VistaPrint implemented an employee referral program to help fuel its hyper growth. The program aimed to have every employee refer one person per year. It focused on gaining leadership buy-in, building trust with employees, clearly communicating the referral process and incentives, and publicly recognizing participant efforts. Metrics showed referral hires increased from 19% to 46% of total hires after implementing the program.

1. April 1, 2008 Employee Referral ProgramCase Study Austin CookeVice President, Global Recruiting Company Confidential – VistaPrint © 2007 1

2. 10/19/2009 Company Confidential – VistaPrint © 2007 2 Target Market 40 million “Small Office & Home Office” (SOHO) micro-businesses in North America & Europe Estimated $19 billion annual market Powerful Advantages Technology Internet direct marketing Huge order volume Lower costs Global Presence US Technology and Marketing Operations Lexington, Massachusetts European Marketing Barcelona, Spain Manufacturing Windsor, Canada Venlo, Netherlands Customer Support Operations Montego Bay, Jamaica 10/19/2009 Company Confidential – VistaPrint © 2007 2 The Company

3. 10/19/2009 Company Confidential – VistaPrint © 2007 3 VistaPrint makes it easy for small businesses to get great looking design, print and marketing services at unbelievable prices 10/19/2009 Company Confidential – VistaPrint © 2007 3 What We Do

4. 10/19/2009 Company Confidential – VistaPrint © 2007 4 Helping Small Businesses Market Their Business Business Cards Business Cards Business Cards CreativeServices Presentation Folders Note Pads Rubber Stamps Envelopes Sticky Notes Stationery T-Shirts E-mail marketing Postcards Logos Checks Websites Pens 2003 2007 added in last two years

5. 10/19/2009 Company Confidential – VistaPrint © 2007 5 30 Quarters of Hyper Growth Non-U.S. U.S. “VistaPrint is experiencing a secular growth phase that is allowing it to grow through the cyclical challenges of its competitors, which is one of the greatest signs of the emergence of an enduring and transformational business institution.”StifelNicolaus & Co., February 2008 “[VistaPrint’s] growth rate beat Google’s. … a “category killer,” like Home Depot for its potential to reshape an industry.”Rob Gavin, TheBoston Globe – May 18, 2007 “More and more, VistaPrint looks like a classic supercompany, destined to rank with Dell, Starbucks, Amazon or eBay.”Motley Fool – January 2007 “VistaPrint offers a classic case of disruptive innovation.”InfoTrends/CapVentures in an un-sponsored white paper on VistaPrint, May 2005 Quarterly Revenue $millions 2001 2008

6. 10/19/2009 Company Confidential – VistaPrint © 2007 6 Our Challenge (7.15.06) Hire the right people with the right skills to fuel the “hyper growth” engine of VistaPrint. Keep the bar “ridiculously” high and don’t lower it! Hire world-class engineers, analysts, and direct marketers globally Recruit talent from top companies (Amazon, Microsoft, Capital One, etc.) Hire from the best schools (Harvard, Princeton, MIT, CMU, etc.) At the time the team consisted of 1 full time recruiter and 4 contractors Less than *19% of all hires came from employee referrals

7. 10/19/2009 Company Confidential – VistaPrint © 2007 7 The Idea What if everyone in the company referred one person a year? We would grow the Recruiting Team from 5 to 740 recruiters overnight! We would create a culture that encourages everyone to be responsible for recruiting (not just HR) We would double the company’s headcount every year We would empower our employees to be our culture gatekeepers We would challenge our employees to find people they want to work with

8. 10/19/2009 Company Confidential – VistaPrint © 2007 8 Our Roadmap We needed to get our leadership involved in the program We needed to build trust back with our employees We needed to name the program We needed to market the program internally We needed the referral submission process to be easy & clear We needed to recognize people who participate We needed to start to tracking and publishing referral metrics We need incentives that are easy to understand We needed to get “significant others” involved in the program We needed to keep educating our people

9. 10/19/2009 Company Confidential – VistaPrint © 2007 9 Our Concept Everyone Here is a Recruiter

10. 10/19/2009 Company Confidential – VistaPrint © 2007 10 The Roadmap We got leadership support Letter from the CEO announcing the importance of the program Presentations at all quarterly all-staff meeting Managers encourage and support the program at team meetings Announcements at the “holiday party”

11. 10/19/2009 Company Confidential – VistaPrint © 2007 11 The Roadmap We developed trust with our people We followed up with every referral! We kept employees informed on their referral status We provided open feedback on all referrals We dedicated “significant” time to recruiting internally We created a 3 day rule within our team

12. 10/19/2009 Company Confidential – VistaPrint © 2007 12 The Roadmap We named the program ERP means different things to different groups within our company We chose a name that was easy to remember We chose a name that was easy to refer to We created a buzz with the name

13. 10/19/2009 Company Confidential – VistaPrint © 2007 13 The Roadmap We marketed the program internally hosted a company party sent weekly emails placed posters around the office sent postcardsto employees’ homes desk drops for the launch

14. We made the process clear & easy We clearly communicate all open positions on a weekly basis We provided 1 point of contact for all questions Hired a “marketer” who manages the program We provide clear & easy directions on how to submit referrals Mailed to all new hires before they start Reviewed with all new employees at orientation Sent out in weekly email for each geography Rules and submission instructions are kept on the company intranet Flat fee’s by geography to make it easy and clear! All marketing material includes internet address for the program 10/19/2009 Company Confidential – VistaPrint © 2007 14 The Roadmap

15. We publicly recognize people who participate Each week we sent out an email with the names of people who had made referrals that week We recognized new hires that were a result of a referral and named the employee who made the referral All prizes are given away at high profile company events We promote the program with a DVD that featured employees who participated in the program We display a running charts in public places that list all of the people eligible for the grand prize 10/19/2009 Company Confidential – VistaPrint © 2007 15 The Roadmap

16. 10/19/2009 Company Confidential – VistaPrint © 2007 16 The Roadmap We track & publish referral metrics Referral Program Starts (% of Total) July 06 to date Hire Sourcing Mix– January 07 to date

17. 10/19/2009 17 The Roadmap We offered clear and creative incentives Monetary bonus Flat fee’s by geography (we experimented with a “hot jobs” list) Monthly raffle iPod Nano $100 Visa gift card 2 tickets to Red Sox opening day Show tickets Team Prize Recruiting team hosted, cooked and served breakfast Grand Prize Trip to Hawaii 54” Plasma TV with Bose Surround Sound

18. 10/19/2009 Company Confidential – VistaPrint © 2007 18 Program Killers Referrals have a bad candidate experience Recruiters don’t follow-up with candidates or employees Employees are asked to push out jobs Employees don’t know who to talk with about a particular job Employees don’t know how to submit a referral Employees don’t know what positions are open (or will be) Employees don’t know what to do with a lead The program is not constantly marketed internally Consistently making employees seek out their bonus

19. We increased our referral rate from19% in July ‘06 to 46% to date 10/19/2009 Company Confidential – VistaPrint © 2007 19 Our Results

20. 20 Questions? acooke@vistaprint.com