MENA Region - More Political Accountability: political competition including broad based political parties, adequate transparency, regulation of party financing, disclosure of parliamentary votes, etc. Checks and Balances: ensuring separation of powers like an independent and effective judiciary, legislative oversight via parliaments with independent oversight institutions like Supreme Audit Institutions and Anti-Corruption Agencies Robust Civil Society and Media: Freedom of expression and open media with civil society organizations monitoring public and private agencies and citizens’ feedback via report cards and surveys Effective Public Sector Management: strong and results-oriented public administration, ethical leadership and safeguards concerning assets, conflict of interest rules, effective financial management, procurement, and regulatory agencies Social Sector Service Delivery: improve better service quality and delivery Public Investment Management: must be strengthened to increase execution rate of investment budgets Strengthen Social Accountability: Engage in both supply and demand to ensure that enhancing public engagements lead to long-lasting results ▫ ▫ ▫ References ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ http://www.youthpolicy.org/mappings/regionalyouthscenes/mena/facts/ http://knowledge.wharton.upenn.edu/article/how-low-oil-prices-are-batteringthe-mena-region/ http://documents.worldbank.org/curated/en/567541468275942178/pdf/90142 0BRI0Box30coll0KNOWLEDGE0NOTES.pdf http://al-bab.com/albab-orig/albab/arab/econ/suleiman.htm https://www.entrepreneur.com/article/284540 https://www.bayt.com/en/research-report-17482/ https://www.entrepreneur.com/article/245762 http://www.international.gc.ca/name-anmo/peace_processprocessus_paix/canadian_policy-politique_canadienne.aspx?lang=eng http://www.nytimes.com/2009/11/29/world/asia/29torabora.html?_r=1 http://www.independent.co.uk/news/world/middle-east/prince-mohammedbin-salman-naive-arrogant-saudi-prince-is-playing-with-fire-a6804481.html http://www.huffingtonpost.com/dr-yousaf-butt-/saudi-wahhabism-islamterrorism_b_6501916.html https://georgewbushwhitehouse.archives.gov/news/releases/2003/03/20030322.html https://fas.org/sgp/crs/natsec/RS21405.pdf http://www.bbc.com/news/world-middle-east-29052144 http://www.nybooks.com/articles/2016/06/23/how-to-understand-isis/ http://www.huffingtonpost.com/uriel-abulof/what-is-the-arab-thirdes_b_832628.html ▫ ▫ ▫ ▫ References ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ http://www.middleeasteye.net/news/yemen-s-arab-winter-1470341500 http://www.cbsnews.com/news/syria-crackdown-has-killed-5000-people-unsays/ http://www.nytimes.com/2015/10/13/world/middleeast/syria-russiaairstrikes.html?_r=1 http://www.bbc.co.uk/news/resources/idt-841ebc3a-1be9-493b-88002c04890e8fc9 https://www.washingtonpost.com/news/worldviews/wp/2014/08/08/whenobama-talks-about-iraq-his-use-of-the-word-genocide-is-vital/ http://www.bbc.com/news/world-middle-east-29003321 http://www.nytimes.com/2014/06/16/world/middleeast/iraq.html?_r=0 https://www.eia.gov/beta/international/analysis_includes/countries_long/Libya /libya.pdf https://web.archive.org/web/20150320232806/http://www.conflictnews.com/libyas-second-civil-war-how-did-it-come-to-this/ http://in.reuters.com/article/yemen-security-china-idINKBN0MY0LV20150407 https://www.icrc.org/en/document/yemen-humanitarian-pause https://www.theguardian.com/australia-news/2015/apr/12/australia-calls-foryemen-ceasefire-on-eve-of-julie-bishops-visit-to-iran http://en.abna24.com/service/middle-east-westasia/archive/2015/06/19/696106/story.html http://www.cfr.org/yemen/yemen-crisis/p36488 https://www.foreignaffairs.com/articles/middle-east/2015-03-25/houthi-who https://refugeesmigrants.un.org/more-3-million-displaced-yemen%E2%80%93-joint-un-agency-report Article Evaluation: Step 1 You will be given a number of articles on llean about developments in various emerging markets. The articles will all be in a folder on learn. You choose the article that most interests you. Your assignment is to create an Information Rich PowerPoint slide presentation for one of the articles. There should be a minimum of 12 slides for the article reviewed. Article Evaluation: Step 2 The articles contain most of the information you will need but feel free to add some graphics and any additional helpful information. Since these slides are not for presentation but for documentation, they should be "information rich" and nicely designed. \An example of an Information-Rich PowerPoint is already in the Ilearn folder "class Materials".
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