1. January 30, 2003

2. Who We Are – Corporate Highlights
Established in 1968
Publicly traded company with a US $3 billion market cap and 40% employee ownership
1700 professionals in 25 offices in 11 countries around the world.

3. Who We Are – SEI Worldwide
LONDON
Pension
Asset Management
SWITZERLAND
Pension
Asset Management
DUBLIN
Offshore Funds Servicing Division
FRANCE
Joint Venture
Asset Management
TORONTO
Pension
Asset Management
KOREA
Joint Venture
Asset Management
U.S.
Parent Company
TAIWAN
Joint Venture
Asset Management Company
MEXICO Asset Management Company
HONG KONG
Developing
Relationship
Network
CAYMAN ISLANDS Global Product Platform
SOUTH AFRICA
Joint Venture
Pension Asset Management Company
ARGENTINA
Developing Pension and
HNW Distribution Network

4. Who We Are – SEI Corporate Recognition
Honor Roll Selection (Number 4) on “The Wall Street Journal’s Shareholder Scoreboard”
Number 45 on list of “Fortune’s 100 Best Companies to Work For”
Number 3 Business Week’s List of “Best Performing Mid-Caps”
Number 5 “Best Value CEO” According to Forbes
Selection for S&P Midcap 400

5. What We Do We Create and Manage Wealth for Institutions and Private Clients
Global leader in manager of manager investment solutions
Leading provider of managed investment programs for high net worth individuals in the US
One of the five fastest growing investment companies in the US
Global leader in providing investment systems and services
Leading provider of investment systems in the US
Leading provider of mutual fund processing in the US

6. What We Do – Our Offering and Our Target Markets
Corporations
Financial
Institutions
Wealthy Private
Clients
Comprehensive Business Solutions
Our target markets are corporations, financial institutions and wealthy families.
There are strong synergies around our asset management products and investment technology services which enable us to deliver comprehensive business solutions to the three markets
SEI Products and Services

7. How We Are Different – To Create Value for Our Customers
Innovative
Flexible
Client-Focused
Technological
Resourceful
Hands-On
Visionary
Talking Points
Make introductions
Welcome/Thank You
Tell the audience what you’re going to tell them: focus on the three key points you want them to come away with.
In new business presentation, should be an overview of who we are & how we work, offering, and how we’re different (corporate positioning).
You can use the bullets to emphasize key SEI qualities - but know that you need to demonstrate it throughout the presentation.

8. How We Are Positioned (Currently)
Solution (leveraged, strategic, customized)
Solution
Process & Support (enhancement, best practice)
Process
= Financial Wellness Solutions
Leaders
Product (off-shelf, functional)
Product
Degree of Value
By partnering with SEI, the IM firm creates financial wellness to their 1. Clients, 2. Firm, and 3. Employees
Many firm view product selection as an enabler to their business. Although being ‘off the shelf’ and relatively quick, the business continuity suffers and growth is prohibited
Process changes are a significant enhancement, but lack customization, opportunity generation, and risk mitigation
Leading firms look to ‘Solutions providers’ to transform their business
SEI’s financial wellness solutions are the key to transformation business change
Most Firms
Random Activity (quick fix)
Actions
Challenged
Random
Tactical
Strategic
Transformational
Degree of Business Change

9. Best-Practice Solution Development Guidelines
ILLUSTRATION
Market Immersion
Strategy Formulation
Solution Development
Launch
Propose Define Design Test
Ideas
Determine Customer Needs
Refine
Design,
Pricing,
Business
Model
Targeting
projections
Alpha
Test
Market
Analyze Industry Forces
Iteratively testing solutions with customers will minimize investment & speed market adoption
Create
Franchise Business
Options
&
Targeting
Analyze Competitive Environment
The strategy formulation guidelines will be explained with simple, “how to” education and case examples on each topic
DETERMINING CUSTOMER NEEDS
Table of Contents
What are customer needs?…………………..1 Why is it important to understand needs?…..3 Action steps to complete this objective?…….5 What information already exists?…………….7
Sources for help?………………………………8 How to lay out the output?…………………….9
Common mistakes, time traps and expert tricks………………………………15
Challenging questions to ask…………………17
Case examples…………………………………18
Additional reading……………………………...20
Identify SEI Assets and Capabilities
Test Customer,
Competition,
SEI leverage
& Business Model
Data

10. The IM Business Problem
We concluded that Investment Managers do not have the tools or capabilities to cost effectively grow their business model and thereby maximize the firm value.
Typical Resource Allocation
Customer Intimacy
Losing focus on core capabilities
An IM's value chain can be broken down into three key processes: Customer Intimacy, Investment Process and Operations. To build a sustainable business you need to align these process to maximize value as you grow. A business model is usually the platform to do that. A business model is a combination of core capabilities and resource allocation.
During this period of growth money managers spent little time focusing on the business model needed to support this growth and maximize equity. As a result, they have ended up with a business model that provides little opportunity to monetize their sweat equity.
This has left them with an ineffective business model with a disproportionate share of their resources being consumed in operations and their focus being distracted away from their core by activities that do not translate into value to the end client. Thereby, diluting their core assets and associated value as opposed to leveraging and maximizing it.
By looking at their business through a process lens we were able to pinpoint SEI opportunities were we could be the business partner of the IM helping them seize opportunities of scale and scope thereby maximizing their sweat equity. The IM firm value needs to be a focus on customer service, the operations need to be integrated to drive scale and the risk needs to be managed across the firm not just in operations.
WE HAVE DEFINED A FRANCHISE CONCEPT THAT WILL PROVIDE SELECT MONEY MANAGERS WITH THE BUSINESS PLATFORM NEEDED TO SIMULTANEOUSLY GROW, OPERATE AND MANAGE THE RISK OF THEIR BUSINESS.
COMPETITION NOTES:
Current providers our approaching these critical business issues functionally. In the Back & Middle you see custodial banks (e.g.State Street, Mellon, etc.) and on the front end you see Accenture, Seibel, Spectrum, Sales Logics etc..). This approach increases business risk and does little to help the IM firm grow.
SEI is approaching this from an “Enterprise Perspective”—focusing on the complete solution—revenue enhancement, operational efficiency and risk management.
We are helping IM firms make this transition today, by taking steps in the back and middle office to integrate their platforms.
Investment Management
Resource investments lack value and scale
Operations
Money managers need to align their capabilities with the market to provide scale and scope opportunities, thereby maximizing their equity

11. End State Franchise Model Value
By partnering with the SEI Franchise Solution, Investment Managers can focus on growing their business through alpha and client intimacy.
Typical Resource Allocation
(Focus & Dollars)
New World Resource Allocation (Focus & Dollars)
Minimize Risk
Customer Intimacy
Customer Intimacy
Enhance Revenue
Losing focus on core capabilities
Resource investments lack value & scale
Improve Efficiency
Investment Management
Investment Management
With SEI, money managers can realign resources to the demands of the market & focus on their core. With the SEI Franchise Suite, money managers can simultaneously take advantage of scale & scope opportunities and maximize firm value. What separates SEI from the competition is the focus on being a business partner as opposed to vendor & the way they manage all the elements of firm value.
The value and has three pillars:
Revenue Enhancement: the franchise model allows the Investment Management firm to participate in revenue streams that they normally wouldn’t have access to.
Operational Efficiency: the franchise model helps the Investment Manager to realize efficiencies in operations through a combination of best practices and best technologies.
Risk Mitigation: the franchise model ensures that the mechanisms controlling risk are consistently being monitored in order to provide the most up-to-date analysis of the IM’s exposure to potentially negative business scenarios.
Essentially, the franchise solution provides the IM with a scalable business model that equips them for future growth and sustainable business success.
We will not only use these three pillars as our own standard-we will determine relevant benchmarks & measures to help firms evaluate their success relative to their competitors/peers. We will also demonstrate how SEI’s clients have significant performance improvements via industry competitors
So How do we get there from here ?
Operations
Operations
SEI will drive a sustainable business by combining the value elements of revenue enhancement, operational efficiency and risk management. This will make SEI a true business partner and change the game from functional outsourcing to strategic.

12. The Money Managers ‘Franchise’ of Services
The Money Manager’s Consortium ‘Suite’
Investment Processing
Trade order Mgt.
Investment Decision
Client reporting
Workflow automation
Open middleware
Commercial Banking management
Profitability assessment & scorecard
Billing/ Invoice tools
Payroll assistance
Benefits Admin
M&A matching & models
CFO Suite
COO Suite
CEO Portal
Open architecture & network
Web, Java based
MS.Net?
Modular
Flexible
Knowledge Mgt.
Human Resources
Executive Concierge
Events Planning
Legal Network
Enterprise Suite
SEI Platform

13. Lessons Learned
Start Small, Scale Fast…Market Moves too Fast for Long-Term Research Projects
Focus on Customer Business Problems
Think Outside Current Assets and Processes to Develop New Solutions
Change Management is as Important as Strategy Formulation
The Old Ways of Doing Things Can’t Be Forgotten too Soon.
You’ll Lose too Many People in the Process

14. Bumps in the Road
How do you freeze the market without overselling the solution?
How do you handle sales structure and compensation?
What is the right service model?
How do you handle new positioning migration?
New Customer
Existing Customers
How do you balance short-term capital market requirements with long-term business planning?