Performance Impact is a learning and development company that specializes in customized training programs around leadership, team performance, and service responsiveness. It provides blended learning solutions using case studies, simulations, and e-learning modules. Some of its programs include Managing@Merck, which is a three-month leadership development program used across Merck in multiple countries and languages. Performance Impact uses proprietary tools and methods to design, deliver, and measure the effectiveness of its customized learning solutions.

1. Capabilities Presentation

2. Agenda Performance Impact (PI) Overview PI Value Proposition The PI Difference Identifying Business/Industry Drivers PI’s Approach to Learning Module Works Overview Awards and Recognition Managing@Merck Overview PI Metric Capabilities

3. Performance Impact Overview

4. Performance Impact Overview PI has an award-winning 23-year track record of designing, delivering, and evaluating customized learning solutions Founded in 1986 and headquartered in Cary, North Carolina Specializes in developing customized training programs around: Leadership - Management Development Team Performance - Sales Effectiveness Performance Coaching - Service Responsiveness PI provides provocative and engaging research-based blended learning solutions which immerse learners in real world business situations.

5. Identifying Business / Industry Drivers What business / industry drivers do you spend the most time and resources trying to address?

6. PI Value Proposition Our customer-centric approach establishes a value proposition focused on long-term relationships and the delivery of value added services and learner retention to meet your key business drivers New Product Launch New Competitive Entry Merger / Acquisition Reduction in Force Preparing future Managers Business / Sales Model Restructuring Navigating a Matrix Organization Patient Compliance Issues Regulatory Compliance CHANGE Preparing Future Managers New Competitive Entry Merger / Acquisition Reduction in Force Business / Sales Model Restructuring Navigating a Matrix Organization Patient Compliance Issues Regulatory Compliance New Product Launch Tailored Solutions Engaged Learners Reduced TCO Best in Class Services Customer Satisfaction through:

7. The PI Difference CLIENT PARTNERSHIP APPROACH Realistic Video Case Studies Rich E-learning Interactive Frameworks Compelling Classroom Simulations Robust Measurement Options

8. Learning Approach

9. What to Look for in a Custom Vendor Brandon Hall Research surveyed top learning personnel (CLOs, Directors, VPs) to name the top 10 characteristics to look for in a custom vendor. The table below identifies the selection criteria as well as which criteria PI meets: Experience Working with Standards-Based Development Tools 10 Does not Deliver Page Turners 9 Moderate Costs 8 Rapid Prototyping Capabilities 7 Grasps Difficult / Complex Subject Matter 6 Effective Communication / Project Mgmt 5 Similar Project Experiences 4 Instructional Integrity 3 Experienced Staff 2 Well Defined, Efficient Design Process 1 PI Vendor Selection Criteria

10. Blended Learning Approach PI delivers learning through a wide variety of methods as depicted through the diagram below: PI develops programs and content according to the following tenets: Make it realistic Make it relevant Make it engaging Make it provocative Virtual Training Web-Based Training Instructor-Led Training Interactive Job Aids Customized Solutions Simulations Performance Impact’s Blended Learning Approach

11. PI Learning Approach: The 5-Ds PI utilizes the 5-D approach to developing comprehensive learning solutions that are tailored to meet specific client business and training needs: Deploy Discover Define Design Develop

12. Proprietary Tools and Recognition

13. Module Works Overview ModuleWorks is PI’s proprietary courseware development tool Contains the ability to develop presentations as well as classroom and e-learning modules Produces SCORM compliant e-learning modules Contains classroom simulation and live facilitator debrief functionality Offers 8 interactive assessment types for self-paced learning Newest release contains an upgrade for global localization

14. Awards and Recognition Bersin Research Bulletin recognized the Managing@Merck program as a best-in-class leader for blended learning CLO Learning In Practice Awards recognize industry leaders who demonstrate excellence in the design and delivery of workforce learning and development programs Performance Impact is a Silver Award winner in the Customer Service category. CLO Silver Magellan Award for Managing@Merck program PI Developed comprehensive management program for Merck which is delivered in 23 countries and in 7 languages

15. M@M Overview Managing@Merck is an integrated, experiential program established to develop manager capabilities across the organization Transition & Transformation Shift in mindset, competencies and responsibility Core, Common, & Critical Skills developed are core, common, and critical to business & individual success Integrated & Continuous Learning Utilizes multiple delivery formats to maximize learning

16. M@M Program Structure Managing@Merck is a three-month learning journey that begins and ends in the classroom During the time between classes, Participants are required to complete five e-learning modules and three virtual classrooms Manager/Mentor-guided activities provide the learner the opportunity to engage with high-performing managers Gateway Classroom 1 Day Horizons Classroom 1 Day Virtual Classroom 12 Sessions – 3 Required E-Learning Modules 7 Courses – 5 Required Manager/Mentor Guided Activities

17. Metrics Capabilities

18. Measurement & Results A Fortune 50 pharmaceutical company identified the critical success factors needing to be addressed to boost the annual sales of their “bottom half” Sales Representatives by 13% to 37%. Another major pharmaceutical company’s Sales Managers used our process to help increase their sales goal attainment results by 3% to 35%. A service company identified the factors to help increase its customer retention by 8%. An international subsidiary of a U.S. pharmaceutical company used our process to improve their image in their marketplace. That subsidiary was rated (by a third-party market research firm) as the #1 company in terms of image in their country.

19. PI Metrics Capabilities: M@M Program The purpose of the evaluation was to obtain Self, Manager and Direct Report perceptions on how much select leadership capabilities changed as a result of completing the Managing @ Merck training: *Because the survey asked respondents to assess change from the training, 19 Direct Reports and 2 Participant Managers wrote on their surveys that they were unable to assess change (did not have a reporting relationship before/at the time of training). These respondents were not included in the survey results. 67/96 = 70% 86/103 = 83% Direct Report 40/56 = 71% 42/56 = 75% Manager 41/56 = 73% 41/56 = 73% Self Valid Response Rate* Overall

20. Evaluating Results by Perspective The diagram below is an example of the results by perspective and the amount of meaningful / very meaningful change attendees experienced:

21. Highest Rated Items by Perspective Self I adapt my coaching style (encouraging, participating or directing) to the needs of the employee. (76%) I am better at handling typical coaching challenges. (76%) I take steps to deal with an employee’s poor performance. (76%) Manager My direct report better assesses employees’ strengths and development needs. (68%) My direct report is better able to diagnose what his/her team needs in order to improve. (63%) My direct report uses the Merck performance management process throughout the year to help employees achieve results. (60%) Direct Report My manager is better at providing performance feedback. (69%) My manager considers my motivation, confidence, or skill when providing coaching. (63%) My manager is better at handling typical coaching challenges. (60%)

22. Q&A & Q A