Shared Infrastructure: New Operational Models for Achieving Greater Efficiency, Effectiveness and Sustainability Presented by: Howard Brodsky Co-CEO & Chairman CCA Global Partners May 22, 2006 New York

CCA Global Partners the power to do more FOCUSED ON THE FUTURE

CCA Global Partners Snapshot  Network gross sales of $8.7 Billion  78 consecutive quarters of profitability  Fourteen divisions  Over 3,600 stores/locations  Seven Countries  Four Continents  8 th largest retailer in the U.S.  Top 100 Retailers in the World

Our Focus  Conversion franchising in the mainstream retail segment  Franchise creation in the other market segments  Strategic partner with manufacturers

Our Mission  To provide tools, products and services to help our members compete successfully in their markets and to assist in increasing their growth and profitability.

The Concept BuyingMarketing Management

Human Resources Marketing & Advertising Rug Decor Meeting Services Information Technology Finance & Accounting Membership Recruiting Insurance National Programs Carpet One USA Flooring America ProSource Flooring Canada Lender’s One Product & Merchandising Education & Training Buying Member Services Legal National Accounts Real Estate Lighting One International Design Guild Floor Trader Floor Expo Carpet One Canada Flooring One Carpet One Australasia Support Divisions Companies The Biking Solution Magnus Anderson Carpet One Africa

Creating the Magic Zone Owners CCA Empathetic Owner & Staff Professional & Knowledgeable Passion for Business Professional Training World-Class Marketing Lower Operational Costs Maximization of Profits Best Service Straight-shooters Innovative Respects and likes their customers Honest Confident Real People Smart Business People Know Product Staff Works Like a Team National Programs Real Estate Services Store Design National Accounts Information Technology Human Resources & Hiring Product & Merchandising Marketing & Advertising Buying Member Services Training Research Growth of Business Increase Customers & Profit Magic Zone

Legal Structure  Cooperative  Franchiser  Licensor  Strategic Alliance

CCA Global Programs  On-line University In the first 6 months of 2005:  19,345 log-ins  17,920 hours of use  11,215 courses completed  Traveling University 248 Events over the past year 2,776 Hours of training 5,915 People training 156 Locations 19,345 log-ins  Meeting & Convention Services Execute and plan: 22 conventions per year Hundreds of regional meetings 10 incentive trips

Infrastructure, Tools, Networks  Communication Tools Members.net  Business Tools Advertising, Marketing  Brand Pack  Monthly Promotions  Public Relations Programs Buying  Exclusive brands  Core products  Rebates Product & Visual Merchandising Store Design Insurance and Benefits  Property & Liability  Vehicle  Workers Comp  Group Medical  Retirement  Term Life & Long Term Disability Real Estate Services  Analysis  Negotiation  Leasing

Infrastructure, Tools, Networks  Operational Tools National Programs  Credit card processing  Gift cards  Check guarantee  Consumer financing  Business Leasing  Yellow Pages  Phone/On-Hold Systems  Telephone/Cellular  Waste Disposal  Office Supplies  Mail and Shipping  Computers  Employment Verification University  Sales training/certifications  Installation Excellence  On-line University  Customer Service  Human Resource  Technical Courses – computer applications  Product Knowledge Training & Certifications National Accounts  Allstate  State Farm  Farmers Insurance Group

Explanation of Innovation  Why was the model developed/ implemented? Strategy is offensive, not defensive Strategy of growth and market share gain not just sustainability  What was the catalyst or moment of opportunity? Pressures from big box stores on independent businesses offered opportunity for consolidation of fragmented industries to look for synergies to protect their market share, secure competitive prices on goods and services, and obtain operational efficiencies  What encouraged players to work together? Created shared vision for the future and delivered on that vision

Benefits of the Model  What specific needs does the collaborative meet? Gives the individual stores the marketing, training, operations and product so that they grow market share and increase profitability  How does it promote: profitability, scale, market share, market influence, prominence, etc.? We own the brands We increase the margins We train on how to hire the best; keep the best Sourcing product throughout the world Failure rate: Industry average is 12% Our membership has < ½% failure rate

Our members are recognized as the most successful, the most profitable and the best managed in their industry

Looking Ahead…  We have targeted large fragmented industries that will not have sustainability without CCA Global’s partnerships  We envision that we will be a $20 Billion company and one of the five dominant retail players in the country and worldwide presence