SWIM INTO DATA TO BEST SUPPORT TOP MANAGEMENT DECISION IN A DYNAMIC AND COMPETITIVE MARKET

SWIM INTO DATA TO BEST SUPPORT TOP MANAGEMENT DECISION IN A DYNAMIC AND COMPETITIVE MARKET SAS SeUGI 20 Paris, June 13th 2002 Cristiano Portas -Arena GroupCEO 1

Agenda 2 Subject Who Timing Introduction C. Portas 2 min. Arena Group C. Portas 3 min. Historical Background Legal Structure Facts & Figures Vision / Mission / Objectives/Strategy C. Portas 5 min. Business Intelligence Project C. Portas 8 min. Key Objectives Key Benefits Key Success Factors Next Steps C. Portas 2 min. Live demo D. Frisoni 10 min.

Introduction 3 Mr. Cristiano Portas Arena Group CEO

Arena Group 4

Arena Group: historical background 5 1973 Arena was established as a Trade Mark spin-off from Adidas, with the key aim of achieving international leadership in designing, developing and marketing top performing competition swimwear. 1978 Arena succeeded in equipping the national teams of U.S.A., Canada, the German Federal Republic, France, England, ex U.S.S.R., Hungary, Poland and the Czech Republic for the World Championships in West Berlin, winning 62 medals equal to 75% of the total. 1973-2000 For less than 30 years Arena has successfully evolved up to become one of the leading Brands at world-wide level in the Waterwear category, achieving a very strong market position in Europe (with a 20% share in the swimwear and beachwear categories) and Far East.

Arena Group: Legal Structure 6 Main Holding Arena Distribution S.A. (CH) Sub-Holding Arena Sport Benelux S.A. Business Unit Arena Italia SpA Business Unit Arena France S.A. Business Unit Arena Germany GMBH Manufacturing Unit Arena International S.A.

Arena Group: facts & figures 7 MBO 2001 The key objective of the new Majority Shareholders, in full consistency with the previous ones, is to ensure the further international development of the Arena Group and of the Arena Brand in the coming years, by pursuing the strategy of focus on the European Market and on the Waterwear core business, already implemented by the Top Management involved in the MBO. Today Arena Brand Sales at retail price are in the range of Euro 300 Million all over the world, out of which about 25% in the Far East, where the trademark is owned by the Descente Group, for a total volume equal to 15 million pieces on a yearly basis. The EBITDA in 2001 went up above 6.5% of Net Sales, more than doubling the level achieved in 2000. The Arena Group employs about 380 people in Europe, distributed into the R&D Centres in France and Italy, the Factory in France, the Holding companies in Switzerland and Benelux and the Business Units in Italy, France and Germany. Furthermore there are about 200 people in Japan, managed by Descente Group.

8 Vision Mission Objectives Strategy

Arena Group: Vision (2005) 9 Arena is perceived by European Consumers and Retailers as the most powerful sports brand in the waterwear category. This because Arena has been able to properly leverage on its historical equity and competence in competition swimwear by developing a top quality product range in the competition, leisure and beachwear segments, which fully satisfy olympic athletes as well as daily consumers.

Arena Group: Vision (2005) 10 Arena is also considered the ideal business partner by european sporting goods retailers, as it has been proven successful in consistently deliver outstanding results in terms of overall profitability, consumer appeal and loyalty, value for money, quality standards, time to market, efficient assortment, in-store presence and customer service. On top of this, thanks to its R. O. I. and equity building performances, Arena is estimated to be an appealing, reliable and competitive investment from its own Shareholders, as well as from the entire financial community.

Arena Group: Vision (2005) 11 Arena can do this thanks to its undisputed competence as a brand which is mastering the available technology and boosting creativity and innovation, in order to fulfill the toughest performance requirements in the competition field, while also paying attention to design, fashion trends and perfect fit. Arena key competitive advantage is its design & development, marketing and sales competence, which allows arena to successfully face the huge market challenge in the increasingly competitive environment, while also consistently achieving or even exceeding business and financial goals.

Arena Group: the Mission 12 Our key aim is to become the European Reference Brand for the 20-35 unisex core consumer target, being identified as the top performing and cool (still not superficial and/or frivolous) sports brand. For this reason, Arena is the best brand for athletes, while also attractive for the real sports lovers who take serious care about their mental and phisical well being. Arena can do this because designing, developing and marketing waterwear products has been for over 30 years its core competence as it has been consistently proven at olympic games, world and European Championships, as well as in the daily challenge by million consumers all over the world, and particularly in Europe.

Arena Group: the Mission 13 We take it very seriously to identify consumers needs, wishes and dreams and transform this knowledge into products which deliver outstanding quality and value to both our consumers and business partners. We believe our South European heritage gives us a clear competitive advantage vs our global competitors, since it is a fact that almost 70% of the world-wide textile business is designed and developed in italy or in france, our two major markets.

Arena Group: Key Objectives 14 We want to become the clear # 1 sports brand in Europe in the Waterwear category, both in terms of net sales, market share, as well as in terms of consumer satisfaction indicators such as top of mind, awareness, overall rating, purchase intention and loyalty.

Arena Group: STRATEGY 15 We will operate worldwide into one core product category: WATERWEAR To achieve our Business & Financial Goals, we definitely need to streamline our global range to max 750 core styles on a yearly basis.

Arena Group: STRATEGY 16 EXAMPLE: IDEAL ASSORTMENT (# OF YEARLY STYLES BY B.U. TYPE) A B C - COMPETITION 350 240 220 - LEASURE/BEACHWEAR 300 170 150 - HARDWARE 100 90 80 TOTAL WATERWEAR 750 500 450

Business Intelligence Project 17

Key Objectives 18 Provide each Business Unit with the best-of-breed Decision Support System (DSS); Apply a prototype approach, by first developing and testing the new Business Intelligence platform in the Major B.U. (Arena Italia S.p.A.), and later spreading the same model, with Roll-out projects, to the rest of the Group. Software selection of the best-of-breed Data Mining software application (that brought to the selection of SAS Business Intelligence platform). Implement a data driven DSS for a company, which can be considered brand new each 6 months.

Key Benefits 19 The New SAS B.I. platform must enable us to efficiently and effectively create and manage ad hoc analysis for building up a solid triangle of success: Consumer Efficient Consumer Response; KeyBrandHealth s indicators; Company Strong improvement in Sales Forecasting / Product Planning Design & Development success Track record Analysis by Trade channel / Key account; Analysis by Category/Segment/Consumer target; Analysis by concentration curve (Customer + Product); Profitability Analysis (Customer + Product); Customer Top Customer Service Level (Perfect Order) Ideal Supplier / Business Partner

Timing 20 Phase 1 Arena Italia Business Unit - Prototype for Sales & Marketing Reporting Analysis of key-user requirements Phase 2 Definition of report detail level and integration Phase 3 Design of DW architecture Phase 4 DW extraction procedures Phase 5 Development of standard reports and ad hoc analysis for KPI / KSF Phase 6 System tuning Training Go-live 01/03/01 15/03/01 15/04/01 30/04/01 15/05/01 31/05/01 30/06/01 three months

Key Success Factors 21 The main benefits stemming from the project are the following: Reliability in collecting and extracting business information from a unique and certified data base; Speed in accessing and analysing business information; Possibility of running ad hoc analysis ; Paperless reporting tools; Flexibility of the B.I. platform in integrating information from different legacy systems; Scalability of the B.I. platform in spreading the same tools to the whole Group.

Next Steps 22 Fully leverage B.I. to ensure the achievement of Sales & Profit Targets by assessing KPI/KSF progress Vs Budget /elapsed time and immediately closing any possible gap, both at B.U. and Global level; Spread the DSS tool to the rest of the business areas in Arena Italia (Logistics, Warehouse, Buying, etc.); Design & Develop ASAP Project Roll-Outs for the other Business Units of the Group.

23 Live demo GRUPPO SISTEMA SAS partner Daniele Frisoni BI project manager Alan Buda BI software engineer www.grupposistema.it email: info@grupposistema.it

e demo Information delivery Architecture 24

e demo Information delivery Architecture 25

e demo Key Performance Indicators 26

e demo Key Performance Indicators 27

e demo Key Performance Indicators 28

e demo Sales Reporting 29

e demo Sales Reporting 30

e demo Sales Reporting 31

e demo Sales Reporting 32

e demo Sales Reporting 33

e demo Marketing Reporting 34

e demo Marketing Reporting 35

e demo Marketing Reporting 36

e demo Sales OLAP analysis 37

e demo Sales OLAP analysis 38

e demo Sales OLAP analysis 39

e demo Sales OLAP analysis 40