2014 Growth Capital Strategy

© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 |

Ephor Services: Our Approach to Entrepreneur Friendly Capital

Cost of Customer Acquisition

Direct

• Resource constraints• Market noise/distractions and competition

C lt l t

Efficient Growth is

0 50 100

Partners

eMarketing

Direct• Cultural momentum• Unforeseen complexitiesHard

Targets

The Intersection of Strateg &

• Validated revenue strategies which outperform the competition • Distribution partners are required for expansion and scale• Expansion using migration theory

Referrals

of Strategy & Execution is Key

• Expansion using migration theory• Process and metrics driven with incentives• Talented team with a proven track-record

The right advisory support

Deal Team

Diligence MAPPINGPerform

Alignment

Deal Origination• Begin M&A and key alliance partner integration early• Plan/Build based on wealth creation model• Be known as the branded sector leader

Beyond useful capital, Ephor Group provides services such as M&A corporate development, key account business development, management and board advisory services.

ppteam creates value

FunctionalLeads

Integration Execution

Close

Growth Capital Options by Stage

*Companies that cross the chasm realize rapid decrease of failure rate and are the greatest portion of companies attaining g p p g

above market growth.

Period is from 1995 to 2009. Sources: NVCA.org, IDC, Association for Corporate Growth 2012 study.

1. Improved Operating Cash Flow is the most optimum source of capital.2. Bank cash flow and asset based lending limited.3 Vent e Capital limited to 600 deals pe ea ith $100M+ nea te m e en e goal in life sciences soft a e

Capital Financing Options

3. Venture Capital limited to ~600 deals per year with $100M+ near-term revenue goal in life sciences, software, high tech, and energy.

4. Revenue financing structures are becoming prevalent that combine debt and equity instruments. 5. PE and Institutional financing focused on growth or industry consolidation and/or mature enterprises. 6. Strategic active through M&A Corporate Development initiatives.

4 Revenue 5. PE capital sources include: 4. Revenue Financing

ConvertibleDebt

F il Offi

3. Venture Capital

2. Asset-based Lending

Founder’s Equity

d di

Private Equity

Institutional Equity

Family Offices & Structured

Term Instruments

Convertible

Equity

Seed Funding

Angel Equity

q y

Venture Capital GrowthCapital Private Equity Private Debt via Venture,

Mezzanine, or Senior Terms

$2 5 t $10 $2 5 t $15 $5 t $15 $5 t $500 C it l A t$2.5 to $10m $2.5 to $15m $5 to $15m $5 to $500m Capital Amount

None $5m $10m $10m Minimum Revenues

None $1m $5m $5m Minimum EBITDA

High None to Low Low to High Low to None Equity Dilution

Yes Yes Yes No Board Seat Required

Ephor Strategy Expertise

© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 |

Technology Services Expertise

Processing & Administration Functional Expertise

StaffingPlatform

g p

Perquest, Sentric

Technology

TalentTree, Axios HR Novo, Infinity

TechnologyPoint Solutions

SmartTime Bullseye ProBenchmark

Managed Services Global Integrity Outsourcing TSS (Technology Service

Solutions) JDM, Hrmarketer, JPG

SoftNas Crossroads

ISV

J , a ete , J G

Administrative Services

Outsource InternationalA hill

Financial Administration

HRAdvance, HRAmerica Achilles GeBBS, EliteER, ADPI, Certus,

Medaphis, FFMC/FirstHealthStrategies

Acclaim Energy

Polus, LitCap, Mesirow, Lockton Medaphis Physician Services, ALN

Medical Management LACS Inc. Edward Jones

Ephor Services: Our Methodologies Boardwalk™: Strategic Advisory Services including Advisory Board and/or Board of Director Participation

Brand & Reputation Execution

Board and/or Board of Director Participation, Governance Activities, Financial Engineering & Capital.

GrowthSTEP™: Chief Strategy Officer (CSO) including M&A

Corporate Development, Business Development for Strategic Accounts, Product Management, and Growth Initiatives.

Congratulations! Your company is doing great and you are

Management Science Increased Value

a) Operational efficiencyb) Tactical clarityc) Strategic clarity

FlightPlan™: Chief Marketing Officer (CMO) including all Go-To-Market, Marketing, Channel and Revenue Development Initiatives.

Congratulations! Your company is doing great and you are growing. Sales are moving incrementally up the scale and outperforming your sales projections. But now you face a new set of challenges.

•Do you need to diversify your portfolio?•Is your “perform culture” attracting the right employees and are operational systems scalable or showing signs of

Polus™: Management Science Reporting (Operational KPI’s and Performance Monitoring).

p y g gweakness?

Now that you've added more employees, it is critical that you put in place a plan to monitor progress towards your wealth goals. Over the past decade our methodologies have helped entrepreneurs maximize profits. Our goal is sustainable results. Our approach puts capabilities in place that allow you to naturally and effectively handle the changes that occur in your business. You've worked hard to reach this point. The decisions you make during this stage could mean the difference between enjoying the ride and feeling like you are rowing against the tide. You need to protect what's yours, and we can help!

Yellow Brick Road: Sequential Set of ActivitiesCreate 5 year

Assessment of Financials &

Administration Practices

Create Financial Reporting reflecting the Business Model

And KPI’s

Create 5 year Financial Operating

plans based onA) Assumptions

B) KPI’s

Create Financial Returns & Outcomes: Formulate Measures

d M i & Prepare Due

Dili & D Size Long Term & Near-term Capital

need

and Metrics & Management Science

Diligence & Data Room

GoToMarket to Profiled & Targeted

Investors

© 2012 Ephor Group | www.ephorgroup.com

Timeline: Yellow Brick Road to Success

Investor Profiling &

Management Science:Development &

Implementation Operating Measurement of Metrics to predict current & Future

Financial Assessment: Mapping of Financial

Information to Business Profiling & GoToMarket Targeting

Day 3 Day 6 Day 9 Day 12 Day 15 Day 180

predict current & Future PerformanceModel

Due Diligence Preparation & Data Room I t

Successful Funding of

Capital R i t

Sizing of capital

requirements

Financial Modeling: 4-5 years Proformabased on growth

Inventory RequirementAssumption and Bus Model Attributes

© 2012 Ephor | www.ephorgroup.com

Continuous development of the business model attributes.

© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™

GrowthStep™ OverviewEphor Group’s Corporate Development Process.GrowthStep℠ was developed in the mid-90’s toprovide “asset light” technology, software, and BPO

Congratulations! Your company is doing great and you are growing Sales are moving incrementally up the scale and provide asset light technology, software, and BPO

service businesses a specific expertise andmethodology exclusively focused on growth throughmultiples routes to market.

growing. Sales are moving incrementally up the scale and outperforming your sales projections. But now you face a new set of challenges.

•Do you need to diversify and grow your revenue sources?•Are your revenue systems scalable? •What is the best plan for expansion? Portfolio/Geographic? GrowthStep℠ methodology combines a precise and

highly focused approach, delivered with deepdomain experience by results proven “C” levelexecutives, resulting in the achievement of thegrowth and corporate development objectives of ourclient company.GrowthStep’s approach ensures growth is accretive

What is the best plan for expansion? Portfolio/Geographic?

Our goal is to ensure you achieve both immediate and sustainable results. Our approach puts capabilities in place that allow you to naturally and effectively handle the changes that occur in the evolution of your business.

to valuations and realizes the necessary timelines.GrowthSTEP takes a holistic inventory of yourcompany’s margins and growth opportunitiesagainst your market and competitive landscape todetermine the best revenue strategies for growth..Fundamental to our success is our structuredapproach to creating business models that fulfill

l ti d d O haccelerating demand curves. Our approachincludes:

1) Routes to Market Portfolio Approach2) M&A Corporate Development3) Expansion: Geographic &/or

Product/Solutions4) A market analysis an investment plan and 4) A market analysis, an investment plan, and

the management playbook including all the strategy, execution actions, and detailed business model tactics to creates wealth.

© 2013 Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046

The Ephor ApproachSnapshot on Ephor:

Ephor Group’s “holistic approach” enhances business models by creating operating scale, product service and support effectiveness, exponential revenue development , and strategic optionality.

GoalsD t i d l i i /b i t i i i l ti

Founded in 2002 by Garry Meier to apply the wealth creation methodologies developed by him and hi i t th • Determine underlying issues/barriers to maximizing valuation

• Develop and implement performance enhancement plans and programs • Focus on near term earnings and EBITDA• To Develop long-term scalable operating infrastructure• Positioning the company for maximum value realization

his associates over the past three decades.

Ephor’s methodologies have been implemented

Analysis and Assessment Performance Management Project Plana. Strategic clarityb. Tactical clarityc. Financial clarity

a. Strategyb. Operations

C i li

in dozens of fast-growth companies.

Ephor Group’s seasoned team is comprised of y

d. Operational efficiencyc. Constituency alignment d. Management effectiveness

Outcomes• Fill resource/skill gaps (capital, talent, systems) with functional

pfunctional experts and proven operating executives with more than a 100 years of transforming small businesses into platform / g p ( p , , y )

expertise, and advisory supervision• Dual improvement: Strategic Effectiveness& Operational Improvement • Ensures operational performance achieves top quartile performance• Balanced portfolio of revenues, service offerings, industries served, and

customer concentrations

businesses into platform and growth leaders.

The “Yellow Brick Path”

Board Management

a) Governance Processesb) Operational Efficiency) St t i Cl it

Strategic Capabilities

Management Science c) Strategic Clarityd) Strategic Alternatives

a) Portfoliob) Distributionc) A “Perform” Workforce

a) Operational Budgeting and Reporting

a) KPI driven Growthb) Corporate Investor Documentation

Management Science

Outcomes created: Leadership DevelopmentC it l Effi i t R M d l

Outcomes created: Increase near term earningsPosition the company to attract an array of strategic options for value

c) A Perform Workforcec) Growth Capital & Financial Engineering

Capital Efficient Revenue ModelBusiness Model Outperforms the Competition

Position the company to attract an array of strategic options for value realization (“Strategic Optionality”)Predictable Cash ManagementProactive Client Management ensures budget accuracy and greater per client profitability Top quartile growth created through market differentiation at service levelAlternative Distribution creates opportunities to test new pricing, products,

© 2014 Ephor Group ®All Rights Reserved.| www.ephorgroup.com

pp p g, p ,marketsAlternative Distribution creates strategic alliance and M&A opportunitiesBalanced portfolio of revenues: service offerings, industries served and customer concentrations

$4,000

Q: What Are Your Growth Options? A: The Three Wedges of Growth.

$3,000

$ ,

New Capabilities via new brands, alliances,

Double in five years Cost of $1.00 of Revenues Varies by Channel:

$2,000

$ ,

Better Portfolio:

, ,geographies, M&A

4% 10%

10% - 29%

30%+%

Revenue Waterfall Management = Greater Profits:

$1,000

$ ,

Better Execution: Same solutions to same clients and

additional products, new clients, or both:

growth through increased venues

4% - 10%

$0

$ , same clients and growth through

volume and price increases > Lower cost of client acquisition and

greater profitability by client coupled with predictable sales forecasting. $

2010 2011 2012 2013 2014 2015

Status Quo Expansion Acquisition

> How does your cost of client acquisition compare to competitors?

Email ephor@ephorgroup.com for a complimentary report for your industry sector.

Clients By Sector 2006 to 2012• Business Process Outsourcing (BPO) Healthcare Business Services (HBS)Business Process Outsourcing (BPO)

Latin American Card Services (2003-Current) Bradshaw Group (2011-Current) US DataWorks (2012 – Current) Perquest (2007-2010) Alsbridge (2009-2010)

Healthcare Business Services (HBS) GeBBS (2012 – Current) HRAdvance (2008-2010) Healthcare Coding Resources (2007-2008) ADPI (2003-2008) Certus (2002-2007)Alsbridge (2009 2010)

myCFOnetwork (2009 – 2010)

Human Resource Outsourcing (HRO) Sentric (2011-Current) Achilles Group (2007-Current)

( )

Marketing Services (MSO) Canidium (2011-Current) JDM Marketing (2007-Current) HRMarketer (2007-Current)p ( )

Workstream Inc (2007-2011) HR Advance (2008-2010) TalentTree (2005-2008) SmartTime (2003-2008)

HRMarketer (2007 Current) JPG (2006-2010) SalesNet (2005-2008)

IT Outsourcing (ITO) Institutional Funds

Glencoe Capital (2011-Current) Austin Ventures (2008-2010) CCGVP (2008-2010) Baird Capital Partners (2005-2009) Great Hill Partners (2008-2009)

IT Outsourcing (ITO) Extreme Technologies (2009-Current) Serenity Systems (2008-2011) BluWare (2010-2011) Broadleaf (2010)

Great Hill Partners (2008 2009) CapStreet Group (2002-2008)

© 2012 Ephor Group | www.ephorgroup.com

We prove both Strategy and daily Tactical Execution

Strategy Revenue Management Plan (integrated

Sales, Business Development, Distribution, and Marketing)

Tactics Portfolio Expansion

Expansion of Distribution Channels

Product Marketing Development and Management

Marketing Plan & Marketing Budget

Web Lead Generation

Referral Community

Market, Competitor, Distribution, and M&A primary market research Intelligence services

ThoughtLeadership Promotion

Assets: Videos, Case Studies, Webinars, EvenStrategies, etc..

Sales Unit Economics including cost per sell, marketing cost per lead, sales team management, sales compensation structures, etc.

Marketing Campaigns

Sales business development campaigns

*Ephor Group will help you refine your strategy, develop the assets/processes/function, and train and insource the appropriate team.

© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056

Management Science ReportingIntroduction

© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056

Management Science reporting provides the routine visibility executives need to lead daily performance, attract capital, and outperform the competition. By synching operations and management; cash collection and revenue growth achieves resource efficiency improvement.”

Legacy Thinking Revenue Strategy for 2012 Outcome of New Revenue Management Practice

“Feet-on-the-Street” Direct Sales Multi-tiered Distribution Lower Cost of Client Acquisition

Outbound Marketing Community Marketing Lower Cost of Sales Pipeline Creation

Lead Generation Portfolio Management Referral based opportunity introductions Lead Generation Portfolio Management Referral based opportunity introductions.

Outbound Telemarketing Market Research Intelligence integrated into ongoing routines.

M k t t E t i SMB M k Ni h V i l S i li ti I d M i

Effective B2B growth strategies require capital efficient programs to reach qualified buyers

Market to Enterprises or SMBs Market to Niche Verticals Specialization = Improved Margins.

32

qualified buyers. “Feet on the street” models are legacy thinking. Multiple lead sources are required to be capital efficient. Multi-tiered distribution is key. Referrals from partners, alliances, and communities will generate the majority of

new clients.

Cost of $1.00 of Revenues Varies by Channel:

Revenue Waterfall Management = Greater Profits:

> Lower cost of client acquisition and greater profitability by client coupled with predictable sales forecasting and budgeting because of proactive management. proactive management.

> How does your cost of client acquisition compare to competitors? Email us at Ephor for a complimentary report for your industry sector.

“I 2013 d b d lth ill b t d f “In 2013 and beyond, wealth will be created for revenue models that outperform the competition, that are the most economically p , yefficient, and promote and excel at customers for life.”

Gro thStep™ Case St dGrowthStep™ Case Study HR Staffing & Payroll Services

© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™

A Consolidation Platform in the Outsourced Workforce Management Market

Revenue Multiple 2.5 x 3.0 x 3 .5 x 4 .0 x 4.5 x 5.0 xRevenue 2016 $63,842,663 $63,842,663 $63,842,663 $63,842,663 $63,842,663 $63,842,663

Enterprise Value $161,717,581 $193,789,114 $225,860,648 $257,932,181 $290,003,714 $322,075,247

Investment ReturnsMarket Landscape

Net Debt ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353)Total Value $165,888,934 $197,960,467 $230,032,001 $262,103,534 $294,175,067 $326,246,600

Sponsor Ownership 76.4% 76.4% 76.4% 76.4% 76.4% 76.4%

Preferred Return $39,176,138 $39,176,138 $39,176,138 $39,176,138 $39,176,138 $39,176,138Total Payout $130,629,431 $155,119,478 $179,609,524 $204,099,571 $228,589,617 $253,079,664

IRR 36.1% 40.8% 45.0% 48.8% 52.2% 55.3%

Multiple of Money 4.7 x 5.5 x 6 .4 x 7 .3 x 8.2 x 9.0 x

Holder Cost Basis $ Invested Ownership % Sources UsesMgmt/Common 1.0 x – 10.1% Sponsor $20,557,956 Seller Liquidity $18,677,268Ephor/Founders 1.0 x $1,962,801 13.5% Mgmt $1,962,801 Mgmt Rollover $1,962,801Financial Sponsor 1.0 x $20,557,956 76.4% Debt – Working Capital $750,000

Fees $1,130,688Total $22,520,757 100% Total $22,520,757 Total $22,520,757

Capitalization Table Sources / Uses

Notes:* 2012 acquisition funded with additional sponsor equity of $7.4M raising total new investor equity to ~$27.8M.* Additional acquisitions funded with cash flow + access to revolver with max cap of $5.0M @ 5.5%.

$

Acquisition Pipeline

Location $LTM Status/Merits of Purchase

Long Island, NY 5.8m Near LOI Stage: Transformational Asset: ↑ WFM Capabilities

Solon, OH 2.6m Near LOI Stage: Focus on Franchise & Hospitality

Walnut CA 1.9m Solid Relationship: High Potential after Funding

Trenton, NJ 3.2m Solid Relationship: Transformational Asset: ↑ WFM Capabilities

Orange County, CA 2.0m Potential Succession Seller in 2012-2013 Winston-Salem, NC 3.4m Potential Succession Seller in 2012-2013Louisville, KY 3.5m Potential Retirement Seller in 2013-2014Salt Lake City, UT 4.6m Divestiture of Software Company Orphan

$27.0m Total in Millions

Geographic ExpansionCreating a geographic footprint through the acquisition of a “select group” of regional payroll services. Rigorous evaluation process for identifying attractive and “transactable” acquisitions. Based on identified, essential Weighted criteria (0-100%) adjusts for the most important factors

PCS

New Location / Acquisition Checklist and Criteria Weighting

1) Licensee 20%

2) Customers fully converted 10%

3) Attractiveness of MSA 15%

Pittsburgh, PA Long Island, NY

T t NJ

4) Quality of revenue / fit with SME strategy 20%

5) Willing Seller / realistic price expectations 20%

6) Day to day operator remains with Scienta 5%

7) High quality customer service / low attrition rates 10%

CPS

SPS

Sandy, UT

Louisville, KY

Wi t S l NC

Trenton, NJSolon, OH

Walnut Creek, CA

Map Key

Winston-Salem, NC

Orange County. CA

Map Key

Existing Regional Offices

$2 - $6 M Rev. Opportunities

Sub $2M Rev. Opportunities

Gro thStep™ Case St d Soft areGrowthStep™ Case Study Software

© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™

GrowthStep℠ SaaS Case StudySituation Audit: Perquest’s mission was to provide the first and exclusive software-as-a-service (SaaS) HRO services to small and large q p ( ) gbusinesses via a single technology platform.

Ephor Process, Approach, and Sequence of Events:I. Opportunity & Outcomes >> The attractive investment returns in the payroll business are generated by acquiring

annuity streams of recurring revenue at a low cost, and reselling the revenue at exit at higher multiples.

II. Creating a Seller >> Ephor identified an opportunity in the market: the legacy payroll providers have been unsuccessful in providing clients with a combination of state-of-the-art technology, coupled with business centric services, premier end-user friendliness and superior customer service and support.

III. The “Yellow Brick Road” >> Ephor conducted the research, presentation, and negotiations and signed up numerous qualified acquisition targets And then facilitated the integration efforts and ensured integration numerous qualified acquisition targets. And then facilitated the integration efforts and ensured integration milestones were on-track and effectively managed.

Results: I. Within 30 days a short-list of targets was researched and handicapped, and the corresponding Playbooks,

Financial Acquisition Model, and Integration Plan was created. II Six (6) acquisition targets were identified and signed Letter of Intent within 180 days II. Six (6) acquisition targets were identified and signed Letter-of-Intent within 180 days.

GrowthStep Summary

GrowthStep Valuation MethodologyIndustry Comparables: Cost of $1.00 of Revenues

Acquisition Modeling

GrowthStep Process

Perquest Yellow Brick Road it’s as Simple as 1 2 3: Segment

Segment B

Segment A

Perquest Yellow Brick Road, it s as Simple as 1, 2, 3:

1. Step One: Step Project MAPPING

2. Step Two: Creating a Seller Process

> Develop Targeted Acquisition Pipeline (Size and Scope Each Potential)

a. Handicap All Potential M&A Potentials & Compare Potentials to Strategy

> Implement Acquisition Outreach Program

Segment C

Segment B

Segment A

3. Step Three: Due Diligence and Integration:

Mapping the Highest Probability Targets:

Outreach Programa. Create Sellers b. Confirmatory Due Diligencec. “Yellow Brick Road” Intro Presentation d. “Happy Ending” & Constituency

Alignment Discussion

> “Yellow Brick Road Playbook”a. Precise Valuation Modelb Integration Plans

Segment C

COMPANY CLUSTER Revenues AVERAGE WSE

NBR OF CUSTOMERS

ANNUAL W-2S

NO CAL TOTAL $ 10,450,000 55 655 61000SO CAL TOTAL $ 10,300,000 52 662 233333FLORIDA TOTAL $ 1,100,000 51 295 naMIDWEST TOTAL $ 32,040,000 89 1686 93200MINNESOTA TOTAL $ 5,000,000 73 467 51667

Acquisition Integration Timeline:

b. Integration Plansc. Due Diligence d. Closing Documents

> TransactionsSegment

C

AB

N DAKOTA TOTAL $ 1,000,000 30 640 984000NJ NY TOTAL $ 12,100,000 187 540 55833PENN TOTAL $ 28,200,000 73 1104 1209500TX OK TOTAL $ 31,600,000 47 1317 201250DESERT TOTAL $ 9,280,000 53 588 65500VAC TOTAL $ 9,400,000 38 1135 128750

QualifiedInvestment

Getting StartedGetting Started

E h @E h GEphor@EphorGroup.com

© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™

Getting Started: Constituency Alignment Work Session HOW WE WORKWe understand that each business has a unique set of requirements, objectives and challenges. First we listen and map the current operating reality

At Ephor Group, we start every engagement with a work session we call: “Constituency we listen and map the current operating reality

against the desired future state. We then create constituency alignment with all those that need to be involved internally and externally and create the roadmap to for a better performing workforce. Working collaboratively with our clients we create lasting relationships that generate measurable,

yAlignment.”

During this session, we get to know each other while we discuss industry comparables,

Workshop Discussion Items:Growth Options.

Wh t th i ti f di f ?

g p g ,sustainable results. Our approach is based on the fundamental belief that strategy and implementation go hand-in-hand.

y p ,options for growth and wealth creation, as well as how to enhance operations, tactics, and strategies. Every work sessions answers key questions to growth, addresses gaps, and

What are the economic tiers for spending for my company? What is the best capital option for growth? What are the strategies for expansion? What alliances and key

accounts require penetration? How do we connect the dots between wealth goals, strategy, and

day-to-day execution?

q g , g p ,results in a Wealth Creation Gap Analysis & Action Plan Findings Report.

y yStar Performer Checklist

How do we build a “Fan Community”? How do we boost referrals 3X and leads 10X without increasing

CAC (client acquisition costs)? What are the tactics to grow the ecosystem (revenue waterfall,

Why Ephor Group: Our holistic approach ties strategy, tactics, and operations to the wealth plan. Execution risk is mitigated by our methodologies client NLTV)?

Wealth Creation Plan DocumentationTARGETING Exercise

Revenue Waterfall Client Lifecycle Plan

Execution risk is mitigated by our methodologies. We serve as your fundless sponsor on “steroids” to create a institutionally fundable business so that capital and resource constraints are never a barrier.

Phased Approach: Follow your “Yellow Brick Road”1 STRATEGY

PHASE 2 Go-To-Market 3 GrowthSTEPSM

(Growth Venues & Alternative Distribution)4 THE YELLOW

BRICK ROADSM

Initiates with a detailed Revenue Growth Plan. Financial, Strategic Product/Service Positioning, Operational Measurement and Metric Benchmarks are Prescribed.

Brand & Solutions Strategy

Brand Penetration

Routes to Market & Portfolio Client Lifecycle Management Solutions approach.

New Markets / New Products

Geographic Expansion

Channel Strategies

Branded leader known for productized recurring solutions.

Engaged community & community leader.Brand & Solutions Strategy

Productization of Services into solutions and corresponding messaging.

Asset DevelopmentA “Community” of Targets is Created, Profiled, and Prioritized and all growth assets developed.

Client Acquisition Process connected to Client Lifecycle Management & Raving Fan Client Satisfaction Process.

Revenue Campaigns

Alternative Distribution

Corporate Development M&ARevenue processes on autopilot.

assets de e oped

Revenue Waterfall Portfolio Effects to support

Phase I Outcomes include:1. Revenue Strategy.

2 R P d Revenue Waterfall Portfolio Effects to support your GrowthSTEP

Wealth strategy alignment with budget and all constituencies.

2. Revenue Processes and Programs including Opportunity generation, eMarketing, Demand Generation, Sales Support, PR, Communication, & Promotions.

Ephor Group Team SnapshotThe 2013 MarketEven in a slow growth economy, new emerging enterprises and market leaders will grow and prosper. And the

Revenue M&Aleaders will grow and prosper. And the market will continue to bifurcate into market leaders and laggards with none left in the middle.

Ephor Focus & Expertise:

Online Brand Strategy M&A Research Intelligence

Market Intelligence

Go-To-Market

M&A Sourcing

M&A Integration Ch A tGo To Market

Routes to Market

Change Agent

M&A Corporate Development

Email us for case studies for your industry sector @ Ephor[at]EphorGroup.com