Signup Saver Value Proposition Convert Lost Sales Opportunities

Signup Saver Value Proposition: Convert Lost Sales Opportunities • Increase Morale – Employees get recognized for real accomplishments • Better Management – Managers see how their direct reports’ work is effecting others in the organization • Increase Transparency – Project progress is now visible to your entire organization Total Market: • ? ? ? Technologies: • Browser based plug-in for identifying work to be “liked” • Web-based activity stream of “liked” work Key Barriers to Address: • Enterprise competitors, browser compatibility, user adoption, vitamin vs. painkiller 0

Three key assumptions 1. Employers want to make projects more transparent. 2. Employees care about recognizing each others’ work in real time. 3. Knowing what direct reports are working on will lead to better management. 1

Business Model – Hypotheses & Tests (1) Value Proposition Recognize When Great Work Happens - Increase Morale & Performance = Retention - More Insight for Managers = Better Management - Increased Transparency Test: Do employers perceive that employee recognition means longer retention? Do employees feel better when they are recognized? Do employers want more transparency? Segment 1: Founders Customers • Owners of small to medium sized technology companies Segment 2: HR Managers • People whose job it is to recognize and retain employees Test: customer identification: Would you use our product if you got it for free? Customer Relationships (Demand Creation) 2

Business Model – Hypotheses & Tests (2) Channel Established Performance Management Systems Direct Revenue Streams Cost Structure Licensing Sell the technology to a larger company Subscription • Value-driven: focus on customer support • Variable costs: main costs are COGS • Some scale benefits for purchased components Test: Would established systems license our technology? Would consumers buy our product direct? Test: Do targeted customer segments buy or rent/lease their equipment? Test: Do customers prefer low price over good customer support? Check pricevolume elasticity for purchased material. 3

Business Model – Hypotheses & Tests (3) • Research labs • Manufacturers of conventional machinery • Dealers Test: Can we do all the R&D on sensors and software ourselves? Can we design and manufacture the machinery ourselves? Can we built up our own distribution network? Can we serve the market with an own sales force? Key Activities • Innovation • Customer Education • Customer Support Test: Are our products self-explanatory to customers? Do they trust the technology right from the start? Can customers solve technical problems with our products themselves? Key Resources Intellectual & Human (Technology, Innovation, Patents) Test: Would we succeed with competitors having the same technology? Key Partners 4

Total Market – Mowing Golf Courses Sport Fields (Soccer, Football, Baseball) Municipal Parks Highways/ Waterways About 30, 000 golf courses in key markets* Estimated market = $190 million Prelimi nary numbe rs About 55, 000 fields in key markets* Estimated market = $110 million Total Market = About 135 k acres of municipal parks in key markets* Estimated market = $135 $473 million About 6. 3 million miles of paved roads in key markets* Estimated market = $38 million *. : Key markets: USA, Germany, UK, France, Italy, Japan 5

Total Market – Weeding Total Market = $500 million 6

This week’s learnings Interviews Unique industry. It will be hard to get large volume of interviews but experts are available and helpful. Industry Partners Determining the method to partner with industry leaders will be a key element for success. Technology For mowing, all technology is available. Business model must be developed. For weeding, technology is close, but still needs work. Risk is higher with weeding, but a large market available. 7