Touchpoint is a marketing agency with a primary emphasis on custom content to strengthen all marketing strategies, including branding,

customer/prospect engagement and internal communications.

In addition to counseling clients on campaign optimization, we develop and distribute content via traditional channels and contemporary digital

mediums such as e-mail, social media and video.

STRATEGY

CONTENT FORMATS

DISTRIBUTION AND AMPLIFICATION

Magazine

GraphicsText Video

Email Social Media Video

A

Digital/Mobile

OUR APPROACH

CONTENT FORMATS Text | Graphic | AudioVisual

Text

Graphic

AudioVisual

Narrative videosExplainerInterview videos

InfographicsGifographicsSlide presentations

White papersCase studiesMagazines Imagine developing and manuf acturing

innovative, life-saving products—and then finding out that you can’t get

them to your customers. That’s precisely the situation that Ost eoSymbionics®—a Cleveland-based company that designs and makes patient-specific cr aniofacial implants—found itself in se veral years ago.

In fact, the company was facing a dilemma that threatened its very survival. Before surgeons could use OsteoSymbionics’ signature CLEARSHIELD® cranial implant in surgery, the device first had to be sterilized. For years, hospitals had relied upon an on-site sterilization process utilizing ethylene oxide (EO) to accomplish that task, explains OsteoSymbionics CEO Dorothy Baunach. But when the chemical was recognized

as a known carcinogen back in 1994, its use in hospital sterilization began to wane. Hospitals either significantly reduced their reliance on the EO process, or began to discontinue the use of ethylene oxide sterilizers completely because of the residual risks of working with, and disposing of, such a dangerous chemical.

“We knew our company was on the line unless we found another sterilization method,” Baunach explains. Without a reliable method to sterilize the CLEARSHIELD

“ REVOX’S STERILIZATION

METHOD WAS A LIFE-SAVER FOR OUR

COMPANY”—OSTEOSYMBIONICS

CEO DOROTHY BAUNACH

A NEW PATH FOR GROWTH

Maintain operational diligence: Meet industry standards for equipment, so ware, and business practices.

Internal

Follow through on any post-closing arrangements agreed to in the deal.

Transfer customer relationshipsExplain proprietary information, management dynamics, and necessary operational trade secrets to new owners.

Internal

Prepare your management team for the transition to new ownership. Address titles, organizational chart, compensation, and plans for incentives, motivation, and succession.

Verify registration, copyrights, trademarks, patents, and any other intellectual property.

InternalClarify your corporate structure:

Update your capitalization table or record of shareholders.Organize corporate records, including bylaws and incorporation.Close down, sell, or spin-off unnecessary subsidiaries.

Conduct internal audits to avoid any surprises that could threaten buyer confidence.

Focus on key business metrics, such as sales per employee, customer lifetime value, points of presence, cash flow, etc.

Typically taxes and paying off pre-exist-ing debt consume about 40% of the full sale price.3

ExternalMeet with a financial advisor as well as a trust and estate expert, to develop your personal wealth-structuring plan, and consider the potential tax implications of a sale.

40%

External stepsHire an outside firm to analyze and improve your company’s financial reporting.

Address items that could derail a transaction, including any ongoing litigation.

For companies with $20 million+ in enterprise value: Bring in outside directors or advisors to bring a fresh perspective to the company.

InternalOptimize company value: Tighten company operations, processes, and due diligence. Reduce any excess costs, solidify accounting, and strengthen management structure.

Build relationships with potential buyers so they get to know your company.

Assess the pros and cons of different exit strategies.

+

-

Internal steps

Private company sales by industry, 20141

Research your industry’s mergers and acquisitions (M&A) market.

Look at M&A trends overall.

23%20%

20%12%

Consumer Staples

Consumer Discretionary

Energy

Financials

Utilities

TelecommunicationServices

Healthcare

Industrials

Materials

InformationTechnology

3%

4%1%1%

2%14%

1,400

1,200

1,000

800

600

2010

Value

Total M&A value and volume for North America2

# of Deals

# of

Dea

ls

$ Bi

llion

s

2011 2012 2013 2014

1,600

1,800

10,000

15,000

20,000

BUSINESS TIMELINE

Get a thorough review of your company by an investment banker to assess strengths and weaknesses to maximize selling price.

Work with your deal team to implement an effective marketing plan to attract potential buyers.

External

Look at internal sales cycles to ensure they align with the sale of the company.

Renew contracts of any key customers.

Enhance the “curb appeal” of your office.

Adjust working capital to meet reasonable industry standards.

Sell off any unnecessary or nonproductive assets.

Internal

Work to remove or minimize potential roadblocks, including resolving any outstanding litigation.

Don’t try to go it alone. Create a designated deal team, including an investment banker, a tax expert, legal counsel, and a wealth management advisor.

Look to your financial advisor. He or she can help you set up a trust for your earnings from the sale, as well as help you plan for philanthropic goals.

External

Internal

ExternalContinue to work with your tax and financial advisors to manage liquidity and personal monetary goals as you transition to the next phase of your life and/or career. Year 1Sale Year 2 Year 3

ExternalInvestment banker negotiates purchase agreement and leads transaction to a successful closing.

$$$ $

Preparing aBusiness for Sale

InternalDetermine your preferred sales partner. Is it strategic buyer (such as another company that wants to expand and integrate) or a financial buyer (such as an investment firm)?

?

Consult your tax attorney about corporate taxes.

Select an investment-trained banker who can:

Help to communicate the company’s value to buyers.Serve as an experienced negotiator.Create a competitive environment.

External

$$

ExternalHave your investment banker: Identify and screen potential buyers. Make discreet inquiries. Create and negotiate a letter of intent (LOI) to sell the

3+ years prior to sale

3 years prior to sale

2 years prior to sale

12-18 months prior to sale

12 months prior to sale: First phase (4 weeks to 4 months)

12 months prior to sale: Second phase (4 weeks to 4 months)

12 months prior to sale: Third phase (4 weeks to 4 months)

A£er the sale

business to the chosen buyer.

This article is for informational purposes only. Please consult your tax advisor, as neither Bank of America, its affiliates, nor their employees provide legal, accounting and tax advice.

“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and members of SIPC, and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

©2015 Bank of America Corporation

Sources:

1. BofA Merrill Lynch Global Research

2. S&P Capital IQ

3. Merrill Lynch, “Your Guide to a Successful Exit,” 2014

Sale

LOI

SALE

For Sale

Maintain operational diligence: Meet industry standards for equipment, so ware, and business practices.

Internal

Follow through on any post-closing arrangements agreed to in the deal.

Transfer customer relationshipsExplain proprietary information, management dynamics, and necessary operational trade secrets to new owners.

Internal

Prepare your management team for the transition to new ownership. Address titles, organizational chart, compensation, and plans for incentives, motivation, and succession.

Verify registration, copyrights, trademarks, patents, and any other intellectual property.

InternalClarify your corporate structure:

Update your capitalization table or record of shareholders.Organize corporate records, including bylaws and incorporation.Close down, sell, or spin-off unnecessary subsidiaries.

Conduct internal audits to avoid any surprises that could threaten buyer confidence.

Focus on key business metrics, such as sales per employee, customer lifetime value, points of presence, cash flow, etc.

Typically taxes and paying off pre-exist-ing debt consume about 40% of the full sale price.3

ExternalMeet with a financial advisor as well as a trust and estate expert, to develop your personal wealth-structuring plan, and consider the potential tax implications of a sale.

40%

External stepsHire an outside firm to analyze and improve your company’s financial reporting.

Address items that could derail a transaction, including any ongoing litigation.

For companies with $20 million+ in enterprise value: Bring in outside directors or advisors to bring a fresh perspective to the company.

InternalOptimize company value: Tighten company operations, processes, and due diligence. Reduce any excess costs, solidify accounting, and strengthen management structure.

Build relationships with potential buyers so they get to know your company.

Assess the pros and cons of different exit strategies.

+

-

Internal steps

Private company sales by industry, 20141

Research your industry’s mergers and acquisitions (M&A) market.

Look at M&A trends overall.

23%20%

20%12%

Consumer Staples

Consumer Discretionary

Energy

Financials

Utilities

TelecommunicationServices

Healthcare

Industrials

Materials

InformationTechnology

3%

4%1%1%

2%14%

1,400

1,200

1,000

800

600

2010

Value

Total M&A value and volume for North America2

# of Deals

# of

Dea

ls

$ Bi

llion

s

2011 2012 2013 2014

1,600

1,800

10,000

15,000

20,000

BUSINESS TIMELINE

Get a thorough review of your company by an investment banker to assess strengths and weaknesses to maximize selling price.

Work with your deal team to implement an effective marketing plan to attract potential buyers.

External

Look at internal sales cycles to ensure they align with the sale of the company.

Renew contracts of any key customers.

Enhance the “curb appeal” of your office.

Adjust working capital to meet reasonable industry standards.

Sell off any unnecessary or nonproductive assets.

Internal

Work to remove or minimize potential roadblocks, including resolving any outstanding litigation.

Don’t try to go it alone. Create a designated deal team, including an investment banker, a tax expert, legal counsel, and a wealth management advisor.

Look to your financial advisor. He or she can help you set up a trust for your earnings from the sale, as well as help you plan for philanthropic goals.

External

Internal

ExternalContinue to work with your tax and financial advisors to manage liquidity and personal monetary goals as you transition to the next phase of your life and/or career. Year 1Sale Year 2 Year 3

ExternalInvestment banker negotiates purchase agreement and leads transaction to a successful closing.

$$$ $

Preparing aBusiness for Sale

InternalDetermine your preferred sales partner. Is it strategic buyer (such as another company that wants to expand and integrate) or a financial buyer (such as an investment firm)?

?

Consult your tax attorney about corporate taxes.

Select an investment-trained banker who can:

Help to communicate the company’s value to buyers.Serve as an experienced negotiator.Create a competitive environment.

External

$$

ExternalHave your investment banker: Identify and screen potential buyers. Make discreet inquiries. Create and negotiate a letter of intent (LOI) to sell the

3+ years prior to sale

3 years prior to sale

2 years prior to sale

12-18 months prior to sale

12 months prior to sale: First phase (4 weeks to 4 months)

12 months prior to sale: Second phase (4 weeks to 4 months)

12 months prior to sale: Third phase (4 weeks to 4 months)

A£er the sale

business to the chosen buyer.

This article is for informational purposes only. Please consult your tax advisor, as neither Bank of America, its affiliates, nor their employees provide legal, accounting and tax advice.

“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and members of SIPC, and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

©2015 Bank of America Corporation

Sources:

1. BofA Merrill Lynch Global Research

2. S&P Capital IQ

3. Merrill Lynch, “Your Guide to a Successful Exit,” 2014

Sale

LOI

SALE

For Sale

3D printing has the potential to be a game changer for small businesses. Essentially, the process allows you to produce an object in three dimensions in less time and often at a lot less cost than conventional production methods, such as injection molding. With a reduced barrier to entry, 3D printing can spur innovation—making it easier for entrepreneurs to design, test, and market more products, as well as dream up custom or specialty parts. Yet for all the excitement, some experts say that small business owners should carefully assess the process and do their due diligence before deciding whether 3D printing is right for them.

Affordable Innovation: 3D printing boosts new product and parts design

Contents

Outsource your projects 2

Makes testing easier 2

Join a 3D community 3

WATER SUPPLY & DEMAND

Rising production demands and more frequent, persistent droughts are creating greater stress on cropland and increased need for irrigation.

Freshwater supply in the

United States’ that goes to

AGRICULTURAL PURPOSES each year.1 Record dry spells are

hitting the Southwest, OREGON, CENTRAL TEXAS,

and even HAWAII.2

Water supply sustainability threatened

This article is for informational purposes only. Please consult your tax advisor, as neither Bank of America, its affiliates, nor their employees provide legal, ac-counting and tax advice.

“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and members of SIPC, and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

©2015 Bank of America Corporation

Sources:

1. U.S. Department of Agriculture, “Irrigation and water use”: http://www.ers.usda.gov/topics/farm-practices-management/irrigation-water-use.aspx.

2. National Oceanic and Atmospheric Association, “Record dry spells are also hitting the Southwest, Oregon, central Texas, and even Hawaii”:http://www.cpc.ncep.noaa.gov/products/expert_assessment/season_drought.png.

3. National Resources Defense Council study, “Climate Change, Water, and Risk”: http://www.nrdc.org/globalWarming/watersustainability/.

4. University of Illinois-Champaign, Farm Doc Daily, “Changing Landscape of Corn and Soybean Production and Potential Implications in 2015,” March 6, 2015: http://farmdocdaily.illinois.edu/2015/03/changing-landscape-of-corn-and-soybean-production.html.

5. U.S. Dept. of Agriculture, “Water Conservation in Irrigated Agriculture: Trends and Challenges in the Face of Emerging Demands,” September 2012: http://www.ers.usda.gov/media/884158/eib99.pdf.

6. Soil moisture management monitors, Hortau Corporation: http://hortau.com/soil-tension/.

7. Climate Basic weather monitoring app, The Climate Corporation: http://www.climate.com/products/climate-basic/.

8. Variable rate irrigation, Zinmatic Corporation: http://www.zimmatic.com/variable-rate-irrigation-1.

9. Thermal mapping unmanned aircraft systems, PrecisionHawk Corporation: http://media.precisionhawk.com/topic/faa-small-drone-proposal-embraced-by-agriculture-industry/.

HOW SMART IRRIGATION WORKS

COST/BENEFITS OF SMARTER IRRIGATION

80%

MORE THAN ONE-THIRD of all counties in the U.S. lower 48 states are projected to face high risks of water shortages by 2050 as a result of climate change.3

LOCALIZED WEATHER APPS6

A chance of rain? Get precipi-tation and temperature data

that go back decades and three days into the future, on an hour-by-hour basis, in the

palm of your hand.

(FUTURE) CROP MONITORING DRONES9

Remote-controlled UAVs equipped with thermal cameras can spot and map leaks, stressed plants,

or wet or dry patches from high in the sky.

TAKEAWAYSmart irrigation can offer a relatively quick ROI of improved yields,

reduced water costs, and less waste of resources.

THIS WAY TO GREENER PASTURES

Harvested acresCorn and soybean cropland is increasingly moving north and east in search of more water and cooler temperatures.4

> 500K acres

> 500K acres

201K-500K acres

201K-500K acres

51K-200K acres

51K-200K acres

Extreme

High

Moderate

Low

CORN SOYBEANS

Efficient (drip, low-pressure sprinkler, low-energy precision application)

Inefficient (gravity-fed, flood)

52% 48%Only half of irrigated cropland in U.S. currently uses efficient methods.5

MOBILE IRRIGATIONMANAGEMENT

Farm operators can start, stop, or schedule irrigation from a smartphone, tablet, or computer.

Networked water managementThanks to new data gathering and irrigation technologies, farmers can get a much more sophisticated look at their crops in real time and apply water more efficiently.

VARIABLERATE

IRRIGATION8

Deliver just the right amount of moisture from every nozzle

to only the areas that need it with wireless and GPS-guided pivot

systems.

WIRELESS SOIL & PLANT

MONITORS7

In-ground probes report moisture levels and

plant stress in real time, transmitting cellular data from a network

of field monitors.

WIRELESS SOIL & PLANT MONITORS6

ROI

LOCALIZED WEATHER APPS7

VARIABLE RATE IRRIGATION8

cost: $20–$50/acre initially. $10/acre long-term. savings: 25–30% on average water and energy costs in a dry year.

cost: Varies from $3/acre to $1,000/yearsavings: “Lower operating costs, less waste of fertilizer, reduced run-off, and lower evaporation rate”

cost: Varies from $5,000–$30,000, based on system length and size. savings: One-time initial investment recouped after increased yields of between 3–24 bushel/acre.

Rise Of Smart Irrigation

This article is for informational purposes only. Please consult your tax advisor, as neither Bank of America, its affiliates, nor their employees provide legal, accounting and tax advice.

“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and members of , and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

©2015 Bank of America Corporation

Sources:

1. James Manyika, Michael Chui, Jacques Bughin, et. al., Disruptive Technologies: Advances That Will Transform Life, Business, and the Global Economy, McKinsey Global Institute, May 2013; http://www.mckinsey.com/insights/business_technology/disruptive_technologies

2. Louis Columbus, “Why 3D Printing Adoption Is Accelerating Globally,” Forbes, May 12, 2015; http://www.forbes.com/sites/louiscolumbus/2015/05/13/why-3d-printing-adoption-is-accelerating-globally/

3. “Ford’s 3d-Printed Auto Parts Save Millions, Boost Quality,” The Ford Motor Company Media Center, Dec. 12, 2013. http://media.ford.com/content/fordmedia/fna/us/en/news/2013/12/12/ford_s-3d-printed-auto-parts-save-millions--boost-quality.html

TIME AND COST SAVINGS WITH 3D PRINTING

PROJECTED GLOBAL WORKFORCE IMPACT

U.S. 3D PRINTING INDUSTRY APPLICATIONS2

How are U.S. manufacturers using 3D printing?

Ford Motor Co. manifold prototype case study3

Prototype Design

on items such as medical implants and tools

on parts for vehicles, including automobiles and aircra�

Major challenge: 3D printing raw materials are still on average

greater than injection-molding raw materials.

The price of 3D print-ing materials is high, but declining1

3D printing could replace...

3D-printing could save...

$300billion

$470billion

30-50%

40-55%30-50%

30% of current direct product manufacturing

in relevant categories

of 3D-printed direct products

cost to customers

of current manufacturing

of tools and injection-molded

plastics

for producers of 3D-printed

molds and tools

As prototype production time

decreases

However, Chinese plastics suppliers now sell 3D printing filaments at prices only 5 times greater than production plastic.

POTENTIAL PRODUCTIVITY OR VALUE GAINS

PROJECTED MANUFACTURING SPENDING

COMPETITIVE ADVANTAGE

ESTIMATED POTENTIAL REACH

56% 43% 27% 17%

Prototyping Proof ofconcept

Production Marketingsamples

120 DAYS $500,000 4 DAYS

$3,000

Final products get to market faster, competitive

advantage increases

Market for new, higher skilled jobs

Lower-skill labor input

costs

Reliance on cheap labor

overseas

Reliance on highly skilled

domestic workforce

Engineer Design

2

3

4

Prototype Printed2

68%

of respondents reported they will increase their spending on 3D printing in 2015

3D printing technology getting more af fordable, more popular1

With 3D printing

Without 3D printing

With 3D printing:Without 3D printing:

Potentially, 320 million manufacturing workers (12% of the global workforce) could be disrupted by 3D printing technology.

3D printer sales revenue has increased 4x

over the past 10 years

2004 20142009

90% lower price for a 3D printer vs. 4 years ago

1

Dev

elop

men

t tim

e ta

kes

wee

ks.

Dev

elop

men

t tim

e ta

kes

days

.

Prototype Testing

Prototype Testing

Prototype Manufactured

$100$10

3

4

Final ProductDesign Revisions

Design Revisions

PROJECTED ECONOMIC IMPACT (BY 2025)1

Rise of 3D Printing

SIPC

This article is for informational purposes only. Please consult your tax advisor, as neither Bank of America, its affiliates, nor their employees provide legal, accounting and tax advice.

“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and members of , and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

©2015 Bank of America Corporation

Sources:

1. James Manyika, Michael Chui, Jacques Bughin, et. al., Disruptive Technologies: Advances That Will Transform Life, Business, and the Global Economy, McKinsey Global Institute, May 2013; http://www.mckinsey.com/insights/business_technology/disruptive_technologies

2. Louis Columbus, “Why 3D Printing Adoption Is Accelerating Globally,” Forbes, May 12, 2015; http://www.forbes.com/sites/louiscolumbus/2015/05/13/why-3d-printing-adoption-is-accelerating-globally/

3. “Ford’s 3d-Printed Auto Parts Save Millions, Boost Quality,” The Ford Motor Company Media Center, Dec. 12, 2013. http://media.ford.com/content/fordmedia/fna/us/en/news/2013/12/12/ford_s-3d-printed-auto-parts-save-millions--boost-quality.html

TIME AND COST SAVINGS WITH 3D PRINTING

PROJECTED GLOBAL WORKFORCE IMPACT

U.S. 3D PRINTING INDUSTRY APPLICATIONS2

How are U.S. manufacturers using 3D printing?

Ford Motor Co. manifold prototype case study3

Prototype Design

on items such as medical implants and tools

on parts for vehicles, including automobiles and aircra�

Major challenge: 3D printing raw materials are still on average

greater than injection-molding raw materials.

The price of 3D print-ing materials is high, but declining1

3D printing could replace...

3D-printing could save...

$300billion

$470billion

30-50%

40-55%30-50%

30% of current direct product manufacturing

in relevant categories

of 3D-printed direct products

cost to customers

of current manufacturing

of tools and injection-molded

plastics

for producers of 3D-printed

molds and tools

As prototype production time

decreases

However, Chinese plastics suppliers now sell 3D printing filaments at prices only 5 times greater than production plastic.

POTENTIAL PRODUCTIVITY OR VALUE GAINS

PROJECTED MANUFACTURING SPENDING

COMPETITIVE ADVANTAGE

ESTIMATED POTENTIAL REACH

56% 43% 27% 17%

Prototyping Proof ofconcept

Production Marketingsamples

120 DAYS $500,000 4 DAYS

$3,000

Final products get to market faster, competitive

advantage increases

Market for new, higher skilled jobs

Lower-skill labor input

costs

Reliance on cheap labor

overseas

Reliance on highly skilled

domestic workforce

Engineer Design

2

3

4

Prototype Printed2

68%

of respondents reported they will increase their spending on 3D printing in 2015

3D printing technology getting more af fordable, more popular1

With 3D printing

Without 3D printing

With 3D printing:Without 3D printing:

Potentially, 320 million manufacturing workers (12% of the global workforce) could be disrupted by 3D printing technology.

3D printer sales revenue has increased 4x

over the past 10 years

2004 20142009

90% lower price for a 3D printer vs. 4 years ago

1

Dev

elop

men

t tim

e ta

kes

wee

ks.

Dev

elop

men

t tim

e ta

kes

days

.

Prototype Testing

Prototype Testing

Prototype Manufactured

$100$10

3

4

Final ProductDesign Revisions

Design Revisions

PROJECTED ECONOMIC IMPACT (BY 2025)1

Rise of 3D Printing

SIPC

A

Magazine | Email | Social Media | Video | Digital/MobileDISTRIBUTION AND AMPLIFICATION

16 DECEMBER.2014 USAHOCKEYMAGAZINE.COM

by JESS MYERS photo by NANCIE BATTAGLIA

G R E A TE X P E C T A T I O N S

U S A H O C K E Y M A G D E C E M B E R 2 0 1 4

Before He Becomes A Top NHL Draft Pick, Jack Eichel Is Looking To Lift BU Back To Prominence

And Lead The U.S. To World Junior Gold

TWO YEARS AGO, when David Quinn was offered the head coaching position at his alma mater, he didn’t need a lot of extra incentive to take the job. A native New Englander with NHL coaching experience, Quinn had longed for the opportunity to follow legendary coach Jack Parker at the helm of Boston University’s renowned hockey program.

Still, there was a little bit of an additional signing

Agganis Arena — a commodity that no other Junior, college or pro coaching job in the world could boast.

Two years earlier, when he was just 15, with stints for the Boston Junior Bruins and the National Team Development Program on his growing hockey resume, a promising forward named Jack Eichel made a commitment to Parker that one day he would wear the red and white sweater of the Terriers. And

despite lots of needless noise that Parker’s retirement might mean a change of heart for Eichel, there he was in October 2014, wearing that celebrated uniform with “BOSTON” on the front, just above a white number nine.

If folks were expecting Eichel to quietly transition to the college game, timidly dip his toe into the waters and learn from his elders as he sought a regular spot in the BU lineup, it took just three games to shatter that

been handed out, and before Eichel had even turned 18, he had helped the Terriers to a 3-0-0 record from his post as the team’s top line center and was averaging two points per game.

“It’s been awesome,” Eichel said, a day after cel--

tice dinner with family. “For years, I kind of imagined what it would be like to play at Agganis, and it was all of that and more.”

P G 1 7

Video

Social Media

6 savings tips you probably haven’t considered READ MORE SHARE

SHARE

Having trouble viewing this email? Click this link

ARE YOU READY FOR THE NEW SEMESTER?

New Year’s Resolutions That Will Give You More Money

/

/

New Year, More Money

Afford A Real Spring Break!

READ MORE

JANUARY /// 2015

Open a Savings Account

to help meet your goals

Log in to TCF Online Banking to check your balance and

transactions

Download the TCF Mobile App to bank

on the go

Earn $25 for each friend you refer to TCF Bank

© 2015 TCF NATIONAL BANK | MEMBER FDIC | TCFBANK.COM | LIKE US ON

This email is a commercial advertisement or promotion sent to: <<email address>>

ABOUT THIS EMAIL Please do not reply to this email. Mail sent to this address cannot be answered.

Note: If you are concerned about clicking links in this email, you may access these offers and/or services directly on the TCF Bank website by typing tcfbank.com into your internet browser. A link to TCF’s Facebook page is provided as a convenience; TCF does not endorse and is not responsible for any and all content not posted by TCF.

If you feel you have received this message in error or wish to be removed from future communications, you may Unsubscribe. Please allow up to 10 business days for processing unsubscribe requests. By unsubscribing, TCF will no longer send marketing email communications to your registered email address.

TCF National Bank, 801 Marquette Avenue, EX0-02-R, Minneapolis, MN 55402

Protecting your privacy is TCF’s top priority. TCF employees will never request personal information (such as your Social Security Number, Account Number, PIN or Password) via email. For your safety, we recommend that you do not share this information with anyone, at any time. If you believe you have received a fraudulent email, please forward the email to emailfraud@tcfbank.com, or contact a TCF Representative immediately at 1-800-TCF-BANK (1-800-823-2265).

Email

Magazine