Michael Anderson wants to assemble investors to acquire Interprise Solutions from its current owner, Taylor Corporation. Interprise is an ERP/CRM software company that was originally founded in 2008. It has successful products but struggles under Taylor's ownership due to leadership issues and poor prioritization. Acquiring Interprise could be profitable as the software has potential in a large market, and fixing its issues could restore partner and customer confidence. Michael projects revenues increasing over three years from $1.5M to $5M as the company expands its partner network and sales team. The proposed acquisition terms involve a nominal down payment plus a percentage of revenues over three years.

1. An Overview of Interprise Solutions
By Michael Anderson
Vice President of Business Development

2. Forward:
This overview was prepared by Michael Anderson in order to assemble the resources
needed to acquire the assets of Interprise Solutions from Taylor Corporation.
Taylor Corporation has initiated conversations directly with specific companies to pursue
a sale of the company. Michael has indicated to Taylor Corporation that, with the
support of a group of passionate employees, he would like to assemble a group of strategic
investors to acquire the assets of the company.
Michael was the individual who brought Interprise to Taylor Corporation in his previous
role in acquisitions and due to his background in ERP software joined the company
thereafter. Since that time, Michael has been a consistent performer with his sales
accounting for 65.5% ($1.9M) of the company’s total revenue since the acquisition.
The employees supporting this initiative are passionate performers who make up the core
of the company. This initiative is not about job preservation, in fact, the plan would
involve cutting some non-contributors. Rather, this is about the understanding that
Interprise Suite is an application that stands alone in this marketplace, and with the right
decisions and leadership, this company and this product has the capability to be a top-
tier player in a $50B marketplace.

3. Interprise Company Overview
 Enterprise Resource Planning/Customer Relationship
Management Software
 Originally Funded by Gary Harrison and Tony
Parsonage
 Purchased by Taylor Corporation in April, 2008.
 All product development currently done in the
Philippines
 Partner channel doubled in size in 2008.
 “E”nterprise sales has made up more than 70% of all
sales in 2009.

4. Why is Interprise for Sale?
 Taylor Corporation has come to the realization that
Interprise does not fit within their areas of expertise.
While very successful in manufacturing related
businesses, software product management and
technology based businesses have not thrived within
Taylor.
Wisely, Taylor is reorganizing their entire portfolio
around their customers and strategically choosing
which industries they should continue to pursue.
The decision to sell comes after experiencing the
following challenges.

5. Current Challenges
 Leadership – Taylor, in an effort to keep a rapidly growing
company organized, inserted a 22 year Taylor veteran to run
the company. Unfortunately, this individual had no
technology/software experience. The result has been:
 Poor Product Prioritization – Resources were dedicated to
one large (paying) customer project instead of
improving/maintaining the core product, this has prohibited
Interprise from executing on it’s business plan and hitting key
release dates.
 Decreased Partner Confidence – Partners began to pull back
their sales efforts resulting in decreased partner sales.
 Product Management strategies have become centered
around manufacturing principles vs. software development
best practices resulting in poor quality and time to market.

6. Why Buy Interprise?
 Sales opportunities are abundant. A relationship with a multi-
channel sales solution has uncovered a niche that has proven to
be incredible source of opportunities.
 Despite frustration, our partners still believe in the product and
platform, however, they are frustrated with the current Taylor
leadership and the decisions that have been made that adversely
affect their livelihood.
 With current projects and opportunities and reducing unneeded
overhead, the company can be profitable almost immediately.
 The partner channel can and will recover with the right
approach, being transparent and open about the status of the
product and providing with the information they need to service
their customers.
 The product is poised to be major player in a $53B industry.

7. Market Opportunity Overview
 Interprise crosses three
historically separate
software “Niches”
 ERP - $40.7 Billion by
2010
 CRM - $10.9 Billion by
2010
 Business Performance
Systems (Workflow
and BI) - $1.36 Billion
by 2010
 Combined - $52.96
Billion by 2010

8. Target Market
 SMB Businesses – 20-499 Employees
 Target Contact – CEO/COO/CFO/CTO
 Business Needs:
 Ecommerce Driven business with potential for multi-
channel sales strategies.
 Driving need to stop using 3-4 different systems to run
their business.
 Outgrown QuickBooks or migrating from legacy system

9. Platform Overview - USPs
 “Smart-Client” using a Services Oriented Architecture
 Runs as an application on your computer
 Operates over a Local Area Network or the Internet
 Flexible Licensing – Perpetual or SaaS
 Plug-in Architecture–
 Customize the application in runtime without modifying a single
line of code.
 Keeps customizations separated from Source Code
 Allows for limitless modification and functionality without
concerns of painful upgrades.
 Stable and Scalable – N-Tier Design & Microsoft SQL Server
 Extendable - .NET 2.0 architecture and SDK for Visual Studio
 Unlimited Web Services Revenue potential

10. Connected Business Platform Overview
Internet Web Service
LAN / WAN
LAN / WAN

11. Application Overview - USPs
 Combined CRM/ERP – One true-view of your
customer
 Real-time, Fully Integrated eCommerce
 Multi-Channel Sales Engine with Ixtens Partnership
 Integrated Point of Sale
 Multinational – Currency valuation, multi-lingual, tax
calculation
 Affordable
 Highly Customizable

12. Competitors

13. 2010 Focus
1. Focus on platform enhancements and application
usability – drive Multi-Channel usability and ease of
product implementation to expand upon current
opportunities.
2. Immediately initiate company “transparency plan”
a) Renewed ConnectedBusiness.com with Wiki, open forums,
Blogs from leadership discussing company initiatives
b) Publicize the roadmap to partners
c) Offer online knowledgebase with bug tracking and
resolution available to partners
d) Launch online marketplace showing all of the products that
“Plugin” to Interprise to show the expanded ecosystem
3. Drive sales through “Enterprise Sales Team” for the multi-
channel sales merchants through relationships with
Ixtens and Etail Markets

14. 2010 Focus
5. Establish Account Management Group (AMG) to
aggressively call existing customer base and:
a) Uncover services opportunities
b) Renew Support Contracts
c) Renew Maintenance Plans
6. Expand Professional Services Group (PSG) in order
to leverage abundant services opportunities to
provide cash flow while product sales and
maintenance revenues recover.
7. Re-establish Value Added Reseller (VAR)
relationships and confidence under new ownership

15. Importance of VARs
 VARs outsell the vendor’s direct
sales force 2-1
 VARs provide the needed
implementation resources
needed to be successful.
 There are approx. 240,000 VARs
in the US
 Our Target VAR
 $500K - $9.9M in Revenue =
42.2% of the market
 78% sell Business Software
making our target VAR market
approximately 79,000 VARs
 36% will add, 48% will
consider adding business
software or services in 2008

16. Three Year Financial Overview
Summary
Year 1 Year 2 Year 3
Revenues $ 1,546,986 $ 3,005,840 $ 4,952,092 $ 9,504,919
Expenses $ 1,468,361 $ 2,331,725 $ 3,247,578 $ 7,047,664
EBIT (After Acquisition Payment) $ 78,625 $ 674,115 $ 1,704,515 $ 2,457,255
Purchase Price Proposed
The acquisition would involve a nominal payment upfront and a percentage of revenue over 3 years.
Year 1 Payment % of
Revenue
Year 2 Payment % of
Revenue
Year 3 Payment % of
Revenue Total Purchase
DownPayment 5% 10% 10.0%
$ 100,000 $ 77,349 $ 300,584 $ 495,209 $ 973,143
See the attached Proforma