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	Customer Loyalty Hosting content, storing physical inventory and providing control software, creates significant client dependency and therefore loyalty. 0% of EDC clients using DocuPump™ have transferred to an alternative supplier in over 2 years.	Key Differentiator Capacity utilisation in the UK Print Industry was just 58% in 1996 compared to 83% and 84% in France and Germany. (PIRA International, UK Printing Industry and its Markets, Leatherhead 1999). Competition is fierce, particularly if significant value is not added to the production process. Delivering savings in the form of improved Supply Chain visibility and responsiveness offers an alternative to cutting copy rates to win business and is understood by most Financial Directors. "...when considering the average cost of printing 50-1000 technical manuals, only $14 is spent on printing and finishing for every $96 spent on other processes." (CAP Ventures - The Cost of Business Communications) "Maverick Spending adds 15-27% to the cost of indirect goods." (AMR Research)
Customer Loyalty Improved Accuracy ROI Increase New Clients Proprietary Rules Based Control Key Differentiator Access to Growing Market Diversification SCE not SCM
	Improved Accuracy DocuPump™ allows for detailed specifications of client requirements to be logged and automatically produced whenever a re-order is required. Client document, version information is included in this log to ensure the client receives the correct edition of the document ordered. Internal paperwork and duplication of data entry and human error is therefore reduced. Hand written instructions are no longer provided to the Production Department "Nearly one third of the dollars spent on print are wasted due to the inefficiencies in the workflow process." (CAP Ventures)
		Access to Growing Market There are no UK specific forecasts for e-commerce but the forecasting company CAP Ventures has found that 17% of US print is currently procured via processes that are at least partly Internet-enabled - a figure which it expects to triple within two years, and grow to 80% by the year 2005. (Print 21:Coming of Age - BPIF)
	ROI Increase DocuPump™ allows stocks of raw materials and approved suppliers to be carefully controlled, so maximising our purchasing power and minimising maverick orders. The Company's bottom line is therefore improved through holding minimal stocks and buying efficiently. Production costs as a percentage of turnover reduced by 12.5% in the year ending September 2002 compared with the previous year.
		Diversification Future plans for DocuPump™ include development of DocuPump™ ASP licences, targeted at corporates and print procurement partners and expanding our strategic consulting service. DocuPump™ ASP Licencing Model - Revenue from the DocuPump™ ASP Licencing Model would include monthly licence or transaction-based fees, plus training, support, document hosting and eBook delivery charges. Strategic Consulting - Some success has already been achieved in this area, however, though partnership with a company of finance professionals, this revenue stream could be enhanced and depth of analysis increased. This service could include assessment of current expenditure, strategic sourcing, process improvement and utilisation analysis.
	New Clients DocuPump™ provide an extra dimension to business development initiatives. New software often promises the world but fails to deliver or, if feature packed, is difficult to use. Through the web site, prospective clients can view a sample company and test the functionality and feel of the software. They have the opportunity to examine the features at their own pace, not just on paper or during a presentation. This option converts to more successful business development campaigns. 75-90% of prospective clients progress passed the initial meeting onto the proposal stage.
	Proprietary DocuPump™ is entirely our own technology written using base level programming tools. Transaction processing ensures task and data integrity.
		SCE not SCM The solutions provided by our Apparent Competition are Supply Chain Management solutions rather than SCE. Whilst they may claim to manage inventory from fulfilment orders, they have little control over hierarchal relationships between products, and consequently cannot automatically handle inventory for packs or assemblies. This means they are limited to working with very simplistic products with marketing literature citing business cards and other single layer stationery items.
	Rules Based Control SCE automation is controlled by Set & Forget min/max stock level rules, through a customer's web browser. Web orders reduce stock levels and trigger restocking. Each Product restocking can be Automatic or Advisory, and in the case of Virtual products, on demand printing can be invoked to meet the needs of specific orders only.