3. Forward Looking Statements &
Non-GAAP Measures
The following presentation contains forward-looking information based on the current expectations of Terex
Corporation. Because forward-looking statements involve risks and uncertainties, actual results could differ
materially.
materially Such risks and uncertainties, many of which are beyond the control of Terex include among others: our
uncertainties Terex,
business is highly cyclical and weak general economic conditions may affect the sales of its products and its
financial results; our business is sensitive to fluctuations in interest rates and government spending; the ability to
successfully integrate acquired businesses; the retention of key management personnel; our businesses are very
competitive and may be affected by p
p y y pricing, p
g, product initiatives and other actions taken by competitors; the effects of
y p ;
changes in laws and regulations; our business is international in nature and is subject to changes in exchange rates
between currencies, as well as international politics; our continued access to capital and ability to obtain parts and
components from suppliers on a timely basis at competitive prices; the financial condition of suppliers and
customers, and their continued access to capital; our ability to timely manufacture and deliver products to
customers; possible work stoppages and other labor matters; our debt outstanding and the need to comply with
restrictive covenants contained in our debt agreements; our ability to maintain adequate disclosure controls and
procedures, maintain adequate internal controls over financial reporting and file its periodic reports with the SEC on
a timely basis; the previously announced investigations by the SEC and the Department of Justice; compliance with
applicable environmental laws and regulations; product liability claims and other liabilities arising out of our
business; and other factors, risks, uncertainties more specifically set forth in our public filings with the SEC. Actual
events or the actual future results of Terex may differ materially from any forward looking statement due to those
and other risks, uncertainties and significant factors. The forward-looking statements speak only as of the date of
this presentation. Terex expressly disclaims any obligation or undertaking to release publicly any updates or
revisions to any forward-looking statement included in this presentation to reflect any changes in expectations with
regard thereto or any changes in events, conditions, or circumstances on which any such statement is based.
Non-GAAP Measures: Terex from time to time refers to various non-GAAP (generally accepted accounting
principles) financial measures in this presentation. Terex believes that this information is useful to understanding
its operating results and the ongoing performance of its underlying businesses without the impact of special items.
See the Investors section of our website www.terex.com for a complete reconciliation.
5. Agenda
8:30 – 9:00 Registration and Breakfast
9:00 – 9:30 Opening Remarks and Strategic Overview
9:30 – 10:00 Financial Update
10:00 – 10:30
0 00 0 30 Ope at o s O e e
Operations Overview
10:30 – 10:45 Break
10:45 – 11:15 Developing Markets
11:15 – 11:45 Terex Materials Processing and Mining
11:45 – 12:45 Luncheon
12:45 1:15
12 4 – 1 1 Terex Aerial Work Platforms
f
1:15 – 1:45 Terex Construction
1:45 – 2:15 Terex Cranes
2:15 – 2:30 Break
2:30 – 3:00 Terex Roadbuilding, Utility Products & Other
g y
3:00 – 4:00 Closing Remarks and Q&A
6. Who is Terex?
Purpose To improve the lives of people around the world
•
Mission To delight construction, infrastructure, mining and
•
other customers with value-added offerings that
exceed their needs
To attract the best people by creating a culture that is
pp y g
•
safe, exciting, creative, fun, and embraces
continuous improvement
Vision To be the most responsive company in the industry
•
as determined by the customer
To be the most profitable company in the industry as
•
measured by Return on Invested Capital (ROIC)
To b h best place to work i our i d
T be the b l k in industry as
•
determined by our team members
7. Who is Terex?
• Diversified Portfolio of Equipment Businesses
• Positioned for Continuing Long - Term Trends
g g
• Leader In Our Categories and Our Industry
• Leveraging the Power Of One Company
AERIAL WORK MATERIALS PROC.
CRANES
PLATFORMS AND MINING
ROADBUILDING AND
CONSTRUCTION
UTILITIES
8. Why Invest?
Diversified Portfolio of Equipment Businesses
Terex sales percentage is based on last twelve months of sales through June 30 2008
30,
Broadest portfolio in the industry
9. Why Invest?
Diversified Portfolio of Equipment Businesses
Commodity
Infrastructure Building and Operations/
Extraction Residential
Construction Industrial Maintenance
X
Mining
X
X
Matls. Proc.
X
X X
X
Construction
X X X
Roadbuilding
X
X
Utilities
X X X X
Cranes
X
X X X
AWP
Exposure to Commodity, Construction, and Post - Construction Drivers
10. Why Invest?
Diversified Portfolio of Equipment Businesses
2007 SALES BY GEOGRAPHY
2007 SALES BY BUSINESS
RBU
7%
Developing
AWP
Markets
25%
W. Europe
22%
Construction
37%
Japan / ANZ
21%
7%
USA /
Cranes
MP&M
Canada
24%
23%
34%
$ 9.1 B $ 9.1 B
Balanced by business; Balanced geographically
11. Why Invest?
Positioned for Continuing Long - Term Trends
WORLD PRIMARY ENERGY DEMAND*
• Beneficial to multiple Terex categories
• Particularly positive for Cranes and Mining
* Source: International Energy Agency
12. Why Invest?
Positioned for Continuing Long - Term Trends
EXPENDITURES BY TOP 40 MINING COMPANIES
EXAMPLE: NON-FERROUS METALS
EXPLORATION (1989 – 2007), $B* CAPEX ($B)**
OPEX ($B)**
200 60
12
$176
$51
180
50
10 160 $141
$134
140 $125 $37
40
8
120
$95 $28
100 30
6
$5
$75
80
20
4 60
40
10
2
20
0 0
0
'02 '03 '04 '05 '06 '07 '05 '06 '07
'89 '90'91 '92'93 '94'95 '96'97 '98'99'00 '01'02 '03'04 '05'06 '07
• Gl b l consumption d i i unprecedented l
Global ti driving d t d levels of i
l f investment
t t
• Outlook for mining equipment remains positive and the
corresponding industrial growth is a driver for other businesses
* Source: Metals Economics Group; **Source: PWC: “Mine: As Good as it Gets?”, 2008 – capex excludes acquisitions
13. Why Invest?
Positioned for Continuing Long - Term Trends
GLOBAL RESIDENTIAL
GLOBAL NON-RESIDENTIAL $B
$B
CONSTRUCTION (REAL 2007 $)*
CONSTRUCTION (REAL 2007 $)* $4,000
$7,000
4.4 %
$3,500
$6,000
CAGR
5.6 %
$3,000
CAGR -0.8 %
$5,000 CAGR
5.6 %
$2,500 CAGR
1.3 %
5.1 %
$4,000
CAGR
1.6 % CAGR
$2,000
CAGR
$3,000
$1,500
$1 500
$2,000
$1,000
$1,000 $500
$0
$0
'90'91 '92'93 '94'95 '96'97 '98'99 '00'01 '02'03'04 '05'06 '07'08 '09'10 '11'12 '13'14 '15'16
'90'91 '92'93 '94'95 '96'97 '98'99 '00'01 '02'03'04 '05'06 '07'08 '09'10 '11'12 '13'14 '15'16
Total Residential
Infrastructure Industrial Other Non-residential
• Global construction strong, despite weakness in developed markets
• Terex is increasingly well positioned to capitalize with 22% of sales over
capitalize, sales,
4,000 team members, and more than 30 locations now in developing countries
* Source: Global Insights, July ‘07; 69 countries tracked by GI + 5% to account for rest of world … consistent with global GDP’s
14. Why Invest?
Leader in Our Categories and Our Industry
Terex is one of the Largest Manufacturers of
Construction Equipment in the World
$30.4
Based on last twelve months of available Construction Equipment Sales ($’s in Billions)
( )
$19.0
$10.1 $9.1 $8.7 $8.1
$5.2 $5.1 $4.9 $4.5 $4.4 $3.7
Caterpillar (1) Hitachi (3) (4) Liebherr (7) CNH Global (8) Sandvik (10) Deere (5) JCB (7) Doosan (6) Oshkosh (9)
Volvo
Komatsu (2) Terex
(1) R
Represents t t l sales b f
t total l before PPower Products, Fi
P d t Financing and I
i d Insurance S i
Services sales
l (6) Represents 2007 Construction equipment sales of $1.5 billion b
R t C t ti i tl f $1 5 billi based on exchange
d h
for the 9 months ended March 31, 2008 plus Building Construction Products, EAME rate at December 31, 2007 of KRW/USD 936.07 plus estimated 2007 Bobcat sales of
Operations, Heavy Construction & Mining and Infrastructure Development sales for the 3 $2.9 billion
months ended June 30, 2008. (7) Estimated, as these are privately owned companies:
(2) Represents Komatsu’s Construction and Mining Products segment as of March 31, JCB: 2007 sales of GBP 2.25 billion converted at Dec 31, 2007 GBP/USD rate of
2008. 1.9870
Exchange rate of 99.691 as of Mar 31, 2008 Liebherr: 2007 Cranes/Mining/Construction sales of EUR 5.5 billion converted at Dec
(3) Exchange rate used as of June 30, 2008 of USD/JPY 106.18
Eh t d fJ 30 f 106 18 31,
31 2007 EUR/USD rate of 1.4598
t f 1 4598
(4) Represents Volvo’s Construction segment as of June 30, 2008. Rate of USD/SEK (8) Represents CNH Global’s Construction Equipment Segment as of June 30, 2008
6.0241 (9) Represents Access & Concrete Placement equipment sales for the 9 months ended
(5) Represents Deere’s Construction and Forestry segment as of April 30, 2008 June 30, 2008 plus Access & Commercial (both concrete & refuse trucks) for the 3
months ended Sep 30, 2007.
(10) Represents 2007 Mining & Construction sales converted at SEK/USD 6.46
15. Why Invest?
Leader in Our Categories and Our Industry
Approximately 75% of 2007 sales were generated
in markets where Terex has significant market presence
AERIAL WORK MP&M
CRANES
PLATFORMS
• Hydraulic Excavators (top 3)
• All Terrain Cranes (top 2)
• Articulated boom lifts (top 2)
(p)
• Mining Trucks
Mi i T k (#3)
• Rough Terrain Cranes (top 3)
• Telescopic boom lifts (top 2)
• Surface Drills (# 3)
• Tower Cranes (#3)
• Scissor lifts (top 3) • Crushing & Screening (#1)**
• Large Crawlers (#1)
• NA Telehandlers (#2) • Highwall Miners ( )
g (#1)
• Port Cranes (top 2)*
(p)
ROADBUILDING AND
CONSTRUCTION
UTILITIES
• Compact Track Loaders (#1)
• Front Discharge Mixers (#1)
• Material Handlers (#2 or 3)
• Insulated Aerials (#2)
* Including pro forma impact of Fantuzzi acquisition; ** Mobile Equipment
16. Why Invest?
Leader in Our Categories and Our Industry
LTM After-Tax ROIC-Machinery Industry
• In-line with larger,
more vertically
integrated competitors
• Better than diversified
LTM After-Tax ROIC-Diversified Industrials
industrials with higher
valuations
ROIC is calculated by dividing the sum of the last four quarters’ net operating income after tax by the average of the sum of total stockholders’ equity
plus debt less cash and cash equivalents for the last five quarters ended. DE and JOYG as of Apr 30, 2008 and the remainder are as of Jun 30,
2008; OSK includes $175.2 million goodwill impairment charge incurred during their Q3 2008; *Does not include finance arm of company
17. Why Invest?
Leveraging the Power of One Company
• Our framework to build
a stronger Terex
• Process improvements
will assure long term
success
18. Why Invest?
Leveraging the Power of One Company
Tom Riordan, Phil Widman
President & Chief Senior Vice President &
Operating Officer Chief Financial Officer
Steve Filipov,
Tim Ford, Bob Isaman, Rick Nichols, Eric Nielsen, George Ellis,
President
President President President President President
Developing Markets
Terex AWP Terex Construction Terex Cranes Terex MP&M Terex RBU
19. Goals for 2010
GOAL June 30, 2008 LTM* What we must accomplish
$12.0B in Sales $10.1B Implies 7.2% CAGR
12% Operating Margin 10.9% Execute on pricing process
discipline, supply chain
management, & TBS
t
initiatives
15% Working Capital to Sales 22.1% Optimize supply chain
planning and execution
“12 by 12 in ’10”
is our medium - term stretch goal
* LTM = Last Twelve Months
20. Summary
Continue Building a Better Company
• Improved capabilities
• Diverse end market exposure
• ROIC focused
Positioned for the Attractive Growth Opportunities
• Right sectors and segments
• Right geographies
• Delivering unique value to customers
• Targeted acquisitions
Execute, Execute, Execute
• Do what we say
y
• Overcome challenges that are often hard to predict
23. Summary
• 5+ years of strong g
y g growth, driven by favorable market
, y
conditions and an increasingly robust portfolio
•C
Committed t core financial principles
itt d to fi il i il
Growth with modest debt leverage
Industry l di
I d t leading ROIC
Generate cash to enable capital investments, targeted
acquisitions and share repurchases
• Near term outlook is mixed but long term remains positive
• Improving performance via core business initiatives that
will enhance long term results
long-term
25. Terex to Date:
Balanced Sales Growth
Sales (USD billions)
2010 Goal $12B
$10.0
$8.0
$8 0 CAGR 26%
$6.0
$4.0
$2.0
$0.0
2002 2003 2004 2005 2006 2007 LTM Q2 2008
Aerial Work Platforms Construction Cranes
Material Processing & Mining Roadbuilding, Utilities & Other
Sales balanced between segments
26. Terex to Date:
Broad-based Profit Growth
Operating Income
2010 Goal $1.44B
(USD billions)
$1.2
$1 2
$1.0
$0.8
CAGR 82%
$0.6
$0.4
$0.2
$0.0
2002 2003 2004 2005 2006 2007 LTM Q2 2008
Aerial Work Platforms Construction Cranes
Material Processing & Mining Roadbuilding, Utilities & Other
Operating income growth outpacing sales growth
Increasingly evenly distributed (AWP, MPM, Cranes)
27. Terex to Date:
Growth with Minimal Leverage
g
$10.1
$10 1
Net Debt
Sales $9.1
($ in billions) $7.6
$7 6
$6.2
$4.8
$4 8
$3.9
$2.8
$2.0
$2 0
$1.9 $1.8
1999 2000 2001 2002 2003 2004 2005 2006 2007 Q2 2008*
Net leverage of .7x in Q2 provides flexibility
• Q2 2008 sales is based on last 12 months sales as of June 30, 2008; Net Debt is as of June 30, 2008
• Net leverage ratio is defined as debt less cash and cash equivalents divided by last twelve months EBITDA
28. Terex to Date:
Cash Flow
FREE CASH FLOW ($M) WORKING CAPITAL DETAIL (DAYS)
140
450
400 120
350
100
300
80
250
60
200
40
150
100 20
50
0
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
0
'03 '04 '04 '04 '04 '05 '05 '05 '05 '06 '06 '06 '06 '07 '07 '07 '07 '08 '08
2004 2005 2006 2007 Q2 '08 LTM
Inventory Days Receivable Days Payable Days
• Steady improvement in cash • Working capital has remained
generation, with 2007 shift consistent but presents a
explained b utilization of t l
l i d by tili ti f tax loss significant opportunity t improve
i ifi t t it to i
benefits
• Working capital (particularly
• Targeting further improvement as
g g p inventory) can and should
y)
our business continues to grow decrease with higher scale and
improved processes
Free Cash Flow is defined as Cash from Operations less Capital Expenditures
29. Priorities for Cash Utilization
Internal investment
• Manufacturing capability / footprint
• Human capital
• Systems
Value generating acquisitions
• Geographic expansion
• Category diversification
• Bolt-ons
Returning cash to shareholders
Rt i ht h h ld
• Current program in place
• $1.2 billion authorized through June 2009
30. Terex to Date:
Return on Invested Capital
50%
43%
45%
40%
38%
40%
35%
30%
27% Pre-tax ROIC
27%
25%
5% 25%
21% After-tax ROIC
f OC
20%
12%
15% 14%
10% 10%
3%
5%
0%
2003 2004 2005 2006 2007 Q2 LTM
ROIC growth driven by operating income g
g yp g growth faster than invested capital
p
Recent acquisitions of SHM and ASV dampen returns in the short term
ROIC is calculated by dividing the sum of the last four quarters’ net operating income after tax by the average of the sum of total stockholders’ equity
plus debt less cash and cash equivalents for the last five quarters ended.
32. Current Valuation versus Peer Group
ENTERPRISE VALUE TO EBITDA
16
(Trailing 12 Months)
14
12
10 Sector Average 9.1x
8
6
4
2
0
Terex Manitow oc Oshkosh Astec CNH CAT Deere Joy Bucyrus
Trading well below average industry valuation, despite
continuing strong performance
ii f
33. Near Term Outlook - 2008
Continuing favorable trends in Cranes and Mining
AWP and Construction anticipating weakness near term
Difficult market conditions in the US
•
Europe softening faster than anticipated
E ft i f t th ti i t d
•
Material costs increasing in advance of offsetting pricing actions
•
2008 sales guidance $10.2 t $10 6 billi
l id $10 2 to $10.6 billion
2008 earnings per share guidance:
gp g
$6.35 to $6.65
•
9% to 14% increase over 2007
•
2008 quarterly earnings per share guidance:
3rd quarter: $1.26 to $1.38
•
4th quarter: $1.20 to $1 33
$1 20 $1.33
•
All EPS amounts are on a fully diluted basis
34. Goals through 2010
GOAL June 30, 2008 LTM* What we must accomplish
$12.0B in Sales $10.1B Implies 7.2% CAGR
12% Operating Margin 10.9% Execute on pricing process
discipline, supply chain
management, & TBS initiatives
15% Working Capital to Sales 22 1%
22.1% Optimize supply chain
planning and execution
“12 by 12 in ’10”
is our medium - term stretch goal
g
* LTM = Last Twelve Months
35. Sales Growth Drivers
Active and relevant in high growth markets
Global Market
Doing business efficiently and effectively
Participation
Positioned to support product after sale
Aligned with local market needs
“Local”
Delivered at local market price points
Products
Optimized production with global supply chain
Clear product, service, or other advantages in all markets
Competitive
Value-adding relationships with customers
Differentiation
Leveraging th P
L i the Power of O Company
f One C
20% developing and 5% developed world
growth would achieve ~$12B in 2010
36. Operating Income Drivers
Ensure Terex is receiving appropriate value for its p
g pp p products
Pricing / Mix Optimize product mix
Offset rising commodity costs with commensurate pricing actions
Coordinate supply efforts to leverage the scale of Terex
Supply
pp y
Facilitate common designs and components
Management
Sourcing centers – China and India
Terex Business System (TBS) & Terex Management System (TMS)
Optimize manufacturing footprint
Productivity
Sales and production planning methodology
Goal: 2 3% incremental margin
G l 2-3% i tl i
37. Cash Flow Drivers
Grow Sales
Product
Enhance P fit bilit
Eh Profitability
Margin
Integrated and aligned approach to tax planning
More tax efficient business structure(s)
Tax Planning
Processes and resources to assure tax minimization
Continued diligence around AP / AR
Capital Aggressive inventory management
Efficiency
Capital expenditures to enhance profitable growth
15% working capital / trailing sales by 2010
Capex between 1.5% and 2.0% of sales
1 5% 2 0%
Cash taxes will approximate tax expense
38. Enabling Initiative:
Terex Financial Services (TFS)
’03 – ’05 ’06 - ’08 ’09 +
Expand
Launch Transform
Impact
• Limited • Reflect Terex • True Global Captive
Geography Global Footprint
• Enable Terex Growth
• Low Coverage & • Segment Coverage Globally
Penetration & Penetration
• O ti i Partnerships
Optimize P t hi
• Functions • Influence
• Expand Customer
Outsourced Customer
Touch Points
Experience
pe e ce
Protect balance sheet while supporting growth of
business, especially in developing markets
39. TFS: Path Forward
Owning More of the Customer Experience 2010
$2.5B
• Tap into Broader Risk Appetite from Multiple Sources
• Responsiveness – “Take the Deal Off the Street”
TFS
Originated
Oi i t d
• Increase Avenues to Competitive Capital Originate
& Sell
2007
$1.3B
3rd Party
Funding
2004
$0.5B
Dealer Fi
D l Finance
Dealer Finance
40. Enabling Initiative:
Information Systems & TMS
Infrastructure enhancements
• E-mail standardized across the globe
• Collaboration tools deployed to share information
• St d di d WAN i f t t
Standardized infrastructure t support Video, V i
to t Vid Voice, and D t
d Data
Value-added solutions
Supply Management analytics
•
Human Resource Standardization
•
Service Part Demand Planning
•
Customer Relationship Management (CRM)
•
Terex Management System (TMS)
T M tS t
Multi-year ERP Implementation
•
1/3 of sales addressed by end of 2009
•
Rest of company to follow
•
41. Terex Management Systems:
Progress
Single Integrated System
Legacy Systems Architecture
MK Avantage
PRMS SPCS
DIAPASON
KBM Motherwell Coventry
Data3 Great Plains
Redmond Zweibrücken
Zweibrü
SAP R2
SAGE
PBS
Southaven
Brisbane
Omnis Germiston Langenburg SAP R3
Coalville
Fourth Shift AUDITOR
• Complete systems overhaul - implementing a single integrated ERP system
single,
• 3 businesses have “gone live” and the pace of implementation is accelerating
• Implementation will enable more effective and efficient business practices
42. Tax Planning Objectives
EFFECTIVE TAX RATE – TEREX VS.
INDUSTRY PEERS (Q2 2008)
40%
36% 36%
35%
34%
35% 33% 33%
32% 31%
29%
TAX STRATEGIES
30% 28%
25% 25%
25% 23%
20%
• Traditional Planning and
15%
Execution
10%
10%
5%
• Statutory Rate Reduction
0%
ASTE OSK DE JOYG TEX BUCY CAT KMT UTX MTW DHR PKI IR ETN
• Global Expansion and
• Reduce effective tax rate in line with leading Optimization
industry peers
• Operationally Aligned Tax
p yg
• Industry minimums only achievable through
Industry-minimums
Strategies (OATS)
aggressive structural change, but meaningful
improvement can come through improved
processes and practices
43. Tax Strategy
One Terex • OATS* can increase simplification, standardization,
scalability and process i
l bilit d improvement across T
t Terex.
• Proactively integrate business change with operational
Total Solution
and legal structures to place earnings in low tax
countries.
•C
Comprehensive OATS are currently i place at our
h i tl in l t
Proven Strategy
competitors and other leading multinationals.
Material Tax Savings • Structural ETR# reductions average between 6% and
12% depending on industry and geographical footprint.
Sustainable Benefits • Structural ETR reduction improves the ROI of
business initiatives, increasing EPS and cash flow.
* Operationally Aligned Tax Strategies; # Effective Tax Rate
44. Summary
• 5+ years of strong g
y g growth, driven by favorable market
, y
conditions and an increasingly robust portfolio
•C
Committed t core financial principles
itt d to fi il i il
Growth with modest debt leverage
Industry l di
I d t leading ROIC
Generate cash to enable capital investments, targeted
acquisitions and share repurchases
• Near term outlook is mixed but long term remains positive
• Improving performance via core business initiatives that
will enhance long term results
long-term
47. Safety First
Safety is ingrained in our culture through constant
emphasis, training and tracking
Lost Time Days continue to improve
4.5
4.0
3.5
Terex
LTR
3.0
2.5
2.0
1.5
Jan 07 Jun 08 Dec 08
48. Operational Update
• Progress towards a integrated ope a g co pa y
og ess o a ds an eg a ed operating company
• Integration examples
g
Customer Satisfaction
Supply M
S l Management
t
New Product Development
Terex Business Systems
• Other progress and path forward
49. Transformation Underway
• Transitioning from a holding company to an operating company
• Upgrading capabilities to drive business and functional performance
GOALS OBJECTIVES
•E
Experienced l d hi d i
i d leadership, driven t create change
to th
Right
Talent • Resources and mandate required to succeed
• Measurements defined and goals established
Clear
Metrics • Alignment within and across businesses
• Well defined and well executed business processes
Good
Process •S t
Systems that enable execution
th t bl ti
• Clear, permanent shifts in performance
Results
Res lts
• Ability to sustain and improve
50. Progress to Date
Right Clear Good
Results
Talent Metrics Process
AREA
Safety
Human Resources
Information Technology
Supply Management
Product Development
Manufacturing
Marketing
M k ti
Finance/ Financial Services
Distribution/ Logistics
Aftermarket Support
Process Improvement (TBS)
Talent in place – progress underway
51. Progress Examples
• Customer Satisfaction
• Supply Management
• Product Development
• Terex Business System (TBS)
52. Customer Satisfaction: Objectives
Vision: Most Responsive Company in the Industry as Determined by the Customer
People to People Solutions
P ltP l S l ti Customer-Defined Value
Ct D fi d V l Make My Job Easier
M k M J bE i
“Relationships that II can depend
Relationships that can depend “Make it easy for me to run my
““Deliverhighly competitive entry,
Deliver highly competitive entry, “Make it easy for me to run my
on to help me ”” business”
operating and exit value””
on to help me business”
operating and exit value
CUSTOMER ENABLERS
• Ensure initial experience with products is positive
• Improve aftermarket service and support
• Deliver effectively through multiple channels
Distribution/ Branches
Rental
Direct
• Build long-term value proposition
53. Customer Satisfaction: Actions
• Multiple activities in progress to:
Understand customer purchase drivers
Measure current levels of satisfaction
Identify improvement actions for Terex
Build meaning and value for the Terex brand
• Supporting changes are underway:
Product/ offering development
g p
Distribution improvement
Global aftermarket
• We have a long way to go but, increasingly, we have
the right people and processes in place to deliver the
results we are targeting
54. Customer Satisfaction Example:
Net Promoter Score
METHODOLOGY STATUS
√ Current customer list • Piloted in Terex Fuchs in 2007
1. Target √ Decision makers & key influencers
and extended into company-
√ Core questions
Conduct survey:
2. Listen wide roll-out in 2008
roll out
√ Approved third party
3. Understand • Revealing significant
opportunities to improve
√ Sr. Management calls detractors
4. Detractor Follow Ups
p
• Revealing opportunities to
√ Cross function team action plan meetings
5. Act √ Determine priorities better position in our markets
√ To customers √ To team members
6. Communicate
• Part of an on-going process
on going
√ Correlate with
that will continue in our
7. Use to secondary number to validate business results
company
√ Once a year for relationship
8. Repeat & monitor Satisfaction studies
NPS to be implemented in all Terex businesses by mid-2009
55. Customer Satisfaction Example:
Terex Brand of the Future
METHODOLOGY STATUS
• 1,268 interviews • Findings revealed several key
insights regarding our customers,
• Addressed a broad cross section of the our company and our industry
company,
industry
• Currently using these findings to
End-users, dealers and rental houses
refine long-term objectives for the
g j
All b i
businesses Terex brand
Multiple geographies
• Actions are already underway to
• Sample included owners and non
non- address some underlying d i
dd d l i drivers
of long-term brand value
owners of Terex equipment
Committed to building a strong brand that
drives customer preference for our products
di t f f dt
56. Progress Examples
• Customer Satisfaction
• Supply Management
• Product Development
• Terex Business System (TBS)
57. Supply Management: Objectives
Create competitive advantage in the supply chain while minimizing
the impact of rising material and component costs
2007 2008 2009 2010
Build the Foundation
Establish consistent
Expand the Core
sourcing processes
Build the
Common objectives Achieve Excellence
A hi E ll
organization
International Sourcing
Enhance sourcing
Infrastructure
tool set Deeper supplier integration
eepe supp e eg a o
Drive savings and
TBS initiatives
mitigate inflation
Continual focus on savings
and mitigating cost i fl ti
d iti ti t inflation
58. Supply Management: Priorities
Teams activity engaged in major material cost elements
Expected Valves, hydraulic Other consumables,
average tools & dispatch kits
Clamps, ties & straps
1 5%
savings Documentation
Plastic,
polymers
Fittings & adaptors Paint & coatings
& rubber
Other hydraulic & Cabs, accessories Aluminum
Bearings, bushings & accessories
& ropes
pneumatic
Transmissions,
components
hydrostatic Machined components, steel
Other
Other Other
Gearboxes
Pumps & pump hardware mech.
electrical
& gears
assemblies, hydraulic Indirect
& control
spend
p
components
10%
Product identification & labeling
Motors, Fluid transfer
Cylinders
hydraulic & control,
Fasteners & retainer rings
non-hydraulic
Hose Other structural fabricated components
assemblies
Other Controllers, timers, control
powertrain modules & PBC
Complex Tires,
Axles Batteries
assemblies rubber
5%
Other power Castings & Steel
Other running
plants, IC engine forgings
gear
Tire & Crawler track
Engine,
wheel
diesel assemblies
assemblies Weldment,
steel
High
Third Second
priority
priority priority
0%
Ease of Implementation
Difficult Easy
Size of bubble: Total spend of respective commodity
59. Building a Solid Foundation through
Integrated Information Management
eCOST
COST
Data warehouse
Spending by BU, supplier,
commodity, part, etc.
NEW NEW
GBT
TST
Terex Sourcing Tool
Global Benefit Tracker
eSourcing system used
Detailed tracking and
to efficiently manage NEW
analysis of pricing changes
l i f ii h
RFIs, RFPs d Reverse
RFI RFP and R
TPT
Auctions
Terex Project Tracker
j
System used by sourcing teams to manage
implementation steps following supplier award
decisions
60. Hydraulics Value Engineering
Dramatic cost savings and efficiency improvement achieved by
consolidating multiple component suppliers into a single, preferred
g p p pp g ,p
system supplier. Many similar opportunities currently being evaluated.
• Value analysis and supplier consolidation
• Annual spending on initial in scope
components: $2.6 million
• Savings by sourcing as a
complete system: over
$1.5 million, 59%
•I l
Implemented July 2008
t dJ l
61. Steel Fabrication Sourcing in India
Five-year agreement executed with a large, well positioned Indian
fabricators to produce large fabrications for Terex operations world-wide.
world wide.
• 5-year fixed labor, overhead and profit margins
Advantage: favorable labor cost environment
• Linkage to published local Indian steel price index
Advantage: favorable Indian steel market dynamics
• Local Terex sourcing & SQA presence
to support supplier
pp pp
One-Terex approach
• Build business presence in India
• Six initial business units, annual
spend: $16.8 million
• Initial annual savings:
$3.1 million
62. Progress Examples
• Customer Satisfaction
• Supply Management
• Product Development
• Terex Business System (TBS)
63. Product Development: Process
Customer Insights/ Feedback
New Technologies Competitive Benchmarking
Ideas for New Products / Product Enhancements
New P d t
Product
Identification
“Doing the
(NPI) method
Right Things”
New Product &
• Customer driven
Process
• Innovative NOT
Development
Inventive
(NPPD) method
• Profitability based
• Cross-functional
“Doing Things Right”
Gate 0
• Clear upfront
objectives
• Detailed plans
• Progress metrics
• Rapid escalation and
p
decision-making
64. Product Development: Objectives
SITUATION: OBJECTIVE: ENHANCE
INCREASING DEMAND CAPABILITY AND CAPACITY
New Global
Markets Tier 4
Regulations
Standardization and
Collaboration
• Powertrain
Global R&D Centers
• Electrical & Electronics
• H d li
Hydraulics
Process Efficiency • Metals
Improvements
• Major new regulatory requirements (Tier 4) and new market opportunities will place
increasing demand on existing product development capacity
• Improve processes, collaboration and standardization within and across businesses
• Utilize existing resources more efficiently and effectively
• Access incremental staffing with the right skills through R&D Centers in India and China
65. Product Development: Status
• VP of Technology added in late 2007
• Launched New Product and Process Development
Process in early 2008
• Roll-out of New Product Identification Process
underway
d
Actively migrating existing product programs to
•
new process and new phase-gate discipline
Upgrading engineering and cross functional
cross-functional
•
product development capabilities in parallel
• Realizing clear benefits as we go
66. Progress Examples
• Customer Satisfaction
• Supply Management
• Product Development
• Terex Business System (TBS)
67. Terex Business System (TBS)
The Terex Business System is our framework
to build a stronger Terex
68. TBS: Objectives
• Improve margin from efficiency/productivity gains
• Increase production capacity within existing manufacturing footprint
• Improve customer satisfaction and reduce warranty costs due to
improved quality
• Lower inventory, particularly raw materials and work-in-process, leads
to improved cash flow
p
• More easily move or replicate production lines around the globe
• Empower team members, enriching their work experience
• Develop team member skill sets, knowledge, and capabilities
69. TBS Operational Diagnostic
• Terex facilities are at various stages of TBS implementation – diagnostic
tool will:
Determine progress
Enable team member education and development
Provide a roadmap for dep oy g TBS co cep s
o de oad ap o deploying S concepts
• Provides a consistent framework for measuring improvement over time
70. TBS: Recent Improvements
TEREX CRANES - WAVERLY, IOWA TEREX UTILITIES – WATERTOWN, SD
Before After After After
• From poorly lit, inventory laden facility to a • Moving line for Tree Trimmers and TL
clean, t
l transparent factory floor with flow
tf t fl ith fl Mixed M d l Line, d i
Mi d Model Li designed f ergonomic
d for i
and visual controls build activity and attached to a moving line
• Parts Carts
• Increased throughput by 4 – 5 x
– P t pulled and kitt d prior t b ild
Parts ll d d kitted i to build
• Cut working capital days by 2/3 – Visual Management for unit status and
identification of part shortages
• Now turning inventory at 11-12 times per
– Carts follow build sequence adding a
sequence,
year vs. 2 3 at the beginning of 2005
vs 2-3
visual quality step
• Andon System/ Escalation Procedure
• On time delivery improved by 50%
On-time
71. TBS: Recent Improvements
Material Processing – Omagh, N. Ireland Mining Trucks – Acuna Mexico
After Photo
After
Before After Before
New “craneless” production line
Portable crane in use to rotate frame
• Implement a factory wide system to • Redesign of mining truck production line to
smooth production levels to standard takt dramatically increase throughput, on-time
times and implement visual controls delivery and team member safety.
• Eliminated the use of cranes, improving
• Additional improvements will now be
productivity, quality and safety
based on the established standards
• Monthly production levels increased by a
• Production increased almost 50% over
factor of 4 times within existing
two years within the existing
manufacturing footprint
manufacturing footprint
• Inventory turns improved 35% over a two
year period to mid-teens
72. TBS and Global Manufacturing Footprint
• Developing shared production campuses in India and China
45 acre site near Chennai India currently under construction
Chennai,
Scheduled to begin producing crushing equipment in early 2009
Other products to follow in late 2009/ early 2010
Expansion of existing facility in Tianjin, China
Will produce crane and mining components
Production begins in 2010
g
• Each campus will house up to 3 Terex shipping
segments, leveraging shared capabilities
g , gg p MINING – PHASE I
• Designing facilities from the ground-up MINING – PHASE I I
based on TBS principles CRANES
CRANES
• Using TBS to plan and execute line
moves to replicate successes from other stock
global locations
73. TBS and Global Manufacturing Footprint
DEVELOPED WORLD DEVELOPING WORLD
Improve effectiveness at existing Increase presence in developing
locations – applying TBS to countries
ti
streamline operations
Leverage product and cost
Rationalize developed market positions globally
footprint
• Significant progress is underway, but change will require investment
g pg y, g q
• Balancing opportunity for change with market and other factors
74. Other Progress
• Impossible to cover the amount of improvement underway
at Terex in a 30 minute presentations
• Parallel progress continues on multiple fronts:
pg p
Talent Recruitment and Development
Diversity and Inclusion
y
Terex Management Systems implementation
Branding/ Marketing/ and Customer Satisfaction
Terex Financial Services
Global Logistics
Global Service d Support
Gl b l S i and S t
• Positioned to take our performance to the next level
75. Terex Operations Summary
• Continuing our journey to be an effective global operating
company
• Significant talent now invested and beginning to deliver the
results that we expect
• Progress is significant
• We remain excited about the transformation that is
underway in our company and about the value that it can
deliver both near and long term
78. Developing Markets Summary
• ~$2 2B* of sales were from developing countries growing at
~$2.2B countries,
more than 3x our overall growth rate
• 4,000 team members operating from more than 30 company
and joint venture facilities in developing markets
j pg
• The Developing Markets Team will enable and drive our
continued success
• Goal of $4B sales at the end of 2010
* Latest 12 months sales as of Q2 ‘08
79. What is a is a Developing
What developing market? Market?
’06–’07 Growth in
GDP/Capita
$25k/head
(i.e., “development”)
15% “Developing” “Developed”
• Low but increasing
prosperity
High
• Increasing
10%
Growth
construction
spending
Moderate
5%
Growth
• Increasing
commodityy
Low
consumption
Growth
0%
• Conditions favoring
($10) $0 $10 $20 $30 $40 $50 $60
GDP/Capita
GDP/C it
sustained, long-
(i.e., “prosperity”)
term growth
-5%
W. E
W Europe N. America
NA i ANZ M. East
ME t Africa
Af i
Japan Asia E. Europe S/C America
Source: Analysis of data from the Economist eiu; Bubbles represent countries. Bubble size is proportioned to country GDP
80. What is a is a Developing
What developing market? Market?
REAL GDP REAL GDP PER CAPITA
($Trillion, ’07) ($000, ‘07)
China
India
Other Asia
Russia
E. Europe
Brazil
Other S/C America 2007
2017
Middle East
2027
Southern Africa
$0 $2 $4 $6 $8 $10 $12
$0 $5 $10 $15 $20
• China and India are important, but we are at least as bullish on other economies
where total GDP is smaller but average wealth is increasing rapidly
• Strong potential both within and outside of “BRIC” countries
Source: Analysis of data from the Economist eiu; + Terex internal estimates
81. What is a Developing Market?
Shenzhen
Source: http://www.tongz.net/life/bulletin.asp Source: http://www.tongz.net/life/bulletin.asp
1992 2007
Source:
Source:
http://urbancom.blogspot.com/2007_07_01_archive.html
http://urbancom.blogspot.com/2007_07_01_archive.html
Source:
http://urbancom.blogspot.com/2007_07_01_archive.html
2007 2007
82. What is a Developing Market?
Dubai
1990
2007
2003 No attribution – can be found on numerous websites regarding Dubai
83. What is a Developing Market?
Mexico City
y
~ 1970 ~ 2007
Source: MEXonline.com® LLC Source: www.wikipedia.com
84. Long-Term Global Infrastructure Need
• W ld t spend
World to d
>$40T on
infrastructure
• 65 % will be in
developing
countries
• Opportunity to
benefit from this
trend and the
subsequent
building and
operating activity
that it creates
85. Terex: Developing Markets
Growth to Date
DEVELOPING MARKET
DEVELOPING MARKET
SALES BY BUSINESS ($)
SALES GROWTH ($)
RBU
AWP
Africa
Construction
Middle East
S/C America
MP&M
Russia/ E. Europe
Cranes
Asia, ex. Japan
2004 2005 2006 2007
2004 2005 2006 2007
Broad Based Global Growth
22% of 2007 sales
Strongest In 3 Businesses
42% CAGR 2004 - 2007
86. Developing Markets - Goal
Developed Markets Developing Markets
Sales
Current Goal
2007 ~$ 2B 2010 $ 4B
87. Developing Markets – How?
Accelerate • Remove roadblocks, accelerate
roadblocks
progress we are investments, etc. to enable faster growth
already making where traction has already been achieved
Broaden benefits • Leverage synergies between businesses
from the progress to achieve greater overall benefit from
we make market progress that is made
Establish traction in
• Facilitate entry by Terex businesses into
high potential but
high growth developing markets where we
under-penetrated
are currently under-represented
geographies
Pursue “white • Identify and pursue opportunities in
space” opportunities
developing markets that offer growth
that might have been
potential but sit outside the domain of
missed
i d
current Terex businesses
88. Developing Markets: First Steps
‘One Terex’ Strategies
• Chi
China, India, S/C America, Russia/ E t
I di A i R i / Eastern Europe, Africa
E Af i
Great Talent – Organized to Win
• Top talent in key country roles
• Local “back-office” Support teams
• Clarity of roles and responsibilities
Global Network with Local Relevance
• Global Supply and Manufacturing, positioned to deliver locally
•LLocally d i
ll driven b t globally consistent sales, service, and support
but l b ll it t l i d t
• Terex Financial Services
Integrated Execution that leverages the Power of One
Company
• Visibility from the top
• Aligned approach to maximize outcomes
89. Specifics by Market: China
PATH FORWARD IN CHINA
• Build-out leadership and support
structure
– Shared service in Beijing
– Local business teams
• Strengthen local p
g presence in
existing high-growth product areas
– Construction products
– Mining products
TEREX TODAY
• # 1 in >100 t trucks (2007) – Cranes
• # 1 in <100 t trucks (minority position)
• Develop emerging opportunities
p g g pp
• # 3 in truck mounted cranes (JV) – Aerials
• # 1 in a small current market for AWPs – Mining Excavators
• 5 manufacturing l
f t i locations*
ti * –Mt il P
Materials Processing
i
* Includes JVs and minority owned facilities; also includes Fantuzzi at Xiamen
90. Specifics by Market: India
PATH FORWARD IN INDIA
• Build-out leadership and support
structure
– Shared service in Delhi
– Local business teams
• Establish manufacturing and
engineering center in Hosur
– Materials Processing
– Tower Cranes
– Technology
TEREX TODAY
• # 1 in mobile materials processing • Develop distribution and
strengthen local alliances
• # 4 in backhoe loaders
– Vectra distribution
• Long sales history in mining (
g y g (trucks)
)
– Local partners
• Positioning for future growth
* Includes JVs and minority owned facilities; also includes Fantuzzi at Xiamen
92. Specifics by Market:
South & Central America
PATH FORWARD IN SOUTH
AND CENTRAL AMERICA
• Build-out leadership and support
structure
– Sao Paulo
– Mexico City
Continue momentum with “One-
Terex” offering concept
• Increase local manufacturing
content/ presence
TEREX TODAY
– Porto Allegre
g
• # 1 in aerial work platforms
– Other?
• # 1 in asphalt paving
• Increase exposure to local centers
• Strong recent growth in construction
of demand (mining, Panama, …)
and mining products
93. Specifics by Market: Russia/ E. Europe
PATH FORWARD IN
RUSSIA AND EASTERN EUROPE
• Build-out leadership and support
Russia
structure
– Shared service in Moscow
– Local business teams
• Develop and strengthen local
distribution
TEREX TODAY
• ~$400M in 2007 sales • Access local components –
especially for use in W. European
• Excellent growth across multiple
manufacturing
fti
businesses (Construction, Cranes,
Materials Processing, …)
• Develop options around local/
• Primarily succeeding via strong local
y g g regional manufacturing
distribution
