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1 INSERT COMPANY LOGO HERE North European American Digital SSL Identification Certificate Product Company Leadership of the Year Award Award

2 Contents Background and Company Performance... 3 Industry Challenges... 3 Visionary Innovation & Performance and Customer Impact of INSIDE Secure... 3 Conclusion... 5 Significance of Company of the Year... 6 Understanding Company of the Year... 7 Key Benchmarking Criteria... 7 Best Practice Award Analysis for INSIDE Secure... 8 Decision Support Scorecard... 8 Visionary Innovation & Performance... 9 Customer Impact... 9 The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices About Frost & Sullivan Frost & Sullivan 2 We Accelerate Growth

3 Background and Company Performance Industry Challenges Mobile devices are at the heart of many technology ecosystems, and are undoubtedly the key element to drive massive end user adoption as well as important market penetration into verticals such as payment and access control. However, a single mobile device is often used for a plethora of activities, generating potential risk in terms of security, privacy and convenience. Many companies are seeking to develop the perfect product in response to client and market expectations. Unfortunately, at the moment, no silver bullets are available. But one vertical seems to have gained important traction with regards to mobile devices: financial services, and more specifically, the payment solutions. The recent announcement from Apple Inc regarding wallet and mobile payment solutions underlines the importance of this sector. In September 2014, Apple revealed that it will support NFC technology to deliver proximity payments. For more than a decade, many companies had decided to create payment solutions around NFC technology. Numerous pilots and real life projects were launched, but NFC did not reach the mainstream. In February 2014, Visa and MasterCard provided specifications to sustain cloud-based payment alternatives with the HCE (Host Card Emulation) initiative. This announcement was an important shift from the traditional hardware-secured element industry to a purely software-based solution. At that time, the prospects for NFC appeared to be bleak. Apple s strategy has confirmed that NFC is a mature and convenient technology for mobile payment. Even if the business model around this technology remains complex, the level of security provided perfectly answers market demand and ecosystem recommendations. At the moment, there is no single solution that is driving the mobile payment market. Each solution provides features that answer elements of market demand. Cloud-based software alternative are simple to deploy compared to traditional NFC services. But this solution does not provide the same security level as it is not based on tamper resistant technologies. Additional technologies such as biometrics, tokenization, risk management or PUF (Physical Unclonable Function) will strengthen the mobile payment portfolio. Visionary Innovation & Performance and Customer Impact of INSIDE Secure Addressing Unmet Needs INSIDE Secure has close to twenty years of history in the contactless industry, and more recently the security ecosystem. Thanks to this heritage, INSIDE Secure is recognized as a trusted partner that is able to deliver secure solutions to meet specific vertical or market needs. The firm has developed an entire product portfolio regarding embedded security applications. The company offers solutions that can address specific client needs to protect mobile devices, transactions and communication between objects; with regards to the latter, it is supporting progress in the Internet of Things (IoT) arena. INSIDE Secure is the ideal partner to guide customers through a secure migration to the mobile space Frost & Sullivan 3 We Accelerate Growth

4 The firm is the only provider to deliver hardware, firmware, middleware and software services that cover the full array of client security requirements. Competitor 2 is an innovative company in term of radio frequency identification, but does not currently offer a full security portfolio. Competitor 3 has a smaller range of products that address a specific part of the security industry. Visionary Scenarios Through Mega Trends INSIDE Secure s management team is always focused on the company s long term vision. INSIDE Secure was created in 1994 (as INSIDE Technologies), with an innovative approach regarding contactless technologies. The company has long understood that contactless solutions will be a strong alternative to existing technologies to facilitate customer adoption of new services such a mobile payments or mobile access. More recently, the company anticipated the increasing need for security and has redesigned its product portfolio to better address security requirements across a variety of vertical. As a result, the firm delivered integrated circuit and chips to support contactless payment technical requirements. It was not a surprise when INSIDE Secure acquired Metaforic in 2014 in order to support HCE; the firm is now ready to support alternative software payment solutions. Competitor 2 and Competitor 3 are not aligned with the Mega Trends vision. The two companies only answer specific market needs and are not as focused on long term vision. Implementation Best Practices INSIDE Secure pioneered the first pilots regarding contactless and NFC technologies. Due to the large number of project, the firm has gathered a unique experience in this area. The firm delivers entire security solutions, starting with the chip and finishing with software. This expertise adds considerable value, facilitating the integration and implementation phases. Furthermore, INSIDE Secure is a member of major industry standards organizations. As a result, the company can implement the latest recommendations in respect of best practices or standards. Competitor 2 partners with OEM or solution providers; consequently, the integration is much more complicated. Competitor 3 delivers an innovative solution regarding mobile identification, but it only covers a small part of the entire implementation process. Price/Performance Value As INSIDE Secure can deliver a complete security infrastructure, the overall price is lower compared to companies that can only deliver parts of the security project. The fact that INSIDE Secure owns numerous patents is also a positive factor with regards to cost efficiency, as it allows the company to be self-sufficient and not to rely on other companies patents. Moreover, INSIDE Secure is involved in standard communities and can leverage the latest recommendations to propose a solution that will better fit future market requirements. Finally, the firm proposes a flexible approach to the client, resulting in the best value possible. Competitor 2 cannot propose a similar approach by itself, and is partnering with external providers; as a result, the final price is often higher. Competitor 3 s commercial approach is mostly based on a project strategy and commercial opportunities. As a result no clear pricing strategy is in place Frost & Sullivan 4 We Accelerate Growth

5 Customer Service Experience Thanks to its historical presence in the embedded security industry, INSIDE Secure has developed strong expertise to address specific vertical demands and pioneer proof of concept. As a result, the company can count on strong expertise that is leveraged by its engineers. INSIDE Secure delivers numerous solutions to answer specific technical constraints, or to demonstrate the value of a solution to a given vertical. Furthermore, INSIDE Secure partners with key players that can facilitate potential customer service requirements. As a result, the end customer has a single point of interaction to support their needs. Competitor 2 and Competitor 3 do not have the same historical presence. From a regional perspective, Competitor 2 mostly addresses Western Europe countries, while Competitor 3 only answers small-scale international projects. As a result, neither competitor delivers high quality customer services. Brand Equity It took time for INSIDE Secure to be recognized as a leading brand because the firm has twice changed its name over the past twenty years; previous names include INSIDE Technologies and INSIDE Contactless. Thanks to the last name change in 2010, INSIDE Secure is now perceived as a trusted brand for embedded security, and more recently for software security as well. INSIDE Secure s brand refers to a pioneering company that has played a leading role in the development of contactless technologies. The recent acquisitions of ESS and Metaforic have reinforced the company s brand positioning in the security ecosystem. INSIDE Secure is recognized as an innovative company that helps customers to face new challenges. Customer 2 s brand is less known globally, but the firm is identified as a high quality solution provider. Competitor 3 has limited brand equity at the moment due to the recent market coverage. Conclusion Frost & Sullivan presents the 2014 Company of the Year Award in the European Digital Identification market to INSIDE Secure thanks to its tremendous organic and external expansion into the embedded security space during the year. A long term vision to better address future client needs, a recognized product portfolio, and a strong emphasis on innovating and generating value to customers have all contributed to INSIDE Secure s rapid expansion. Recent acquisitions and contracts signed with leading clients confirm INSIDE Secure s strong footprint in the security area. The France Brevet licensing program is another proof of INSIDE Secure s innovation quality, and contracts signed via this program, such as the LG contract, show the company s concern to protect its assets with patents and brands. With its strong overall performance, INSIDE Secure has earned Frost & Sullivan s 2014 Company of the Year Award Frost & Sullivan 5 We Accelerate Growth

6 Significance of Company of the Year To receive the Company of the Year award (i.e., to be recognized as a leader not only in your industry, but among your non-industry peers as well) requires a company to demonstrate excellence in growth, innovation, and leadership. This kind of excellence typically translates into superior performance in three key areas: demand generation, brand development, and competitive positioning. These areas serve as the foundation of a company s future success and prepare it to deliver on the two criteria that define the Company of the Year Award (Visionary Innovation & Performance and Customer Impact). This concept is explored further below. Understanding Company of the Year As discussed above, driving demand, brand strength, and competitive differentiation all play a critical role in delivering unique value to customers. This three-fold focus, however, must ideally be complemented by an equally rigorous focus on visionary innovation to enhance customer value and impact Frost & Sullivan 6 We Accelerate Growth

7 Key Benchmarking Criteria For the Company of the Year Award, we evaluated two key factors Visionary Innovation & Performance and Customer Impact according to the criteria identified below. Visionary Innovation & Performance Criterion 1: Addressing Unmet Needs Criterion 2: Visionary Scenarios Through Mega Trends Criterion 3: Implementation Best Practices Criterion 4: Blue Ocean Strategy Criterion 5: Financial Performance Customer Impact Criterion 1: Price/Performance Value Criterion 2: Customer Purchase Experience Criterion 3: Customer Ownership Experience Criterion 4: Customer Service Experience Criterion 5: Brand Equity Best Practice Award Analysis for INSIDE Secure Decision Support Scorecard To support its evaluation of best practices across multiple business performance categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool allows our research and consulting teams to objectively analyze performance, according to the key benchmarking criteria listed in the previous section, and to assign ratings on that basis. The tool follows a 10-point scale that allows for nuances in performance evaluation; ratings guidelines are illustrated below. RATINGS GUIDELINES The Decision Support Scorecard is organized by Visionary Innovation & Performance and Customer Impact (i.e., the overarching categories for all 10 benchmarking criteria; the definitions for each criteria are provided beneath the scorecard). The research team 2014 Frost & Sullivan 7 We Accelerate Growth

8 confirms the veracity of this weighted scorecard through sensitivity analysis, which confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies. The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, we have chosen to refer to the other key players in as Competitor 2 and Competitor 3. DECISION SUPPORT SCORECARD FOR COMPANY OF THE YEAR AWARD (ILLUSTRATIVE) Measurement of 1 10 (1 = poor; 10 = excellent) Company of the Year Visionary Innovation & Performance Customer Impact Average Rating INSIDE Secure Competitor Competitor Visionary Innovation & Performance Criterion 1: Addressing Unmet Needs Requirement: Implementing a robust process to continuously unearth customers unmet or under-served needs, and creating the products or solutions to address them effectively Criterion 2: Visionary Scenarios Through Mega Trends Requirement: Incorporating long-range, macro-level scenarios into the innovation strategy, thereby enabling first to market growth opportunities solutions Criterion 4: Implementation Best Practices Requirement: Best-in-class strategy implementation characterized by processes, tools, or activities that generate a consistent and repeatable level of success. Criterion 3: Blue Ocean Strategy Requirement: Strategic focus in creating a leadership position in a potentially uncontested market space, manifested by stiff barriers to entry for competitors Criterion 5: Financial Performance Requirement: Strong overall business performance in terms of revenues, revenue growth, operating margin and other key financial metrics Customer Impact Criterion 1: Price/Performance Value Requirement: Products or services offer the best value for the price, compared to similar offerings in the market Criterion 2: Customer Purchase Experience 2014 Frost & Sullivan 8 We Accelerate Growth

9 Requirement: Customers feel like they are buying the most optimal solution that addresses both their unique needs and their unique constraints Criterion 3: Customer Ownership Experience Requirement: Customers are proud to own the company s product or service, and have a positive experience throughout the life of the product or service Criterion 4: Customer Service Experience Requirement: Customer service is accessible, fast, stress-free, and of high quality Criterion 5: Brand Equity Requirement: Customers have a positive view of the brand and exhibit high brand loyalty Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts can then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. DECISION SUPPORT MATRIX FOR COMPANY OF THE YEAR AWARD High Competitor 2 INSIDE Secure Customer Impact Competitor 3 Low Low Visionary Innovation & Performance High 2014 Frost & Sullivan 9 We Accelerate Growth

10 The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often, companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at bestin-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS Competitive Benchmarking Availability of Capital Demographics Buying Behavior Growth Strategies Economic Trends Industry Expansion Industry Evolution New Vertical Markets GeoPolitical Stability Growth Implementation Technology Obsolescence Emerging Technologies CEO Sustainability Disruptive Technologies New Business Cultures Smart Cities Career Development New Applications Segmentation Industry Convergence Country Risk Branding and Positioning Crowd Sourcing Competitive Strategy Needs and Perceptions Capital Investments Emerging Competition 2014 Frost & Sullivan 10 We Accelerate Growth

11 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Our awards team follows a 10-step process (illustrated below) to evaluate award candidates and assess their fit with our best practice criteria. The reputation and integrity of our awards process are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify award recipient candidates from around the globe Conduct in-depth industry research Identify emerging sectors Scan multiple geographies Pipeline of candidates who potentially meet all bestpractice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline Interview thought leaders and industry practitioners Assess candidates fit with best-practice criteria Rank all candidates Matrix positioning all candidates performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates Confirm best-practice criteria Examine eligibility of all candidates Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles Brainstorm ranking options Invite multiple perspectives on candidates performance Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders Share findings Strengthen cases for candidate eligibility Prioritize candidates Refined list of prioritized award candidates 6 Conduct global industry review Build consensus on award candidates eligibility Hold global team meeting to review all candidates Pressure-test fit with criteria Confirm inclusion of all eligible candidates Final list of eligible award candidates, representing success stories worldwide 7 Perform quality check Develop official award consideration materials Perform final performance benchmarking activities Write nominations Perform quality review High-quality, accurate, and creative presentation of nominees successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice award recipient Review analysis with panel Build consensus Select winner Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform award recipient of award recognition Present award to the CEO Inspire the organization for continued success Celebrate the recipient s performance Announcement of award and plan for how recipient can use the award to enhance the brand 10 Take strategic action Share award news with stakeholders and customers Coordinate media outreach Design a marketing plan Assess award s role in future strategic planning Widespread awareness of recipient s award status among investors, media personnel, and employees 2014 Frost & Sullivan 11 We Accelerate Growth

12 About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best in class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 31 offices on six continents. To join our Growth Partnership, please visit Frost & Sullivan 12 We Accelerate Growth

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