Where it all starts:

1. Where it all starts: Program Management Philosophy ServiceForce USA focuses as much on the administrative, financial and data management of the service being provided as we do the delivery of the service itself. We take a balanced performance approach to everything that we do, especially when it comes to our management team.ServiceForce USA has assembled a team of seasoned professionals that are “Best in Class” from all disciplines of our industry with a long and successful track record. Service Management Technology ServiceForce USA acts as a repository for capturing, storing and communicating all aspects of a facility’s maintenance and repair data. From work orders to time records, ServiceForce USA aggregates all service information pertaining to a single facility or a national portfolio of properties into a standard platform, creating a powerful reporting tool for all partners involved in maintaining facilities.

2. Performance Measurementand Management Is a quality culture worth the effort? • Recent studies confirm that quality award-winning companies had: • About 50% better in stock appreciation • Nearly three times better in growth of sales and operating income. • Connected Services employs the quality management strategies suggested by scholars such as Dr. W. Edward Demming, Joseph Juran, Philip Crosby and Dr. Yoji Akao The benefits of performance management • To assure goals for quality, customer satisfaction and financial benefits are achieved and maintained • Establish a prevention focus for delivery systems • Goal alignment: Strategic, Tactical, Operational and Procedural • To clarify and facilitate the client-contractor budget management process

3. Five Imperatives for Successful Performance Measurement/ Management and ContinuousProcess Improvement Define Measure Manage Change Reward Define expectations and ensure strategic, operational & procedural goals are met and maintained Proper measurement of key performance indicators for quality, financial, operational and customer satisfaction Open and constant communication with entire project team Re-engineering systems based on the measurement results Rewarding people for a job well done is critical to everyone’s success

4. Define – What are the program’s goals and how will we achieve them 1)  The Management Orientation Program– This is utilized for training the service management staff for a performance-based approach to the specific service program. It also contains the Project Scope, the Implementation Plan, the program goals and objectives and sample forms that will be utilized by the ServiceForce USA management team. 2) The Service Programand Specifications– This in-store system is used by the project staff as well as the store management. The system contains information such as work rules, the service specifications, HVAC/R PM schedules, Service Request Forms, Service Verification Forms, MSDS sheets, floor scrubbing floor plans and schedules, contact information, IVR instructions and procedures, equipment maintenance procedures, service process charts, etc. 3)The Store Staff Responsibility– this is utilized by the store personnel who are responsible for completing any in-house service activities. This contains the service specifications, contact information and sign off sheet. The ServiceForce USA field staff will review this information and meet with the store management should any problems, revisions or modifications be necessary to ensure the success of the program. 4)Performance Measurement and Management System- This system is utilized by the ServiceForce USA field staff to keep and collect the data required for the Quality Control Inspection forms. The ServiceForce USA field staff will also keep a log of comments and requests by the store management is well as the Customer Satisfaction data.

5. Measure - Collecting the critical data necessary for the program’s success Attendance Monitoring The single most critical element to any program is ensuring the staff is in place to perform the work. If this does not occur, then every other feature of the program is inconsequential. ServiceForce USA utilizes an Integrated Voice Response (IVR) system that tracks the attendance of the site worker. When the contractor’s personnel enter the store, they call our automated system, which records their time in and out at the store. Caller ID insures that the IVR calls are coming from the store location. Our internal account coordinator runs the exception report to survey the attendance at all stores. If the service staff personnel is absent or does not complete the assigned shift, their supervisor is immediately contacted and the situation is rectified. Our system provides Simply Fashions the opportunity to receive a credit or reallocate or deploy the dollars for other special projects. It is customary for most service contractors to flat rate bill for their services and ultimately benefit from the shortage of hours to the customer.

6. That’s $493,675 per year The Impact of Daily Monitoring By using our IVR system, we track and monitor actual contractor performance time Example:(Janitorial client) Contractor “erroneously” reports additional 15 minutes of service. Through our IVR system, we validate actual service times 350 stores X 15 minutes = 5,250 minutes or 87.5 hours per day 87.5 X 7 days = 612.5 hours per week @ $15.50/hr, that’s $9,493 per week

7. Measure - Collecting the critical data necessary for the program’s success Store Inspection/Quality Control Program Once we have ensured that the staff is in place to perform the daily tasks, we have to monitor and ensure that the desired results are achieved. We have developed a customizable form for our area management to measure the results of the services that make up the scope of work. This form is used to record a visual and technical inspection of each task performed by area. This proprietary system provides for inspecting service quality, equipment, product inventory and a notes section for the management and the technician in the store to communicate. All service data is gathered, acknowledged and agreed upon by our field management and your store personnel. The Optical Character Recognition (OCR) sheet is faxed into our system where all if this data is collected. This data is the basis for the corrective action plan. These forms may be customized to collect and evaluate different sets of data as required by the Simply Fashions’ management team.

8. Custom OCR Inspection form (Sample)

9. Measure - Collecting the critical data necessary for the program’s success Quality Assurance Telephone Interviews Our in-house Quality Assurance team will place phone calls to the store managements on a regularly scheduled basis. These calls will gather valuable insight and information from the store management that will help us to fine tune the program to meet and exceed the program’s goals and expectations for all stakeholders. The appropriate Simply Fashions staff member will receive a copy of these communication logs containing all of the comments and ratings given by the store.

10. Custom Quality Control Call Log (sample)

11. Manage – Utilizing the critical data to create Continuous Process Improvement and ensure the program’s success Corrective Action Plan Once we have collected the data in our quality control inspection, the area management works with the service personnel and supervisors to implement positive changes. We focus on the top five cleaning defects found during the inspection process and implement the necessary training, scheduling and or management changes that need to take place in order for the cleaning processes to improve. Our goal is for continuous process improvement throughout the entire Maintenance and Management System. As a comparison, our competition aggregates data monthly and generally takes as much as two weeks to react to information that is 30 days old. The benefits of our service management technology allows us in real time to alter and effect immediate service improvements

12. Results – A great place to shop and a great place to work! Successful Transition and Implementation The first 90 days carries the greatest risk. That’s why we provide a hard-hitting orientation and communication process for all parties in order to minimize start-up challenges. Successful Performance Measurement & Management Only by measuring performance can you manage performance. For Simply Fashions, we will utilize three distinct types of measurement systems: Technical, Visual and Customer Satisfaction. Successful Budget Management The financial benefits of our program are achieved and maintained through continual and aggressive monitoring and administration. Unparalleled Success Management We constantly assess our performance against industry developments and alternatives to keep our programs and staff on the leading edge.

13. Performance Management Model SFUSA Proprietary Performance Measurement & Management Systems Performance Measurement & Management Results Achieved Constant and Open Communication is Critical to Success