Capabilities Overview

June 2010

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Our

Firm

HM&A

HILTY MOORE & ASSOCIATES

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• Founded in 1999 by John Moore and Tom Hilty, the firm has completed over 1,500 engagements for over 100 clients

• Specializing in serving B2B clients, with deep experience in the industrial, healthcare, and energy sectors

• Using the framework of marketing & sales, the firm defines business goals, identifies gaps, and develops fact-based solutions that result in measureable performance improvement

HM&A Provides Revenue Generation Solutions

HILTY MOORE & ASSOCIATES

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JOHN C. MOORE, MANAGING PARTNER

Areas of Expertise:

Professional Experience:

Credentials:

• Industrial / Motors Segments• Business-to-Business Marketing• Strategic Planning• Market Research

• New Product Development

• Marketing Communications

• Large-Scale Project Management

• Founding & Managing Partner – HM&A (1999 – present)

• President – Halcyon Products, Inc. (2004 – present)

• Marketing & Sales Leader – Reliance Electric, a business unit of Rockwell Automation (1990 – 1999)

• Master of Business Administration, John Carroll University, 1997

• BS Business Administration, Miami University (Oxford, Ohio), 1987

• Member of MAGNET’s Council of Smaller Manufacturers, Council of Smaller Enterprises (COSE) and the Greater Cleveland Partnership

• Soccer Coach – Gilmour Middle School• Active Grade Eight Soccer Official• Volunteer – Habitat For Humanity

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THOMAS A. FETCHIK, VALUE ADDED SERVICE PROVIDERAreas of Expertise:• Industrial Automation/Drives, Motors,

Controls, Power and Factory Data• Market and Business development• Marketing and Sales Programs• Product Portfolio Management• Project Management

Professional Experience:• Business and Marketing Leadership -

Rockwell Automation, Engineered Drive Systems (1978 -2009)

• Product and Manufacturing Process Leader -Picker Corporation, (1973-1978)

• Electronic Test and Prototype design -Gould Ocean Systems, (1967-1973)Credentials:

• 30 years of successful and varied assignments in Industrial Engineered Systems

• Specific Business Graduate Coursework – John Carroll University• BS Business Administration, Cleveland State University• Electronic Technology, UEL• Organization and Financial Leader in several community associations

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LAURA ASSEFF, VALUE ADDED SERVICE PROVIDERAreas of Expertise:• Factory Automation – motors, drives, controls• Competitive Intelligence for engineering

companies• Product Marketing Management – New product

introduction, P&L• Project Management• Industrial sales• Technical Product Training

Professional Experience:• Independent Consultant/Project Manager

- (1999 - present)

• Product Manager and Sales Engineer - Reliance Electric Company (1989-1999)

Credentials:• 10 years of Product Management/Sales Engineering• 10 years Project Management with Hilty Moore & Associates • MBA – Case Western Reserve University• BS Engineering Physics - John Carroll University

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Person Responsibility

David Randall Graphic Design and Director of Communications Programs

John Kallmeyer Director of Visual Branding

Alyson Kallmeyer Marketing Programs Project Coordinator

Diane Moore Office Manager / Accounting

OTHER PERSONNEL

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HILTY MOORE & ASSOCIATES

Our

Firm

Our Experienc

e

HM&A

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OUR EXPERIENCE … OVER 1,500 ENGAGEMENTS

Industrial Automation

Transportation (Truck & Aerospace)

Lab / Medical Instrumentation

Material Handling

Consumer Products

Services / Communications / Printing

Plastics / Industrial Material

Industrial Products

Fire Safety

Construction

Alternative Energy/Utilities

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A SAMPLE OF CLIENT PARTNERS

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HILTY MOORE & ASSOCIATES

Our

Firm

Our Experienc

e

Our Approach

HM&A

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OUR APPROACH

Commercialization Engine

Planning Development Execution

Market Intelligence

Market Planning

Strategic PlanningMarketing &

Sales Programs

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OUR APPROACH – MARKET INTELLIGENCE

• Public & private databases

• Government, trade publications & trade associations

• Interviewing thought leaders

• Market studies

• Tradeshow research

Timing: 1 to 8 Weeks

Must Have’s:Functional Champion

Refresh Rate: As Needed

Primary and Secondary

Market Research

Competitive Intelligence Gathering

Customer Satisfaction Surveying

Product Evaluation

New Account OrSales Channel Development

Economic Monitoring & Forecasting

• New products concept products

• Heads’ up comparisons

• Focus groups

• Soliciting beta test sites

• Profile customer, distributor or sales rep candidates

• Conduct db searches for new customers

• Territory development analysis

• Pressure graph analysis

• Leading economic indicators

• Market growth forecasting

• Performance tracking

• Footprint / Market share analysis

• Next likely moves

• Rankings

• Telephone & web-based surveys

• Voice of customer

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OUR APPROACH

Commercialization Engine

Planning Development Execution

Market Intelligence

Market Planning

Strategic PlanningMarketing &

Sales Programs

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OUR APPROACH – MARKET PLANNING

Situational Analysis

Develop Objectives, Strategies &

Programs

Financials Metrics & Controls Post-Mortem

Timing: 2 to 3 months

Must Have’s:Senior Sales & Marketing

Involvement

Refresh Rate: 12 months

• Category

• Company

• Competitor

• Customer

• Planning Assumptions

• Post-Program Reviews

• Formal Documentation

• Use For Future Program Development

• Link to business Objectives

• Integration of:• Image &

Awareness• Cross-sell• Acquisition• Retention

• Budgets

• Capital Needs

• Other Investment

• ROI

• Scorecard

• Contingency Plans

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OUR APPROACH

Commercialization Engine

Planning Development Execution

Market Intelligence

Market Planning

Strategic PlanningMarketing &

Sales Programs

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OUR APPROACH – STRATEGIC PLANNING

Introspection Outside-In Opportunity Options Roll-out

• Market / Channel

• Competitors

• Customers

• Environmental

• Regulatory

• Objective Setting•Maintain•Defend•Grow

• P&L•Financials•Capital

• Staffing

• Internal

• External

• Monitors / Controls

• Stakeholders

• Products/Services

• Financial Performance

• SWOT

• Culture

Timing: 4 to 6 months

Must Have’s:Senior Mgt / X-Functional

Involvement

Refresh Rate: 24 months

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OUR APPROACH

Commercialization Engine

Planning Development Execution

Market Intelligence

Market Planning

Strategic PlanningMarketing &

Sales Programs

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OUR APPROACH – MARKETING & SALES SERVICES

• Branding Programs• News Releases / PR

Programs• Product Management• New Product

Introductions• Sales Collateral• Tradeshow & Event

management• Lead Generation• Website Design & Build• Integrated Marketing

Campaigns: -Direct mail, Print, Radio,

Internet

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MARKETING DEPARTMENT

Web Site Advertising

Public Relations

Sales Programs

Literature

Trade Shows & Events

AV Programs

Channel Programs

Marketing Programs – Message Delivery

Strategy & Planning

Market Research

Target AudienceMessage Development

Measure MetricsRevenue Generation

Management

Implementation

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HILTY MOORE & ASSOCIATES

Our

Firm

Our Experienc

e

Our Approach Our

SolutionsHM&A

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STRATEGIC MARKETING PLAN – DRIVING REVENUES

Challenge

HM&A Solution

• Leveraging our fast and flexible approach to gathering market intelligence, the HM&A team developed a comprehensive market plan which included detailed customer insights, competitive assessment, and market/channel dynamics.

• The plan recommended 3 key focus areas along with several detailed “go-to-market” initiatives all geared around driving revenue back into the organization in the next 12 months.

• The client is executing the market plan developed by HM&A and is expected to achieve year over year sales growth in excess of 10%. • Hired sales support to cover key

geographic areas• Implementing marketing programs to

communicate benefits• Re-establishing channel partners

A common story with many companies in 2009 --- client was experiencing a 30% decline in sales over the past 3 years. The client needed a refreshed look at the market place, competitors, and channels to assess where to invest sales and marketing resources to drive growth.

Results

MarketPlanning

Goal 1: Delight

Our Customer

s

Goal 2: Account

Productivity

Goal 3: New

Business Awards

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STRATEGIC MARKETING SUPPORT – BUSINESS GROWTH FROM $175K TO $18.5M

Challenge

HM&A Solution

• Integrated marketing plan, which included market research, strategic planning and marketing communications programs.

• HM&A was instrumental in defining and building the company’s online presence.

• HM&A was the marketing department for the firm with a dedicated program manager.

• Within the 8 years of support, HM&A developed and implemented market intelligence, market planning and marketing communications programs which led to growing the business from an initial investment of $175K and 2 employees to a business with $18.5M in sales and 50+ employees

• The business was sold to a competitive firm in 2008.

Challenge: Grow small, niche business into an industry leading company.

Goals: • Develop strong brand presence using

online tools, direct marketing, advertising and public relations.

• Provide research for firm to determine likely acquisitions, map market and counter competitive moves.

Results

MarketPlanning

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THE U.S. AND CANADIAN DOMESTIC MARKET FOR VERTICAL WINDOW BLINDS AND COVERINGS (AP)

Challenge

HM&A Solution

• Defined the commercial and residential markets by conducting secondary research.

• The research included the following resources: Nexis®, U.S. government reports, analysis of competitor websites and other relevant market studies.

• Alternate outcomes for market growth were developed: (a) No New Line Extension, (b) Rejuvenate or Redesign of Product, (c) Acquisition of Competitor and (d) Producing New, Related Products.

• Opportunities were mapped to identify new geographic markets and areas of concentration.

• HM&A also identified new prospective customers in these target areas.

0

5

10

15

20

25

Down Up Flat Flat to Declining

2007 2008

Customer Sales Trends for Vertical Blinds

Challenge: Growth challenges in a market where consumers have range of choices for window coverings as global competitors continue entering the market, offering lower-end products at below traditional market prices.

Goals: Develop incremental sales;Measure the viability of shortening the supply chain by serving as a single-source

Results

MarketAnalysis

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FORTUNE 100 MAJOR INDUSTRIAL MOTOR MANUFACTURER

• Challenge: Desired expansion into new non- U.S. geographic markets via a new location for a manufacturing facility.

• Secondary research and regional economic development offices

• Overview of a half dozen prospective countries, existing manufacturing capacities, country’s trend/attitude towards a U.S. company expanding manufacturing

• Overview of competitive acquisition/partnering options.

• The client presented on-time options to the CEO and the board.

• The client company built a manufacturing facility in the country that offered the best mix of incentives and market access within this region of the world.

Challenge

HM&A Solution Results

CountryGDP

2006(E)

(U.S. $B)

Population

Labor Force (E)

Unemployment

Saudi Arabia $347.4 27,019,73

1 7,125,000 13.0%

Iran 182.3 68,688,433

24,360,000 11.2%

United Arab Emirates

129.4 2,602,713 2,968,000* 2.4%

Israel 121.6 6,352,117 2,600,000 8.5%

Kuwait 58.3 2,418,393 1,136,000 2.2%

Iraq 47.0 26,783,383 7,400,000 25 to 30%

MarketOpportunity

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Challenge

HM&A Solution

• Client achieved 3-year sales growth objective.

• Client expanded organizational structure to support growth.

• Client launched 50 new products.

Challenge: Commercialize OEM Technologies into various Aftermarket Channels. Company had been chasing too many different opportunities and was diluting resources. They needed focus and direction.

Goals: Take senior leadership team throughstrategic planning process to develop 3-yearAftermarket business plan.

Results

WPG ConfidentialPage 13

WeaknessesWeaknesses

ThreatsThreatsOpportunitiesOpportunities

StrengthsStrengths

• Brand Awareness •Good With MS / PS Enthusiasts•Poor With General Consumers

• Product Quality / Performance•Addressing NVH / Product Attributes

• Foundational Marketing Tools•Advertising (New Agency)•Website ( Updated)•Collateral•Tradeshows (Need New Booth)•Sponsorships

Opportunities in Traditional Brake & Line Extension AreasOpportunities in Traditional Brake & Line Extension Areas

SWOT

• SPEED / Ability To Act•NPI Process Is OE Based•No Make Vs. Buy Model

• Lack Of Dedicated Resources•R&D For Material Development & CompetitiveBenchmarking

•Engineering – For NPI, Application, And Quality•Product Management – For Product Planning & Development Processes / Disciplines

• Sales & Marketing Tools•Limited Consumer Promotions•National Account Selling Skills•Market Research / POS Data

• SPEED• Distributor Productivity• HP Brand Marketing• Upgrade HP Organizational Skill Set• HP Line Extensions• Better Linkage / Partnership with MS team

• EBC, Akebono, PFC, Satisfied, TMD, Affinia, & Delphi

• Lack of “bench strength”for HP• Product performance issues that are not

resolved quickly• Importers• Losing ability to differentiate based on

value proposition

WPG ConfidentialPage 29

Staffing

Sales Staff

Independent Reps

Distribution

Fleet Pull Through Active Test GoalsFleet Approval Goals

Top Fleet Prospects

WPG National Sales Chip Hurst – 70% increasing to 100% Fleet Focus by 2007

WPG National Sales Chip Hurst – 70% increasing to 100% Fleet Focus by 2007

Add 10 New Distributors to Up Time and BCVS

Add 10 New Distributors to Up Time and BCVS

2005 2006 2007

Fleet Commercialization Plan

3 Increasing to 5 Reps by End of 2006

3 Increasing to 5 Reps by End of 20061 – Skip Kluka

Add 2 in 2005

1 – Skip KlukaAdd 2 in 2005

5 Regional Reps5 Regional Reps

25 Distributors 25 Distributors 50 Distributors50 Distributors

8 Fleets8 Fleets

5 Fleets5 Fleets

10 Fleets10 Fleets

15 Fleets15 Fleets

12 Fleets12 Fleets

40 Fleets40 Fleets

Fed Express, UPS, LAPD, Ryder, Budget, Frito Lay Fed Express, UPS, LAPD, Ryder, Budget, Frito Lay

Eliminating Current “Barriers”…Allowing Sales Team to Expand Distribution

Eliminating Current “Barriers”…Allowing Sales Team to Expand Distribution

WPG ConfidentialPage 9

Move to 4Wheel Disc Brakes Ceramic Products

• Average Replacement Cycle: 30,000 Mi• New Car Growth A Positive• NPI Cycle Time & Mix Important

Automotive Aftermarket: Key Trends

$(Billions) 1996 1997 1998 1999 2000 2001 2002 2003Accessories & Appearance $3.23 $3.59 $3.97 $4.44 $4.83 $5.12 $5.36 $5.84Racing & Performance Products $1.52 $1.57 $1.66 $1.73 $1.74 $1.71 $1.69 $1.76Wheels, Tires, Suspension $1.57 $1.69 $1.84 $2.00 $2.12 $2.19 $2.25 $2.42

LT. Truck / SUV Line Extensions

• 60% Vehicles Sold OE In NA Were Equipped With Ceramic Pads

• Benefits Perceived ~ Real: Low Noise & Dust• Must Improve WPG Product Management / Material

Development Efforts

• Require Improved Severe Duty Brakes For Bigger Engines / Car Weight

• Largest Market Segment / Highest Growth Rate In Overall Product Sales (SEMA 2004 Industry Update)

• Accessories Is The Growth Leader…but All Segments Are Growing

• Strong Opportunity To Extend HP Brand In Categories Linked To The Value Proposition

Source: 2004 SEMA Industry Update

GLOBAL MANUFACTURER – INDUSTRIAL OEM

StrategicPlanning

• Defined 4 key channels of opportunity for Aftermarket focus: Automotive, Industrial,

Fleet, and Military.• Quantified resource needs: people &

capital.• Focused client on specific New Product

Introductions to drive sales.• Developed high-level P&L objectives to

double business in 3-years.

04/11/2023Page 27

STRATEGIC MARKETING SOLUTIONS

Market Intelligence ServicesMarket Planning Services

Marketing Program Services

Managing Partner: John C. Moore - jcmoore@hiltymoore.com

www.hiltymoore.com

Cleveland Headquarters10160 Queens Way, Suite 1,

Chagrin Falls, OH 44023 P: 440.424.4709 F: 440-299-9047

Other Hilty Moore & Associates Businesses