1. Dynamics Distribution Partner Group Demand Generation Marketing

2. Partner Advisory Council Product Compete in the Breadth Space How to effectively compete with Dynamics GP and ISV solutions: –Reduce the number of “moving parts” –Get the pricing right –ISV application training and certification –Good marketing research –Good collateral –Reference accounts and stories –Demand generation –Branding

3. Analyze the results of Accellos Distribution Suite for GP Inbound orders from customers Outbound order acknowledgements Outbound advanced ship notices Outbound invoices Inbound remittance advice Inbound orders from customers Outbound order acknowledgements Outbound advanced ship notices Outbound invoices Inbound remittance advice Warehouse Suppliers Customers Pulse Dashboards and Analytics Analyze the results of activities Outbound purchase orders to suppliers Inbound purchase order acknowledgements Inbound purchase order advice Inbound advanced ship notices Inbound invoices Outbound purchase orders to suppliers Inbound purchase order acknowledgements Inbound purchase order advice Inbound advanced ship notices Inbound invoices Electronic pick ticket Inbound shipment advice Inbound inventory sync Inbound stock transfer Outbound advanced ship notices Electronic pick ticket Inbound shipment advice Inbound inventory sync Inbound stock transfer Outbound advanced ship notices Pack verification Multi-carrier shipping Rate shopping Pre and post rating Comprehensive list of carrier compliance kits Complete shipping history Pack verification Multi-carrier shipping Rate shopping Pre and post rating Comprehensive list of carrier compliance kits Complete shipping history Shipping

4. Training December 16, 2011 –Presenting and demonstrating the Accellos Distribution Suite for GP –Demo tools December 20, 2010 –Industry vertical overview Consumer Goods Industrial Food and Beverage Medical Supply Critical issues –Sales qualification, identifying pain, structuring the sales process

5. Demand Generation Plan 1.Targeting the right industry segments 2.Building an account opportunity base via value based messaging 3.Nurturing leads into qualified prospects Deliverables: 1.Industry Topical Webinars 2.Whitepapers 3.Newsletter –web content 4. Utilization of tailored materials and branding

6. Food & Beverage Top 7 Trends for 2011 1.Increased price pressure from economical and convenience-oriented consumers 2.Rising labor costs 3.Product recalls and safety 4.Retail compliance and increased competition for large retailers 5.Volatility in fuel and transportation costs 6.New product launches 7.Growth in Green initiatives

7. Food &Beverage Distribution Market Drivers High Product Volume and very competitive market Profit margins typically less than 1% Labor, Inventory, Warehouse Systems, Computer Systems truck fleets are the major assets of Distributors Requires efficient Distribution Operations With fairly rapid Inventory turnover and repeat purchase, receivables and payables are often low F&B Distribution SIC Codes Food Distribution 504X Beer and Wine Distribution 518X Agricultural Production 115-259 of Crops and Livestock Fishing, Hatcheries 910-921 and Preserves Cheese, Bread, Meat, most of 2011 Beverages, Canned etc.)

8. Benefits Improved profitability by 10 percent Increased inventory accuracy from 50 percent to 99 percent Increased inventory turns from 3.5 to 4.5 reducing actual physical inventory Increased complete picks from 70 percent to over 95 percent Increased first call resolution from 70 percent to over 90 percent Value proposition Innovative Integration – Hand-held scanners have provided indisputable accuracy Operational Efficiencies – Inventory turns have increased from 3.5 to 4.5 Improved Customer Service – Improved inventory accuracy has allowed AS to maintain a 90 percent “first call” resolution rate Ease of Use – System was simple to learn and use which reduced the implementation time TCO – New system is saving over $10 million (USD) annually Arthur Schuman was experiencing “chaos” in their warehouse; With 80,000 square feet of refrigerated warehouse space, it was often difficult to locate the inventory needed to provide a fill accuracy of more than 70 percent; Inventory accuracy was at approximately 50 percent Case Studies Case Studies

9. Who Are Medical Suppliers Companies that develop, manufacture and market medical and dental instruments, surgical equipment Manufacturers (NAICS) ▫ 334517 – Irradiation Apparatus Manufacturing ▫ 339112 – Surgical and Medical Instrument Manufacturing ▫ 339113 – Surgical Appliance and Supplies Manufacturing ▫ 339114 – Dental Equipment and Supplies Manufacturing Distributors (NAICS) Syringes Respiratory Care Equipment Therapy Equipment Wheelchairs X-ray Equipment Hospital Clothes Suture Supplies Surgical Equipment

10. Key Economic Factors for Medical Suppliers Customer strategies are driving medical suppliers to change ▫ Consolidation  Growing by acquisition  Multiple systems, more complexities, more in-efficiencies ▫ Wide product assortments  Fed by changing customer requirements (consortium purchasing)  Increased manual processing and inefficiencies ▫ Shorter life cycles  Industry is driven by innovation Government regulations are increasing

11. Final Thoughts and Next Steps Nurture marketing is a long term strategy –Average ERP SMB sales cycle…6 to 8 months or more? Microsoft-Accellos funding –Accellos DDPG Pricing Plan December Training Sessions December joint marketing call to plan –Monthly follow up calls

12. Questions