Cumberland Metals

Cumberland Metal Industries
A New Cushion for a Hard Market
THUNDERCATS Consulting
Blair Belliveau
Denzel Brock
Dominick Gary
Ryan Gunn
Amber Staker
HOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO!!

Positioning Statement
Target
Architectural and Consulting Firms
designing and pricing projects using
concrete piles in regions with high soil
density
Points of Difference
 More Efficient and Heat Resistant
 Non-friable
 Longer Service Life
 Recyclable
Frame of Reference
Pile driving curled metal cushion pad that
increases productivity
Reasons to Believe
Reduced changeover downtime saves
$1570 on average job and is 64% more
heat resistant than asbestos pads
Reduces mesothelioma and asbestosis
claims liability by 85%
Service life is 10x longer than asbestos
Salvage value with steel (+$0.04/lb) vs.
disposal costs with asbestos (-$0.10/lb)

Price Ceiling
$465.75
Customer Factors
• No cushion brand loyalty -5%
• Leader in curled metal products +5%
• More efficient +5%
• Rental companies -5%
• McCormack Endorsement +10%
Product Factors
• Evolutionary +20%
• Non-friable +5%
• Reduced heat +5%
• Recyclable +5%
Competitive Factors
• Low barriers to entry from
other manufacturers -5%
Price Floor
$48.23
50/50 = $256.99
Our Price
$359.79
Value Pricing

Marketing Mix
Product
Pile driving Curled Metal Cushion Pad that
absorbs shock and heat
Price
 Value Pricing Model
 Higher profit margin for contractors due
to increased efficiency
 Emphasize increased pile hammer
longevity with CMI’s increased shock
absorption
 Salvage value of metal versus disposal
costs of asbestos
Place
 Online (direct sales)
 Wholesale to Building Suppliers
 Wholesale to Heavy Equipment Rental
Companies
Promotion
 Build Expo Show
 Product Demo Video
 White Papers with Prof McCormack
 Webinars
 Construction Engineering Magazine Ads
 Internal & External Sales Force

Pre-Launch
October 1, 2015 - December 30, 2015
 File product patent with U.S. Patent and Trademark Office
 Hire and educate internal and external sales force
 Launch website with:
• White papers to establish credibility and product validation
• Product demo
• Blog posts
• Interest list sign up
 Build Expo tradeshow to cultivate interest lists
 Develop ad for Construction Engineering Magazine
 Begin production; 750 pads in inventory for launch

Pre-Launch
October 1, 2015 - December 30, 2015
 Union: Promote increased safety for pile driving workers and
internal contract with union employees
 Suppliers: getting the best price for purchasing power
 Influencers: Utilizing Professor McCormack’s expertise in
promoting why we matter
 Architectural/Consulting engineers: Begin showcasing our
product so that they can influence design changes for our
buyers

Launch
January 1, 2016 - March 30, 2016
 Initial launch in northern regions with high density soils
 Build Expo tradeshow to facilitate first wave of purchasing
 External sales team begins outbound sales calls based on interest
lists
 Full page ad in Construction Engineering Magazine for January,
February, and March issues
 Bi-weekly Webinars on website
 Weekly meetings with product supply chain leadership to ensure
operational timelines and procedures are on schedule

Post Launch – Year 1
April 1, 2016 - March 30, 2017
 Double plant capacity to 500 pads per month
 Continue current inbound and outbound marketing efforts
 Expand sales target areas to California, Arizona, Florida, Georgia,
Nebraska and southern Canada
 Transition from mixed sales team to all internal
 Strategic partnership with Vulcan to be preferred cushion pad for
Model #1
 Launch scrap metal recycling program
 Internships and scholarships to top tier engineering colleges

THUNDERCATS Consulting (Team 3)
BUAD 598F-01: B2B CAM
Midterm Exam
September 22, 2015
CUMBERLAND METAL INDUSTRIES:
A New Cushion for a Hard Market
POSITIONING STATEMENT
Target: Architectural and Consulting firms designing and pricing projects using concrete piles.
Frame of Reference: Pile driving curled metal cushion pad that increases productivity
Points of Difference:
 More efficient
 Safer
 Non-friable
 Longer service life
 Recyclable
Reason to Believe
 Reduced changeover downtime saves $1570 on average job and is
 64% more heat resistant than asbestos pads
 Reduces mesothelioma and asbestosis claims liability by 85%
 Service life is 10x longer than asbestos
 Salvage value with steel (+$0.04/lb) vs disposal costs with asbestos (-$0.10/lb)
MARKETING MIX
Product
We have innovated a new application for curled metal in the construction industry. The curled
steel pad serves as a cushion for pile drivers, absorbing shock and heat, and aims to replace the current
standard pad made of asbestos. We have opted to focus only on the 11 ½” pad as it is the most popular
size (we estimate at 30% of the market). After we have operated in the market for a while and have
gathered more information on size segmentation, we can consider moving into larger pads at little-to-no
cost to us, as the pads use the same machinery regardless of size.
Price
Based on a value pricing model, we have chosen a price of $359.79 per pad or $2,158.74 per 6
pad set. The price floor is at cost at $48.23 based on fixed factory overhead allocated at 180% and
purchase of $50,000 of permanent tooling as shown in Exhibit A. Fixed overhead is allocated differently

CUMBERLAND METAL INDUSTRIES: A New Cushion for a Hard Market 2
than CMI’s standard practice because of the minimal engineering required to develop the product.
To calculate the price ceiling, we looked at savings on cost of pads, savings on time, and savings
on disposal based on a typical job using average numbers calculated from the 3 beta tests. (Exhibit B)
While individual CMI pads cost far more than their asbestos counterparts, a single set only requires 6 CMI
pads, compared to 24 asbestos pads. Additionally, an average job can be done with a single set of CMI
pads, whereas the same job could require 20 sets of asbestos pads. Because the pads are significantly
more resilient, and do not need to be changed as often, further savings can be realized based on the
amount of time those pad changes take.
Pad changes take longer with asbestos pads because there are so many more of them. Workers
can much more quickly switch out a set of 6 CMI pads than they could a set of 24 asbestos pads. CMI
pads allow for additional time savings because they do not heat up as much as asbestos pads. After use,
asbestos pads require cooling time before they can be handled safely. CMI pads can be handled almost
immediately. Considering both of these factors, individual set changing times can be reduced from 20
minutes with asbestos to 4 minutes with CMI and a set of CMI pads can often get a job done without
being changed, whereas Asbestos pads may need to be changed 20 or more times.
The final source of savings comes from disposal costs. Disposal costs for asbestos are $0.10 per
pound or about $0.12 per pad (Atlantic County Utilities Authority). On a job that requires hundreds of
pads, those costs add up. Steel CMI pads, on the other hand, can be recycled for a profit of $0.04 per
pound (Capital Scrap Metal).
Total savings come to an estimated $417.52 per CMI pad. Those savings plus the cost of
manufacturing led to a price ceiling of $465.75. Averaging the floor and ceiling gave us a 50/50 price of
$256.99. We further adjusted the price based on a number of product, customer, and competitive factors.
Product Factors:
We consider the CMI pad to be an evolutionary product, building off of previous technology,
creating a wholly better alternative. The previously discussed heat advantages provide a safer work
environment for employees, as does the material itself. Studies have linked exposure to asbestos to
health problems and consumers presumably don’t want the liability. Finally, the material can be recycled

for salvage value.
Customer Factors:
By purchasing our product, construction companies will become more efficient. The time savings
will not only allow them to finish a job more quickly, and move onto the next, but also will allow them to
underbid competitors for jobs, which are awarded based on who can finish the job the quickest. Rental
companies may be unhappy about the introduction of our product as it will mean that companies will not
need to rent equipment for as long of a period. However, we may be able to alleviate that contention by
informing them that CMI pads will actually allow their equipment to last longer. Customers may be
cautious at first about our product because we have no reputation in the cushion pad market. An
endorsement from Professor McCormack seems likely, which would go a long way to convincing
customers of our quality as should our position as a leader in curled metal products.
Competitive Factors:
Our product is different enough that we shouldn’t have to worry about competitive reactions from
the asbestos pad market. However, one thing we are considering is how easily other curled metal
companies could enter this market. As we proved, it requires very little additional engineering or special
equipment and the marketplace could soon be populated with competitors that could drive our price
down.
The net effects of these factors is +40%, making our price per pad $359.79.
Pricing Alternatives:
We ignored competitive pricing completely because our product is so different that the
competitors’ prices for asbestos pads ($2-$3) is well below our manufacturing price. Another pricing
model we briefly considered was based on CMI’s standard margin of 40%-50% of selling price, which
would put the price at $96.46 per pad. After comparing with our value pricing model, we determined we
would be leaving money on the table.

Market Share:
Presently, there are no other curled metal players in the market, which gives us some freedom
with our pricing without negatively affecting our demand. We estimate the market stands at around
200,000 pads per year. If we segment the market by size and target distribution, our target market
appears to be around 27,000 pads per year (Exhibit D). With our current capacity of 3,000 pads per year
we could easily capture a little over 10% of the market. If we add additional equipment after launch to up
our capacity, we could get around 20% market share. Considering the immense advantages our product
provides and the enthusiasm of the companies that participated in our beta tests, we should have no
problem acquiring enough customers to achieve those numbers.
Place
Our sales will be a mixture of internal and external during the first year of sales. The external
sales force will be responsible for sales to large building supply companies as well heavy equipment
manufactures. These sales will require significant resources during launch and by outsourcing sales
associates that get compensated solely on commission we will be ensuring our expenses do not go over
estimates. In house sales will be performed by an Online Sales Consultants (OSC) who will manage all
leads that come direct to the company through our online efforts. If lead generation surpasses the OSC’s
capacity, leads will be forwarded to the external sales team.
Promotion
A large portion of sales will be captured through tradeshows and we intend to have a large
presence at the Build Expo tradeshows that take place four times each year. A large percentage of
attendees have purchasing power and come to tradeshows prepared to buy. This will allow for interest list
generation, and warm calling opportunities for the external sales team. Continuing our theme of educating
the customer, our product page on the company website will feature product demonstration videos, white
papers written in cooperation with Dr. McCormack and customer testimonial videos. The OSC will be
responsible for blog posts, live chats with customers and bi-weekly webinars.

ADDITIONAL TOOLING AND EQUIPMENT
There are two options available for increasing the efficiency and capacity of our manufacturing.
Existing equipment can be retooled for a cost of $50,000. This would nearly cut our manufacturing cost
per pad in half. Despite that figure, Exhibit F shows that permanent tooling does not make a huge impact
on gross margin. However, it does result in a small uptick, which makes it worthwhile.
Additional equipment can also be added to increase our capacity for $75,000 per 250 pads per
month. We chose not to introduce the increased capacity at launch in order to learn more about the
market, but after launch our numbers (Exhibits D & F) show that it would be a worthwhile investment,
and could even bring our forecasted Net Income numbers up to par with previous years.
TO MARKET STRATEGY
Pre-Launch
The goal during the pre-launch is customer education and cultivating potential buyers in an
interest list. With the determined launch date of January 1, 2016 we will begin pre-launch activities on
October 1, 2015. The most crucial element for Cumberland to retain its evolutionary market standing, we
have filed utility patent with the United States Patent and Trademark office. This will allow for the CMI pad
to be marketed as patent pending and will allow for a significant competitive advantage.
We anticipate that initially the majority of our sales will be wholesale to building suppliers and
heavy equipment rental companies. For the pre-launch and launch we will be using an external sales
force for these customers. During pre-launch, we will be focusing on training the internal and external
sales force so they will be able to affectively educate the consumer. Since the CMI pads will allow for
faster job completion, we anticipate that the rental companies will be the hardest sell. To counteract the
discord from the rental companies due to the potential loss in rental revenue, our sales team will stress
the decrease in the wear and tear on the equipment and the increase in the equipment’s longevity.
We anticipate twenty five percent of sales to come directly from our website. To prepare for this,
we will be hiring and training an in house, online sales consultant to assist the customers with live-chats,
host webinars, write blog posts and engage them on social media. The OSC will be responsible for

providing the external sales team with demo videos and marketing materials on the Cumberland website.
During pre-launch the already live website will be populated with content, including white papers written in
cooperation with Professor McCormack.
The Build Expo tradeshow will be a crucial part of our launch activities. Since eighty three percent
of tradeshow attendees have purchasing power for their companies and seventy two percent of attendees
attend tradeshows with the intent of purchasing, this will be an ideal time to reach our target audience.
During pre-launch, our presence will be small with one or two sales people in a 10 by 10 booth.
In order to fill orders immediately upon launch, we will begin production on October 1, 2015 in
order to have 750 units in the warehouse for initial orders of the 11.5 inch pad. In order to ensure a
smooth production process, we will give special attention to our relationships with certain stakeholder
groups. Cumberland will finalize Union contracts in order to ensure no labor related work stoppages. We
be continually researching suppliers and prices of steel, copper, monel to guarantee the best quality
product at an optimal product.
Safety will be a priority selling point whenever in negotiations with a contractor. Cumberland
needs to obtain Union support for the CMI pad to help facilitate this changeover in the industry. During
pre-launch our internal regional managers will meet with Union leadership in our target market areas and
educate them on the safety and long term health benefits of the CMI cushion pad.
Launch
Cumberland will initially launch the CMI cushion pad in the northwest regions of the United States
with high density soils. The CMI pad performs best with concrete piles which are traditionally used in
areas with high density soils. Our initial target states will be; Washington, Oregon, Idaho, Minnesota,
Wisconsin, Michigan, Vermont, New Hampshire, Massachusetts, New Jersey, New York, Connecticut and
Rhode Island. These states have the densest soils in the United States and the greatest need for the
shortest build time because of the weather. Due to the short window for building in these regions, these
customers will be the most receptive to the increase costs in return for a significantly shorter pile driving
time.

Upon launch, we will increase our trade show presence significantly. We will have a 30 foot by 30
foot booth, complete with monitors showing our demo videos and customer testimonials from tests. Our
full sales team will be in place to answer questions, show samples and complete negotiations of
contracts.
Starting in January 2016 for 6 months, we will have a full page ad in several architectural,
engineering and construction magazines including Construction Engineering Magazine. The
advertisements will be developed during prelaunch. The online sales consultant will begin featuring bi-
weekly webinars on the company’s product website.
To ensure operational timelines, sales goals and quality assurance, there will be weekly
department head meeting with those managers involved with CMI cushion pads. These meetings will be
used to address customer feedback, labor/production issues, supplier constraints and opportunities as
well as research and development opportunities.
Post Launch
From April 1, 2016 to March 30, 2017 Cumberland will enter the post sales period for the cushion
pad. We plan to continue the inbound and outbound marketing efforts currently in place, while expanding
our target market areas out of the north regions of the United States. Our additional target states will be
California, Arizona, Florida, Georgia and Nebraska; all of which have density soil and are prime targets
for our product. We also will launch into southern Canadian regions with dense soil.
In order to meet the new demand, Cumberland will increase capacity at the plant two-fold in order
to produce 500 pads per month. During this post launch periods we will also examine customer feedback
and custom orders to determine if it is profitable to produce pads that are not 11.5 inch on a regular basis.
Untimely, we will want to bring the sales force in house in order to maintain control over the sales
process. During this one year period we will begin the transition, starting with hiring a second online sales
consultant to work with our direct customers. Regional sales representatives will be hired as the demand
in those areas becomes evident.
We will pursue a strategic partnership with Vulcan Iron Works of New Orleans as the preferred
cushion pad with their Model #1. While Vulcan will not be a purchaser of our pads, an endorsement from

them saying that the CMI pad is the best pad for use with the Model #1 would convince many purchasers
of our quality. Vulcan set the standard for pile drivers and we want to do the same for cushion pads. An
alliance with Vulcan is a smart and easy first step toward that goal.
To appeal to green building companies and leverage potential tax credits, Cumberland will launch
a scrap metal recycle program. Cumberland will give a $0.04 future purchase credit per pad to companies
that send their used cushion pads to the company to be recycled.
To aid in our goal of appealing to the architectural and consulting engineers, Cumberland will
begin offering internships and scholarships to prospective and current students at top engineering
schools in United States such as MIT, Stanford, Berkley and Carnegie Melon. This will allow for future
influencers to have be familiar with the product and ensuring their recommendations in the future.

Exhibit A – Manufacturing Costs
Estimated per Pad with
Existing Equipment
11 1/2"
Variable
Material $ 15.64
Labor $ 28.80
Total variable $ 44.44
Fixed factory overhead @ %180
direct labor
$ 51.84
Total manufacturing cost $ 96.28
Estimated w/ Purchase of Permanent
Tooling
Variable
Material $ 15.64
Labor $ 11.64
Total variable $ 27.28
Fixed factory overhead @ 180%
direct labor
$ 20.95
Total manufacturing cost $ 48.23

Exhibit B – Pricing Calculation (1/2)
Asbestos CMI
Cost per set $ 48.33 $ 289.39
Cost Per Pad $ 2.42 $ 48.23
# sets per job 20 1
# pads per job 480 6
Total pad cost per job $ 1,160.00 $ 289.39
Pad cost savings $ 870.61
per pad savings $ 145.10
Time required per change (hrs) 0.333 0.067
Total change time (hrs) 6.667 0.067
Avg cost per real hour (Table A) $ 238.00 $ 238.00
Total time cost $ 1,586.67 $ 15.87
Time savings $ 1,570.80
per pad savings $ 261.80
Disposal costs (per lb) $ 0.10 $ (0.04)
lbs per pad 1.25 15.50
Disposal costs per job $ 60.00 $ (3.72)
Savings per job $ 63.72
Savings per pad $ 10.62
TOTAL COST PER JOB $ 2,806.67 $ 301.54
TOTAL SAVINGS PER JOB $ 2,505.13
TOTAL SAVINGS PER PAD $ 417.52
Price Floor $ 48.23
Price Ceiling $ 465.75
50/50 $ 256.99

Exhibit C – Pricing Calculation (2/2)
Product Factors
Evolutionary +20%
Non-friable +5%
Reduced heat +5%
Recyclable +5%
Customer Factors
No cushion brand loyalty -5%
Leader in curled metal products +5%
More efficient +5%
Rental companies -5%
McCormack endorsement +10%
Competitive factors
Low barriers to entry from other manufacturers -5%
NET +40%
PRICE $ 359.79
Exhibit D – Market Size/Share
Conservative Aggressive Average
Hammers/yr
19,500
26,000 22,750
Weeks/yr 25 25 25
Hrs/wk 30 30 30
Hrs/yr
750
750 750
ft/hour 20 20 20
ft/yr 15000 15000 15,000
Total ft/yr
292,500,000 390,000,000
341,250,000
ft/set 10,000 10,000 10,000
sets/yr
29,250
39,000 34,125
Pads/set 6 6 6
Pads/yr (Total Market Size
175,500
234,000 204,750
11.5 segment @ 30%
52,650
70,200 61,425
Distributor segment + Direct sales @ 45%
23,693
31,590 27,641
Market Share @ 3,000 per yr 12.7% 9.5% 11.1%
Market Share @ 5,250 per yr 22.2% 16.6% 19.4%

Exhibit E – Sales Forecast
December3119781979%Change(annual)1980(nopads)%Changew/opads%ofSales
1980
(Pads+Tooling)
1980(+Additional
EquipMonths3-12)
Netsales$20,465,057.00$18,524,428.00-9.48%16,767,821.99$-9.48%17,847,191.19$18,656,718.09$
Costsandexpenses
Costofsales$11,759,681.00$11,254,927.00-4.29%10,771,838.26$-4.29%64.24%10,926,534.26$11,035,056.26$
Sellingexpenses$2,711,320.00$2,976,396.009.78%3,267,387.53$9.78%19.49%3,477,714.04$3,635,458.92$
Generalandadministrativeexpenses$2,362,528.00$2,204,291.00-6.70%2,056,652.37$-6.70%12.27%2,189,042.09$2,288,334.38$
$16,833,529.00$16,435,614.00-2.36%16,047,105.01$-2.36%95.70%16,593,290.39$16,958,849.56$
Incomefromoperations$3,631,528.00$2,088,814.00-42.48%1,201,462.28$-42.48%7.17%1,253,900.80$1,697,868.53$
Otherincome(expense)
Dividendincome—$208,952.00208,952.00$0.00%1.25%208,952.00$208,952.00$
Interestincome$186,611.00$72,966.00-60.90%28,530.14$-60.90%0.17%28,530.14$28,530.14$
Interestexpense$(31,376.00)$(40,636.00)29.51%(52,628.90)$29.51%-0.31%(52,628.90)$(52,628.90)$
$155,235.00$241,282.0055.43%184,853.23$-23.39%184,853.23$184,853.23$
Incomebeforeincometaxes$3,786,763.00$2,330,096.00-38.47%905,570.21$-61.14%5.40%1,438,754.03$1,882,721.76$
$2,330,096.00
Provisionforincometaxes$1,893,282.00$1,168,830.00-38.26%721,584.83$-38.26%4.30%768,034.30$802,871.40$
Netincome$1,893,481.00$1,161,266.00-38.67%183,985.38$-84.16%670,719.73$1,079,850.36$
Assumptions:
Dividendincomewillstaythesamefrom1979to1980
Changesfrom1979to1980arebasedonthepercentagechangefrom1978to1979
Expensesforpadsarebasedonprojectedexpensesasapercentageofsales

Exhibit F – Additional Tooling
Existing Equipment w/ Permanent Tooling
Estimated Volume (250pads/month * 12) 3000 3000
Cost per pad $ 96.28 $ 48.23
Selling price per pad $ 393.42 $ 359.79
Pads COGS $ 288,840.00 $ 144,696.00
Pads Revenue $ 1,180,270.00 $ 1,079,369.20
Equipment cost (allocated over 5 yrs) $ 10,000.00
Gross Profit $ 891,430.00 $ 924,673.20
Additional Equipment months 3-9
Cost (75k/month) $ 675,000.00
Additional pads 2250
Pads COGS $ 108,522.00
Pads Revenue $ 809,526.90
Net Income $ 26,004.90

Cumberland Metals

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