A methodology for identifying best practices and opportunity area in any market segment. Use this to improve your business performance.

1. Market Intelligence & Consulting COMPETITIVE LANDSCAPE ANALYSISfor Acme Wind Energy Inc. Following report is an abridged example of ZENeSYS Competitive Landscape Analysis consulting service. Acme is a fictitious client but the work done in this report is real. We looked at 5 competitors for Acme in the small size wind turbine product arena to determine three important answers for Acme: Acme's position vis-à-vis, their competitors Best practices in the industry as demonstrated by competitors What Acme needs to do to get ahead May 30th, 2010

2. Our approach to competitive landscape analysis ZENeSYS has refined this methodology through several competitive analysis engagements. References are available. Total time = 2 weeks Effort from client = Just 3 to 4 hours Fixed fee = Between $5,000 to $7,500

3. ACME Wind Energy – Product description, goals and customer profile We can build consensus on such starting point data in just two short one hour meetings Client Stuation Makes wind turbines in 100 KW range to offer reliable, low maintenance, high efficiency, competitive price, reduced noise, innovative designs, compliant with US standards (NEC), matching safety standards and an average life of 50 years Goals Invest in R&D and develop technologically innovative products Help the customer by providing utmost customer support Become a major exporter and gain market share overseas Target customers Commercial segment and Residential segment Major competitors for Acme Southwest Windpower Northern Power Systems Bergey Windpower co. Windspire Energy Urban Green Energy

4. Small Wind Turbine Industry, U.S.A.Market Potential 95% of all small wind systems sold in the U.S. in 2009 were made by U.S. manufacturers. 2/3rd of all small wind systems sold in the world in 2009 were made by U.S. manufacturers Source: American Wind Energy Association (AWEA) 2010 Report : Small Wind Turbine Global Market Study 2010

5. Competitive position of ACME based on business model analysis An extensive amount of research and analytics goes in to creating a competitive ranking chart like this. Actual facts and Industry trends are collected from competitor websites, reports, news, discussion forums, blogs, public filings, sector indices, survey data and Internet metrics such as search trends and social media indicators. Excellent Very Good Good Average Below Average

6. Customer Preferences and Industry Goals as seen today becomes the framework for our analysis Understanding of product AdvertisementsTechnical Assistance Knowledge Availability Reliability Affordability Utility Choice of brandsContact pointsEase to OrderDelivery/Shipping Time QualityService demands of productCompliance with Industry StandardsBrand AssuranceInsuranceProduct Life Preference Drivers Financing optionsCost of equipmentCost of installationMaintenance cost TechnologyRange of productsPay-back periodEase of integration,‘Best Fit’ to the needs Source data: American Wind Energy Association (AWEA) 2010 Report : Small Wind Turbine Global Market Study 2010

7. Our performance assessment using our Goal-Preference Matrix (see next slide for results) In this step we perform a qualitative and quantitative Porterian analysis of the data we have collected on the competitors from websites, news, surveys, forums, blogs, social networks, databases, Internet traffic metrics and fill in the cells according to the method described below: 1] Ranking Goals: 2] Ranking Customer Preferences 3] Eligibility Assessment Each goal is analyzed to find out the importance it plays to help achieve success in the industry and accordingly a weightage isassigned Similarly, a weightage is assigned to a preference based on the importance it plays in the customer’s buying decision. For each cell i,j in our matrix, the company that has goal Gi and is able to fulfil the customer preference Pi aligned with that goal is entered in that cell. The product of weightage assigned to Gi and Pj depicts the relative importance of that cell. Example: 4] Criteria for Capability Example: All competitors have G1 - constant innovation as a goal, they are meeting the requirements for educating customers about new products (preference P1). Hence they all appear in cell (G1,P1) Cells are marked Green if most of the companies are adequaltely fulfilling Gi and Pj indicating a Best Practice. Cells are marked Blue if none or few players are fulfilling the goals indicating an Oportunity Area. Now consider row P3, in spite of the innovation by all companies, only Northern power systems is taking care that the service demands of the product are minimized, hence it alone scores and appears on cell (G1,P3)

8. Small Wind Turbine Industry, U.S.A. Porterian Assessment by Goal-Preference-Matrix Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance **G7 and G8 not included because of relatively low weightage Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

9. Investment in R&D seems to be well addressed by the competitors.One place ACME can play catch-up is (P3) for reducing service incidents Across the industry, investment in R&D & innovation is being applied to education/technical assistance, NEC compliance of new products, reducing cost of equipment (installation, maintenance included), smaller pay-back period, and ensuring a ‘Best Fit Product’ to customer needs. There is a very narrow window for ACME to be exceptional in this goal.However, investing in R&D for customer preference on lower service incidents can be beneficial as in the case of Northern Power Systems. Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

10. Competitors too are emphasizing on Customer Support but ACME can achieve advantage through lower prices(P4) and easy-finance(P6) Customer Support is a key activity for the industry and the players (including ACME) are facilitating this by Education and Technical assistance to customers, ensuring lower service incidents of the product, providing insurance and ‘Best Fit Product’ to the customer needs. For Urban Green Energy, the lower product cost to customers is because of technological edge and financing options. ACME should strive to achieve the same. Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

11. The fast-growth of market overseas has made exports very competitive but ACME can have an advantage by providing easy-finance(P6) and low-service demanding products(P3) Competitors are establishing themselves overseas through high quality technical assistance, insurance options and ‘best-fit’ products. But there are still a few factors which aren’t fully addressed. A significant advantage for ACME overseas can be achieved through products with low service incidents and by providing easy financing. Northern Power Systems and Southwest Energy have utilized these to gain market share. Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

12. A wide product range and excellent brand promotion can outclass the competitors. ACME must target this specially by educating customers, advertising (P1) and exceptional products (P3) A ‘wide product range’, ‘strong brand promotion’, NEC compliance, product insurance, and supplying ‘Best Fit Products’ to the customes is what some of the competitors are offering. Providing a full range of products with the lowesest possible service demands, financing options and publicizing it to the maximum can prove beneficial for ACME’s brand image. Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

13. A quality distribution network will help address customer needs and improve market share. ACME needs to rapidly identify underserved markets through new distribution channels. Creation of a good distribution network has been successfully achieved by industry players (except ACME Inc.) resulting in better management of service demands, lower product prices (cost of equipment, installation, maintenance to customers) and smaller pay-back period for their products. This has led these players to offer quality products at competitive prices, locally and overseas. This is an area of catch-up for ACME. They need to identify new and underserved markets and setup distribution channels with creative incentives. Industry Best Practice Opportunity Area Insufficient Information No Correlation X Pi x Gj Relative Cell importance Southwest WindpowerNorthern Power Systems Bergey Windpower co. Windspire EnergyUrban Green Energy Acme Wind Energy

14. Summary Market Size The US Market registered $83m for small wind turbines in 2009 US market growing at 15% Global market growing at 10% suggesting huge export potential Industry Goals Invest in R&D and develop technologically innovative products Provide the best customer support Become a major exporter and gain market share overseas Provide customers with range of products Invest in Brand Management Enhance distribution network

15. Summary Suggested Improvements Competition ACME is currently lagging behind the competitors – Southwest windpowers, Northern Power Systems, Urban Green Energy, Bergey Windpower company and Windspire energy in terms of overall ranking. It is doing well in terms of innovation and customer service. ACME has been found wanting when it comes to marketing methods, product range, distribution partners and its export business. Recommendations Investment in R&D should be such that the enhanced products have lower service incidents and costs of equipment, installation and maintenance are lowered More partnerships with financial institutions to give customers financing options Wider range of products should be offered Brand image improvement by advertising the range of products, the financing options and the services offered Distribution network must be improved and newer distribution channels explored for underserved areas