Momentex LLC Plan de Negocios

Resumen Ejecutivo
Imagnese ... usted ha estado conduciendo por una carretera de peaje, y que tienen sed. Al
acercarse a un rea de servicio, se tiene en cuenta parar para una bebida. Sin embargo,
cuando se piensa en el momento de salir de la autopista se sumar a su viaje, usted decide
renunciar el desvo de 10 minutos y para seguir conduciendo, sed insaciable. ... Como usted
paga su peaje, te das cuenta de que usted tiene la opcin de utilizar el servicio de Gulp y
GOSM comprar una bebida fra, pagar por la bebida y el nmero de vctimas, al mismo tiempo,
y lo han dispensado a usted a la derecha en la peaje. Usted tiene su dinero en la mano, y las
bebidas mira refrescante. Basta pensar .. compraras? Momentex ha identificado una
importante oportunidad de mercado y ha desarrollado un nuevo servicio diseado para capturar
este mercado como la primera empresa de mudanzas. El mercado tiene un enorme potencial
global ... incluso con slo el 10 por ciento de los usuarios de las autopistas estadounidenses
compran una bebida, oportunidades de ingresos anuales son ms de $ 600 millones. Gulp y
GOSM, un servicio Momentex, ofrece pedido automatizado bebida, la facturacin y la entrega
en las cabinas de peaje y otros lugares donde un conductor ya ha emprendido en una
transaccin monetaria. Este sistema de distribucin de bebidas de alta tecnologa adapta las
tecnologas existentes para satisfacer las necesidades (comodidad, rapidez, seguridad,
capacidad, y la interfaz de software) de los operadores y conductores de autopistas de peaje.
Momentex supervisa las operaciones de comercio minorista controlador de interfaz mientras
que la externalizacin de algunas funciones, como la recarga del dispensador. Momentex
proporciona relaciones pblicas y servicios de marketing para facilitar la adopcin de Gulp & Go
y aumentar las tasas de uso, servicio integral al cliente, lo que crea un bucle de
retroalimentacin para asegurar el uso continuo, y la integracin de sistemas, para disear el
proceso de servicio. La siguiente tabla resume el paquete de servicios Gulp & Go. (1)
Momentex desarrolla y gestiona el sistema de bebidas peaje, trabajando con los operadores de
autopistas de peaje y los integradores de sistemas (2) contratos Momentex con un servicio de
datos inalmbrico de auditora remota y control de inventario (3) Momentex analiza los datos
recibidos a travs de Internet y transmite informacin para gestin de bebidas (4) Momentex
supervisa la gestin del mercado de bebidas proceso Potencial externalizada. En una
estimacin ms conservadora, con base en una tasa de compra de un 2%, una bebida puede
fijar un precio de $ 1.25, y las transacciones de peaje estadounidenses anuales 4250000000,
los ingresos anuales se estima en $ 128 millones 1. Compra tarifa por peaje con servicio Gulp
& Go
Serviceavailability%oftotaltollboothsAnnualRevenuePotential($MM)40%$128$255$510$765$1,
02030%$96$191$383$574$76520%$64$128$255$383$51010%$32$64$128$191$2555%$16$
32$64$96$1285%10%20%30%40%1
Gulp & Go Potencial. Adems de la participacin en el mercado estadounidense Momentex
captura como un primer motor, existe un gran potencial de expansin internacional, as como
las oportunidades de ingresos adicionales a partir de la publicidad en los dispensadores y
contratos exclusivos con empresas de bebidas que pueden atraer una "derechos-fees".

Momentex tambin anticipa que su sistema de distribucin propietaria proporcionar una

plataforma para otras oportunidades de comercio minorista controlador de interfaz, como en la
gasolinera o en el garaje. La rentabilidad y flujo de caja atractiva. Con mrgenes brutos
atractivos y volumen significativo, Momentex asegurar una alta rentabilidad, reduciendo al
mnimo los costos de operacin a travs de la externalizacin de actividades no centrales.
Como las carreteras de peaje operan continuamente y proporcionan un flujo constante de los
conductores, Momentex anticipa que su modelo de negocio Gulp & Go ofrecer flujos de
efectivo altos y consistentes. Momentex anticipa un crecimiento de ingresos anual de 342% (de
6 aos CAGR) y un EBITDA tras ao 6 de 39.300.000 dlares. Estado de Resultados Ingresos
Beverage Comisiones por Ventas y Ventas Impuesto Total Ingresos Gastos Gastos Gastos
Materias Primas operativos Investigacin y Desarrollo de las utilidades operativas Impuestos
Beneficio Neto 1.999 50.465 (11.102) 39.363 12.112 374.939 469.500 854.051 (814.688)
276.994 (537.694) 2.000 3.095.518 (681.014) 2.414.504 742.924 4,534,601 400,000 5,677,526
(3,263,022) 1,109,427 (2,153,594) 2001 26909900 (5.920.178) 20.989.722 6.458.376
8.939.114 400.000 15.797.490 5.192.231 (1.765.359) 3.426.873 2.002 69.860.379 (15.369.283)
54.491.095 16.300.755 9.297.322 400.000 25.998.078 28.493.018 (9.687.626) 18.805.392
77.491.282 2003 (17.048.082) 60.443.200 18.081.299 8.041.672 400.000 26.522.971
33.920.229 (11.532.878) 22.387.351 2004 85.517.164 (18.813.776) 66.703.388 19.954.005
8.417.283 400.000 28.771.288 37.932.100 (12.896.914) 25.035.186 Tendencias. Momentex ha
diseado su servicio Gulp & Go capitalizar tres tendencias principales: (1) los conductores
estn cada vez ms dispuestos a utilizar los servicios que proporcionan un mayor nivel de
comodidad; (2) como operadores de autopistas de peaje se hacen ms lucrativa de mente y
menos burocrtica, que estn buscando nuevas oportunidades de negocio que tanto aumentar
sus ganancias y mejorar la satisfaccin del cliente; y (3) la intensa competencia entre las
empresas de bebidas ha llevado a estas empresas para colocar una importancia creciente en el
impulso (una sola porcin) los canales de distribucin. Valor a los clientes. Gulp & Go es
atractivo para los conductores, operadores de autopistas, y las empresas de bebidas. Valoran
Drivers Gulp & Go de conveniencia y atributos que permiten ahorrar tiempo. Gulp & Go permite
a los operadores de autopistas de peaje para aumentar la rentabilidad y la satisfaccin del
cliente. Momentex espera que las empresas de bebidas para dar la bienvenida la oportunidad
de aumentar las ventas y obtener acceso a los clientes sin tener que desarrollar los
conocimientos internos de los sistemas de peaje. Estrategia Venture.
Momentex primero proteger un sitio de demostracin en una carretera de peaje ms pequeo y
luego lanzar el servicio Gulp & Go en lugares peaje comercialmente atractivas en todo Estados
Unidos.
En el mediano plazo, Momentex ampliar sus servicios mediante el desarrollo de otras
plataformas Gulp & Go y ampliar su gama de productos ms all de las bebidas.
Objetivos a largo plazo de Momentex son desarrollar oportunidades de controlador interfaz
minoristas adicionales mediante la anticipacin de la llegada de las distintas tecnologas
inalmbricas.

Equipo de Gestin. El equipo Momentex formado por profesionales con experiencia en

asesora financiera, estrategia, desarrollo de negocios, gestin de procesos de servicio, y las
industrias de transporte. 2
Melissa Chadwick --Como presidente y director financiero, Sra. Chadwick se centra en el
desarrollo de negocios, financiamiento y comercializacin. Ella tiene varios aos de experiencia
en finanzas corporativas y asesora financiera y un MBA de The Wharton School. Zafar Khan Como consejero delegado, el Sr. Khan se centra en el desarrollo de negocios y operaciones.
Cuenta con varios aos de estrategia, asuntos pblicos y experiencia en la industria y un MBA
de The Wharton School. David Smith -Como Director de Operaciones, el Sr. Smith est
participando activamente en el desarrollo de hardware prototipo y optimizar el proceso de
servicio. Cuenta con varios aos de estrategia y gestin de procesos de experiencia y se
graduar en 1999 con un MBA de The Wharton School. Paul Glaab -Como Director de
Desarrollo de Canales, el Sr. Glaab ser responsable del desarrollo de la estrategia poltica y la
obtencin de puntos de apoyo dentro de las agencias de peaje. l tiene 30 aos de experiencia
trabajando en el desarrollo de canales y asuntos gubernamentales de la California DOT, una
agencia de autopistas de California, y la asociacin de autopistas internacional (IBTTA).
(Contrato en negociacin). Adems, Momentex ha establecido una red de expertos que
aconsejan en reas tales como (1) la entrega del producto automatizado, (2) el desarrollo e
integracin de sistemas, (3) la iniciativa empresarial, (5) el modelado de trfico, y ( 6) dinmica
de la industria de peaje. Necesidades de financiamiento. Momentex ha comenzado
negociaciones preliminares para un sitio de demostracin con dos autopistas privadas, el
Dulles Greenway (ubicado en Virginia) y Agencias de Transporte del Corredor (ubicadas en
California). Para lograr la aprobacin de un sitio de demostracin, Momentex anticipa que una
manifestacin fsica de hardware prototipo ser necesario y busca capital para financiar los
gastos de investigacin y desarrollo vinculados con la operacin piloto de prototipos y
subsiguiente. Inversin Requerida y uso del capital. Momentex busca un compromiso de $ 2
millones para financiar hardware prototipo y desarrollo de software, integracin de sistemas,
marketing educativo, los gastos operativos y los gastos legales para un sitio de demostracin y
operacin piloto. Esta inversin posicionar la compaa para lanzar operaciones de las
principales carreteras de peaje. Estrategia de retirada. Momentex planea hacer crecer el
negocio hasta que sea bien recibido por los mercados pblicos, a continuacin, utilizar una
oferta pblica inicial como una salida. Una segunda oportunidad de salida es a travs de los
compradores estratgicos como bebidas o servicios de peaje empresas. Sede. 34 Lee Street,
Cambridge, MA 02139. Telfono: 877.868.4857. Gulp y GOSM Highlights fuerte potencial , de
mercado sin explotar enorme Financiera --4.25 millones de potenciales oportunidades de
compra en los Estados Unidos El margen bruto de alta, alto volumen Operaciones
escalables --nationally, internacionalmente Alta, flujos de caja predecible potencial --revenue
de 600 dlares millones en el 10% tasa de xito flujos de ingresos adicionales de publicidad y
"honorarios de los derechos" negocio IPOable basado en empresas pblicas comparables de
alta rentabilidad de la inversin flujo de ingresos Temprana Baja inversin de capital de 3
Alta salida potenciales mltiplos --value voluntad "salto" despus Momentex logra hitos
operacionales (conseguir contratos, prueba de concepto, el inicio de operaciones). Bajos costos
de marketing

 Alta visibilidad y exposicin a dirigirse a los clientes las 24 horas / da, 7 das por semana
base de clientes cautiva
mtodo
Bajo costo de crear --Momentex reconocimiento de marca es esencialmente la compra de
acceso a los clientes de las carreteras de peaje, dando las carreteras un porcentaje de los
ingresos. Estructura de la comisin propuesta por Momentex se basa en la cantidad de
compras, y no en la exposicin total del conductor. Aspectos Servicionico
Proceso de servicioy hardware especializado est pendiente de patente
Captura una nueva pieza de punto de venta al por menor de bienes races con el flujo de
clientes garantizada
Establece un nuevo canal de distribucin --potential vender e introducir otros productos
Cumple un consumidor bsico necesitar -Mejora la satisfaccin del cliente y la experiencia de
conduccin
Esencial pero las funciones que no agregan valor pueden ser subcontratados atractiva
oportunidad de inversin
modelo de negocio viable --tangible, nueva integracin de la tecnologa off-the-shelf
Bajo riesgo, alto potencial de crecimiento a largo plazo con contratos -una vez operaciones
son probados y adoptaron
negocio de alta visibilidad
Nuevos usos conceptuales --rewarding
Usos de capital
Asegurar el compromiso de los ejecutivos de autopistas
Negociaciones con mltiples partes
Hardware y software de desarrollo
Desarrollar y sitio de demostracin de pruebas
Demostrar trfico insignificante impacto
Desarrollar y probar las operaciones piloto early adopter
Educar a los conductores sobre el servicio
1 Transaccin estimacin Sistemas Inteligentes de Transporte 1998 de la empresa Introduccin
Momentex LLC fue fundada para aprovechar las oportunidades de comercio minorista mediante
la creacin de nuevos canales de distribucin que permiten la venta de artculos de bebidas,
refrigerios y entretenimiento a un pblico previamente servido bajo-: los conductores de
automviles. Momentex es una empresa de marketing y el servicio que se esfuerza por ofrecer
ltimo Conveniencesm para los conductores. Momentex logra este objetivo mediante la
comprensin de las necesidades del cliente, la identificacin y la creacin de nuevos canales
de distribucin orientada de conveniencia, y por lo tanto, el avance de la evolucin de los
servicios de controladores. El primer canal que Momentex ha desarrollado para el conductor de
la interfaz comercio minorista est en las cabinas de peaje, bajo la marca "Gulp & Go". 4
Gulp & Go. Servicio piedra angular de Momentex, Gulp y GoSM, permite a los conductores a
comprar bebidas enlatadas en lugares donde el conductor ya ha emprendido en una
transaccin monetaria, tales como el pago de un peaje. Momentex anticipa Gulp & Go

proporcionarn una plataforma bsica para la venta al por menor conductor-interfaz y

significativas oportunidades adicionales se derivarn de este modelo de negocio.

Beneficios de inversin.
El negocio Gulp & Go proporcionar apreciacin valor significativo para los accionistas.
mercado sin explotar ofrece Gulp & Go con grandes perspectivas de crecimiento;
Caractersticas de Conveniencia y compra de impulso promueven oportunidades de alto
margen
flujo de trfico continuo, de gran volumen en el peaje carreteras proporcionan fuertes
caractersticas de generacin de efectivo;
Las posiciones de diseo de proyectos de inversin de capital bajo para un alto retorno de la
inversin;
Los "honorarios" derechos de distribucin exclusiva y selectiva oportunidades de publicidad
aumentan el alza de los ingresos. Estrategia y objetivos. Momentex se esfuerza por ser el
primero en el mercado con su servicio bsico Gulp & Go, controlar el espacio al por menor en
el punto de venta en el peaje, y aprovechar las relaciones existentes para facilitar un rollo
servicio nacional fuera. En el corto plazo, Momentex lanzar servicio Gulp & Go en el mercado
atractivos lugares de autopistas en todo Estados Unidos. En el mediano plazo, Momentex
ampliar su gama de servicios mediante el desarrollo de otras plataformas para su servicio de
Gulp & Go, como en la gasolinera y garaje. Adems, Momentex buscar desarrollar an ms
su relacin con los proveedores de bebidas y ampliar su gama de productos ms all de las
bebidas. Objetivos a largo plazo de Momentex son desarrollar oportunidades de controlador
interfaz minoristas adicionales mediante la anticipacin de la llegada de las tecnologas
inalmbricas innovadoras. Origen e Historia El Gulp & Go concepto fue concebido por Zafar
Khan, director general, en 1996 mientras conduca desde Washington, DC a Filadelfia, se
apresuraron a hacer una clase de las 9:00 am en The Wharton School. Hambrientos y
sedientos, sin tiempo para tomarse un refresco, Khan se detuvo en una plaza de peaje en la
Ruta 95. Durante la parada en el peaje a pagar el peaje, cartera en mano, Khan pens, "no
sera genial si pudiera conseguir mis refrescos aqu ... sin retardo de tiempo. " Despus de
describir el escenario a sus compaeros y amigos familiarizadas con los viajes por carretera en
el noreste, cada uno pareca comentario, "si Gulp & Go estaba all, claro, yo lo uso todo el
tiempo!" La gente hablaba de la compra de impulso, la compra por aburrimiento, la planificacin
anticipada para comprar en el peaje ... "definitivamente me conseguira al menos una vez ...
posiblemente muchas veces en un solo viaje." 2 Khan estaba convencido de que haba un
segmento de conductores que valorara este servicio ... pero que las autopistas aceptar esta
innovacin? Wharton compaeros de clase Zafar Khan y Melissa Chadwick queran probar la
reputacin burocrtica de los altos ejecutivos de las principales carreteras de peaje. Para lograr
esto, decidieron emprender un, 5.000 millas de un mes "road show" de Massachusetts a Florida
y tan al oeste como Iowa ... con un puntal clave, una, cartn y madera de balsa modelo hecho a
mano , que representa el servicio Gulp & Go en una plaza de peaje. La respuesta fue
energizante ... "Me gusta mucho el concepto. Es tan claro, sin embargo, nadie ha considerado
que es ... Me imagino en el futuro que va a estar en todas partes y nadie lo pensara dos veces
antes de usarlo, "exclam Bill Thorp, director de Finanzas de la Florida Turnpike. "Es un 'pan
comido' -alta potencial de volumen ... y podra integrar a la derecha en nuestro sistema de

peaje electrnico," Leonard Fornier, un director en el Massachusetts Turnpike afirm despus

de caminar a travs de una plaza de peaje previendo Gulp & Go en su lugar. Khan y Chadwick
pudieron ver la demanda de los conductores y la aceptacin por parte de las carreteras de
peaje ... pero era posible construirlo? Al final del ao 1998, se determin que el servicio Gulp &
Go podra instalarse con xito en el peaje y se haba incorporado la empresa, las operaciones
de refinado y automatizado el proceso de servicio, diseos de hardware desarrollados, y
protegida la propiedad intelectual clave. Actualmente, el equipo est trabajando con David
Smith, un MBA de Wharton, para revisar el plan de negocios para las oportunidades de
financiacin, las operaciones de preparacin para 5
programas piloto, y prepararse para las negociaciones de la alianza. Hasta la fecha, Chadwick
y Khan han auto-financiado el negocio. Estado actual Momentex est desarrollando un
prototipo de trabajo y busca capital para financiar los gastos de investigacin y desarrollo
relacionados con el funcionamiento del prototipo y piloto. Momentex LLC ha presentado en el
estado de Massachusetts como una sociedad de responsabilidad limitada (LLC) y su ao fiscal
est basado en el ao calendario. Sede se encuentran en 34 Lee Street, Cambridge, MA 02139
(877-868-4857). 2 grupos de enfoque, graduados de Wharton, 1998 Descripcin del Servicio
Imagnese ... usted ha estado conduciendo por una carretera de peaje, y que tienen sed,
medida que se acerca un rea servir, considere la posibilidad de parar para una bebida. Sin
embargo, cuando se piensa en el momento de salir de la autopista se sumar a su viaje, usted
decide renunciar el desvo de 10 minutos y para seguir conduciendo, sed insaciable. ... Como
usted paga su peaje, te das cuenta de que usted tiene la opcin de utilizar el servicio de Gulp y
GOSM comprar una bebida fra, pagar por la bebida y el nmero de vctimas, al mismo tiempo,
y lo han dispensado a usted a la derecha en la peaje, Usted tiene su dinero en la mano, y las
bebidas mira refrescante. Basta pensar ... qu comprar? Caractersticas Momentex trae
servicio Gulp & Go a los conductores y operadores de autopistas, proporcionando experiencia
en actividades comerciales que son clave para una implementacin exitosa, mientras que la
externalizacin de funciones no esenciales que no son competencias bsicas. Momentex cree
que actualmente posee o puede desarrollar las seis competencias bsicas fundamentales para
su xito.
KeyBusinessActivitiesUnderstanddrivers'needs&designservicestomeetcriterianeedsSecureexclu
siverighttosellonlocationandmanagesuppliersanddeliverymethodsOverseedevelopmentandimple
mentationofautomatedservicesdriverneeds&trendsOverseeintegrationintoelectronicandtraditiona
lpaymentsystemsmanagement,marketing&brandingOptimizetrafficflowthroughservicedesignand
computersimulationSupervisesystemsmaintenanceandbeveragemanagementDesignprogramsto
educatedriversandinstitutionalizeserviceMarketservicetotimesensitivedriverstoincreasepurchaseratesTrainandmotivatesitestaffwhointerfacewiththesystemCo
reCompetenciesIdentifyingemergingdriver/customerPinpointingnewdistributionchannelsDesignin
gservicestocapitalizeuponCreatingvaluethroughdataDesigningoptimalsystemsintegrationNegotia
tingandstructuringalliancesService Descripcin 6
servicio Gulp & Go Momentex ofrece comodidad del conductor, permitiendo a los conductores a
comprar y recibir inmediatamente los elementos, a travs de un proceso automatizado, en los
lugares en los que ya estn obligados a detener -tollbooths. Puntos de presencia. Momentex
dirige a las plazas de peaje de servicio completo dentro de los 35 estados que operan las

carreteras de peaje. Momentex utiliza modelos de simulacin de trfico y datos de

controladores para seleccionar las plazas ms adecuadas basadas en la demografa, el
volumen de la plaza, y la congestin del trfico. Oferta de productos. Momentex ofrecer
bebidas enlatadas. Como un proceso simple decisin es importante para evitar interrupciones
en el flujo de trfico de tres a cinco selecciones de bebidas estarn disponibles e incluirn una
cola y una cola de la dieta. Precio del producto. Estudio de mercado indica que los conductores
estn dispuestos a pagar una prima por la conveniencia de Gulp & Go. Momentex anticipa al
menos una prima de precio 25-90% sobre el precio de tienda de conveniencia bebida habitual
(un 0,80 dlar lata de refresco podra vender por $ 1.00 a $ 1.50). Ordenando bebidas. Los
conductores seleccionan sus bebidas en la mesa de recaudacin de peaje a travs de un
diseo ergonmico, interfaz de pedido de fcil utilizacin.
Pago. El pago se produce al mismo tiempo que los conductores pagan sus peajes. Momentex
ha desarrollado el servicio de incorporar telepeaje (ETC) de sistemas, proporcionando de este
modo no slo pago en efectivo al recaudador de impuestos, sino tambin el pago electrnico a
travs de transpondedor ETC. Entrega de Bebidas. Drivers alcanzar sus bebidas ordenadas en
un dispensador de Gulp & Go, que se encuentra a dos autos de distancia ms all de la
estacin de peaje. Momentex ha diseado el dispensador de bebidas con un brazo de
transporte especializado para facilitar la recuperacin rpida y acomodar mltiples bebidas.
GRADO DE DESARROLLO.
Momentex ha patentado el proceso de mecanismo de entrega de productos y servicios,
desarroll el plan de ejecucin de la integracin y el software, y ha comenzado negociaciones
preliminares para un sitio de demostracin con dos autopistas privadas, el Dulles Greenway
(ubicado en Virginia) y Transportes Agencias de Corredor (que se encuentra en California).
Para lograr la aprobacin de un sitio de demostracin, Momentex est llevando a cabo
operaciones de investigacin de mercado y refinacin adicionales. En marcha Concepcin
Prueba. El equipo Momentex ha llevado a cabo grupos de enfoque, encuestas y entrevistas
extensas, cuestionando los interesados a todos los niveles dentro de todos los sectores
industriales relacionados con su negocio. La siguiente tabla identifica el alcance de las
discusiones que influyeron en reas tales como la mquina y proceso de diseo, estructura de
modelo de negocio, la planificacin de la negociacin, la estrategia de marketing, la evaluacin
de la rentabilidad y viabilidad. En general, se celebraron varios niveles y rondas de entrevistas
y reuniones cara a cara con cada uno de los siguientes grupos. Las entrevistas de investigacin
y Concepcin Prueba Toll Road Operaciones Transp. Corredor (CA) Sistemas de Control
Verstil Dulles Greenway Tcnica Ciencias Aplicadas MA Turnpike Ergonoma Consultor
Orlando-Orange TransCore Acadmicos / Wharton Poltico Facultad MIT Facultad Wharton
SBDC MA altavoz Bebidas / Dist. Los conductores de autopistas de peaje de transporte
inteligentes. Coca Cola Encuesta de Usuario (100) Texas Instruments Pepsi MA conductor
Entrevistas (30) Transp inteligente. de Am Virgin Cola CA Conductor Entrevistas (15) WayneDresser Cadbury PA conductor Entrevistas Amtech Systems 7
Gnty FL Turnpike NH NJ Turnpike Turnpike NY Thruway KS Turnpike IL autopista de peaje AP
Turnpike Dulles Toll Road TrMi Lockheed Martin IMS SAWNET pico interactivo del Ciclo de

Wada metal de Amrica ProModel / Simtech Prisma Mtodos Cuantitativos MA Casa Starbucks
MA Senado Wittern Grupo Comits Transp MA VendSource me BTTA -Comercio Assoc.
Cantina expendedora Industria Jubilados Real Mason & Martin Dixie Narco Cesari y McKenna
Sevamco Peck & Associates Crane (50) Grupos de enfoque (2) Sentinel ID MIT Transporte Ing.
Continua Operaciones refinamiento. Dado que el sistema Gulp & Go integra componentes de
hardware y software existentes, Momentex trabaja para adaptar el diseo de procesos de
servicio a las infraestructuras especficas de autopistas. Programa Piloto. Momentex ha
trabajado con expertos de la industria de peaje, consultores de negocios, empresas de
mquinas expendedoras, abogados e ingenieros para crear un plan piloto de implementacin
detallado para una serie de carreteras de peaje que han expresado un inters en una operacin
piloto Gulp & Go. El Dulles Greenway, por ejemplo, ha ofrecido los datos de operaciones y ha
colocado Momentex en contacto con su integrador de sistemas. La Compaa tiene pedido
prototipo y dispensacin diseos de hardware y del sistema para facturacin automatizada
empujones en las transacciones electrnicas actuales. Consulte el hardware, software y
diseos de integracin en el apndice.
Posicin Propia y Barreras para entrada
Momentex ha diseado su modelo de negocio para crear barreras a la entrada de la
competencia potencial y proporcionar Momentex con una ventaja competitiva. Amplitud de
conocimientos y relaciones. Momentex ha pasado 18 meses la construccin de su
conocimiento de los sistemas de peaje, las necesidades del conductor y de distribucin de
bebidas. Para aprovechar estos conocimientos, Momentex ha formado una red de asesores
que tienen amplia experiencia en estas reas clave y brindan la capacidad para desarrollar y
asegurar una operacin piloto y eventual despliegue. Adems, la gestin Momentex ha
introducido la plataforma de servicios Gulp & Go a numerosas carreteras de peaje y ha
comenzado a forjar relaciones con estos grupos y los polticos que sern fundamentales para el
despliegue nacional de la plataforma Gulp & Go. Tiempo y Costo de Desarrollo. Los costos
para entrar en el mercado de destino incluyen tiempo y gastos para disear, desarrollar y
fabricar el dispensador Gulp & Go y construir la infraestructura de servicios (instalacin,
mantenimiento y gestin de inventario). Una empresa que entra en el mercado debe incurrir en
esta inversin antes de experimentar los ingresos del proyecto. Complicado, Productos
Integrada. Momentex cree que las grandes compaas de bebidas seran los participantes en el
mercado ms probables. Sin embargo, para poner en prctica el modelo de negocio Gulp & Go,
se necesita experiencia fuera de produccin de la bebida tradicional, distribucin y
comercializacin. Con la automatizacin y la integracin en clave de los sistemas de peaje a
una ejecucin exitosa, las empresas de bebidas veran este servicio de alta tecnologa como
fuera de su mbito de negocio. Ventaja competitiva. El servicio Gulp & Go crea un nuevo
recurso escaso con valor econmico mediante la creacin de un nuevo canal de distribucin
para aprovechar una base de clientes cautivos y los bienes inmuebles existentes en la plaza de
peaje.

Una vez Momentex instala la plataforma de servicios Gulp & Go en una cabina de peaje,
Momentex bloquea el recursos y previene eficazmente la competencia debido a que las
limitaciones de espacio hacen que la introduccin de un servicio competidor poco prctico.
A medida que el desarrollador del modelo de negocio Gulp & Go, Momentex planea aprovechar
esta primera toma la delantera y la negociacin con las autoridades del peaje para garantizar
los derechos exclusivos de productos al por menor en los puntos de conductor-interface.
Barreras legales. Dada la competencia prevista, la compaa ha creado barreras legales y
contractuales a la entrada. Momentex ha diseado la plataforma de servicios Gulp & Go ser
automatizado utilizando un proceso patentado. La plataforma est protegida a travs de una
serie de patentes y marcas de servicio de 1) el ordenamiento nico y el proceso de suministro
de bebida eficiente, 2) la interfaz nica entrega del producto, 3) la integracin automatizada en
peaje y sistemas de pago electrnico, y 4) obra que mejora el concepto y crea una marca. Las
marcas de servicio incluyen "Gulp & Go" y "Lo ltimo en comodidad" y dominios de Internet
incluyen Momentex.com, GulpandGo.com y GulpNGo.com. Mercado y Estrategia de Marketing
Descripcin del servicio de mercado El Gulp & Go crea un nuevo punto de contacto entre el
sector de autopistas y la industria de bebidas. Gulp & Go ofrece estas industrias maduras en
una nueva fuente de ingresos. Toll Industria Road. Autopistas, aunque gobernada
principalmente por organizaciones estatales, se gestionan como empresas privadas
responsables de la explotacin de las autopistas y generar suficientes ingresos de peaje para
cubrir sus costos de operaciones y servicio de la deuda. Contratistas de peaje, como el lder del
mercado TransCore, instalar nuevas estaciones de peaje y los nuevos sistemas como el ETC y
deben una oferta competitiva para los nuevos proyectos. Servicio concesionarios plaza, como
lder en el mercado de Host Marriott Services, suelen tener contratos a largo plazo para dar
servicio a la totalidad o parte de una autopista de peaje con los servicios fuera de la carretera.
Por lo general, los concesionarios pagan comisiones a autopistas que van desde 10% a 15%
de los ingresos. Momentex mide el mercado para el servicio Gulp & Go en el nmero de
transacciones de peaje, lo que refleja las oportunidades de compra de conductor. El nmero de
cabinas de peaje representa el mercado de punto de venta de bienes races para el servicio
Gulp & Go.
StateTollsAnnualTransactionsPlazasTollboothsTransactions/BoothMajorTollOperatorsNYTollRo
ads787,000,000877902729NYThruway,MTANJTollRoads772,000,000777112975Turnpike,High
way,Transport.Auth.ILTollRoads626,000,000604503811HighwayAuthorityFloridaTollRoads500,
000,000553304151Turnpike,ExpresswayAuth.TexasTollRoads230,000,000451603938NorthDall
as,HarrisCountyCaliforniaTollRoads186,000,000351633126CalTrans,TCAMATollRoads170,000
,000171203881TurnpikeAuthorityPATollRoads140,000,000181083551TurnpikeAuthorityNYNJBridges/Tunnels114,000,0008774056PortAuthorityNY&NJTotalMajors3,525,000,0004022,90
93320Others725,000,000806003311VA,OK,ORMD,ME,other(est.)Total4,250,000,0004823,509
3,318UnitedStates(excludesint'lbridges)Source: IBTTA; Telepeaje y gestin del trfico Nota:
"Las transacciones por Booth reflejan promedio diario de la Industria de Bebidas. La industria
de bebidas de Estados Unidos, la distribucin de 230 mil millones can-equivalentes de refresco
al ao, es intensamente competitivo y est dominado por las empresas Coca-Cola Company y
PepsiCo3 bebidas tpicamente se centran en la creacin, produccin y distribucin de los

jarabes de bebidas, los concentrados y bases de bebidas y el edificio marketing / marca de

bebidas. Embotelladores toman el concentrado sabor, se mezcla con 9
edulcorante y agua, botella de los lquidos, y luego distribuirla a los minoristas o para sus
propias mquinas expendedoras. Debido a la importancia de la distribucin, las empresas de
bebidas tpicamente poseen participaciones en el capital de las embotelladoras principales y
tambin pagan "comisiones de derechos", para el acceso exclusivo a clientes cautivos, a los
que controlan ciertos canales de distribucin de claves.
Potencial de mercado
Con 3.500 puestos de peaje en 35 estados y ms de 4 mil millones de transacciones de peaje
al ao, los Estados Unidos ofrece un importante potencial de mercado. A nivel internacional,
otros 5 mil millones de transacciones de peaje se llevan a cabo anualmente en 9.500 puestos
de peaje internacionales, lo que proporciona otra va para crecimiento sustancial.
Con una tasa de uso cerca de 10%, el potencial total de ingresos anuales para el servicio Gulp
& Go en las autopistas se estima en ms la mitad de mil millones de dlares. En una
estimacin ms conservadora, con una tasa de utilizacin del 2% y un precio de $ 1.25 por
bebida, el potencial de ingresos anual se estima en $ 128 million5,6. Una tasa de uso del 2%
refleja dos cabinas de peaje en una plaza de diez stand que ofrecen servicio de Gulp & Go, y
uno de cada diez conductores que se auto-selecciona estos carriles Gulp & Go peaje compran.
Los proyectos piloto proporcionarn un mejor conocimiento de la tasa de adopcin de los
consumidores y el precio de sensibilidad real. Momentex espera que las tasas de uso para
aumentar la comodidad del conductor como de los servicios aumenta con el tiempo.
EstimateofMarketPotentialCalculationNotesTollTransactionsTotaltolltransactions(35statesinU.S.
)4.25billionSource:ElectronicTrafficManagementofITSTollbooths(US)3,509Source:IBTTA1996,E
T`TMAveragedailytolltransactionsperbooth3,318CalculationnotevariationexistsbylocationanddayofweekGulp&GoTransactionsPurchaseratepertollboothwith
Gulp&Goservice10%Estimateof1in10carsselfselectingaGulp&GolanepurchaseGulp&Godailytransactionsperboothwithservice332CalculationS
erviceavailability(%oftotaltollbooths)20%Estimateof2tollboothswithGulp&Goserviceper10lanepla
zaServiceavailability(4oftotaltollbooths)702CalculationGulp&Goannualtransactionestimate(US)8
5,000,000Calculationreflectinga2%hitratepertotaltolltransactionsRevenueDriversPurchasespertr
ansaction1.2Estimateof1in5buyerspurchasing2drinksPriceperbeverage$1.25Pricepremiumforco
nvenienceRevenueandProfitTotalannualrevenue$127,500,000CalculationExpectedgrossprofitm
argin60%Estimate:20%tobottlerforgoods,15%totollroad,5%forrefillingGrossprofitpotential$76,50
0,000CalculationGrowth Motores de crecimiento de la empresa. Momentex crecer sus
ingresos por (1) el aumento de las tasas de uso y (2) el aumento de puntos de servicio.
Momentex se centrar primero en un esfuerzo de ventas para penetrar en el mercado de peaje
mediante la maximizacin de lugares que alojan el servicio, seguido de una campaa de
marketing para aumentar las tasas de compra por peaje. Para lograr penetracin en el
mercado, Momentex debe demostrar las ventajas econmicas del servicio Gulp & Go y
convencer a los operadores de autopistas de peaje que los consumidores van a utilizar el
servicio si est instalado. Crecimiento del mercado. Los factores clave que afectan el

crecimiento en el mercado, medido en las transacciones de peaje, son los precios del gas, el
crecimiento del PIB y fuertes factores econmicos, la legislacin que permite los peajes en las
autopistas interestatales y nuevas 10
carreteras de conveniencia privadas. El crecimiento adicional puede provenir de nuevos
productos, como los bocadillos, la expansin internacional de peaje (5 mil millones de
transacciones de peaje a nivel internacional), o la oportunidad de vender al por menor en otros
lugares, como las cabinas de peaje de aparcamientos subterrneos y las islas de gas en las
estaciones de servicio y conveniencia stores7. Mercado Aceptacin, Tendencias y Necesidades
tendencias actuales en la comodidad del conductor, la industria de peaje y la industria de
bebidas han creado una ventana de oportunidad para. Servicio Gulp & Go Momentex. Drivers
valorarn Gulp & Go de conveniencia y atributos que permiten ahorrar tiempo. Concesionarias
de autopistas aumentarn la rentabilidad y la satisfaccin del cliente. Los fabricantes de
bebidas darn la bienvenida a la oportunidad de aumentar los volmenes de ventas y ganar
acceso a los clientes sin tener que desarrollar el conocimiento inhouse de sistemas de peaje.
Comodidad del conductor. La investigacin indica que el 81% de los consumidores de hoy
quieren ms simplicidad --y ms comodidad -ya que el tiempo se ha convertido en un tema tan
en su lives.8 Con la poblacin y los avances en el restaurante "drive-thru", sistemas de sonido,
comunicaciones celulares sensibles al tiempo de hoy y los sistemas de navegacin por satlite
(GPS), es decir, el automvil se est transformando en una herramienta no slo para el
transporte tradicional, pero tambin restaurantes, entretenimiento, comunicacin y navegacin.
Reconociendo la convergencia de la tecnologa y la necesidad del mercado, Momentex ha
desarrollado el comercio minorista controlador interfaz para entregar ltimo Conveniencesm a
los conductores mediante la adicin de venta al por menor automatizado para la cartera del
conductor de accesorios que permiten ahorrar tiempo. Servicio Gulp & Go es un cambio de
cambio de fase en la evolucin de la comodidad del conductor. De los 160 millones de
conductores de vehculos de pasajeros en las carreteras de Estados Unidos, los Gulp & Go
objetivos de servicio ambos conductores y pasajeros que tienen los siguientes atributos y
aporten un valor a them9:
viajeros diarios. En lugar de hacer una parada extra en el camino al trabajo, seran adquirir
una bebida a su paso por el peaje, ahorro de tiempo y hassle.10
Familias. Familias con nios pequeos tendrn especialmente la bienvenida a la presencia de
Gulp & Go, ya que elimina la tarea de llevar a los nios dentro y fuera de los asientos de
seguridad y en stores.
Viajeros de Negocios. Extremadamente sensible al tiempo, interesado en obtener
rpidamente una bebida para ayudarles a llegar a su siguiente cita o reunin.
Estoicos. Este segmento, por lo general hombres, saben que su mejor tiempo para llegar a su
destino, y una vez en el camino, tratar de batir este rcord con determinacin. Este grupo evita
paradas innecesarias y dara la bienvenida a la opcin de comprar bebidas de donde son
obligatorias para detener no slo, sino tambin pasar money.
Las mujeres y los ancianos. La investigacin ha demostrado que este segmento tiene
preocupaciones acerca de las paradas innecesarias en la noche por razones de seguridad.
Gulp & Go will provide these thirsty drivers with a safer alternative. Toll Industry Trends. For
many toll roads, increasing fees is a politically damaging method of increasing revenues. They

are under pressure to cover bond payments and increase spending on improvements to roads
and customer service.13 Therefore, to ensure viability, toll roads must look at methods of
creating additional revenue or increasing driver usage.14 As one of the leaders of toll road
innovation explains: "I am always thinking about new ways to make money." James Kerasiotes,
Chairman of the Massachusetts Turnpike Authority The Gulp & Go service addresses both of
these needs by (1) adding an additional profit stream to the operator and (2) increasing
customer satisfaction and the convenience of using the road vis a vis alternatives. In addition,
recent federal legislation calls for each state to choose whether to increase revenue for highway
operations by building toll plazas on existing interstate highways. This could yield a proliferation
of toll plazas and increase the available real estate for Gulp & Go service. 11
Beverage Industry Trends. As traditional distribution channels mature, the large beverage
companies have begun to focus on the higher-margin and growing convenience channels. With
fierce competition among the major beverage companies, exclusive access to these distribution
channels has become a source of competitive advantage. The beverage companies are paying
multi-million dollar, multi-year "rights fees" for this exclusivity, often equating to $3-40 per
potential customer.15 Gulp & Go will provide value by offering the opportunity for exclusive
access to a new mass distribution channel, expanding the total size of the beverage market by
reaching thirsty drivers. Market test results Momentex conducted a survey which documents (1)
a need for the Gulp & Go service and (2) that customers are willing to pay a premium for the
convenience that the service offers. Momentex conducted a survey of toll road users over the
past two months and results are summarized in the Market Research appendix. Based upon
115 toll road user respondents, we estimate that the usage of the Gulp & Go service by our
target market could be as high as 32%. (In our financial model, a usage rate of 10% is used
based on more conservative scale factor of 0.25 vs. 0.75.) Refer to the Market Research Toll
Survey appendix for details. The survey confirms our hypothesis that most drivers (73%) do not
stop for a beverage while they are on the toll road due to lack of time. The fact that over 60% of
respondents do purchase a beverage on a regular basis during their commute to and from work
indicates an opportunity to serve the needs of time sensitive customers. In addition, the survey
results show that potential users consider the key attributes of Gulp & Go to be important: 88%
of respondents rated convenience/speed as very important, 59% rated easy to use as very
important or somewhat important, and 56% rated beverage variety as very important or
somewhat important. The average price respondents are willing to pay for a 12 ounce beverage
is $1.10, a 38% premium over the customary convenience store price. (Momentex anticipates a
price premium of 25-90% and uses $1.25 in financial models.) Competitive Position While no
direct competition currently exists, Momentex anticipates that once it introduces Gulp & Go
service, competition will develop. Opposition Potential. Competition, in the form of entry or
opposition, will stem from companies whose revenue will be either significantly positively or
negatively impacted by Gulp & Go's new distribution channel. The degree of competition will
depend upon those companies' ability to respond to the introduction of Gulp & Go. Response
ability would be measured by (1) level of past technological innovation; (2) degree of national
presence (potential or existing); (3) knowledge level of toll systems, drivers' needs, beverage
distribution; and 4) strength of toll authority relationships. Competitive Landscape. The diagram
below depicts the competitive landscape for Gulp & Go service. Momentex believes that
companies whose market is expanded by Gulp & Go, such as the major beverage companies,

may attempt to enter the market. The major beverage companies, however, lack technological
innovation, knowledge of both toll systems and drivers' needs, and relationships with toll
authorities. Companies who perceive that their revenue would be threatened, such as service
plaza concessionaires, may attempt to block the development of Gulp & Go. While
concessionaires do have relationships with toll authorities, their ability to leverage these
relationships to block an agreement between Momentex and a toll authority is debatable.
Momentex's meetings with toll authorities indicate that often the toll authority and
concessionaire have tenuous relationships16. Momentex considers entry by Host Marriott, the
largest concessionaire, unlikely, as it has stated that toll roads are not its focused area for
growth17 . For further details, refer to the Company and Competitor SWOT Analysis appendix
for a comparison of competitor strengths, weaknesses, opportunities and threats. 12
Circle = Magnitude of "deep pockets" for project investment +/-depicts positive/negative revenue
impact Determinants of Response Ability Past innovation National presence Relationships
with multiple toll roads Knowledge (customer, bev. dist., toll systems) Sales and Promotion
Momentex will market its Gulp & Go service to two target groups: collaborators and consumers.
Collaborators control sites on which the Gulp & Go machine will be located. Consumers are the
ultimate users of the service. The rate of return on investment and consumer demand will drive
the purchase decision of collaborators. To achieve market penetration, Momentex must
demonstrate the economic benefits of the Gulp & Go service and convince collaborators that
consumers will use the service if installed. Momentex expects that all prospective customers will
already consume the beverages sold at the Gulp & Go machine through other channels. Rather
than creating new beverage consumers, Momentex will provide existing beverage consumers
with a new, more convenient channel to purchase beverages. The marketing challenges are
providing the right products at the right price and educating consumers on how to use the
service. Attract Customers. First, by supplying drivers with the refreshing beverage of their
choice, Momentex will attract customers by its Gulp & Go service. To create this draw,
Momentex will offer popular beverages and install signage along toll roads to trigger thirst. To
optimize beverage selections, Momentex has conducted market research and understands what
its target market prefers. In addition, Momentex anticipates that the name-brand beverages
offered will enhance the attractiveness of the Gulp & Go service. Momentex will also seek comarketing opportunities with its beverage provider to further develop sales. 13
Customer Education and Support. Momentex plans to conduct a pre-marketing campaign to
introduce the Gulp & Go service and to create consumer interest. The initial campaign will
consist of pamphlets or direct mailings to drivers in the area surrounding the toll road. The
marketing materials will fully explain the mechanics of the service and introduce a consumer
feedback loop for questions or complaints. Once Momentex installs Gulp & Go service in an
area, it will continue to educate drivers about the service through advertising spots in print and
broadcast press. Additionally, Momentex will continue to provide strong customer support
through both a website and a toll-free telephone number. Customer service will not only educate
drivers on the Gulp & Go service, but will also provide the avenue for rectifying any ordering or
product problems. Refer to Marketing Plan Summary appendix. 3 1997 Figure. Hays,
Constance L. "Bottlers Becoming Rivals To Vending-Sales Merchants," New York Times News
Service (1999). 4 IBTTA 1996, ETTM of ITS 1998. 5 Momentex focus groups, (1) Wharton
Graduate, (2) UPENN Undergraduate, 1998. 6 Momentex market interviews, Philadelphia and

Boston area, 1998. 7 IBTTA 1996. 8 Convenience Store News, December 1998, 9 Federal
Highway Administration, Selected Highway Statistics and Charts, October 1997. Nationwide
Personal Transportation Survey, April 1998. 10 Momentex focus groups, (1) Wharton Graduate,
(2) UPENN Undergraduate, 1998; Department of Transportation Nationwide Personal
Transportation Survey April 1998, 11 Ibid. 12 Momentex focus groups, (1) Wharton Graduate,
(2) UPENN Undergraduate, 1998. 13 Momentex interview with managers at MA Turnpike 1998.
14 Momentex interviews with management at MA, PA, NY, FL, NJ, VA, DE toll roads 1998; the
toll industry trade association (IBTTA) 1998, TransCore 1998, TRMI 1998. 15 interviews with
Coke, Pepsi 1999. 16 Jim Kane, Massachusetts Turnpike Authority 17 Host Marriott Services
Annual Report 1997; DLJ Equity Analyst Jake Fuller Business Model and Operations Business
Model Momentex has designed the Gulp & Go business model to enable rapid penetration of
the currently untapped driver-interface retailing market with minimal capital investment and
limited on-going personnel requirements. The real estate provider (toll road operator) provides
the right to use existing space and systems in exchange for Gulp & Go service and a
percentage of revenue. The toll road's proposed commission will be based upon similar fees
paid by service plaza concessionaires18. While not crucial to the viability of the business model,
Momentex plans to contract with a major beverage company to secure its beverage supply and
refilling services. In addition, Momentex anticipates that the beverage companies will offer a
"rights fee" for exclusive distribution and the potential for advertising. Momentex owns the
dispenser and ordering hardware while the beverage company owns the inventory. The diagram
below outlines the basic structure. Additional Revenue Opportunities. Momentex recognizes that
the Gulp & Go platform provides advertising potential, both on the machines and possibly on the
signage. Momentex plans to lease this advertising space to either the beverage supplier or
other companies interested in targeted advertising to drivers. Momentex will also seek comarketing opportunities with companies, such as service plaza concessionaires, offering
complementary products or services. In addition, Momentex plans to explore revenue
opportunities via the Internet. Technology Opportunities. By the year 2000, virtually every major
toll road and service stations in 20 major markets will be equipped to charge customers'
accounts through a seamless, and virtually timeless, electronic transaction19. In the future,
Momentex anticipates that Gulp & Go's retail transactions will piggyback off these transponderreceiver payment systems to enable ordering retail products through the driver's on-board
communication transponder and have this order beamed to the retailing system as they pull into
the transaction area. By developing additional applications for this evolving technology, Gulp &
14
Go will become the backbone of a truly cutting-edge new distribution platform --high-tech driverinterface retailing. Operations Strategy Among key Momentex functions, the Company (1)
develops and designs the Gulp & Go service, (2) launches and manages pilot operations, (3)
collects and analyzes operations data to refine the service process, (4) markets and
communicates to customers, and (5) negotiates for and implements roll out of service.
Momentex manages expert contractors who conduct actual mechanical drawings, equipment
manufacture, service installation, software integration, beverage refilling, and inventory
management. By leveraging the technical know-how, assets and organizational processes of
partners, Momentex lowers its operating risk and reduces its capital investment. Operational
Activity and Resources. The following chart summarizes the key operational activities and the

partners/contractors that the Company plans to work with. Momentex will outsource the
activities which do not lead to a competitive advantage for the Company. Key criteria to identify
prospective partners are: (1) strategic fit; (2) quality of service; (3) service level (response time
to customer problems); (4) entrepreneurial management; (5) geographic market coverage; (6)
price; and (7) technical proficiency. Operational Activity In-house Design machine Service
process design Pilot operation Data collection and analysis Customer education Roll-out service
Manage Contractors Manufacture machine Microprocessor design Install machine** Maintain
and service machine Inventory management** Billing Internet Data collection, transmission
Description Customer needs, concept design and testing Design service process flow and
maintenance Design, launch and manage pilot operations Analyze operations data. refine
service process market and communicate to customers negotiate for and implement roll-out of
service Mechanical engineering and manufacturing Software and electrical engineering Toll
systems integration Electronics servicing Beverage distribution and route management Toll
systems integration Web development, hosting, maintenance Wireless data service Potential
Contractors (Momentex) (Momentex) (Momentex) (Momentex) (Momentex) (Momentex)
Technique, VendSource, Wittern Versatile Control Systems TransCore, TRMI, Lockheed Martin
IMS Local contractor or toll system integrator Coke or Pepsi bottling company TransCore,
Lockheed Martin IMS SawNet, Epic Cycle Interactive Isochron, Motorola Note -** Reflects key
activity where a more formal alliance may exist. Plan for Service Roll Out To launch and roll out
the Gulp & Go service, Momentex will (1) win approval for a demonstration site, (2) strengthen
established relationships with major toll road executives, (3) launch the pilot, (4) demonstrate
working model, live, to prospective toll road executives in anticipation of roll out, (5) negotiate
contracts and permission for demonstration sites at major toll roads, and (6) build-out operations
on major roads. Pilot Approval. The process to win approval for a pilot operation, outlined below,
differs for the different toll road categories; localized public/privates, private roads, and major
public turnpikes. With each of the three roads mentioned in the chart, Momentex is progressing
through Stage 2. PilotApprovalProcessLocalizedPublic/PrivatePrivateRoadMajorPublicRoad15
Key Stages Stage I Political Goodwill Senior Executive Interest Stage 2 Operational Concept
Testing Systems Integrator Approval Labor Approval Driver Demand/Hit Rate Stage 3 Senior
Executive Approval Contract Negotiation Trans. Corridor Agencies CalTrans, Local Politicians
CEO, Director or Operations Traffic flow, site specifics Lockheed Martin IMS Not required
Survey of local drivers CEO Negotiate terms Dulles Greenway Not applicable CFO Traffic flow,
site specifics TransCore Not required Survey of local drivers CFO Negotiate terms Mass Pike
State Politicians Chairman Traffic, concessionnaires TransCore Labor Director & Teamsters
Survey of local drivers Chairman Negotiate terms Strengthen Established Relationships.
Momentex has met with the senior executives of eight major toll roads, representing 32% of our
target market, to discuss the merit of Gulp & Go service on their roads. Each has expressed
interest in the service and looks forward to a physical demonstration of the pilot. Before a pilot
operation is implemented at a demonstration site, Momentex will refresh these relationships to
emphasize the connection of d river-interface retailing with the Gulp & Go brand. Launch Pilot.
At a localized toll road, Momentex will launch a demonstration site as its first pilot operation.
Momentex will collect and own the data from the pilot to further refine financial and operational
assumptions. Demonstrate Operations. With a working pilot operation, Momentex will have the
opportunity to drive prospective toll road executives through the service so that they can

experience Gulp & Go's Ultimate Convenience first-hand. Negotiate with the Majors. Early in the
pilot operation, Momentex will negotiate with the major toll roads (excess of 100 million annual
transactions) to implement a pilot on their road with the option to roll the service out. Build-out
Operations on Major Roads. Roll out within a major toll road will involve a tailored pilot
operation, specific systems integration, demographic and traffic flow analyses, and an
awareness marketing campaign. Competitive Reaction. Momentex views the beverage
companies as potential competitors, with the threat heightened if they are excluded from the
Gulp & Go distribution channel. For this reason, Momentex has designed the business model to
attract an alliance with the strongest of the beverage companies and turn them into an ally. By
gaining exclusive rights to the toll roads, Momentex plans to pre-empt competitive threats.
Contingency Plans. Momentex will monitor the political climate around toll road negotiations to
determine whether to develop and shift toward contingency plans. This could include a tighter
relationship with a major beverage company, a strong alliance with a systems integrator, or
other strategic options to facilitate implementation of the Gulp & Go business model. Alliances.
In the key areas listed below, Momentex formalizes relationships to leverage the existing
infrastructure and expertise while minimizing Momentex's capital investment. Operational
Complexity 16
Gulp & Go integrates components of off-the-shelf technology to meet the demands or driverinterface retailing. Process Flow. The Company has designed a process flow to accommodate
Gulp & Go service in various toll system configurations. From the driver's perspective, the
process flows as follows: Order Decision Gulp & Go Lane Selection Product Selection
Automated Ordering Toll & Product Payment Drive Forward to Pick-up Zone Next Car
Begins Order Process Pick-up Beverage Re-enter Traffic The chart below depicts the
operations perspective. The front end of the Gulp & Go service involves the driver-interfacing at
the order and delivery points, as well as integration into the toll systems for automated payment.
The wireless data service monitors inventory levels and dispenser performance, relaying
information at set periods throughout the day to the data service's central computer, which, in
turn, posts the data to the Momentex Intranet via the Internet. Beverage management analyzes
this inventory and monitoring data to optimize refilling routes and machine maintenance. In the
chart below, potential outsource and development partners are indicated for driver-interface
retailing at the tollbooth. Hardware Design and Software Integration. Momentex, along with its
contracted partners, will design and develop a customized casing and ordering interface to
enable efficient product order and delivery to drivers. The casing will house an off-the-shelf
beverage dispensing machine and the ordering interface will be linked to the central processing
unit that controls the Gulp & Go system operations. Software process flow has been designed to
limit change to the current toll systems. The Gulp & Go central processing units will package the
transaction information and relay it to the toll lane computer for toll lane functionality and audit
reporting. Refer to the appendices for detailed schematics of the hardware designs, capabilities,
and software integration flow. Pilot Development Cost Estimates Service Component Ordering
Interface Control Panel & Microprocessor Product Dispenser (off-the-shelf base) Base
Dispenser Modifications Product Delivery arm Dispenser Casing & Artwork Wireless Data
Service First & -Second Stage Internet Site Hardware Installation Software Integration (NonETC) Software Integration (ETC) Testing Operations Total Development $6,000 $30,000 $5,000
$7,500 $9,000 $15,000 $4,000 $45,000 $6,000 $60, 000 $150,000 $180,000 $457,500 Source

& Notes Versatile, Technique Applied Sciences Versatile Control Systems Wittern Group Wada
Metal of America, VendSource Technique Applied Sciences Technique Applied Sciences
Isochron, DEX Epic Cycle Interactive TRMI TRMI, Lockheed Martin IMS, TransCore TRMI,
Lockheed Martin IMS, TransCore Lockheed Martin IMS 17
Audit and Reconciliation. The retail operations are audited in two channels, through the current
toll plaza computer software and via wireless data service inventory monitoring. Beverage sale
revenue is recorded in tandem, with weekly reconciliation of toll revenue versus retail revenue.
The toll road retains an agreed percentage of gross revenues. Process Design. Beverage
ordering and pick-up are de-coupled to minimize traffic impact, as the time to pick up a
beverage is less than the time to order and pay. De-coupling occurs by locating the dispenser
two car lengths beyond the tollbooth on the end of the tollbooth island. Momentex has
conducted on-road, timed simulations to test this concept. In addition, toll collector training is
geared toward increasing toll fare and beverage fee collection efficiency to maximize
throughput. Optimize Traffic Throughput. Momentex has used queuing theory, computer
simulation, and animation to model the traffic flow with and without Gulp & Go service at the
tollbooth. Computer simulation enables an understanding of the impact on the transaction
processing time and the capacity/demand relationship at different periods throughout the day
and week. Prior to roll out of Gulp & Go service, Momentex will model each toll plaza
independently to account for distinct traffic patterns. The simulation model has been designed in
a partnership with ProModel representatives, SimTech and Prism Quantitative Methods. Refer
to the Traffic Flow appendix. Inventory Management and Control. To ensure well stocked and
high performing dispensers, wireless data service interfaces with the dispenser and the
management software via the Internet, allowing dispensers to be monitored closely from the
Momentex central office. Wireless data companies such as AES, Isochron, or Cellemetry are
favored for their transmission capabilities, including broad geographic coverage and in some
cases, a particular focus on the vending industry. Refer to the Internet Integration appendix for
details. Dispenser Refilling and Route Design. Upon roll out, Momentex will outsource beverage
dispenser refilling and maintenance and has incorporated the latest inventory and logistics
technology into its operational plan to facilitate this process and provide an audit trail. The
dispenser design will allow the route driver to drive into the lane during off-peak hours, close the
lane temporarily, and refill the dispenser from the truck parked next to it. With the opportunity for
daily maintenance and the absence of money acceptors (which contribute to 90% of
malfunctions), Momentex anticipates infrequent machine breakdowns20 . Route design will
center on maximizing efficiency and minimizing expense. Route drivers will be responsible for
dispenser refilling and simple preventive maintenance, and their daily route will be determined
by tracking the number of cans sold each day at each location through the wireless data
system. Quality Control. Momentex has designed its operations to ensure seamless integration
into existing systems, efficient beverage delivery, and quick acceptance by drivers. In the
unlikely event of a problem, Momentex has built the necessary infrastructure, processes, and
feedback loops to address issues. Refer to the Quality Control and Trouble Shooting appendix
for details. 18 10 -15% based on MA, PA Turnpike Marriott contracts 19 Momentex interviews
with management at MA. PA, NY, FL NJ, VA, DE toll roads 1998 the toll industry trade
association (IBTTA) 1998: Wayne-Dresser website 1999 20 The Wittern Group 1998 and
Canteen Vending 1999. Management Momentex is founded by individuals with breadth and

depth of experience in the key areas of finance, marketing, operations, negotiations and
strategy. The Gulp & Go business model requires skill in negotiation and marketing because the
success of the business hinges upon securing locations to install the Gulp & Go system. Due to
the high profit potential and the competitive nature of the beverage industry, negotiation
expertise must be coupled with strategy and finance skills. Since a new dispenser will have to
be designed and integrated into the existing information systems, skills and experience in 18
engineering and information technology will be necessary. Lastly, as the Gulp & Go service
involves flows of traffic and multiple locations, expertise in operations and management will also
be critical. The table below outlines key skills that are necessary to turn Gulp & Go into a
successful long-term business and rates capabilities in these areas. Key Skills Management &
Strategy Negotiation & Sales Operations Marketing & Channel Development Information
Systems & Automation Engineering Finance Knowledge of Beverage Dist. Management High
High Medium High Low Low High High Advisor Network High High High -High Medium -High
Outsourced --High -Medium High --Overall Capability High High High High High Medium High
High To accommodate this range of expertise, Momentex's in-house capabilities are enhanced
through advisor and contractor relationships. The organizational structure is outlined in the
following chart. Management Team Melissa Chadwick-President and Chief Financial Officer.
Ms. Chadwick focuses on business development, finance and marketing as well as coordinating
the raising of the Company's first round of funding. She has been with Momentex since
inception in 1998. Ms. Chadwick worked as an investment banker with Lehman Brothers and
McDaniels SA In these positions, she met capital raising goals for both public and private sector
clients and implemented growth strategies for them through her involvement in research,
valuation and negotiations for several acquisitions. She holds a Masters of Arts degree in
international relations and a Bachelor of Arts degree in economics from the University of
Chicago, and recently completed a Masters of Business Administration degree in finance and
entrepreneurial management from The Wharton School at the University of Pennsylvania. Zafar
Khan -Chief Executive Officer. Mr. Khan focuses on strategy, operations and developing
partnerships with venture stakeholders. He has established a high quality advisor and
consultant network and has designed-the service process. He has been with Momentex since
inception in 1998. Mr. Khan worked as a strategy consultant for Braxton Associates/Deloitte
Consulting. In addition, as a manager for a chemical industry trade association, he helped
businesses adapt technologies and develop new business lines, and interacted with federal
government on the industry's behalf. He holds a Bachelor of Arts degree in biology and
psychology from Wesleyan University and recently graduated with a Masters of Business
Administration degree in finance and entrepreneurial management from The Wharton School at
the University of Pennsylvania. David Smith -Director of Operations. Mr. Smith is actively
engaged in developing prototype hardware, optimizing the service process, and refining the
business model. He joined the Momentex team at year-end 1998. Mr. Smith has. worked as a
strategy consultant with Bain & Company and a business advisor with Price Waterhouse LLP
where he consulted firms in a wide range of industries on process management, business
planning, and internal control procedures. He holds a Bachelor of Arts in economics and a
Bachelor of Business Administration in accounting and international business from the
University of 19

Texas at Austin and will graduate in 1999 with a Masters of Business Administration degree in
marketing and operations from The Wharton School at the University of Pennsylvania. Paul
Glaab -Director of Channel Development. Mr. Glaab will be responsible for developing political
strategy and gaining footholds within toll agencies. He anticipates joining Momentex in 1999
(contract under negotiation). Mr. Glaab has over 30 years of experience working in channel
development and government affairs for the California Department of Transportation,
Transportation Corridor Agencies (a California private toll road agency), the international toll
road association (IBTTA), and Continental Airlines. During this time, he has successfully (1)
launched the marketing program for the nations largest privately-funded public toll road, (2)
spearheaded legislative efforts for critical toll industry legislation, and (3) managed negotiations
for major CalTrans development projects. He holds a Bachelor of Arts degree in political science
from California State University at Long Beach. Advisors Network The Company has sought and
will continue to seek guidance in development and execution from a group of advisors
experienced in starting companies. Momentex's network of advisors have expertise in toll road
operations, intelligent transportation, engineering, entrepreneurship, and operations. Currently,
Momentex is searching for a beverage industry veteran to advise on beverage-related issues.
Harry Hansen. Mr. Hansen advises on toll systems integration and intelligent transportation
systems. He is the Manager of Systems Development and Integration for Lockheed Martin IMS
and manages all California electronic toll collection projects for Lockheed. He has nearly 10
years of experience implementing Lockheed Martin technology into development projects and is
one of the developers of their electronic toll collection system. Ian MacMillan. Mr. MacMillan
advises on entrepreneurial management matters. He is Executive Director of the Sol C. Snider
Entrepreneurial Center and is a Professor of Entrepreneurial Studies at The Wharton School. In
addition, he is the author of Corporate Venturing (Harvard Business School Press) and
numerous articles on organizational politics, new ventures, and strategy formulation. William
Miller. Mr. Miller advises on driver-related and toll industry matters. He was formerly Executive
Director of the Delaware River and Bay Authority and has been affiliated with the toll industry
since 1957. Also, he was the 1971 President of the International Bridge, Tunnel, and Turnpike
Association (IBTTA) and voted "l 994 Engineer of the Year" by the American Society of Highway
Engineers, Joseph Sussman. Mr. Sussman advises on "intelligent transportation" matters. He is
a Professor of civil and environmental engineering at MIT and on the Board of Directors for
Intelligent Transportation Systems of America. Karl Ulrich. Mr. Ulrich advises on product
development matters. He is an Associate Professor of operations and information management
at The Wharton School. He is co-author of Product Design and Development (McGraw Hill) and
has participated on development teams for products ranging from snack foods to surgical
instruments, John Woodruff. Mr. Woodruff advises on driver-related and toll industry matters. He
was formerly Director of Engineering and Planning / Chief Engineer for the Delaware River Port
Authority. He was also the 1987 President of IBTTA and currently serves on the IBTTA PastPresidents Advisory Council. Summary Financials 20
Key Assumptions The financial projections model the basic Gulp & Go service at the tollbooth
and do not account for revenue from "rights fees," product expansion, or additional service
platforms. The specific critical assumptions are highlighted in the appendix. Momentex assumes
that a pilot begins in September 1999 and the first state will be rolled out at the beginning of
2000. Revenue Drivers. Key drivers for revenues are the number of locations with Gulp & Go

service, the hit or usage rate, and the number of beverages purchased in each transaction.
Margin Drivers. Gross margins reflect commissions paid to toll road operators and route drivers,
as well as raw material costs. In addition, as some expenses are fixed, there is some operating
leverage at the operating income level. Hence, as revenues increase, margins will increase
disproportionately. Cash Flow. Momentex will strive to manage working capital efficiently by
negotiating favorable terms with suppliers and creditors and keeping inventory levels to a
minimum. Momentex will seek capital to fund the purchase and installation of beverage
dispensers necessary for Gulp & Go service roll out. Required Investment and Uses of Capital
The financial projections center around funding the "Plan for Service Roll Out." This involves
winning approval for a demonstration site, networking with major toll road executives,
developing hardware and software, launching and testing the pilot operation, live
demonstrations for prospective toll road executives, negotiating contracts and permission for
demonstration sites at major toll roads and rights to roll out Gulp & Go service upon successful
completion of pilot, and building-out operations on early adopter roads. Momentex anticipates
that this stage of operations will require $2 million and seeks the necessary funding to cover
this. The appendix provides detailed information on the financial projections and on the
development stage that corresponds to the funding need. Refer to Major Milestone appendix for
details. Financial Resources To date, Chadwick and Khan have self-funded the business. To
raise the required investment, Momentex will introduce the Gulp & Go business model to Small
Business Investment Companies (SBIC), "angel" investors and other zero stage venture capital
firms, as well as the major beverage companies, to look for loans and/or equity financing.
Momentex has identified certain firms that specialize in consumer related businesses and/or
transportation. Financial investors should find the Gulp & Go business model attractive given
the high margin and high volume potential, the Gulp & Go services' high visibility, and
Momentex's competitive advantages. Summary Income Statement The following chart depicts a
summary income statement for Momentex. A full income statement, balance sheet, and
statement of cash flows are in the appendix along with a monthly, quarterly, and annual profit
and loss analysis with assumptions and model drivers. Income Statement Revenues Beverage
Sales Commissions and Sales Tax 1999 50,465 (11,102) 2000 2001 2002 2003 2004 3,095,518
26,909,900 69,860,379 77,491,282 85,517,164 (681,014) (5,920,178) (15,369,283)
(17,048,082) (18,813,776) 21
TotalRevenues39,3632,414,50420,989,72254,491,09560,443,20066,703,388ExpensesRawMat
erials12,112742,9246,458,37616,300,75518,081,29919,954,005OperatingExpenses374,9394,5
34,6018,939,1149,297,3228,041,6728,417,283ResearchandDevelopment469,500400,000400,0
00400,000400,000400,000TotalExpenses854,0515,677,52615,797,49025,998,07826,522,9712
8,771,288OperatingProfit(814,688)(3,263,022)5,192,23128,493,01833,920,22937,932,100Taxe
s276,9941,109.42(1,765,359)(9,687,626)(11,532,878)(12,896,914)NetProfit(537,694)(2,153,594
)3,426,87318,805,39222,387,35125,035,186Capitalization Strategy Proposal to Investors
Momentex is a Massachusetts limited liability corporation in the process of raising its first round
of external investment to fund development of a demonstration site and early stage service roll
out. As a limited liability corporation, investors are legally awarded a percentage of equity rather
than a number of shares as in a Corporation. In the first stage of funding, Momentex looks to
raise $2,000,000 in 80 blocks of $25,000. Momentex anticipates investors would receive 22% of
Momentex equity for this initial $2 million (non-dilutive). For the second stage of investment,

Momentex will seek an additional $2 million in mid to late 2000 to fund rapid national expansion.
Investment Potential Momentex anticipates the Gulp & Go service has a strong investment
potential with 6 year revenue growth projected at 342% compounded annually. (Momentex uses
a 6 year horizon as 1999 is a stub year.) In addition, EBITDA for year 6 is projected at
$39,320,000. Based on an EBITDA multiple of 8x21 and a 15% IPO discount, Momentex's 6
year valuation is estimated $315 million. An example of equity investment value appreciation
based on firm valuation follows. In the middle EBITDA scenario, a $100,000 first round
investment for 1.1% of equity is anticipated to be valued at $3 million at the end of year 5 at the
time of the anticipated initial public offering. This reflects a 5 year compound annual return on
the initial investment of 80%, assuming that the equity is non-dilutive. Sensitivity of Investor's
Annual Return
2005EBITDAMultipleHitRate3%4%5%6%7.063%72%81%86%8.067%76%85%90%9.070%79
%88%94%In the case of a strategic investor or buyer, equity value could increase dramatically
as these buyers typically pay premiums of 25% or more. Financing History Momentex LLC was
launched in August 1998 with a $20,000 start-up investment in January 1999 by the Company
founders, Melissa Chadwick and Zafar Khan. The founders were each awarded 50% equity for
22
their initial investment. To date, the venture has received no outside investment and prior to the
ensuing first round, they have retained 100% of the equity combined. Exit Strategy investors in
Momentex LLC would be able to realize a return on the appreciation of their investment under
the following scenarios: Initial Public Offering. If Momentex meets growth expectations and
demonstrates cash flow and earnings characteristics attractive to the public markets, the
Company may seek a public offering to raise capital for further rapid expansion as well as to
add liquidity for founders and investors. Momentex anticipates that the high visibility of Gulp &
Go service would create strong retail demand for the offering. Rapid expansion in service
locations will help Momentex to penetrate the market with Gulp & Go service, which if fullypenetrated by Momentex would achieve an attractive annual revenue stream in excess of $600
million, reflecting 10% of toll road users purchasing. If, for example, Gulp & Go service has
broader availability, exposing more drivers to the service, annual revenues will near $1 billion
with 15% of toll road users purchasing. In addition, Momentex views international toll roads,
concentrated in Japan and Europe, as a significant source for expansion, with a combined
market estimated to be 20% larger than the US market. Investment or Acquisition by a Strategic
Player. Momentex believes that there are a number of beverage companies who would be
potential investors or buyers for the Gulp & Go service platform as it offers an already
developed operating model for a new distribution channel which can lock out competition and
provides a pipeline for new service and product introductions. With the major beverage
companies such as Coca-Cola and PepsiCo investing in equity of its bottlers (distributors), they
may view an investment in Momentex as a method of securing access to a new distribution
channel. In addition, Cadbury Schweppes and Virgin Cola may see this investment as a method
of increasing the reach of their struggling beverage brands. Nestle and Starbucks may see
Momentex as providing an ideal method to increase the popularity of their packaged coffees
through mass distribution within the Gulp & Go service to commuters on the roads. Momentex
also believes that companies in the related areas of service plaza concessions and toll road
systems integration would also be possible investors or acquirers. Service plaza

concessionaires may view the Gulp & Go platform as an exciting new service offering which
could provide the key differentiator in bidding for toll road concession contracts. Toll road
systems operators, too, may consider the service as an attractive offering and a way to
distinguish itself from other bidders. 21 Sodexho Marriott, Host Marriott Comparables. Risk
Factors Managerial 1. Real Estate Use Approvals. As the Company must have the right to
operate at toll plazas, its success in securing a pilot operation is dependent upon toll road
approvals. With a limited operating history and bureaucratic management of some roads, there
can be no assurance that the Company can secure such approvals quickly. To mitigate this,
Momentex not only works with an influential network, but also understands the needs of the toll
road operators and the benefits the Gulp & Go service brings to them. 2. Market Acceptance of
Toll Plaza Retailing. Gulp & Go beverage service is an innovation that will be dependent upon
driver adoption for its success. The Company's marketing and public relations campaign is
designed to educate drivers and publicize the availability and convenience of Gulp & Go
service. Market research indicates that the Gulp & Go target market segment is 23
amenable to innovation but there can be no assurance of driver adoption of the service. To
mitigate this, Momentex will conduct thorough market research on each road before roll out to
identify local price and time sensitivity, and beverage selection preferences. 3. Dependence
Upon Exclusivity. The business model is based upon the key assumption that Momentex can
acquire exclusive rights from toll roads to retail products at points of driver interface. While
Momentex has established relationships with the ten largest toll authorities in the United States,
there is no assurance that it will be able to secure exclusive retailing contracts with these
entities. To mitigate this, Momentex will continue to prove the operational model through live
demonstrations and model the value it adds to specific roads. 4. Limited Track Record. The
Company believes that it has assembled a management team with breadth and depth of
expertise, yet has limited experience working together. To mitigate this, Momentex understands
the needs of management and advisors and uses a strong team-based management style. 5.
Competition. While the Company will take every step to protect its proprietary business model,
there can be no assurance that competition will not ensue. The Company's potential
competitors are much larger, with more resources, -and may have market power. To mitigate
this, Momentex will form alliances with chief "deep pocket" competitor threats. 6. Labor Force. In
certain toll configurations, the Company must develop an arrangement where the toll collectors
will also process beverage orders in full service lanes. This will require a discussion with the toll
authority as well as the Teamsters Union. It is possible that the union may demand that the toll
collectors' job classifications be changed to accommodate the addition of Gulp & Go service.
Demands such as these could add significant delay to or otherwise impede the pilot
implementation or the ensuing roll-out. To mitigate this, Momentex aims to tie-in ideas of local
workers and avoid surprising the local unions. 7. Cannibalization. In some configurations, the
toll authority or food service providers at service plazas may perceive the Gulp & Go service as
cannibalizing upon their sales. With market research demonstrating that restrooms are the
largest draw to service plazas, and Gulp & Go providing more fluids and caffeine (a diuretic) to
drivers, restroom stops at service plazas may increase, adding to their total foot traffic. To
mitigate this, Momentex will relay the value proposition to stakeholders and understand their
concerns. 8. Potential Legislation. In some states, there have been referendums to eliminate
tolls on turnpikes. While initiatives such these are unlikely to be approved because of existing

bondholder claims to future toll revenues, proposals such as these draw negative publicity to toll
roads. Additionally, as toll authorities begin to raise funds through increased commercial use of
the toll authority land, the public might see this as improper use of government resources. Toll
authorities need only suggest the alternative of raising taxes, and most will prefer the
commercialization of the land to generate the necessary revenues. To mitigate this, Momentex
will monitor and use proactive tactics to influence new legislation. 9. Politics. If people start
writing letters to their state representatives complaining about the Gulp & Go service, it may
become a politically bad endeavor, regardless of how economically attractive it is. To mitigate
this, Momentex will perform a detailed traffic analysis to localize service design and will perform
a strategic driver education program prior to implementation, 0perational 1. Traffic Flow. The
Company must ensure that its service does not increase traffic delays at the toll plazas.
Momentex will use computer simulation and determine the optimal plaza configuration to
accommodate Gulp & Go. However, there is no assurance that all traffic flow issues can be
anticipated and adequately resolved. To mitigate this, Momentex will model plaza specific traffic
flow using a proprietary computer simulation. 2. Technology. There are potential operational
obstacles to instituting Gulp & Go service at toll plazas. In addition to modifying existing
software, there are hardware requirements for beverage selection and dispensing. Until these
systems are developed and tested, as well as during ongoing operations, they will pose the
potential for technological uncertainty. To mitigate this, Momentex will contract to established
toll systems integrators to integrate/install and thoroughly 24
test the Gulp & Go service before installation and throughout pilot operation. In addition,
Momentex will service the equipment frequently during on-going operations. 3. Safety and
Liability. While the Company has developed Gulp & Go service to address safety issues, the
Company has no assurance that safety issues will not arise. The Company plans to have
liability insurance to cover expected risk. To mitigate this, Momentex has designed the service
with features and a process to enhance safety. 4. Seasonality of Revenues. The Company
expects that its operations will be concentrated in the Northeast portion of the United States. As
a result, revenues may fluctuate with seasonal temperatures. To mitigate this, Momentex will
look at offering service in stable climates such as California and Florida. 5. Intellectual Property
Risk. The Company's ability to compete is in part dependent on resources to protect and
enforce Momentex's intellectual property rights. To mitigate this, Momentex will monitor
infractions on its intellectual property and design a situation specific strategy with legal counsel
to approach each infringement. 6. Dependence Upon Third Parties. With certain functions
outsourced, the Company could become dependent upon certain contractors and be exposed to
opportunistic renegotiations. To mitigate this, Momentex will aim to align incentives and
continue discussions with their competitors. Appendices (not provided for this exercise) 1.
Market research survey 2. Hardware integration 3. Software integration 4. Internet integration 5.
Traffic flow analysis 6. Income statement 7. Balance sheet 8. Cash flow statement 25