Specialty Businesses. Property of Ingram Micro Inc. Do not distribute or duplicate without Ingram Micro's express written permission.

Transcription

1 Specialty Businesses 1

2 Specialty Businesses Data Capture/POS John Soumbasakis Services Justin Crotty AVAD Chris Burns Private Label Kevin Murai (for Rainer Kozlik) IM Logistics Terry Tysseland 2

3 Why Specialty Businesses? Enhance gross margins Bring value add to customers Better connect with resellers and end-user customers Expand addressable markets Mitigates risk through diversification 3

4 Data Capture/POS John Soumbasakis Vice President and General Manager Data Capture/POS Division 4

5 Data Capture/POS Overview Complete solutions from one source: POS Hardware / Software Data Capture / RFID World-class Logistics Servers / Storage Networking Demo pool availability Digital Signage Security Partnership opportunities Existing Ingram Micro customer relationships 5

6 Market Position And Opportunity Position No. 2 market position in data capture/pos distribution Only global distributor of data capture/pos technologies Opportunity Leverage Ingram Micro s vendor access and extensive customer relationships Leverage Ingram Micro brand recognition Convergence with traditional Ingram Micro technologies 6

7 Growth Initiatives Execute training and marketing programs for Ingram Micro sales force and customers Increase engagement between Data Capture/POS and Ingram Micro vendor management teams Fill the few remaining line-card gaps Continue to add experienced resources in Data Capture/POS 7

8 Services Justin Crotty Vice President, Services 8

9 Ingram Micro Services Division Managed Services Virtual Services Warehouse Network Operations Center (NOC) IMSN IT Staffing Help Desk Professional Labor Services Warranty Contract Maintenance Vendor Branded Ingram Micro OfficePac Attach rate/renewal focus Establish Ingram Micro to the same leadership position in the professional IT services supply chain as we occupy in the IT product distribution supply chain 9

10 Market Opportunity: Maximize Share Of IT Spend Customer s Spend on a New Product (5 Years) Buy 6.6% 1 2:1 Install 13.4% 12:1 Support 80.0% Source: Service Leadership 2006; Gartner

11 Growth Initiatives Focus on SMB VAR penetration Expand line card to become best-in in-class Focus on portfolio growth into individual accounts cross-sell sell and up-sell additional offerings to existing service customers Transfer domain expertise across Ingram Micro sales organization 11

12 AVAD Chris Burns Chief Financial Officer - AVAD 12

13 AVAD Overview Distribution for home automation and entertainment installers 10 new locations last year AVAD Advantage 37 fully stocked locations Most respected and recognized brands Whole house and home theater solutions Classroom and online training Knowledgeable design, technical and application support Commitment to health of dealer business 13

14 Solution Example 14

15 Market Position And Opportunity Position AVAD has no full-scale national competitor There are a number of regional and local players with limited line cards Protected by strong barriers to entry High-end and specialized expertise Opportunity Further penetration of the U.S. market Capitalize on global market demand New technologies and categories 15

16 Growth Initiatives Global expansion into Toronto, Vancouver and other geographies Partnerships with builders, dealers and vendors for new home and MDU installations Increase share of wallet with security dealers AVAD integration partner 16

17 Private Label Kevin Murai President and COO 17

18 Private Label Overview LCD Monitors Now distributed in all four regions Launches in Brazil, Chile, India & Singapore in Q2/Q M units TAM 07, 10% AGR Portable Products Now in Europe & North America Brazil June / APAC & Mexico Q M units TAM 07, 50% AGR Accessories Batteries & Toner in North America Expand global products in 07 High Margin Percentage LCD Television Europe & Canada US in Q M units WW TAM 07 18

19 Market Position And Opportunity Only global broadline IT distributor with private label V7 trademark used as Ingram Micro house brand Single global entity and Ingram Micro s s first truly worldwide trade entity Aggregating worldwide demand Larger volume regions drive economical entry into emerging markets Tool for Ingram Micro to gain access to Asian Sourcing Leverage Ingram Micro infrastructure and operational excellence Margin enhancement Opportunity for cost reduction through vendor rationalization in B-C B C segment Ingram Micro global footprint Add value for Ingram Micro s customers Price/Value leader Fast follower React to customer demand Enhance customer loyalty through exclusive brand Weapon to enter new channels for Ingram Micro Expansion into CE markets Ability to penetrate new market segments (automotive, recreational) Potential to sell private label solution under customer branding 19

20 Growth Initiatives Europe Austria, Belgium, Denmark, Finland, France, Germany, Hungary, Italy, Luxemburg, Netherlands, Norway, Spain, Switzerland, Sweden, United Kingdom Global reach of V7 brand through Ingram Micro s worldwide footprint North America Canada and United States Asia-Pacific Australia & China Looking to launch product in India, Singapore, Malaysia, and Thailand in 2007 Latin America Ecuador, Honduras, Paraguay, Peru, Puerto Rico, Venezuela Planned launches in Mexico, Brazil, and Chile in

21 Growth Initiatives Product Categories Constant evaluation and implementation of new products Leverage Ingram Micro s s broad customer base VAR and Retail partnerships Geographic reach Marketing Programs Drive loyalty and participation to Ingram Micro programs (VentureTech, etech, IMSN) Global Web site world.com Capitalize market trends Knowledge and use of Asian sourcing phenomenon Building on importance of global supply chain excellence Reduce vendor dependence 21

22 IM Logistics Terry Tysseland Senior Vice President Operations and Supply 22

23 IM Logistics Overview End-to to-end order management and logistics supply chain services Manufacturers, retailers, Internet software, hardware and consumer electronics companies Fee-for for-service model 23

24 Market Position and Opportunity Position Only broadline IT distributor with fee for services offerings Bargaining power with carriers and carrier agnostic State-of of-the-art advanced logistics centers Automation Mechanization WMS,TMS, OMS, LMS Niche player in the 3PL environment very few have developed the competency to compete High service levels Strict SLAs Opportunity Capture business from vendors that go direct Further optimize the supply chain to become an even more compelling solution to our customers 24

25 Growth Initiatives Better utilization of capacity in non-peak times Targeted customers Increase our partnership with key accounts, (i.e. Wal-Mart.com Mart.com, Intuit and Symantec) Marketing plans WW Logistics/Transportation/ Distribution council Asia Consolidation WW opportunities VAS Value Added Services 25

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