1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Maximizing Value from Business Partner & Supplier Relationships 1 Assessing a proposed or existing alliance, suppliers, distributors / VARS to evaluate/ensure both parties meet or exceed the goals of the relationship. Analysis includes offering, market knowledge, competitor knowledge, financial plans, costs, revenues, profit contributions, sales cycles, value propositions, etc. Overview of Business Partner & Supplier Assessment Predictive Insights for Actionable Decisions

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Our research on Business Partner & Supplier relationships indicates … 21% of the business partners provided 84% of the revenue The bottom 40% of business partners consumed 66% of internal support 24% to 44% of the business partners had and sold competing offerings The training programs for the business partners scored only 44% ( Base of ) The turn around of requests from the business partners averaged 36 days and only 35% of the customers were responded to with the required information There was executive support to the top 32% of the business partners 54% of the business partners had EBITDA greater than 5% but less than 10% 24% of the business partners had EBITDA greater than 10% 26% of the business partners had negative cash flow 2 For Vale-Added Resellers (VAR’s): For Suppliers: Supplier assessments identified issues ranging from serious irritants to disagreements Less than 40% of issues are resolved between supplier and customer The information error rate in the supply chain is 18-23% The turnaround of requests from the enterprise was 36 days

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved To help resolve these challenges, NorthPoint has a robust software-based tool and process to provide rapid “Best-in-Class” improvement opportunities 3 Business Partner & Supplier Assessment  Objective:  Make the program /supplier relationship more effective / efficient  Make the program more of a real competitive asset  Identify the real market opportunity and real penetration  Improve the Partner Business Process (BPP) / Supplier Business Process (SPP)  Improve the business model  Improve the brand  Improve the market message management for increased market momentum  Identify the barriers between ABC Inc. and its Partners / Suppliers  Remove the barriers between the Partners / Suppliers and ABC Inc.  Answering the following:  What should and could the realizable revenue be?  Where are the risks to improved performance with the business program?  How to improve the infrastructure, cost and value? Recruiting Business partners / suppliers Business Partner / Supplier set up Business Partner / Supplier growth

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Our process is rapid, knowledge based, and inclusive of all critical stakeholders impacted by the relationship… Baseline Business Partner Value Analysis Sessions for Enterprise / Customer & Partner / Supplier Teams 4 Baseline Gap Analysis & Management Report Baseline Gap Analysis & Management Report Baseline Value-Risk Assessment Session Baseline Value-Risk Assessment Session Enterprise / Customer Enterprise / Customer Business Partner Or Supplier Business Partner Or Supplier Baseline Value-Risk Solution Session Baseline Value-Risk Solution Session Enterprise / Customer Enterprise / Customer Business Partner Or Supplier Business Partner Or Supplier Closing The Gaps Closing The Gaps Checkpoint OVA Assessment Checkpoint OVA Assessment NorthPoint process overview…  Step 1: Value-Risk Assessment (VRA) Session  Facilitated session with key stakeholders (1/2-day) separately with enterprise / customer and business partner / supplier  Analyze and score statements comprised of the Fundamental Business Activities (FBA’s), as well as the supporting Steps, Tasks and Processes (STP’s)  Drive stakeholder alignment through facilitator-led consensus scoring for each FBA/STP  Capture key discussion points / issues  Step 2: Baseline Gap Analysis & Management Report  Predictive analytics and prescriptive activities to address  Step 3: Value-Risk Solution (VRS) Session  Facilitated session with key stakeholders (1/2-day), separately with enterprise / customer and business partner / supplier to understand assessment results  Step 4: Closing the Gaps  The enterprise / customer and business partner / supplier teams meet to review the gaps identified in the Baseline Assessment Sessions and discussed in the Solution Sessions in order to develop action plans  Gain deep understanding, buy-in and follow through across the organization from collaborative methodology  Step 5: Checkpoint Assessment Sessions Step 1 Step 2 Step 3 Step 5Step 4

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Baseline Business Partner / Supplier Value-Risk Assessment Session Baseline Business Partner / Supplier Value-Risk Assessment Session  The ½-day Value-Risk Assessment is conducted during the relationship building or partner / supplier phases of the relationship – separate session for Enterprise / Customer and Business Partner / Supplier Teams  BPA analytical software is utilized to conduct the assessments  Enterprise / Customer Team members evaluate, discuss and score how well the Business Partner / Supplier meets their needs.  Enterprise / Customer Team will understand:  The governance processes that will be in place  Value they will receive  Business Partner / Supplier Team members evaluate, discuss and score how well they meet the value expectations & requirements of the customer.  Business Partner / Supplier Team will understand:  Problem the enterprise / customer is trying to solve  How the Business Partner / Supplier will solve the problem  Value requirements & expectations  Value the Business Partner / Supplier commits to deliver Step 1: Baseline Enterprise / Customer and Business Partner / Supplier Value- Risk Assessment Sessions 5 Baseline Enterprise / Customer Value-Risk Assessment Session Baseline Enterprise / Customer Value-Risk Assessment Session

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 2: Enterprise / Customer & Business Partner / Supplier sessions are compared to produce a gap analysis for critical insights for both the enterprise / customer and business partner/ supplier… Baseline Gap Analysis & Management Report Baseline Gap Analysis & Management Report  BPA proprietary database contains extensive market research and experience data on the value and buying factors addressed during the relationship building cycle.  From the Baseline Customer & Business Partner / Supplier sessions the database produces predictive analytics & prescriptive activities to address.  Gaps between the Baseline Performance Indices are analyzed and documented.  Team reviews the assessment output at the Fundamental Business Activity level to identify areas with significant performance issues 6 BPA software, database and methodology equip the Business Partner / Supplier initiative with a proactive and repeatable process to ensure both parties understand:  Gap between the value expectations and value requirements of their target customer and the value committed to be delivered through the relationship  Severity and nature of the gap  Activities required to minimize the gap  Priority of the steps to mitigate the risk in an account  Value based market messages required to win the business

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 2: Understanding the gaps and what needs to be done to resolve the issues across the 16 categories 7 Baseline Gap Analysis (continued)  The team can now review the assessment output at the next level of detail (in this case we are reviewing the “Partner Customer Driven Influence” FBA)  For each of the major areas assessed (component level-Fundamental Business Activity scoring) there is a detailed statement with the Team’s score of the related the Steps, Tasks and Processes.  Team scoring of the Steps, Tasks and Processes is the input to the Performance Profile Score  The lowest Performance Profile Scores indicate areas with the most significant improvement opportunities Team score Step, Task, Process 1.50Customers identified a number of value propositions that are committed to be delivered with the program and will add to its delivered value 1.00Customers identified a number of value propositions for the program that compared to those delivered by the competition that should allow customers to continue to advance over the competition 1.00The connectivity process with the customer has demonstrated that the proposed technology for the program provides new and important value to the Financial Services industry 1.50Customer surveys confirm that customers believe and can demonstrate that they have influenced the Enterprise / Partner product and service offerings 1.00Enterprise / Partner teams on-site with customers have the knowledge of how effectively and efficiently customers use the technology proposed for the program 1.00Partner has demonstrated that it has adopted new buying criteria based on input from customers and can deliver it to reduce the sales cycle compared to the competition

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 2: Prescriptive actions identified to resolve the issues and develop the plan to add more value to the relationship 8 Baseline Gap Analysis (continued)  The team can now identify the prescriptive improvements required to improve performance for each Step, Task and Process  The Steps, Tasks and Processes in conjunction with the notes recorded in the software from the facilitated session (scoring of the statements) provides the knowledge required to address the root cause of the issues. *These Steps, Tasks and Processes support a Performance Profile result from the prior page Customers have not identified the value propositions most important to their success. The value propositions most valuable to customers have not been compared to value propositions provided by competitors. A customer connectivity process is not in place to obtain knowledge of what technologies are required / desired by potential customers. Customers surveys are used to gather feedback on partner performance, but do not include knowledge gained on unmet or unidentified needs. A process needs to be in place to obtain and provide feedback on unmet and unidentified needs. A formal review process of customer buying criteria needs to be established for each of the buying segments and updated on a regular basis. On-site reviews of how customers utilize the enterprise’s technology are random. A formal on-site review process needs to be established that then feeds the value proposition development and also determines offering pricing. Team score Step, Task, Process 1.50Customers identified a number of value propositions that are committed to be delivered with the program and will add to its delivered value 1.00Customers identified a number of value propositions for the program that compared to those delivered by the competition that should allow customers to continue to advance over the competition 1.00The connectivity process with the customer has demonstrated that the proposed technology for the program provides new and important value to the Financial Services industry 1.50Customer surveys confirm that customers believe and can demonstrate that they have influenced the Enterprise / Partner product and service offerings 1.00Enterprise / Partner teams on-site with customers have the knowledge of how effectively and efficiently customers use the technology proposed for the program 1.00Partner has demonstrated that it has adopted new buying criteria based on input from customers and can deliver it to reduce the sales cycle compared to the competition

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 2: Deliverables developed from the software-based tool that identify areas requiring focus for improvement…  Management reports include:  Summary of “Best-in- Class” results, analysis, findings, conclusions on barriers to value & risk management recommendations  Summary of Baseline Sessions  Graphical outputs & comparative charts  Performance & risk metrics generated by comparing the relationship to “Best- in-Class” within NP’s database. 9

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Baseline Business Partner / Supplier Value-Risk Solution Session Baseline Business Partner / Supplier Value-Risk Solution Session  Enterprise / Customer & Business Partner / Supplier teams re-convene separately for a 1-day session to review VRA output Step 3: Baseline Enterprise / Customer and Business Partner / Supplier Value- Risk Solution Sessions 10 Baseline Enterprise / Customer Value-Risk Solution Session Baseline Enterprise / Customer Value-Risk Solution Session Separate Performance Scorecards covering 16 value barriers prepared for the Enterprise / Customer View and Business Partner / Supplier View

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 3: Baseline Enterprise / Customer and Business Partner / Supplier Value- Risk Solution Sessions (continued) 11 Separate Performance Scorecards prepared for the Enterprise / Customer and Business Partner / Supplier Views

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 4: Closing the Gaps Closing the Gaps  The Enterprise / Customer and Business Partner / Supplier teams meet to review the gaps identified in the Baseline Assessment Sessions and discussed in the Solution Sessions.  Leaders are identified to address the areas of low performance  Teams are commissioned, responsibilities assigned, metrics are defined and timeframes are agreed to. 12 Closing The Gaps Closing The Gaps

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Step 5: Checkpoint Assessment Sessions Checkpoint Business Partner / Supplier Assessment Session Checkpoint Business Partner / Supplier Assessment Session Checkpoint Enterprise / Customer Assessment Session Checkpoint Enterprise / Customer Assessment Session Checkpoint Gap Analysis & Management Report Checkpoint Gap Analysis & Management Report  Business Partner / Supplier team meets to evaluate their value delivery commitments.  Session allows Business Partner / Supplier to identify additional areas to provide value, beyond the current agreement.  Enterprise / Customer team meets to evaluate value received versus value committed.  Enterprise / Customer team provides feedback on other issues, concerns or new requirements.  The data from both the Enterprise / Customer & Business Partner / Supplier Checkpoint Sessions are embedded into the database in order to produce predictive analytics & prescriptive activities.  Any gaps between the Performance Indices are analyzed and documented.  Any areas that need to be improved or new enterprise / customer requirements will be identified.  The management report will include the following:  Updated performance & risk metrics generated by comparing the relationship to NP’s “Best-in-Class” database.  Mapping of Checkpoint metrics to Baseline metrics, identifying areas of improvement, change and areas that still need focus.  Redefine the value propositions to be delivered. 13 (Recommended every days after Baseline completion) Enterprise / Customer & Business Partner / Supplier Checkpoint Assessment Sessions can be combined to promote collaboration

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved NP's Business Partner Assessment focuses on strengthening the good and improving weak areas  The middle 40% had 21% to 33% more un-served market opportunities than the highest performing partners.  ABC’s Market Message scored between 42% to 62%  Effective follow up from communications initiated by the business partners scored at 46%  Business process management effectiveness between ABC and its business partners 52%  The marketing message was tuned to ABC’s view of their target markets  The unmet needs from the business partners was scored at 62% with over 35% totally rejected  Business partner education from ABC – scored 46%  Business partner sales training scored at 41%  Business model not effective and flexible to meet the market needs  Confused on new product offerings and how to sell them  No collaborative customer value and risk management identification Example knowledge gained from Baseline VAR assessments: 14

1992 – 2015 Confidential to The NorthPoint Group © Boston – Charlotte - Cleveland – Naples - NYC All Rights Reserved Value delivered by BPA 15  Value-VAR’s  Cash flow improved and the sales cycles were reduced by 22-30%  70% reduction in turnaround time for issues resolution (from months to days and hours)  Partner margin improvement 14% in year one 17% in year two  Business partner competition with the enterprise reduced by 55-85%  60-80% improvement in market message  30+% improvement in business partner training (scored by business partners-initially scored at 52-56%)  35% improvement in brand value in one year  Increases the knowledge of the customers real needs (unmet and unidentified)  Improves the alignment and support of the business leadership  Value-Suppliers  Improved supply chain costs by 11%, improved schedule performance by 21% and inventory by 23% in 12 months  Supply chain information error rate reduced by 81% in 12 months  Management processes were streamlined that enabled a 16% reduction in costs in the first 9 months and an additional 11% in the following 12 months  Time to Market for new products improved by 21+% in the first 12 months and an additional 9% in the next 12 months  Cash flow (due to improved inventory turns) improved by 12-24% in the first 12 months  The turnaround of requests from the enterprise was reduced from 36 days to less than 9 days in 7 months  Analytics  Identifies the value propositions important to the buyer  Identifies the buying criteria of the customer  Accuracy of analytics  Every Fundamental Business Activity (FBA) is has its own weight of performance  Every assessment is benchmarked to “Best-in-Class”  Buy-in and follow through on the assessment recommendations (collaborative process)  Deep understanding across both organizations (enterprise / customer and business partner / supplier)