Speaking business wise? This is an area where nVidia has humiliated everyone else in the sector driving most of them out of business.
If you start with the history of nVidia you can cover how they built the business model almost entirely on R&D- they have no fab plants, they produce no memory or boards. They acquire the useage of a third party to fab their chips, purchase memory from third parties and have OEMs produce the boards and allow them to market them at will. This leaves them without large inventory concerns, although keeping the chain flowing properly can be extremely difficult(too much supply you devalue your product, too little you reduce your potential sales). The way they have built their business reduces overhead considerably and allows them to focus their efforts on the R&D end.
You can also cover how they are a company that used a very small niche market(gamers) to gain entry into the lucrative OEM PC business. At the time they did this by offering an all in one solution that handled 3D and 2D in a way which the other companies were neglecting(the TNT was their breakthrough part, GeForce solidified them as the dominant player). During that time era ATi outsold them by an enormous margin, but nV's superior business model allowed them to crush both ATi and 3dfx who were going about things all wrong(ATi has since realized this). nV can deal directly with PC OEMs promoting their parts building business for their OEMs who can then tailor make boards to suit a particular builders needs- nV doesn't have to worry about nigh redundant SKUs while their smaller partners can land highly lucrative contracts by making a few alterations to their parts(this is how ATi handles things now also, but nV was right in assuming that this was the long term best solution).
Then there was the XBox deal. nVidia already had one console go horribly wrong for them(the Sega Saturn and the NV1- they bet on quads being the key geometric primitive instead of polygons- obviously they got that one wrong
) but they managed to utilize the R&D funding for the XBox, a bill footed by MS, to launch themselves into the chipset category which they have clearly been excelling at(another area ATi is following them in). Currently they have, in a sense, landed the ultimate contract for a business of their type- the PS3. Instead of having to worry about keeping a smooth running supply line, they simply license the IP to Sony and land themselves a cut off of every PS3 sold. Given that their R&D is their bread and butter, licensing it directly allows them to forego the relatively little overhead and risk they have left in their business model.
From a business perspective, nVidia is without a doubt second to none in their industry. Watching ATi follow them a few steps behind at all times should clearly demonstrate this(as does the corpses of their former competitors). The only element that can give them any trouble is if their R&D teams fall down.
In summation the key product points for nVidia were-
NV1(Sega Saturn- they got burned not listening to what developers wanted- lesson learned)
TNT(offered PC OEMs high performance 3D and 2D in a single board solution)
GeForce(the beginning of their dominance in the gaming market that lasted until the launch of the R300 based parts)
XBox/nForce(expanding into new markets with a subsidized R&D project for a third party)
PS3(the heavy odds on favorite to dominate the global gaming market with no supply line worries at all).
How they run their business is what has allowed them to remain the far more powerful company between them and ATi in the business sense even when their R&D department has made serious blunders(see the GeForceFX). By adapting and refocusing they were able to turn things around in one product cycle and reposition themselves as the dominant player in the broader markets(this doesn't mean they need the top performing part unless you are talking sales chart which they have had for some time).
How to summarize such things and put them in a three minute PP presentation I don't know, but if you want their attention try and look at it from the perspective of someone who knows and cares nothing about the end product except how it influences the bottom line.