1.ARAMARK Investor Day May 18, 2005

2. Agenda 1:05Creating Value Joe Neubauer 1:20Financial Overview Fred Sutherland 1:40Marketing Strategy Chris Malone 1:55Break 2:10Business,Jack Donovan Sports & Entertainment 2:35EducationAndrew Kerin and Healthcare 3:00Q&A 3:20Break 3:35InternationalRavi Saligram 4:00Uniform and Career Apparel Thomas Vozzo 4:25Q&A 4:45Wrap UpJoe Neubauer 2 5:00General Session Ends Financial ObjectivesCreating ValueMarketing Strategy 3. Special Note aboutForward-Looking Statements This presentation includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 that reflect our current views as to future events and financial performance with respect to our operations. These statements can be identified by the fact that they do not relate strictly to historical or current facts. They use words such as quot;aim,quot; quot;anticipate,quot; quot;estimate,quot; quot;expect,quot; quot;will be,quot; quot;will continue,quot; quot;will likely result,quot; quot;project,quot; quot;intend,quot; quot;plan,quot; quot;believequot; and other words and terms of similar meaning in conjunction with a discussion of future operating or financial performance. These statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied in the forward-looking statements.Factors that might cause such a difference include: unfavorable economic conditions; ramifications of any future terrorist attacks or increased security alert levels; increased operating costs, including labor-related and energy costs; shortages of qualified personnel or increases in labor costs; costs and possible effects of union organizing activities; currency risks and other risks associated with international markets; risks associated with acquisitions, including acquisition integration costs; our ability to integrate and derive the expected benefits from our recent acquisitions; competition; decline in attendance at client facilities; unpredictability of sales and expenses due to contract terms and terminations; the contract intensive nature of our business, which may lead to client disputes; high leverage; claims relating to the provision of food services; costs of compliance with governmental regulations and government investigations; liability associated with noncompliance with governmental regulations, including regulations pertaining to food services, the environment, Federal and state employment laws and wage and hour laws and import and export controls and customs laws; dram shop litigation; inability to retain current clients and renew existing client contracts; determination by customers to reduce their outsourcing and use of preferred vendors; seasonality; and other risks that are set forth in the Risk Factors sections of ARAMARKs SEC filings.For further information regarding risks and uncertainties associated with ARAMARK's business, please refer to the quot;Management's Discussion and Analysis of Results of Operations and Financial Conditionquot; and quot;Risk Factors and other sections of ARAMARK's SEC filings, including, but not limited to, our annual report on Form 10-K and quarterly reports on Form 10-Q, copies of which may be obtained by contacting ARAMARK's investor relations department via its web site www.aramark.com.Forward-looking statements speak only as of the date made. We undertake no obligation to update any forward-looking statements to reflect the events or circumstances arising after the date as of which they are made. As a result of these risks and uncertainties, readers are cautioned not to place undue reliance on the forward-looking statements included herein or that may be made elsewhere from time to time by, or on behalf of, us.Important Disclosure In this presentation, we mention certain financial measures that are considered non-GAAP. Generally, a non-GAAP financial measure is a3 numerical measure of a companys performance, financial position, or cash flows that either excludes or includes items different than those prepared or presented in accordance with generally accepted accounting principles. We have prepared disclosures and reconciliations of non-GAAP financial measures that were used in this presentation and may be used periodically by management when discussing the Company's financial Financial Objectives Creating Value Marketing Strategy results with investors and analysts, which are available on our website www.aramark.com. 4. Joe Neubauer Chairman and CEO ARAMARK 5. The ARAMARK Opportunity Tap into large, available, growing businesses Deliver sustained, profitable growth Well positioned to capture opportunities 5Financial Objectives Creating Value Marketing Strategy 6. Performance Since IPO* Sales growth: 11% CAGREPS growth: 15% CAGREBITDA of $2.8 billion> $2.4 billion reinvested into businesses $1.4 billion in acquisitions $1.0 billion in capex> $615 million returned to shareholders * Sales, EPS growth through fiscal 2004; all other fiscal2002 through March 2005; 6 Financial Objectives Creating ValueMarketing Strategy 7. Other AccomplishmentsAcquired > 25 companies Increased international presence Fortune rankings #1 industry survey rank Top three Most Admired Companies foroutsourcing7 Financial Objectives Creating ValueMarketing Strategy 8. Management Committee Jack DonovanPresident Business, Sports & EntertainmentAndrew KerinPresident Healthcare and EducationRavi Saligram President InternationalThomas VozzoPresident Uniform and Career ApparelFred Sutherland Chief Financial Officer Bart ColliGeneral Counsel Tim CostCorporate Affairs Lynn McKeeHuman Resources 8Financial Objectives Creating Value Marketing Strategy 9. Our FocusThe Consumer Core portfolio of services to respond to trends Strategic partners9 Financial Objectives Creating ValueMarketing Strategy 10. Breadth of ARAMARK Clients 300 of top 350 colleges 400 of S&P 500 60 of Americas 100 best hospitals Most of the Fortune 50 10Financial Objectives Creating Value Marketing Strategy 11. Creating Value 12. Mission One Helps Us Achieve Our Goals Through Mission One, ARAMARK is Striving to be #1 in Profitable Organic Growth by Providing a Full Portfolio of Unmatched Services to Our Clients 12 Financial Objectives Creating Value Marketing Strategy 13. Creating Value 14. Opportunities for Growth 80% of 1,200 U.S. state correctional facilities 90% of Germanys healthcare facilities 75% of Englands education facilitiesAre Still Self-Op 14Financial Objectives Creating Value Marketing Strategy 15. Joe Neubauer Chairman and CEO ARAMARK 16. Reconciliation of Non-GAAP Measures - EBITDA ARAMARK CORPORATION AND SUBSIDIARIES RECONCILIATION OF NON-GAAP MEASURES - EBITDA (Unaudited) (In Thousands) EBITDA represents operating income (defined as net income before income from discontinued operations, interest and taxes) before depreciation and amortization, a measureme management to measure operating performance. EBITDA is not a recognized term under generally accepted accounting principles and does not purport to be an alternative to op as an indicator of operating performance or to cash flows from operating activities as a measure of liquidity. Because not all companies calculate EBITDA identically, this present EBITDA may not be comparable to other similarly titled measures of other companies. Additionally, EBITDA is not intended to be a measure of free cash flow for management's use, as it does not consider certain cash requirements such as interest payments, tax payments, debt service requirements or capital expenditure requirements.Fiscal Year Ended Fiscal Year Ended Fiscal Year EndedSix Months Ended September 27, 2002October 3, 2003October 1, 2004April 1, 2005 Net income$ 269,912$ 301,092 $ 263,104$ 125,540Less: Income from discontinued operations, net (18,592) (35,724)--Add: Interest and other financing costs, net 136,432142,469 122,362 64,635Add: Provision for income taxes141,829144,185 152,112 69,671 Operating income, as reported 529,581552,022 537,578259,846Add: Depreciation and amortization 229,608262,944 297,993156,552 EBITDA$ 759,189$ 814,966 $ 835,571$ 416,39816 Financial Objectives Creating ValueMarketing Strategy 17. Fred Sutherland ARAMARK Executive Vice President and Chief Financial Officer 18. FY 2005 First Half ResultsSales up 8% to $5.4 billion Consolidated adjusted sales growth: 5% - 6% US Food and Support adjusted growth about 7% Uniform Rental organic growth: 5% Solid consolidated operating margin performance despite NHL impact US Food & Support margins up EPS up 12% to $0.66 Repurchased 3.2 million shares for $85 million 18 Financial Objectives Creating ValueMarketing Strategy 19. Long-Term Financial Objectives Organic Revenue Growth targets: 6-8%New Sales 8-12%Lost Business (4)-(6)%Base Growth 3-5%Operating Income Growth targets: 8-12%10-20 bp margin improvement per yearEPS Growth targets:12-14%Free cash flow deployment19 Financial Objectives Creating Value Marketing Strategy 20. Recent Performance vs. ObjectivesFinancial 2005 First HalfAchievement MetricResults vs. Objective Revenue Growth (Adj.) 5.5%- New sales- Lost business- Base business Consolidated Margins 10 bp- US Food and Support 20 bp- Uniform RentalFlat EPS growth 12% 20 Financial Objectives Creating ValueMarketing Strategy 21. Growth Opportunities Exist in All SectorsOutsourcing penetration rates vary Many sectors are significantly self-operated Base business growth opportunities exist across all sectors Significant portion of spend not captured Opportunity for add-on services 21Financial Objectives Creating Value Marketing Strategy 22. Operating Margin Initiatives and OpportunitiesProduct costs Supply chain driven Production discipline and operational efficiency Product mix and marketing programsCosts as % of total Uniform sourcing and manufacturing initiatives Other ProductLabor costsLabor Related Labor Labor management tools Technology driven initiatives Labor-related costs Medical Costs Workers Compensation22 Financial ObjectivesCreating Value Marketing Strategy 23. Production Discipline and Efficiency Business Services Case Study Initiative to enhance and standardize productionprocesses and reduce food costTargeted areas include: SKU rationalization Menu standardization Food production disciplineEarly results at focus locations are positive:Food costs as % of salesQ2 2004Q2 2005 44.0% 42.2% 23Financial ObjectivesCreating ValueMarketing Strategy 24. Product Mix and Marketing Programs Higher Education Case StudyCampus Account ExampleDriving Higher Margin Base Business Growth through. Convenience SolutionsEarn Points Same store sales up 16% eCommerce and POS Solutions Check average up 27% Lifestyle Meal Plan Marketing andCustomer Loyalty Programs Voluntary Plan enrollment up 15% Note: Percentages represent year-over-year increases in the account 24Financial ObjectivesCreating ValueMarketing Strategy 25. Uniform Sourcing and Labor Cost Initiatives Merchandise improvements: Driving towards 75% self-manufacturing Savings of 20 30% versus outside purchase Route operations: Route Optimization pilot shows 2 hours weekly route savings Handhelds installed in all routes to drive increased accuracy,reduce redundancy and improve route efficiency; should generate2+ hours in weekly route savingsPlant improvements: Wash floor and sort system automation Labor reduction of 5 10 EEs per plant from sortation system 25 Financial Objectives Creating Value Marketing Strategy 26. Labor Management Tools Higher Education Case Study ASSESSMANAGE PLAN SCHEDULESTAFF Campus Account ExampleWeb based training tools and scheduling software deployed Discipline, utilization of tools and base business growth yield results- Base Business Growth 10% y-o-y- Labor as % of sales 140 bp y-o-y26 Financial ObjectivesCreating Value Marketing Strategy 27. Technology Initiatives - Help Drive Labor Efficiencies Customer Connect OverviewRefreshTECH Overview Technology driven business processTechnology driven solution applied to transformation project for Uniform GroupRefreshment Services business Hand-held terminals and new back-office systems Service Reps maximize efficiencies by utilizing drive significant cost-reduction and efficiencies hand-held terminals Specific benefits include End-to-end integrated system improves route efficiency, warehouse management, as well as Standard pricing customer service A/R and A/P centralization Specific benefits include Credit card processing Elimination of route paperwork and labor Product preference history to anticipateclient needs Improved accuracy Optimal management of stock Electronic capturing of signatures Electronic capturing of signatures Better management of price changes 27 Financial Objectives Creating ValueMarketing Strategy 28. Medical Cost and Workers Compensation InitiativesMedical CostsWorkers CompensationKey changes implemented Enrollment changes Enhanced utilization of- Safety/Loss Controlhealth provider networks Centralized and expanded Expanded mail-order- Claims Managementpharmacy participation Centralized and expanded Care/Disease Management - Reporting/Financial Program Unit level accountability Targets specific, high costFirst half 2005 resultschronic illnesses - Overall cost reduced 9% 2005 growth reduced to - Loss per $1K payroll down 11% single digits28Financial Objectives Creating ValueMarketing Strategy 29. Strong Cash Flow Dynamics Working Capital DynamicsSignificant cash sales component Low inventory requirements 30%+ of total Food approximately 2-3% of salesScale drives attractive vendor terms Facilities inventory is negligibleNet Capex Trends% of Sales Internal Cash Flow ($ millions) $400% 3.50$350 3.25 $300 3.00Income from 2.75 $250 continuing 2.50OPS 2.25$200 CAPEX 2.00Internal $150 DA 1.75Cash Flow 1.50 $100 1.25 1.00 $50 0.75 $0 0.5029 2003 2004 FH 2004FH 2005 20002001 2002 2003 2004 Financial ObjectivesCreating ValueMarketing Strategy 30. Cash Flow Deployment Target Metrics Cash Deployment Priorities Capex approximates D&AInvest / Reinvest in Business Debt/EBITDA range = 2:1 3:1Commitment to InvestmentGrade Rating 15% after-tax IRRDisciplined acquisition strategy $615 million returned since IPOReturn cash to shareholders Dividend RepurchasesCompounded EPS growth in mid-teens since 2001 IPO30Financial Objectives Creating Value Marketing Strategy 31. Reconciliation of Non-GAAP Measures - Adjusted Sales Growth ARAMARK CORPORATION AND SUBSIDIARIES RECONCILIATION OF NON-GAAP MEASURES ADJUSTED SALES GROWTH (Unaudited) (In thousands)Management believes that presentation of sales growth in the year-to-date periods adjusted to eliminate the effects of acquisitions, divestitures, the impact of currency translation (organic growth) and, for fiscal 2005, the effect of the National Hockey League strike and the estimated effect of the Easter holiday timing on the Education Sector sales, provides useful information to investors because it enhances comparability between the current year and prior year reporting periods. Elimination of the currency translation effect provides constant currency comparisons without the distortion of currency rate fluctuations.Six Months Ended%April 1, 2005April 2, 2004Change ARAMARK Corporation Consolidated Sales (as reported)$ 5,389,375$ 4,976,386 8%Effect of Currency Translation - 59,837Effect of Acquisitions and Divestitures (180,537) (28,271) 5,208,8385,007,952 4%NHL Strike -(62,016)Estimated Effect of Timing of Easter Holidays on Education Sector7,048- ARAMARK Corporation Consolidated Sales (as adjusted)$ 5,215,886$ 4,945,936 5.5% Food and Support Services - U.S. Sales (as reported)$ 3,482,236$ 3,333,586 4%Effect of Acquisitions and Divestitures (3,706)(1,631) 3,478,5303,331,955NHL Strike -(62,016)Estimated Effect of Timing of Easter Holidays on Education Sector7,048- Food and Support Services - U.S. Sales (as adjusted)$ 3,485,578$ 3,269,939 7% 31Financial Objectives Creating Value Marketing Strategy 32. Reconciliation of Non-GAAP Measures Adjusted Operating Income MarginARAMARK CORPORATION AND SUBSIDIARIESRECONCILIATION OF NON-GAAP MEASURESADJUSTED OPERATING INCOME MARGIN - FOOD AND SUPPORT SERVICES U.S.(Unaudited)(In thousands)In the second quarter of fiscal 2005, ARAMARK recorded a $9.7 million gain related to a real estate sale by an equity affiliate. The table below ispresented to illustrate the effect of this gain on operating income margin, which we define as operating income expressed as a percentage of sales.Six Months EndedApril 1, 2005 April 2, 2004Change Food and Support Services - U.S. Sales (as reported) $3,482,236 $3,333,586 Food and Support Services - U.S. Operating Income (as reported)$172,282 $150,432 Food and Support Services - U.S. Operating Income Margin (as reported)4.9% 4.5%Food and Support Services - U.S. Sales (as reported) $3,482,236 $3,333,586 Food and Support Services - U.S. Operating Income (as reported)$172,282 $150,432 Less: Gain on Sale(9,737) -Food and Support Services - U.S. Operating Income (as adjusted)$162,545 $150,43232Food and Support Services - U.S. Operating Income Margin (as adjusted)4.7% 4.5% 0.2% Financial ObjectivesCreating ValueMarketing Strategy 33. Reconciliation of Non-GAAP Measures Internal Cash FlowARAMARK CORPORATION AND SUBSIDIARIESRECONCILIATION OF NON-GAAP MEASURESCASH FLOW BEFORE WORKING CAPITAL AND AFTER CAPITAL EXPENDITURES (INTERNAL CASH FLOW)(Unaudited)(In Thousands) Cash flow before working capital and after capital expenditures, as defined by ARAMARK, is an internal operating metric used by management to evaluate cash flows from normal operations of our business,excluding the impact of working capital changes and unusual gains. This metric eliminates the volatility of working capital changes which long term investors may find useful. Fiscal Year EndedSeptember 29, 2000September 28, 2001September 27, 2002October 3, 2003October 1, 2004 Cash flow before working capital and after capital expenditures:Income from continuing operations $ 148,583 $ 162,739 $ 251,320 $ 265,368$ 263,104Depreciation and amortization 197,746 214,561 229,608 262,944297,993Income taxes deferred 3,07310,18217,74029,675 32,749Other income and insurance proceeds, net of taxes - - (30,803)(13,100) -Net purchases of property and equipment and client contract investments(188,062) (192,062) (203,735) (270,423)(288,260) Cash flow before working capital and after capital expenditures$ 161,340 $ 195,420 $ 264,130 $ 274,464$ 305,586Reconciliation of cash flow before working capital and after capital expendituresto net cash provided by operating activities from continuing operations:$ 161,340 $ 195,420 $ 264,130 $ 274,464$ 305,586Net purchases of property and equipment and client contract investments 188,062 192,062 203,735 270,423288,260Other income and insurance proceeds, net of taxes - -30,80313,100-(Gain) loss on investments- - (45,320) 10,700-Changes in noncash working capital 17,477 (65,127)103,02659,766(43,068)Net proceeds from sale of receivables - 140,88539,105 --Other operating activities(20,484)(21,417)(17,475)(22,192) (33,212)Net cash provided by operating activities from continuing operations$ 346,395 $ 441,823 $ 578,004 $ 606,261$ 517,566Net cash used in investing activities from continuing operations$(432,553)$(247,837)$(1,031,393)$(269,215) $(439,440)Net cash provided by (used in) financing activities from continuing operations$73,794 $(217,071)$ 435,976 $(338,865) $(77,282)Reconciliation of net purchases of property and equipment: Purchases of property and equipment and client contract investments$(203,047) $ (204,529)$(219,767) $ (298,606) $(308,763) Disposals of property and equipment 14,98512,46716,03228,183 20,503 33 $- $(188,062) # $ (192,062) #$(203,735) # $ (270,423) # $(288,260)Financial Objectives Creating ValueMarketing Strategy 34. Reconciliation of Non-GAAP Measures Net Capital Expenditures as a Percentage of Sales ARAMARK CORPORATION AND SUBSIDIARIES RECONCILIATION OF NON-GAAP MEASURES NET CAPITAL EXPENDITURES AS A PERCENTAGE OF SALES (Unaudited) (In Thousands)Net capital expenditures, expressed as a percentage of sales, is a metric utilized by management to review cash flow dynamics, which long term investors may find useful. Fiscal Year Ended Six Months Ended October 3, 2003October 1, 2004 April 2, 2004April 1, 2005Reconciliation of net purchases of property and equipment: Purchases of property and equipment and client contract investments $ (298,606) $(308,763) $(138,023) $(150,358) Disposals of property and equipment 28,183 20,5038,1607,705 Net purchases of property and equipment and client contract investments $ (270,423) $(288,260) $(129,863) $(142,653) ARAMARK Corporation Consolidated Sales$9,447,815$10,192,240$ 4,976,386$ 5,389,375 Net purchases of property and equipment and client contract investmentsas a percentage of sales2.9% 2.8%2.6% 2.6%34 Financial Objectives Creating Value Marketing Strategy 35. Chris Malone Senior Vice President MARKETING 36. Customer Focused Growth StrategyCompetitive Differentiation CustomerInsightCustomer & ClientThought SatisfactionIncreased LeadershipBase Business Growth + Retention + New Business= Organic Growth OperationalProduct & Service Excellence InnovationClient Alignment36Financial ObjectivesCreating Value Marketing Strategy 37. Insight & Thought LeadershipFoundational Customer Insights Campus Master Planning StudiesThat Drive New Dining Programsat 19 Major Universities 200,000 Customers Interviewed2,500 Clients Interviewedat 1,200 Dining Locations at 800 Accounts37 Financial Objectives Creating ValueMarketing Strategy 38. Lunch Share of StomachLess than 50% share across most sectorsBring From Home reflects unmet needsOffsite competition greatest in Campus and Business % of Meals per Week Offsite Home Skip Onsite High School Dining 53% 19%11%17%Campus Dining35% *25%38%2%Business Dining29% 21%5%45%Hospital Dining13% 11% 37%39% Total6% 20%31%43%38 * Includes meals eaten from and at home/room Financial ObjectivesCreating ValueMarketing Strategy 39. Lunch Participation & Frequency Daily Lunch Participation High School Dining64%Campus Dining 64% Business Dining49%Hospital Dining48% Total54%39Financial Objectives Creating ValueMarketing Strategy 40. Lunch Participation& Frequency Low FREQUENCY drives daily participation levels Weekly onsite lunch participation is universally high Innovation needed to capture additional purchase occasionsWeekly Lunch Participation High School Dining 87%50% 12%25%Campus Dining40% * 80% 13%27%Business Dining 85% 22% 34% 29%Hospital Dining79%25% * 20%34% Total18% 31%83% 33%1 Meal/2-3 Meals/Week 4+ Meals/Week Week 40 * Includes weekend mealsFinancial Objectives Creating ValueMarketing Strategy 41. Convenience & Grocery Retailing Tapping At/From Home & On-the-Go Meals # of StoresGrowth Rate ConvenienceOver 200Over 25% Retailing ProfileConvenience Stores, GroceryStores & Retail Walls inCampus and Business locations 41Financial Objectives Creating Value Marketing Strategy 42. Specialty Coffee RetailingCapturing morning & break time meals# of Sites Growth Rate Specialty CoffeeOver 600Over 10% Retailing ProfileBusiness, Campus,Healthcare and Sports &Entertainment locations 42 Financial ObjectivesCreating ValueMarketing Strategy 43. Retail Dining ExperiencesBuilding onsite meal purchase frequency# of SchoolsGrowth Rate U.B.U. Lounge Over 100Over 10% & 12 Spot Brands ProfileHigh Schools & Middle Schools 43 Financial Objectives Creating Value Marketing Strategy 44. Industry Innovation Awards2005 FM Best 2005 MenuMasters 2005 Team2005 ADA ClinicalConvenience Best Onsite MenuCasual LineNutrition Excellence Retailing Concept 2004 RCA Best 2005 NAUMD2005 FM Best Customer2005 NACUFSNew Product Image of the YearService Concept Best Big Idea44Financial Objectives Creating Value Marketing Strategy 45. Accelerating Innovation & Growth ARAMARK Innovation Center Retail concept development 120 full-time professionals Opens June 2005 45Financial Objectives Creating Value Marketing Strategy 46. Customer Focused Growth StrategyCompetitive DifferentiationCustomer InsightCustomer & Client Increased Thought SatisfactionLeadership Base Business Growth+ Retention+ New Business = Organic Growth Operational Product & Service ExcellenceInnovationClient Alignment46Financial ObjectivesCreating Value Marketing Strategy 47. Jack Donovan President ARAMARK BUSINESS, SPORTS AND ENTERTAINMENT 48. Sectors ServedBusiness & Industry Corrections Stadiums & Arenas Convention Centers & Parks 48 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 49. Business & Industry Business Dining Refreshments Conference Centers 50. OpportunityB&I revenue opportunity over $30 billion Solutions for any size B&I client Refreshments applications for sites with 20 or more people Business dining for sites with over 500 employees Emerging integrated facility management model for officelocations Food, plant operation & maintenance, housekeeping, mailroom services, meeting planning, and conference center management 50 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 51. Business and Industry Scan Trend ARAMARK ImplicationBase business growth from higher participation andStable employment levelscheck averages.Entice employees to remain on-site. Dining, refreshmentEmployers desire to services, catering, convenience retailing build employeedrive productivitysatisfaction.Utilize capability to respond to national procurementClient organizations areprocesses. Manage cost to reduce/eliminate clientworking to reduce costssubsidy.Provide fresh, continually updated dining concepts. UseCustomers demanda blend of national, local and ARAMARK brands.retail experienceEmphasis on appealing to the health conscious.Use single cup brewing systems to deliver high qualityAvailability of customerbranded refreshments. Use hand held technology.facing technology51 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 52. Its a New DayFast FactsFast Facts Employees spend an average Every employee who buys37% less time away fromone more meal onsite a weekwork when they buy their adds 11.8 more hours main meal at the onsite worked annually. dining service. When we ask clients whats important, they consistently respond: Productivity Lower healthcare costs Morale Employee satisfactionAccording to a survey published by Chief Executive magazine, CEOssee people issues as the most important rising factor in creatingshareholder value.52 Business, SportsEducation InternationalUniforms and Entertainmentand Healthcare 53. Customer-Centric ProgrammingNational Research AccountFocus Groups Strategy Daypart/Neighborhood Planning Works Best If Solution Set Growth Plan Tactics Brand Strategy Improve Improve Enhance Improve Increase Focus on Speed of Value/Retail Healthy Check Non-UserService PerceptionExperience Perception Average Comm.53 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 54. Business Customer Segments LIGHT/NON USERSHEAVY USERS0 1X per week 4 5X per week Get Away Brown Baggers = 24%Convenience Caf Lovers = 15% *Healthy Desk Brown Baggers = 18%Time Pressed Refuelers = 11% 26% 42%32%MEDIUM USERS2 -3X per week*Greatest opportunitiesto deliver new solutionsRelaxed Offsite Eaters = 10%*Healthy Offsite Eaters = 22% 54 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 55. How Do We Create a Customer Centric Experience? Everyday Favorites Including:AndGuest Restaurants! 55 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 56. Personal Memorable Ever ChangingTraining MerchandisingStandards ofBrandCommunication OperationPositioningImage & Targeted MenuEnvironmentMix56 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 57. Refreshment Services Environment SolutionsEquipment Complete Breaktime Experience Brands Service Technology 57 Business, Sports Education International Uniforms and Entertainment and Healthcare 58. Refreshment Services National Account ManagementMost experienced national refreshments company Provide combined office coffee and vendingClient Benefits with ARAMARK: Dedicated ARAMARK National Account Manager Most comprehensive refreshments product line Centralized billing and reporting RefreshTECH World class service culture 58 Business, Sports Education International Uniforms and Entertainment and Healthcare 59. Corrections 60. Opportunity1,200 state facilities $1.5 billion food, $900 million commissary 80% unconverted3,100 county facilities $1 billion food, $600 million commissary Commissary and property room management serveas base business build-outs60 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 61. Corrections ScanTrendARAMARK ImplicationFocus on state system conversion.State systems strive to control OpEx model insures compliance.costs & improve service levels Assist self-op counties in taking a second look at contracting. Offer efficient operationCounty budgets continue to tighten of commissary and property rooms.New product and service offerings to spurInmate populations continue base business growth. Build commissaryto grow modestly check average through marketing programs. 61 Business, SportsEducation International Uniforms and Entertainmentand Healthcare 62. Growth Strategy CorrectionsContinued focus on state systems Conversion of remaining county programs Commissary focus Property room add-ons to existing food/commissary accounts 62 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 63. Sports & Entertainment Stadiums & Arenas Cultural Attractions, Convention Centers & Parks 64. Opportunity SportsExceeds $8 billion food & retail Major league professional sports venues Baseball, Football, Basketball, Hockey Top tier minor league venues Baseball Emerging professional sports leagues Indoor lacrosse Indoor soccer Arena League Football Amphitheatres over 5,000 seats64 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 65. Pro Partnership Roster Stadiums & Arenas 65 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 66. Opportunity- Convention Centers, Parks and Cultural AttractionsExceeds $6 billion food & retailServes 5 of the Big Ten convention centers Las Vegas, New Orleans, Philadelphia, Anaheim,Los AngelesParks Lake Powell, Denali, Lake TahoeDay parks/cultural attractions Ellis Island, Hearst Castle, Baltimore ScienceCenter 66 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 67. Sports & Entertainment Scan TrendARAMARK ImplicationUnique offerings by venue. Utilize local sports Major Leagues createcelebrity into brand offerings. a better fan experience Increasing use ofExpand use of handheld technology. customer facing technologyMinor leagues seek to emulateIncrease focus on minor league teams - the fan experience created by70% unconverted. the major leaguesMarketing ARAMARK operated venues with client Increasing demand for tradeorganizations. Additional opportunity for show and professionalconcession sales. association events Base business growth through increased customer Tourism returningcounts at lodging and day parks. after 9/1167 Business, Sports Education International Uniforms and Entertainment and Healthcare 68. Customer Facing Technology e D Innpe ce ncem oEx anrieon vat n nh st ion Fa E rate Md R al os enec u ita se tVSpo g aba p rea n i le r C Incz e FaPe n68sBusiness, Sports EducationInternationalUniforms and Entertainment and Healthcare 69. Improve the Fan InteractionCashless Ease of use for families Ease of use for clientGame 6entertainment Proven higher spendDiamond Improves speed of Club service69 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 70. Spend Comparison: Per Capita2x Game 6Diamond Game 6Game 6 ClubClub GeneralLevelConcessions Concessions70 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 71. Case Study:Adding Value to S&E ClientsConcourse,Rt Field Restaurant Per Capita Spending At Fenway Park Yawkey Way14.0% 14.0% 13.9%13.9%9.0%9.0%9.4% 9.4%20002001 20022003 200471 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 72. Jack Donovan President ARAMARK BUSINESS, SPORTS AND ENTERTAINMENT 73. Andrew Kerin President ARAMARK HEALTHCARE AND EDUCATION 74. Higher Education 75. ARAMARK in Higher EducationFacility ServicesDining ServicesComprehensiveMasterFacility PlanningManagement CulinaryBuilding DevelopmentMaintenance Venue DesignCustodialGroundsResidential,Energy Retail andManagement Catering ServicesCapital ProjectManagementBuildingCommissioning75 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 76. Higher Education PlatformEnabling the MissionInstitutional GoalsDelivered OutcomesEnhance the Institutional Brand Competitive DifferentiationCater to the Gen Y Student Distinctive Environments and Experiences21st Century Living andLearning Environments Growth and OptimizationEnhanced Institutional Assets TransformationShowcasing the Institution: Lifelong ConnectionDonors, Alumni, Parents76 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 77. Higher Education OpportunityTarget Opportunity: $40 billionRedefine OpportunityTotal facilities maintenanceDining ServicesFacility Servicesand operations budget ARAMARK ARAMARK Current UptappedTotal student spend onCompetitorsdining Self-Op CurrentCompetitorsUntappedStrategies to Penetrate OpportunitySelf-Op Current CompetitorNew account acquisition UntappedExisting client serviceCompetitorSelf-Op Current expansion Untapped ARAMARK Untapped ARAMARK Current Increase customer share atData based on 1,600 4-year higher-ed institutions existing accountsSources: GeoStrategy Competitive Analysis, June 2004 Chronicle of Higher Ed Almanac 2004,77 American School and University M&O Spending Issue 2004Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 78. New Account Acquisition Segmentation and TargetingConvert theCapture self-operation competitor shareSegmented sales force withfocus on self-opNew Account Opportunity:Propensity to change$17 billion - 1,600 AccountsresearchDining Services Facility ServicesSenior-level entry point Industry CompetitorCompetitor Positioning/MessagingAwareness building campaign Self-Op Self-Op Thought leadershipIndustry presenceSource: AS&U Privatization Study 78 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 79. Existing Client Service ExpansionCross-Sell: Food and FacilityCross-Sell The Presidents ChallengeDiningOpportunity: Segmentation and targeting$4 billionFacilityFacility Services Expansion Enterprise teams Asset management servicesFacility ServicesCurrent Client Expansion Technical servicesRevenueOpportunity: Comprehensive facility $1.2 billionmanagementFacility ServiceExpansion79 Business, SportsEducation InternationalUniforms and Entertainmentand Healthcare 80. Increased Consumer Spend at Existing Accounts Annual Consumer Spend - $4.5 billionConvenience RetailingUncaptured Opportunity - $3.3 billion Customer Loyalty Program UncapturedMarketMATCH Resident Spend Master Planning Uncaptured Non-ResidentSpendEnhanced POS Solutions CapturedSpendeCommerceWeb SitesDuring the academic year:Average resident spend on food, convenience, grocery items = $3,502Average non-resident spend on food, convenience, grocery items = $1,667 Source: Spring 2004 Student Spend DiningStyles Survey80 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 81. K-12 School Districts 82. ARAMARK inK-12 School Districts Construction Construction Management Management BuildingBuilding Grounds Grounds Commissioning CommissioningFoodFood ConcessionsNational SchoolConcessions National School Services ServicesBreakfast Program Breakfast Program Satellite Satellite Maintenance Maintenance Feeding Feeding National School National SchoolCateringCatering Lunch Program Lunch Program Vending Vending Facility FacilityUniforms Uniforms Services ServicesNutrition On-Site Nutrition On-SitePrograms Retail ConceptsPrograms Retail ConceptsEnergy Energy Vending/ Vending/ Central FoodCentral Food Uniforms UniformsProduction Production Custodial Custodial 82 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 83. K-12 PlatformPartners for ProgressDelivered Outcomes Institutional GoalsDistrict Pride Student AchievementResource Optimization Budget ManagementStudent Satisfaction Service ExcellenceImproved Learning Environment Employee DevelopmentImproved Student Nutrition Community EngagementMotivated Employees 83 Business, SportsEducationInternational Uniforms and Entertainmentand Healthcare 84. K-12 OpportunityTotal Opportunity: Strategies to Penetrate$36 billion Food Services Facility ServicesSelf-Operation Conversion ARAMARKCurrent Expand Services with CurrentARAMARKUntappedClients Competitor Current Capture Untapped StudentSelf-Op CompetitorUntappedSpend Self-Op Current Competitor Untapped CompetitorSelf-OpSources: NCES, Census Data 2002 Current Chronicle of Higher Ed Almanac 2004, Untapped ARAMARK ARAMARK American School and University M&O Spending Issue 2004Current Untapped 84 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 85. New Client AcquisitionSelf- Op Opportunity:$29 billionStrategies for Converting the Self-OpFood Services Outsource Segmentation and Targeting Enrollment and square footage Self-Operate High demographic growth States legislatively open to outsourcingAwareness-Building Campaign Facility ServicesOutsourceThought LeadershipIndustry Association PresenceSelf-Operate Source: AS&U Privatization Study85 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 86. Existing Client Service ExpansionFoodCross-SellOpportunityCross-Sell: Food and FacilitiesOpportunity: The Presidents Challenge$2 billion Facility OpportunityFacility Services Expansion Total Facility Management Property ManagementCurrent Client Facility ServicesRevenue Additional Technical Services Expansion Opportunity: $800 millionFacility Up-SellOpportunity 86 Business, SportsEducation International Uniforms and Entertainmentand Healthcare 87. Increasing Student Spend at Existing AccountsCustomer Expansion Opportunity: Strategies $2.6 billion Attract non-user participation12 Increase frequency of current users Lunch 111 Additional day partsKey Initiatives 210Mid-PM Snack Retail dining conceptsMid-AM Snack Promotions: Celebrity Lunch Lady 3 Java City, smoothies, catering 9 Pre-pay debit card and POS technology After-School SnackBreakfast485 7 6 Source: ARAMARK research 2004. 2005 87 Business, SportsEducation International Uniforms and Entertainmentand Healthcare 88. Healthcare 89. ARAMARK in Healthcare Uniform Services Apparel OneTotal uniform solution Galls public safety Facility ServicesMainFood Services Specialty Hospital ProgramsHospitalWorld Class PatientEnvironmental ServicesServicesLaundry and LinenCaf diningCentral TransportationRetail managementPatient Service AssociatesJAVA CityFacility OperationsSmall site solutionsManagementConvenience storesEnergy ManagementVending Medical OfficeGrounds MaintenanceBuildings and LabsOffice coffeeCapital Program ManagementOffice servicesStrategic Facilities Planning Senior LivingSupply Chain ManagementClinical Technology ServicesMaintenance management servicesLife-cycle management advisory servicesCapital Asset Protection ProgramRegional shared servicesNetwork technologies parts sourcing89 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 90. Healthcare PlatformBest Environments, Best Care Institutional Goals Delivered Outcomes Quality Care Distinctive Environmentsand Experiences Competitive Advantage Employer of Choice Patient Satisfaction Patient/EmployeeEmployee Satisfaction SatisfactionImproved Throughput Resource Optimization 90 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 91. Healthcare OpportunitySelf-Op Conversion StrategyTotal Opportunity : $36B Enterprise sales forceARAMARKOther Thought leadership platform ShareShare Client intimacyNon- Differentiation StrategyTarget Self-op Comprehensive portfolio withPotentialbest-in-class delivery Self-Op Untapped $24BPotential Patient centered platformConsumerSpend Enabling environments 91 Source Data: NRA;AHA Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 92. Share of Client Spend Service ExpansionMission One Strategy Service Expansion Opportunity:$7 Billion Vertical sales force Base business build-out ARAMARK toolkitToday Cross training of on-site teams CTS Presidents Challenge Food Facility 92 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 93. Share of Customer Strategies: Additional day parts Outpatients/visitors Healthcare Customer Share5.1 weekly opportunities per customer Speed and convenience for employees Outcomes: Off-site Skip Small site solutions (Bakery Cafes) Specialty coffee solutions Bring CateringFromOn-site Home WebFood remote kiosk and ordering system Convenience retailing and gift shops Credit card and payroll deduct $1 billion base growth opportunity Sources: Internal surveys; National Restaurant Association 2005 Industry Forecast * Customized, proprietary psychographic segmentation93 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 94. Enterprise and Service Expansion Results Today: 1,300 Healthcare Clients2004 New Business: 90% Enterprise or Vertical Service Expansion New singleservice tonew clientFacilitiesNew service to existingclientFood 4% New multipleservice to Clinical new client Technology Enterprise Vertical serviceWe provide food, facilities and CTS expansionfor only 4% of our Healthcare clients 94 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 95. Questions and Answers 96. Ravi Saligram President ARAMARK INTERNATIONAL 97. ARAMARK InternationalsReported Revenues $1.8 $s in billions RCA G13% $1.4 $1.2 $1.1$1.0$1.0 19992000 2001 2002 2003 200497 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 98. ARAMARK Internationals True Size and Scope2004 Revenues2004 Reported Revenues Including JVs$1.8 billion $3.1 billionCanadaMajority UKJapanOwned SubsOther Korea Germany Ireland Spain Chile BelgiumIncludes $1.8 billion of international salesas reported plus $1.3 billion of sales fromminority-owned JVs. 98 Business, Sports Education International Uniforms and Entertainment and Healthcare 99. Concentration in Europe with Growth in Asia and the AmericasAmericasEurope Asia 99 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 100. ARAMARK InternationalsOperating Income Growth $66 $s in millions$60R CAG %16 $46 $40$39$32 3.6% Operating3.3% Margin199920002001200220032004 100 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 101. Consumer Trends in Europe and JapanConsumerDemographic/ ARAMARKBehavioral Shift TrendsImplications/ResponseObesity/ Healthy Options Fresh Foods/MenusWell Being Single Convenience Grabn Go, Coffee BarsHouseholds Snacking C Stores Aging Senior Homes Growth in Senior SectorPopulation 101 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 102. Client Trends in Europe and JapanClient ARAMARKBehavioral Shift TrendsImplications/ResponseB&I Maturing Fixed Price/P&L End-Consumer Focus Hospital Cost Increased Focus on Hospitals Sector;PressuresOutsourcing Utilize US Expertise102 Business, Sports Education International Uniforms and Entertainment and Healthcare 103. Driving Added Value to Clients: Success Stories Sector Country SiteTheme Results Effect Awarded Mid Defence (MOD) UKWattishamRetail# of transactions Hants SuperInnovationtripled, averageMac spend doubledShowcase/ Healthcare China Punan PioneeringClient eliminated Advocacy Hospital,Partnershiplogistics dept.; Shanghaistaff/patient meals revenue up 50%+S&ESpainMontemelo DriveAttendanceNew Sites Race Track Attendance doubled; best F1Grand Prix 103 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 104. ARAMARKInternational Strategies 1. Achieve a top 3 presence in countries representing80%+ of worlds GDP 2. Accelerate organic growth . . . build B&I, diversify intoHealthcare, Education and S&E 3. Drive margin improvement 4. Selective acquisitions 5. Focus on the end consumer 104 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 105. Strategy #1: Top 3 PositionARAMARK MajorWorld Top 3 Region Countries % GDPPosition Europe Germany 6.6% YUK4.9% Y Presence in 20Ireland*0.4% Y countries,Spain 2.3% YBelgium 0.8% Y representingCzech Republic0.2% Y nearly 70% of world GDP Asia Japan11.9%YS. Korea1.7%NChina*3.9% N/AAmericas Canada2.3% YMexico1.7% YChile*0.2% YArgentina*0.4% YPeru* 0.2% N *New Country Entry USAUSA30.0% Y105 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 106. Strategy #2: Accelerating Organic GrowthGreenfield Geographic Adjacencies New Sectors/ServicesBase Business GrowthNet New Business Growth106 Business, Sports Education International Uniforms and Entertainment and Healthcare 107. Strategy #2: Build B&I Base business growthWins based on tangible value propositionExpertise in nil subsidy P&LsNew retail oriented conceptsEntry into new/developing countries, e.g. China 107 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 108. Strategy #2: Diversify Growth SectorsS&E Healthcare Other2% 7%Education 6% SpecialtySpecialty Education10% B&I 60%H/C S&E15%108 Business, Sports Education International Uniforms and Entertainment and Healthcare 109. Strategy #2: Healthcare and Education Opportunities for Self Op Conversion Total Opportunity% Contracted($ in billions) Europe Healthcare $43 14% Europe Education$22 22%Source - Gira 109 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 110. Strategy #3: Drive OngoingMargin Improvement Focusing on unit level contribution Driving top line growth Achieving economies of scale Investing in IT tools and metrics 110 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 111. Strategy #4: Acquisitions Existing countries to enter new sectorsbuild depth New countriesincrease reach Bolt-onsdrive synergies New servicesexpanded offerings 111 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 112. Thomas Vozzo President ARAMARK UNIFORM AND CAREER APPAREL (AUCA) 113. AUCA Model Workwear, Image Apparel Uniform Rental / Lease/Public SafetyDirect PurchaseMass Personalization / DesignEquipment / SuppliesDust ControlManaged Account Programs ApparelClean RoomQuick Service Restaurant AccessoriesLeaderNationwide Network Managed AccountHealthcare Programs Sourcing, Manufacturing, Distribution113 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 114. Active CustomersOver 800,000 Active Business Customers170,000350,000 300,000 * Year end 2004 WearGuard Galls Rental 114 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 115. Nationwide Service Network 115 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 116. Financial OverviewSales & Operating Income 2004 Sales: $1.5 billion2004 Operating Income: $136 million15% 30% 70% 85% Rental Direct Marketing116 Business, Sports Education InternationalUniforms and Entertainment and Healthcare 117. Size of Opportunity Current Potential $12-13 Billion$30 BillionUniform RentalUniform Rental Uniform SalesUniform Sales Ancillary ServicesAncillary ServicesSource: Analyst reports 117 Business, SportsEducation International Uniforms and Entertainmentand Healthcare 118. Addressing Customer NeedsCustomer Requirements:Key ARAMARK Capabilities: The right program for each customer Product Authority Reliable service deliveryService Excellence Excellent customer service Good value118 Business, SportsEducation InternationalUniforms and Entertainmentand Healthcare 119. Delivering Product Authority Over 150,000 SKUs in stock Apparel for all professions Best product guarantee 500+ new products/year 119 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 120. Delivering Product Authority 120 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 121. Delivering Service ExcellenceHighly reliable rental delivery network Nationwide consistent service standards Extensive personalization capability World class direct sale fulfillment 121 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 122. Delivering Service Excellence Rental Customer SatisfactionCustomer RetentionMeasurement94%Independent research 93% firm 93% 92%92% 67,000 surveys per year92% All national account91% locations90% FY02 FY03 FY04122 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 123. Delivering Service ExcellenceQualifying Criteria Minimum 95% retention Top 10% route sales performance Abide by ARAMARKs MissionStatement and Guiding Principles YTD results up significantly123 Business, SportsEducation International Uniforms and Entertainmentand Healthcare 124. Delivering Service Excellence Direct SaleOn-time Delivery vs. Promise 95% orders shipped95% same day95%100% satisfaction 95% 94% guarantee 94% Pack-by-wearer service94% 93% Teams assigned to 93% specific customers 93%92% 20032004 2005 124 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 125. Delivering Service ExcellenceNational Coverage of Distribution Centers= Reno, NV= Salem, VA= Lexington, KY= Lawrenceville= Hanover, MA= Norwell, MA= Decatur, IL 125 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 126. Value Creation Transforming the Business Sales ExcellenceMargin Expansion 126 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 127. Sales Excellence - Rental Shift to a Sales DrivenOrganic GrowthOrganization % 5% 30% increase in headcount5% 5 20% increase in productivity 4% 4 Programs launched to improve 3% 3% 3 hiring, on-boarding, training and retention 2 Improved sales tools10% 0%0% Rewards and recognition programs0 Q3 '03 Q4 '03 Q1 '04 Q2 '04 Q3 '04 Q4 '04 Q1 '05 Q2 '05 Sales as a career path 127 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 128. Focus on Growing SectorsSpecialty Sector GrowthKey SectorsProgram Development Flame Resistant Dedicated marketing resources Cleanroom Specialized sales approach Automotive Targeted communication Law Enforcement Agencies programs Healthcare Quick Service Restaurants128 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 129. Drivers of Margin ExpansionMerchandise Higher utilization of self-manufactured garments Worldwide sourcing to lower product cost Plant and Operations Automation of plants to reduce labor costs Improved utility utilization Delivery and Distribution Route optimization to reduce hours and fuel consumption New West Coast distribution center will reduce freight costs Labor Shared services of back office functions to streamline organization Improved safety programs will reduce insurance costs Business Processes Further standardization to improve operational efficiency and accountability(Customer Connect) 129 Business, SportsEducationInternationalUniforms and Entertainmentand Healthcare 130. Margin Expansion Customer Connect 130 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 131. Margin Expansion Customer ConnectBenefitsEliminates paperwork/saves route time HandheldEliminates order entry errorsCentralized pricing application One database all businesses Route Accounting Regional, multi-location, and nationalaccounts support enhancedCentral billing functionality Improved cash flow Shared Services Staff consolidationExpanded service hours131 Business, Sports EducationInternationalUniforms and Entertainment and Healthcare 132. 132 Business, Sports EducationInternational Uniforms and Entertainment and Healthcare 133. Questions and Answers