The face of interaction
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1 The face of interaction
2 Equipment Rental - Construction Doug Waugaman Capital Markets Day Feb , 2001
3 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 3 Feb. 20,
4 Rental Service Corporation > 575 locations 42 states 5 Canadian provinces Mexico Puerto Rico Page 4 Feb. 20,
5 Rental Service Business Area Current Prime locations Current RSC locations Page 5 Feb. 20,
6 Operational Structure RSC Division Region District Stores Page 6 Feb. 20,
7 Western Division by Region British Columbia Alberta Saskatchewan Manitoba Ontario Quebec P.E.I. New Brunswick Newfoundland WA OR CA NV ID UT MT W Y CO ND SD NE KS MN IA MO W I I L IN MI K Y OH WV PA VA MD NY N J VT NH DE ME MA C T RI Nova Scotia AZ NM OK AR TN SC NC MS AL GA T X LA F L Page 7 Feb. 20,
8 Eastern Division by Region British Columbia Alberta Saskatchewan Manitoba Ontario Quebec P.E.I. New Brunswick Newfoundland WA OR CA NV ID UT MT W Y CO ND SD NE KS MN IA MO W I I L IN MI K Y OH WV PA VA MD NY N J VT NH DE ME MA C T RI Nova Scotia AZ NM OK AR TN SC NC MS AL GA T X LA F L Page 8 Feb. 20,
9 Industrial Division Industrial locations Prime Energy On sites MRO Supplies Page 9 Feb. 20,
10 Rental Service Corporation 2000 Revenues SEK b. $1.5 billion $MUSD Recurring operating profit margin 14.2% Over 7,000 employees Average fleet age 2.8 years Page 10 Feb. 20,
11 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 11 Feb. 20,
12 Merger Status Operating structure in place December 2000 Effective legal merger 01/01/01 System conversion completed January 2001 Location rationalization end of first quarter 2001 One year payback Page 12 Feb. 20,
13 31 Overlapping Stores Alabama Arizona Florida Georgia Louisiana Missouri N. Carolina Oklahoma S. Carolina Tennessee Texas Virginia Page 13 Feb. 20,
14 Merger Costs Estimated Merger Costs Real Estate Branding/ Communications Employee Cost Innovative Service Provider Employee/ Communication Total USD $14.2 M SEK 127 m. provided for in Q3, 2000 Page 14 Feb. 20,
15 Payback One Year Future Payback Operational Real Estate Employees Fleet Re-rent Innovative Service Provider Page 15 Feb. 20,
16 Merger Synergies One legal entity and one common management Fleet management / fleet sharing - Parts and merchandising Purchasing Standardization of rental rates Store consolidation One administrative support - ISP integration Common platforms and systems One brand per market segment Page 16 Feb. 20,
17 Organizational Structure Rental Service Business Area United States Operations International Operations Industrial West East ISP Page 17 Feb. 20,
18 Merger Customer Benefits Bigger is better and stronger surety of supply nationwide footprint Brand identity First in Mind, First in Choice Page 18 Feb. 20,
19 Merger Customer Benefits Customer focused marketing Customer focused organization Increased geographic coverage Increased availability of supply Simpler - easy to understand One legal entity - one invoice Page 19 Feb. 20,
20 Merger Employee Benefits Over 7,000 employees on the same team! Streamline management structure Common management in duplicate market areas Maximize quality of work force Common benefits at lowest costs Efficient communication Page 20 Feb. 20,
21 Most States Not Impacted British Columbia Alberta Saskatchewan Manitoba Ontario Quebec P.E.I. New Brunswick Newfoundland WA OR CA NV ID UT MT W Y CO ND SD NE KS MN IA MO W I I L IN MI K Y OH WV PA VA MD NY N J VT NH DE ME MA C T RI Nova Scotia AZ NM OK AR TN SC NC MS AL GA T X LA F L Page 21 Feb. 20,
22 Employees 95% of employees not directly affected Clear and consistent communication No more unanswered questions Page 22 Feb. 20,
23 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 23 Feb. 20,
24 Rental Market 10% 20% Industrial Construction Other 70% Page 24 Feb. 20,
25 Market Segments Rental Service Business Area Industrial 35% Residential Construct 50% 15% Construction (nonresidential and nonbuilding) Page 25 Feb. 20,
26 Dodge US Construction Data Residential (in billions) 194,8 200,5 189,4 179, Page 26 Feb. 20,
27 Dodge US Construction Data Non-Residential (in billions) 175,5 168,2 169,2 153, Page 27 Feb. 20,
28 Dodge US Construction Data Non-Building (in billions) 71,2 81,2 85,5 90, Page 28 Feb. 20,
29 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 29 Feb. 20,
30 Wide Range of Rental Equipment Page 30 Feb. 20,
31 2000 Revenue Breakdown 18% Rental Equipment 10% Used Equipment 72% Merhandise, Parts, New Equipment Page 31 Feb. 20,
32 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 32 Feb. 20,
33 How Has RSC Grown? Balanced growth Same store Capx Acquisitions Cold-starts Hub / Satellite approach Via contiguous states Focus on smaller markets Page 33 Feb. 20,
34 2000 New States & Provinces 118 New Locations US States Idaho Kentucky Michigan Nevada New Jersey Wyoming W. Virginia Canada - 12 British Columbia Ottawa Ontario Mexico - 2 Page 34 Feb. 20,
35 How Do You Grow Effectively and Efficiently?
36 Hub & Satellite Structure Page 36 Feb. 20,
37 Typical Rental Location Page 37 Feb. 20,
38 Page 38 Feb. 20,
39 Page 39 Feb. 20,
40 Gilbert, AZ - aerial view Page 40 Feb. 20,
41 Gilbert, AZ - Work Bays Page 41 Feb. 20,
42 Gilbert, AZ - Work Bays Page 42 Feb. 20,
43 Typical Satellite - Cave Creek, AZ Page 43 Feb. 20,
44 Typical Satellite - Phoenix, AZ Page 44 Feb. 20,
45 Hub / Satellite virtual rental fleet Page 45 Feb. 20,
46 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Acquisitions/Greenfields Product Management Customers Recognition & Communication Page 46 Feb. 20,
47 Acquisition Guidelines and Benefits Guideline Field generated Field ownership Small transactions Quality people Benefits Existing established locations Customer base Trained employees Page 47 Feb. 20,
48 Greenfield Guidelines Short lease with multiple options Acquisition too expensive Breakeven after six months Page 48 Feb. 20,
49 Greenfield Benefits Start small, temporary location Leverage existing business and reputation from hub Always a satellite, no hubs Promote from within Page 49 Feb. 20,
50 2001 Objectives Maximize efficiencies due to merger Biggest opportunity is FLEET Page 50 Feb. 20,
51 Return on Capital Employed 2001 Focus on Capital efficiencies Operating efficiencies Total management approach Page 51 Feb. 20,
52 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 52 Feb. 20,
53 Product Management Role Maximize ROI/ROCE Determine new investments Resolve under performing assets Vendor selection process Page 53 Feb. 20,
54 Construction Fleet Mix Fleet as of Dec. '00 RSBA Equipment Fleet Mix (Original Cost) Generators 2% Trucks 3% Lighting 1% Welding 2% Concrete 1% Cranes 1% Other 6% Compressor 5% AWP 36% Compressor, oil free 4% Dirt 22% Forklift 17% Page 54 Feb. 20,
55 Atlas Copco Products Maximum 15% of fleet Current status 33% complete Page 55 Feb. 20,
56 When to Sell
57 Fleet Disposal Model Page 57 Feb. 20,
58 Fleet Disposal Model Page 58 Feb. 20,
59 Fleet Disposal Channels Retail Brokers Auctions Page 59 Feb. 20,
60 Fleet Management
61 Fleet Model Page 61 Feb. 20,
62 2000 Pricing Conditions Pricing Daily - up Weekly - flat Monthly - down Page 62 Feb. 20,
63 Increase ROI Standardize rates Minimum rates Raise book rates Cut tails off of low rates Page 63 Feb. 20,
64 Cut the Tail Page 64 Feb. 20,
65 Cut the Tail Page 65 Feb. 20,
66 Cut the Tail Page 66 Feb. 20,
67 Cut the Tail Product Summary Cut the Tail Bottom 20% moves ROI up 2% point Move to the average ROI up 16% points Revenue Opportunity Range of $1.4m to $9.0m Page 67 Feb. 20,
68 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 68 Feb. 20,
69 Individuals to Small Contractors Daily rentals Cash basis Specific purpose to solve problem Rental variety of items Perform many job functions One man band Small general or subcontractors Page 69 Feb. 20,
70 Small to Medium Contractors Rent daily to week Credit customer Job specific Wide variety of items More specialized on job One job site at a time Subcontractors Page 70 Feb. 20,
71 Medium to Large Contractors Rent daily/weekly/monthly Credit customers Project specific Rent few items, high quantity Perform one function Electric, HVAC, Steel erectors Many job sites General or subcontractors Page 71 Feb. 20,
72 Construction Equipment Rental Structure Overview Merger Status Economic Outlook Rental Service Corporation - Overview Growth Strategy Product Management Customers Recognition & Communication Page 72 Feb. 20,
73 RSC In Two Businesses #1 People #2 Rental Page 73 Feb. 20,
74 People Business 80% are hourly employees Deliver service Customer contact Store size from 4 to 100 employees Page 74 Feb. 20,
75 Why People? Create a career Instead of a paycheck Everyone likes to be a winner Page 75 Feb. 20,
76 Recognition Programs RSVP (Rental Service Victory Program) RSC PAC Page 76 Feb. 20,
77 Why Do We Communicate? Employee understanding Company vision and mission Goals and Objectives Status Implement change Team ownership Employee feedback Multi-state, multi-location, multi-timezone Page 77 Feb. 20,
78 Communication Tools Achieving Better Communications guide Inside Scoop - Newsletter Inside Scoop Live! - Video Newsletter Page 78 Feb. 20,
79 Communication Conference calls All levels Meetings Stores District Regional National Clear and consistent communications Page 79 Feb. 20,
80 A Company Within The Atlas Copco Group Page 80 Feb. 20,
81 Cautionary Statement Some statements herein are forward-looking and the actual outcome could be materially different. In addition to the factors explicitly commented upon, the actual outcome could be materially effected by other factors like for example, the effect of economic conditions, exchange-rate and interest-rate movements, political risks, impact of competing products and their pricing, product development, commercialization and technological difficulties, supply disturbances, and the major customer credit losses. Page 81 Feb. 20,
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