NETWORK OF EXECUTIVE WOMEN

1
NETWORK OF EXECUTIVE WOMEN

• Board of Directors meeting
• Monday, October 12, 2009
• 8 am 2 pm
• Meeting rooms State Rooms 34
• Conference Center, 3rd floor
• Sheraton Dallas Hotel
• 400 N. Olive St.
• Dallas, TX 75201

2
Agenda

• 730-800 am Breakfast
• 800-805am Welcome, President Introductions
  Trudy Bourgeois
• 805-820am Welcome, Introductions Alison K.
  Paul
• 820-835am Quorum , Antitrust, Previous
  Minutes, By law changes, Policy Adoption -
  Kim Feil
• 835-845am Treasurers Report, Financials and
  Projections Joan Toth for Betsy Hosick
• 845-900am Succession Planning Update and
  Approval of Board Slate Alison K. Paul,
  Helayne Angelus
• 900-910am Global Expansion Update Helayne
  Angelus
• 910-1000am Becoming a Mature Non Profit
  Report from Summer 2009 Branding Project
  Michelle Gloeckler
• 1000-1015am Break
• 1015-1030am Engaging the Board in Next Steps
  Trudy Bourgeois
• Brainstorming (are we on the right track)
• What are the right priorities
• Looking at a 2-year horizon
• Sustainability Modality
• Framework for report out

3
Agenda Cont.

• 1030-1140am Four Strategic Areas of Focus
  Breakout Sessions (includes 10 minute report
  out by committee chair)
• Regional Programming Maria Edelson
• Membership ROI (including programming/education),
  scholarship/attraction) Kathy Casey, Kim Feil,
  Debbie Wildrick
• Sponsorship Activation (including sponsor survey
  results) Nancy Krawczyk for Regenia Stein
• Increase Unaided Awareness (including trade
  relations) - Michelle Gloeckler, Mike Gorshe
• 1140-100pm Group Report Outs and Working Lunch
• 100-150pm Action Work Who Owns What
  Michelle Gloeckler
• 150-200pm Closing Remarks and Adjourn Alison
  K. Paul

4
Welcome/Presidents Introduction

• Welcome to new board members
• Thank you to all for your time and support of
  NEW!
• Introductions
• Your name, company, role at your company and on
  the NEW board

5
Secretarys Report

• Quorum
• Antitrust
• Approval of Previous Minutes
• Proposed By law Changes
• Policy adoption

6
Proposed Bylaw Changes
7
NEW Scholarship Criteria
8
Treasurers Criteria

• Technical Skills
• Strong business leaderConsensus builderTime
  managementFinance experience and knowledge firm
  understanding of balance sheets and
  budgetsKnowledge of non-profit tax law and
  codesAbility to prepare budget across
  organization
• External Work Experience
• Retail and/or consumer packaged goods
  experienceExperience in being held accountable
  for PLFinance and Accounting background

9
Treasurers Report

• Net Assets 753,338 ahead of Last Year
• Accounts Receivable gt90 days 136,958 (36,200
  Regional)
• Committed Sponsorships 1,202,916
• 17,250 Over Last Year
• Operating Expense 261,869 over Last Year

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OSM Succession Planning Pillar
Succession Planning PILLAR
Objectives Goals, Strategies, Measures (OSM)
Vision Vision for key body of work. Effective succession plan for sustainable leadership to drive the vision of NEW Central Challenge To grow NEW, we need to move beyond a culture of individual contributions to a culture of organizational sustainability. Vision Vision for key body of work. Effective succession plan for sustainable leadership to drive the vision of NEW Central Challenge To grow NEW, we need to move beyond a culture of individual contributions to a culture of organizational sustainability. Vision Vision for key body of work. Effective succession plan for sustainable leadership to drive the vision of NEW Central Challenge To grow NEW, we need to move beyond a culture of individual contributions to a culture of organizational sustainability.
Key Platform Objectives and Goals Strategies Measures
Strategic PillarTalent Acquisition via Intentional Succession Planning Key Owners Alison Kenney Paul Michelle Murphy Officer Oversight Kim Feil Regenia Stein John Morioka Elizabeth Hosick Joy Nicholas Staff Alignment Nathalia Granger 1.Recruiting 2.Onboarding 3.Leveraging Alumni/Champions 4.Leadership student organizations Resources Needed 1.Marketing Communication plan 2. Committee/Consulting Resources (Deloitte) 3. Board development committee Est. Cost No cost Target Start Jan. 1, 2009 Target Completion On-goingfirst report out to Board Meeting April 2009 Status Time Line - Roadmap at April BOD meeting/pipeline 2Q 2009. Scorecard How will your work be measured for effectiveness and value to the sponsors/members. Establishment of position sharing. Each position has a back-up. Clearly articulated role descriptions, process for succession planning at Board, EC and officer level
Strategic Pillar Role infrastructure Key Owners (same as above) 1.Benchmarking/best practices 2.Process tool identification 3.Road map development Resources Required (same as above) Est. Cost Target Start Target Completion Status (same as above)
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NEW Succession Planning Pillar Progress

• Started effort at 2008 board meeting
• Committee partnered with Deloitte
• Examined current process, tools
• Recommended additional tools, process, rigor
• Presented to Board April 2009
• Recommendations from board members to simplify
• Today we are kicking off that process
• President owns this year, Past president going
  forward
• Board ASKS
• Review Board Matrix to be sure we accurately
  captured your data
• Start thinking about YOUR successor
• Complete (if not done already) Board evaluation
  surveyour baseline for future metrics
• Thank you to all of you helped in this
  processespecially Michele Murphy and our
  committee of volunteers

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Simplified Succession Management Flow

Identify Needs Build Pipeline Fill Positions
Officers
Nominations Committee
Board Members
Staff
Phase
New
Existing
Board-Wide Evaluation
Collective assessment of Board strengths and areas for improvement
Call for Potential Successors
Nominations Committee lead asks incumbents for names of potential successors
Board Matrix
Identify any gaps in knowledge, skills, demographic or sponsor representation and prepare to replace anyone reaching term limits
Present Slate
Present slate, additional member nominations, notify nominees
Build Slate
Review applications on won, meet to select slate
Call for Applications
Plan and activate call for applications follow-up with pipeline prospects
Owner
Identify and Cultivate Potential Successors
Consider board needs for sponsor company representation, identify and mentor potential replacements
Slate Approval
By Board at Large
Voting
By Members
Record Keeping, Meeting Planning, Timeline
Tracking, Communications, General Support
13
Succession Management Implementation Plan
By-law mandated dates 2010 dates pending board
approval on 10/12/09
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Nominating Committee

• 2009 Slate-12 candidates to be approved
• Three New Board Members to be Nominated, Christy
  Consler (Safeway), Gail Jordan (Stop
  Shop/Giant), and Chelle Moore (Walmart)
• All Candidates met criteria set by the nominating
  committee
• Continued success in attracting excellent Board
  Nominees
• Recognition of outgoing board members
• DeDe Priest
• Debra Grosh
• James White
• Jennie Jones
• Helayne Angelus

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Nominating Committee
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OSM Global Expansion Pillar
Global PILLAR Objectives Goals,
Strategies, Measures (OSM)
Vision Vision for key body of work NEW must go global or lose relevance Central Challenge How to do this thoughtfully. Not compromise NEW US operation. Funding and resources need to be incremental. We know there is a war on talent and it is even bigger outside the . Vision Vision for key body of work NEW must go global or lose relevance Central Challenge How to do this thoughtfully. Not compromise NEW US operation. Funding and resources need to be incremental. We know there is a war on talent and it is even bigger outside the . Vision Vision for key body of work NEW must go global or lose relevance Central Challenge How to do this thoughtfully. Not compromise NEW US operation. Funding and resources need to be incremental. We know there is a war on talent and it is even bigger outside the .
Key Platform Objectives and Goals Strategies Measures
Strategic PillarDefine what we mean by global Key Owners Helayne Angelus Julie Hamilton John Saguto James White Bob Dickson DeDe Priest Sharon Stufflebeme Margarita Rossi Staff Alignment Joan Toth 1. Develop question set to send to BOD Members 2. Enlist key champions (Bob McDonald, Mutar Kent, Mike Duke) 3. Contact non US-based retailers (Carrefour, Tesco) Resources Needed 1. with third party to collect and distill intelligence around the current state of female leadership around the world to develop business 2. Steering Committee leadership/ engagement to develop strategy and action plans Est. Cost Target Start Target Completion Time Line - 1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011 Status Scorecard How will your work be measured for effectiveness and value to the sponsors/members
Strategic Pillar Develop the business case Key Owners (same as above) 1. Enlist co-sponsor to do due diligence (collect current research) and distill information to build preliminary model for the global strategy 2. Compile a list of key champions to advocate/sell the idea and identify global companies for initial engagement and feedback 3. Test concept structure in identify region(s) for initial test Resources Required (same as above) Est. Cost Target Start Target Completion Status (same as above)
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NEW Global Pillar -- Progress

• NEW Global Sub Team Members several conference
  calls with eight subteam members.
• Designed an eight question internet survey with
  over 20 responses and individual follow up
  interviews.
• Agreement in last Board meeting to develop a plan
  for piloting in Toronto and Mexico City a lead
  for outside US expansion
• Recommendation on next steps to include better
  definition of the work to be done including a
  comprehensive RFP, and roadmap with key
  deliverables for NEWs long term growth plans

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Board of Directors MeetingBecoming a Mature
Non-profit OrganizationOctober 12, 2009
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Your Network of Executive Women is approaching a
milestone

• Are we prepared?
• How will we contribute?
• How will we lead?
• Are we dynamic and fast?
• Are we flexible and responsive?
• What is the role of the Board?
• Are YOU READY to guide and influence?

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Non-Profit Organizational Lifecycle Model
Leadership Adaptive Management Technical
Sustain
Stage 4
Stage 3
Grow
Stagnant
Decline
Community Impact
Mature
Stage 2
Begin
Stage 1
Dissolve
Infrastructure Development
Renew
Core Program Development
Adolescent
Start
Up
Defunct
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This model is adapted from Susan K. Stevens
Nonprofit Lifecycles Staged-Based Wisdom for
Nonprofit Capacity (Stagewise Enterprises, 2002.)
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Summary of Aug. 2009 Branding and Marketing Work
October 12, 2009
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Contents NEW Branding and Marketing
Mission, Segments, Positioning, and Personality
2012 Strategic objectives
2010 Organization objectives
2010 Marketing/Selling objectives
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Branding and Marketing Session
Background
In August, the Network of Executive Womens Officer team met to define the positioning of the Network of Executive Women brand and the marketing/selling objectives and strategies
Scope
The scope of discussion was limited to the U.S. and did not include the potential for future global expansion
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3 Types of Segmentation drive resources
priorities

• Tier Title, Platinum, Gold, Silver, Regional
• Class Foundation, Recently added, A/O
• Type CPG, Retail, Other

Sponsor Segmentation
Member Segmentation for Programs

• Emerging Leaders
• Executives

• Emerging Leaders
• Executives
• Ambassadors

Member Segmentation for Marketing
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Network of Executive Womens Mission Statement

• To attract, retain, and advance
• women
• in the consumer products
• and retail industry

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Positioning to sponsors and members

• To diversity decision makers and high potential
  women
• at CPG retailers and their suppliers,
• the Network of Executive Women is the
• network that provides collaborative engagement
• that advances women
• and drives business

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Mission, Segmentation and Positioning drive the
Brand Nationally and Regionally

• Brand Personality
• Authentic
• Inspiring
• Professional
• Confidence builder

Functional representation encourage drift to
wider functional representation
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2012 Strategic Objectives

• Five key focus areas of our 2012 strategic
  objectives
• Sponsorship enrollment
• Regional involvement and activity
• Sponsor and member perception of Networking of
  Executive Women value
• Mission statement centric
• Cash flow

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2012 Strategic Objectives
2012 Strategic Objectives 2012 Strategic Objectives 2012 Strategic Objectives 2012 Strategic Objectives 2012 Strategic Objectives
Sponsorship Enrollment Regional involvement and activity NEW value (based on survey responses) Mission statement Cash flow
Attain 37 Title and Platinum sponsors (excluding special cases) which assumes retention of at least 30 of 33 current 2009 sponsors Reduce the percent of sponsors categorized as Low Activation (i.e. lt40 activation) from 29 in 2009 to 15 by 2012 Achieve 18 regional groups and 7400 regional event attendees Increase responses on NEW is having a significant impact in my organization among Title and Platinum sponsor decision makers by 5 percentage points Increase responses on I would recommend NEW to a friend among members by 5 percentage points Increase responses NEW provides collaborative engagement that advances women and drives business among sponsor decision makers by 5 percentage points Increase responses on NEW provides collaborative engagement that advances women and drives business among members by 5 percentage points By 2012, implement one major platform that supports the attract in our mission Explore using the database to measure retention and advancement of NEW members Achieve breakeven or better annual results with cash on hand increasing from 9 months of expenses in 2009 to at least 12 months in 2012
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2010 Objectives
2010 Strategic Objectives 2010 Strategic Objectives 2010 Strategic Objectives 2010 Strategic Objectives 2010 Strategic Objectives
Sponsorship Enrollment Regional involvement and activity NEW value (based on survey responses) Mission statement Cash flow
Attain 34 Title and Platinum sponsors (excluding special cases) which assumes retention of at least 33 of 33 current 2009 sponsors Reduce the percent of sponsors categorized as Low Activation (i.e. lt40 activation) from 29 in 2009 to 24 by 2010 Achieve 17 regional groups and 6600 regional event attendees Establish Survey benchmarks In 2010, identify an owner for attract and evaluate relevance of offerings Achieve breakeven or better annual results with cash on hand increasing from 9 months of expenses in 2009 to at least 10 months in 20120
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2010 Marketing/Selling objectives and owners
Category Goal Owner
Sponsorship Nestle or SCJ sponsorship For Title and Platinum, 1 sr. level engagement at 1 national or regional event Positioning and segmentation with scorecard and activation template Regenia Joan / BOD Regenia / Nancy
Regional Add 1 Regional Group Seattle, Atlanta, Toronto Regional Attendance growth 14 Joan / Alison Joan / Maria
Value
Mission Obtain compliance of mission and brand personality at all National and Regional events Alison
Cash flow Achieve budgeted level of attendance at national events Joan / Debbie
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2010 Marketing/Selling objectives Topics for BOD
Category Goal Owner
Sponsorship Increase sponsor activation to gt40 of a companys allotted members among 2 Title or Platinum sponsors Joan/ Regenia
Regional Implement 1 new opportunity for collaborative engagement at each regional event Maria / Alison
Value Achieve significant increase in unaided awareness of NEW among thought leaders in our industry Michelle
Mission Design and implement member segmentation link to attract, retain and advance. Layer membership ROI. Kim / Kathy / Debbie
Cash flow
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Commitment to Implementation
2010 Marketing Selling Objectives
2012 Strategic Objectives
2010 Strategic Objectives

• Executive committee member assigned to each
  strategy/objective complimented with a staff
  member
• Quarterly meeting cadence to provide status on
  each strategy/objective
• Board will receive updates and be asked to engage
  at least once a year to monitor progress and
  provide continuity throughout leadership changes

34
Non-Profit Organizational Lifecycle Model
Leadership Adaptive Management Technical
Sustain
Stage 4
Stage 3
Grow
Stagnant
Decline
Community Impact
Mature
Stage 2
Begin
Stage 1
Dissolve
Infrastructure Development
Renew
Core Program Development
Adolescent
Start
Up
Defunct
34
This model is adapted from Susan K. Stevens
Nonprofit Lifecycles Staged-Based Wisdom for
Nonprofit Capacity (Stagewise Enterprises, 2002.)
35
Engaging the Board in Next Steps

• Brainstorming (are we on the right track)
• What are the right priorities
• Looking at a 2-year horizon
• Sustainability Modality
• Framework for Report out

36
Breakout Groups and Supporting Reports
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Regional Committee Update

• Demand Continues to grow with YTD Registrations
  16 ahead of last year
• Annual prj. Is 6200 or 20 over last year
  despite softening in 4 regions
• Older regions with softer registration Chicago,
  Dallas, Metro NY Twin Cities
• New Chapters driving the growth 1100 vs. yago -
  So Cal and Carolinas , plus Fall Twin Cities
  event
• NEW Chapter Progress Contingent on Retailer
  Engagement
• Toronto Region under evaluation led by Kraft
• Seattle launch with Costco
• Informal events in Atlanta (Kraft/CCNA) and
  Denver (White Wave/Dean)
• Consistent Communication is Critical to Sustain
  our Brand NEW
• Updated Regional guidelines to clarify process
  (Connections events) to avoid cannibalization.
• Communication NEW Regional WebPages / NEW
  Event Calendar -- black out dates provide
  consistent support, encourages advance planning
  and balance.
• Quarterly calls to share best practices and
  process updates (event registration process, no
  group invoices, promotions, fundraising pkg.
  and membership requirement -- serve on committee.

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Regional Registration Trends by Event 2008-2009
4 Regions Declining3 with 2nd event actual s
Note 10 Fall events in 2009 are projections
39
Total Registration by Region 2008-2009
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NEW Regional Groups Expand our Reach
Toronto 2010
Seattle 2010
Twin Cities
Western Michigan U.
Portland State U.
New England
Chicago
Greater Philadelphia
Cincinnati
New York Metro
Northern California
Northwest Arkansas
Mid-Atlantic
The Carolinas
Southern California
Dallas
Atlanta2011
Current - 15
Tampa
2010 Potential Expansion - 2
Potential Expansion - 2011
2008 2009 Total Groups 13 15 Total
Attendees 5100 6200 Total Formal Events 22 28
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OSM Member Value Pillar
Membership/Value
Proposition/education PILLAR Objectives
Goals, Strategies, Measures (OSM)
Vision Vision for key body of work Talent / Diversity Go to resource solving for women and resolving for all. (Using the power of the women to create an inclusive workforce.) Central Challenge Resources, focus and integrated brand communication Vision Vision for key body of work Talent / Diversity Go to resource solving for women and resolving for all. (Using the power of the women to create an inclusive workforce.) Central Challenge Resources, focus and integrated brand communication Vision Vision for key body of work Talent / Diversity Go to resource solving for women and resolving for all. (Using the power of the women to create an inclusive workforce.) Central Challenge Resources, focus and integrated brand communication
Key Platform Objectives and Goals Strategies Measures
Strategic PillarPromote Successes in terms of ROI for members NALS/ELF/Multi cultural/ Regional etc. Key Owners Kathy Casey Sandra Bushby Debbie Wildrick Bobbie OHare Michele Murphy Caroline Nakken Staff Alignment Anna D. Martinez To enhance NEWs value proposition, which should drive an increase in membership. Resources Needed 1.Inventory SWOT on services 2.Sponsors/Members needs assessment 3.Gap analysis 4. Prioritize work stream 5. Communication strategy 6. IT Solution Est. Cost Target Start Target Completion Status Time Line - 1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011 2009 Q1 Assessment Input / Q2 Prioritizing, budgets vendors / Q3 Development / Q4 Implement Scorecard - How will your work be measured for effectiveness and value to the sponsors/members Continue current measures Track promotion, etc. of members Develop and include male metrics e.g. male advisory council Application of content in sponsor companies
Strategic Pillar Develop new content to reach a broader group of influences Key Owners (same as above) 1. Develop content - for PL decision maker, CEO roundtable, multi-cultural for men etc. 2. Focus groups with GenX, GenY, Mill. Needs Special Report 3.Develop implement My NEW 4.Communication strategy Resources Required (same as above) Est. Cost Target Start Target Completion Status
42
Membership Committee Report
2,059
1,431
1,212
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Membership Committee Report
1,431
1,241
1,212

• Total number of corporate member sub-accounts
  activated since May 26, 2009.
• Activated corporate member sub-accounts
  corporate members connected to ambassador
  account.
• Estimated corporate seats 2,915 progress to date
  43 completed since website launched.

44
Membership Committee
Database Optimization Corporate Member Activation
Strategic Pillar Initiative Key Priorities Action Steps
Database Optimization Optimize the features and tools of the new database to increase membership involvement. Focus on data management and networking tools. New website launch executed on communication plan pilot program offered navigation presentations to entire membership provided training t for regional pages
Corporation Member Activation Optimize the corporate seats available Emphasis on timely and accurate data management of member information Encourage internal collaboration for NEW members Align with scorecard review Focus on Title and Platinum sponsors Implemented corporate activation plan customized marketing materials webex training for person sending the invitation monthly progress report.
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Membership Committee
Central Challenge Align focus and resources to an integrated brand communication and maximize sponsor value
Strategic Pillar Initiative Key Priorities Action Steps
Build on and communicate NEW successes To enhance NEWs value proposition, which should drive an increase in membership. Conduct a comprehensive competency development, assessment, and learning/development engagement Define objective/strategy Align organization Complete on line assessment
Develop new content to reach a broader group of influences Optimize My NEW Design content plan Personal growth Professional growth Cultural/Diversity/Inclusion Market My NEW Align on overall content priorities Web Tool development implemented and active Implement objectives, audiences, messages, tool/activities, resources, timeline, and evaluation methodology
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Education Committee 2009 Goals

• Continue to improve ROI to members
• Understand evolving needs of current and future
  members core competencies
• Incorporate workforce trends and best practices
  in education offering
• Multicultural Workforce 2009 Addressing 6
  Platforms
• Executive Leadership Conference 2009 Thriving
  in Tough Times
• NEW Annual Summit 2009 Smart, Fast, Flexible
  3 breakout tracks
• Align with value proposition renew focus against
  development of online skill building modules
• Work with external resource
• Continue success against scholarship program
  Scholar Shop 2009

47
Education Committee

• 2010 Schedule Complete
• Executive Leadership Forum
• Westin Stonebriar  Resort
• Tuesday, July 13 Thursday, July 15, 2010 
• Multicultural Workforce
• W Dallas - Victory 
• Tuesday, March 16 - Thursday, March 18, 2010  
• Annual Summit
• The Westin Charlotte
• Monday, September 27 - Tuesday, September 28,
  2010
• 2010 Step Change Committee
• Better Defined Roles
• Enhanced Outcomes
• Consistent Themes

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OSM Sponsorship Value/ROI Pillar
Sponsorship/ROI PILLAR Objectives
Goals, Strategies, Measures (OSM)
Vision To have engaged and active sponsors fuel our future with sponsor dollars to sustain our not-for-profit organization to meet NEWs mission. Central Challenge We need Unique concise positioning to enhance value proposition to maintain, trade up and attract new sponsors given the economy. (ELF offers leadership too) Vision To have engaged and active sponsors fuel our future with sponsor dollars to sustain our not-for-profit organization to meet NEWs mission. Central Challenge We need Unique concise positioning to enhance value proposition to maintain, trade up and attract new sponsors given the economy. (ELF offers leadership too) Vision To have engaged and active sponsors fuel our future with sponsor dollars to sustain our not-for-profit organization to meet NEWs mission. Central Challenge We need Unique concise positioning to enhance value proposition to maintain, trade up and attract new sponsors given the economy. (ELF offers leadership too)
Key Platform Objectives and Goals Strategies Measures
Strategic PillarMaintain/Trade Up Key Owners Michelle Gloeckler Maria Edelson Beverly Grant Debra Grosh Cathy Green Kim Feil Mike Gorshe Staff Alignment Nancy Krawczyk 1. Communicate sound bites ideas/tools from every event 2. Penetration/breadth/depth of contact points expand memberships 3. Expectation Scorecard Discussion Ensure delivery of expected value Resources Required 1. Need resources to create learning sound bites and email message to regional committees to share within their companies to show ROI. 2. Regional committee members need to report back to regional sponsors on the value 3. Expand sponsorship committee Est. Cost Target Start Target Completion Timeline 1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011 Status Scorecard How will your work be measured for effectiveness and value to the sponsors/members Scorecard results- participation numbers, ability to attract to retain via industry exposure, build awareness to change cultures
Strategic Pillar NEW Sponsor Targets Key Owners (same as above) 1. OTC companies Novartis, GSK since we have drug store channel 2. Convert regional to national sponsor 3. Price increase, multi-year contracts, membership expansion Resources Required (same as above) Est. Cost Target Start Target Completion Status (same as above)
49
Sponsorship Committee

• Progress as of 9/22/09 growth through a
  challenging economy
• YTD we have exceeded budget of 1.1M and have
  raised 1.245m in sponsor revenue
• Out of 52 sponsors, 3 pending invoicing, 1 at
  risk MARS NA Candy 1 Platinum KPMG (Oct
  renewals) 1 Gold MARS (July 09 renewal)
• We have sold 6 new sponsors - 5 from our
  target list 1 Title Food Lion/Delhaize 2
  Gold Kimberly Clark, Newell Rubbermaid 3
  Silver Coty, Jamba Juice, SC Johnson
• Sponsor changes 1 Platinum shifting upward
  to Title Clorox 1 Platinum shifted downward
  to Gold 7- Eleven 1 Gold sponsor shifted
  downward to Silver Pepsi Bottling Group
  (acquisition target) 2 Silver sponsors lost
  Morton Salt Hy Vee (15,000)

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2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09 2009 Sponsors - Current List as of 9/22/09

Title 18   Platinum 15   Gold 10   Silver 15 58
             
Accenture   Nielsen   7-Eleven   Acosta  
Chevron   Campbell   Catalina   Advantage Sales Mkt  
Clorox   Colgate Palmolive   Crown   Cadbury  
Coca-Cola   Con Agra   CVS/Caremark   Chiquita  
Deloitte   Costco   Del Monte   CPG Jobs  
Food Lion NEW CSP   Mars Advertising   Coty NEW
JJ   General Mills   Mars Inc.   DemandTec  
Kellogg   Johnson O'Hare   SD Coffee   Family Dollar  
KPMG   Mass Connections   Kimberly Clark NEW Hormel  
Kraft Foods   Nestle Waters   Newall Rubbermaid NEW IRI  
Kroger   Safeway       JM Smucker  
Nestle Purina   Sara Lee       Jamba Juice NEW
Pepsico   Supervalu       Kalypso  
PG   Target       Pepsi Bottling Group will lose in 2010 - being sold
Stop Shop/Giant   The Hershey Co       SC Johnson NEW
Unilever              
Walmart           Hy Vee  
Walgreen           Morton Salt  


Renewed
At Risk
Lost
51
Sponsorship Committee 2010 Forecast

• Maintain our Base Enhance the Value Proposition
• Maintain and grow activation at 18 Title and 15
  Platinum sponsors who generates 85 of our
  revenue
• Recognize some risk at lower sponsor levels due
  to economy and mergers Cadbury, Chiquita,
  Kalypso, Pepsi Bottling Group
• Share new Sponsor level program with select
  group to determine refinements and optimal timing
  for roll-out. (Add Diamond level)
• Secure new sponsors focused on CPG and Retail
  and expand selectively outside of our industry.
  (Pharma with OTC Products, Expanded Retail like
  Best Buy, Michaels, Radio Shack)
• A target NestleB targets Brown Forman, Diageo,
  HeinzC targets AP, AG Bayer, Best-Buy,
  Dannon, Dollar General, CH Robinson, Glaxo Smith
  Klein, IBM, Novartis and, Rite-Aid

52
Sponsor Survey Fall 2009
23 response rate (26 responses). 49 of
respondents were Title or Platinum
sponsorsPlease rate the value of NEW
sponsorship to your organization
Percent An exceptional value,
worth more than my organization paid for it  
20.00 A good value, worth about what my
organization paid for it   64.00 A poor
value, worth less than my organization paid for
it   4.00 Not sure/no answer  

12.00 How likely is it that
your organization will continue its sponsorship
of NEW?   Response Percent Very
likely   48.00 Likely   36.00
Unlikely   0.00 Very unlikely
 0.00 Not sure/no answer 16.00
84 rate value as exceptional or good and 84 are
very likely or likely to renew
53
Trade and Industry Relations

• Progress to date
• FMI Partnership with Future Connect in Dallas
  May 2009 rescheduled same time as Summit -so
  Trudy Bourgeois reception program was
  rescheduled. Reception with the Dallas NEW
  Regional Committee cancelled.
• NEW has an active presence on education
  committee via Joan and Associate Executive
  Committee via Mike.
• Key FMI VIPs invited to Board dinner at Summit.
• GMA GMA Exec Conference in September featured
  Kim Feil in Coffee with session
• GMA Executive Conference honored Outstanding
  NEW Champion Jeff Noddle
• GMA/NEW partnered and published new study on
  sales talent mgmt, on podium at ELF and GMAs MSM
  conferences
• NACS co-hosting reception at NACS Show for 3rd
  year
• SIFE NEW Partnership continues to grow
• RILA, NACDS, CIES - all status quo.

54
2010 Board Meeting Schedule

• - Tuesday, March 16th Dallas, TX
• 1200pm-500pm
• Monday, September 27th Charlotte, NC
• 800am-300pm

55
Discussion and Action Items
Thank You!