1. Original Cluster Breakdowns

2. 2 Project Cluster Breakdown Ref # FunctionChampion ClusterCluster Description 1ITIT - Asset Tracking It is very difficult to accurately track all internal assets in a company the size of IKON. This project will focus on the loss of internal resources due to poor asset tracking. 5Operations Commissions - Customer Type (New & Existing) The current commission plan is complex and very difficult to administer. There are many errors made throughout the process. This project will focus on the inaccurate commission payments resulting from the inability to properly ascertain whether the customer is new or existing 6Legal Commissions - Validation of effectiveness of Plan IKON is currently unable to validate the effectiveness of the commission plan. This project will focus on the ability to measure and analyze the alignment of the current commission plan and the goals and objectives of the design of the plan. The goal of the project is to measure, analyze, understand and manage the plan to the design goals and objectives. 7Operations Commissions - Inconsistent Interpretation This project will focus on inaccurate commission payments that result from the inconsistent interpretation of the commission plan 9Legal Contract Formation - Contract Misaligned with IKON Business Objectives It is very important for all pieces of a process to work fluently together to meet and exceed customer expectations and deliver quality. This project will analyze the hand off between the sales rep and the legal department on the formation of a contract. The project will work to reduce the time and rework in the current process and make sure there is alignment between the contracts and the overall business objectives 10OperationsContract Setup - Accuracy There are many factors that drive complexity into the contract set up process. The goal of this project is increase the ability to set up contracts accurately and decrease the amount of rework and delay in the process. 12Legal Contract Termination Process - Accountability for Collection In any business the ability to collect revenue from customers both timely and accurately is critical. This project will focus on the ability to collect from customers who have terminated their contracts prior to expiration

3. 3 Project Cluster Breakdown Ref # FunctionChampion ClusterCluster Description 13LegalContract Termination Process - Accountability for Saving the Customer Many customers make contact with IKON various times prior to canceling their contracts. This project will focus increasing the % of saves IKON makes when customers call to cancel their contracts. A defect is a customer lost which might otherwise be saved prior to early contract termination 15OperationsDemo Rooms - Utilization of Assets There is currently a great deal of inventory utilized in demo rooms throughout the country. This project will focus on the effective and efficient utilization of assets in demo rooms 23OperationsMeter Reads - MethodDefect is the inability to obtain timely and accurate meter reads due to the method of collection. Examples of different methods include: call, web, fax, touchtone, service tech, 3rd party, etc. 26HRNew Manager AssimilationThis project will focus on the assimilation process for new managers. The project will focus on the key drivers of sales manager turnover within the first year. Some possible drivers are: training, lack of management tools, poor communication, lack of a mentoring process, coaching and best practice sharing. 27OperationsPrice Support - Outside Vendor Window IKON does not currently take advantage of all price supports (vendor credits) available. The goal of this project is to increase the % of time that price support is registered for and claimed within the vendor timing window. Other possible drivers areas of focus for this project are: partial shipments, delay in vendor processing, etc. 31HRNew Product TrainingWhen a new product is introduced, the quicker IKON can disseminate the critical knowledge regarding that product, the better IKON can leverage the product for growth. The current process for cascading that knowledge is preventing growth. Some of the key drivers for new product training are: roles and responsibilities, timing of the training, consistency, resource to do the training, the new product launch process, accountability, vendor training coordination and integration of vendor training

4. 4 Project Cluster Breakdown Ref # FunctionChampion ClusterCluster Description 33HRSales Rep Comp - Coverage Model for Sales Rep Comp Plan There is currently a lack of analysis of the coverage model to develop the comp plan. The project will analyze data such as: who sells what and how many (direct vs. specialist, net vs. new) what reps will get paid for what products and services to support the business model, the size of overall comp incentives (size of pie) and how it is distributed, territory equity, etc. 34HRSales Rep Comp - Plan does not support IKON Business Strategy The current sales rep comp plan is not aligned with and supportive of IKON's business objectives. The project will include: Identification of IKON goals and objectives, measurements to validate the effectiveness of the comp plan against both IKON's goals and objectives as well as the comp plans goals and objectives 35INASales Rep Productivity - Deal Approval Process The deal approval process has many layers and takes too long to get deals approved. This process drives less customer facing time for the sales reps. Some of the areas to be analyzed are: current decision tree effectiveness, current margin approval process, current PIMA process, etc. The goal of the project will be to reduce both the number of errors in accuracy of the deals approved as well as reduce the time of approvals. 38HRSales Turnover - Effectiveness of Recruiting/Selection process There are likely many reasons for the high sales representative turnover rate at IKON. This project will focus on the turnover specifically caused by poor recruiting/selection. The project will analyze different drivers such as: channels (monster board, recruiters, referrals), profile (competencies), interview process (screening & formal interview) to determine which have the largest impact on turnover 39INAService Productivity - Parts (Trunk Stock/Stars) There is currently a lack of availability of the right part at the right place at the right time for service to the customer due to trunk inventory. The goal of this project will be to increase the "right time effectiveness" percentage within the service operation.

5. 5 Project Cluster Breakdown Ref # FunctionChampion ClusterCluster Description 40OperationsShipped No Billed - Incomplete Paperwork Often times at IKON we are unable to bill a customer for a product or service that has already been shipped to their location. Many times this inability to issue a bill is due to incomplete paperwork. The goal of this project will be to decrease the number of times that incomplete paper work causes the bill to be delayed. 43INAStrategic Sales Objectives Alignment w/ Tactical - Sales Positioning If the strategic sales objectives are not properly aligned with the tactical elements in an organization, the effectiveness of the sales process will be jeopardized. This project will analyze areas such as: sales positioning (customer contact level, sales rep skill level, comp plan) compensation plan, training, required deliverables, professional services and financial objectives vs. customer objectives. The goal of the project will be to align the daily deliverable of the sales process with the strategic goals of the organization to drive revenue. 44OperationsUnapplied Cash - Discrepancy in System of Record Data integrity causes a great deal of problems in the billing process for IKON. This project will focus on the discrepancy in the system of record at the customer site. 45OperationsUnapplied Cash - Calculation Error Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies in the application of cash received to equipment invoices released as a result of IBS Accuracy issues when compared to IOSC 46OperationsUnapplied Cash - Inconsistent Base Rate Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies in the application of cash received to invoices released as a result of inconsistencies in base rates for service

6. 6 Project Cluster Breakdown Ref # FunctionChampion ClusterCluster Description 47OperationsUnapplied Cash - Machine No Longer Active Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies related to invoices released and machines which are no longer active 49FinanceWorking Capital - Collections The goal of this project will be to improve working capitol by reducing the Days Sales Outstanding. The project will analyze the collections process to see what impact it has on DSO. Initial areas to analyze will include system applications, training and management to see if they are drivers to the collections process

7. 7 Asset Management #1 Asset Tracking Y = f(x1, x2, x3 … x n ) Y = f(x1, x2, x3) Y = Asset Management x1 = Asset Tracking x2 = Cash Utilization x3 = Equipment Standard x4 = Procurement x5 = Severed Assets x6 = Software Licensing Y = Asset Tracking x1 = Asset Control Process x2 = Vendor Data Accuracy x3 = HR Interface % % 100% $ $ $ % $ $ (Hiring, Termination) Y = f(x1, x2, x3, x4) Y = Asset Tracking x1 = Asset Reassignment x2 = No Bar Code x3 = Data Base Tools (inflexibility) x4 = Terminated Employees 100% $ % $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $

8. 8 Commissions (accurately & timely) 1 #5 Customer Type Y = f(x1, x2, x3) Y = f(x1, x2, x3, x4) Y = Commissions x1 = Customer Type (new & existing) x2 = Comp Plan Complexity x3 = Inconsistent Interpretation Y = Customer Type x1 = Ability to Measure x2 = Education x3 = Management Accountability x4 = Representative Accountability 100% $ $ Champion Level % $ % $ % $ % $ % $ % $ % $

9. 9 Commissions #6 Validation Y = f(x1, x2, x3) Y = Commissions x1 = Design of commission plan x2 = Plan Documents x3 = Administration Y = Design of Commission Plan x1 = Validation x2 = Business Objectives x3 = Clarity Y = Validation x1 = Goals & Objectives x2 = Metrics x3 = Analysis 100% $ $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $

10. 10 Y = f(x1, x2, x3) Y = f(x1, x2, x3 … x n Y = f(x1, x2, x3) Y = Commissions x1 = Customer Type (new & existing) x2 = Comp Plan Complexity x3 = Inconsistent Interpretation Y = Inconsistent Interpretation x1 = Education x2 = Decentralized Administration x3 = Management Accountability x4 = Approval Process (Objectivity) x5 = Tenure x6 = Testing Y = x1 = x2 = x3 = 100% $ $ $ Commissions (accurately & timely) 2 #7 Inconsistent Interpretation Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $

11. 11 Y = Contract Formation x1 = Sales x2 = IOSC x3 = Legal Contract Formation #9 Contract Misaligned w/ IKON Business Objectives Y = f(x1, x2, x3) Y = Sales x1 = Submission x2 = Complete Information x3 = Approval/Sign 100% $ $ Page 1 of 2 % $ % $ % $ % $ % $ % $

12. 12 Y = f(x1, x2) Y = Contract Issues x1 = Contract Misaligned with IKON Bus Obj x2 = Incorrect Cust Expectations 100% $ Y = f(x1, x2) 20% 80% 100% $ $ $ Y = Sales Submission x1 = Contract Issues x2 = Financial Information (credit approval) Page 2 of 2 Contract Formation #9 Contract Misaligned w/ IKON Business Objectives Champion Level % $ % $ Champions: Legal Sales IOSC

13. 13 Contract Setup #10 Accuracy Y = f(x1, x2) Y = f(x1, x2, x3) Y = Contract Setup x1 = Timeliness x2 = Accuracy Y = Timeliness x1 = Missing Information x2 = Cycle – time of month x3 = eIKON functionality Y = Accuracy x1 = Stuck contracts 100% $ $ $ (Data, Technical) Champion Level % $ % $ % $ % $ % $ % $

14. 14 Contract Termination Process #12 Accountability for Collection Y = f(x1, x2, x3, x4, x5) Y = f(x1, x2) Y = f(x1, x2, x3) Y =Contract Termination Process x1 = Early Termination x2 = Renewal Y = Early Termination x1 = Service x2 = Lease Y = Service x1 = Accountability for Collection x2 = Accountability for saving the customer x3 = Information to analyze 100% $ $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ Champions: IOCS

15. 15 Contract Termination Process #13 Accountability for Saving the Customer Y = f(x1, x2, x3, x4, x5) Y = f(x1, x2) Y = f(x1, x2, x3) Y =Contract Termination Process x1 = Early Termination x2 = Renewal Y = Early Termination x1 = Service x2 = Lease Y = Service x1 = Accountability for Collection x2 = Accountability for saving the customer x3 = Information to analyze 100% $ $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ Champions: Sales

16. 16 DEMO Room #15 Utilization of Assets Y = f(x1, x2, x3) Y = DEMO Room x1 = Too many assets x2 = Utilization of assets (misuse of assets) x3 = Utilization of Real Estate 100% $ Note: From Inventory Cluster Champion Level % $ % $ % $

17. 17 Meter Reads #23 Method Y = f(x1, x2) Y = f(x1, x2, x3, x4, x5, x6) Y = f(x1, x2, x3, x4) Y = Obtaining Meter Reads x1 = Timing x2 = Method Y = Method x1 = Call x2 = Web x3 = Fax x4 = Touchtone x5 = Service Tech x6 = 3 rd Party Y = Call x1 = Hit Ratio (live person) x2 = Correct contact info x3 = Data entry error x4 = Reasonableness 100% $ $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ Page 1 of 2

18. 18 Meter Reads #23 Method Y = f(x1, x2, x3, x4) Y = Call x1 = Hit Ratio (live person) x2 = Correct contact info x3 = Data entry error x4 = Reasonableness % % 100% $ $ $ % % $ $ $ Y = f(x1, x2, x3, x4) Y = Hit Ratio (live person) x1 = Time of day x2 = Contact information x3 = Time of month x4 = Accountability/Visibility % % $ $ Page 2 of 2

19. 19 New Manager Assimilation #26 New Manager Assimilation Y = f(x1, x2, x3…xn) Y = New Manager Assimilation (Sales Manager Turnover) x1 = No Defined Assimilation Process x2 = Training x3 = Lack of Tools (information, operational process tools, ability to access resources) x4 = Coordination/Communication of Tools x5 = Lack of Best Practice Sharing x6 = Lack of a Mentoring Program x7 = Lack of Coaching 100% $ Champion Level % $ % $ % $ % $ % $ % $ % $

20. 20 Price Support (Vendor Rebates) #27 Outside Vendor Window Y = f(x1, x2) Y = f(x1, x2, x3) Y = Price Support x1 = Registered not claimed x2 = Non Registered missed opportunities Y = Registered not claimed x1 = Outside vendor window x2 = Partial Shipments x3 = Delay in vendor processing 100% $ % % % $ $ $ $ Champion Level Champions: Macon Order Coordinator % $ % $

21. 21 New Product Training #31 Product Knowledge for Growth Y = f(x1, x2, x3…xn) Y = Product Knowledge for growth x1 = Roles and Responsibilities x2 = Timing x3 = Consistency x4 = Resource (eLearning, trainers) x5 = Launch of New Product x6 = Accountability x7 = Vendor Training Coordination x8 = Integration of Vendor Training (IKONize the training) 100% $ Champion Level % $ % $ % $ % $ % $ % $ % $

22. 22 Sales Rep Compensation #33 Coverage Model Y = f(x1, x2, x3…xn) Y = f(x1, x2, x3) Y = Sales Rep Compensation x1 = Comp Plan Supports IKON Strategy x2 = Coverage Model (#reps, # territories) x3 = Compliance (exceptions, accountable) x4 = Base Variable Mix x5 = External Benchmarking x6 = Terms x7 = Complexity x8 = Administration (timely & accuracy) x9 = Performance Management Y = Coverage Model x1 = Who sells what and how many (direct vs. specialist, net vs. new, what reps are getting paid for it) x2 = Size of Pie (total amount) x3 = Territory Equity % 100% $ $ % % % $ $ $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $

23. 23 Sales Rep Compensation #34 Plan Supports IKON Strategy Y = f(x1, x2, x3…xn) Y = f(x1, x2,) Y = Sales Rep Compensation x1 = Comp Plan Supports IKON Strategy x2 = Coverage Model (#reps, # territories) x3 = Compliance (exceptions, accountable) x4 = Base Variable Mix x5 = External Benchmarking x6 = Terms x7 = Complexity x8 = Administration (timely & accuracy) x9 = Performance Management Y = Supports IKON Strategy x1 = ID Goals & Objectives (linkage to goals) x2 = Measurements (ability to measure effectiveness) 100% $ $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $

24. 24 Sales Rep Productivity #35 Deal Approval Y = f(x1, x2, x3…xn) Y = Deal Approval x1 = Decision Tree x2 = Margin Approval x3 = Pima Process x4 = Credit Approval x5 = Legal Approval x6 = Standard vs. Non Standard x7 = Time x8 = Paperwork x9 = Administration 100% $ Y = f(x1, x2, x3…xn) Y = Customer Facing Time x1 = Problem Resolution x2 = Deal Approval x3 = Administration (On Target,Duplicate data requests) 100% $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $

25. 25 Sales Rep Turnover #38 Effectiveness of Recruiting/Selection Y = f(x1, x2, x3…x n ) Y = Sales Rep Turnover x1 = Recruiting/Selection x2 = Training x3 = Compensation x4 = Leadership x5 = Career Development x6 = Sales Administration x7 = Customer Service x8 = Products 100% $ %$ Y = f(x1, x2, x3) Y = Recruiting/Selection x1 = Channels (monster board, recruiters, referrals) x2 = Profile (competencies) x3 = Interview Process - Screening (questions, phone, face to face) - Formal Interview (questions, phone face to face) 100% $ % $ %$ %$ %$ %$ %$ %$ %$ Champion Level % $ % $

26. 26 Service Productivity #39 Parts (Trunk Stock/Stars) Y = f(x1, x2, x3…xn) Y = 1 st Call Effectiveness x1 = Parts x2 = Skill x3 = Coverage Model - Specialization - High End/Low End - Geography % 100% $ $ $ $ % % Y = f(x1, x2, x3…xn) Y = Service Productivity x1 = 1 st Call Effectiveness x2 = Non Productive Time x3 = Emergency Install % % 100% $ $ $ $ % Page 1 of 2

27. 27 Y = f(x1, x2, x3) Y = Purchasing/Trunk Stock (Stars) x1 = Planning/forecast Calculation - consumption - territory - model (new vs. existing x2 = Managing Cost vs. Customer x3 = Stars Complexity/Effectiveness 100% $ Y = f(x1, x2, x3) Y = Parts x1 =Purchasing/Trunk Stock (Stars) x2 = Mail Drop Box x3 = UPS Management 100% $ Page 2 of 2 Service Productivity #39 Parts (Trunk Stock/Stars) Champion Level % $ % $ % $ % $ % $ % $

28. 28 Shipped Not Billed #40 Incomplete Paperwork Y = f(x1, x2) Y = f(x1, x2, x3, x4, x5, x6) Y = Shipped Not Billed x1 = Incomplete Paperwork x2 = Vendor Backorder x3 = Partial Shipment Y = Incomplete Paperwork x1 = Late Changes x2 = Credit Limit Change (IOSC) x3 = Delivery & Acceptance x4 = Sales Rep. Discipline x5 = Order Coordinator x6 = Paperwork Complexity (Complete Order Package) % % 100% $ $ $ % $ % $ % $ % % % $ $ $ $ Champions: Steve R. COPV Champion Level

29. 29 Strategic Sales Obj. Aligned w/ Tactical Elements #43 Sales Positioning Y = f(x1, x2, x3…xn) Y = Strategic Sales Objectives Alignment x1 = Sales Positioning x2 = Comp Plan (drive right behaviors) x3 = Training x4 = Consistent Deliverables x5 = Professional Services x6 = Financial Objectives vs. Customer Objectives 100% $ Y = f(x1, x2, x3…xn) Y = Sales Positioning x1 = Training x2 = Customer Contact Level x3 = Skill Set x4 = Comp Plan x5 = Marketing Alignment 100% $ Champion Level % $ % $ % $ % $ % $ % $ % $ % $ % $ % $ % $

30. 30 Unapplied Cash #44 Discrepancy in System of Record Y = f(x1, x2, x3) Y = 3 rd Party Service Billing x1 = Discrepancy in system of record x2 =Meter reads (discrepancy vendor vs. IKON) x3 = Timing of payment (customer to 3 rd party) Y = Discrepancy in system of record x1 = Machine not there x2 = Machine ID can’t be tracked x3 = Install dates 100% $ % % % $ $ $ $ Y = f(x1, x2 ) Y = Unapplied Cash x1 = Dealer Comp x2 = 3 rd Party Service Billing x3 = Trade A/R 100% $ Champion Level % $ % $ % $ % $ % $ % $

31. 31 Unapplied Cash #45 Calculation Error Y = f(x1, x2) Y = Dealer Comp Report x1 = Service x2 = Equipment Y = Equipment ($ amounts don’t match) x1 = Accuracy IBS x2 = IOSC Y = Accuracy IBS x1 = Calculation Error x2 = Training % 100% $ $ % $ % % $ $ $ % % $ $ $ Champions: IOSC Macon Order Entry Champion Level

32. 32 Unapplied Cash #46 Inconsistent Base Rate Y = f(x1, x2 ) Y = f(x1, x2, x3) Y = Unapplied Cash x1 = Dealer Comp x2 = 3 rd Party Service Billing x3 = Trade A/R Y = Service x1 = Database doesn’t agree x2 = Timing (shadow billing) x3 = Meter Reads % % 100% $ $ $ % $ % % % $ $ $ $ Y = f(x1, x2 ) Y = Dealer Comp Report x1 = Service x2 = Equipment % % 100% $ $ $ Page 1 of 2

33. 33 Y = f(x1, x2) Y = Database doesn’t agree x1 = Inconsistent Base Rate x2 = Machine No Longer Active % % 100% $ $ $ Unapplied Cash #46 Inconsistent Base Rate Page 2 of 2 Champion Level

34. 34 Unapplied Cash #47 Machine No Longer Active Y = f(x1, x2 ) Y = f(x1, x2, x3) Y = Unapplied Cash x1 = Dealer Comp x2 = 3 rd Party Service Billing x3 = Trade A/R Y = Service x1 = Database doesn’t agree x2 = Timing (shadow billing) x3 = Meter Reads % % 100% $ $ $ % $ % % $ $ $ %$ Y = f(x1, x2 ) Y = Dealer Comp Report x1 = Service x2 = Equipment % % 100% $ $ $ Page 1 of 2

35. 35 Y = f(x1, x2) Y = Database doesn’t agree x1 = Inconsistent Base Rate x2 = Machine No Longer Active % % 100% $ $ $ Unapplied Cash #47 Machine No Longer Active Page 2 of 2 Champion Level

36. 36 Working Capitol #49 Collections Y = f(x1, x2, x3, x4, x5) Y = f(x1, x2, x3, x4) Y = f(x1, x2, x3) Y = Working Capitol x1 = DSO x2 = Inventory Turns x3 = A/P x4 = Cap Ex Y = DSO x1 = Collections x2 = Cash Apps x3 = Customer Data (address) x4 = Billing Accuracy Y = Collections x1 = System App (collections) x2 = Training x3 = Management % % 100% $ $ $ % $ % $ % % % $ $ $ $ $ 70 Process is Changing Moving to IOSC Champion Level % $ % $ % $ % $