novahurst creative print and collateral design

A $15-billion global aerospace and defense corporation

Products include avionics, military aircraft, air-defense systems, missiles, communications systems, ships, space systems, and aerospace electronics

Approximately 80,000 employees throughout North America, Europe, Asia, Africa and Australia

Goals

Develop focused, long-range roadmaps that can be easily shared across distributed teams

Understand the key drivers for new product platforms, technologies and capabilities to accelerate time to market

Identify, develop and fund the most important technologies and capabilities that meet customer, safety, and mission requirements

Centralize and simplify roadmapping activities across international teams

Results

Stronger visibility and understanding of the most important business opportunities that require funding and when

Easier way to communicate forward-looking plans and understand the relevance of planning information at any point in time

Tighter alignment of R&D investments with program requirements and market drivers

Alignent Case StudyBAE Systems is an international company engaged in the development, delivery and support of advanced defense and aerospace systems in the air, on land, at sea and in space. The company designs, manufactures and supports military aircraft, surface ships, submarines, radar, avionics, communications, electronics and guided weapon systems.

A pioneer in technology and next-generation intelligent defense systems, BAE Systems wanted to ensure that the company was investing in the most important future products, technologies and strategic capabilities. To meet this objective, BAE Systems began to develop forward-looking roadmaps to enhance the company’s strategic insights into R & D capabilities, program requirements and technology developments, but found that roadmap information became quickly outdated. BAE Systems also discovered that these initial roadmaps didn’t apply an easy-to-understand roadmapping framework to e� ciently share planning information across global teams.

The ChallengeBAE Systems’ objective was to develop focused, long-range roadmaps that could be easily shared across distributed teams, and provide increased visibility into the impact of crucial emerging technologies, products and capabilities. Through the process of roadmapping, BAE wanted to enhance its ability to identify, develop and fund the most important technologies and capabilities that meet customer, safety, and mission requirements.

To meet these objectives, BAE Systems needed a collaborative roadmapping system to dynamically connect future products, technologies and capabilities being developed across the organization. As noted by Dr. James Wasson, Chief Technology O� cer of BAE Systems, “the company needs to understand the key drivers for new product platforms, technologies and capabilities, and get real-time roadmaps into the hands of cross-functional stakeholders who need critical, accurate planning information.”

The SolutionAfter a successful pilot of Alignent’s Vision Strategist solution, a selection taskforce at BAE Systems decided to adopt the roadmapping software on a broader scale.

A $3.8-billion materials corporation with products in a variety of sectors

Operates in four business segments: Display Technologies, Telecommunications, Environmental Technologies and Life Sciences

Employs approximately 25,000 and maintains research centers throughout North America, Europe and Asia

Goals

Better understanding of the customer in the context of the market

Create a stronger link between R&D and various business units

Accelerate time-to-market

Centralize roadmapping activity

Results

Product forecasting range extended 3-5 times

Accelerated time-to-market

Doubled visibility into ripple impact when roadmaps are updated

Enhanced alignment between project selection and corporate goals

Alignent Case StudyThe ChallengeRoadmapping had already been in use at Corning a few years before the need for an enterprise solution was evident. At the time, roadmaps were being created by di� erent cross-functional groups for di� erent functions using Microsoft O� ce applications such as PowerPoint and Excel. Corning faced the following challenges:

Gaining a better understanding of customer needs in the context of rapidly changing markets. For example, some product design speci� cations may have been perfectly matched for a particular customer, yet they failed to align with broader market needs.

Create stronger alignment between R&D and functional business units. Without alignment, some R&D projects were not being e� ectively integrated into � nal products.

Improving time to market. Some products were late to market due to development delays from insu� cient communication and insu� cient insight into technology lifecycles.

The SolutionAfter a successful pilot of Vision Strategist, a selection task force decided to adopt the platform and roll it out to additional business units. Vision Strategist’s common format, scalable database and ability to prioritize roadmaps were all factors in the company’s decision to adopt the product on a wider scale.

Today, Vision Strategist is most widely used in the Display Technologies business segment, with prominent involvement in some telecom business units, the specialty materials group and environmental businesses. Altogether, Vision Strategist has touch points in every Corning business unit. Participants include R&D, product engineers, sales, marketing, manufacturing and strategic planning.

Product line managers use Vision Strategist to forecast performance attributes over time to see when required technologies are needed. R&D uses the software for advanced warning of product requirements, allowing su� cient time to develop processes to implement new technologies. Core technology managers use Vision Strategist to anticipate future needs and devise solutions to solve those needs.

A $30 billion diversi� ed global communications company providing mobility products and solutions across broadband, embedded systems and wireless networks

Manages business operations under four primary segments: Connected Home Solutions, Government & Enterprise Mobility Solutions, Mobile Devices and Networks

Goals

Align R&D with strategic priorities and new products that would fuel the company’s growth

Collaborate on strategic plans across global divisions and leverage existing strategic planning information across the company

Gain visibility into emerging technologies to make strategic and timely decisions about managing product life cycles

Results

Halted development of an embedded chip that would become obsolete and saved $100 million

Saved $32 million by consolidating redundant voice recognition projects

Increased collaboration and communication across departmental silos

Alignent Case StudyThe ChallengeMotorola implemented strategic roadmapping to identify new opportunities for innovation in the late 1990s. By 2001, Motorola had tens of thousands of product roadmap documents distributed across the enterprise in varying � les and formats. Motorola wanted to leverage existing strategic planning data across the company and align R&D activities with strategic business priorities.

Motorola also wanted to address the following challenges, including:

Improve strategic planning communication and collaboration across distributed business units and suppliers

Capitalize on strategic planning data instead of re-planning from ground zero each year

Identify instances where the company could increase technology re-use by inserting platform technology into new product development process

Minimize duplicative product planning e� orts in departmental silos across the globe

Implement strategic planning software, providing a central data repository where roadmaps can be accessed and stored

The SolutionMotorola was using thousands of roadmaps across the company as the primary tool to communicate long-term strategic product plans. Many of the roadmaps were paper-based, or buried on individual desktops in varying Microsoft® O� ce® � les and formats.

Motorola wanted a solution that could provide a centralized way to share strategic roadmaps across distributed teams and with suppliers. The company also wanted to make sure that this solution would scale and support long-range global innovation planning e� orts.

In 2001, Motorola deployed Alignent’s Vision Strategist roadmapping software. Motorola was impressed with the software’s visual planning capabilities, including

Alignent Corporate Overview

Our HistoryIn 2001, Motorola—one of the pioneers of technology and product roadmapping—got its � rst glimpse of Alignent Software. It didn’t take long for Motorola strategic planning and technology executives to see the tangible business bene� ts of Alignent’s roadmapping software.

After nearly two decades of roadmapping using the only software that was available—personal productivity software tools including Microsoft® Excel ®and PowerPoint® —Motorola was about to make its roadmapping process easier and dramatically more e� ective.

Motorola became the � rst company to use a collaborative database-driven system that allowed strategic planners to visualize every roadmap, across every division, covering every product and technology distributed throughout the organization.

Today, Motorola is one of many leading innovative organizations that rely on Alignent Software. Over the last � ve years, leading organizations like Boeing, Corning, Medtronic, NASA, Philips and the US Air Force and US Navy have put their trust—and their roadmaps—in Alignent’s roadmapping system. And the list is rapidly growing.

Making Roadmapping a Core CompetencyAlignent delivers the � rst and only software solution to support the process of roadmapping. With Alignent’s roadmapping software, organizations can dynamically connect product, technology and market planning e� orts across the company to visualize, manage and communicate future strategic direction.

Until Alignent, most companies built roadmaps in a combination of static Microsoft® planning programs like PowerPoint®, Excel® or Visio®—applications that were never designed to support a highly-collaborative, constantly-evolving process. For roadmapping to be truly e� ective and reliable, organizations need a single system designed speci� cally for roadmapping that allows planners to dynamically connect product, technology and market planning information across the company.

Because Alignent’s system was designed exclusively for roadmapping, it dramatically simpli� es the process while bringing stakeholders across the organization together within a single, powerful roadmapping system. With easy-to-understand roadmaps that can be con� gured to a company’s unique organizational structure and processes, distributed planning teams can easily communicate forward-looking plans, understand the relevance of planning information at any point in time, and gain visibility into how changes will unfold and when.

Serving a Host of IndustriesFor decades, industries with complex strategic planning technology development initiatives—like aerospace companies, medical device and discrete manufacturers, consumer electronics companies, and the United States Military—have relied on roadmapping to help them predict and plan for the technical capabilities, customer requirements, and market demands of the future. And, at the core of many of these organizations’ processes, technology planning veterans trust Alignent Software’s collaborative roadmapping solutions.

Alignent serves many of the industries that have inherently complex planning processes—complicated by hundreds of products, various emerging technologies,

Alignent MissionOur mission is to make future product, technology and market planning data highly visible, integrated and constantly connected to overarching business strategies and long-term decision making.

Select Customers

Alignent At-a-GlanceFounded2001

InvestorsHorizon VenturesMission Ventures

ProductVision StrategistVision ReporterRoadmap Interchange

Key IndustriesAerospace & DefenseIndustrial ManufacturingCommunications & ElectronicsMedical Device & DiagnosticsGovernment & Military

Alignent Software Collateral

Vicki L. Wille, Portfolio ManagerEmail: vicki@randolphassociates.net

Web: www.randolphassociates.net

920 Rancho Circle Las Vegas, NV 89107-4622 | Tel 702-878-9562 Fax 702-878-9563

Randolph & Associates Identity

920 Rancho Circle - Las Vegas, NV 89107-4622

Tel 702-878-9562 Fax 702-878-9563

Web www.randolphassociates.net

Vicki L. Wille, Portfolio ManagerEmail vicki@randolphassociates.net

Quarterly Letter – August 2006

Globalization – the growing integration of economies and societies around the world- has been one of the most hotly debated topics in international economics over the past few years.

Rapid growth in China, India, and other countries that were poor 20 years ago, has been a positive aspect of globalization. The world economy has become more and more interconnected.

During the past few years I have been adding companies that are not in our own back yard. My initial investments focused primarily on China. China continues to offer opportunities but other countries are opening up and I am slowly becoming exposed in these new exciting opportunities

BHP Billiton – BHP is a resource company out of Australia . It was formed in July 2001 from the merger of Australia’s Broken Hill Proprietary and Britain’s Billiton, the new company is a monster with $29.5 billion in annual revenue and $6.4 billion in profit. BHP Billiton has topped Alcoa to become the world’s most valuable mining company, and has joined Rio Tinto and Anglo American in a small club that makes up half of the global mining industry’s $200 billion market capitalization.

With 17,400 gas stations in China, and controlling 29% of the country’s retail gasoline sales, PetroChina is the fifth largest oil company in the world. PetroChina is a former state-owned company that has been partially privatized. The Chinese government not only assigned it the country’s choice oilfields, but also its best gas reserves. The company received government approval to build two new pipelines that will transport refined fuels from the Lanzhou, Gansu and Jinzhou, Liaoning provinces to the central Chinese province of Henan.

Emerging markets offer diversi�cation and lessen investors’ total reliance on dollar strength. China will continue to offer growth but some new areas of interest are South Korea, Japan, and Brazil.

August goes quiet as Europe and a large part of Wallstreet vacation. I will continue to investigate markets and expand portfolios into new and exciting investments.

Vicki L. Wille, Portfolio Manager

Tel 702-878-9562 Fax 702-878-9563

Email vicki@randolphassociates.net

920 Rancho Circle Las Vegas, NV 89107

Web www.randolphassociates.net

GSG Development’s Park Office Properties

LOCATED ALONG THE I-215 BELTWAY, JUST SOUTH OF TROPICANA AVE.

�e Park at Spanish Ridge is located in the

I-215 Beltway, just south of Tropicana Ave.

Phase I is now complete and Phase II is now

available, featuring buildings for sale from

5,000 square feet to 90,000 square feet. Class

A o�ce space is available for lease from 2,000

square feet to 90,000 square feet.

LOCATED BETWEEN CRAIG RD. & ALEXANDER RD. ON MARTIN LUTHER KING BLVD.

�e Park at Northpointe is located in the rapidly growing community of

North Las Vegas in the heart of the Craig Road retail corridor. Buildings are

available for lease starting at 1,600 square feet and buildings are available for

sale from 4,200 square feet to 7,200 square feet. Phase I now complete.

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�e Park at Spanish Ridge�e Park at Spanish Ridge by Glen, Smith & Glen Development is a ±40 acre master planned business park featuring ±620,000 square feet of Class A o�ce space. �e Park features high pro�le freeway location and design features and is considered the premier o�ce complex in the Southwest Las Vegas Valley.

Upon entering �e Park at Spanish Ridge you will notice the beautiful resort-style landscaped entryway and interior tree-lined streets. �e development features a sophisticated, contemporary, architectural style and design with lushly landscaped common areas, wide building setbacks and courtyards, featuring sculpture and mosaic gardens, travertine stone and metal building accents, and abundant parking.

�e Park at San Martin�e Park at San Martin by Glen, Smith and Glen Development is an +/–18 acre, 13 building master planned o�ce park located between Warm Springs Rd., and Arby Ave., just east of Cimarron Road.

Upon entering �e Park at San Martin you will notice unique, modern architectural design including exterior cultured stone building accents. �e common areas will feature beautiful landscaping and wide courtyard areas to provide a professional, park-like setting. All common areas will be professionally managed to ensure esthetic appeal throughout the Park.

�e Park at San Martin provides an unprecedented 6 parking spaces per 1,000 SF, ideal for the employee intensive business and medical uses. Buildings are for sale or lease from 6,080 square feet to 60,975 square feet.

�e Park at NorthpointeConsiststing of 18 o�ce buildings ranging from 4,200-7,200 square feet, �e Park at Northpointe by Glen, Smith & Glen Development is soon to be the premier, single story o�ce complex in the North Las Vegas area. It has been meticulously planned with every detail carefully selected.

�e Park at Northpointe features beautifully landscaped areas including dramatic palm trees that will be brilliantly lit in the evenings. �e development features a sophisticated architectural style with stone exterior building accents and lushly landscaped common areas between the buildings to create an open and park-like atmosphere.

Patrick Professional ParkPatrick Professional Park is another quality development by award winning Glen, Smith & Glen Development. Fully improved pad sites are available from 0.70 acres to 2.8+ acres within the +/–20 master-planned business park. All utilities, streets, curbs, gutters and lights will be provided to each lot.

�is is an ideal opportunity for an owner/user to develop a property that is creatively their own. �e Park will be CC&R controlled to maintain a high quality business environment. Cut months o� your development time frame and purchase an improved, subdivided lot in a master planned park. Build to suits and �exible lot sizes are available.

�e Park at Warm Springs (SOLD OUT)Located at the southwest corner of Warm Springs Road and Gilespie Street across from the McCarran International Consolidated Rental Car Facility. In 2005, �e Park at Warm Springs was awarded the National Association of O�ce and Industrial Properties’ Small Building O�ce Park of the Year award. �is development set the standard for quality small building business parks in Southern Nevada and was quickly sold out prior to completion.

Exclusively represented by:

Suzette La Grange Chris JensvoldRyan Martin, CCIM

702-735-57003960 Howard Hughes Pkwy., Ste. 150Las Vegas, Nevada 89169Tel: 702-735-5700 Fax: 702-731-5709

LOCATED JUST EAST OF DURANGO RD. & THE ST. ROSE SAN MARTIN HOSPITAL ON WARM SPRINGS RD.

�e Park at San Martin is located between Warm Springs Rd., and Arby Ave.,

just east of the San Martin Hospital. �e property features “Green” LEED CDS

Pre-Certi�ed Energy E�cient Buildings, CC&R controlled environment, an

unprecedented 6:1000 parking ratio ideal for the employee intensive business and

medical use. Buildings are for sale from 6,080 SF to 60,975 SF.

LOCATED IN THE SOUTHWEST NEAR PATRICK LN. & DUR ANGO DR .

Patrick Professional Park is located

between the I-215 Beltway and Durango

Road on Patrick Lane. Fully improved lot

sales are o�ered for the business owner who

desires to create their own, unique, signature

o�ce building in a master planned business

park environment. Land is available from

0.70 acres to over 3 acres. Take months

o� the development process timeline by

purchasing a fully improved lot.

Proposed Monument Sign

Proposed Monument SignProposed Monument Sign

Lot 51.40 Acres

Lot 81.40 Acres

Bonita Vista

Lot 111.40 Acres

Lot 1.70 Acres

Lot 141.40 Acres

Lot 17.70 Acres

Lot 18.70 Acres

Lot 19.70 Acres

Lot 15.70 Acres

Lot 12.70 Acres

Lot 13.70 Acres

Lot 10.70 Acres

Lot 16.70 Acres

Lot 9.70 Acres

Lot 6.70 Acres

Lot 3.70 Acres

Lot 2.70 Acres

Lot 4.70 Acres

Lot 7.70 Acres

Lot 20.70 Acres

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CANYON GATEGOLF CLUB

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LAS VEGASNATIONAL

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WILD HORSECOUNTRY CLUB

SIENAGOLFCLUB

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SUNSET RD.

SUNSET RD. SUNSET RD.

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THE PARK AT SAN MARTIN

THE PARK AT SPANISH RIDGE

THE PARK AT NORTH POINTE

THE PARK AT WARM SPRINGS (SOLD OUT)

PATRICK PROFESSIONAL PARK

For Sale or Leasing information please contact Colliers International at 702-735-5700

3960 Howard Hughes Pkwy., Ste. 150Las Vegas, Nevada 89169Tel: 702-735-5700 Fax: 702-731-5709

PROFESSIONALLY MARKETED BY COLLIERS INTERNATIONAL

Links for Life 2006

8:00 - 8:15 AM . . . . . . . . . . . . . . Tournament Player Arrival & Registration

Festival Marketplace Opens

Breakfast & Refreshments Served

Player Photos Taken

10:00 AM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Players Depart for Starting Tees

10:15 AM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Play Begins - Shotgun Start

Four Person Scramble Format

11:00 - 1:30 PM . . . . . . . . . . . . . . Lunch Provided

2:45 PM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Drinks & Heavy Hors d’oeuvres

3:00 - 3:30 PM . . . . . . . . . . . . . . . Charity Auction - Awards Presentation

SCHEDULE of EVENTSBrian Riffel

Delia Dominguez

Gina Jones

Kevin Collura

Matt Stater

Michael Stuart

Pat McNaught

Rebecca Wachter

Scott Gragson

Sonia Kelly

Suzette LaGrange

Vesy Ivanova

Vic Donovan

On behalf of the Links for Life Foundation, Colliers International and our

presenting sponsors: CENTRA, Interstate Plumbing & Air Conditioning,

GKT and Focus Property Group we welcome you to the 11th Annual Links

for Life Charity Golf Tournament, Dinner and Auction.

Over the past ten years, through the collective efforts of volunteers from the

staff and brokerage of Colliers International, this tournament has raised in

excess of $1,000,000 for children in need in Southern Nevada. These funds are

visibly in use in The Links for Life Playground, the Medically Fragile Cottage

at Child Haven and the new Dental Clinic on Wheels which provides much

needed dental care and brighter smiles to many children in our valley.

Beyond the physical assets purchased from your donations there also have been

individual scholarships and programs developed. There is not one program or

function we could have provided without your support.

As you play the course, we hope each time you approach a tee box, a green or

a ball-in-the-rough, you will reflect upon this thought – “your participation in

today’s golf play is having a significant impact on the life of a child.”

It takes so little to put a smile on a child’s face. Through the Links for Life

Foundation and our tournament you are helping to improve the lives of children

in need in Southern Nevada. Thank you and enjoy your day!

a message from the TOURNAMENT COMMITTEE

player HANDBOOK

2006

Kalypso Collateral and White Papers

www.kalypso.com Products Ideas Innovation

TheKalypso Difference

Exclusive Focus

Flexible Delivery

Informed Opinions

Comprehensive Capability

Original Typefaces

GadgetTrebuchet MS

Color Swatches

Pantone 505u C 13 M 96 Y 81 K 54 R 120 G 35 B 39 HEX # 782327 Pantone 428u C 12 M 6 Y 5 K 12 R 195 G 200 B 200 HEX # C3C8C8

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PLM

Str

ateg

y PLM StrategyEnabling Innovation with PLMDelivering on the promise of innovation in today’s competitive environment means more emphasis than

ever on reducing cycle times, increasing throughput, improving product quality, and decreasing time to

market. Increasingly, companies are turning to Product Lifecycle Management (PLM) software to help address

these challenges. Too often, companies are embarking on their PLM journeys without a coordinated, cross-

functional plan of action. This can lead to confl ict, confusion, redundant investment, and, ultimately, failure.

The expert team at Kalypso can help. We have the experience to guide, advise, and help you create a PLM

roadmap designed to meet your unique business needs. Developing clear strategies for improving product

development, and “eating the PLM elephant” is our specialty.

PLM Capabilities The developing PLM software market is consolidating and expanding at the same time. As large,

integrated software providers acquire competitors, new entrants emerge with focused capabilities and

attractive value propositions. Navigating this dynamic, and still immature, market requires a skilled and

objective approach.

When used appropriately, PLM can be a

very powerful solution. PLM software can

help you generate better ideas, manage

your pipeline, design more effi ciently,

collaborate across functional and company

boundaries, and signifi cantly reduce the

cost of regulatory compliance. Knowledge

of PLM software capabilities will allow you

to maximize the value it can bring to your

organization.

The Kalypso PLM Strategy service offering leverages the fi rm’s PLM Capabilities Framework, and more than

40 other tools and methods to accelerate the process of defi ning your strategy, increasing project success,

and achieving optimal implementation results.

A Kalypso PLM Strategy project is designed to:

1. Defi ne the business problem in strategic terms

2. Identify the business objectives of the program

3. Create a clear multi-faceted business case and strategic imperative

4. Build a simple, integrated, platform-independent PLM solution

5. Select a PLM platform and complementary software providers

6. Align the organization on the goals and objectives of the program

7. Develop a phased implementation roadmap

Attaining this level of clarity and support before launching an implementation initiative will avoid many

headaches, and potentially disastrous detours along the way.

Design Capabilities CollaborativeCapabilities

Data ManagementCapabilities

Strategic Capabilities

Foundational Capabilities

Technical Infrastructure

Kalypso’s PLM Capabilities Framework Helps Companies Prioritize Needs and Develop a Strategy.

Original Typefaces

GadgetTrebuchet MS

Color Swatches

Pantone 505u C 13 M 96 Y 81 K 54 R 120 G 35 B 39 HEX # 782327 Pantone 428u C 12 M 6 Y 5 K 12 R 195 G 200 B 200 HEX # C3C8C8

Normal

Rap

id R

esu

lts Rapid Results

It’s Not Just About the Technology To deliver on the promise of innovation, companies need to break down information silos across the

enterprise, manage global regulatory requirements, and develop increasingly complex products with short

lifecycles. Managing the multiple moving parts of product development while keeping all functions and

companies aligned throughout the process is no small challenge.

Today, companies are increasingly turning to Product Lifecycle Management (PLM) as a vital component of

the solution. By deploying PLM, companies are fi nding that they can anticipate change, improve product

traceability and compliance efforts, and create new effi ciencies in their product development processes.

They are also fi nding that they need the right partner to help guide key people, processes, and changes

throughout the implementation.

If not done properly, PLM implementation can become a long, winding road. We recognize that for any

PLM implementation to be successful, it needs to have executive buy-in, stakeholder alignment, integrated

change management, and users who are readily willing to adopt the solution. Kalypso has extensive PLM

implementation experience – so we understand that it’s not just about the technology.

Get Started With Rapid ResultsRegardless of your existing processes, technical maturity,

or business objectives, Kalypso can help guide your team on

the PLM journey. By applying Rapid Results – a proprietary

business-driven implementation methodology - we help you to

quickly realize the benefi ts of PLM. We have not only worked

with the leading providers of PLM software – we have hands-on

experience implementing all of the major PLM platforms.

Unlike other professional services fi rms, we work with you

across all the dimensions of PLM – the strategy, process,

people, and technology - to ensure that all of these elements

refl ect your organization’s needs. This includes establishing a

unifi ed PLM strategy, redesigning business processes, gaining

stakeholder consensus, managing organizational change,

confi guring PLM systems, defi ning the technical infrastructure,

and training users to start reaping the benefi ts. Our approach

includes working with your organization to:

1. Gain an understanding of PLM’s strategic potential

2. Foster an integrated approach to PLM implementation

3. Establish executive buy-in and organizational alignment

4. Create a clear, multi-faceted business case that drives results

5. Provide specifi c solutions on how to change existing processes

6. Build a tailored PLM solution that aligns with your unique needs

7. Develop an implementation roadmap that fi ts with your culture

Strategy

Tec

hn

ology

Rapid Results

People Proce

ss

Rapid Results Builds Strategy, Process, People and Technology Considerations Into Each Stage

of the PLM Implementation Process.

Original Typefaces

GadgetTrebuchet MS

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Pantone 505u C 13 M 96 Y 81 K 54 R 120 G 35 B 39 HEX # 782327 Pantone 428u C 12 M 6 Y 5 K 12 R 195 G 200 B 200 HEX # C3C8C8

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Semiconductor Product Lifecycle ManagementIndustry Adoption, Benefi ts and The Road Ahead

November 2006By Bill Poston, Joe Dury & Ashim Guha

Kalypso White Paper

Mixer’s Bar & Grill Development Proposal

7

3 . P R O D U C T S A N D S E R V I C E S

Mixers Bar & Grill is a comfortable, inviting restaurant designed to make our customers feel as if they are enjoying a one of a kind experience all to themselves. The decor and theme is centered on the food, service and gaming. The energy and atmosphere of the restaurant is high and draws some of its power from the upbeat service. Our food is crafted on traditional American cuisine. We will offer burgers, sandwiches, pizza, steaks, chicken and wide array of appetizers. Our signature appetizers will be the talk of the neighborhood with cone fries, nachos, satays, chicken fingers, beer battered fish sticks just to mention a few. The bar at Mixers will pour a great selection of drafts with seasonal draft specials throughout the year. For those who enjoy a hand crafted cocktail they will not be disappointed, our bar staff will be trained to prepare all of the classic cocktails and the latest martinis. We also will provide a first class gaming experience by offering the latest technology in gaming with a huge selection in games and denominations for everyone.

The real power and energy of the restaurant comes from the attentive and courteous service provided by our floor staff, and the indescribably delicious breakfast, lunch and dinners caringly prepared by our motivated kitchen team. Each night that we are open, two managers are on duty. One kitchen manager carefully orchestrates the proper execution of the kitchen, so that all food comes out prepared perfectly, and on time. The other floor manager attends to the flow of the dining room, there to facilitate outstanding customer service and satisfaction. Our floor managers are extremely high profile, taking the time to greet every customer at some point in their stay. Our customer service policy is simple: All customers must leave happy about our service and food!

We are a 24 hour, 7 days a week Restaurant and Bar. We offer a breakfast, lunch and dinner menu all day. We offer the best in sports entertainment with several flat screen televisions throughout the bar. We will host all major sporting events and provide our customers with a first class gaming and bar experience. Gift Certificates are always available and encouraged by our staff. We have a private dining facility for group events, and we offer full catering services for events at any location! We offer “take-out” food for those on the run! Visitors to our website will find upcoming events, specials, and catering and gift certificate information.

M I X E R ’ S B A R & G R I L L A P R I L 2 0 0 7

thank you www.novahurst.com