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ENTRPRENEURSSOCEITYBUSINESSPLANCOMPETITIONFALL2011

BusinessPlanNovember2011

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I.TableofContents

I. TableofContents…………………………………………………….2II. ExecutiveSummary………………………………………………….3III. CompanyOverview………………………………………….…..….5IV. TPPConnectorServicePlan…………………………….…..…..6V. MarketingPlan…………………………………………………………8VI. Market&CustomerAnalysis…………………………..……..10VII. OperationsPlan………………………………………………..……12VIII. ManagementTeam………………………………………………..15IX. FinancialProjections………………………………………………18X. Fund……………………………………………………………….………21XI. StagesofDevelopment…………………………………………..22XII. Risks……………………………………………………………………....23

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II.ExecutiveSummary

"TheTPPConnector(Talent,Potential,andPassion)"allowfreshgraduatestodiscovertheirfullpotentialandputtheirrealtalentsonthetablethroughaseriesofassessments,bothTechnicalandpersonalityrelatedandprovidethemwithafulldevelopmentalprocessthatfacilitatethemtoreachtheirfullpotentialresultinginahighcaliberreadyforthelocalandinternationalmarket”

TheTPPoffersaseriesofassessmentsthatmeasurethecurrentlevelthecandidateisatrightnowandthepotentiallevelthather/hiseffortsandtalentcouldtakeher/himto.Thedifferencebetweenthetwolevelsiswhatwecall"TheGaptoBeFilled".TheGTBFTestidentifieswhatthefreshgraduatelacksinordertoreachher/hispotentiallevel.Thecandidateshouldpassthroughadevelopmentalprocessdependingonthecomponentsofthisgapsothatshe/hecouldbebetterequippedforthejobmarket.Thefinalstageisatestthatthecandidatepassesthrough,titled"IsthispersonworthInvestment?"Thistestwillshowwhetherthiscandidatewantstodevelopandwantstoreachhis/herpotentialornot,ifyes,thenthedevelopmentalprocessoccursandthegapisfilled.Thisassessment,preparationandinvestmentprocessresultsinhighcalibercandidateswhoarereadyforboththelocalandinternationalmarkets.Thisprocessaimstoeraseinequalityandreassureequity,meaningthateveryonegetsthechancetoprovehim/herselfdependingonlyonhisTalent,Potential,andPassion(TPP)regardlessofher/hissocialorfinanciallevel.

TheConnectingPartinthe"TPPConnector"developsandmaintainsawidedatabaseofcompanieswithintheregionwithallthevacanciesinallfields,thiscenterwillbetheconnectorbetweencompaniesandtalents.Companieswillbeofferedwithcalibersthatarereadytostartrightawayinthemarketintherightplacethatboththetalentcansupplyatthecompanydemand,butmostimportantlythatthismatchingpointwilldependonassessingthecorevalueswhicharetheTPP(Talent,Potential,andPassion)notontraditionalscreeningcriteria(CVs,interviews,experience,GPA).

TheGapbetweendemandandsupplyinthemarketisreallyhugewhichgiveshugespaceforassessments,trainingsandeducationtotakeplaceasthetargetgroupfluctuatesbetween500,000and1,000,000studentperyearwhichgivestotalflexibilityfortheTPP

LegalandFinancialStructuretoshapeaccordingtothemarketsituation.e.g.:TPPcanstartassmall,medium,largeorevenhugefirmcoveringEgypt.AsTPPisaMacro‐ProjectwithanenormousnumberofcustomersandInvestors,itlowersthecostperpersonforbothwhethercustomerorinvestor.

RecruitmentAgenciesandcareercenterswithinuniversitiesandoutsideandRecruitmentWebsitesaremymaincompetitorsbutonlycompetitorstothe

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connectingpartandnottothewholeproject,theTPPcompetitiveadvantageisthatitprovidescompanieswithHighCaliberswithnoexception,CalibersthattheTPPcenterIdentifiedandresearchedwellknowingeachandeverystrengthsandweakpoints,whichwillresultinaveryaccurateanddetailedmatchbetweencalibersandcompanies,notonlythatbutalsocompanieswouldhavetheopportunitytochooseitsfuturecaliberbeforethedevelopmentalprocessbeginsandfollowupwiththedevelopmentalprocess,thisissomethingthatnoonedoes.

TPPwillcollectadmissionfeesforeachstudentfortheassessmentfeeswhichisthefirstmajorpartoftheprocesswhichwillbeapproximately40L.E,thosestudentswhowillenterthedevelopmentalprocesswouldpaytheirfeesiftheyarecapableandIfnottheywouldpaybackTPPaftertheyworkasapercentageoftheirsalary.Inorderforthecompaniestogetthehighlycalibersassoonastheyfinishthedevelopmentalprocess,theymustbeamemberattheTPPwhichwillcostthemtheMembershipFees,andpricingofthisisyettobemadedependingonthecontractbetweenTPPandCompanies.CompanieswhoarenotmemberswithTPPwillgetalsotheopportunitytochoosefromtheTPPCalibersbuttheywouldhavetopayahighercommissiontoTPPoneachCalibertheychoose.

Duringthefirst3years,TPPwouldachievetheBreakEvenpointwheretotalrevenueisequaltototalcost,fromyear3toyear7,profitabilityisexpectedtobe8%andapproachingabout20%ofthetotalcostinyear7.

DuringPhase1,TPPwillbetargeting10UniversitiesinCairowithaTargetnumberforfirstyearof1,000,000FreshandpreviousUniversityGraduatesduringtheprevious5yearsfromtheyearoftheFreshGraduatesallowingthemtopassthroughtheassessmentphasewhichshowsthemthepotentiallevelthattheycouldreach.About10%ofthe1,000,000wouldenterintothedevelopmentalphase,whichareabout100,000students.Sothesearetheexpectationsforyear1withthesameconstantpercentagesforthefirst5years.

TheInitialCostisabout70,000,000L.Eforthefirstyear;thiscostishugeasthisisaMacro‐LevelProject,dividingitintosmalldetails,LaborCostfortheAssessmentPhaseis37.5L.Eperstudent,0.66L.Eperpersonformaterialsandoverhead,0.54L.EperpersonforAssets,Costofthedevelopmentalprocesswouldrangeabout200L.Eto500L.E.

OnceAgain,asthisisaMacroLevelProjectandaNationalOne,thecostishugebutatsametime,itwouldbefundeasilythroughGovernmentalagencies,InternationalAgencies,CorporateSocialResponsibility,CommunityResponsibility,andBankLoans.

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III.TPPConnectorOverview

TPPConnectorVisionOurvisionistobecomethefirstcomprehensivetalentfunneltotheEgyptianandMiddleEasternjobmarketthatbridgesthegapbetweeneducationallimitationsandjobmarketdemandsbydevelopingpotentialtalentnotrestrictedbysocialclasstorealizeourTPPpromiseof“deletinginequalityandreassuringequity”.

TPPConnectorMission

TPPConnector’sfirstpriorityistoproactivelydevelopeffectivechannelsforcompaniestoconnectwithpotentialtalentfilteredthrougharevolutionaryassessment‐setincreasingthesuccessrateofa“right‐fit”hire.Ourmissionistoserveun‐servedpotentialtalentbycreatingopportunitiesforrecruitmentandskilldevelopmentforEgyptianandMiddleEasterncaliber.

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IV.TPPConnectorServicePlan

TheTPPConnector(Talent,Potential,andPassion)isamacro‐scalecenterthatprovidesapractical,value‐addedsolutionforbothjobseekersandjobproviderstotheexistingchallengeofeducationlimitationsvs.jobmarketdemands.TPPconnectorprovidesaninnovativewayofprofilingpotentialcandidatesusingarevolutionaryassessment‐setbeyondthetraditionalCVscreeningmethodallowingcandidatestodiscovertheirpotential,identifytheirpassionandcommunicatetheiremployableskillstoemployersinacomprehensivepresentationthatdidn’texistbefore.

Whyisitamacro‐project?BecauseittoursEgyptianuniversitiesandgivestheopportunityto500,000universitygraduateonannualbasistopresenthowuniquetheyaretoemployersofvariousindustries.

TPPConnectortoemployers/jobprovidersInphaseIoflaunchingTPPConnector,thecenterwillofferEmployerMembershipthatwillgrantmembersaccessto3mainservices.Service1isaccessibilitytotheTPPDatabank,acomprehensivedatabaseofprofiledcandidatesalongwiththeirTPPreports.Service2isTPPTailoredAssessments,whichcanrunonbehalfofthecompanytoscreencandidatesin,suchasgroupdiscussions,experientialexercisesandassessmentcenters.Service3istheabilitytoinvestinapotentialpipelineofcandidateswhocouldbereadyforaparticularjobwithinanagreedupontime‐duration.TPPConnectortocandidates/jobseekersInthesamephase,TPPConnectorCenterwillgivecandidatestheopportunitytoprofilethemselvesandmakethemselvesmoreemployabletopotentialemployersthroughaminimalannualmembershipfee.TPPConnectorwillprovidethefollowing3servicestocandidates:

1)Service1istheTPPassessmentseriesandtheircompiledTPPReport©.

2)Service2isthe“GapToBeFilled”suggestionsfordevelopmenttomeetthecriteriaofaspecificindustryaswellasofferingtheneededtechnical/soft‐skillstrainingwithoneofTPP’spartnerstofillthisgap.3)Service3istheMentorshipservice,whichconnectsthecandidatewithamentorfromher/hispreferredindustrytoguidethemthroughthecareerdevelopmentalprocessandreflectanyupdatesontheirTPPprofiles.

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TPPConnectorStrategyWhyisitauniqueproject?Becauseto‐date,employersonlyresorttotraditionalinterviewingmethodstoidentifytalentthatcould/couldnotprovetobe“returnoninvestment”afterthecostlyhiringprocess.WithTPPConnector,employerswillsavetime,effortandmoneyastheyarejustonce‐clickawayfromcandidates’profiles.TPPprofilesnotonlymentiontheeducationalbackgroundorreducethetalenttoamereGPAfigurebutalsocombinethiswithacomprehensivecandidateportfolioincludingTalent,PotentialandPassionhighlights.ThecomprehensiveTPPReportemphasizescandidate’suniquenessandcompatibilitywithjobmarketdemandsWhatmakesTPPConnectormoreuniqueisthepartofthereporttitled“developmentalplan”wherepotentialcandidatesgetpersonalizedsuggestionsonhowtofilltheiremployabilitygaps.WhatdifferentiatesTPPConnectorfromcompetition?TPPConnectortakesapro‐activeapproachbytouringuniversitiesandencouraginggraduatingclassestoprofilethemselvesandmakethemselvesvisibleonaunifiedplatformthatdidnotexistinEgyptsofar.Itdoesn’tfollowa“recipientapproach”likerecruitingagenciesorrecruitingwebsitesthatwaituntiltheemployersidentifyacurrenthiringneedandthenstarttodothematching.TPPConnectorontheotherhandallowsemployerstoidentifytheir“right‐fit”throughgettingaccesstocandidate’sTPPProfilesthatprovidesmulti‐dimensionalaspectsofeachcandidateseparately.Candidateswho

completetheTPPConnectorProcessarealsosubjecttoTPP360Assessment©,a

comprehensiveassessmentthathasnotexistedbeforewherethecandidatesareevaluatedbythemselves,theirprofessors,TPPemployers,anemployerfromtheirindustryaswellastheirfriends.

ProprietaryRightsTPPConnectorwillbelaunchedoffering3typesofcopyrightedassessments:Talent

Assessment©,PotentialAssessment©andPassionAssessment©.Theoutcomesofall3

assessmentswillbesummarizedinacombinedTPPReport©thatwillappearoneach

candidate’sonlineprofile.

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V.MarketingPlan

TPPConnectorBrandingTPPlogo:theTPPlogoresemblesaunitybetweenthe3majorcomponents:Talent,PotentialandPassionastheycomplementeachotheranddonotnecessarilyfollowaspecificorder.Havingthemallmeshedtogetherresultsinarealprogressofthecandidatethenthename“TPPConnector”whichconnectstheTPPtothemarketneedsthroughthesebasicthreeelements.Theslogan“deletinginequality,re‐assuringequity”isincludedinthelogotohighlighttheconceptofservingtheun‐servedandservingallsocialclasseswithnoexception.

ThetwocolorsusedintheLogo,green(hope)andblue(sustainability)werecarefullyselectedtoreflectTPPConnector’smainfeel.Asupontheconductedstudents’survey,TPPConnector’slogohasproventobeeasilyrecognized,read,rememberedandappealingtostudents.

MarketingActivationCampaign–firstyearThefirstyearisconsidered“Launch/AwarenessYear”forTPPConnector.ThisyearwillbetherealtestforTPPConnector,whichwillshowitsrealacceptancefrombothcustomersandcompanies.Duringthefirstyear,TPPConnectorwilldependondirectmarketingasthemainmarketingmethod,mainlyfocusingonon‐campuspublicityandmarketinginitiativesfromTPPConnectortothe10selecteduniversities.

TPPConnectorBus:TPPConnectorwillmakeitsfirsttourinApril2011usingaTPPConnectorBus,whichisamajormarketingtoolbyitself.TPPConnectorwillchoosefromeachuniversity5studentswhowillactasTPPambassadorsintheiruniversitywhowillberesponsiblefordistributingmaterials,andwhowillberesponsibleforspreadingtheword,introducingtheTPPConnectorbrandnamewithintheiruniversitybeforetheTPPConnectorBusarrives.TPPambassadorswillalsomanagethedigitalmediacampaignthroughtheiruniversity‐associatedsocialmediaandonlineplatforms.TheTPPBuswillbesponsoredbythetourpartners(employersandmediapartners)whowillalsoaddequityandcredibilitytothetour.Outofthemassmediachannels,TPPConnectorwillonlyuseradioannouncementsasthemaintoolsthatwouldhelpraiseawarenessamongstudentssothattheycanknowwhentheTPPwillarriveattheiruniversity.TherewillalsobeaTPPplatformviaTPPwebsite,facebook,twitter,andemails,andalsotheTPPambassadors,whichareallinteractivechannelsallowingtheTPPConnectorteamtounderstandtheexpectationsofthestudentsineachuniversityandalsogetthefeedbackfromeachuniversityafterthetour.Thisprocesswouldhelpalotincustomerresearchshowinghoweachuniversityisdifferent,orwhattheuniversitieshaveincommon.Universitypollsandinteractivequestions/answerswillbeaccessibleviaonlineplatformsforregularcommunication

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betweenTPPConnectorteamandthestudents.OnewaythatwouldaddalotofvaluetotheTPPConnectorbustouristhatTPPtopmanagementteamwillalwaysbepresentinthetourtoreflecttherealobjectiveandmissionoftheTPPConnectortothestudents.

TPPConnectorpresenceinotherevents:TPPwillsponsoremploymentfairsallacrossEgyptforoneyear,andthencreatingtheTPPEmploymentFairwhichwillbemuchdifferentthanotherEmploymentFairsasemployerswillgetthechancetochooseinadvancewhichstudentstomeetpriortotheevent.TPPConnectorEmploymentFairwillofferotherserviceslikeone‐on‐oneinterviewingorgroupinterviewingroomsthatemployerscoulduseparalleltotheeventforinitialscreenings.

AsTPPConnectoristheonlyserviceprovidertoitsownservicesandsinceitdependsmainlyonface‐to‐faceinteraction,ourchannelstrategyisadirectone.

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VI.MarketandCustomerAnalysis

TPPConnector’stargetcustomersarealreadyexposedtodifferenttypesofrecruitmentservicessuchasemploymentfairs,recruitingwebsites,careercentersthatarefewwithinuniversitiesandoncampusboothsfromdifferentcompanies.Thesehavebeenthetraditionalservicesjobseekershavebeendealingwithsincelongtimeago,whichprovidesthemwithaccesstojobopportunitiesaswellascentersthatofferdevelopmentalcourses.Developmentalcenters/trainingagenciesstartthedevelopment/trainingloopwithcandidateswithoutenoughinformationathandandwithoutmeasuringthebeforeandafterimpact.Anexampletothatwouldbeacandidatewillingtoenrollinadevelopmentcoursethatisnotnecessarilyneededinthejobmarketornotaddressingthecoredevelopmentaspectofthiscandidate.Whenhegoestoatrainingagency,theyofferhimacoursewithoutverifyingthatthiscoursewillactuallysolvehiscurrentchallengeanddonotfollow‐upwhetherthiscandidatehaspracticallyutilizedthiscourseinhiscareerorjobsearch.Thus,theserviceprovidersonlyselltheirservicesandtheprocessendsatthat.DuringtheTPPresearchphase,oneofthestudentsaskedifthiscoursewilladdtohisfuturecareerornot,whatifhecan'taffordit?Samplesfromstudents’surveysinuniversitieshaveagreedthatthereisn’toneplacethatmanagedtoanswerallthesetypesofquestions.That’sexactlytheopportunitythattheTPPConnectorfound:aone‐stopplatformthatproactivelymanagesjobseekerscasebycaseasitisthefirstservicethatstartsbystudyinganddiagnosingthestudentcapabilitiesfromallviews:technically(major/educationalbackground),personality‐wise(soft‐skills),andthetraditionalways(CVs,previousexperience),andalsoengagingthestudentinseveralreallifeprojectsthatrevealvaluableaspectsofeachstudentpersonalitythroughtheTPPConnectorteststhatresultsintheTPPConnectorReportwhichidentifytheGTBF.ThecomponentsoftheGTBFarereflectedalsointhereportalignedwithrecommendedcoursesandatimeframeforadevelopmentalphase.TheTPPConnectorthenendstheprocesswiththeconnectingphasebyconnectingtherighttalenttothejobproviders/employers.Thisisexactlytheexistinggapinthemarket;noothercompetitoroffersthiscomprehensivesolutionsothereisahighlyanticipatedcurrentmarketneedforTPPConnector.AlsoTPPConnectorallowseveryonetobeabletobenefitfromthisserviceasthisisamacroprojectthataimsmainlyondecreasingthecostperpersonthroughincreasingthenumberofcustomersandincreasingthenumberoffundsuppliers.PotentialtalentamongEgypt’sgraduatingclasseswillgetaccesstoTPPConnectorserviceseveniftheycannotaffordandthispartwillbeexplainedandhighlightedinthefinancialsectionofthisplan.

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CustomerProfileTPPtargetstwogroupsofcustomers:jobseekersandcompanies.IntheinitialphaseoflaunchingTPPConnector,thefocuswillbeonuniversitygraduatesasperthedetailsbelow.However,thisisnotTPPConnector’svision.Thevisionaimstoexpandandincludealltypesofeducationalbackgroundsincludingvocationaleducation.JobSeekersaredividedintotwogroups:500,000freshgraduates(2012graduatingclass)and500,000universitygraduateswhograduatedbetween2007and2011(amaximumof5yearsofexperience).Theplanistostartwith10universitieslocatedinEgyptforthefirstyearandexpandonannualbasisadding5universitiesperyeartocoverasmuchEgyptiantalentaspossible.TargetUniversities:

1. CairoUniversity2. AinShamsUniversity3. AlexandriaUniversity4. SuezUniversity5. HelwanUniversity6. AUC7. GUC8. BUE9. MSA10. FrenchUniversity

JobSeekerProfile:TPPConnectordoesnotdifferentiatebetweensociallevels;everygraduatefromtheabove‐mentioneduniversitiescouldbepartofTPPConnector.Jobseekersspendanaverageofsixtoeightmonthsintheactivejobsearchprocessuntiltheylandajob.JobProvidersProfile:Companiesseekingasolutiontotheirlongcostlyrecruitmentprocessthatdoesnotmeasurereturnoninvestment.TPPConnectorwillofferitsservicesthroughitswebsitetopotentialinvestorsandcompaniesandwilltargetasastart,EGX100companies(thetop100companiesintheEgyptianStockMarket)toensurethatthesecompaniesarecredibleenoughandthattheywillresorttoTPPConnectortosolvetheirexistingrecruitmentchallenges.ThiswillincludemeetingswithHRManagers,Directors,VPsforPersonnelandAdministrationandotherpositionsonthesamelevel.

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VII.OperationsPlan

EachTPPConnectorcustomerpassesthroughthreemainphases,AssessmentPhase,DevelopmentPhase,andConnectingPhase:

Phase1:AssessmentPhaseThefirstphasethestudent/jobseekerpassesthroughistheAssessmentPhase

comprisedofthreemaintests:TalentAssessment©,PotentialAssessment©and

PassionAssessment©.Theoutcomesofall3assessmentswillbesummarizedina

combinedTPPReport©thatwillappearoneachcandidate’sonlineprofile.TheTPP

Report©alsoincludeswhatiscalledTheGaptoBeFilled“GTBFReport”whichshows

thedifferencebetweenthecurrentpositionthejobseekerholdsandthefuturedesiredposition.Twomainthingsmeasurethegapbetweencurrentandfutureposition:costandtime.Costofthedevelopmentalcoursesthatthiscandidateneedstofilltheidentifiedgapandtimethathehastospendinordertoreachhispotentiallevel.Atthispoint,thecandidateisbenefiting,ass/henowknowshistalent,potentialandpassion,aswellashisgaps/developmentalareas.Thecandidatenowhasthechoicetofillthisgapandtoreachhis/herpotentiallevelthroughmovingontothe

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secondphase,theDevelopmentalPhaseornot.Inbothcases,hebenefitedbyknowinghiscurrentposition,heknowswhathecanreach,heknowalsohowcanhereachit,thecandidateatthisstageisalsoisofferedwithafullreportthatanswersseveralquestionsandoffersspecificsolutionsonhowhecanprogresstoreachhispotential.Phase2:DevelopmentPhase

AftertheassessmentsandthecomprehensiveTPPReport©comesthesecondstage,

whichistheDevelopmentPhase.TPPConnectoroffersfullsolutionsbothin‐houseandsubcontractedthatwouldallowthecandidatetoreachhispotentiallevelaccordingtothetwomeasurements:thecostmeasureandtimemeasure.Ifthecandidatecanaffordthecostandtimeissuitable,thenhestartsrightaway,reachinghispotentiallevel,andfinishinghisdevelopmentalphase.Ifthecandidatecannotaffordthedevelopmentalcosts,hewilleitherbesponsoredbyapotentialemployerorhewillsignacontractwithTPPConnectortolendhimthecostsandhepaysbackonthefirstyearonhisjob.ThecandidatewhoisreadyanddonewiththisphasecannowmoveonthethirdandlastphasewhichistheConnectingPhase.Phase3:ConnectingPhaseAfterthecandidateisdonewithhis/herowndevelopmentalplan,heisnowreadyfortheConnectingstageatwhichhesitswithTPPadvisorsanddiscusseshisopportunitiesafterpassingwithallthedevelopmentphases.HealsogetsrecommendedtoTPPConnectorEmployermemberswhoconnectwithhimdirectlyasheisnowreadyforemployment.Throughouttheoperationscycle,ateachstep,TPPConnectoraddsvaluetothecustomer,theserviceisnotanendservice,however,thecandidateisapartnerinthecycleitself,eachstepforwardaddsvaluetohim,inthethreemainphases.Sinceweareanemploymentandaneducationalservice,thenourfirstpriorityisthequalityofeverythingwedobecauseeverythinghastobeaccurate,ourcostdependsonthehighqualityofeducation,research,andassessments,nottheopposite,andwedon’taccommodatequalityaccordingtoprices.BringingthehighestqualityofeducationinTPPisourmaingoalandthehighcostwillbemanagedasthisisamegaprojectwithamegacost,largenumberofcustomersandlargenumberofinvestors,bothattheendwouldbalancethemarketneedsandequatethemarketprices.TPPConnector’smaincompetitiveadvantageisthatTPPConnectorisacomprehensivesolutionwhichoffersthreemainsolutionsinonecenter,itisa

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diagnostic,developmental,andconnectingservice.Alsothewayofdoingthebusinesssolvesinitselfpartoftheproblemofunemployment,asitisbeingamegaprojectincreasingthenumberofvacanciesinthecurrentjobmarket.ScopeofoperationsMainlyallouroperationswillbedonein‐house.Someoperationswillbesubcontractedlikesometechnicaltrainingcoursesinthedevelopmentphase.

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IX.FinancialProjections

IncomeStatement

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BalanceSheet

PayBackPeriod

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InternalRateofReturn&ReturnoninitialCapital

ImportantRatios

AssumptionsforFinancialProjectionsandsalesForecasts:

1) ExpectedNumberofstudentsperyearwhoTPPreachisrangingbetween600,000and1,000,000Student.Mixbetweenfreshgraduatesfromthe10universitiesandStudentswith5yearsofexperience.

2) ExpectedNumberofstudentswhowillbewillingtopasstheassessmentphaseandcontinuetothedevelopmentalphaseisabout60%ofthetargetgroup.

3) ExpectednumberofcompanieswhowilljointheTPPinitsfirstyearis50Companies.

4) Percentageofcandidatestobetransferredtothelabormarketisabout20%ofthosewhopassedthedevelopmentalprocess.

5)Totalnumberofemployeestojointhelaborforceis200,000students.6)Applicationtestfeeperpersonrangebetween80L.Eand100L.E.7)Developmentalprocessperpersoncostsbetween200‐1000L.Eperyear.8)Membershiptuitionfeesperyearforcompaniesare30,000L.E.9)Remunerationpercandidatepaidfromnon‐membercompaniesrangingbetween400‐1500L.E.perposition.

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X.Funds

TPPConnectorfundingstrategywillrangefromseveralsources:

• DevelopmentalInstitutionssuchasIFC,WorldBank,IMF,andCIPE.• StrategicInvestors• LocalInvestors,AngelInvestors• ShorttermLoansfromlocalbanks.• BigenterprisesasaCorporateSocialResponsibilityConduct.• Individuals(shareholders)

TPPConnectorMainstrategyistodiversifythesourcesoffundsandnotmakeitdependsononeortwomainsourceoffunds,thiswillensureitssustainabilityincaseanyeconomicshocksreachesanyfundingsourcesoftheabove.

AftertheTPPConnectorreachesmaturityandstartstogainrespectfulPublicImage,TheTPPConnectorwilljointheEgyptianstockthroughoffering40%ofthetotalsharesasIPO.

TPPStructureLegalEntity:EgyptianJointStockCompany.

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XI.TPPConnectorStagesofDevelopment

TPPConnectoriscurrentlyintheinnovationphase.ItwillbereadytogetlaunchedintheEgyptianjobmarketandmovetotheintroductionphasebyquartertwoof2012.Meanwhile,TPPConnectorwillbesigningMemorandumofUnderstandingwithEGX100employerstoguaranteetheiraccesstoTPP’sdatabaseuponthelaunchdatein2012.InApril2012,TPPConnectorwillstartitsfirsttouramongEgypt’stop10universities.

TPPConnectorisexpectedtogrowbetweenyear1and3andreachitsmaturitystagebyyear3.Itshowsclearly,accordingtofinancialprojections,thatthegrowthratewilldecreaseastheyearsgobyandonceitTPPreacheshighbrandloyaltyfurtherenhancementsandinnovationswillbeaddedtothecorebusinessmodeltoguaranteethatcustomerloyaltycontinues.

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VII.Risks

TheRisksthatTPPConnectormightfaceinthenearfutureismainlytheeconomicalandpoliticalsituationinEgypt.Sincethisisamacroproject,itneedstheinvolvementofbothpublicandprivateinstitutionswithinthecountryinordertoattractandreachforeigninvestors.Now,thepublicfigureofthelocalinstitutionssuchasthegovernmentisnotthatgoodinfrontofbothlocalinvestorsandforeigninvestors,ifeconomicalandpoliticalinstabilitycontinuetoexistthisway,itwouldcausetheTPPConnectortotakelongertimeinordertocometoliveasitwouldbelosingahugesupport.