1. Ascension Point Capital
An Entrepreneurial Investment Firm

2. Table of Contents Background Information Investment Structure
Deal Flow Generation
Screening Criteria
Closing & Transition Period
Key Risks & Mitigants
Appendices
Example Deal Economics
Focus Industry Score Cards

3. I. Background info

4. Philosophy Guiding Principles Integrity Perseverance Diligence
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.
Guiding Principles
Integrity
Perseverance
Diligence
Accountability

5. Background Info
Andrew 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. Four Pillars of 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.
Four Pillars of the Search Fund Model
Entrepreneur
Limited Partnership
Growth Industry
Niche Investment
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.

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 2030
Large market is underserved as an asset class and provides an opportunity for excess IRR.
$4.8 Trillion of Net Worth to be transferred by 2030
Robust deal flow increases probability of finding sound businesses with clear and actionable growth prospects.
7.7 million business owners expected to seek an exit within 10 years.
Opportunity to drive proprietary deal flow from unsure owners that have not started a succession plan.
Over 75% business owners have no exit or transition plan
30% of owners plan to sell to a third-party buyer
Committed and motivated sellers will increase screening efficiency and improve odds of closing a deal.
* Sources: American Family Business Survey by MassMutual; PWC Family Business Survey; The Ten Trillion Dollar Question, A Philanthropic Gameplan.

9. II. Investment structure

10. Going Long a Call Option
Two-Stage Investment
16 Units Issued
$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
½ & ¼ Units Available
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.

11. Fund and Close Transaction Operation of Target and Value Creation
Long Term Investment
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.
Stage 1
Stage 2
Stage 3
Stage 4
2-6 months
1-30 months
4-7+ years
6 months
Raise Search Capital
Search for Target
Fund and Close Transaction
Operation of Target and Value Creation
Exit
Average Time to Liquidity Event: 7 YRS

12. Limited Partner Group Passive Roll Active Roll
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.
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.
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
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.
Professional Associations
Business Valuation Firms
Professional Network
Alumni Network
Private Co. Databases

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% Tranche 2 10% Tranche 3 Up to 10%
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.
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

17. III. Deal flow generation

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

21. IV. Screening criteria

22. Minimum Target Attributes

23. Investment Criteria Favorable Unfavorable Industry Company
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 Macroeconomic Influences
(stage of bus. cycle, growth trends, structural trends)
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
Demographic
Trends
Gov’t Reg.
& Trends
Technology
Trends
Social
Trends

26. Industry Score Card Industry Concentration Market Growth
Degree of Rivalry
Degree of Cyclicality
Regulation
Capital Intensity
Barriers to Entry
Product/Service Alternatives
(-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.
(-2)
(0)
(+2)
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.
(-1)
(0)
(+1)
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.
(-2)
(0)
(+2)
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.
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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)
*See Appendix for complete Industry Scorecards
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

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)
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.
(-2)
(0)
(+2)
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.
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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)
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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.
(-1)
(0)
(+1)
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. 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
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

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.
Communication
Education
Evaluation
Governance
Create a highly specific plan to communicate with employees, customers, suppliers, the industry, and investors
Clear and consistent message
Specific timeline
Best method
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
Ancillary
Ancillary
True valuation creation will result from an improvement and increased efficiency in business operations
Primary

35. Structure & Composition General Responsibilities
Board of Directors
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.
Potential 5-Member Board Composition
CEO
Senior Mgmt Member
Investor Group
Independent

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.
Mitigating Factors
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.

39. Key Risks and Mitigants
Risk: Not being able to complete the acquisition after an attractive target is identified.
Mitigating Factors
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.

40. Key Risks and Mitigants
Risk: Being unable to manage and grow the company to provide an attractive return for investor group.
Mitigating Factors
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.

41. Appendix a – example deal Economics

42. Example Deal Economics
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)
Optimistic
Base Case
Pessimistic
Revenue Growth
17.5%
12.5%
0.0%
Annual EBITDA Margin Expansion
50 bps
25 bps
0 bps
Exit Multiple
5.5x
5.0x
4.5x
Increase in NWC
20% of Revenue Growth
Cash Tax Payments
40% of Earnings Before Taxes
Depreciation & Amortization
$500K in Year 0; fixed margin thereafter
Capital Expenditures
Equal to Deprecation & Amortization

43. Earned Equity IRR Hurdles of Final Tranche
Investor IRR
Third 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/Service Alternatives
(+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.
(+2)
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.
(-1)
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.
(+2)
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.
(+0)
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.
(+1)
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.
(0)
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.
(+1)
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/Service Alternatives
(-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.
(+2)
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.
(0)
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.
(+2)
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.
(0)
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.
(+1)
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.
(0)
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.
(+1)
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/Service Alternatives
(+1)
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.
(+1)
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.
(0)
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.
(+1)
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.
(+1)
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.
(+1)
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.
(-1)
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.
(0)
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/Service Alternatives
(+1)
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.
(+2)
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.
(-1)
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.
(+1)
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.
(+1)
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.
(+1)
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.
(-1)
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.
(0)
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.