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Ascension Point Capital An Entrepreneurial Investment Firm.

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Presentation on theme: "Ascension Point Capital An Entrepreneurial Investment Firm."— Presentation transcript:

1 Ascension Point Capital An Entrepreneurial Investment Firm

2 Table of Contents I.Background Information II.Investment Structure III.Deal Flow Generation IV.Screening Criteria V.Closing & Transition Period VI.Key Risks & Mitigants Appendices A.Example Deal Economics B.Focus Industry Score Cards

3 I. BACKGROUND INFO

4 I.Integrity II.Diligence III.Perseverance IV.Accountability I.Integrity II.Diligence III.Perseverance IV.Accountability Philosophy Guiding Principles We are in the early stages of the largest generational wealth transfer in US history triggered by the retirement of the “baby-boomer” generation. Ascension Point Capital was formed to take a majority investment in and operate a sole, privately owned US business. Our model is built to assist the wealth transfer process by providing owner’s a unique and customizable liquidity option, whether it is partial or full. Business continuity is paramount as we carry on a legacy that has taken entrepreneurs many years of hard work and dedication to create. A meaningful partnership with investors is the first step towards capitalizing on this economic shift. Leveraging the experience and knowledge of a diverse group of Limited Partners and Advisors, we will identify and create value through accelerating growth.

5 Background Info A ndrew Panico graduated from Loyola University in Maryland with a degree in Finance. While at Loyola, he began his career at Legg Mason's Private Client Services group assisting with the management of $200M in retail assets mainly allocated in Legg Mason Mutual Funds. Next, Andrew assumed the role of Junior Research Analyst within a newly formed equity fund under CBRE Investor's umbrella of products. Prior to attending the USC Marshall School of Business, Andrew worked for JPMorgan Chase’s Investment Bank in their Global Rates division focusing on municipal and inflation-linked derivative strategies. Andrew earned his MBA at the USC Marshall School of Business with a concentration in Finance and Entrepreneurship. While at Marshall, Andrew undertook an internship as a Summer Credit Associate at City National Bank where he performed credit analysis for senior tranche primary and syndicated leveraged loans and revolving credit facilities for financial sponsor backed middle-market companies across various industries. During the two-year MBA program, Andrew was a Fixed Income Fund student manager in the USC Graduate Student Investment Fund Program, board member of USC’s American Finance Association chapter, and active member of the Entrepreneurial and Venture Management Association. Andrew was also a member the Silicon Valley Region’s Venture Capital Investment Competition winning team and participant in the 2013 International Finals at the University of North Carolina in Chapel Hill.

6 The Search Fund Model Search Funds are single purpose vehicles used by entrepreneurs to obtain commitments from investors interested in making micro middle-market investments. The purpose of the investment vehicle is to purchase a single privately owned business in which the managing partner signs on as the new President to run and grow the business, ultimately striving toward a liquidity event for investors. A Search Fund is structured as a long-term, two-stage investment for which stage one provides funding for the Search Phase and stage two provides the equity financing of the acquisition. Investors in the Search Phase have the right, but not the obligation, to participate on a pro-rata basis in the Acquisition Phase with a 50% step-up meant to compensate investors for the increased risk of investing in the first round of financing. Driven, dedicated and entrepreneurial Managing Principal at lower cost then current owner with plan to reinvest in business growth. Diverse operational, financial and industry experience to advise in the discovery, closing and growth of a target. Identifiable industry tailwinds will increase the probability of increasing value through expanding sales. Investment in a class of firms too small for LBOs, too mature for VC funds, and too large for individual acquisition. Four Pillars of the Search Fund Model Entrepreneur Limited PartnershipGrowth IndustryNiche Investment

7 Recent Results Return results based on a 2009 study by the Stanford Center for Entrepreneurial Studies of 79 funds of which 38% of funds representing 56% of invested capital produced a gain for investors. Two funds returned investor capital to pursue a different model. The remaining 59% of funds that resulted in a loss accounted for only 44% of invested capital as a result of the benefits from a staged investment approach.

8 Opportunity $4.8 Trillion of Net Worth to be transferred by million business owners expected to seek an exit within 10 years. Over 75% business owners have no exit or transition plan 30% of owners plan to sell to a third-party buyer * Sources: American Family Business Survey by MassMutual; PWC Family Business Survey; The Ten Trillion Dollar Question, A Philanthropic Gameplan. Large market is underserved as an asset class and provides an opportunity for excess IRR. Robust deal flow increases probability of finding sound businesses with clear and actionable growth prospects. Opportunity to drive proprietary deal flow from unsure owners that have not started a succession plan. Committed and motivated sellers will increase screening efficiency and improve odds of closing a deal.

9 II. INVESTMENT STRUCTURE

10 Two-Stage Investment $25K $160K to $625K Stage 1 Stage 2 Going Long a Call Option on a Small Business Search Capital Exercise the Call; Right of First Refusal Acquisition Capital Investment figures listed per unit. Acquisition capital range is an estimate based on purchase price range of $5 - $20 million and a 50% equity contribution. 16 Units Issued ½ & ¼ Units Available

11 Long Term Investment Raise Search Capital Search for Target Fund and Close Transaction Operation of Target and Value Creation Exit Stage 1Stage 2 Stage 3 Stage months1-30 months 4-7+ years 6 months Average Time to Liquidity Event: 7 YRS Given the nature of the investment, the average time until a liquidity event is 5-7 years after the close of the acquisition. This allows the Managing Principal to fully implement a growth strategy that will allow Limited Partner’s to experience an excess IRR. Dependent on the Limited Partner’s needs, the acquisition financing can be structured with the use of Subordinated Debt that will allow investors to extract value from their investment as debt is serviced. *See Structure B - Fund Economics in the Appendices for a detailed example of how this structure returns capital to investors.

12 Limited Partner Group Passive Roll Receive weekly update letter Option to participate in bi-weekly teleconference Option to screen all deal flow Access to online database of up-to- date search information Right-of-first-refusal to participate in acquisition round 50% Step-Up in search phase note Active Roll All options of passive investor in addition to: Opportunity to present deal flow Input on search strategy Input on target industries Opportunity to speak with potential sellers. Opportunity to join the Investment Advisory Board. Limited Partners of Ascension Point Capital will have the opportunity to take a passive or active roll in the search phase of the fund. Regardless of their involvement, investor’s will receive weekly updates on the search process and the option to participate in a bi- weekly teleconference discussing current deal flow and provide insight on strategy. Access to Limited Partner’s investment and operating experience is ESSENTIAL to the success of the partnership.

13 Investment Advisory Board Comprised of 3 to 5 members of the Limited Partnership Investment Group. Open to serve as a mentor to the Managing Principal Willing to actively assist with the search and acquisition phase Relevant experience in sourcing deal flow and investing in private companies. Open to sharing professional network Transactional experience with financing contacts Serves as a sounding board for Managing Principal. Reviews prospective investment theses and offers guidance Establishes credibility with potential sellers

14 River Guides & Advisors Professional Associations Business Valuation Firms Professional Network Private Co. Databases Alumni Network The term River Guide refers to an industry expert who agrees to assist the Managing Principal through strategic industry introductions that may lead to viable acquisition targets. These guides may be former consultants, bankers or industry executives. The use of a River Guide will bring years of focused industry experience and contacts to Ascension Point Capital. The goal is to form meaningful relationships with River Guides in each of our focus industries. Possible River Guides & Advisors will be sourced from the below network.

15 Importance of Investors & Advisors Investor Group River Guides & Advisors - Years of industry and investment experience - Potential industry introductions and deal flow - Insights on search strategy and focus industries - Transactional experience and relationships with lenders - Sounding board for deal screening and analysis - Increases credibility of fund to lenders and potential sellers - Potential Board Member of acquired company

16 Manager Earned Equity Tranche 1 5% Vests at acquisition Tranche 2 10% Vests over 5 year period; accelerated at liquidity event Tranche 3 Up to 10% Vests according to investor IRR hurdle schedule The Managing Principal will have an opportunity to earn a maximum of 25% of the common equity of the target. A typical performance hurdle for the final restricted tranche (up to 10%) of the manager’s carried interest is net investor IRR, but can be customized by the investor group.

17 III. DEAL FLOW GENERATION

18 Geographic Focus Primary Region North East – NY, NJ, MD, CT, RI, MA, PA, VA, DE 55% of Time Primary Region North East – NY, NJ, MD, CT, RI, MA, PA, VA, DE 55% of Time Tertiary Region South West – TX, AZ, OK 10% of Time Secondary Region West Coast – CA, OR, WA 35% of Time

19 Sourcing Deal Flow – A Comprehensive Approach “Out-Side” In Independent Business Brokers Professional Business Brokers Venture Capital Firms Middle Market Private Equity Firms Professional service firms: Middle Market divisions of Bulge- Bracket Investment Banks Boutique / Regional Investment Banks Accountants Lawyers Insurance providers Financial planners / private bankers Personal network (100 bp finders fee) “Out-Side” In Independent Business Brokers Professional Business Brokers Venture Capital Firms Middle Market Private Equity Firms Professional service firms: Middle Market divisions of Bulge- Bracket Investment Banks Boutique / Regional Investment Banks Accountants Lawyers Insurance providers Financial planners / private bankers Personal network (100 bp finders fee) “In-Side” Out Generate lists on companies that fall within focus industries Capital IQ, FactSet, PrivCo. Dun & Bradstreet OneSource Scrub company list to filter on minimum target criteria Use of River Guides to gain introductions Send formal introduction letter and sell sheet to all potential sellers Make contact with key aspects of supply chain Attend industry trade shows “In-Side” Out Generate lists on companies that fall within focus industries Capital IQ, FactSet, PrivCo. Dun & Bradstreet OneSource Scrub company list to filter on minimum target criteria Use of River Guides to gain introductions Send formal introduction letter and sell sheet to all potential sellers Make contact with key aspects of supply chain Attend industry trade shows A robust deal flow pipeline is essential to identifying and acquiring a potential target. Time will be devoted according to the quality of the deal flow produced.

20 Typical Deal Flow Sources Sources of Deal Flow Acquisition Funnel According to the study Search Funds 2009 conducted by Stanford’s Center for Entrepreneurial Studies, search funds on average conducted a hybrid approach to sourcing deal flow. This method results in a manageable number of potential targets for the Managing Principal to filter and analyze in and effort to submit a Letter of Intent and enter due diligence.

21 IV. SCREENING CRITERIA

22 Minimum Target Attributes

23 Investment Criteria FavorableUnfavorable Industry Highly fragmented industry Identifiable growth drivers Positive macroeconomic tailwinds Straightforward industry operations Relatively early in industry life cycle Numerous companies in $5-$50 million sales range Sizeable industry – both in revenues and number of companies Highly concentrated industry; major players control > 50% of market Industry in secular decline Intense company rivalry and low barriers to entry Customer base with high purchasing power Severe dependence on concentrated supply chain Company Healthy and sustainable EBITDA margins > 10% Competitive advantage within value proposition Historically proven recurring revenue Diversified revenue streams Multiple avenues for future growth Strong middle management committed to staying with firm Lender friendly model Reasonable valuation Turnaround / distressed situation Poor or damaged reputation amongst peers. High customer concentration High customer turnover rate Small company - < $1M of EBITDA Weak middle management team or plans on leaving High employee turnover Sale for business reasons Competitive auction sale

24 Industry Selection Idea Generation Initial Screening Data Mining Thesis Development Select Industry The focus industry will serve as another screening criteria but will not limited the scope of the opportunistic search Companies within the focus industry will be scored using the same Investment Scorecard as targets that fall out of scope

25 Industry Analysis Demographic Trends Technology Trends Gov’t Reg. & Trends Social Trends Macroeconomic Influences (stage of bus. cycle, growth trends, structural trends) Existing Competitive Landscape Type of Competition Existing Competitive Landscape Type of Competition Barriers to Entry Threat of Substitute Products/Services Purchasing Power of Suppliers Purchasing Power of Consumers Number of Firms Intensity of Competition Brand Equity

26 Industry Score Card Industry Concentration Market Growth Degree of Rivalry Degree of Cyclicality Regulation Capital Intensity Barriers to Entry Product/Servic e Alternatives (-1) (0) (+1) (-2) (0) (+2) (-1) (0) (+1) (-2) (0) (+2) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) High – 2-3 major players control > 60% of market. Moderate – Existence of a clear market leader, but several competing rivals. Low – High number of companies within target revenue band and one level above. Low/No – Industry in secular decline. Unfavorable social, tech., and Gov. headwinds. Moderate – Average growth at or close to US GDP. High – Favorable macroeconomic and demographic factors. Mega trend. 20%+ CAGR. High – Adversarial competition focused on price. Thin margins. Bad for business. Moderate – Competition focused on retaining market share. Little price competition. Low – Friendly competition that drives innovation. Focused on quality or service. High – Majority of industry sales driven by both seasonality and business cycle. Moderate – <50% of industry sales impacted by seasonality and business cycle trends. Low/No – Revenue stream not subject to seasonal or cyclical factors. High – Directly dictates how BAU is conducted. Creates litigation liability. Moderate – Regulation exists and requires specific processes that increase costs. Low/No – Regulation does not impact core business operations. High – Greater than $0.33 of capital expense per $1.00 of labor expense Moderate – Between $ $0.33 of capital expense per $1.00 of labor expense Low – Less than $0.125 of capital expense per $1.00 of labor expense Low/No – No barriers to entry. Short lead time to entrance. Anyone can do it. Moderate – Some barriers exist. Difficult to compete at first. Low survivor rate. High – No competitive entrance possible. IP protection for product or service. Scale. High – Many alternatives exists. Declining trends in use. High tech. replacement risk. Moderate – Established industry with several unproven or weaker alternatives. Low – Only one on the block. Low tech. replacement risk. Established industry.

27 Industries of Focus Superior industry growth due to favorable demographic trends, healthcare reform, and government sponsored program participation. Opportunity for claim diversification. New technology can streamline process. Medical Claims Processing Companion Pet Insurance Alarm Security Services Mobile Security Software Favorable consumer trends towards treating their pets like family members. Increased scope and sophistication of veterinary services. Increased cost of veterinary expenses. Sponsorship for preventative health awareness. Favorable trends in disposable income, unemployment, and corporate profits. New advanced full service monitoring systems helping the upgrade cycle. New technology allowing for product and service differentiation. Increased use of mobile devices to access sensitive data stored in the cloud. BYOD policies at businesses increases security threats. Increased adoption of mobile payments. Internet accessed via mobile set to outpace PC. (+6)(+5) (+4) The above listed industries have been selected due to favorable tailwinds that will help drive overall industry growth. Each industry presents an understandable and executable strategy for future growth *See Appendix for complete Industry Scorecards

28 Investment Score Card Competitive Advantage Growth Potential Operational Complexity Recurring Revenues Streams Investment Entry Point Financing Potential Middle Management Market Position (-2) (0) (+2) (-2) (0) (+2) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) (-1) (0) (+1) Low/No – Commoditized business model easily replicated. Low margins. High comp. Moderate – Advantage exists but is weak giving competitors an opportunity. High – Easily identifiable and defensible advantage over competitors. Low – Below industry average. Little opportunity for market and/or product expansion. Moderate – Possibility of product line and/or geographic expansion. Cross selling. High – Easily identifiable strategy to expand market and add ancillary/new products. High – Large workforce of highly specialized PhD’s/engineers required to operate. Moderate – Difficult in practice, understandable and manageable in theory. Low – Managing Partner can confidently handle all business related tasks. Low/No – Highly seasonal and cyclical. Moderate – Recurring revenue exists or there is no seasonality to revenue streams. High – Revenues are both recurring and not subject to seasonal fluctuations. High – Little room for error. Growth potential must be realized to meet IRR hurdles. Moderate – Priced close to average industry multiple. Low – Priced below industry average. (Must be for non-business related reasons) Low – Non-recurring, concentrated revenue stream. No proven financing track record. Moderate – Strong cash flow profile but highly leveraged. Declining asset base. High – Large A/R and Inventory base. Strong cash flow generation. Diversified. Replace – Existing management team divided and shopping for other jobs. Retool – Competent team missing one or two pieces to the puzzle. Rockstars – Cohesive, hard working team incentivized to grow business. Lager – Clear lager in market position and content with current practices. Follower – Emulates best practice of industry leader but always one step behind. Leader – In market share, brand equity, quality of product/service, customer service.

29 Treat operating leases as rental expenses. Capital leases place asset and liability on the balance sheet. Lease Accounting Avoids consolidation of assets and liabilities on the balance sheet which often understates leverage measures such as the debt-to-equity ratio. Equity Method Determine whether return assumptions are appropriate given current environment. Uncover any potential investment losses that can be amortized. Pension Accounting These contracts establish long-term liabilities if used and need to be accounted for when measuring a targets total leverage. Take or Pay Contracts Ensure there are not current or future liabilities related to decommissioning liability, asbestos liability and carbon regulation. Can increase company leverage. Environmental Liabilities Deep Credit Analysis Balance sheets will not be taken at face value. In depth credit analysis will be performed to understand a companies true liabilities and total leverage including lease, pension, and contract obligations

30 V. CLOSING & TRANSITION PERIOD

31 Possible Deal Structure Structure A 100% - Nonredeemable Participating Preferred Stock with a 10% Preferred Return Structure B 50% - Subordinated Debt with 17% coupon 50% - Nonredeemable Participating Preferred with No Preferred Return Acquisition capital will be structured to meet both the needs of the investors and the seller. Similar equivalencies can be calculated across a range of coupon combinations.

32 Acquisition Capitalization

33 First 100 Days Plan A granular operational plan created during the due diligence process that outlines how the post-closing transition period will be handled. During this period, the Managing Partner will refrain from implementing any large strategic initiatives and will become familiar with the business BAU and employees. Create a highly specific plan to communicate with employees, customers, suppliers, the industry, and investors Clear and consistent message Specific timeline Best method Communication Education Evaluation Governance Focus on learning the business Meet and interview all employees, customers, and important members of the supply chain Gain experience in the “tranches” and areas that are core to the business model. Evaluate every aspect of the company Management team and employees Systems and controls Core competencies of the business Processes in place Work ethic and environment Establish and or enhance current governance mechanisms Put in place the Board of Directors Create Board Meeting schedule Ensure appropriate checks and balances are in place for cash management

34 Levers for Value Creation Operations Revenue growth through increased sales and marketing efforts Strategic initiatives such as new products/services, geographic expansion, and pricing changes Margin expansion through cost reduction or operating leverage Bolt-on acquisitions to enhance scale, product/service offerings, or capabilities Finance Optimizing the capital structure for future growth Sustainable and serviceable amount of leverage Lower cost of capital Capital intensity reduction – fixed assets, working capital, and/or capital expenditures Valuation Reach next level of EBITDA range that justifies higher multiples Buy at trough business cycle multiples and sell at peak business cycle multiples Primary Ancillary True valuation creation will result from an improvement and increased efficiency in business operations

35 Board of Directors CEO Senior Mgmt Member Investor Group Independent Potential 5-Member Board Composition Structure & Composition Balanced board with mix of deep operational experience, specific industry or business model experience, and financial expertise. Complementary skill set to those of existing middle management and Managing Partner. Five Member, staggered structure with one independent third party. Term of board seat determined before service begins. At a minimum, all Board Member expenses will be covered by the company. An annual fee will be assessed according to the company’s cash flow structure. Structure & Composition Balanced board with mix of deep operational experience, specific industry or business model experience, and financial expertise. Complementary skill set to those of existing middle management and Managing Partner. Five Member, staggered structure with one independent third party. Term of board seat determined before service begins. At a minimum, all Board Member expenses will be covered by the company. An annual fee will be assessed according to the company’s cash flow structure. General Responsibilities First Board Meeting held 2-weeks after closing. Three follow up board meetings to be held within the First 100 Days. Four Board Meetings annually at the end of each fiscal quarter. Schedule TBD. Participation at Board Meetings at minimum via phone. Establish Audit Committee and Compensation Committee as a subset of current board members. Deep understanding of companies business model and ability to contribute to strategy. Monitor company capital structure. General Responsibilities First Board Meeting held 2-weeks after closing. Three follow up board meetings to be held within the First 100 Days. Four Board Meetings annually at the end of each fiscal quarter. Schedule TBD. Participation at Board Meetings at minimum via phone. Establish Audit Committee and Compensation Committee as a subset of current board members. Deep understanding of companies business model and ability to contribute to strategy. Monitor company capital structure.

36 Potential Liquidity Events Pool of financial and strategic buyers will increase as size of company EBITDA increases. Sale of company An attractive model for investors to cash out while retaining ownership given the cash flow profile of potential targets and ability to pay down/service debt. Dividend Recapitalization If present in the deal structure, investor subordinated debt will be paid down second only to Senior Credit Facilities and offers investors access to cash prior to a major liquidity event. Repayment of subordinated debt Investor equity may be sold to either other investors in the group or be repurchase from the management team of the company. Share Buy-Backs

37 VI. KEY RISKS & MITIGANTS

38 Key Risks and Mitigants Risk: Not being able to find an attractive company to acquire during the Search Phase. Fragmented Industries Searching for targets in industries with low levels of concentration will help produce a robust pipeline of potential deal flow. Sizeable Industry Selecting industries with sizeable revenues and number of operators will increase the odds of finding a target that meets our criteria. Comprehensive Sourcing Applying both the “in-side” out and “out-side” in approach to sourcing deals increases the odds of finding a quality proprietary deal. Detailed Deal/Target Criteria Minimum company requirements, deal criteria and an industry and target scoring matrix increase search efficiency and instill discipline. Mitigating Factors

39 Key Risks and Mitigants Risk: Not being able to complete the acquisition after an attractive target is identified. Willing and Motivated Seller Negotiations will be continued only with sellers that have shown a clear and proven desire to liquidate their stake in the company. Limited Partner Group A successful Search Fund leverages the experience, knowledge and network of its partners. Selecting the right investor group is crucial. Attractive Financing Profile Bank loans play an important part in many deal structures and increase potential IRRs. Companies with proven cash flows are a prerequisite. Reasonable Valuation Buying a good company at a bad price can destroy potential IRRs. The partnership must understand valuation drivers and trends. Mitigating Factors

40 Key Risks and Mitigants Risk: Being unable to manage and grow the company to provide an attractive return for investor group. Growing Industry Choosing a growing industry with a tailwind allows companies to grow without stealing market share or entering into aggressive price wars. Straightforward Operations Allows the MP to scale the learning curve quickly and identify business fundamentals and levers for growth and profit improvement. Competitive Advantage A defensible competitive advantage increases profit margins and allows for company to, at a minimum, maintain current market share. Strong Middle Management A strong management team highly capable of executing BAU activities will allow the MP to focus on the strategic direction of the company. Mitigating Factors

41 APPENDIX A – EXAMPLE DEAL ECONOMICS

42 Example Deal Economics OptimisticBase CasePessimistic Revenue Growth17.5%12.5%0.0% Annual EBITDA Margin Expansion50 bps25 bps0 bps Exit Multiple5.5x5.0x4.5x Increase in NWC20% of Revenue Growth Cash Tax Payments40% of Earnings Before Taxes Depreciation & Amortization$500K in Year 0; fixed margin thereafter Capital ExpendituresEqual to Deprecation & Amortization Transaction Assumptions $15.0M in sales and $3.0M EBITDA 5.0x EBITDA purchase multiple ($15.0M purchase price) 1.5x traditional Senior Credit Facility 1.0x Seller note (Total Leverage 2.5x Purchase EBITDA)

43 Earned Equity IRR Hurdles of Final Tranche Investor IRRThird Tranche Earned Equity ≥ 30%10.0% ≥ 25%7.5% ≥ 20%5.0% ≥ 15%2.5% < 10%0.0%

44 Structure A Economics – Upside Case

45 Structure A Economics – Base Case

46 Structure A Economics – Downside

47 Structure B Economics – Upside

48 Structure B Economics – Base Case

49 Structure B Economics – Downside

50 APPENDIX B – FOCUS INDUSTRY SCORE CARDS

51 Medical Claims Processing Industry - (+6) Industry Concentration Market Growth Degree of Rivalry Degree of Cyclicality Regulation Capital Intensity Barriers to Entry Product/Servic e Alternatives (+1) (+2) (-1) (+2) (+0) (+1) (0) (+1) LOW – The largest player in the industry, HMS Holdings, commands 14.3% of the market. Small businesses will increase in the space as the number of industry claims increase and present an opportunity to take market share. HIGH – Overall industry growth expected to continue at a 6.7% CAGR. The three major factors driving industry growth are demographic trends, healthcare reform, and government sponsored program participation rates. HIGH – Providing customers with a cost-saving service is essential in the industry. Price is an obvious competition point and must clear the cost-savings hurdle for the customer to be a viable option. Customer service is also a key to success. LOW – Industry growth drivers will mitigate negative factors tied to unemployment and the health of the overall economy. However, all else equal, number of people insured and physician visits is inversely correlated with the unemployment rate. MODERATE – Each operator must be licensed in the state in which it wishes to provide services in. Also, there are regulations around the processing of medical claims that must be followed. Government sponsored programs and reform trends are increasing. LOW – $0.08 of capital expense for every $1.00 of labor expense. Wages account for approximately 26.1% of revenues due to current manual nature of claim processing. New technology presents an opportunity to streamline the process. MODERATE – Operators must be licensed and abide by state-set regulations in order to operate. Also, the complexity of medical claims as a result of reform and government sponsored programs requires a highly knowledgeable workforce. LOW – In-house claim processing is the only alternative to outsourcing the process. The in-house model is viable until a certain level of business. As volumes increase, potential customers will turn to outsourcing to cut costs.

52 Companion Pet Insurance Industry - (+5) Industry Concentration Market Growth Degree of Rivalry Degree of Cyclicality Regulation Capital Intensity Barriers to Entry Product/Servic e Alternatives (-1) (+2) (0) (+2) (0) (+1) (0) (+1) HIGH – The industry’s top 4 players control over 90% of the market with VPI Pet Insurance commanding a 61% share. Although a negative factor, these large players could present a strategic exit opportunity for a smaller, growing business. HIGH – The total industry is expected to grow 6% annually through the year Favorable trends in consumer disposable income, pets per household, and the treatment of pets like family members known as humanization will support growth. MODERATE – Firms compete on price, scope of product offering, and brand image. Although consumers are price sensitive to the product, the high end of the market can be enticed with quality of service, customer service, and overall experience. LOW/NO – Aside from being tied to consumer spending and disposable income, the industry is fairly resilient in terms of revenue growth. Through the economic downturn of , the industry grew 4% in the face of declining consumer spending. MODERATE – Industry is subject to the regulations of any insurance provider. Providers require licensing in all 50 states and governed by the National Association of Insurance Commissioners. The State Department of Insurance investigates financials. LOW – $0.117 of capital expense for every $1.00 of labor expense. CAPEX is generally for running office space and other aspects of PP&E. Wages account for approximately 10.3% of revenues due to the sales related structure and improves with scale. MODERATE – New entrants must comply with strict state and federal regulation to operate. Providers must obtain a Certificate of Authority in each state they wish to supply insurance. Also, major players market share could make it hard to compete. LOW – Main alternative to pet insurance is having no pet insurance and paying out of pocket for any veterinary expenses that are incurred over the companion pet’s life including routine, preventative, and emergency services.

53 Alarm Security Services Industry - (+4) Industry Concentration Market Growth Degree of Rivalry Degree of Cyclicality Regulation Capital Intensity Barriers to Entry Product/Servic e Alternatives (+1) (0) (+1) (-1) (0) LOW – 80.5% of all industry enterprises are small businesses with nine or fewer employees. Large number of businesses at over 8.5K. Increased concentration over the past five years due to increased M&A activity. MODERATE – Overall industry growth expected to continue at a 2.1% CAGR. Although the majority of the industry is mature, new technology is reviving consumer interests in upgrading old systems and purchasing ancillary products. Moderate – Firms compete on price, scope of product offering, and brand image. Although consumers are price sensitive to the product, the high end of the market can be enticed with quality of service, customer service, and overall experience. LOW – Residential revenue is tied closely to residential real estate values and crime rates. Although the industry does collect monitoring fees, installation and sales make up the majority of revenues. Business and government contracts are also more stable. LOW – Aside from fire and building codes, regulation in the industry does not hamper industry growth. Instead, more strict government regulation around fire and security monitoring systems is likely to serve as a tailwind for the industry in the near future. LOW – $0.097 of capital expense for every $1.00 of labor expense. Wages account for approximately 30.8% of revenues due to the manual nature of the installation and service aspect of the business. Employees also must be trained. LOW – With a low level of capital intensity and a large portion of installation costs being pushed through to the consumer, barriers to entry into the industry are low. However, key large client accounts are won through years of relationship building. MODERATE – In-person security services offer alternative solutions for larger commercial clients. Staying with out of date systems is also an alternative that could threaten future industry growth.

54 Mobile Security Software Industry - (+4) Industry Concentration Market Growth Degree of Rivalry Degree of Cyclicality Regulation Capital Intensity Barriers to Entry Product/Servic e Alternatives (+1) (+2) (-1) (+1) (-1) (0) LOW – Although large players such as SAP, Intel owned McAfee, and Symantec (Norton) dominate the PC and web-based security market, no player has taken majority share in the upcoming mSecurity market which is filled with smaller players. HIGH – Demand for mobile security is expected to significantly increase as smartphone adoption levels increase, mobile payments takeoff, and more sensitive consumer and enterprise data is stored on the cloud and accessed via mobile devices. HIGH – Constant product iterations, changing technology, multi-platform requirements and customizable solutions set the framework for competition. With low concentration, price is a factor, however increased security concerns may drive price. LOW – According to a Galvin Consulting survey, current spend on mobile security accounts for 5% of IT budgets and is expected to increase to 10% next year. SaaS delivery models will stabilize cash flows but revenues are still dependent on IT spend. LOW – Regulation for highly secured data and networks will provide a tailwind for operators who can garner these types of relationships. For consumer and small enterprise solutions the regulation threat is considered to be low. LOW – $0.08 of capital expense for every $1.00 of labor expense. Wages account for approximately 26.1% of revenues due to current manual nature of claim processing. New technology presents an opportunity to streamline the process. LOW – Developer talent is the largest barrier to entry into this market. Entering into Managed Solutions will require a sales force dependent on the size of the enterprise that is being targeted. Low concentration levels confirm lower barriers to entry. MODERATE – Malware on mobile devices is in its infancy and as a result, mobile security adoption levels are still on the low side. Accordingly, the main alternative to the use of security software is not to use security software to protect devices and data.


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