Competitor Analysis GTM Marketing Strategy Contents Market ResearchRecommendations

Competitor Analysis GTM - Marketing Strategy

Contents • Market Research/Recommendations - Slides 3 -29 • Marketing & Sales/Alignment, Optimization & Scale - Slides 30 -36 • GTM Overview - Slides 37 -56 • Proposed Marketing Organization - Slides 57 - 63 2

Content n Trends in healthcare / pharma and opportunities for Tika. Mobile n Tika. Pharma – Tika. Device positioning n Customer segmentation, product – customer fit and value proposition n Recommendations for the organization 3

Content n Trends in healthcare / pharma and opportunities for Tika. Mobile n Tika. Pharma – Tika. Devices positioning n Customer segmentation, product – customer fit and value proposition n Recommendations for the organization 4

Major Trends in Pharma and Devices Sales Implications for Market Opportunities Market Trends • Decreased access to physicians by sales reps • • Consolidation of hospital systems Value analysis committees making purchase decisions • Ubiquity of clinical and product information • Cost pressures from all sides • • Tablets common for all stakeholders Increasing number of mobile apps • • Pharmaceutical companies reducing sales staff Trend likely followed by medical devices • Decision makers seeking more sophisticated input from key account managers • • Physicians accessing information directly Sales teams must provide unique value adds • Decision makers seeking Value (Quality / Cost), following trend towards “fee for outcome” instead of “fee for service” • Desire for a single app with all relevant information *Sources: http: //clarkstonconsulting. com/wp-content/uploads/2013/11/Clarkston. Consulting_Medical. Device-. pdf http: //www. orthopreneurpub. com/component/content/article/220 -emerging-trends-in-medical-device-sales http: //www. massdevice. com/blogs/brian-johnson/pharma-trend-should-scare-crap-out-medical-device-sales-reps

Opportunities, threats and risks for Tika. Mobile Opportunities for Tika. Mobile Threats for Tika. Mobile 1. Tailoring applications to the needs of traditional sales reps given diminishing role in the industry 2. Lacking access to data and information that decision makers are using 3. Necessity to enable sales reps to engage highly sophisticated decision makers 4. High barriers to entry accessing increasingly consolidated hospital networks Enable sales teams to demonstrate medical products fit in value-based management systems help decision makers understand cost control and regulatory landscape provide information that is less ubiquitous such as customer feedback understand business imperatives and key players in hospital organizations 2. Offer one single platform to simplify sales reps workflow 3. Target stakeholders outside of sales teams, e. g. value committees, physicians, key account reps 6

Content n Trends in healthcare / pharma and opportunities for Tika. Mobile n Tika. Pharma – Tika. Device positioning n Customer segmentation, product – customer fit and value proposition n Recommendations for the organization 7

Pharmaceutical Industry Product positioning compared to competitors (1/3) Comparison criteria Product features Drug information Plan of action - document download Reimbursement - co-pay (per insurance) Comparison table with generics / competitors' products Drug fact sheet (indications, contra-indications, side-effects) Value of drug ("avoided costs") Q&As feature - what if? Customer information (physician / buyer) Location Segment (large/small practice buyer, individual physician) Value of customer (based on historic / expected prescriptions) Customer interactions records Prescribing behavior Patient mix Patient volume CRM Full CRM functionalities Light CRM functionalities Alerting (risk / opportunity indication) Geomapping of customers (territory management) Call / visit planning tool Segmentation Target customer pipeline Social media team collaboration Benchmarks Sales (team) performance Feedback tool (to collect feedback on drugs from physicians/buyers/…) Training (videos, pictures, presentations, documents, leaflets) Pricing Number pricing levels (basic -> high-end) Specific Pharma? * * * Tika. Pharma v v v v vvv v v v v IMS v v v v v v V = Product feature available at company X Veeva & Symphony Salesforce. com Aktana** ZS Associates Health v v v v v v v v v v v v v v v v v v * Tika. Mobile feature only present at Tika. Pharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 8 posing a threat to Tika. Mobile in small and medium markets

Pharmaceutical Industry Product positioning compared to competitors (2/3) Comparison criteria Licensing Per seat licensing Per month licensing Annual maintenance fee Contract terms 1 year 3 year Services Client support 24/7 First level (direct contact with sales reps) Second level (support of client IT department) Value-adding services Segmentation Identification of customer value Technology Development / customization Implementation time Customization by role (sales rep vs team manager) In-house development services Own datacenter Connectivity Cloud based solution Link to database, e. g. IMS Connected to client ERP Connected to client data center Connected to client CRM (Veeva, Sieble, Salesforce. com) Specific Pharma? Tika. Pharma v v v 6 weeks v v v (Amazon) v * v v v IMS v v Longer v v v v v Salesforce. com v v v v v v v Veeva & Aktana** v v V v v v v v ZS Symphony Associates Health v v v v v v v v * Tika. Mobile feature only present at Tika. Pharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 9 posing a threat to Tika. Mobile in small and medium markets

Pharmaceutical Industry Product positioning compared to competitors (2/3) Comparison criteria User-friendliness for sales reps Offline operations Web-based tool i. Phone / Android / Tablet compatibility Automatic daily updates Other sources of competitive advantage Existing access to large pharmaceutical companies Specific Pharma? Tika. Pharma vvv v * IMS v v v 24 hours after v Salesforce. com v v v Veeva & Aktana** v v v x (i. Pad/windows 8) v v ZS Symphony Associates Health v v x (i. Pad) v v v v * Tika. Mobile feature only present at Tika. Pharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 10 posing a threat to Tika. Mobile in small and medium markets

Medical Device Product positioning compared to competitors (1/3) Comparison criteria Product features Device information Plan of action - document download Comparison table with competitors' devices Device fact sheet (indications, contra-indications) Value of device ("avoided costs") Q&As feature - what if? Customer information (physician / buyer) Location Segment (large/small practice buyer, individual physician) Value of customer (based on historic value) Customer interactions records Medical device usage Medical device replacement history / alerting Patient mix Patient volume Quote / contract management Quote generation tool Contract details Order management Order placing Order tracking Inventory status CRM Full CRM functionalities Light CRM functionalities Alerting (risk / opportunity indication) Geomapping of customers (territory management) Call / visit planning tool Segmentation Specific for Tika. Devices? * * * * Tika. Device Salesforce. com v v v v v v v v vvv v v v Veeva & Aktana** v v v v v v ZS Associates v v v v v v * Tika. Mobile feature only present at Tika. Device; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 11 posing a threat to Tika. Mobile in small and medium markets

Medical Device Product positioning compared to competitors (2/3) Tika. Devices Comparison criteria CRM (ctd) Target customer pipeline Social media team collaboration Benchmarks Sales (team) performance Feedback tool (to collect feedback on devices from physicians/buyers/…) Training (videos, pictures, presentations, documents, leaflets) Pricing Number pricing levels (basic -> high-end) Licensing Per seat licensing Per month licensing Annual maintenance fee Contract terms 1 year 3 year Services Client support 24/7 First level (direct contact with sales reps) Second level (support of client IT department) Value-adding services Segmentation Identification of customer value Specific for Tika. Devices? Tika. Device v v Salesforce. com v v Veeva & Aktana** ZS Associates v v * v v v v v v v * Tika. Mobile feature only present at Tika. Device; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 12 posing a threat to Tika. Mobile in small and medium markets

Medical devices Product positioning compared to competitors (2/3) Comparison criteria Technology Development / customization Implementation time Customization by role (sales rep vs team manager) In-house development services Own datacenter Connectivity Cloud based solution Link to database, e. g. HMS Connected to client ERP Connected to client data center Connected to client CRM (Veeva, Sieble, Salesforce. com) User-friendliness for sales reps Offline operations Web-based tool i. Phone / Android / Tablet compatibility Automatic daily updates Other sources of competitive advantage Existing access to medical devices companies Specific for Devices? * Tika. Device 6 weeks v v v (Amazon) v v vvv v Salesforce. co m v v v Veeva & Aktana ZS Associates v v v v v x (only Ipad/Windows 8) x (i. Pad) * Tika. Mobile feature only present at Tika. Device; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement 13 posing a threat to Tika. Mobile in small and medium markets

Content n Trends in healthcare / pharma and opportunities for Tika. Mobile n Tika. Pharma – Tika. Device positioning n Customer segmentation, product – customer fit and value proposition n Recommendations for the organization 14

Tika. Mobile’s products are insufficiently differentiated, especially Tika. Pharma Differentiating Features Tika. Pharma n Prescribing Behavior, patient mix/value n User friendliness n Added-value services, eg. customer value n Short Implementation Time n Alerting – risks and opportunities Tika. Device n Quote/Contract viewing n Device Usage data n User friendliness n Added-value services, eg. customer value n Short Implementation Time n Alerting – risks and opportunities Gaps Tika. Pharma n Missing features such as drug comparison, insurance and feedback Tika. Device n Missing features such as order placing/tracking, replacement history Tika. Pharma has limited # of unique features that are easy to replicate Veeva-Aktana in Partnership have a strong product for PHARMA Tika. Device has a higher competitive advantage See slide 59 for Tika Pharma App reseller option 15

There are key differences between medical device and pharma sales reps, that should be considered Medical Device Pharmaceutical Sales Representatives Education • • Sales Visit Goal Demonstrate ease of training/implementation Influence prescription habits Target of Sales Visit • • Prescribers: • Doctors • NPs* • PAs** Providers open to change Implications for the medical device industry * Nurse Practitioners (NP) ** Physician Assistants (PA) PHD Engineers Doctors/NPs*/PAs** Nurses Hospital Administration Insurance Companies ✖ Business ✔ § Harder sale: demonstrate how a device saves money or how it makes procedures easier or safer § Sales reps require more complex information

Medical Device Market Opportunity Marketing focused on Medical Device based on market need and less competition. 17

Medical Device There are seven segmentation types within the industry… Disease Diabetes, Cancer, Renal Failure, etc. FDA Device Regulation Class I (no premarket approval), Class II, & Class III (require PMA) Function Infection Prevention, Infusion Pump, Pacemaker, etc. Geography Northeast, West Coast, Midwest, etc. Size Small, Medium, & Large Specialty Cardiology, Urology, Neurology, etc. 18

Medical Device … and recommend size as primary segmentation criteria Pros Disease • • Niche markets Similar complexity needs Cons • • • Significant number of sectors Different features needs-- many devices in multiple segments Different requirements-- one company sells across sectors FDA • Well defined sectors • Questionable relevance based on different needs for each segment Function • • Niche markets Similar complexity needs • • Significant number of sectors Different features needs-- many devices in multiple segments Different requirements-- one company sells across sectors • Geography • Well defined sectors • Questionable relevance based on different needs for each segment Size • • Well defined sectors Similar buying patterns & structures Similar compatibility needs Easily acquired information • Broad – encompasses many types of companies Target specific end-users with similar needs • • Significant number of sectors Different features needs-- many devices in multiple segments Different requirements-- one company sells across sectors 19 • • Specialty • •

Medical Device As a secondary market, we reviewed the cardiology specialty Cardiology Features Major Device Product Segmentation by Revenue ** 3% 5% 6% 10% n High level of device complexity requires user-friendly sales materials n Similar target end-users for sales teams 36% n Encompasses broad device FDA classification for varied approval timelines n Global growth in emerging markets 18% 22% projected to reach 3. 3 Billion by 2016* Surgical technologies Urology devices Diabetes devices Neuromodulation devices Examples Cardiovascular catheter guidewires Heart valve bioprotheses Occlusion devices, Vascular closure systems Heart assist devices Sources: *PR Newswire, “Global Interventional Cardiology Market” 2014 **American Action Forum, “Primer: The Medical Device Industry” 2012 Coronary stents Extracorporeal circulation systems Diagnostic catheters, Mapping catheters Echocardiography tables 20

Medical Device We identified key differentiators between each segment Description of Company’s Needs Small (<50 sales reps) = 80% of companies Medium (50 -250 sales reps) Large (250+ sales reps, many as large as several thousand) • Easily digestible information • Product that can target specialized markets • Low cost investments • Little to no sales revenue • CRM features • Tools to disseminate information about changing regulations • Adaptability to increasing price pressures • Integration possibility with information from additional products the company serves • New product information for sales force • Adequate for a global sales force to leverage data in one sector to inform another • Compatibility with EPR/CRM tools in place *Source: Select. USA, “The Medical Device Industry in the United States” Willingness To Pay Low High 21

Medical Device We reviewed specialty as potential secondary segmentations Description of Company’s Needs Cardiology Medium (50 -250 sales reps) Large (250+ sales reps, many as large as several thousand) • Easily digestible information • Product that can target specialized markets • Low cost investments • Little to no sales revenue • CRM features • Tools to disseminate information about changing regulations • Adaptability to increasing price pressures • Integration possibility with information from additional products the company serves • New product information for sales force • Adequate for a global sales force to leverage data in one sector to inform another • Compatibility with EPR/CRM tools in place Willingness To Pay Low High *Source: Select. USA, “The Medical Device Industry in the United States” 22

Pharmaceutical Client landscape: Key differentiators Description of Company’s Needs Small (<$1 billion market cap) Medium (~$10 billion market cap) • • Flexibility in adapting to changing market CRM features as no CRM in place Informational tools to assist buy-outs Low cost: many with little/no sales revenue Low • • • Flexibility to change with market Information stream that targets their products Relevant and targeted information for their products, they pursue a focused strategy Willing to partner and outsource Low Tailoring to company culture Compatibility with in-house ERP/CRM Customized to company’s area of expertise Easily adaptable to existing sales force norms/routines High • Large (~$200 billion market cap) Willingness To Pay • • Recommendation Focus on Small and Medium Companies *Source: Innogen & the Economic and Social Research Council, “Mid-Pharma: How Big Is It and Where is It Going? ” 23

Fit of Tika. Mobile for the customer segment Customer – product fit Fit? n Small Important Features n Require the same features: Customer Information: Location, Previous Interactions CRM: Alerting, Benchmarks Client Support 24/7 n n Need full CRM system Management of large sales teams via connectivity and cloud-based access n Medium n Large Fit? n Small Important Features n n Medium n Large n n See Slide 45 for TIka. Device Roadmap Same features needed: CRM: Alerting Quote & contract management: quote generation tool, contract details Added: Trunk Stock, Consignment Device usage, training videos, compatibility with different OS Full CRM system Compatibility with different OS 24

Value proposition of Tika. Device for small/medium customers - Sales management WHAT? n Key differentiating features Beyond traditional CRM capability User-centric design philosophy Key features such as alerts and pricing for contracts allow for effective sales visits Device usage behavior of target clients Training for sales reps and physicians WHY? n Why Tika. Device? Resource optimization achieves 20% increase in touch points via sales reps visits/call schedule Increase bottom line results Effective first time visits reduces redundant detailing visits by 10% Cost-effective – licensing and maintenance structure 100% costs saved on CRM HOW? n Service offerings Identify new opportunities using geomapping View historical sales, current contracts and prices, opportunity score Identify performance to goal gap Automated performance and opportunity alerts 25

Value proposition of Tika. Device for small/medium customers - IT director WHAT? n n Key differentiating features Beyond traditional CRM capability Utilizes big data to inform effective sales Available in both online and offline mode Identify new opportunities using geo mapping n Alerts delivered in i. OS or Android WHY? application Why Tika. Device? Customization according to your needs and existing infrastructure • Integrates your internal data with external data sources Cost effective – licensing structure and maintenance 24/7 customer support HOW? Service offerings Customization by in-house team Short implementation time Minimizing execution risk using performance tracking module On premise or cloud based implementation System architecture and front/back end design for seamless deployment and integration 26

Value proposition of Tika. Device for small/medium customers - CFO/Finance (NEW) WHAT? n Key differentiating features Automates workflows between sales and finance Forecasting management Opportunity Management Integrates with ERP HOW? WHY? n n 27 Why Tika. Device? Customization according to your needs and existing infrastructure • Integrates your internal data with external data sources Cost effective – licensing structure and maintenance Creates cross functional alignment Ends dependence on spreadsheets Service offerings Short implementation time Integration of a variety of data sets across or On premise or cloud based implementation Training Ongoing support Customization / personalization 27

Content n Trends in healthcare / pharma and opportunities for Tika. Mobile n Tika. Pharma – Tika. Device positioning n Customer segmentation, product – customer fit and value proposition n Recommendations for the organization 28

Gaps and Opportunities Marketing Initial Gaps n Unclear targeting of customer segment n Unclear value proposition Initial Recommendations n Customize sales pitch according to role (technology Manager, Sales Director) and customer segment (small vs large) Sales n Insufficient sales effort focused on n Hire dedicated Marketing target customers, e. g. small medical device companies n Missing internal organizational Partnership Technology Customer service structure and communication n Slow reaction time to requests n Missing feature to collect customer feedbacks Manager n Implement project management system such as Asana, Basecamp n Include datasheets, better pictures for some team and advisors, less wordy and more on datasheets n Include on website offered customer services n Missing features that are required by the customers such as feedback input, reimbursement info n Insufficient unique and inimitable product features n Insufficient connections to medical device industry n Identify the potential to include additional features such as feedback input, reimbursement info n Connect to CRM n Partner with Adobe to collect feedback and offer e-detailing software Progress 4 Q 2015 n SMB – target CFO/Finance n Large – multiple decision makers n Hired dedicated Marketing Director n Running Rikae/Asana trials n Focused on infographics and updating messaging n Using Zen Desk – hired CS dedicated FTE n Survey feature added; other on near term roadmap; Added trunk stock and consignment as differentiating features n Focused on data partnerships and reselling opportunities 29

Marketing & Sales Alignment. Optimization. Scale. 30

To sum up: Where we? n Ramping up operations and product n Focused on anchor client Leveraging cost-effective resources to establish product positioning n Produced and acquired foundational marketing assets and tools n Established Medical Device SMB as a sweet spot based on market research n End user focused UI/UX n Contracted seasoned pharma sales veteran with rolodex for large tier pharma opportunities 31 § Focused on anchor client (services vs licensed revenue) hence lack of a focused business strategy § Lack of scalable sales & marketing process § No formal support structure for customer service § Ad hoc/opportunistic sales activities § Ad hoc marketing activities and no sustained campaigns § Choppy branding § Web site acted as flat brochure – no incoming leads, no SEO, no social media or PR § Pharma very long sales cycle and multiple decision makers

Alignment for the Saa. S Model Product – Market Focused & Razor Sharp Positioning POST BUY – Account Management & Customer Retention 32

Optimization & Scale Briefings/ Materials Building the right infrastructure for scale and agile execution Proposals External Inputs Media/ Analysts Differentiation Solution & Industry Needs Tikamobile. com Strategy TIKA Message • • • Overviews/presentations Brochures White papers Winning theme/language Case studies/proof points Qualifications Landing page Case studies Video/Social Media Spokesperson preparation Message platform Reference-able clients Advertising/ Brand • Brand message • Creative/video Events/ Sponsorships • Event strategy/calendar • Partner events/tradeshows/ business events Be consistent and relentlessly stick to message Connect the message to the strategy and the market 33 Proof Points Internal • Success/people stories Internal Communications • Message reinforcements (all levels) • Toolkits Sales • Case studies/white papers Enablement • Sales toolkits/PPTs • Reference-able clients Customer Service • Support mechanisms

Optimize and scale sales processes http: //www. mcloughlinassociates. com/solutionselling / 34

How do we succeed? Education and Engagement Targeted Customer Segmentation Consistent & Value-driven Relevant True Tika Internal Alignment Solution Selling Domain Expertise Industry Jargon By Healthcare Segment 35

Marketing & Sales Alignment = Increased Revenues Market Education • Thought leadership • Webinars • White Papers • Presentations Market Demand Engagement Generation • Social Media • SEO/Web site • Blogs • PR • Case Studies • Digital Campaigns • Automation • Events • Indirect channels Frictionless Sales Enablement • Standards • Proposal Management • Solution Packaging • Sales tools • Training • Pricing • Contracts 36

GTM The 4 Ps: Product, Price, Promotion, Place 37

Go-to-Market at a Glance 38

Product: Tika. Device 1. 0 – 2. 0 1 H 2015 • Version 1. 0 • Customer demographics • Geo-Mapping • Accounts (hospital) only • My performance dashboard • Performance tracking by geography • Performance gap analysis • % Actual to Quota • % Actual to Forecast 2 H 2015 1 H 2016 • Medical claims data • Physician to facility affiliations • Call planning • Survey • CRM • Log touch point • Forecasting • Trunk Stock • Sage (ERP) integration • Performance Alerts • QAD (ERP) Integration • Commission Calculator • Executive Dashboards • Bar code scanning • Point of sale transaction form • Automated information on hospital location • Referral Networks 2 H 2016 • Full CRM Capabilities • GPS route tracking

Product: Customer Communications • Surveys - Prospect questions - Onboarding Process - Software quality - Customer service quality • Quarterly Product Webinars - Roadmap input • 2 H of 2016 - User event 40

Customer Service – key Tika differentiator – Zen Desk Phase 2: Add social media Phase 1: • Fastest track to submit a request • Service updates • Surveys • Capture & build robust FAQ 41 Phase 3: • Establish user community • Establish annual user group meeting • Quarterly product webinars

Price - Current 42

Price: Current Discount Options 43

Proposed: Tiered Pricing Model • Offer free trials for every plan, starting at 7 days and increasing to 30 days for the Enterprise and Unlimited plans. • Provide multiple paths to conversion, such as the available phone call, downloading the complete comparison chart, and the free trial. • Presenting 5 plans clearly enforces the level of seriousness, capability, and value increase by price plan, without doubting higher price points. • Eg. Tika Model would encompass Platform + - Basic medical device best practices + 5 customizations Other: # of data streams - Packaged Customizations # of users • 10 • 15 • 20 + 44 Transparency & customization in pricing information allow potential customers to determine an appropriate plan and increase comfort level.

Tiered Pricing Cont. • Completely focus on the value cost comparison of plans, indicative of features. Rather than validate the price comparison with a metric such as # of data streams Tika could provide confidence in the value of our features • Uphold simplicity and tradition by validating plan costs with feature values. Assumes customers have a good sense of the features they need, stressing the value will help validate plan costs. 45

Promotion: Integrated communications using optimal marketing mix SEO Digital Campaigns Leverage massive scalability & share-ability of the internet Web Site • Sustainable • Adaptable • Iterative Social Media Sales Tools • Measurable Continuous improvement of product, service and message (see slide 60 on Agile Marketing) Events Content Analysts 46

Promotion: Integrated plan 47

Promotion: Software Analysts • Gartner - Our clients look to Gartner when evaluating software vendors - Vendor Briefing with BI and/or CRM analyst - Shoot for Cool Vendors List • IDC Health Insights - Vendor mention in • Saa. S applications for Health Care Customer Case Studies are critical IP/Patents are also key 48

Promotion: Digital/SEO/Web Site • Starting Oct 22: Google Adwords Campaign - Capture medical sales audience • Homepage • Tika. Device page • Migration to Word. Press (in progress) - Deeper navigation - Customer Support (Zen. Desk) • Re-Marketing - across Google Network - Facebook remarketing tags 49

Promotion: Social Media – Tika Linked In Paid Campaigns Press Release Blog Content Drive awareness & engagement Blogging drives organic traffic Active Sponsored Campaign “Trice Medical Announcement” Initial Budget $500 50

Promotion: Social Media - Twitter Followers increasing from 4 – 52 Including relevant media and industry analyst, Gartner A digital marketing focused marketing FTE or contracted resource can scale social marketing efforts with cost effective digital marketing software platforms KEY for TIKA – produce relevant content across the buyer cycle 51

Promotion: Sponsor Key Events/Tradeshows 2015 ü PMSA ü 3 rd Annual Mobile Summit • 5 th Annual Digital Marketing for Medical Devices • Converge • 103 rd Annual Meeting: Clinical Orthopaedic Society ü Adva. Med 2015 (co-sponsored with Health Market Science) ü Minne. Analytics/Halicon 2015 (Bronze Sponsor & Start-up Showcase Presenter) • Orthopedics: Avoiding and Managing Complications • Medtrade • OIS@AAO 52 2016 • MD&M West • CBI Oncology Commercialization • CBI Commercial Data • Med. Force (new) • AAOS Annual Meeting (Orthopaedic Surgeons) • 14 th Annual Eye for Pharma • PMSA 2016 Annual Conference - Abstract submitted • 10 X Medical Device • American Urological Association Annual Meeting • Veeva Commercial Summit • Gartner CRM Event

Place: Direct Sales Focus efforts on Med. Tech Hubs: 1 rep in each hub 3 1 No. Cal 2 So. Cal 1 Rep per Hub Ramp up time of 6 weeks 53 Mid West 4 5 New England NY, NJ, PA

Direct Sales Revenue Scenarios Low Number of SMB customers/year Base High Assumptions 4 6 9 SMB Integration Fees 120, 000 180, 000 270, 000 Average Large Customer Seats 400 SMB License Revenue 240, 000 360, 000 540, 000 License fee per seat/per month $100 SMB Combined Revenue $360, 000 $540, 000 $810, 000 SMB Integration Fee 1 2 4 Number of Large customers/year Large Customer Integration Fees 50, 000 100, 000 200, 000 480, 000 960, 000 1, 920, 000 Combined Large Customer Revenue $530, 000 $1, 060, 000 $2, 120, 000 Total Annual Revenue per Rep $890, 000 $1, 600, 000 $2, 930, 000 Large Customer Revenue Total Annual Revenue 5 Reps $4, 450, 000 $8, 000 $14, 650, 000 54 Average SMB Seats 50 $30, 000 Large Customer Integration Fee $50, 000

Place: Indirect Sales • Client Referrals - Incentivize incubators and consultants to refer Tika. Mobile and receive 10% discount • Tika. Pharma - Reseller Strategy • Preferred solution listing for Contract Sales Organizations 55

Place: Indirect Partners Reseller (Pharma) Platform Partner Data Partner Certification Pending Certification • • Leverage brand power of partners Revenue sharing model Reselling (make money while we sleep) Tika. Mobile makes Micro. Strategy affordable at an enterprise level

Proposed Marketing Organization Hire high utility players to drive Agile Marketing Outsource “elastically needed” contractors for busy cyclical needs (eg. Tradeshows) Budget 57

Agile Marketing • • Focus on people: effective collaboration between all stakeholders, including consumers, partners, employees, developers, creative personnel and others. Focus on quality: product quality, customer experience quality and brand experience quality. Focus on performance: time to market, targeting and metrics. Focus on the consumer: consumer-centric, consumerrelevant, personalized and responsive. (Source: Agile Marketing, The New Imperative – Adobe/Valtechhttp: //www. slideshare. net/Valtech. Group/valtech-adobe-agile-marketing-tm-the-newimperative ) 58

Tika. Mobile Organization Existing Total # Employees: 18 CEO (founder) COO (founder) Customer Service (1) 59 Sales-Device (1) Sales-Pharma (2) (contracted) Sales Mgr (1) (West Coast) Marketing (1) Web/SEO (1) (contracted) Engineering US (3) Poland (6) India (2)

Organization should strive for optimal and scalable intersection of marketing & product IDEAL 60

Tika. Mobile Organization by 2 H 2016 Alignment. Optimization. Scale. Total Headcount TBD CEO COO Finance IT HR Customer Support 61 VP Sales Account Mgmt Sales Inside sales Sales Ops Partners VP Product Mgmt VP Marketing QA/QC PR/Writer R&D Staff Sales Engineer Marketing Specialist Professiona l Services Product Marketing Mgr Market Analysts Digital VP Engineering

Proposed Initial Discretionary Marketing Budget - Tika. Device 62

Sales/Marketing Priority Spend • Additional sales & marketing headcount • • - 5 reps/$750 K annual TCV w/incentive package + 2 Inside Sales + 3 Sales Engineers - 3 Marketing Use Case Demos/Videos Tradeshow/Presentation Sponsorships Travel/ancillary costs Digital - SEO/PPC; Campaign landing pages; Linked in sponsorships; Retargeting - Marketing Automation Software • Branding/Messaging 63

Extra Slides Growth Opportunities across Health Care 64

Growth Opportunities across Healthcare Hospice Home Health Q 12016 65 Q 22016 Durable Medical Equipment Q 32016 Q 42016