1. Top 50 Goal FY 11 in Review For-Profit Region Jim Vastyan v2

2. Top Accounts FY 11 vs. FY 10 AccountFY 10FY 11$ Variance% Variance Laureate $167,115$178,550* $11,4357% Strayer $130,374$95,253** ($35,121)-27% Grand Canyon $20,723$41,694 $20,971101% DeVry $26,054$36,858 $10,80441% Rasmussen $30,000 $40,00 July 2011 $10,00033% Kaplan $5,491$14,685 $9,194167% Globe $327$29,450 $29,1238906% Totals $380,084$436,490$56,40615% *Late report months overdue for ~$20,000 **Recently changed their primary distributor.

3. WHAT’S WORKING WhatWhere/How/Why Recruited 5 members for our FP Advisory Board. (No turndowns to date) The 4 “school” people are intentionally from high-level, mid-size regional FPs—all with online MBA programs. Website “tours” Ones I am now able to conduct Public and private demos that Andrew/Barbara have done Our DeVry contact is very interested in learning more about Sims and is seeking help to get the word out to her deans and faculty. Implemented a priority target approach to the FP sector Currently have 16 FPs in that group, and probably will add another 2-4 over the next 6 months. Sales at the 10 schools in that group that are actively using HBP materials are up 17% FY 11 vs FY 10. The Kaplan marketing management pilot. Will provide valuable proof of concept info as to the viability of helping customers design “HBP-only” or “HBP-mostly” courses where the textbook is dropped or marginalized to recommended status. Content suggestions/ RFP responses All accounts value this highly

4. SECTOR OPPORTUNITIES WhereWhy/How Sector at large HMMv10 pilot for alumni at Rasmussen was very successful All FPs have an alumni department and alumni director, so this concept is scalable to all. Sector at largeWebinars as cost effective and time efficient way to promote products and HBP Large FP’sWe’re at the early stages of engagement with 3 very large FPs — Bridgepoint, EDMC, and UOP. 16 priority accountsStarting from a small sales base and market share, so growth opportunities are good at every priority account. Quality medium-sized regional FP’s Sullivan, Harrison, Rasmussen, Grand Canyon Sector at largeMoving away from textbooks to a disaggregated content approach

5. ACCOUNT OPPORTUNITIES WhereWhy Rasmussen, Kaplan, Laureate, Globe and Capella Much better understanding of the key contacts and key internal course development processes at several priority accounts (Rasmussen, Kaplan, Laureate, Globe/MSB, and Capella) Growth will follow… Kaplan Strong strategic relationship with Dean Laureate International expansion Online MBA for Latin America Univ. of Liverpool for Europe and Africa Capella Excellent fit with our materials Only recently able to engage with them at right level

6. Challenges WhatWhere/How/Why Difficulty in engaging key people when we want to see them Getting meetings, keeping them from being cancelled, establishing good relationships with some key accounts Key Deans/staffers work remotely and only go to HQ quarterly for meetings Managers act as gatekeepers for Deans, others Deans, others are over-scheduled and don’t always see the HBP value prop due to unfamiliarity with us and their “habit” of working with the Big 3 pubs. Opportunities for growth at accounts are not always immediate Large chunks of business are under contract to one or more of The Big 3—and courses at many FPs are “locked down” for 2-4 years.

7. Challenges WhatWhere/How/Why Services portfolio We offer course maps and ad hoc advice on popular cases, articles, books, Sims The Big 3 offer program/curriculum design-build services and ID/SME services at the course level. This is their quid pro quo for obtaining large multi-year (volume discounted) contracts at the larger FPs. Protracted development time- line between RFP and/or course development phase and course launch. From the time we bid on RFP’s until we get the business often takes months