Kibblewick: Business Case for a Sydney Warehouse
Business case presentation: options, costs, benefits, ask
A business case presentation has to prove to a board that the problem is real, that the recommended option beats the alternatives on the numbers, and when the money comes back. Kibblewick, an invented online pet supplies retailer in Brisbane, asks for $2.4M and a five year lease to open a Sydney warehouse, compares it with outsourcing and doing nothing in Sydney, and shows breakeven in year four.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- States the investment and the recommendation up front, because the board reads the cover first.
- Slide 2intro
- The problem the investment solves, in the numbers that cost the business money today.
- Slide 3comparison
- Three options compared side by side, including doing more in Brisbane, so the choice is visible.
- Slide 4metrics
- Costs and benefits of the recommended option over five years, line by line, in thousands of dollars.
- Slide 5metrics
- Cumulative cash flow for the two real options, showing where each breaks even.
- Slide 6metrics
- The four numbers the decision rests on, in the order a board asks for them.
- Slide 7framework
- The risks on a likelihood and impact grid, each with the response, so the board sees what could go wrong.
- Slide 8timeline
- How the warehouse gets from approval to its first parcel, in four dated stages.
- Slide 9checklist
- The conditions the recommendation depends on, which become the measures reported after go live.
- Slide 10closing
- Closes on the recommendation and the exact decision the board is asked to make.
Slide by slide
Slide one states the investment and the five year return. Slide two sets out the problem. Slide three compares three options: own warehouse, outsource and grow Brisbane. Slide four is the five year table for the recommended option, netting to $1,200K. Slide five charts cumulative cash flow for the two real options. Slide six gives four headline numbers. Slide seven places five risks on a likelihood and impact grid. Slide eight shows the path from signing the lease in April to the first Sydney orders in September 2027. Slide nine lists five conditions to report on, including a year three break clause. Slide ten states the recommendation and the exact decision.
How to adapt this deck
A business case for software or a system replacement should swap the warehouse lines for licences, implementation and staff time saved, and add a slide on what happens to the old system. A case going to a lender rather than a board should add a cash flow by month for the first year, since lenders care most about the period before benefits arrive. If the options are close on the numbers, add a weighted scoring slide for the things money does not capture, such as control or customer experience.
What business case guidance says
The NSW Government Business Case Guidelines set out when a business case is needed and what it should contain, scaled to the size and risk of the proposal. HM Treasury's Green Book describes appraisal as assessing the costs, benefits and risks of different options for achieving an objective. Both start from a clear problem and a genuine comparison of options, which is the shape this deck follows before it reaches the recommendation.
What makes this deck work
The problem is priced first
Slide two puts the cost of doing nothing in numbers: 38 percent of orders, about 318,000 a year, go to New South Wales at $4.10 more freight each, about $1.3M a year. That $1.3M reappears as the freight saving line in the table on slide four, so the benefit traces back to the problem.
Two options share one chart
The line chart on slide five plots cumulative cash for owning the warehouse and for outsourcing. Owning starts $2.4M down and ends year five at $1,200K; outsourcing starts shallower but ends at $300K. The board sees the trade between early risk and later return in one picture.
Every headline number can be checked
Slide six gives payback of 3.8 years: cumulative cash is minus $700K at the end of year three and year four adds $900K. Net present value at 10 percent is $0.2M, and the slide says it is sensitive to the sales assumption, which the conditions on slide nine then track.
Questions people ask
What goes in a business case presentation?
The problem and its cost, the options considered including doing nothing, costs and benefits over a defined period, cash flow to breakeven, headline measures such as payback and net present value, risks, the delivery plan, conditions to monitor and the recommendation. Ten slides is enough for a board.
How many options should a business case compare?
Usually three: the recommended option, a credible alternative and the do nothing or minimum change option. Fewer looks like the answer was chosen first; more makes the comparison hard to follow. Cost each one over the same period so the numbers compare like with like.
How do I show breakeven in a business case presentation?
Plot cumulative net cash flow by year, starting from the up front investment, and show where the line crosses zero. Put the payback period in the description. Showing a second option on the same chart lets the board compare early risk and later return at a glance.
Should a business case include net present value?
Include it for any investment over several years, and state the discount rate. Show the undiscounted total too, because many board members think in cash. If net present value is small relative to the investment, say which assumption it depends on most.
How do I present risks in a business case?
Place them on a likelihood and impact grid with a response for each group, and link the biggest ones to conditions you will report on. A break clause or staged commitment, like the year three lease break here, shows the board how the downside is limited.
Can finance edit the cash flow chart in PowerPoint?
Yes. The editable PPTX export turns line and bar charts into native PowerPoint charts with their data, so finance can change the values directly. Tables become native tables too. PowerPoint exports are on paid plans, while a PDF export of the whole deck costs about 1 credit per 10 slides.
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