ADVENTIS CORPORATION 200 Berkeley Street, 22nd Floor Boston, MA 02116

The Increasingly Important Connection Between the e-World and the p-World ADVENTIS Perspective and PrescriptionsFall 2000 ADVENTIS CORPORATION 200 Berkeley Street, 22nd FloorBoston, MA 02116 Telephone: 617.421.9990Fax: 617.421.9994

1. Introduction To ADVENTIS

ADVENTIS: Heritage and Horizons We were founded in 1993 to provide expert management and strategy consulting focused on the converging global information industries. Since our inception, we have maintained industry leading growth and financial performance. We have consistently achieved 60% annual growth and now have over 200 consultants and offices in Boston, Chicago, London, New York, San Francisco, and Washington, D.C. To mark our March 2000 separation from our former parent Renaissance Worldwide, and to underscore our expertise in applying Real Economy Values to Next Economy Strategies, we changed our name in October 2000 to ADVENTIS. Our new name captures the essence of who we are and what we do for clients every day, anticipating and harnessing convergence, enabling breakthrough results in the Next Economy.

We Make Strategy Work,By Helping Clients Harness Convergence • We Are Not Generalists—We Focus on the Converging Global Information Industries: • Communications • Computing • Commerce • Content • Six Global Offices: • Boston • London • San Francisco • Entrepreneurial Growth • Established in 1993 • 60% compound annual revenue growth • Over 200 staff • Chicago • New York • Washington The Premier Strategy and Management Consultancy to the Global Information Industries Applying Real Economy Values to Next Economy Strategies™ PeerlessIndustry Focus Blue Chip and New Chip Clients Breakthrough Capabilitieswith Measurable Impact

ADVENTIS: Our Core Values Enable Us to Relentlessly Pursue Our Mission Our Mission To Help Clients Apply Real Economy Values to Next Economy Strategies by Harnessing the Power of Convergence Our Values • Focused We are deeply specialized in the converging 4Cs of the Next Economy. • Smart We bring clarity to alarming complexity. • Creative We see the whole picture and we are blazing new paths to a convergent future we are helping to create. • Flexible We are rigorous and disciplined yet adapt adroitly to our client’s changing needs. • Friendly We enjoy working with our clients and take our work very seriously, but we don’t take ourselves all that seriously. • Dependable We are trustworthy, dedicated, and professional. We do whatever it takes to get the job done. Period.

Our Clients Are the Blue Chips and New Chips at the Epicenter of Convergence Communications Computing Commerce and Content

ADVENTIS Expert Commentary on the New Economy’s Issues Is Frequently Featured in the World’s Leading Business Media We provide penetrating and provocative commentary on key industry developments and original thinking on breakthrough strategies and approaches

Power Tools ADVENTIS Helps Business Leaders Establish and Implement Their Convergence Destination, Navigation, and Mobilization Business Renewal Business Creation • Enterprise Scan • e-Commerce Engine • M-Commerce Blueprint • Business Model Redesign • Best Practices Benchmarking • Rapid Strategy Realization • Business Engine Re/Design • Activity Based Management • Integrated Supply Chain • Newco Future Mapping • e-Business Strategy Blueprint • Ecosystems Beachhead Mapping • ASP Market Blueprint • Strategic Architecture • Opportunity Blueprint • Market Segmentation • Solutions Growth Blueprint • Technology Commercialization ConvergenceDestination Convergence Navigation Performance Management • Strategic Performance Management Scorecard • Shareholder Value Creation • Knowledge Enabled Processes • Quick Hit and Breakthrough Implementation • Change Management • Leadership and Skills Development Convergence Mobilization

2. ADVENTIS Viewpoint On Winning Strategies to Connect the e-World and the p-World

Leveraging the e-World/p-World Value Chain to Predict the Future Connectivity Market Dynamics Applications Focused Business Model Options Consumer Applications/ Content Selection Consumer Delivery • Backbone & Local Access “Abundance” • Applications as Success Driver • How Broadband is Changing Customer Behavior • Business Model Identification • Business Model Attractiveness Rating • Identification of Consumer Trends Online Purchasing • Prioritization • Broadband Impact • Fulfilment Requirements • Enabler Requirements • Customer Experience • Delivery/Supply Chain Issues • Typical Misfires

Leveraging the e-World/p-World Value Chain to Predict the Future Connectivity Market Dynamics Applications Focused Business Model Options Consumer Applications/ Content Selection Consumer Delivery • Backbone Local Access “Abundance” • Applications as Success Driver • How Broadband is Changing Customer Behavior • Business Model Identification • Business Model Attractiveness Rating • Identification of Consumer Trends Online Purchasing • Prioritization • Broadband Impact • Fulfilment Requirements • Enabler Requirements • Customer Experience • Delivery/Supply Chain Issues • Typical Misfires

US Demand and Supply (Tbps) 1999–2004 Tbps 20 18 Tbps Supply Scenario 2 15 11 Tbps Demand 10 Supply Scenario 1 9 Tbps 5 0 1999 2000 2001 2002 2003 2004 Capacity Build-Up On the Internet Is Disrupting Supply/Demand Balance–Pure Transport Players Will Be Threatened in This Environment Fibers and Fibers Lit by Major Carrier 1999-2004 US Networks 600 508 Sprint 500 Frontier GTE MCI 400 AT&T IXC Number of Fibers 300 Williams 200 Qwest 100 36 Level (3) 18 0 Total Fibers Lit 1999 Total Fibers Lit 2004 Total # Fibers (Incl. Not Lit) Scenario 1: One fiber pair lit, with no increase from 1999 Scenario 2: Extra fiber pair lit by most players in 2000 Source: Brokers Reports, Textlines, Annual Reports, ADVENTIS Analysis Source: Renaissance Analysis, Telegeography, P Budde Communications Ltd, OECD, Pioneer Group, Brokers Reports, Textlines, Annual Reports Capital Abundance is Driving Bandwidth Abundance

This Internet Abundance Is Collapsing the Transport Price Structure and Increasing Importance On Local Access Relative Cost of Network Technologies Transport Revenue and Price Collapse Relative Cost of Network Technologies Transport Service Revenues for US Carriers 14 12 10 8 Index of unit cost at full capacity 6 4 US Carriers Transport Revenue ($B) 2 0 Circuit Switched IP ATM Hybrid Revenues for U.S. Carriers ($B) Price Per Gigabit Falling at More Than 23% per Year Embedded Network Management Complexity • Distance now irrelevant • IP is primarily local • Abundant transport bandwidth also shifts value and power to local access • Network management complexity shifts from customer to the network Dollars in Revenue Per GB Per Year Source: ADVENTIS

The Present Focus on Price Has Is Leading Broadband Internet Access Towards Commoditization CAGR = 73.6% 2000 2003 Customer Satisfaction Index Weights: Internet/On-Line Service 2000 2003 CAGR = 41.4% 2000 2003 Source: J.D. Power and Associates 2000 National Internet Service Provider Customer Satisfaction Study

The Market Is Relatively Concentrated With AT&T Owning a 25% Share – With a Stock Price Reflecting a Commodity Position Broadband Subscribers • Facilities based players are the clear leaders • Profitability of operators is questionable • Operational issues (provisioning billing etc.) abound • Equity markets no longer looking favorable on segment Source: Company Announcements, CyberData

Compelling Applications Increase Perceived Value of Broadband by Seven Fold– But Few Compelling Applications Exist Current Internet Users Reasons for Wanting Broadband New Application Focus Key Messages Propelling Growth Speed Always On Compelling Applications • Development in Value Added Services and content offerings that demand a price premium and fill bandwidth supply • Partnerships and alliances across the industry spectrum as providers team up with content providers to be able to give their customers the unique value proposition needed for them to switch to Broadband • Content Providers are developing applications in an attempt to be the first to market with “the killer app” to make broadband real • Investment in user infrastructure is necessary to utilize these applications and to create the “need” for broadband Overall Penetration 3 % Penetration 10 % Penetration 20 % Penetration Attractive to power users and home office workers Of the 22.5% of homes with multiple lines 32.2% say that they would drop one for “always on” high speed internet access • Understand compelling power of: • Productivity Applications • Communications Application • Entertainment Applications Consumer Reaction Source: The Yankee Group and ADVENTIS

Leveraging the e-World/p-World Value Chain to Predict the Future Connectivity Market Dynamics Applications Focused Business Model Options Consumer Applications/ Content Selection Consumer Delivery • Backbone Local Access “Abundance” • Applications as Success Driver • How Broadband is Changing Customer Behavior • Business Model Identification • Business Model Attractiveness Rating • Identification of Consumer Trends Online Purchasing • Prioritisation • Broadband Impact • Fulfillment Requirements • Enabler Requirements • Customer Experience • Delivery/Supply Chain Issues • Typical Misfires

There Are Five Business Model Internet Providers Are Using To Establish Stable Connection With the Consumer Key Business Model Attributes Options Stable Business Models Revenue Model Subscription, Advertising, Transactional 1. Wholesale Connectivity 2. Content Network 3. Portal Model 4. e-Commerce Model 5. Full-Service Network Product Ownership Owned, Outsourced Service Offered Connectivity, Context, Commerce, Applications Target Customers Mass, High End

Business Models Add Value Through Distinct Combinations Of Activities - Consumer Service Value Chain - Provide Connectivity DevelopContent, Commerce, and Applications Aggregate Content, Commerce, and Applications Market and Sell Provide Customer Service Ship Business Model 1. Content Network 3 3 3 3 2. Wholesale Connectivity 3 3. Portal Model 3 3 3 3 4. eCommerce Model 3 3 3 3 3 5. Full Service Network 3 3 3 3 3

Service Offered Connectivity Content Commerce Applications Target Segments Target Segments Target Segments Target Segments Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Revenue Model Transaction Product Outsourced Owned Advertising Product Outsourced Owned Subscription Product Outsourced Owned 1. Wholesale ConnectivityPure-Play Connectivity Is Only Viable For Low Cost Providers Description • Pure-play connectivity consists solely of wholesale arrangements with Internet service providers and other customers, including enterprise and competing telecommunications providers Players • Covad • Northpoint • Rythms Netconnection

Service Offered Connectivity Content Commerce Applications Target Segments Target Segments Target Segments Target Segments Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Revenue Model Transaction Product Outsourced Owned Advertising Product Outsourced Owned Subscription Product Outsourced Owned 2. Content Network ModelCable TV Operators Are Prime Examples Description • Traditional cable TV operators provide content that is created by themselves and others • Content is offered on a tiered basis, with distinctive bundle around premium content Players • AT&T/MediaOne/TCI • Cablevision • Charter • Comcast • Cox

Service Offered Connectivity Content Commerce Applications Target Segments Target Segments Target Segments Target Segments Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Revenue Model Transaction Product Outsourced Owned Advertising Product Outsourced Owned Subscription Product Outsourced Owned 3. Portal ModelPortal’s Reliance On Advertising Has Proven Problematic and Need To Increase Subscription and Transactional Revenue Flow Description • Virtual portal plays offer no connectivity, but rely on owned and outsourced content, commerce, and applications for their value proposition • The portals focus on the mass market with specialized applications for high-end users • The content, commerce, and applications are bundled in a traditional portal format Players • Yahoo • Infospace • Boston.com • Lycos • Excite • MSN.com

Service Offered Connectivity Content Commerce Applications Target Segments Target Segments Target Segments Target Segments Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Revenue Model Transaction Product Outsourced Owned Advertising Product Outsourced Owned Subscription Product Outsourced Owned 4. E-CommerceAmazon.com Is A Leading Example Description • E-Commerce players offer unique content, commerce, and applications • The content, commerce, and applications are bundled to secure advertising and transaction revenues Players • Amazon • Dell • Peapod • Buy.com • Citysearch / Tickemaster • Priceline

Service Offered Connectivity Content Commerce Applications Target Segments Target Segments Target Segments Target Segments Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Mass Consumer High-end Consumer Revenue Model Transaction Product Outsourced Owned Advertising Product Outsourced Owned Subscription Product Outsourced Owned 4. Full Service NetworkAOL / Time Warner Is The Leading Example Description • Full-service provider plays add value to their connectivity offering through the addition of unique content, commerce, and applications • The content, commerce, and applications are bundled in a traditional portal format Players • America Online / Time Warner • SBC/Prodigy • MS/NBC

Market Value Segmentation Description Example Company Market Cap Revenue Market Cap/ Revenue 1. Wholesale Connectivity Covad $2,848 $2,671 10.66 2. Content Network Model Comcast $38,500 $873 4.41 3. Portal Model Yahoo $50,866 $1,045 48.68 4. eCommerce Model Amazon $8,924 $2,816 3.16 4. Full Service Network AOL / TW $116,800 $38,243 3.05 Note: Revenues are estimates for 2000 and Market Capitalization is for October 17, 2000

Applications Are The Best Way To Reverse These Trends and Increase Broadband Service Take-up Rate Computing Industry Communications Industry Increased Performance Increased Performance Data Processing/ Retrieval Capabilities Application Complexity and Processing Requirements Connectivity / Storage Capabilities Application Complexity and Processing Requirements The Win/Tel Virtuous Circle “Classic” Services & Content Broadband Applications and Content Increased Requirements Increased Requirements “The big opportunity is to think up new services to be delivered over this suddenly cheap, plentiful and still unregulated channel” —John Chambers, CEO Cisco Systems

Market Attractiveness Rating Screen For Priority Application/Content/Commerce Services — Market Attractiveness Screen — Market Potential “Established” 6. News 11. Gambling 18. Low Value, Low Tactile, Physical Goods 19. Low Value, High Tactile, Physical Goods 20. High Value, Low Tactile, Physical Goods 22. Shopping for Software 23. Shopping for Music 24. Shopping for Videos 25. Shopping for Books “Hottest” 2. Personal Finance 4. Communications 7. Professional Services 8. Video Entertainment 9. Audio Entertainment 10. Online Video Games 21. High Value, High Tactile Physical Goods • Determination of a market’s expected future profitability based on a combination of the following factors: • current market size • forecasted growth • revenue model sustainability High Market Potential • “Finished” • 3. Personal Productivity • 13. Recruiting • Government Services • Search Engines “Dormant” 1. Media Sharing and Manipulation 5. Information Storage 12. Distance Learning 14. Content / Community 15. Remote Security / Surveillance 17. Event Planning Attractiveness to a New Entrant • Determination of a market’s attractiveness to a new entrant based on a combination of the following factors: • market concentration • barriers to entry • competitive intensity Low Low High Attractiveness to aNew Entrant

Revenue Forecasting for Attractive Services Million CAGR $11,037 321% Audio Entertainment $484 Key Takeaways $577 48% Professional Services $900 108% • Highest growth areas are in the entertainment segments with audio entertainment leading the pack with a 321% CAGR • Projected size for the entertainment segments for 2003 is only $2.6 billion; however, these markets are expected to maintain their growth rates for several years and grow to be large markets as broadband and other enabling technologies improve Communications $1,030 138% Video Entertainment $1,078 73% Online Video Games $3,414 Personal Finance 29% $2,924 $3,535 High Value, High Tactile eCommerce 69% Source: IDC, Jupiter, Frost & Sullivan, Forrester, Renaissance

Other ADVENTIS Research Confirms That Broadband and Wireless Are The Top Enablers for Priority Application/Content/Commerce Services Key Enablers Frequency • Broadband service and wireless devices will be the top enablers for mass adoption • Wireless devices give consumers anytime, anywhere access to applications • Non PC devices will create a demand for priority services by utilizing new devices and advanced online connectivity • Service providers have an opportunity to leverage relationships with enabler firms • co-operative marketing agreements to get customers from enabler • revenue sharing as existing customers are up-sold to new technologies by enabler • increased customer loyalty and usage through a superior offering due to the enabler technology Broadband Wireless Devices Non-PC Devices Security File Compression Smart Cards 1 2 3 4 5 6 7 Number of Priority Services Benefiting from Each Key Enabler Service Providers Should Leverage Broadband and Other Key Enablers to Deliver Differentiated, Value-Added Offerings to Consumers

E-Commerce Processes Such As Researching & Ordering Are Greatly Affected by Broadband and Wireless Sites Visited In Stock Information Available? Upsell Recommendation Made? Complementary Product Time to Confirm Order Quality of Confirm Time Order Until Receipt 1. Value America Yes Yes Only received email congratulating me on becoming a member Link to Value America 6-10 days for one item and 9 days for the other Yes 2. SpotShop Yes No 2 days after placing order Order # and order date 5-10 days after order was placed Yes 3. Circuit City Yes Yes 20 minutes-1 hour after placing order Order #, order date, price, delivery method, address 3-11 days after order was placed Yes 4. CDW Yes Yes 1 hour afterplacing order Order #, items, price, sales link Very inconsistent see report for details Yes 5. Egghead Yes Yes Ranged from 10 minutes to 2 hours Order #, address, items, price, customer svc. links Between 1-4 days after order was placed No 6. Outpost No Yes 30 minutes-2 hours after placing order Order #, address, items, price 2-7 days after order was placed Yes 7. Amazon Yes 20 minutes- 2 hours afterplacing order Order status link, address, items and price 4-5 days after order was placed No Yes 8. CDNow Yes Yes 1-3 hours after placing order Order #, shipping method, items, price and address 5-8 days for the first item and 6 days for the other Yes 9. eToys Yes Yes 5 minutes-6 hours after placing order Order #, items, price, address and customer service link 5-8 days after order was placed Yes 10. Buy.com Yes No 15-30 minutes after placing order Order #, items, tracking link, support link and 800# 6-9 days for the first item and 7 days for the other Yes 11. NECX Yes No 1 hour-2 days after placing order Order # 1-4 days after the order was placed Yes 12. Dell Yes No 6 hours after placing order Order #, items and price 3 days after order was placed Yes

Profile of Value America Customer Experience: Round 1-4 Order Process 1. Place Order 2 . Order Confirmation 3 . Order Status 4 . Receive Order 5 . Return Product Round 1 • Received e-mail congratulating me on becoming a member one day after order was placed • Never received order confirmation • Submitted order on August 4th • Never received order status • ValueAmerica set up FedEx to pick up package • Received order on August 11th via UPS Ground Round 2 • Received e-mail congratulating me on becoming a member one day after order was placed • Never received order confirmation • Submitted order on August 4th • Never received order status • ValueAmerica set up FedEx to pick up package • Received order on August 11th via UPS Ground • Order was successfully canceled Round 3 • Submitted order on August 5th • Order was successfully canceled • Received order confirmation 5 hours after order was placed • Order was canceled, but not followed up by cancellation confirmation e-mail • Received e-mail congratulating me on becoming a member • Never received order confirmation Round 4 • Received Palm IIIX on August 16th • Received Renaissance Art Book on August 17th via UPS Ground • Submitted order on August 9th • Never received order status • Returned order via FedEx with RA #

High High Low Low Low Low Low Low Low Low Low Low Low Low Low Low Low High High High High High High High High High High High High High High High Low Low Low Low Low Low Low Low Low Low Low Low Low Low Low Low High High High High High High High High High High High High High High Profile of Value America Customer Experience: Overall Experience Company Facts Corporate Headquarters:Charlottesville, VA. 1998 Total Employees:332 1998 Revenue:$41.4 million 1998 Customers: 260,000 Products Offered:Computers, Electronics, Apparel and Footwear, Jewelry, Housewares, Books, Sporting Goods, Makeup, Toys & Games, Appliances and Specialty Foods Sales Coverage:Business and Consumer Customer Service: 1-888-337-VALU, by email at CustomerService@ValueAmerica.com, or by fax at 1-804-817-8966. Available Monday-Friday 8am-9pm; Saturday & Sunday 9am-6pm Product(s) Purchased: Palm IIX and an Art Book Customer Experience Characteristics Research Product Place Order Wait for Delivery Receive Product Maintain Relationship Product Comparison Site Features Expectations: Order Accuracy Ease of Issue Resolution Level of Anxiety Value Assessment Convenience Delivery Method Experience Customer Loyalty Programs Level of Trust Personalized Experience Needs Assessment Availability of Customer Service Appearance of Carton and Contents Order Management: Order Feedback Mechanisms Brand Availability Payment Methods Information Availability Delivery Ease of Use Ability to Bundle Delays Market Conditions Slated Ease of Return Access to Order Status: Shipping Cost Where Warranty When Total Cost How

Waiting for Delivery and Receiving Product Affect Customer Experience At Least As Much as the Web Experience Does Sites Visited Interim Communication Interim Communication Update? Shipping Info? Received on or Before Date Expected Quality of Box and Materials Return Information Provided Quality of Invoice Presence of Other Materials 1. Value America No Yes No 2. SpotShop 50% 75% 50% 3. Circuit City Yes 50% Yes 4. CDW Yes No Yes 5. Egghead Yes Y/N Yes 6. Outpost Yes Yes 50% 7. Amazon Yes No Yes 8. CDNow Yes Yes Yes 9. eToys Yes Yes Yes 10. Buy.com Yes 50% Yes 11. NECX Yes Yes Yes 12. Dell Yes Y/N Yes

Process Flow Follow-up Communications Flow Most eCommerce Web Sites Will Encounter A Common Set of Problems -- To Be World Class, an eTailer Must Now Be Well Past the Tablestakes Issues Tablestakes Issues Leadership Challenges Demand Generation Customer Conversion Order Management Order Fulfillment Sales Support Customer Loyalty Management Generate Customer Loyalty • Links point to wrong Web address • Web site down or unstable • Web site loads slowly • Incompatible with user’s browser • Out of date info on Web site • Info hard to retrieve or organized poorly • Purchase links do not work • Different info than in stores, call centers • Shopping cart doesn’t work or is poorly integrated • Incomplete or duplicate order confuses system • Batch process or rekeying causes order loss • Single item stock-out holds up order • Simple order change/correction holds up order • Order delivered to wrong address • Order includes wrong items • Customer unable to get consistent order status • Customer unable to return product • Customer billed incorrectly • No mechanism for ongoing eSupport • Customer profiles not well maintained and not centralized • Profiles sold to 3rd party w/o consent • No proactive use of customer profiles • Customer relation-ship not maintained Potential Problems Process Order Send Newsletters/ other programs Fulfill Purchase www.website.com Provide Product Info Process Order Cancellations and Returns Web Advertising Print Advertising Television Advertising Execute Product Placement/Offer Direct Mail/Email Provide Customer Care/ Customer Support Verify Data Make Account Adjustments Trade-show/PR Bundle Promotions Provide Product Guidance Affiliate Programs Other.com Site Tie-in Programs Customer Checkout Order Tracking Provide Special Offers Community-of-Interest Programs

Customers Generally Prefer the eTailers Who Follow These Best Practices in Creating a Quality eCommerce Customer Experience 1. Research Products 2. Make Buying Decision 3. Place Order 4. Wait for Delivery 5. Receive Product 6. Maintain Ongoing Relationship 7. Utilize Customer Support 1.1 Site loads quickly - “More than 1/3 of consumers give-up on purchasing on line because of slow download times.” 2.1 Product Availability Information is clearly indicated and frequently updated 3.1 Site uses historical purchase information for suggestive selling 4.1 Timely, personalized stream of information is provided from order placement until order receipt 5.1 Product arrives in a clearly labeled package 6.1 Personal Information is collected and USED to make shopping experience more intimate 5.2 Automated returns process requires minimal customer effort (all information is included) 3.2 All costs are readily available to the customer PRIOR to entering any payment information 2.2 A consumer will make a purchase from a site they trust (Brand, Prior Experience) in lieu of making a pure price decision 4.2 Change or Cancel Order is handled efficiently irregardless of channel used by Customer 6.2 Purchasing History and Survey data is used for suggestive selling - Creating a “virtual handshake” 1.2 Layout, Categories and Navigational Tools facilitate use by the “lowest common denominator” 5.3 Post-receipt “Thank-you” for your purchase provides opportunity for customer feedback and “soft sell” of additional products 3.3 Site clearly indicates estimated time of delivery 6.3 Privacy is Respected 1.3 Consumers are able to get to the level of information necessary to make an informed buying decision 7.1 Customer Service provides both Pre and Post Sales service through multiple channels - 800 numbers, E-mail, Chat, Instant Messenger 7.2 Automated responses clearly indicated anticipated wait times for Customer Support. Loads are balanced between channels so that customer is not “penalized” making the “wrong” choice

The enclosed material is confidential and proprietary to ADVENTIS CORPORATION and is for the internal use of addressee only. For further information please contact: Ford Cavallari, Executive Vice President ADVENTIS CORPORATION 200 Berkeley Street, 22nd FloorBoston, MA 02116 Tel: 617.421.9990 Fax: 617.421.9994

ADVENTIS CORPORATION 200 Berkeley Street, 22nd Floor Boston, MA 02116