New Business Development Proposal Presented to Ken Smith October 25, 2007

1. New Business Development ProposalPresented to Ken Smith October 25, 2007

2. Situation Analysis Target Profiles Objective Strategy Campaign Tactics Campaign Timeline Rough Budget Table of Contents

3. The housing market stinks across the entire United States due to overbuilding and the jumbo/sub-prime mortgage bust. The state of the housing market is predicted to continue its unfortunate decline. The Fed’s September half point drop of the prime rate created no immediate positive affect in the housing market . As of the second quarter 2007, Maryland ranks 3rd in the US for the largest decline in sales for single family homes, condos and co/ops. Situation Analysis (Market)

4. As the residential housing market readjusts, inefficient players in the framing and wood products manufacturing business will continue to close their doors because of the slow-down. This allows companies, agile enough to adjust, an invaluable opportunity to capitalize. The Framing Contractor segment of the construction industry is severely underdeveloped in its branding and communication strategies; therefore, a consistent presence provides ample opportunity to develop front-of-mind awareness among General Contractor’s key decision makers. Currently, due to poor communication tactics, GCs are forced to find framing contractors through the front counters of truss and component manufactures as well as lumber yards across the country. Companies that can plan, manufacture, and construct the framing portion of design/build projects have a competitive advantage over CRU as a one stop shop. Situation Analysis (Competition)

5. CRU’s rapid success over the past several years has been heavily reliant on the strong growth of the residential housing market. CRU is carrying the burden of Korey Homes debt service and the fulfillment of The RAACE Foundation’s agenda. CRU is now in a position to focus its new business development efforts in the specific active regions of residential housing markets and expand its business model to absorb more work from the commercial construction markets at the regional level. To return to the lifestyle and philanthropic efforts made possible by revenues generated by CRU in 2004-05 and part of 2006, CRU must continue to adjust its business and communication strategy to adapt to an ever changing and volatile market place. Situation Analysis(Company)

6. General Contractors building structures that require predominately wood framing MW Builders (http://www.mwbuilderstx.com) Plumbhouse/Dalton Builders (http://www.plumbhouse.com) National Homebuilders & Residential Land developers Target Profile

7. Position CRU as The Solution in Framing Management Company to targeted general contractors in the commercial construction industry east of the Mississippi River. Create industry awareness of CRU’s capabilities as a path of least resistance for business development personnel focused on commercial construction community. Seek out residential construction projects in outside markets where opportunities continue to exist in a down economy. Objectives

8. Divide and conquer by establishing sales territories and generating target lists. Assemble a fulltime new business development team. Establish an annual public relations and advertising campaign that turns cold calls into warm calls and has the strength to open new doors. Strategy

9. Publicity (print & web) (Regional and National Publications) Print Ads (Regional and National Publications) (GC Newsletters) Internet Banner Ads Direct Mail Billboards (Strategically placed near entrances and exits of general contractors corporate, district offices, and job sites) Campaign (Brand Expansion Tactics)

10. Trade Shows Construction Associations (Attendance & Seminars) CRU Quarterly Newsletter Promotions Presentations (Brown Bag Lunches & In-Office Presentations) Campaign (Lead Generation Tactics)

11. Event Attendance (Races, Sporting Events, Concerts) SWAG (CRU branded clothing, hats, clip boards, brief cases, golf balls, tumbles, etc.) Campaign (Relationship Tactics)

12. Revamped Website (Content driven) Intra & Extranet (Client project management) Audio/Visual Presentation Branded Folders Business Cards Thank You Cards Business Development Tools

13. Development Launch/Run Business Development Tools Revamped Website: Nov-Dec 07 Jan 08-Jan 10 Brand Development Tactics Publicity (print & web): Nov 07-Dec 08 Jan 08-Dec 08 Print Ads: Nov-Dec 07 Jan 08-Dec 08 Internet Banner Ads Nov-Dec 07 Jan 08-Dec 08 Campaign Timeline (Phase I)

14. Development Launch/Run Business Development Tools Audio/Visual Presentation: Jan-Mar 08 Apr 08-Dec 09 Branded Folders: Jan-Feb 08 Mar 08-Dec 09 Brand Development Tactics Direct Mail: Jan-Mar 08 Apr-Dec 08 Billboards: Jan-Feb 08 Mar-Dec 08 Lead Generation Tactics Trade Show: Jan-Mar 08 Apr 08-Dec 09 Construction Associations: Jan-Feb 08 Mar-Dec 08 CRU Quarterly Newsletter: Jan-Mar 08 Apr 08-Dec 09 Promotions: Jan-Mar 08 Apr-Dec 08 Presentations (GC offices): Jan-Mar 08 Apr 08-Dec 09 Campaign Timeline (Phase II)

15. Development Launch/Run Business Development Tools Intra & Extranet: Mar-May 07 Jun 08-TBD Campaign Timeline (Phase III)

16. Development Placement Business Development Tools Revamped Website: $15,000 Brand Development Tactics Publicity (print & web): $35,000 Jan 08-Dec 08 Print Ads: $12,000 $50,000 Internet Banner Ads $ 7,500 $18,000 Sub Total$69,500 $68,000 Rough Budget (Phase I)

17. Development Placement Business Development Tools Audio/Visual Presentation: $15,000 Branded Folders: $12,000 Brand Development Tactics Direct Mail: $10,000 $20,000 Billboards: $7,500 $40,000 Lead Generation Tactics Trade Show: $30,000 $30,000 Construction Associations: $5,000 $10,000 CRU Quarterly Newsletter: $15,000 $3,000 Promotions: $10,000 $12,000 Presentations (GC offices): $10,000 Sub-Total $219,000 $125,000 New Business Development Team Person 1 $75,000 Person 2 $75,000 Rough Budget (Phase II)

18. Development Placement Business Development Tools Intra & Extranet: $45,000 Sub Total Project Budget $333,500 $193,000 Total + Personnel $676,500 Monthly $ 56,375 Rough Budget (Phase III)