1. Alan Ji, Lola Bakare, Risa Kuamochi, Justine Singer-Kaufold

2. WHO ARE WE? Consumer Products B2B Technology & Services Mobile & Web Services

3. MISSION STATEMENT

4. MARKET ANALYSIS Businesses ChildcareElderly care Consumers Men/Women: 18-25 Men/Women: 45-65

5. MARKET BREAKDOWN Consumers Men/Women: 18-25 First car/bike owners First dorm/apartment owners Technology savvy “Speed” oriented generation Image conscious Statistics Number of people ages 18-24 in PA (as of 2012): 1,263,768 Number of people ages 20-24 in Philadelphia:146,717 Men/Women: 45-65 Long-time owners of homes/cars Busy home/work life Somewhat up-to-date on technology Convenience oriented Simplicity oriented Statistics Number of people ages 45-54 in Philadelphia: 197,970 Number of people ages 55-64 in Philadelphia:160,808

6. MARKET BREAKDOWN Businesses Childcare: Schools Daycares After care programs Nurseries Nanny agencies Elderly Care: Old age homes Assisted living facilities Hospitals Live in held agencies Gated communities Statistics: 2,693 registered assisted living facilities in PA Average cost $3,175 per month in PA 15% of population senior residents in PA

7. MARKET GROWTH Businesses: Huge potential market growth of ageing “baby boomer” generation leading to increase in old age homes and assisted living facilities Young children and new children being born from the large population of 24-30’s Consumers: As the new generation of young consumers age into the 18-25 range, they are increasingly technologically savvy and expect their worlds to move at an increasingly fast pace The 45-65 year olds will be increasingly busy taking care of their aging parents and families, contributing to their need for convenience and speed

8. REVENUE STREAMS GPS Products: Key chains Phone cases Promotional products Partnerships Major brands Fashion companies Car companies Airlines GPS Services: Old age homes Day care centers Hospitals Schools Businesses Bike shops Car rentals Libraries Manufactures Products for the elderly Products for children Products for the handicapped Car manufactures

9. MARKETING & ADVERTISING STRATEGY

10. SALES STRATEGY Direct Sales Use connections to enter established businesses/markets Train sales staff to be knowledgeable of the product and the business/market they are entering Set up meetings with potential buyers through routine calls/emails/flyers Attend industry events/conferences/fairs and join associations/membership alliances Strategic Partnerships Connect to potential partners via email promotions/newsletters Contact HR department for partners Send free samples and provide hard data on potential revenue increase for brands that partner with NeverLost

11. RETENTION STRATEGY For Businesses Discounts on large orders Free samples of new products Provide free software updates and maintenance services Special offers for businesses who recommend our services to other businesses Send our surveys on customer service performance and get in touch with those who have complaints/critiques For Customers Monthly email offers and coupons Popup offers for mobile app users Savings for those who get friends to place orders Discounts for those who fill out customer service surveys

12. MANAGEMENT & OPERATIONS Operations Office Telephone Office Server CRM Accounting Software Office Equipment Employees

13. COMPETITION Us: Lightweight Fashionable Inexpensive Widely available Quality/satisfaction guaranteed Customer service oriented Promotions/discou nts Integrated with latest technology/social media Top Competitors: GPS Service Providers 1.Garmin 2.TomTom 3.Magellan 4.Mio GPS products 1.Amazon 2.eBay 3.Zazzel 4.Radio Shack Them: Large/cumbersome/h eavy Expensive Unattractive/unfashio nable Unreliable Not up-to-date with current mobile devices Offered online only Require batteries Unguaranteed quality/performance

14. FINANCIAL OVERVIEW & REVENUE PROJECTIONS

15. EXPENSES

16. CAPITAL NEED/USAGE

17. EXIT STRATEGY Exit StrategyProsCons Seek Second Round of Investment: After repayment of initial principal and specified return on investment, seek second round of investment for operations expansion Maintain control over business operations Potential for profits from expansion Build investor confidence in company’s ability to produce returns High risk Potential for large losses if company underperforms Credibility/reputation of entrepreneurs on the line Strategic Acquisition: Another company purchases business with cash and/or stock in acquiring company Potential for large payout Potential for bidding wars Liquidity Improve company’s performance Consolidate to remove excess capacity from industry Get skills/technologies faster or at lower costs than they can be built Loss of operating control Loss of management team Changes to operations, staff, and business lines Potential for bad fit between acquirer and acquiree