Bioinformatics Market Share by pje20281

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									     Date:                                  Business Area:
   7/15/2003
                                                                                                                 Before Investment    After Investment
                                        Unnormed Wgt    Normed                                                      Rating Weighted   Rating Weighted
                                         (0-1)           Weight                                                     (0-10)  Score     (0-10)  Score
Market Factors - Importance                       ######               Market Factors - Ratings                              5.0               5.0

Market Growth & Size                      70%          70.0%                                                       5.0         3.5      5.0      3.5
 Growth (5 years)                                60%           #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 5         2.0       5       2.0
 Out-year Growth (5-15 years)                    30%           #####    Out-year Growth (6-15 years)                 5         1.0       5       1.0
 Market size                                     15%           #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 5           0.5       5       0.5
                                                105%

Competitive Intensity                     30%          30.0%                                                             5.0   1.5      5.0      1.5
 Lack of competing products                     20%            #####    Lack of competing products                        5    0.5       5       0.5
 Lack of substitute products                    20%            #####    Lack of substitute products                       5    0.5       5       0.5
 Customer fragmentation                          5%             2.7%    Customer fragmentation                            5    0.1       5       0.1
 Customer affluence                              5%             2.7%    Customer affluence                                5    0.1       5       0.1
 Bargaining power with suppliers                 5%             2.7%    Bargaining power with suppliers                   5    0.1       5       0.1
                                        100%    55%            100%

Company Strength Factors - Importance                                  Company Strength Factors - Company Ratings              5.0               5.0

Markets and Strategic Factors             25%          35.7%                                                             5.0   1.8      5.0      1.8
 Competitive concentration                      20%             8.5%    Relative market share (0.5->3, 1 -> 5, 2 -> 8)    5    0.4       5       0.4
 Scale economies                                20%             8.5%    Cost position                                     5    0.4       5       0.4
 Standards                                      20%             8.5%    Position on standards                             5    0.4       5       0.4
 Differentiation                                10%             4.3%    Differentiating factors                           5    0.2       5       0.2
 Brand switching costs                           4%             1.7%    Customer base to defend                           5    0.1       5       0.1
 Market readiness / timing                       3%             1.3%    Appropriate time to market                        5    0.1       5       0.1
 Ease of market development                      2%             0.9%    Market development resources                      5    0.0       5       0.0
 Certification / regulation                      2%             0.9%    Relative position on cert. / reg.                 5    0.0       5       0.0
 High entry barriers                             2%             0.9%    Entry costs paid                                  5    0.0       5       0.0
 Low exit barriers                               1%             0.4%    Likelihood/cost of exit                           5    0.0       5       0.0
                                                84%

Products and Technologies                 25%          35.7%                                                             5.0   1.8      5.0      1.8
 Product line synergy in market                 20%            #####    Product line synergy in market                    5    0.6       5       0.6
 Technology 1                                   20%            #####    Rel. capability in Technology 1                   5    0.6       5       0.6
 Technology 2                                   20%            #####    Rel. capability in Technology 2                   5    0.6       5       0.6
                                                60%

Marketing, Sales and Support                   20%      28.6%                                                            5.0   1.4      5.0      1.4
 Brand recognition                                  20%        5.7%     Relative brand recognition                        5    0.3       5       0.3
 Distribution - industry coverage                   20%        5.7%     Relative industry coverage                        5    0.3       5       0.3
 Distribution - geographic coverage                 20%        5.7%     Relative geographic coverage                      5    0.3       5       0.3
 Distribution - domain expertise / sales model      20%        5.7%     Distribution - domain expertise / sales model     5    0.3       5       0.3
 Customer support requirements                      20%        5.7%     Applicable support resources                      5    0.3       5       0.3
                                               70% 100%       100%

       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Form                                             Page 1 of 39                                   1/6/2011
      Date:                                    Business Area:
    7/15/2003




                                                            Opportunity Size

Market size this year ($ million)                                       Mathworks' N&M Revenue this year ($ million)
Market size, five years from now ($ million)                    #####   MathWorks' N&M Revenue 5 years from now ($ million)   #####

                                                            Market Definition

Applications

Industries

Products

Competition


                                                          Investment Required




                                                                 Comments



Main source:                                                                                      To be contacted:




        File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Form                                           Page 2 of 39                 1/6/2011
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File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Form   Page 4 of 39   1/6/2011
     Date:                        Business Area:                  Fault Management Blockset
   11/17/2003
                                                                                                       Before Investment       After Investment
                                                Normed                                                    Rating Weighted      Rating Weighted
                                                 Weight                                                   (0-10)  Score        (0-10)  Score
Market Factors - Importance               ######             Market Factors - Ratings                              6.2                  6.2

Market Growth & Size                       70.0%                                                         6.6           4.6       6.6      4.6
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 7           2.8        7       2.8
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 6           1.2        6       1.2
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 6             0.6        6       0.6

Competitive Intensity                      30.0%                                                               5.4     1.6       5.4      1.6     No competitors doing Fault Mgmt for SL users.
 Lack of competing products                          #####    Lack of competing products                        5      0.5        5       0.5     Ilogix, Rational sell very basic tools for fault mgmt into low-level SW, more than MW.
 Lack of substitute products                         #####    Lack of substitute products                       6      0.7        6       0.7     UML, in-house sate machine tools
 Customer fragmentation                               5.5%    Customer fragmentation                            5      0.3        5       0.3
 Customer affluence                                   2.7%    Customer affluence                                5      0.1        5       0.1

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                5.8                6.8     Compare MW with Ilogix

Markets and Strategic Factors              35.7%                                                               5.7     2.0       6.9      2.5
 Competitive concentration                           8.6%     Relative market share (0.5->3, 1 -> 5, 2 -> 8)    4      0.3        6       0.5     Quick oppy (SL users) MW share is high. In low-levl SW groups, MW share is low.
 Scale economies                                     8.6%     Cost position                                     8      0.7        8       0.7
 Standards                                           8.6%     Position on standards                             5      0.4        7       0.6     OBD-II (Auto). Fragmented in Aero. Leverage SL as integrative std to cut costs.
 Differentiation                                     4.3%     Differentiating factors                           7      0.3        8       0.3     SL SF platform, code gen. Replace test harnesses with closed-loop SL sim.
 Brand switching costs                               1.7%     Customer base to defend                           5      0.1        5       0.1     Switching costs are moderate for low-level SW & reliability engineers.
 Market readiness / timing                           1.3%     Appropriate time to market                        6      0.1        6       0.1
 Ease of market development                          0.9%     Market development resources                      5      0.0        5       0.0
 Certification / regulation                          0.9%     Relative position on cert. / reg.                 5      0.0        5       0.0     DO-178B in Aero, moving to Auto.
 High entry barriers                                 0.9%     Entry costs paid                                  4      0.0        6       0.1     Entry cost is paid for SL users; not yet for low-level SW -- marketing cost.

Products and Technologies                  35.7%                                                               6.0     2.1       7.8      2.8
 Product line synergy in market                      9.7%     Product line synergy in market                    8      0.8        8       0.8
 Product                                             6.5%     Product                                           0      0.0        9       0.6
 Sate diagrams                                       6.5%     Sate diagrams                                     5      0.3        6       0.4
 Data analysis                                       6.5%     Data analysis                                     9      0.6        9       0.6
 Code generation                                     6.5%     Code generation                                   7      0.5        7       0.5

Marketing, Sales and Support                 28.6%                                                             5.6     1.6       5.6      1.6
 Brand recognition                                   5.7%     Relative brand recognition                        6      0.3        6       0.3
 Distribution - industry coverage                    5.7%     Relative industry coverage                        6      0.3        6       0.3
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      6      0.3        6       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     5      0.3        5       0.3
 Customer support requirements                       5.7%     Applicable support resources                      5      0.3        5       0.3




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Fault Bks                                               Page 5 of 39                                                                                             1/6/2011
     Date:                         Business Area:                        Fault Management Blockset
   11/17/2003

                                                     Opportunity Size

Market size this year ($ million)              $10.0 SWAG        Mathworks' N&M Revenue this year ($ million)                  $1.0                       Some of ML, SL, SF
Market size, five years from now ($ million)   $20.0 15%         MathWorks' N&M Revenue 5 years from now ($ million)           $3.0   25%                 FMBS plus pull-thru of additonal ML, SL, SF

Market is large but not well served.

                                                    Market Definition

Applications       Fault detection, isolation and recovery (FDIR) in embedded systems.
                    Related terms: FDIA (Fault detection, isolation and accommodation), FMEA (failure modes & effects analysis), BIT (built-in test), prognostics
                   FMBS is a door-opener to the low-level SW groups, which are as large a market as current SL users in Aerospace (and Auto?).
                    Reliability people are small market, but talk to the boss and are entrée to low-level SW groups.
                    FMBS appeals to SW engineers, whom MW does not generally appeal to.

Industries         Aero, Auto

Products           Fault Management Blockset, requires ML, SL, May require SF. Fuzzy Tbox optionally can be leveraged by FDIR.
                   Displace general-purpose state charts with specialized fault mgmt solutions that are complementary to UML.
                   FMBS with SF-based blocks can grow SF adoption.

Competition        Very specialized tools, low volume. No MW partners
                   C code and other SW tools such as UML and other state diagram tools.

                                                  Investment Required

One engineer for one year for version 1.
Blocks and Analysis/Charting Routines
  Detect intermittent signals, bad signals, recovered signals block(s)
  Event logging block
  Event Logging Module block
  Fault tree block
  Weighted scoring event detection bank block
  Event accumulator block
  Failure Modes and Effects Analysis and Logging (not a block)
  System Static Error Tolerance Analysis (not a block)
  Prognostics

                                                        Comments

FMBS can drive increased adoption of SF.


Main source:       Andy G, Rob A                                                            To be contacted: Mehran M




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Fault Bks                                              Page 6 of 39                                                                            1/6/2011
     Date:                         Business Area:                   MATLAB Dials & Gauges
   11/14/2003
                                                                                                       Before Investment        After Investment
                                                 Normed                                                   Rating Weighted       Rating   Weighted
                                                  Weight                                                  (0-10)  Score         (0-10)    Score
Market Factors - Importance                ######            Market Factors - Ratings                              4.8                     4.8

Market Growth & Size                        70.0%                                                        5.9            4.2      6.0       4.2
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 6            2.4       6        2.4
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 5            1.0       5        1.0
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 7.5            0.8       8        0.8

Competitive Intensity                       30.0%                                                              2.0      0.6      2.0       0.6
 Lack of competing products                          #####    Lack of competing products                        1       0.1       1        0.1
 Lack of substitute products                         #####    Lack of substitute products                       1       0.1       1        0.1
 Customer fragmentation                               2.5%    Customer fragmentation                            5       0.1       5        0.1
 Customer affluence                                   5.0%    Customer affluence                                3       0.2       3        0.2
 Bargaining power with suppliers                      2.5%    Bargaining power with suppliers                   5       0.1       5        0.1

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                 4.3                5.8      Compare with NI

Markets and Strategic Factors               35.7%                                                              4.1      1.5      5.1       1.8
 Competitive concentration                           9.8%     Relative market share (0.5->3, 1 -> 5, 2 -> 8)    1       0.1       4        0.4
 Scale economies                                     4.9%     Cost position                                     5       0.2       5        0.2
 Standards                                           9.8%     Position on standards                             5       0.5       5        0.5      NI has VI as defacto std.
 Differentiation                                     4.9%     Differentiating factors                           8       0.4       8        0.4      ML language
 Brand switching costs                               2.0%     Customer base to defend                           4       0.1       4        0.1      Hi switching costs. MW has low share
 Market readiness / timing                           1.5%     Appropriate time to market                        2       0.0       5        0.1
 Ease of market development                          1.0%     Market development resources                      5       0.0       5        0.0
 Certification / regulation                          1.0%     Relative position on cert. / reg.                 5       0.0       5        0.0
 High entry barriers                                 1.0%     Entry costs paid                                  3       0.0       5        0.0

Products and Technologies                   35.7%                                                              5.4      1.9      7.1       2.5
 Product line synergy in market                      4.5%     Product line synergy in market                    9       0.4       9        0.4
 GUI building                                        4.5%     GUI building                                      2       0.1       6        0.3
 Development ease of use                             4.5%     Development ease of use                           3       0.1       5        0.2
 Stream processing                                   4.5%     Stream processing                                 2       0.1       7        0.3
 Algorithm development                               4.5%     Algorithm development                             8       0.4       8        0.4
 Language scalability                                4.5%     Language scalability                              8       0.4       8        0.4
 Data Analysis                                       4.5%     Data Analysis                                     7       0.3       7        0.3
 Deployment                                          4.5%     Deployment                                        4       0.2       7        0.3

Marketing, Sales and Support                 28.6%                                                             3.4      1.0      5.0       1.4
 Brand recognition                                   5.7%     Relative brand recognition                        3       0.2       5        0.3
 Distribution - industry coverage                    5.7%     Relative industry coverage                        4       0.2       5        0.3
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      4       0.2       5        0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     3       0.2       5        0.3
 Customer support requirements                       5.7%     Applicable support resources                      3       0.2       5        0.3



       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab ML D&G                                                  Page 7 of 39                                                              1/6/2011
     Date:                         Business Area:                      MATLAB Dials & Gauges
   11/14/2003

                                                   Opportunity Size

Market size this year ($ million)              $50.0         Mathworks' N&M Revenue this year ($ million)                 $0.0
Market size, five years from now ($ million)   $80.0   10%   MathWorks' N&M Revenue 5 years from entry ($ million)        $1.5 #DIV/0!

Hard to factor out from software instruments

                                                   Market Definition

Applications       GUIs on stream-based ML applications

Industries         Wherever T&M is used

Products           ML Dials & Gauges TB

Competition        Component Works, VEE, LabView, Visual Basic


                                                 Investment Required




                                                       Comments




Main source:       Andy G, Roy L                                                       To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab ML D&G                                            Page 8 of 39                  1/6/2011
     Date:                         Business Area:       Prod Code Gen for ES - Reactive and Dynamic
    9/3/2003
                                                                                                         Before Investment     After Investment
                                                 Normed                                               Rating Weighted           Rating Weighted
                                                  Weight                                               (0-10) Score             (0-10)  Score
Market Factors - Importance                ######           Market Factors - Ratings                           6.2                       6.2
Market Growth & Size                        60.0%                                                        7.1   4.3                7.1    4.3      If SL becomes CASE tool (appeals to SW engineers), then Mkt attractiveness is higher.
 Growth (5 years)                                 #####      Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 7    2.4                 7     2.4      Hi growth is certain, timing is uncertain
 Strategic Growth (5-15 years)                    #####      Out-year Growth (6-15 years)                6.5   1.1                6.5    1.1
 Market size                                       8.6%      Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 9      0.8                 9     0.8
Competitive Intensity                       40.0%                                                        4.8   1.9                4.8    1.9
 Lack of competing products                       #####      Lack of competing products                   5    0.8                 5     0.8      ~5 competitors, led by dSP (auto), SCADE (safety), reactive (Rational or Ilogix)
 Lack of substitute products                      #####      Lack of substitute products                  3    0.5                 3     0.5      They use C but managers hate the process. Now about 95% share
 Customer fragmentation                            5.0%      Customer fragmentation                       7    0.4                 7     0.4      Aero & Auto: ~30 current (& & ~50 potential) large accounts . Will affect many industries.
 Customer affluence                                5.0%      Customer affluence                           7    0.4                 7     0.4
 Bargaining power with suppliers                   0.0%      Bargaining power with suppliers              5    0.0                 5     0.0

Company Strength Factors - Importance                       Company Strength Factors - Company Ratings                 5.3                5.5     Easier to win hand coders than to displace customers.
Markets and Strategic Factors                35.7%                                                             6.0     2.1       6.4      2.3     Behind in flt control, equal in auto, behind in safety-critical
 Competitive concentration                           7.8%    Relative market share (1.0 -> 5, 2.0 -> 8)         5      0.4        7       0.5     Varies by app, industry. dSPACE largest in Auto, SystemBuild about same in Aero. MW ga
 Scale economies                                     7.8%    Cost position                                      7      0.5        7       0.5     MW re-use code gen core techy for RP, simulation, and more cross-industry sales
 Standards                                           3.9%    Position on standards                              6      0.2        6       0.2     Weak on published stds (MISRA). SL is de defacto std, more so in Auto than Aero.
 Differentiation                                     3.9%    Differentiating factors                            7      0.3        7       0.3     ML, SL, analysis, end-to-end toolchain. Some competitors lag 1 year for SL compatibility
 Brand switching costs                               5.8%    Customer base to defend                            6      0.3        6       0.3     Auto=7 (high barriers, high MW share), Aero=4-5. Easier to convert C users than competito
 Market readiness / timing                           1.2%    Appropriate time to market                        5.5     0.1       5.5      0.1     Late in Auto and on time in Aero
 Ease of market development                          0.8%    Market development resources                       5      0.0        5       0.0     MW leader in Aero, behind dSP in Auto. dSPACE Newletter. Hard to match dSP in Europe,
 Certification / regulation                          3.9%    Relative position on cert. / qualification / reg. 5       0.2        5       0.2     Behind on TUV (certification body) and SCADE, but not very important
 High entry barriers                                 0.8%    Entry costs paid                                   8      0.1        8       0.1     Made SL and SF and RTW etc.
 Low exit barriers                                   0.0%    Likelihood/cost of exit                            5      0.0        5       0.0
Products and Technologies                    35.7%                                                             4.9     1.7       5.1      1.8
 Product line synergy in market                      2.2%    Product line synergy in market                    8.5     0.2       8.5      0.2
 Efficiency                                          2.2%    Efficiency of GC                                   5      0.1        5       0.1
 Modularity                                          2.2%    Modularity of GC                                   4      0.1        4       0.1     dSP is more modular, Autocde is less modular.
 Testability                                         2.2%    Testability of GC                                  4      0.1        4       0.1     dSP has done more.
 Readabilty                                          2.2%    Readabilty of GC                                   6      0.1        6       0.1     Much better than MX
 Traceability                                        2.2%    Traceability of GC to design reqs / features       5      0.1        5       0.1     Much better than MX
 Configurability                                     2.2%    Configurability of GC                              4      0.1        4       0.1     dSP is best.
 Standards                                           2.2%    Standards                                          5      0.1        5       0.1
 Data management                                     2.2%    Data management                                    3      0.1        3       0.1     dSP ~2 yrs ahead. Targetlink 2.0 will have a data mgmt theme.
 Fixed point                                         2.2%    Fixed point                                        5      0.1        5       0.1     dSP fixed code better, but MW offers fixed code over wider range of semantics.
 Usability                                           2.2%    Usability                                          3      0.1        3       0.1     Example: MW requires duplicate data entry. dSP has a centraliized model explorer. System
 Turnkey HW-SW solution                              2.2%    Turnkey HW-SW solution                             5      0.1        5       0.1     Targets, bypass capabiliites. dSP has tragets, MX does not.
 Common use of CGIR                                  2.2%    Cross-domain code optimizations                    6      0.1        8       0.2     In R14. Enables efficient cross-domain implementations
 Extensible targeting                                2.2%    Extensible targeting                              6.5     0.1       6.5      0.1     MW has data & function interfaces that meet custom requirements - "no touch code." dSP &
 Target-specific optimizations                       2.2%    Target-specific optimizations                      4      0.1        6       0.1     MW is ahead in floats, behind in fixes & HDL. dSP strongest in fixed. Works for HDL & C.
 Modularized SL models & gen'd code                  2.2%    Modularized SL models                              4      0.1        4       0.1     Systembuild is better. MW upgraded in R14. MATRIXx, Beacon, SCADE have this; dSPACE
Marketing, Sales and Support                 28.6%                                                             4.8     1.4       4.8      1.4
 Brand recognition                                   5.7%    Relative brand recognition                         4      0.2        4       0.2     Ml, SL strong brands, but weaker in code gen brand. Autocode from NI is better known.
 Distribution - industry coverage                    5.7%    Relative industry coverage                         5      0.3        5       0.3     No compettitor covers range: auto ECU & CSC&C & aero. dSP stronger in Germany, weake
 Distribution - geographic coverage                  5.7%    Relative geographic coverage                       7      0.4        7       0.4
 Distribution - domain expertise / sales model       5.7%    Distribution - domain expertise / sales model 4           0.2        4       0.2     NI < MW < dSP
 Customer support requirements                       5.7%    Applicable support resources                       4      0.2        4       0.2     NI < MW < dSP

       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Prod Code Gen                                          Page 9 of 39                                                                                           1/6/2011
     Date:                         Business Area:         Prod Code Gen for ES - Reactive and Dynamic
    9/3/2003

                                                   Opportunity Size

Market size this year ($ million)              $100.0 SWAG    Mathworks' N&M Revenue this year ($ million)                    $24.0       RTW, Ecoder, SFC, targets (& some blocksets, part SL)
Market size, five years from now ($ million)   $200.0 15%     MathWorks' N&M Revenue 5 years from now ($ million)            $100.0 33%   MW revenue will be 4x higher in 5 years.
                                                                                                                                          Is this estimate realistic?
Test generation experts question the size of the code gen market estimates.

                                                   Market Definition

Applications       Reactive and dynamic embedded systems primarily oriented toward controls (excluding purely DSP comms applications).
                   Mostly aero and auto, but high growth areas are outside of aero and auto.


                                                  Investment Required




                                                      Comments

We suspect that prod code gen cannot be profitable for dSP current business model, now that prices have declned.



Main source:       Pete S, Rob A, Paul B                                                 To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Prod Code Gen                                       Page 10 of 39                                                                        1/6/2011
     Date:                        Business Area:                          Risk Management
   9/22/2003
                                                                                                         Before Investment After Investment
                                                  Normed                                                     Rating Weighted    Rating Weighted
                                                   Weight                                                    (0-10)  Score      (0-10)  Score
Market Factors - Importance                 100.0%             Market Factors - Ratings                               6.3                6.3

Market Growth & Size                         60.0%                                                         7.4           4.5     7.4     4.5
 Growth (5 years)                                      #####                                               8
                                                                Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) .5          2.9     8.5     2.9
 Out-year Growth (5-15 years)                          #####    Out-year Growth (6-15 years)                 5           0.9      5      0.9
 Market size                                            8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 8             0.7      8      0.7

Competitive Intensity                        40.0%                                                              4.7      1.9     4.7     1.9
 Lack of competing products                            #####    Lack of competing products                       3       0.5      3      0.5      Need to explore customization and deployment of big risk mgmt SW packages.
 Customer fragmentation                                #####    Customer fragmentation                           7       0.8      7      0.8      Big fin svcs firms do not centralize purchasing.
 Customer affluence                                     5.7%    Customer affluence                               7       0.4      7      0.4
 Lack of substitute products                            5.7%    Lack of substitute products                      3       0.2      3      0.2      Deveop in C, C++ with Microsoft products.


Company Strength Factors - Importance                          Company Strength Factors - Company Ratings                4.7             5.0      Strength against direct competitors is good, against broader competitors is not so good.

Markets and Strategic Factors                35.7%                                                              4.5      1.6     4.6     1.6
 Competitive concentration                             8.8%     Relative market share (1.0 -> 5, 2.0 -> 8)       2       0.2      2      0.2      No direct tools competitor. MW loses to in-house apps.
 Scale economies                                       8.8%     Cost position                                    5       0.4      5      0.4
 Standards                                             8.8%     Position on standards                            5       0.4      5      0.4      Excel Builder and Link help us.
 Differentiation                                       4.4%     Differentiating factors                          7       0.3      7      0.3      ML programming environment, deployment, price point.
 Brand switching costs                                 1.8%     Customer base to defend                          6       0.1      6      0.1      Low brand switching costs because of deployment add-in strategy
 Market readiness / timing                             1.3%     Appropriate time to market                       7       0.1      7      0.1      Right time for BASEL II
 Ease of market development                            0.9%     Market development resources                     3       0.0      4      0.0
 Certification / regulation                            0.9%     Relative position on cert. / reg.                3       0.0      5      0.0      Plan to comply with BASEL II

Products and Technologies                    35.7%                                                              5.8      2.1     6.2     2.2
 Product line synergy in market                        6.0%     Product line synergy in market                   7       0.4      5      0.3
 Deployment                                            6.0%     Deployment                                       8       0.5      9      0.5
 Optimization                                          6.0%     Optimization                                     7       0.4      8      0.5      Major update for Optim TB is planned.
 Visualization                                         4.5%     Visualization                                    7       0.3      7      0.3
 Data mining                                           3.0%     Data mining                                      3       0.1      3      0.1
 Monte Carlo                                           3.0%     Monte Carlo                                      5       0.1      7      0.2
 Report generation                                     1.5%     Report generation                                2       0.0      4      0.1      ML report generator needs work.
 Domain expertise                                      6.0%     Domain expertise                                 3       0.2      4      0.2

Marketing, Sales and Support                   28.6%                                                            3.4      1.0     4.0     1.1
 Brand recognition                                     5.7%     Relative brand recognition                       3       0.2      4      0.2
 Distribution - industry coverage                      5.7%     Relative industry coverage                       5       0.3      5      0.3
 Distribution - geographic coverage                    5.7%     Relative geographic coverage                     5       0.3      5      0.3
 Distribution - domain expertise / sales model         5.7%     Distribution - domain expertise / sales model    2       0.1      3      0.2
 Customer support requirements                         5.7%     Applicable support resources                     2       0.1      3      0.2




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Risk Mgmt                                               Page 11 of 39                                                                                          1/6/2011
      Date:                         Business Area:                              Risk Management
    9/22/2003

                                                       Opportunity Size

Market size this year ($ million)                 $200 SWAG        Mathworks' N&M Revenue this year ($ million)                       $3.5                      25% of $10M revenue. Rob Q will get better data.
Market size, five years from now ($ million)      $600 25%         MathWorks' N&M Revenue 5 years from now ($ million)                $7.0 15%                  Eugene Mc
                                                                                                                                                                Is this estimate realistic?
$2B for all risk mgmt app SW in 2002 going to $4B in 2004. Source: Fin. Eng. Assoc. Press release of ~2002.
  This includes $1M algorithmic risk packages that MW will not directly compete with.
  MW will compete only in the segment that wants programming environment and app deployment to write add-ins.
  We estimate relevant market for MW at 10% of the total risk mgmt SW market.

                                                      Market Definition

Applications       Developing quantitative metrics for control of uncertainty of contingent claims.
                   Strengthen dev & deployment tools so customers can build add-ins to their large risk mgmt apps.
                   Driven by regulation (BASEL II, starting in Europe) to ensure that capital reserves are adequate to cover likely losses.
                     Three kinds of risk: financial market risk, credit risk, operational risk. MW now offers some capability for market risk, not other two.
                     This oppy is to improve tools that strengthen MW offerings first in market risk, secondly in credit risk. None in operational risk.
                   Includes portfolio optimization as a subset.

Industries         Financial services almost exclusively.
                   This is cross-segment oppy in financial services.

Products           A key requirement is to deploy and to plug into large multi-purpose SW systems.
                   Numerous MW deployment products will help.

Competition        No direct competitor offers a risk management programming environment to develop (and deploy) apps.
                   Microsoft's aggressive moves in Fin svcs (leading with Excel) will help more than hurt MW because our products are simbiotic with Excel.
                   Non-direct competitors offer risk mgmt apps for ~$1M each.
                     1. Algorithmics, Ltd. ($100M rev, 150 sites as of 9/2001)
                     2. Risk Metrics, Inc., 3. Sun Guard
                     To what extent are SW from these leading competitors customizable with add-ins?
                     Sun Guard does mostly consulting and custom development on its standard packages.
                   MW sells to customers who have bought $1M risk mgmt apps and to those who built their own equivalent app. None rely on MW for main risk mgmt app.
                   MW loses orders to in-house solutions.
                   Customers typically are stuck in Exceland Excel add-ins and are limited by this.
                   At high end of MW market, MW is competing against suppliers of add-ins for Excel, such as Crystal Ball and At Risk.
                   In-house code is a common substitute.

                                                    Investment Required

1-2 engineer years in total


                                                          Comments



       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Risk Mgmt                                                  Page 12 of 39                                                                                  1/6/2011
     Date:                    Business Area:                       Risk Management
   9/22/2003
Main source:   Ron Q, Eugene Mc, Rick B, Chris G                              To be contacted:




     File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Risk Mgmt                                 Page 13 of 39   1/6/2011
     Date:                      Business Area:                      Array Signal Processing
   8/16/2004
                                                                                                       Before Investment After Investment
                                                Normed                                                     Rating Weighted    Rating Weighted
                                                 Weight                                                    (0-10)  Score      (0-10)  Score
Market Factors - Importance               ######             Market Factors - Ratings                               6.3                6.3

Market Growth & Size                       60.0%                                                         6.4          3.9      6.4     3.9
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 8          2.7       8      2.7
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 5          0.9       5      0.9      Niche market will saturate in a few years.
 Market size                                          8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 3            0.3       3      0.3

Competitive Intensity                      40.0%                                                              6.0     2.4      6.0     2.4      NI has a similar product.There may not be another entry.
 Lack of competing products                          #####    Lack of competing products                       8      1.3       8      1.3      There are 3rd party toolboxes, but no major commercial products.
 Lack of substitute products                         #####    Lack of substitute products                      4      0.6       4      0.6      In-house code will remain a vialbe alternative.
 Customer fragmentation                               4.0%    Customer fragmentation                           6      0.2       6      0.2      10-20 companies in each of 3-4 industries
 Customer affluence                                   4.0%    Customer affluence                               6      0.2       6      0.2

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings               5.7              6.7

Markets and Strategic Factors              35.7%                                                              5.5     1.9      6.0     2.2
 Competitive concentration                           8.6%     Relative market share (1.0 -> 5, 2.0 -> 8)       5      0.4       7      0.6      Don’t know. MW has a share of the home-grown market.
 Scale economies                                     8.6%     Cost position                                    6      0.5       6      0.5      SP BS has strong cost position. Tools from EDA vendors cost much more.
 Standards                                           8.6%     Position on standards                            5      0.4       5      0.4      Don't know.
 Differentiation                                     4.3%     Differentiating factors                          6      0.3       6      0.3      SL
 Brand switching costs                               1.7%     Customer base to defend                          5      0.1       7      0.1      First mover advantage
 Market readiness / timing                           1.3%     Appropriate time to market                       7      0.1       7      0.1
 Ease of market development                          0.9%     Market development resources                     5      0.0       5      0.0
 Certification / regulation                          0.9%     Relative position on cert. / reg.                5      0.0       5      0.0
 High entry barriers                                 0.9%     Entry costs paid                                 6      0.1       6      0.1      Can build on MW position as leader in SP tools.

Products and Technologies                  35.7%                                                              6.9     2.5      8.3     3.0
 Product line synergy in market                      6.2%     Product line synergy in market                  10      0.6      10      0.6      SL
 Basic analysis: ML, SP TB, Wavelets                 9.3%     Basic analysis: ML, SP TB, Wavelets             10      0.9      10      0.9      There is no comparable toolchain. There are freebees for wavelets.
 Realtime modeling: SL, SP BS                        7.8%     Realtime modeling: SL, SP BS                     6      0.5       7      0.5      SPW, GEDAE. NI has a time frequency analysis product.
 RTW and targets                                     6.2%     RTW and targets                                  7      0.4       7      0.4      NI has TI link product
 HDL generation and links and 3rd party              6.2%     HDL generation and links and 3rd party           0      0.0       7      0.4      NI has FPGA product. Few products for SLD to HDL. System C addresses this.

Marketing, Sales and Support                 28.6%                                                            4.6     1.3      5.6     1.6      Use EDA vendors as straw comparison.
 Brand recognition                                   5.7%     Relative brand recognition                       7      0.4       8      0.5      ML confers strong brand recognition. It is now widely used by people doing array SP.
 Distribution - industry coverage                    5.7%     Relative industry coverage                       5      0.3       5      0.3
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                     5      0.3       5      0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model    3      0.2       5      0.3
 Customer support requirements                       5.7%     Applicable support resources                     3      0.2       5      0.3




     File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Array SP                                               Page 14 of 39                                                                                         1/6/2011
      Date:                        Business Area:                       Array Signal Processing
    8/16/2004

                                                    Opportunity Size

Market size this year ($ million)               $0.0            Mathworks' N&M Revenue this year ($ million)                   $0.0                     Array SP products ,excluding ML, SL (Chek this with Ken K)
Market size, five years from now ($ million)    $3.0 #####      MathWorks' N&M Revenue 5 years from now ($ million)            $2.0 ####                There will be significant pull-thru of tool chains.

People now buy standard SP tools and adapt.
50% of MW Comms users and 25% of MW SP users will use array SP products.

                                                   Market Definition

Applications       SP with signals having 2-3 spatial dimensions.
                   Example: Antenna arrays in radar, sonar, and other sensors; for improved quality & bandwidth of wireless communications
                   Video image processing is a subset of this app space, but includes specialized functions not included in an array SP product. Separate opportunity.

Industries         Aero defense, Comms, medical imaging (esp. ultrasound)
                   - Northrup Grumman, Lockheed, Raytheon provide consulting opportunities. Northrup Grumman is engaged with MW Novi for radar processing.

Products           No decision has been made to make a product or to enter this market.
                   First, an array SP Tbx that depends on SP Tbx. Second, and array SP Bks that depends on SP Bks.
                   Build demos that illustrate use in each of the major application domains.
                   Array SP products will pull-though a lot of other products.

Competition        Home-grown code or very specialized code for each market sub-segment
                   Current methods focus on ad-hoc models and empirical know-how.
                   There are free SW products.
                   SPW (CoWare) competes with SL.
                   GEDAE for Aero-defense is a competitor. (GEDAE is a product for Distributed ES -- Jim T)
                   We have not studied competition much.

                                                 Investment Required

Development: Ask Don O. Probably 1-2 engineers for 2 years.
Since this is a small segment, we may not be able to afford upgrading of distribution, support and market development resources.

No development resources are committed.

                                                       Comments

                   Not actively pursuing

Main source:       Ken K, Don O                                                             To be contacted:




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Array SP                                               Page 15 of 39                                                                                         1/6/2011
     Date:                         Business Area:            Automotive Chassis & Safety Controls
   9/10/2004                                                       Reactive and Dynamic Control
                                                                                                       Before Investment       After Investment
                                                 Normed                                                    Rating Weighted     Rating Weighted
                                                  Weight                                                   (0-10)  Score       (0-10)  Score
Market Factors - Importance                ######            Market Factors - Ratings                               6.6                 6.6       Boundary between reactive-only and reaftive-dynamic control is fluid

Market Growth & Size                        60.0%                                                        5.9          3.5        5.9      3.5
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 6          2.1         6       2.1     Chassis not growing, Safety growitng. Auto electronics growing 6-8%, hybrid maybe 8%
 Strategic Growth (5-15 years)                       #####    Out-year Growth (6-15 years)                 5          0.9         5       0.9
 Market size                                          8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 7            0.6         7       0.6     At least as large as power train control, within 4-5 years

Competitive Intensity                       40.0%                                                             7.8     3.1        7.8      3.1
 Lack of competing products                          #####    Lack of competing products                       9      1.8         9       1.8     Ilogix Statemate. UML weak. Electronic & physical modeling weaker.
 Lack of substitute products                         #####    Lack of substitute products                      7      0.9         7       0.9     C & Hand coding
 Customer fragmentation                               3.3%    Customer fragmentation                           4      0.1         4       0.1
 Customer affluence                                   3.3%    Customer affluence                               7      0.2         7       0.2

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings               7.6                 7.6     Benchmark competitors: Ilogix

Markets and Strategic Factors               35.7%                                                             8.2     2.9        8.2      2.9
 Competitive concentration                           8.4%     Relative market share (1.0 -> 5, 2.0 -> 8)       8      0.7         8       0.7     Guess: MW 60% of users of tools, Ilogix 10%, users of other tools ~25%.
 scale economies                                     8.4%     Cost position                                    8      0.7         8       0.7
 standards                                           8.4%     Position on standards                            9      0.8         9       0.8     SL, SF are de-facto standards.
 differentiation                                     4.2%     Differentiating factors                          9      0.4         9       0.4     Dynamic simulation, code generation are MW advantages. DSP becoming an advantage.
 Brand switching costs                               1.7%     Customer base to defend                          8      0.1         8       0.1
 Market readiness / timing                           1.3%     Appropriate time to market                       7      0.1         7       0.1     Market is still emerging, we are leader.
 Ease of market development                          0.8%     Market development resources                     8      0.1         8       0.1
 certification / regulation                          0.8%     Relative position on cert. / reg.                5      0.0         5       0.0     Drive by wire systems
 High entry barriers                                 1.7%     Entry costs paid                                 8      0.1         8       0.1
 Low exit barriers                                   0.0%     Likelihood/cost of exit                          5      0.0         5       0.0

Products and Technologies                   35.7%                                                             7.1     2.5        7.1      2.5
 Product line synergy in market                      8.9%     Product line synergy in market                   8      0.7         8       0.7
 Dynamic simulation and control                      6.0%     Dynamic simulation and control                  10      0.6        10       0.6
 Reactive simulation and control                     6.0%     Reactive simulation and control                  6      0.4         6       0.4     SF comparable to Staemate but better linked to SL
 Rapid prototyping                                   3.0%     Rapid prototyping                                5      0.1         5       0.1     dSPACE still has majority of installed base. MW has surpassed their RP offerings.
 Code Generation                                     6.0%     Code Generation                                  7      0.4         7       0.4
 Testing and validation                              6.0%     Testing and validation                           5      0.3         5       0.3

Marketing, Sales and Support                 28.6%                                                            7.6     2.2        7.6      2.2
 Brand recognition                                   5.7%     Relative brand recognition                      10      0.6        10       0.6     MatrixX could conceivably reduce this.
 Distribution - industry coverage                    5.7%     Relative industry coverage                       7      0.4         7       0.4
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                     5      0.3         5       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model    9      0.5         9       0.5
 Customer support requirements                       5.7%     Applicable support resources                     7      0.4         7       0.4




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Auto C&S                                              page 16 of 39                                                                                         1/6/2011
      Date:                        Business Area:                Automotive Chassis & Safety Controls
    9/10/2004                                                            Reactive and Dynamic Control

                                                     Opportunity Size

Market size this year ($ million)              $20.0             Mathworks' N&M Revenue this year ($ million)                       $8.0             30-40% of $23M Auto industry revenues in 2003.
Market size, five years from now ($ million)   $32.0    10%      MathWorks' N&M Revenue 5 years from now ($ million)               $13.0   10%       Asked Scott L 7/16/03

Use of MATLAB for data analysis is not included in this market sizing, but it could be.

                                                    Market Definition

Applications       SW tools for all MBD stages from modeling to simulation to code generation for ES.
                   Active safety systems work before collision (contracted with passive systems, which deploy upon colllision, e.g. airbag)
                   Examples: adaptive cruise control, stability controls, X-by-wire systems, anti-lock brakes, collision avoidance, lane departure
                   Estimate MW market share 80% in chassis; and 40-50% in safety; and lower in physical modeling.
                   Automotive semiconductors forecasted to grow at 18%.
                   It would be nice to know the number of engineers and design teams in this area.

Competition        In-house SW tools serve most of the market at this time.
                   Electronics modeling: Saber, Simplorer, Specter
                   Mechanical: Adams, DADS


                                                  Investment Required

Key investments are in sales and marketing.
We have needed tools for code gen, but not in electronic or electromechanical modeling.
Modest role for distributed ES (covered in another opportunity assessment).
UML will probably play a role in this market, but distributed ES is more important for now.

                                                        Comments

This opportunity depends on technology in Distributed ES.



Main source:       Scott L                                                                    To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Auto C&S                                                  page 17 of 39                                                                      1/6/2011
     Date:                         Business Area:             Automotive Comfort & Convenience
   9/10/2004                                                          Largely reactive systems
                                                                                                       Before Investment       After Investment
                                                 Normed                                                   Rating Weighted       Rating Weighted
                                                  Weight                                                  (0-10)  Score         (0-10)  Score
Market Factors - Importance                ######            Market Factors - Ratings                              4.7                   4.7      Boundary between reactive-only and reaftive-dynamic control is fluid

Market Growth & Size                        60.0%                                                        5.0             3.0     5.0      3.0
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 5             1.7      5       1.7     Auto electronics growing 6-8%, hybrid maybe 8%
 Strategic Growth (5-15 years)                       #####    Out-year Growth (6-15 years)                 4             0.7      4       0.7
 Market size                                          8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 7               0.6      7       0.6
                                                                                                                     7
Competitive Intensity                       40.0%                                                              4.1       1.7     4.1      1.7
 Lack of competing products                          #####    Lack of competing products                        4        0.7      4       0.7     Ilogix Statemate, UML
 Lack of substitute products                         #####    Lack of substitute products                       3        0.3      3       0.3     Hand coding
 Customer fragmentation                               5.7%    Customer fragmentation                            4        0.2      4       0.2
 Customer affluence                                   5.7%    Customer affluence                                7        0.4      7       0.4

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                  4.8              5.7     Compare with Statemate, the leader in Auto C&C MBD tools.

Markets and Strategic Factors               35.7%                                                              4.2       1.5     4.9      1.7
 Competitive concentration                           8.8%     Relative market share (0.5->3, 1 -> 5, 2 -> 8)    3        0.3      4       0.4     Guess: MW 10% of users of tools, Ilogix 60%, total users of tools ~10%.
 scale economies                                     8.8%     Cost position                                     5        0.4      5       0.4
 standards                                           8.8%     Position on standards                             3        0.3      4       0.4     OEMs still dictate Statemate . Future role of UML as Std is unknown.
 differentiation                                     4.4%     Differentiating factors                           7        0.3      7       0.3     Code generation and physmod are MW advantage
 Brand switching costs                               1.8%     Customer base to defend                           4        0.1      6       0.1     Switching costs high. MW has small share, but large share in dynamic MBD.
 Market readiness / timing                           1.3%     Appropriate time to market                        5        0.1      5       0.1     Statemate is early leader, but market is still young.
 Ease of market development                          0.9%     Market development resources                      7        0.1      7       0.1
 certification / regulation                          0.0%     Relative position on cert. / reg.                 5        0.0      5       0.0
 High entry barriers                                 0.9%     Entry costs paid                                  4        0.0      6       0.1

Products and Technologies                   35.7%                                                              5.5       2.0     6.4      2.3
 Product line synergy in market                      #####    Product line synergy in market                    8        0.9      8       0.9
 Reactive simulation and control                      7.5%    Reactive simulation and control                   5        0.4      5       0.4
 Distributed ES                                       7.5%    Distributed ES                                    2        0.2      5       0.4     Depends on Distrib ES project
 Code Generation                                      5.6%    Code Generation                                   7        0.4      7       0.4
 Testing and validation                               3.8%    Testing and validation                            4        0.2      6       0.2     Statemate is the leader here too.

Marketing, Sales and Support                 28.6%                                                             4.6       1.3     5.8      1.7
 Brand recognition                                   5.7%     Relative brand recognition                        4        0.2      6       0.3     MW better known in industry in general, but not more widely used in this area.
 Distribution - industry coverage                    5.7%     Relative industry coverage                        6        0.3      6       0.3     More customer contacts in industry, especially and management levels.
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      5        0.3      5       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     4        0.2      6       0.3
 Customer support requirements                       5.7%     Applicable support resources                      4        0.2      6       0.3




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Auto C&C                                               Page 18 of 39                                                                                             1/6/2011
      Date:                        Business Area:                  Automotive Comfort & Convenience
    9/10/2004                                                               Largely reactive systems

                                                     Opportunity Size

Market size this year ($ million)               $25.0            Mathworks' N&M Revenue this year ($ million)                      $4.6                  Estimate 20% of $23M Auto industry revenues in 2003.
Market size, five years from now ($ million)    $50.0   15%      MathWorks' N&M Revenue 5 years from now ($ million)              $10.0 17%              Wil lbe able to replace Ilogix and ETAS, struggle with Vector (Joachim L)

In market for design SW, Ilogix gets about $5M (SWAG). Rational SW gets about $10M (SWAG), ETAS gets $5M (SWAG)
HW in the loop products should be included too. Total dSPACE is $40-60M; part of this is in Auto C&C.) Exclude from market analysis, but ti should be included.
The HW design segment generates another $20M. Exclude from market analysis.

                                                     Market Definition

Applications       SW tools for all MBD stages from modeling to simulation to code generation for ES.
                   Example systems: climate control, body electronics (windows, seats), entertainment
                   Estimate market size based on estimated 20% MW share.
                   Automotive semiconductors forecasted to grow at 18%.
                   It would be nice to know the number of engineers and design teams in this area.
                   Ken K says: Viewing this as Comms/electronics oppy (instead of CDA) may change our view.

Compeitition       Key competitor is Ilogix with Statemate.
                   MW has advantage over Ilogix in new opportunities, because integrated MBD toolchain. Ilogix weaker in code gen, RP, and uses SL for plant modeling.
                   UML is not a major factor in this market.
                   If architecture becomes driving factor, then competitors include Vector Inc. (da Vinci) and ETAS, Inc. (Integrio)
                      da Vinci distributes funcitons on an ECU network. Becoming dominant among early adopters in European market.
                      Integrio combines multiple functions on one ECU.

                                                  Investment Required

The key is Distributed ES capability (covered in another opportunity assessment). This is main rartionale for AtuoSAR.
 Missing pieces are: (1) mapping of functions onto distributed ES, (2) modeling of bus.
Modest role for UML for modeling of system architecture. This could be a large investment that is amortized over multiple markets. (Joachim disagrees)
No other new product development is required, other than perhaps a few new features in exisitng products.
 Example product need: Test vector generation. (Ilogix has advantage here.)
 Example product need: Offer realistic dashboard displays for use in PC demos. Altia is a partner who offers this, but they are expensive ($25K).




                                                         Comments

This opportunity relies on technologies in distributed ES that are treated in separate opportunities.



Main source:       Joachim L, Scott L                                                          To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Auto C&C                                                 Page 19 of 39                                                                                               1/6/2011
     Date:                       Business Area:                       Distributed MATLAB
    8/5/2004
                                                                                                       Before Investment         After Investment
                                                Normed                                                    Rating Weighted        Rating Weighted
                                                 Weight                                                   (0-10)  Score          (0-10)  Score
Market Factors - Importance               ######             Market Factors - Ratings                              6.6                    7.1

Market Growth & Size                       70.0%                                                         7.6            5.3        7.6      5.3
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 9            3.6         9       3.6
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 8            1.6         7       1.4
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 1              0.1         3       0.3

Competitive Intensity                      30.0%                                                               4.2      1.3        5.8      1.8
 Lack of competing products                          #####    Lack of competing products                        6       0.6         6       0.6     Mathematica is only commercial competition.
 Lack of substitute products                         #####    Lack of substitute products                       1       0.1         6       0.6     Weaning customers from freeware is a challenge, but they are eager.
 Customer fragmentation                               5.0%    Customer fragmentation                            7       0.4         7       0.4
 Customer affluence                                   5.0%    Customer affluence                                4       0.2         4       0.2     Research segment not accustomed to paying.
 Supplier bargaining power                            0.0%    Supplier bargaining power                         5       0.0         5       0.0

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                 4.2                 7.6     Benchmark competitor: Woflram and NAG
                                                                                                                                                    Competitive comparison depends strongly on customer's current tech compputing platform
Markets and Strategic Factors              35.7%                                                               3.6      1.3        8.2      2.9
 Competitive concentration                           #####    Relative market share (0.5->3, 1 -> 5, 2 -> 8)    1       0.1         9       1.1
 Scale economies                                      8.0%    Cost position                                     5       0.4         5       0.4
 Standards                                            0.0%    Position on standards                             5       0.0         5       0.0
 Differentiation                                     #####    Differentiating factors                           5       0.6        10       1.2     ML and entire line of engineering apps
 Brand switching costs                                1.6%    Customer base to defend                           5       0.1         6       0.1     High switching costs from ML to any other environment
 Market readiness / timing                            1.2%    Appropriate time to market                        3       0.0         7       0.1     We are on time, a little late.
 Ease of market development                           0.8%    Market development resources                      6       0.0         7       0.1
 Certification / regulation                           0.0%    Relative position on cert. / reg.                 5       0.0         5       0.0

Products and Technologies                  35.7%                                                               4.0      1.4        7.7      2.8     Need to analyze Wolfram offerings to improve comparison.
 Product line synergy in market                      #####    Product line synergy in market                    7       1.3         8       1.4
 Coarse-grained parallelsm                           #####    Coarse-grained parallelsm                         1       0.1         8       0.9     Handles heterogeneous nodes, large data sets (shared memory).
 Fine-grained parallelism                             5.4%    Fine-grained parallelism                          1       0.1         7       0.4
 Systems admin tools/ consutling skills               1.8%    Systems admin tools/ consutling skills            1       0.0         5       0.1

Marketing, Sales and Support                 28.6%                                                             5.2      1.5        6.6      1.9
 Brand recognition                                   5.7%     Relative brand recognition                        7       0.4         8       0.5
 Distribution - industry coverage                    5.7%     Relative industry coverage                        8       0.5         8       0.5     Wolfram focuses on Edu and science, not engineering.
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      5       0.3         5       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     3       0.2         6       0.3     Wolfram can sell the product but not the engineering apps, e.g. STM
 Customer support requirements                       5.7%     Applicable support resources                      3       0.2         6       0.3




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Distrib ML                                              Page 20 of 39                                                                                        1/6/2011
     Date:                         Business Area:                         Distributed MATLAB
    8/5/2004

                                                    Opportunity Size

Market size this year ($ million)               $6.0 SWAG       Mathworks' N&M Revenue this year ($ million)                   $0.04
Market size, five years from now ($ million)   $18.0 25%        MathWorks' N&M Revenue 5 years from now ($ million)             $1.5 106%

SW tools for coarse-grained data parallelism and algorithm parallelism.
Current leading tools are unpolished freeware from research labs, which depresses market size measured by revenues.
Market size is large in the sense that many people are buying clusters.
Assume price of $ and Y units in year 5.

                                                    Market Definition

Applications       Problems addressable with coarse-grained parallelism -- problems that exploit distributed memory, not shared memory.
                     Examples: Battle scenario simulations, weather simulations, risk and wealth management models
                     Examples: Pattern recognition for gene sequences, breast cancer screening and diagnosis
                   HPC market now means high productivity of humans developing applications, not only performance per node.

Industries         Aero defense (including commercial aircraft engine services), BPM, FMA, Auto, Edu

Strategy           Target low-end of HPC market with small-to-medium sized clusters.

Technology         Running ML on clusters built of standard HW and OS.
                   - First generation will be for coarse-grained parallelism: same algorithm on each node.
                   - Second generation is parallel ML (being defined now).
                   64-bit support is required. Will be delinvered outside of this technical effort.

Products           Toolbox and ML run on client node. ML-without-GUI runs on server nodes.
                   - Price toolboxes based on development and compilation phases, not deployment phase.
                   A fine-grained parallel MATLAB is under evaluation.

Competition        Woflram research offers (1) Grid Mathematica (like MW worker node) and (2) Parallel Toolkit for Mathematica (like MW client interface)
                    Wolfram can compete well in Edu and science research (where current demand is focused), but not in engineering apps (where future growth is likely).
                   ML users employ ~20 other tools (usually free developed by R&D labs) for parallel processing. Examples: ML MPI, ML*P
                   Parallel math libraries.
                   Conjecture: NI will enter at some time.

                                                 Investment Required

Three engineer years for first version. One man-year is done, and two engineers currently on the project.
Four main work modules
                  - Job manager for the Toolbox
                  - ML client interface
                  - ML worker node
                  - GUI monitoring tools

                                                       Comments

        File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Distrib ML                                           Page 21 of 39                                               1/6/2011
     Date:                      Business Area:                        Distributed MATLAB
    8/5/2004

Distributed ML and STM are highly complementary products.


Main source:     Silvina G-F, Loren D                                              To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Distrib ML                                   Page 22 of 39   1/6/2011
     Date:                         Business Area:                   Medical Imaging Toolbox
   11/19/2003
                                                                                                       Before Investment       After Investment
                                                 Normed                                                   Rating Weighted      Rating Weighted
                                                  Weight                                                  (0-10)  Score        (0-10)  Score
Market Factors - Importance                ######            Market Factors - Ratings                              6.3                  6.3

Market Growth & Size                        70.0%                                                        7.0           4.9       7.0      4.9
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 7           2.8        7       2.8
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 6           1.2        6       1.2
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 9             0.9        9       0.9

Competitive Intensity                       30.0%                                                              4.7     1.4       4.7      1.4
 Lack of competing products                          #####    Lack of competing products                        4      0.4        4       0.4     Mostly small competitors with point-and-click niche products
 Lack of substitute products                         #####    Lack of substitute products                       4      0.4        4       0.4     In-house C, NIH Image freeware
 Customer fragmentation                               5.0%    Customer fragmentation                            5      0.3        5       0.3     Devices: GE, Philips, Siemens, AGFA, buying companies.
 Customer affluence                                   5.0%    Customer affluence                                7      0.4        7       0.4     Device makers and pharmas
 Bargaining power with suppliers                      0.0%    Bargaining power with suppliers                   5      0.0        5       0.0

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                4.2                5.3     Benchmark competitor: RSI
                                                                                                                                                  IDL has ~$5M in medical imaging, Dr. Watsyn revenue unknown
Markets and Strategic Factors               35.7%                                                              4.1     1.5       5.3      1.9
 Competitive concentration                           8.6%     Relative market share (0.5->3, 1 -> 5, 2 -> 8)    3      0.3        5       0.4     IDL share in medical imaging.comparable to MW.
 Scale economies                                     8.6%     Cost position                                     5      0.4        5       0.4
 Standards                                           8.6%     Position on standards                             4      0.3        6       0.5     DICOM, JPEG 2000. Dr. Watsyn is stronger, e.g. DICOM networking
 Differentiation                                     4.3%     Differentiating factors                           4      0.2        6       0.3     MW has strong general algorithms and breadth of tools, but RSI has more depth in medical
 Brand switching costs                               1.7%     Customer base to defend                           5      0.1        5       0.1     Key switching strategy vs IDL is new hires who know ML. Easier vs point-and-click competito
 Market readiness / timing                           1.3%     Appropriate time to market                        4      0.1        4       0.1     More entrenched freeward and libraries
 Ease of market development                          0.9%     Market development resources                      4      0.0        5       0.0     RSI focuses on medical imaging plus remote sensing.
 Certification / regulation                          0.9%     Relative position on cert. / reg.                 4      0.0        4       0.0     Dr. Watsyn is certified for DICOM for clinical apps, MW is not.
 High entry barriers                                 0.9%     Entry costs paid                                  5      0.0        6       0.1

Products and Technologies                   35.7%                                                              4.0     1.4       5.4      1.9
 Product line synergy in market                      7.1%     Product line synergy in market                    5      0.4        5       0.4
 Medical-specific algorithms                         7.1%     Medical-specific algorithms                       4      0.3        6       0.4
 Point-and-click GUI                                 7.1%     Point-and-click GUI                               4      0.3        6       0.4
 Image management                                    7.1%     Image management, e.g. DICOM                      4      0.3        5       0.4     Dr. Watsyn is better
 Visualization                                       7.1%     Visualization                                     3      0.2        5       0.4

Marketing, Sales and Support                 28.6%                                                             4.6     1.3       5.0      1.4
 Brand recognition                                   5.7%     Relative brand recognition                        5      0.3        5       0.3
 Distribution - industry coverage                    5.7%     Relative industry coverage                        5      0.3        5       0.3
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      5      0.3        5       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     4      0.2        5       0.3
 Customer support requirements                       5.7%     Applicable support resources                      4      0.2        5       0.3




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Med Image                                              Page 23 of 39                                                                                         1/6/2011
     Date:                         Business Area:                        Medical Imaging Toolbox
   11/19/2003

                                                    Opportunity Size

Market size this year ($ million)              $100.0 (SWAG) Mathworks' N&M Revenue this year ($ million)                         $2.0                    200 NPS seats annually, including ML, IPT, some Stats, Wavelets, Signal
Market size, five years from now ($ million)   $200.0 15%    MathWorks' N&M Revenue 5 years from now ($ million)                  $5.0   20%

SW tools for medical imaging R&D by device makers and nonclinical research centers
Most of the market is point-and-click tools, not analysis tools like IDL and IPT.

                                                    Market Definition

Applications       Adding functionality specific to medical imaging
                    Algorithms -- 3D reconstruction, cluster analysis, enhancement for visibility and quantitative analysis
                    Better point-and-click GUI to address broader market.
                    Management of images at patient level, using information from DICOM standard.
                    Visualization -- viewers and viewer controls
                   Goal is to displace some imaging SW that is purchased with instruments (e.g. microscopes)

Industries         Medical imaging -- medical imaging device makers, medical research centers

Products           Medical Imaging Toolbox

Competition        RSI/Kodak: (1) IDL, (2) Dr. Watsyn (a medical imaging app dev environment) that is promoted for development of clinical apps.
                   Several smaller competitors with point-and-click products. (Point-and-click vendors will never have broad analysis; while MW can add point-and-click.)

                                                  Investment Required

1-2 engineer years for full project
Deliverables include improvements in algorithms, point-and-click GUI, image management, and visualization.

                                                        Comments




Main source:       Bruce T                                                                    To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Med Image                                                Page 24 of 39                                                                                             1/6/2011
     Date:                         Business Area:                    Software-Defined Radio
   7/28/2004
                                                                                                       Before Investment     After Investment
                                                 Normed                                                   Rating Weighted    Rating Weighted
                                                  Weight                                                  (0-10)  Score      (0-10)  Score
Market Factors - Importance                ######            Market Factors - Ratings                              6.9                7.4

Market Growth & Size                        70.0%                                                        7.7           5.4     7.9      5.5     Upside: commercial and consumer may grow.
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 9           3.6      9       3.6
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 6           1.2      6       1.2
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 6             0.6      7       0.7

Competitive Intensity                       30.0%                                                              5.1     1.5     6.2      1.9
 Lack of competing products                          #####    Lack of competing products                        7      0.7      7       0.7     Not much
 Lack of substitute products                         #####    Lack of substitute products                       3      0.3      6       0.6     C and HDL code writing is a viable option.
 Customer fragmentation                               3.5%    Customer fragmentation                            3      0.1      3       0.1
 Customer affluence                                   3.5%    Customer affluence                                8      0.3      8       0.3     Well-defined problems, larege budgets, govt pressure.
 Bargaining power with suppliers                      1.8%    Bargaining power with suppliers                   5      0.1      5       0.1

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings                5.0              7.5     Benchmark competitors: UML vendors (Rational) and in-house code. Still to be seen.

Markets and Strategic Factors               35.7%                                                              5.2     1.9     7.7      2.8
 Competitive concentration                           6.7%     Relative market share (0.5->3, 1 -> 5, 2 -> 8)    8      0.5      8       0.5     MW is not optimal IP provider.
 Scale economies                                     6.7%     Cost position                                     8      0.5      8       0.5
 Standards                                           6.7%     Position on standards                             1      0.1      7       0.5     JTRS/SCA
 Differentiation                                     6.7%     Differentiating factors                           7      0.5      9       0.6     SLD, retargetability (the key to this oppy), low prices, alliances
 Brand switching costs                               3.3%     Customer base to defend                           3      0.1      7       0.2     Switching costs high, paradigm shift. Cost incentive is huge
 Market readiness / timing                           1.0%     Appropriate time to market                        7      0.1      7       0.1     Not early, not yet late.
 Ease of market development                          0.7%     Market development resources                      5      0.0      8       0.1
 Certification / regulation                          3.3%     Relative position on cert. / reg.                 1      0.0      6       0.2     Mil Std, JTRS, …
 High entry barriers                                 0.7%     Entry costs paid                                  3      0.0      9       0.1     Customers say it is ours to lose.

Products and Technologies                  35.7%                                                        5.0            1.8     8.1      2.9
 Product line synergy in market                      5.1%     Product line synergy in market             9             0.5     10       0.5
 Design, simulate, generate code for FPGAs           5.1%     Design, simulate, generate code for FPGAs 4              0.2     10       0.5
 Distributed ES                                      5.1%     Distributed ES                             1             0.1      5       0.3
 JTRS/SCA compliance                                 5.1%     JTRS/SCA compliance                        0             0.0      6       0.3
 ML, SL simulation                                   5.1%     ML, SL simulation                         10             0.5     10       0.5
 Fixed Point                                         5.1%     Fixed Point                                6             0.3      8       0.4
 Code gen for ES                                     5.1%     Code gen for ES                            5             0.3      8       0.4

Marketing, Sales and Support                 28.6%                                                             4.6     1.3     6.4      1.8
 Brand recognition                                   5.7%     Relative brand recognition                       10      0.6     10       0.6
 Distribution - industry coverage                    5.7%     Relative industry coverage                        6      0.3      6       0.3
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                      5      0.3      5       0.3
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model     1      0.1      5       0.3
 Customer support requirements                       5.7%     Applicable support resources                      1      0.1      6       0.3




 File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab SDR                                                 Page 25 of 39                                                                                                 1/6/2011
      Date:                        Business Area:                      Software-Defined Radio
    7/28/2004

                                                   Opportunity Size
                                                                                                                                          Double for ML, SL, RTW
Market size this year ($ million)               $10 SWAG       Mathworks' N&M Revenue this year ($ million)                    $2         15% of $6M Aero Rev for Signal, Comms TB&BS, DSP BS, Filter, Wavelet
Market size, five years from now ($ million)    $30 25%        MathWorks' N&M Revenue 5 years from now ($ million)            $12   43%   Is this estimate realistic?

SW tools for waveform development, simulation, verification, code gen for SDR.
Most of market is served with in-house code and re-use of existing IP and technologies.
Value of SDR equipment in JTRS program is estimated at $1.9B before 2010. (Market study - see Ken K)

                                                   Market Definition
Applications       Goal: A significant portion of a radio comms device become re-programmable in SW.
                   - Examples of future goals for re-programmability: freq synthesizers, trunking, protocols.
                   Defining and developing the signal processing algorithms and protocols in reporgframmable comms systems.

Industries         Aero Defense (including military aerospace, civil defense, fire, police)
                   Semiconductor and electronics suppliers to Aero defense.
                   Commercial wireless suppliers are doing R&D on SDR now, but still early stage.

Technology         Hardware-independent simulation of reference standards.
                   JTRS/SCA-compliant code generation
                   Designing, simulating, generating code for FPGAs, DSPs and microprocessors.
                    - Combining multiple DSPs and FPGAs in one system.
                   JTRS/SCA (Joint Tactical Radio System / SW Comms Arch) compliance, which is US gov mandated.
                    - UML is a significant factor in industry's approach to SCA compliance.
                    - SCA is being extended to signal processing parts of comms systems. MW actively involved.
                   RF analysis

Products           Waveform-specific blocksets
                   Extensions to existing products
                   - Multi-processor targeting capability for RTW
                   Reference model products?
                   Need HDL code gen and verification products to work with these products.
                   Consulting support may be a major requirement in this market..

Competition        All traditional system-level and EDA tool vendors.
                   Potential partners: Spectrum Signal, Mercury Computer, COTS, board, chip and SW suppliers. TI, Altera, Xilinx
                   Teaming with major customers on large programs -- primes on JTRS -- Boeing, General Dynamics

                                                 Investment Required
SCA compliance: 1 engineer year
JTRS waveform development, version 1: 2 engineer years
Multi-processor simul & code gen, version one: 3 engineer years. Re-usable in other areas.
Consulting support for JTRS primes, multi-year. Paid by customer as we go: $150K+ per contract.

                                                       Comments
JTRs is "ours to lose".

 File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab SDR                                                   Page 26 of 39                                                                             1/6/2011
     Date:                     Business Area:            Software-Defined Radio
   7/28/2004


Main source:    Ken K, Don O                                            To be contacted:




 File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab SDR                               Page 27 of 39   1/6/2011
     Date:                      Business Area:                        Statistical Data Analysis
   11/24/2003
                                                                                                       Before Investment       After Investment
                                                Normed                                                   Rating Weighted       Rating Weighted
                                                 Weight                                                  (0-10)  Score         (0-10)  Score
Market Factors - Importance               ######             Market Factors - Ratings                             6.2                   6.2

Market Growth & Size                       70.0%                                                         6.1          4.3        6.1      4.3
 Growth (5 years)                                    #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 6          2.4         6       2.4
 Out-year Growth (5-15 years)                        #####    Out-year Growth (6-15 years)                 5          1.0         5       1.0
 Market size                                         #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 9            0.9         9       0.9

Competitive Intensity                      30.0%                                                              6.2     1.9        6.2      1.9
 Lack of competing products                          #####    Lack of competing products                       3      0.3         3       0.3     Many small competitors
 Lack of substitute products                         #####    Lack of substitute products                      8      0.8         8       0.8     R is a strong substitute, mostly for academics
 Customer fragmentation                               5.0%    Customer fragmentation                          10      0.5        10       0.5
 Customer affluence                                   5.0%    Customer affluence                               5      0.3         5       0.3

Company Strength Factors - Importance                        Company Strength Factors - Company Ratings               4.8                 6.0
                                                                                                                                                  Benchmark with Insightful / S-Plus and Statistica.
Markets and Strategic Factors              35.7%                                                            5.1       1.8        5.1      1.8
 Competitive concentration                           #####    Relative market share (0.5->3, 1 -> 5, 2 -> 8) 3        0.3         3       0.3
 Scale economies                                      7.7%    Cost position                                  6        0.5         6       0.5     Versus Insightful
 Standards                                            7.7%    Position on standards                          6        0.5         6       0.5     ML is std for engineers. R & S are nascent standrds for statistical programming lang.
 Differentiation                                      3.8%    Differentiating factors                        7        0.3         7       0.3     Differentiate with ML platform, add-ons, deployment. Equal on algorithms, interface
 Brand switching costs                                1.5%    Customer base to defend                        6        0.1         6       0.1     ML has higher switching costs for more people than R, S.
 Market readiness / timing                            1.2%    Appropriate time to market                     4        0.0         4       0.0     S-Plus and R got started earlier.
 Ease of market development                           0.8%    Market development resources                   7        0.1         7       0.1
 Certification / regulation                           0.8%    Relative position on cert. / reg.              5        0.0         5       0.0
 High entry barriers                                  0.8%    Entry costs paid                               6        0.0         7       0.1     Entry barrier is to combine stats algorithms, prog language, add ons and deploy.

Products and Technologies                  35.7%                                                              4.5     1.6        6.7      2.4
 Product line synergy in market                      5.1%     Product line synergy in market                   8      0.4         8       0.4     ML Platform and horizontal and vertical add ons
 Statistical algorithms                              7.7%     Statistical algorithms                           2      0.2         5       0.4     S-Plus does not focus on engineers, but has other foci.
 Tech programming language                           5.1%     Tech programming language                        5      0.3         7       0.4     R has data objects, Lisp-like language (need to verify with SJ)
 Deployment                                          5.1%     Deployment                                       7      0.4         9       0.5     R14 compiler
 Data object, integrated GUI and CLI                 7.7%     Data object, integrated GUI and CLI              1      0.1         5       0.4     Integrated, data-centric graphical interface and command line tools
 Visualization                                       5.1%     Visualization                                    7      0.4         8       0.4     Check calculation

Marketing, Sales and Support                 28.6%                                                            4.8     1.4        6.4      1.8
 Brand recognition                                   5.7%     Relative brand recognition                       5      0.3         7       0.4
 Distribution - industry coverage                    5.7%     Relative industry coverage                       6      0.3         7       0.4
 Distribution - geographic coverage                  5.7%     Relative geographic coverage                     7      0.4         7       0.4
 Distribution - domain expertise / sales model       5.7%     Distribution - domain expertise / sales model    3      0.2         5       0.3     Specialist AEs
 Customer support requirements                       5.7%     Applicable support resources                     3      0.2         6       0.3




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Statistics                                            Page 28 of 39                                                                                          1/6/2011
     Date:                         Business Area:                     Statistical Data Analysis
   11/24/2003

                                                   Opportunity Size

Market size this year ($ million)              $230           Mathworks' N&M Revenue this year ($ million)                    $3.3                      Statistics Toolbox
Market size, five years from now ($ million)   $375   10%     MathWorks' N&M Revenue 5 years from now ($ million)             $9.0   22%                Two statistics products

Numbers above are for addressable market (includes pieces of TC, Stats, and Data Mining markets). Our TAM will grow at a greater rate than the overall market.
Total market is $1.120 B today growing at 5% for TC, 1% for Stats, 13% for Data Mining (source for Stats and Data Mining market size SPSS 2002 10-K)

                                                  Market Definition

Applications       This oppy addresses SW for statistical data analysis and technical decision support analysis, excluding business intelligence applications
                   - Business intelligence apps include CRM, ERP, SCM, etc and data mining applications like OLAP and Data Warehousing
                   - Not so strong emphasis on decision support as last year. (Changed title of oppy.)

Profession         Engineers, (life/physical/biological) scientists and statisticians who will benefit from MATLAB Platform capabilities,
                     but need / demand more accessible statistical tools and/or more statistical algorithms.
                     We also gain access to a niche segment of application developers (ISVs and end users) who can use our tools to develop analytical SW components.

Industries         Very broad

Products           New statistics product

Competition        –Benchmark competitor: S-Plus with N&M revenue of $12M.
                   –Other Stats SW: R, Statistica, Systat, Stata, JMP (SAS), SPSS.
                   –Other tech computing SW that are used for statistical data analysis.
                   –General notes: SAS is not direct competitor – SAS Base is focused more enterprise and Business Intelligence.
                   Beyond SAS and SPSS the remainder of the market is highly fragmented and served primarily by smaller companies.

                                                Investment Required

12 engineer years (needs more discussion)
                   - Advanced statistical algorithms
                   - Data mining algorithms
                   - Data object and architecture
                   - Integrated, data-centric graphical interface and command line tools
                   - Improved scalability (large problems)

Development resources now committed
                2.5 engineers, 0.2 QE and 0.2 Doc people in 2003
                have one open req for engineer.

                                                      Comments

                   The key to success is to identify specialized segments where MW is advantaged and does not have to compete against large statistical SW vendors.



       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Statistics                                           Page 29 of 39                                                       1/6/2011
     Date:                    Business Area:                         Statistical Data Analysis
  11/24/2003
Main source:    Russ M                                                                To be contacted:




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Statistics                                       Page 30 of 39   1/6/2011
     Date:                       Business Area:     Video & Image Processing for Embedded Systems
    8/6/2004
                                                                                                    Before Investment After Investment
                                                Normed                                                  Rating Weighted   Rating Weighted
                                                 Weight                                                 (0-10)  Score     (0-10)  Score
Market Factors - Importance               ######          Market Factors - Ratings                               6.9               7.1
                                                                                                                                            Forward hypotheses; needs analysis to solifdiiy estimates
Market Growth & Size                      60.0%                                                       7.3         4.4      7.6     4.5
 Growth (5 years)                                 #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 7         2.4       7      2.4      Consumer & security 15-20%, industrial slower
 Strategic Growth (6-15 years)                    #####    Strategic Growth (6-15 years)                8         1.4       8      1.4      Video HW costs continue to fall. After adding HDL, growth will accelerate.
 Market size                                       8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 7           0.6       9      0.8


Competitive Intensity                     40.0%                                                          6.4      2.6      6.4     2.6
 Lack of competing products                       #####    Lack of competing products                     7       1.2       7      1.2
 Lack of substitute products                      #####    Lack of substitute products                    5       0.6       5      0.6      Home C. Need to prove value of hi-level code generation.
 Customer fragmentation                            5.7%    Customer fragmentation                         7       0.4       7      0.4      Many industries: defense, consumer elec vendors, …
 Customer affluence                                5.7%    Customer affluence                             7       0.4       7      0.4
 Supplier fragmentation                            0.0%    Supplier fragmentation                         5       0.0       5      0.0      Xylinx & other chip vendors offer expensive code cores for compression etc.
                                                  100%

Company Strength Factors - Importance                     Company Strength Factors - Company Ratings              4.5              6.6      MW will pioneer ES tools for video & imaging systems.

Markets and Strategic Factors             28.6%                                                          3.5      1.0      5.7     1.6
 Competitive concentration                        8.4%     Relative market share (1.0 -> 5, 2.0 -> 8)     3       0.3       6      0.5      Strong in Image, no presence in video
 Scale economies                                  8.4%     Cost position                                  3       0.3       5      0.4      Full MW Video seat costs $10K. Chip vendors give away tools.
 Differentiation                                  4.2%     Differentiating factors                        3       0.1       7      0.3      Simulation, ES capability, and ML and SL product lines, e.g. V&V, RTW, …
 Standards                                        2.1%     Position on standards                          4       0.1       4      0.1      Complementary C libraries include patented standards (e.g. JPEG) requiring deployment fee
 Brand switching costs                            1.7%     Customer base to defend                        6       0.1       6      0.1      Switch from home C. Fast-moving techy, so switching will occur
 Market readiness / timing                        1.3%     Appropriate time to market                     7       0.1       7      0.1      Now in growth phase
 Ease of market development                       0.8%     Market development resources                   4       0.0       6      0.1
 Certification / regulation                       0.8%     Relative position on cert. / reg.              3       0.0       4      0.0      Military will have certification.
 High entry barriers                              0.8%     Entry costs paid                               4       0.0       6      0.1


Products and Technologies                 42.9%                                                          5.3      2.3      7.5     3.2      New-to-world product profile.
 Product line synergy in market                   6.6%     Product line synergy in market                 6       0.4       8      0.5      IPT, DSP in SL and Blocksets
 Image processing                                 6.6%     Image processing                               6       0.4       8      0.5
 Embedded systems                                 6.6%     Embedded systems                               7       0.5       8      0.5      RTW & E-code now work with VI Bks.
 Signal, wavelets, stats, …                       4.9%     Signal, wavelets, stats, …                     4       0.2       6      0.3      Wavelets required in many security applications.
 Algorithm simulation performance in SL           6.6%     Algorithm simulation performance in SL         7       0.5       8      0.5      Unique. Fix performance issues
 Graphical displays                               4.9%     Graphical displays                             5       0.2       6      0.3      Ask Don O to define. Graphical programming?
 HDL                                              6.6%     HDL                                            2       0.1       8      0.5      The most important future investment for VI area.


Marketing, Sales and Support              28.6%                                                          4.4      1.3      6.2     1.8
 Brand recognition                                5.7%     Relative brand recognition                     4       0.2       7      0.4      Articles, conf presentations scheduled.
 Distribution - industry coverage                 5.7%     Relative industry coverage                     5       0.3       7      0.4
 Distribution - geographic coverage               5.7%     Relative geographic coverage                   6       0.3       6      0.3

     File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Video Image                                       page 31 of 39                                                                                           1/6/2011
    Date:                         Business Area:   Video & Image Processing for Embedded Systems
  8/6/2004
Distribution - domain expertise / sales model    5.7%     Distribution - domain expertise / sales model 3    0.2    5   0.3   MW will have advantage in hybrid video / ES / CDA.
Customer support requirements                    5.7%     Applicable support resources                  4    0.2    6   0.3
                                                 100%




   File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Video Image                                    page 32 of 39                                                                  1/6/2011
     Date:                         Business Area:         Video & Image Processing for Embedded Systems
    8/6/2004

                                                     Opportunity Size                                                                                              with
                                                                                                                                  VI Bks       Image Products      pull-thru
Market size this year ($ million)               $50.0 SWAG       Mathworks' N&M Revenue this year ($ million)                     $0.1           $4.3                    $14.0            Includes ML and often Signal
Market size, five years from now ($ million)   $100.0 15%        MathWorks' N&M Revenue 5 years from now ($ million)              $2.0 82%       $9.0   16%              $35.0    20%     Pull-thru increases over time due to VI Bks.

Current market consists of dozens of small companies selling niche products.
TAM seats ~ 142, 047 = 81,170 * 3.5 (globalizing from US) * 50% (adjustment for addressable market)
BLS counts 81,170 engineers in video & imaging areas (circa 2000) in commercial positions excluding government engineers. We are unsure if the BLS includes defense contractors by job type.
Assume TAM is penetrated at 5% per year, or 7,000 seats. Assume price of $1000, so revenue is $7M.

                                                    Market Definition

Applications       Tools for design & dev of ES with video, vision or imaging functionality.
                   Image design engineers are more numerous than imaging professionals who use IPT.
                   Imaging HW is becoming so inexpensive that many systems are adding vision capabilities.
                    - Weapons guidance, surveillance, automotive safety, consumer electronics
                    - E.g. Cell phone sales estimated at 670M units for 2004, of which 35% are camera phones, with increasing resolution.
                    - Example: State CA mandates a camera at each intersection by 2007/8. London UK has 10,000 street cameras.
                    - Example: Shop-lifting accounts for $33B or 2% of retail sales in US.
                   This business area will piggy-back on MW presence in embedded systems.
                   Oppy has matured at this time because SL 5 (2002) was first version of SL that could handle the hi bandwidth requirements.
                   In-house code curently serves 75% of the market. (SWAG)
                   Early market consists of current users of MATLAB and their colleagues.

Industry           Highest interest is in Auto at this time: lane change, collision avoidance.
                   Consumer (digital TVs), defense & security (tracking, motion detection, recognition, biometrics), industrial (inspection)
                   Defense & security (tracking, motion detection, recognition, biometrics), industrial (inspection)
                   Edu has strong interest.

Technology         Dynamic data dimensioning. (Probably do first in VI Bks, then SP Bks.)

Products           Video and Image Blockset shipped in July 2004 (R14+). Price = $1,000
                   - VI Bks supported fixed point and auto code gen in rel 1.0 -- a first for MW.
                   - Continue development: (1) region properties (blob analysis), (2) geometric shape drawing, (3) TBD
                   Related supporting products
                   - Key aspect of offering is partnership with TI, Xilinx, Altera, who provide image processing chips.
                   - 8/5/04: Emb Target for TI C6000 added support for DMC642 digital media processor.
                   - Simulink HDL Coder will support VI Bks. 25% of VI Bks prospects express strong interest in generating HDL.
                   - May need an embedded target.

Competition        C libraries are a key competitor. E.g. Hughes (Satellites)
                   A few niche tool vendors: Pegasus Systems, LeadTools. Many vendors < $5M.
                   - Pegasus sells solutions (not tools), e.g. OCR subsystems to Xerox.
                   - Pegasus will have superior offering for medical segments that require FDA certification. Nort direct competitor.

                   Chip vendors provide image SW, but would prefer not to offer image SW, on which they lose money.

      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Video Image                                               page 33 of 39                                                                                         1/6/2011
     Date:                         Business Area:          Video & Image Processing for Embedded Systems
    8/6/2004
                   EDA vendors address need for codec SW, but they want royalty streams.
                   IDL not good for video or ES.

                                                   Investment Required

VI Blockset required ~4 engineer-years in one year up to release 1.0 (July 2004)
VI Blockset continues with ~4 engineers during 04H2 and 2005.
Ask Don O where is manpower to do dynamic data dimensioning.
Askd Don O whether he is asking for more resources.

                                                          Comments

This product will pull through Simulink
This opportunity is a subset of Array SP technology, but it has sufficient specialized functionality and markets that it is treated as a separate opportunity.


Main source:       Dave J, Bruce T                                                              To be contacted:




      File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Video Image                                                 page 34 of 39                                1/6/2011
     Date:                         Business Area:                        Bioinformatics
   11/21/2003
                                                                                                      Before Investment After Investment       "After" means conditions in ~2006
                                                 Normed                                                   Rating Weighted    Rating Weighted
                                                  Weight                                                  (0-10)  Score      (0-10)  Score
Market Factors - Importance                ######           Market Factors - Ratings                               6.2                6.2      When bottleneck in finding uses for bioinfo data opens, market will expand fast.
                                                                                                                                               This will happen after first blockbuster drug from bioinfo methods arrives -- probably ~2008
Market Growth & Size                        60.0%                                                       7.0         4.2       7.0     4.2
 Growth (5 years)                                   #####    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 7         1.8        7      1.8
 Strategic Growth (5-15 years)                      #####    Out-year Growth (6-15 years)                 7         1.8        7      1.8
 Market size                                        #####    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 7           0.7        7      0.7

Competitive Intensity                       40.0%                                                          4.9      2.0       4.9     2.0      Leader Spotfire has about 12% share.
 Lack of competing products                         #####    Lack of competing products                     4       0.5        4      0.5      Many competitors, but none with product breadth in num analysis, graphics, deployment.
 Lack of substitute products                        #####    Lack of substitute products                    3       0.4        3      0.4      Home grown code is important.
 Customer fragmentation                              8.0%    Customer fragmentation                         7       0.6        7      0.6      There are 30 big pharmas and ~100 medium biotech companies, lots of start-ups.
 Customer affluence                                  8.0%    Customer affluence                             7       0.6        7      0.6
 Bargaining power with suppliers                     0.0%    Bargaining power with suppliers                5       0.0        5      0.0
                                                                                                                                               Leading competitors: Spotfire, SAS, S-Plus, Freeware (e.g. Bioconductor), Gene Spring.
Company Strength Factors - Importance                       Company Strength Factors - Company Ratings              3.9               5.1      Benchmark competitors: R, BioConductor, (2003: Spotfire, but not direct competitor. MW a
                                                                                                                                               Near term goals are (1) lead in bioinfo in edu, (2) serve bioinfo groups in pharmas.
Markets and Strategic Factors               35.7%                                                          4.1      1.5       4.7     1.7
 Competitive concentration                          #####    Relative market share (1.0 -> 5, 2.0 -> 8)     2       0.2        2      0.2      Sptotfire revenue ~$20M, MW ~$3M, but MW leads in edu.
 scale economies                                     6.2%    Cost position                                  8       0.5        8      0.5
 standards                                           3.1%    Position on standards                          3       0.1        5      0.2      ML is common in edu bioinfo.
 differentiation                                     6.2%    Differentiating factors                        6       0.4        7      0.4      Num analysis, deploy, programming , toolboxes. Future: web, parallelism, bioinfo algorithm
 Brand switching costs                               0.6%    Customer base to defend                        6       0.0        6      0.0      DB compatibility makes switching costs low now. Can link legacy code into ML.
 Market readiness / timing                           1.8%    Appropriate time to market                     4       0.1        4      0.1      MW entry is a few yeawrs later than optimal.
 Ease of market development                          1.2%    Market development resources                   3       0.0        5      0.1
 certification / regulation                          3.1%    Relative position on cert. / reg.              3       0.1        4      0.1      FDA is key in pharmas (largest segment); SAS dominates. MW products for research only.
 High entry barriers                                 1.2%    Entry costs paid                               3       0.0        5      0.1
 Low exit barriers                                   0.0%    Likelihood/cost of exit                        4       0.0        4      0.0
Products and Technologies                   35.7%                                                          3.9      1.4       5.8     2.1
 Product line synergy in market                     5.5%     Product line synergy in market                 5       0.3        9      0.5      ML as always. BI Tbx and Biosim will help each other within one year.
 Integrated functionality                           5.5%     Integrated functionality                       8       0.4        8      0.4      Leadership in integration drives Edu market success. No one else is close.
 Sequence analysis                                  2.7%     Sequence analysis                              3       0.1       4.5     0.1      Key function for Edu market. Bioinfo TB 2.0 will be stronger than 1.0
 Microarray data analysis                           2.7%     Microarray data analysis                       3       0.1        5      0.1      Key function for commercial market
 Mass spec data analysis                            2.7%     Mass spec data analysis                        0       0.0        5      0.1      R, Bioconductor don't have this. Now done with niche SW or ML with in-house code.
 Data interface                                     2.7%     Data interface                                 5       0.1        5      0.1
 Imprtance of machine learning                      2.7%     Machine learning                               3       0.1        4      0.1      R is the leader in machine learning. Neural nets and Stats 5.0 boost MW
 Hi-dimensional data visualization                  2.7%     Hi-dimensional data visualization              2       0.1        3      0.1      Spotfire is the leader in visualization with specialized visualization.
 Pathway visualization                              2.7%     Pathway visualization                          0       0.0        4      0.1      Key to tie BI & SysBio. Function before aesthetics. Comparables: Spotfire, Tom Saywer, sm
 Improtance of deployment                           2.7%     Deployment                                     6       0.2        7      0.2      R, Bioconductor have free deployment
 Domain expertise                                   2.7%     Domain expertise                               3       0.1        4      0.1
Marketing, Sales and Support                28.6%                                                          3.7      1.0       4.8     1.4      Scott W and Pete Stagg (Edu) help. Freeware competitors don't have official Sales & Mark
 Brand recognition                                  4.8%     Relative brand recognition                     3       0.1        5      0.2      Compare to Spotfire
 Customer relationships                             4.8%     Customer relationships                         3       0.1        4      0.2
 Distribution - industry coverage                   4.8%     Relative industry coverage                     3       0.1        5      0.2
 Distribution - geographic coverage                 4.8%     Relative geographic coverage                   5       0.2        5      0.2

       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Bioinfo                                             Page 35 of 39
     Date:                         Business Area:                            Bioinformatics
  11/21/2003
 Distribution - domain expertise / sales model    4.8%           Distribution - domain expertise / sales model 3        0.1           5        0.2
 Customer support requirements                    4.8%           Applicable support resources                  5        0.2           5        0.2          MW weaker in domain support but stronger in SW support systems.

                                                   Opportunity Size

Market size this year ($ million)            $150            Mathworks' N&M Revenue this year ($ million)                      $0.0            $3.0       Biofino is ~ 30% of BPM. This is all horizontal products that are ulled thru.
Market size, five years from now ($ million) $300 15%        MathWorks' N&M Revenue 5 years from now ($ million)               $1.5            $6.0   15% This is mostly horizontal products that are pulled thru.
 Source: Bioinformatics Market Study purchased from Frontline

                                                   Market Definition

Applications      Performance of advanced data analysis of genomic and proteomic data, including sequence analysis and microarray analysis
                  Not point-and-click tools for biologists in this 5-year time frame.
                  MW has advantage among users that do lots of analysis (esp. numerical) and want scripting language instead of point-and-click.

                                                 Investment Required

To reach scores projected for 2006, MW must invest Rob H, Lucio C, Kristen. Plus continued graphics development, but no data brushing.
New resources would include one machine learning specialist for "data mining" where benefits are shared with FM&A.
New resources would include on bioinfo GUI developer, which would include some of data brushing (for visualization).                                        Currently bioinfo gets 25% of Steve Simon in EDG for GUI development.
New resources would include one bioinfo AE.

                                       Comments - Definition of Opportunity

Gathering, preparation and statistical analysis of data in molecular biology.
Examples: genetic sequence analysis, protein sequence analysis, gene expression analysis, will include protein expression analysis when it is possible to do.
Excludes biosimulation, which attempts to compbine bioinfo data in a model to simulate behavior.

Main source:      Rob H, Kristen A                                                          To be contacted:




        File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Bioinfo                                                Page 36 of 39
     Date:                          Business Area:            Sample Candidate Investment Project
    2/8/2009
                                                                                                     Before Investment After Investment
                                                     Normed                                             Rating Weighted   Rating Weighted
                                                     Weight                                             (0-10)  Score     (0-10)  Score
Market Factors - Importance                 100.0%            Market Factors - Ratings                           7.7               7.8

Market Growth & Size                         60.0%                                                        8.6      5.1     8.7     5.2
 Growth (5 years)                                     34.3%    Growth, 5 years(5% -> 4, 10% -> 6, 20% -> 8) 9      3.1      9      3.1
 Strategic Growth (5-15 years)                        17.1%    Out-year Growth (6-15 years)                 9      1.5      9      1.5
 Market size                                           8.6%    Mkt size ($10M -> 6, $100M-> 9, $500M-> 7) 6        0.5      7      0.6

Competitive Intensity                        40.0%                                                        6.4      2.6     6.4     2.6
 Lack of competing products                           17.1%    Lack of competing products                  6       1.0      6      1.0      Comment xxxx
 Lack of substitute products                          11.4%    Lack of substitute products                 7       0.8      7      0.8      Comment xxxx
 Customer fragmentation                                5.7%    Customer fragmentation                      4       0.2      4      0.2
 Customer affluence                                    5.7%    Customer affluence                          9       0.5      9      0.5
 Bargaining power with suppliers                       0.0%    Bargaining power with suppliers             5       0.0      5      0.0

Company Strength Factors - Importance                         Company Strength Factors - Company Ratings           4.2             6.7      Benchmark competitor: unclear. Maybe xxxx
Markets and Strategic Factors                29.4%                                                        3.8      1.1     5.9     1.7
 Competitive concentration                            9.6%     Relative market share (1.0 -> 5, 2.0 -> 8)  2       0.2      5      0.5      2 years after launch
 scale economies                                      4.8%     Cost position                               7       0.3      7      0.3
 standards                                            2.4%     Position on standards                       6       0.1      6      0.1
 differentiation                                      4.8%     Differentiating factors                     4       0.2      8      0.4      Comment xxxx
 Brand switching costs                                2.4%     Customer base to defend                     2       0.0      5      0.1
 Market readiness / timing                            1.4%     Appropriate time to market                  6       0.1      6      0.1
 Ease of market development                           1.0%     Market development resources                5       0.0      6      0.1
 Certification / regulation                           0.5%     Relative position on cert. / reg.           5       0.0      5      0.0
 High entry barriers                                  2.4%     Entry costs paid                            2       0.0      4      0.1

Products and Technologies                    47.1%                                                        4.3      2.0     7.4     3.5      Raised -- embryonic very hi-tech pushed to limits
 Product line synergy in market                       2.3%     Product line synergy in market              4       0.1      8      0.2
 XXXXXXXX (technology)                                7.6%     XXXXXXXX (technology)                      10       0.8     10      0.8      Comment xxxx
 Block diagram editor                                 7.6%     Block diagram editor                        3       0.2      8      0.6      Comment xxxx
 XXXXXXXX (technology)                                3.8%     XXXXXXXX (technology)                       6       0.2      8      0.3      Comment xxxx
 XXXXXXXX (technology)                                3.0%     XXXXXXXX (technology)                       2       0.1      8      0.2      Comment xxxx
 XXXXXXXX (technology)                                3.8%     XXXXXXXX (technology)                       2       0.1      6      0.2      Comment xxxx
 XXXXXXXX (technology)                                3.8%     XXXXXXXX (technology)                       6       0.2      7      0.3      Comment xxxx
 Domain expertise                                     3.8%     Domain expertise                            2       0.1      4      0.2
 XXXXXXXX (technology)                                3.0%     XXXXXXXX (technology)                       2       0.1      7      0.2      Comment xxxx
 XXXXXXXX (technology)                                2.3%     XXXXXXXX (technology)                       2       0.0      6      0.1      Comment xxxx
 Large models - performance                           3.8%     Large models - performance                  4       0.2      7      0.3      Comment xxxx
 Large models - storage                               2.3%     Large models - storage                      1       0.0      6      0.1      Comment xxxx

Marketing, Sales and Support                 23.5%                                                        4.4      1.0     6.3     1.5      Comment xxxx
 Brand recognition                                    3.9%     Relative brand recognition                  6       0.2      8      0.3
 Customer relationships                               4.9%     Customer relationships                      4       0.2      6      0.3
 Distribution - industry coverage                     3.9%     Relative industry coverage                  4       0.2      7      0.3

       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Sanitized Case Example                          Page 37 of 39
     Date:                          Business Area:             Sample Candidate Investment Project
   2/8/2009
 Distribution - geographic coverage                    2.9%     Relative geographic coverage                  7      0.2          7   0.2
 Distribution - domain expertise / sales model         3.9%     Distribution - domain expertise / sales model 4      0.2          5   0.2
 Customer support requirements                         3.9%     Applicable support resources                  2      0.1          5   0.2   Comment xxxx

                                                     Opportunity Size
Market size this year ($ million)              $10 SWAG        ABC Corp' N&M Revenue this year ($ million)                 $0.0
Market size, five years from now ($ million)   $40   32%       ABC Corp' Revenue 5 years from now ($ million)               $10             Comment xxxx
 Includes only SW.                                              Wild but conservative guess                                                 Comment xxxx
                                                                                                                                            Comment xxxx
                                                                                                                                            Comment xxxx
                                                     Market Definition

Applications       Text xxxx
                   Text xxxx
                    Phase One: Text xxxx
                    Phase Two: Text xxxx

Industry           Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx

Products           Text xxxx
                   Text xxxx
                   Text xxxx

Technologies       Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx

Patents
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx

Competiiton        Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx
                   Text xxxx

       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Sanitized Case Example                            Page 38 of 39
     Date:                      Business Area:              Sample Candidate Investment Project
    2/8/2009
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx
                 Text xxxx

                                               Investment Required

Text xxxx

Development resources now committed
               Text xxxx
               Text xxxx

New Development resources requested --
              Text xxxx
              Text xxxx
              Text xxxx

                                                    Comments


Main source:                                                                      To be contacted:




       File 8d6cb886-c5dd-4e71-b192-a33b73b30891.xls tab Sanitized Case Example                      Page 39 of 39

								
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