Table of Contents

Vision, Mission, Values 3

Strategy 4

5-Year Strategy Plan 5

A Letter from Erie Executives 6

Industry Analysis 7-9

Products, Regions, & Markets 10-11

Metrics 12

Report of Financials 13-14

Financial Highlight 15

Executive Bios 16

VisionTo give

accessible health

information to

people all around the

worldMissionProvide customers with a high quality and

reliable portable genetic testing device through research

and innovation

ValuesIntegrity | Teamwork| Quality | Innovation | Passion | Honesty

We work together as a unit to create the best genetic testing solutions for our customers

As a firm we are honest in our dealings both with our customers as well as the other firms with which we work

We value the quality of our product as we believe that a quality product is something that we promise to our customers

As a firm, innovation is the competitive edge that keeps us at the forefront of our industry

We care deeply about our product and the people whose lives are made better by it

Teamwork

Quality

Innovation

Passion

Integrity

Honesty We are straightforward with our dealings with those we come in contact with

3

Strategy

Economic of

Logic

Arenas

VehiclesStaging

Differentiators

Staging• Constant updates to

performance products to make sure they have the highest speed and accuracy on the market

• Development of new products every few years to keep perceived age low

• Increased marketing in Europe to gain higher market penetration

Arenas• Performance and budget-based

products• Products are sold in

Americas and Europe• Push performance based

products to be sold first in the market

Vehicles• Direct exportation into the

European market• Create strong Internal Development

through increasing automation and capacity each year

Differentiators• Products will be highest quality

on the market (speed and accuracy)

• Products are priced to create highest customer satisfaction

Economic Logic

• Performance goods have higher margins• Highest customer satisfaction allows us to

charge a higher price for the product• Lower costs from plant automation

4

Strategy

• Focus on keeping our existing products up to date with customer

specifications

• Develop new products that stay on the cutting edge of technology

• Search for ways to further differentiate our offerings from those

of our competitors and gain more market share

• Maintain our status as leaders in the performance sector in the Americas

and Europe

• Create a tiered system of performance products, having

products for the ultra-high end space in the market as well as for those

consumers that don’t require such a high level of technology

For the next 5 years, we as a company have decided that our strategy to provide high performance products in the performance markets in the Americas and Europe will remain the same. In order to do this, over the next five years, we plan to invest in research and development. We also plan to continue to make plant improvements so we can accommodate the increase in demand.In the future, we will continue to serve the performance market in the Americas and Europe. We have discontinued our only budget product, “Eat”, and we don’t plan on entering the budget market again. Within the next five years, we will continue updating our existing performance products and developing new performance products to keep up with demand. We haven’t entered the performance market in Asia, and we don’t plan to in the next five years either. We will also take risk factors into consideration. Risk factors include inflation, trade barriers, saturation in the market, and changes in regulation laws.

Short-term Long-term

Our strategy will remain the same for the next five years since it has

worked thus far:

5

5-Year Strategy

To control the performance goods market in Europe and America through constantly working to develop and release the highest quality medical testing devices on the market

Dear Shareholders,

We have decided that our strategy at Erie is to provide high quality portable genetic testing devices that offer the most precise genetic results and have the highest chance of preventing potential health risks to people across the globe. In our fourth year of operations, we pleased to report that Erie is leading the industry in stock price, sales, and profits as well as having the largest market share in Europe. Some specific steps that we are taking to continue our success during the upcoming year include:

R & D• We are releasing our product, “EBIT” in the European and Americas markets.• We are retiring our performance product, “Echo,” from all markets.

Production• We are cutting back on production of our product “End” in Europe and the Americas due

to the time issues with updating the product to meet consumer expectations.• We are increasing the production of “EBIT” to 1,500 in the Americas and Europe to make

up for the lower production levels of “End.”

Marketing• We are increasing marketing of “EBIT” to $3 million in sales and promotion in both the

Americas and Europe to increase market penetration.• We are maintaining marketing levels of “End” and regional marketing in hopes of reaching

the threshold where “End” will be available to all consumers in Europe and the Americas. We look forward to another exciting year for Erie as a company.

6

Erie Executive Team

A Letter From Erie Executives

Threat of New Entrants

Bargaining Power of Suppliers

Bargaining Power of Buyers

Threat of Substitutes

Rivalry among Existing Firms• Somewhat high in the market in Americas• Somewhat high in the market in Europe• In Americas, our rivals include Andrews, Baldwin, and Digby• In Europe, we are now competing against Andrews, Baker, and Digby

• Products in Performance in Europe, Drogba is a substitute for our product, End• Drogba is priced at 37.40 euros with a 12.6 accuracy and a 12.6 speed• End is priced at 40.98 euros with a 12.3 in both accuracy and speed• In Americas, the threat of substitutes is relatively high due to so many competitors in the market including

Andrews, Baker, and Digby• In Europe, the threat of substitute is relatively high because Andrews, Baker, and Digby are competing against

us in this area

• The Power of Buyers is relatively high in performance in Americas because Andrews, Baker, Erie, and Digby are in the market

• The Power of Buyers is very high in performance in Europe because Andrews, Baker, and Digby are competing against us in the market

• Reduces quality of the input factor or service level delivered• Limits our profit potential by capturing part of the economic value created• Very low because Accounts Payable is $576• Outsourcing for Echo-0, End-0

• In the market in Europe, the threat of entry is low in performance because Chester, and Ferris are threats of entry and relatively low in budget because

• In the Americas, the threat of new entrants relatively low in performance because Ferris and Chester are threats of entry

7

Industry Analysis

Our outsourcing reached its highest point in round 2, as we did not have enough plant capacity to cope with the release of our product “Easy.” The success of “Easy” coupled with issuing more stock and debt in the past two rounds has allowed us to increase plant capacity each year to meet demand, and we now will produce our entire line of products without outsourcing from here out.

8

1 2 3 4 5 6 7 80

500

1000

1500

2000

2500

Industry Outsourcing

ErieIndustry Average

Round

Out

sour

cing

Leve

l

Industry Analysis

Erie is leading the way with the highest overall automation level. Compared to the industry average, it has seen a steady amount of increase per round since the start of round 2. Automation stopped increasing at round 6 and has remained constant at an automation level of 10. Our high automation level allows us to produce our units faster, allowing us to easily meet our demands and outsell our competitors.

Erie’s capacity is well above the industry average. The greatest increase in capacity came between rounds 3 and 4 where capacity increased by 2000. Capacity stopped increasing at round 5 and has remained constant at 5500. We have the highest capacity level and because of that we are able to meet our demand without having to outsource.

9

Round 0

Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Round 7

Round 82.5

3.5

4.5

5.5

6.5

7.5

8.5

9.5

10.5

Automation

Erie

Industry Av-erage

Round 0

Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Round 7

Round 81500200025003000350040004500500055006000

Capacity

Erie

Industry Average

Industry Analysis

• Ferris is the overall leader in the Americas with 40.4% of the total market share and 7.2 million units sold

• Erie is the second place firm with 18.8% of the market share and 3.35 million units in sales.

• This is the most crowded market in this industry with 11 products

10

• Ferris is the overall leader in this market with 32.2% of the total market share with 2.46 million units sold

• We are second place in this market with 30.9% of the market share and 2.37 million units sold.. However, we are the leaders in the performance sector which, with its higher profit margins, enables us to make a substantial profit

• This is the second most entered market with 8 products

Products, Regions, Markets

Americas

Europe

This is a chart that shows the amount in units of Budget and Performance products that Erie has sold in Europe over time. As shown in the graph, we have decided to discontinue our budget products and focus solely on our performance products. We have increased in sales every year for the past three years. We hope to continue to increase our sales with our two performance products and we might add another performance product as well.

11

1 2 3 4 5 6 70

500

1000

1500

2000

2500

Europe

Budget UnitsPerformance Units

Years

Units

This is a chart of the amount in units of Budget products and the Performance Products that Erie has sold in the Americas over time. Over the years we have retired “Eat,” “Easy,” and “Echo.” Retiring these products had led us to a complete exit from the Budget market. We have now been focusing on updating current performance products and developing new performance products. We have just released a new performance product known as ”EBIT," and the release of this product has increased the amount of products sold in the performance market.

1 2 3 4 5 6 7 8 90

5001000150020002500300035004000

Americas

Budget UnitsPerformance Units

Years

Units

Products, Regions, Markets

2015 2016 2017 2018 2019 2020 2021 2022 2023Customer

Satisfaction

Easy Performance- Americas - - 45 44 43 39 32 - -

Easy Performance- Europe - - 34 36 38 27 19 - -

Eat Budget- Americas 11 9 15 10 7 5 - - -

Eat Budget- Europe - 7 10 9 12 6 - - -

Eat Performance-Americas 16 14 5 0 - - - - -

Eat Performance- Europe - 8 3 0 - - - - -

Echo Performance - Americas - - - - - 61 44 39 -

Echo Performance - Europe - - - - - 58 25 42 -

Echo Budget - Europe - - - - - - - 0 -

End Performance - Americas - - - - - - - 69 53

End Performance - Europe - - - - - - - 68 51

EBIT Performance - Americas - - - - - - - - 72

EBIT Performance - Europe - - - - - - - - 72

Market Share

Americas 16.7% 17.1% 21.9% 27.1% 23.2% 26.9% 23.1% 15.7% 18.8%

Europe - 62.6% 72.8% 53.5% 28.2% 24.5% 13.1% 23.5% 30.9%

Stock Price $15.10 $30.36 $55.69 $87.43 $99.17 $114.12 $129.28 $144.03 $161.43

Profit $2,748 $9,028 $18,713 $30,719 $26,293 $36,865 $37,980 $43,400 $47,030

Market ShareWe believe that market share is an important metric because it reflects our control of the market. Our vision is to provide accessible health information to people around the world. In order to achieve this vision we have to have control of the market.

Stock PriceWe are measuring the importance of stock price because stock price usually is an indication of the strength and health of a company. We want our investors to be happy as well as.

ProfitWe believe profit is an important measure as well because high gross profit usually indicates that the company is in good financial health. We want to pay attention to these numbers over time to ensure that we continue to maintain financial stability.

12

Customer SatisfactionWe believe customer satisfaction is an important metric because as a company, we strive to meet and exceed customer’s expectations. In order to be successful in the performance market, we need to ensure that customers are satisfied with our product. Guaranteeing satisfaction means updating speed and accuracy, and adjusting prices to fall within the customer’s expectations.

Metrics

13

Report of Financials

14

Report of Financials

15

2015 2016 2017 2018 2019 2020 2021 2022 2023

Profit $2,748 $9,028 $18,713 $30,719 $26,293 $36,865 $37,980 $43,400 $47,030

Stock Price

$15.10 $30.36 $55.69 $87.43 $99.17 $114.12 $129.28 $144.03 $161.43

2015 2016 2017 2018 2019 2020 2021 2022 20230

20

40

60

80

100

120

140

160

180

Stock Price

Profit

Years

Dolla

rs

Financial Highlights

　

　 　 　　 　

Tyra is a 3rd year at the University of Georgia and will graduate in May 2017 with a degree in

Marketing, Management, and a minor in Spanish. She would like to be an assistant brand manager in

the consumer packaged goods industry.

William is a 4th year majoring in Management & Real Estate. He is from Canton, Georgia and wants to build a career in Real Estate after graduation, particularly in the rental housing and

apartment side of the market.

Zachary is a 4th year at the University of Georgia majoring in

Management. He is from Snellville, Georgia and he hopes to start his

own firm after graduation.

Grace is a 4th year at the University of Georgia and will graduate in

December 2015 with a degree in Management. Grace would like to work as a Project Manager after

she graduates.

William is a 3rd year at the University of Georgia and will graduate in May 2017

with degrees in Marketing, International Business and a minor in French. He would like to work for the marketing department

of a professional soccer club after graduation.

Zach is from Newnan, Georgia and is currently a senior at the University of

Georgia majoring in Management. He is graduating in December of 2015. Zach

wants to ultimately run his own business one day.

Chief Executive

Officer

Chief Financial

Officer

Chief Marketing

Officer

Chief Strategy Officer

Chief Production

Officer

Chief Research

Officer

16

Executive Bios

• Provide contact information for key personnel from your company.

• Provide e-mail and Web site information, if appropriate.