DECLARATION

RANJINI.P hereby declare that this project entitled PERFORMANCE OF ENOVA

STUDY ON

PRODUCTION

TECHNOLOGY

CORPORATION LIMITED submitted to ANNA UNIVERSITY, in partial

fulfillment of the requirement for the award of the MASTER OF BUSINESS

ADMINISTRATION, is a record of original project work done by me during my period

of study in KV INSTITUTE OF MANAGEMENT AND INFORMATION

STUDIES, COIMBATORE, under the supervision of Mr. N.SENTHIL KUMAR, M.B.A,.

Date:

Signature candidate

Place:

ACKNOWLEDGEMENT

An endeavor over a long period can be successful only with the advice and support from many well-wishers. Words are inadequate to express my profound and deep sense of gratitude to those who helped me for bringing out this project successfully.

I express my sincere thanks to Mr. Er.C.KUMAR, B.E., MBA., PMP., CISM., managing trustee, of KV Charitable trust, for all the encouragement given to me to complete this project work.

I express my sincere thanks to Mr.Dr. V.S.VELUSWAMY, M.Sc., M.Phil., PhD., chairman, of KV Institute of management and information studies, for all the encouragement given to me to complete this project work.

I extent my sincere thanks to Mrs.Dr VIDYA M.Com., MBA., M.Phil., Ph.D., Principal KV Institute of management and information studies, for providing all the facilities to complete my project successfully.

I am much indebted to Mr. N. SENTHIL KUMAR, MBA., Lecturer in the department of management studies under whose guidance and efforts, I have successfully completed my project work. I am indebted to MY PARENTS, FAMILY MEMBERS & FRIENDS for their love, encouragement, care and consideration. But for them, I would not have been what I am today. Above all, I thank the ALMIGHTY LORD.

ABSTRACT
The Project Entitled FERRIS is SENSOR based company which belong to INDUSTRY (C51557). Its a market dependent. This project has been designed and developed by a group of members. The Internship training is conducted by eNova technologies. The company has presence in 3 industries - C51556 and C51558. Employees are trained to run a company that will forecast market conditions in the future. Each employee will compete towards arriving at a top strategy to propose to the company. In this process, each employee is required to learn and report on their findings back to eNova technologies at the end of the assessment. This Project can be used for the identification purpose & also for the company value purpose. This project consists of different departments headed by one member who has good knowledge in the field. An overview of all the departments is given and a special detailed study is done on RESEARCH AND DEVELOPEMENT. The detail description about positioning, strategy is also given.

CONTENTS

CHAPTER 1 2 3 4 INTRODUCTION COMPANY PROFILE

DESCRIPTION

PAGE NO 1 2 3 4 4 6 7 8 10 11 13 15 15 17 17 18 19 21 22

ORGANIZATION CHART DEPARTMENTS IN THE INDUSTRY-OVERVIEW 4.1 R&D 4.2 MARKETING 4.3 PRODUCTION 4.4 FINANCE 4.5 HUMAN RESOURCE MANAGEMENT 4.6 TOTAL QUALITY MANAGEMENT

RESEARCH AND DEVELOPMENT DEPARTMENT 5.1 CHANGING PERFORMANCE, SIZE AND MTBF 5.2 INVENTING SENSORS 5.3 PROJECT MANAGEMENT 5.4 SENSORS AGE

6 7

CONCLUSION APPENDIX

1. INTRODUCTION

The summer internship training was carried in the eNova technologies, Coimbatore. It involves the four main functional areas of an organization Research and Development (R&D), Marketing, Production and Finance. The two additional areas such as Human Resource (HR) and Total Quality Management (TQM). The summer internship training was made on the Research and Development department. Production is a processes and methods employed in transformation of tangible inputs and intangible inputs into goods or services. Production is the functional area responsible for turning inputs into finished outputs through a series of production processes. The production department manages the production schedule of five products initially. As the year goes, the production department also manages the newly introduced product in the market. The production department involves in the buy/sell capacity and the automation rating of the companys products in the market. The increase in the production schedule, products capacity and the automation rating are based upon the products demand in the market place. The unit sales forecast was made in the production department as recommended by the marketing department. The companys bottom-line depends upon the effective and efficient functioning of all the departments such as Research and Development (R&D), Marketing, Production and Finance, Human Resource (HR) and Total Quality Management (TQM). The Human Resource and Total Quality Management are maintained under the department of Logistics.

2. COMPANY PROFILE
eNova Technologies is an IT services company focused on providing value-driven solutions to its global client, based on its thorough understanding and knowledge of the emerging technology domains like Web Development, Wireless and Wi-Fi. We have more than 5 years of experience in providing technology services to customers. Our vision is to help businesses excel in the Internet & Mobile Age. We aim to provide our clients with innovative, cost-effective solutions without ever compromising on quality. eNova has assisted a lot of customers in the United States and has the resources required to assist organizations in all project situations. eNova Technologies is a talented interactive web & multimedia design studio founded by a group of experienced professionals. Our company specializes in digital interactive design for high-profile companies and individuals. We design and develop projects that ultimately are seen on computers - websites, intranet sites, CD-ROMs or laptop presentations. We specialize in Web Design, Multimedia Design and Identity Design. We are based in United States, India.

Quality Policy
eNova Technologies follow the principles of Total Quality Management be seeking to satisfy the external customer with quality software services and to continuously improve processes by working smarter and using special quality methods.

Customer Satisfaction
eNova Technologies seeks to satisfy the customer by providing them value for what they buy and the quality they expect will get more repeat business, referral business, and reduced complaints and service expenses.

Continuous improvement
eNova Technologies thrives hard to stay ahead of the curve to meet customers demands and help them achieve their goals.

3.ORGANIZATIONCHART

4. DEPARTMENTS IN THE INDUSTRY-OVERVIEW

4.1 RESEARCH AND DEVELOPMENT

Definition: Discovering new knowledge about products, processes, and services, and then applying that knowledge to create new and improved products, processes, and services that fill market needs. The work of research and development involves developing new products and improvements to current products are needed to meet the requirements of customers, taking into consideration changes in consumer demand, seasonal sales changes and the availability of new materials and technology. The marketing department collects information about changes in consumer demand and the requirement of customers. The research and development department must also be aware of new materials, technology and products that affect the customers requirements and possibly the future of their customers needs. New technology can also allow a company to manufacture a product more efficiently to meet consumer needs and demand. Research is also vital as it provides information for the development of products. Also research and development can be split into sub functions, two of which are product research and development. Research and development is very expensive and can be very time consuming for many businesses to be seeing positive results from it, even though this can be the case most of the time most business invest greatly in research and development. Research and development also allows better products to be produced but at the same price for making them, so meaning the company can raise prices for that product. Research and development also has its risk.

Even though research and development has been carried out to its fullest there is no guarantee that the strategy they have produced will work, meaning money can go to waste from providing money for that research and development project and wasted end products. This may be due to consumer needs changing all the time or just the industry is adapting to quickly for that business. For every business research and development is a vital factor to its success or failure and also successfully implementing research, which they have gathered into their products to ensure that they have produced the best products available. R&D is responsible for inventing new sensors and re-engineering old ones. R&D determines each sensors physical characteristics: Size (The sensors dimensions; there is a trend towards miniaturization.) Performance (The sensors speed and sensitivity; there is a trend towards improvement) MTBF (Mean Time Before Failure; the sensors expected life span, measured in hours) 4.2 MARKETING Definition: Marketing is defined by the American Marketing Association (AMA) as "the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large." Marketing is the process by which companies create customer interest in products or services. It generates the strategy that underlies sales techniques, business communication, and business development. It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves. Marketing is used to identify the customer, to keep the customer, and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries. The adoption of marketing strategies requires businesses to shift their

focus from production to the perceived needs and wants of their customers as the means of staying profitable. The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions. It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors. For each sensor model, the Marketing Department sets a: Price Promotion Budget (Promotion budgets create awareness; 100% awareness means every customer knows about the sensor) Sales Budget (Sales budgets build accessibility via salespeople and distribution systems; 100% accessibility means every customer can easily interact with the company) Sales Forecast(Forecasts are used by Production and Finance)

4.3 PRODUCTION
Definition: Processes and methods employed in transformation of tangible inputs (raw materials, semi-finished goods, or subassemblies) and intangible inputs (ideas, information, know how) into goods or services.

Product management is an organizational lifecycle function within a company dealing with the planning or forecasting or marketing of a product or products at all stages of the product lifecycle. Product management (inbound focused) and product marketing (outbound focused) are different yet complementary efforts with the objective of maximizing sales revenues, market share, and profit margins. The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company.

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Product management can be a function separate on its own and a member of marketing or engineering. While involved with the entire product lifecycle, product management's main focus is to drive new product development. According to the Product Development and Management Association (PDMA), superior and differentiated new products ones that deliver unique benefits and superior value to the customer is the number one driver of success and product profitability.

For each sensor, the Production Department sets as Schedules the number of sensors to manufacture based on Marketings sales forecasts, while also considering unsold units from the previous year (inventory) Changes capacity and automation on existing assembly lines. Adds assembly lines to manufacture new sensors.

4.4 FINANCE
Definition: A branch of economics concerned with resource allocation as well as resource management, acquisition and investment. Simply, finance deals with matters related to money and the markets. The finance department of a business takes responsibility for organising the financial and accounting affairs including the preparation and presentation of appropriate accounts, and the provision of financial information for managers.

1. Book keeping procedures:

Keeping records of the purchases and sales made by a business as well as capital spending. These records today are typically kept on computer files. But still the ledger entries are used to refer to the days when all financial transactions were carefully recorded in the books (ledgers).

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2. Creating a balance sheet and profit and loss account:

Financial statements need to be produced at given time intervals, for example at the end of each financial year. Trial balances are extracted from the ledger entries to create a Balance Sheet showing the assets and liabilities of a business at the year end. In addition, records of purchases and sales are totaled up to create a Profit and Loss (P&L) account.

3. Providing management information:

Managers require ongoing financial information to enable them to make better decisions. They want information about how much it costs to produce a particular product or service, in order to assess how much to produce and whether it might be more worthwhile to switch to making an alternative product.

4. Management of wages:
The wages section of the finance department will be responsible for calculating the wages and salaries of employees and organizing the collection of income tax and national insurance for the Inland Revenue.

5. Raising of finance:
The finance department will also be responsible for the technical details of how a business raises finance e.g. through loans, and the repayment of interest on that finance. In addition it will supervise the payment of dividends to shareholders. Finance Department makes sure all company activities are funded. While it is possible to fund activities entirely from operations, it is unlikely to happen in the early years. The company will need to turn to the capital markets. The company has three outside sources of money: Stock Issues Current Debt (These are one year bank notes.) Bonds (These are 10 year notes.)

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Other Finance Department activities include: Issuing Dividends (Reduces retained earnings and increases leverage.) Retiring Stock (The Company can buy back stock to reduce shares outstanding.) Retiring Bonds (The Company can retire bonds before they come due.) Determining accounts payable and accounts receivable policies

4.5 HUMAN RESOURCE MANAGEMENT

Definition: Scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization. It resides in the knowledge, skills, and motivation of people, is the least mobile of the four factors of production, and (under right conditions) learns and grows better with age and experience which no other resource can. Human resources is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). The forward thinking human resource department is devoted to providing effective policies, procedures, and people-friendly guidelines and support within companies. Additionally, the human resource function serves to make sure that the company mission, vision, values or guiding principles, the company metrics, and the factors that keep the company guided toward success are optimized. When the Human Resources Module is activated, three areas must be addressed: Compliment Caliber Training

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4.6 TOTAL QUALITY MANAGEMENT

Quality Management (or TQM) is a management concept coined by W. Edwards Deming. The basis of Total Quality Management is to reduce the errors produced during the manufacturing or service process, increase customer satisfaction, streamline supply chain management, aim for modernization of equipment and ensure workers have the highest level of training. One of the principal aims of Total Quality Management is to limit errors to 1 per 1 million units produced. Total Quality Management is often associated with the development, deployment, and maintenance of organizational systems that are required for various business processes. It is based on a strategic approach that focuses on maintaining existing quality standards as well as making incremental quality improvements. It can also be described as a cultural initiative as the focus is on establishing a culture of collaboration among various functional departments within an organization for improving overall quality. Comparison to Six Sigma In comparison, Six Sigma is more than just a process improvement program as it is based on concepts that focus on continuous quality improvements for achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control (SPC), which uses statistical methods for monitoring and controlling business processes. Although both Statistical Process Control and Total Quality Management help in improving quality, they often reach a stage after which no further quality improvements can be made. Six Sigma, on the other hand, is different as it focuses on taking quality improvement processes to the next level. The basic difference between Six Sigma and Total Quality Management is the approach. While Total Quality Management views quality as conformance to internal requirements, Six Sigma focuses on improving quality by reducing the number of defects. The end result may be the same in both the concepts (i.e. producing better quality products). Six Sigma helps organizations in reducing operational costs by focusing on defect reduction, cycle time reduction, and cost savings. It is different from conventional cost cutting measures that may reduce value and quality. It focuses on identifying and eliminating costs that provide no value to customers such as costs incurred due to waste.

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Total Quality Management initiatives focus on improving individual operations within unrelated business processes whereas Six Sigma programs focus on improving all the operations within a single business process. Six Sigma projects require the skills of professionals that are certified as black belts whereas Total Quality Management initiatives are usually a part-time activity that can be managed by non-dedicated managers. Applications Where Six Sigma Is Better: Six Sigma initiatives are based on a preplanned project charter that outlines the scale of a project, financial targets, anticipated benefits and milestones. In comparison, organizations that have implemented Total Quality Management, work without fully knowing what the financial gains might be. Six Sigma is based on DMAIC (Define-Measure-Analyze-Improve-Control) that helps in making precise measurements, identifying exact problems, and providing solutions that can be measured. Six sigma is also different from Total Quality Management in that it is fact based and data driven, result oriented, providing quantifiable and measurable bottom-line results, linked to strategy and related to customer requirements. It is applicable to all common business processes such as administration, sales, marketing and Research and Development. Although many tools and techniques used in Six Sigma may appear similar to Total Quality Management, they are often distinct as in Six Sigma, the focus is on the strategic and systematic application of the tools on targeted projects at the appropriate time. It is predicted that Six Sigma will outlast Total Quality Management as it has the potential of achieving more than Total Quality Management.

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5. RESEARCH AND DEVELOPMENT DEPRTEMENT

The research and devel0pment (R&D) department invents new sensors and changes specifications for existing sensors. Changing size and /or performance reposition a sensor on the perceptual Map. Improving performance and shrinking size moves the sensor towards the lower right on the map

Research & development (R &D)

R & D decisions are fundamental to our Marketing and production plans. In marketing, R & D address

The positioning of each sensor inside a market segment on the perceptual map The number of sensors in each segment The age of the sensors The reliability (MTBF rating) of each sensor in production , R & D affects or is affected by : o The cost of material o To purchase of new facilities to build new sensors o Automation level (the higher the automation level ,the longer it takes to complete an R&D project All R&D projects begin on January .If a sensor does not have a project already underway, you can launch a new project for the sensor. However, if a project begun in previous years has not finished by December 31 of last year, we will not able to launch a new project for sensor R&D decision affect the perceived age of your sensor. Revising sensors size and / or performance makes the market view it as a newer product. R&D decisions affect the material cost of yours sensors. Decreasing size, increasing MTBF increase the cost of material

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The length of time required to revise a sensor varies. Slight revision can complete in three or four months; more compressive projects, two or three years .the longer the project, the greater the expense: a six month project cost $5000, 000; a 12 month project costs $1000.000. R&D invents sensors by assigning a name, performance, size and MTBF. Inventing a sensor always take then a year Our new sensor cannot built without an assembly line, a new assembly line take one full year to install. If we invent a sensor, we must coordinate with Production to time the delivery of our design with the delivery of our assembly line. The number of simultaneous projects affects the time required for each project to complete .As we added projects, dates, can slip.be sure to check the revision dates of all your projects.

Effect of two products in a segment

Having two products in a segment offer benefits to say, offering toothpaste regular flavor and mint. Although the second product does cannibalize the first to some extent, our overall share increase. Suppose that 10000units are sold equally between five identical products from five competitors .Each gets 2000 units Now we introduce a sixth identical product. We now get 3,333 units 9two sixths) while our competitors each get 1,666. To match us, competitors must invest in a second product of their own, and their gain cannot be as good as our original gain .Furthermore, both products sales budgets contributor to our accessibility for that segment, which helps to differentiate product line from the completion On the other hand, there is a downside to having multiple production in a segment .Our R&D expenditure in the segment doubles, as do our promotion and expenses. Our fixed coasts increase, and we give up the opportunity to place the second product in some other segment. A third product in the segment less gain then the second ,as does the fourth .In short , our cots increase faster than our market share as we add products. These factors drive project length: The products automation level on the production line;

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 The number of R&D projects underway at the same time The proximity of the products new location to an existing product in our companys line

Reliability (MTBF) costs

The higher the reliability, the higher the material cost. An increase f 1000 hours in MTBF adds about $0.30 to our unit material cost. In general, high End, performance and Size products have higher material cost. The smaller the size or higher the performance, the higher the material cost. We can experiment with these factors by bringing up by our R&D area and watching New material coat as we change positioning and MTBF.

Positioning cost
Positioning cost is computed on a monthly basis, and the month on a before and after basis if a repositioning of a product occurs. I the product sit still, its material cost gradually falls throughout the year. If the product reposition, during the month of the reposition, it has a before cost and after cost. The old product design is produced and sold until the revision date. Production then switches to the new design. Furthermore, our entire old inventory is revoked t match the new product specification. This will not affect the historical cost of the old inventory. Also we dont have to worry about both old and new design on the market

5.1 CHANGING PERFORMANCE, SIZE AND MTBF

A repositioning project moves an existing sensor from one location on the perceptual map t new location, generally (but not always) down and to the right. Repositioning requires a new size attribute and/ or a mew performance attribute. To keep up with segment draft, sensor must be made smaller (that is, decrease its size) and better performing (that is, increase its performance). Positioning affects material costs. The more advanced the positioning, the higher the post.

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The reliability rating, or MTBF, for sensors can be adjusted up or down. Each 1000 hours of reliability (MTBF) adds ($.30*20000/1000=$6.00). Improving positioning and reliability will make a sensor more appealing to customers but doing so increase material cost 5.2 INVENTING SENSORS New sensors are assigned a name, performance, size, and MTBF. Of course, this specification should conform to the criteria of the intended market segment. The name of all sensors must have same first letter of the company name. The production department must order production capacity to build the new sensors one year in advance. Invention projects take a least one year to complete. All new sensors require capacity and automation, which should be purchased by the production department in the year prior to the sensors revision (release) date. If dont buy the assembly line the year prior to its introduction, we cannot manufacture our new sensor with a revision date of July I will be produced in the second half of the year. The capacity and automation will stand idle for the first half of the year

5.3 PROJECT MANAGEMENT

Projects length can be as short as three months, or as long as three years. Project length will increase when the company puts two or more sensors into R&D at the same time. When its happened each R&D Project takes longer. Assembly line automation levels also affect project length. R&D Project cost is driven by the amount of time they take to complete. A six month project cost $5000000;a one year project costs $1000000.sensors will continue to produce and sell at the old performance, size and MTBF specification up until the day project completes, shown on the spreadsheet as the revision date. Unsold sensors built prior to the revision date are reworked free of charge to match the new specifications. When sensors are crested or moved close to existing sensors, R&D completion times diminish. This is because our R&D department can take advantage of existing technology. It is important to verify completion dates after all decision has been entered. Usually we want repositioning projects to finish in less than a year. For example, consider breaking an 18

19

month project into two separate projects, with the first stage ending just before the end of the current year and the second ending halfway through the following year.

5.4 SENSORS AGE

It is possible for sensors to go from an age of 4 years. When a sensor is moved on the perceptual map, customers perceive the repositioned sensors as newer and improved, but not brand new. As a compromise, customer cut the age in half. If the products age 4 year old, on the day it is repositioning the product. It does not matter how far the product moves. Aging commerces from the revision date.

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Year 2013

Products Eat Ebb Echo Edge Egg

Age 2.4 5.6 1.6 2.1 2.1

MTBF 17500 14000 25500 25000 19500

Performance 6.0 3.0 8.5 10.0 4.5

Size 14.0 17.0 11.5 15.2 10.5

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Year 2014 Products Eat Ebb Echo Edge Egg Age 2.0 6.6 1.5 1.9 1..9 MTBF 18000 14000 24500 25000 19500 Performance 6.4 3.0 9.1 10.4 4.9 Size 13.6 17.0 10.7 14.8 10.0

Year 2015 Products Age MTBF Performance Size

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Eat Ebb Echo Edge Egg E

1.8 4.1 1.5 1.8 1.7 0.9

18000 14000 24500 25000 19500 14000

6.7 3.3 9.8 11.0 3.2 3.2

13.1 16.6 10.0 14.3 16.9 16.9

Year 2016 Products Eat Age 1.8 MTBF 18000 Performance 7.2 Size 12.9

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Ebb Echo Edge Egg E

2.9 1.5 1.6 1.6 1.4

14000 24500 26500 20000 14000

3.6 10.9 12.2 6.0 3.5

16.5 9.2 13.9 8.2 16.4

Year 2017 Products Eat Ebb Age 1.6 2.3 MTBF 18000 14000 Performance 8.0 3.8 Size 12.0 16.2

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Echo Edge Egg E

1.4 1.6 1.6 1.6

24500 27000 14000 14000

12.1 6.9 3.8 3.8

7.9 7.0 16.2 16.2

Year 2018 Products Eat Ebb Echo Age 1. 1.9 1.4 MTBF 18000 14000 24500 Performance 8.8 4.4 13.1 Size 11.3 15.7 6.8

25

Edge Egg E

1.5 1.5 1.7

27000 20000 14000

14.6 7.7 4.3

12.2 5.7 15.8

Year 2019 Products Eat Ebb Echo Edge Age 1.4 1.7 1.5 1.5 MTBF 18000 14000 24500 27000 Performance 9.6 4.9 14.1 15.8 Size 10.5 15.2 5.8 11.5

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Egg E

1.5 1.7

20000 14000

8.4 4.8

4.6 15.2

Year 2020 Products Eat Ebb Echo Edge Age 1.4 1.5 1.4 1.4 MTBF 18000 14000 24500 27000 Performance 10.4 16500 15.6 17.2 Size 9.8 5.4 4.8 10.7

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Egg E

1.6 1.7

20000 17000

8.4 5.4

3.6 14.6

6. CONCLUSION
It is hard to understand something without direct experience and through this internship training program. I can able to gain knowledge about the functional departments in a company. Each department plays a major role in increasing the companys performance in the market. These all departments are needed in a different way in order to achieve the business objectives in most effective and efficient manner. The Research & Development department plays a vital role in any of the organization. With the help of this department, the product quality can be increased. We can develop the new products and maintain the existing products .It interfaces with the production department. It also deals with technical aspects. It helps to adopt innovative modifications in

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the market. It adopts a continuous technology change and development as well as other competitors and the changing preference of customers. It forms as for all functioning of departments.

7. APPENDIX RESULTS OF 8 YEARS YEAR 2013

ERRIE ROS Asset Turnover ROA Leverage 1.5% Days of Working Capital 1.16% Free Cash Flow 1.7% Plant and Equipment 1.8 Total Assets 109.4 $0 $ 141,200 $ 144,849

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ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

3.1% Plant Utilization $0 Traditional Segment Share $ 125,560,690 Low End Segment Share $ 8,305,797 High End Segment Share $ 1,837,616 -$6,026,123 17.3% Performance Segment Share Size Segment Share Overall Market Share

96.6% 19% 24% 20% 15% 16% 34.68% 724 0.00% 10% 100.00%

31.1% Complement $ 1.00 Overtime $ 79,000,000 Turnover Rate BB Productivity Index $ 60,050,530

YEAR 2014
ERRIE ROS Asset Turnover ROA Leverage 1.6% Days of Working Capital 1.12% Free Cash Flow 1.8% Plant and Equipment 1.8 Total Assets 110.4 $0 $ 171,200 $ 164,671

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ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

3.2% Plant Utilization $803,022 Traditional Segment Share $ 156,925,970 Low End Segment Share $ 10,426,165 High End Segment Share $ 2,504,333 $8,530,456 17.3% Performance Segment Share Size Segment Share Overall Market Share

96.6% 19% 22% 20% 21% 17% 19.61% 976 7% 7% 101.00%

32.0% Complement $ 29.48 Overtime $ 81,000,000 Turnover Rate BB Productivity Index $ 77,050,530

YEAR 2015
ERRIE ROS Asset Turnover ROA -2.3% Days of Working Capital 0.87% Free Cash Flow -2.0% Plant and Equipment 110.4 $0 $ 179,770

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Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

2.0 Total Assets -4.1% Plant Utilization $0 Traditional Segment Share $ 159,779,105 Low End Segment Share $ 4,405,664 High End Segment Share $ (3,744,544) $4,785,912 17.4% Performance Segment Share Size Segment Share Overall Market Share

$ 144,649 96.6% 20% 17% 18% 13% 15% 18.10% 959 0% 6.87 % 106.00%

34.5% Complement $ 25.87 Overtime $ 85,000,000 Turnover Rate B Productivity Index $80 ,050,530

YEAR 2016
ERRIE ROS Asset Turnover ROA -2.4% Days of Working Capital 0.85% Free Cash Flow -2.0% Plant and Equipment 100 $0 $ 225,900

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Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

22 Total Assets -4.5% Plant Utilization $0 Traditional Segment Share $ 171,520,272 Low End Segment Share $ 5,799,391 High End Segment Share $ (4,073,296) $712,617 16.4% Performance Segment Share Size Segment Share Overall Market Share

$ 201,838 100.6% 17% 19% 20% 13% 13% 17.77% 922 7.5% 7% 109.5%

36.4% Complement $ 20.43 Overtime $ 71,000,000 Turnover Rate CCC Productivity Index $ 80,050,530

YEAR 2017
ERRIE ROS Asset Turnover 4.8% Days of Working Capital 0.93% Free Cash Flow 110 $0

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ROA Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

-4.5% Plant and Equipment 1.9 Total Assets 8.5% Plant Utilization $0 Traditional Segment Share $ 193,949,599 Low End Segment Share $ 25,318,202 High End Segment Share $ 9,406,018 $10,118,635 13.9% Performance Segment Share Size Segment Share Overall Market Share

$ 234,900 $ 200,838 107.6% 16% 21% 20% 13% 13% 17.85% 922 0.1% 0.1% 113.0%

40.9% Complement $ 32.62 Overtime $ 130,000,000 Turnover Rate B $ 80,050,530 Productivity Index

YEAR 2018
ERRIE ROS 7.9% Days of Working Capital 99

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Asset Turnover ROA Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

0.88% Free Cash Flow 7.0% Plant and Equipment 1.7 Total Assets 11.8% Plant Utilization $0 Traditional Segment Share $ 212,187,766 Low End Segment Share $ 36,343,613 High End Segment Share $ 16,753,736 $26,872,370 12.7% Performance Segment Share Size Segment Share Overall Market Share

$0 $ 190,800 $ 240,182 111.6% 16.0% 23.0% 17.0% 14.0% 14.0% 17.85% 864 0.0% 7.6% 115.5%

42.8% Complement $ 48.19 Overtime $ 214,000,000 Turnover Rate BBB $ 780,050,530 Productivity Index

YEAR 2019
ERRIE

35

ROS Asset Turnover ROA Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital

9.0% Days of Working Capital 0.87% Free Cash Flow 7.9% Plant and Equipment 1.4 Total Assets 11.4% Plant Utilization $0 Traditional Segment Share $ 223,380,906 Low End Segment Share $ 39,380,516 High End Segment Share $ 20,212,077 $47,084,447 12.0% Performance Segment Share Size Segment Share Overall Market Share

112 $0 $ 333,940 $ 255,600 149% 21% 20.0% 12.0% 11.0% 11.0% 16.28% 877 0.0% 7.6% 118.1%

43.3% Complement $ 57.77 Overtime $ 103,000,000 Turnover Rate AAA $ 788,050,530 Productivity Index

YEAR 2020

36

ERRIE ROS Asset Turnover ROA Leverage ROE Emergency Loans Sales EBIT Profit Cumulative Profit SGA Contribution Margin Stock price Market Capitalization S&P Rating Working Capital 8.6% Days of Working Capital 0.77% Free Cash Flow 6.6% Plant and Equipment 1.5 Total Assets 10.1% Plant Utilization $0 Traditional Segment Share $ 232,283,562 Low End Segment Share $ 41,927,755 High End Segment Share $ 19,892,145 $66,976,593 11.9% Performance Segment Share Size Segment Share Overall Market Share 100 $0 $ 354,204 $ 300,306 109% 18.0% 19.0% 11.0% 11.0% 11.0% 15.28% 792 0.0% 7.7% 120.8%

43.6% Complement $ 62.72 Overtime $ 298,000,000 Turnover Rate A $ 808,050,530 Productivity Index

YEAR 2013

37

YEAR 2014

38

YEAR 2015

39

YEAR 2016

40

YEAR 2017

41

YEAR 2018

42

YEAR 2019

43

YEAR 2020

44

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