1. Co-Managers: Yasir Rashid Tiya Kanchanachayphoom Michael Pawasarat Crowned Camera Presentation

2. Net Revenue Trends Net Revenues consistently increased annually

3. Earnings Per Share Investor Expectations: Grow earnings per share at least 8% annually through Year 10 and at least 4% annually thereafter

4. Return On Equity Investor Expectations: Maintain a return on equity (ROE) of 15% or more annually

5. Stock Price Investor Expectations: Stock price gain of 8% annually through year ten and 4% annually thereafter

6. Credit Rating Investor Expectations: Maintain a credit rating of B+ or higher

7. Image Rating Investor Expectations: Achieve and maintain an image rating of 70 or higher

8. Gold Star Award for Corporate Citizenship Year 9,10,11,12, and 13 Gold Star award recipient by the World Council for Exemplary Corporate Citizenship. Awarded for spending the highest percentage of revenues on social responsibility and citizenship initiatives.

9. Our Strategic Vision To become an affordable, attractive camera manufacturer globally. Our Target market: Our Entry level customer is a fun, trendy, and fashionable individual who wants to get his/her camera at an affordable price. Multi-level consumer is an experienced consumer who enjoys the excellent camera features at an affordable price in comparison to competition.

10. Performance Targets for EPS, ROE, Credit rating, and Image Rating : Assumption that the simulation was to continue for the next 2 years Earnings per share targets – Consistently increase YOY by at least 6% Return On Equity – Continue increasing ROE by 15% YOY to please Investor Expectations Credit Rating – Achieve A+ rating to borrow funds to grow globally in needed Image Rating – Obtain 73 + rating for consumer confidence Stock target - $78.32 (includes 8% YOY growth from year 13 of $67.50)

11. Entry Level Strategy Crowned Camera’s entry level camera focuses on lower income costumers who want to have a camera that is fun and of good quality. Once we made the costumers aware of our products, we increased the price a little. This price increased allowed us to improve the cameras' quality. We set our product price for first entry level cameras quite big different from the multi features cause we just wanted to target the costumers who want to use cameras just for fun not for the professional style.

12. Multi-Level strategy Multi-Level crowned cameras focus on the groups that are able to afford a higher quality camera. After we had produced the multi levels cameras we realized that we wanted to target even the higher level of costumers so we increased the price a little bit more. Since the technology has been increasing all over the world and other brands have very nice technologies such as bigger and brighter LCD screens, more mega pixels, etc. so we don’t want our brand image to go down below than other brands, so we had been improving the quality of the cameras since we first launch them.

13. Crowned Camera’s Finance Strategy Dividend policy – We confidently offered our shareholders $0.10 – $0.45 to maintain positive investor Expectations From our profits we always aimed to pay down our loans to continue maintaining a higher/stronger credit rating Shares repurchased was an effective way to elevate our stock prices Set Forth: We would continue to increase dividends to shareholders while growing financially, percentage would be dependable on global growth and profit margins

14. Production strategy We don’t spend too much money on production cost, since our quality of products in our company was not high compare to company A,B and D. We also don’t spend any money on being green in our company. On the other hand, we spend a lot of money on technical support and advertising because we have found that they are the main things that have improved our image rating. We spent quite a lot of money on training the employees because we don’t find outsourcing to be very cost effective. We prefer our existing employees work as much overtime as possible to avoid outsourcing.

15. Strongest/Closest Competitors Entry Level Our group believed that our strongest competitors are: 1. Better Camera 2. A Aventura Imaging 3. D Company Our group understood that we needed to change our strategy if we wanted to have a better placement in the competition.

16. Strongest/Closest Competitors Multi-featured We felt throughout the competition that Better Cameras, A Aventura Imaging, and then D Company were our closest competition. Our strategy changed throughout the decision making process as did our competitors.

17. Entry level competition Our company strategies had been changing since the beginning. At first we concentrated mainly on the ROE and revenue. However, in order for our product to stay competitive with the others, we decided to change our strategy by increasing our quality of entry level cameras. This helped us to improve our company image rating. Once our image rating had improved we were able to concentrate again on the ROE and net revenues numbers. Our primary concern was to get the best image rating, get the best net profits and surpass all the investor expectations. We did not try to mimic our competitors moves or follow other companies strategies.

18. Multi level competition Our multi level camera did not yield as high of a per unit profit as our other competitors, so we tried differentiate our company by offering lots of discounts so we can get the attention of our costumers. We tried many different strategies to maximize our net revenues and net profits.

19. Lessons Learned Increasing warranties Aggressive price cutting and increasing from beginning to end We should have paid a closer/more attention to competitors strengths, weaknesses, Opportunities, & threats Should have been less conservative overall

20. Lessons Learned I think the best way to improve the company is too work as a team because I believe that everyone has many good opinions in differences points of views. The best way is to listen and try to think together as a team to see what is the best. I also think that you can improve the quality of products by not loosing any money if you try to organize all the cash flow.

21. Lessons Learned Buyers seemed to respond well to deeply discounted products. Need to look at how small decisions made in one area can greatly affect other areas within company.

22. Thank You! Questions?