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INTERNATIONAL GLOBAL POSITIONING

(IGP)
The Guardian Solution

Business Plan

Prepared by: The Executive Management Team International Global Positioning, Inc. 3200 N. Central Avenue Suite 1990 Phoenix, AZ 85012 1-800-617-5597 1-602-285-0553 Private and Confidential July 16, 2001

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NOTICE
The information presented in this document is highly sensitive and confidential. It is for use only by those who have been asked to review the plan of the Company and comment thereon. Otherwise, its use is restricted as a blueprint for management to guide them in the development of the Company. This Business Plan cannot be reproduced, duplicated or revealed, in whole or in part, or used in any other manner without the prior written permission of a responsible member of the executive management team of International Global Positioning, Inc. (IGP). The information contained herein has been obtained from sources that the Company deems reliable. IGP makes no warranty or representation as to the accuracy or completeness of the information contained herein. All assumptions utilized may not have been disclosed and the information contained is given without any warranty. Any person who may wish to become involved with IGP and its business objectives and growth strategy should make his or her own investigations, projections and conclusions without reliance on the material contained herein. This document is not an offer to sell securities and should not be construed as such.

Safe Harbor
Forward-looking statements in this document are intended to be subject to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Readers of this document are cautioned that all forward-looking statements involve risks and uncertainties, include risks of uncertainties in customer acquisition and retention, risks inherent with Internet technology and operations. No assurances can be given that actual results will not differ materially from those contained in such forward-looking statements.

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Table of Contents
NOTICE ............................................................................................................................................................... 2 Safe Harbor.......................................................................................................................................................... 2 EXECUTIVE SUMMARY..................................................................................................................................... 4 MISSION STATEMENT ....................................................................................................................................... 7 I. COMPANY OVERVIEW A. Business Purpose, Organization and Structure ........................................................................................... 8 B. Core Technology .......................................................................................................................................... 9 C. Products and Services ............................................................................................................................... 11 D. Revenue Sources....................................................................................................................................... 11 E. Business Model .......................................................................................................................................... 12 F. Ownership .................................................................................................................................................. 12 II. MARKET ANALYSIS A. Customer Need .......................................................................................................................................... 13 B. Market Opportunity..................................................................................................................................... 13 C. Market Size and Growth Forecast.............................................................................................................. 13 D. Competition ................................................................................................................................................ 14 E. Sustainable Competitive Advantage .......................................................................................................... 15 MARKETING PLAN A. Initial Target Markets.................................................................................................................................. 16 B. Marketing Communications........................................................................................................................ 17 C. Sales Strategy ............................................................................................................................................ 32 D. Pricing Strategy .......................................................................................................................................... 34 E. Growth Strategy ......................................................................................................................................... 34 MANAGEMENT AND OPERATIONS A. Board of Directors ...................................................................................................................................... 36 B. Key Executive Management ...................................................................................................................... 37 C. Consultants ................................................................................................................................................ 37 D. Staffing Plan and Head Count.................................................................................................................... 39 E. Facilities and Administration Plan .............................................................................................................. 39 F. Incentive Compensation Plan .................................................................................................................... 39 G. Corporate Governance............................................................................................................................... 39 CAPITAL REQUIREMENTS A. Phasing Limited Funding......................................................................................................................... 40 B. Use of Proceeds......................................................................................................................................... 40 C. Investment Proposal Limited Funding..................................................................................................... 40 D. Exit Strategy ............................................................................................................................................... 40 ATTACHED EXHIBITS A. Financial Projections, Personnel Costs, Market Sales and Costs B. Pet Brochure (draft) C. AON Endorsement Letter D. Map Locations E. Advertising Graphics

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V.

VI.

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EXECUTIVE SUMMARY 1. Overview

International Global Positioning (IGP) has been formed to exploit the business potential represented by the SiRF Technology, Inc.s, high performance 12-channel GPS signal processor. This patented electronic chip, when partnered with a GPS receiver, provides a powerful tracker-receptor business model for sales of GPS tracking and recovery products and services. The Company (IGP) plans to offer, for a monthly service fee, a tracking and location identification service to customers who buy the Companys proprietary products, which contain the SiRF GPS chip. The company plans to offer the Business-to-Consumer, Business-to-Business and Business-to-Business-to-Consumer markets products such as automobile devices, pet collars, fashionable watches and bracelets, business packaging materials and other products, which contain the SiRF GPS chipset. Any third party concerned about the safety or location of the user-customer, may call the IGP Service Center and, with the production of a valid ID number, receive in approximately 45 seconds the exact locationworldwideof the user-customer who is in possession of the SiRF GPS chipset. The location will depend on the accessibility of cellular telephone service. 2. Mission

IGP plans to become the leading provider of turnkey tracking-locating solutions for individuals and businesses that require the ability to determine the precise location of individuals and possessions that utilize the GPS chip technology. IGP intends to become a leading operator of GPS technology and to challenge other GPS companies for preeminence within the industry. 3. Company

IGP is a corporation organized under the laws of the State of Nevada. The Company was incorporated May 15, 2000 and is administered from corporate offices currently located in Phoenix, Arizona. The CEO and President of the Company is Michael J. Coker, the Chief Financial Officer is Billie J. Bill Allred, the Senior Vice President of Sales and Marketing is Dwight W. Jory. Nichols & Company LLC has been retained to assist the company in the formation of a public company strategy. The company has the management expertise to exploit the potential represented by the agreement with SiRF. 4. Business Opportunity

Adequate chip sets will be available to meet the needs of the company. The cost, to the customer, of the monthly tracking and monitoring services is projected to be from $11.95 to $29.95. IGPs cost of monthly monitoring, including technology amortization and Head Counts, is about $4.00. 5. Technology

The GPS core technology was originally developed and owned by Honeywell Corporation. SiRF Technology, Inc. of Silicon Valley in California purchased the technology from Honeywell and has filed and is protected by US Patents #5897605 and 5901171. Other US and Foreign patents are pending. SiRFstar I Architecture and the SiRFstarI/LX Family of GPS chipsets are based on two unique, micro-size chips: the GSP/LX: High performance 12-channel GPS signal processor CMOS, 3.3 volts, LQFP 100 pin chip and GRF1/LX: Integrated GPS RF front end with an on chip VCO and reference oscillator, single stage downconversion, and built-in LNA, Bipolar, LQFP 32-pin. IGP has named the product the Res-Q and uses the slogan The Guardian Solution .

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The Res-Q chip features and benefits are: Feature 100ms SnapLock Acquisition Signal Benefit Fast reacquisition time enable by SiRFs parallel architecture provides better performance in urban canyons. Position fix at the push of a button. Improves positioning performance in obstructed environments such as dense forests by providing continuous satellite tracking with very low signals. Power savings with enhanced power management (as low as 15mW) improves battery life and reduces heat generation. Provides more position fixes in an urban canyon or dense foliage environment for automobile navigation applications. Improves solution accuracy in urban canyon areas Complete GPS hardware and software solution from a single supplier.

SnapStart Start-Up FoilageLock Signal Sensitivity

Trickle-Power and Push to Fix SingleStat Positioning Dual Multipath Rejection Chip Set and Software Solution

Additionally, the successful development of miniaturized cellular electronics has allowed the integration of this patent pending technology into the IGP chip set. GPS alone can be limited due to obstructions and urban canyons. The integration of cellular technology allows the device to be located even indoor thus making the IGP device an effective locating tool. 6. Products and Services

IGPs first products are consumer devices made for automobiles, watches, fine jewelry and pet collars and clasps that contain the SiRF chip set technology embedded into the device. The product line has been branded Res-Q. Axiom, Inc., in California, currently manufactures the automotive applications. The pet collar manufacturers are expected to be Axiom, Inc., Assembly Tech Services, Colorado and Nexion, Hong Kong. The company is negotiating with a watch manufacturer in Hong Kong, known as Pedre, to procure a line of fashion watches with 189 different styles and each style coming in eight different colors. The products will retail for $100.00. The companys cost per unit is approximately $95.00. IGP will offer purchasers of the products (which contain the chipset) a locating-tracking opportunity at a monthly price of $11.95 to $29.95. Users will call a toll free number and the users chipset can be located in approximately 45 seconds anywhere in the world within a range of a few feet. 7. Market Analysis

Location awareness as a consumer based need has gone mainstream. The development of government public domain satellites and GPS technology has made the consumer aware of tracking-locating products and services that are available and effective. To date this technology has been available to certain segments of the consumer market, mostly high-end auto and marine applications. With the development of SiRFs new GPS chipset and the application of products such as GPS wristwatches and pet collars, the consumers desire to have access to this technology for location/and or recovery of cars, children, disorientated elderly, pets and goods will now be widely available and affordably priced. Personal security and the protection of personal possessions are growing Customer Needs, identified not only in the U.S., but also in the global marketplace. The frequency and cost of crime-related activity to the consumer has grown by unprecedented levels over the past two decades. Allied Business Intelligence, Inc. (ABI of Oyster Bay, N.Y.), the worlds leading supplier of business intelligence for manufacturers in the communications and emerging technology industries, predicts the worldwide

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commercial (non-military) GPS receiver systems market will triple over the next six years, growing from an estimated $4.5 billion in 1999 to nearly $14 billion by 2005. It is likely that the largest volume market for GPS will be its integration into the wireless handset environment and into products for the general consumer market including wristwatches with GPS capabilities and pet locators. There are many potential user markets for the IGP consumer GPS technology: children, disorientated or lost individuals, the pet market, delivery service companies, the judicial system (bail and early jail release monitoring programs), etc. The company has identified initial target markets of children, pets, Alzheimers patients, automobile tracking, and package tracking. 8. Sales Strategy

IGP plans to launch the Res-Q GPS consumer product line with an Infomercial. The company plans an extensive Web site and to exploit the benefits of E-Commerce to support the Infomercial, inform the target markets and trigger sales of products and tracking-locating contracts. The company will also private label the product, enter into licensing agreements with third parties and actively use national print and other media outlets to advertise the product opportunity. Parent associations, law enforcement and the judicial system will also be used to bring attention to the customer need and the value to be obtained by using the Res-Q system. The company has generated incredible interest through direct mail campaigns and surveys from various longterm care companies. Other large pre-sales interest has been received through the pet channel, both locally and internationally. 9. Management & Operations

Upon receipt of initial funding, the company will begin to recruit executive staff. Initial Executive staffing and support are projected at 50 persons. The company plans to ramp up its operations and eventually employing an additional 150 for a Call Center and Distribution Center. In addition to sales personnel, a large portion of the initial 300 employees will be hired and trained to monitor Res-Q customer calls on a 24/7 basis. This means that there will be approximately 40 tracker-locators per 8-hour shift. 10. Revenue Sources

Revenue comes from the sale of GPS chipset enabled consumer products such as automobiles, watches, fine jewelry, pet collars and clasps, etc. Recurring revenue occurs from monthly monitoring charges which cost the Res-Q car user $11.95 to $29.95 and is expected to cost the company $4 per individual contract. 11. Risks

While the company believes that it can control real and perceived risks, every new venture has risk inherent within its structure. A list of potential risks can be found in the business plan of the company. 12. Initial Funding Requirement Limited Offering

International Global Positioning, Inc., a Nevada Corporation (the Company) is hereby offering pursuant to Rule 506 of Regulation D of the Securities Act of 1933. Shares of the Common Stock (the Common Stock), $.001 par value, of the Company (the Shares) are offered in two phases. The first phase is for 2,000,000 shares at the price of $1.50 per share and the second phase is for 2,000,000 shares for the price of $2.00 per share. Together with each share of Common Stock purchased, the purchaser shall receive a warrant to purchase two additional shares of Common Stock at the price at which the original purchase of Common Stock was made. The warrants may be exercised at any time until one year from their date of issuance, the Expiration Date.

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MISSION STATEMENT International Global Positioning (IGP) intends to become the premiere worldwide provider of personal and property tracking-locating products and services through the use of its proprietary Res-Q GPS chip and monitoring technology; providing low-cost but precise recovery of goods and location and tracking services to registered users allowing concerned third parties to identify the precise location where the IGP subject, if lost, can be immediately found. IGP plans to become the leading provider of turnkey tracking-locating solutions for individuals and businesses that require the ability to determine the precise location of individuals and possessions, which utilize the GPS chip technology. IGP intends to become a leading operator of GPS technology and to challenge other GPS companies for preeminence within the industry. IGP intends to develop a well-managed public company, applying the strictest standards of Corporate Governance to develop a strong asset base and to maximize shareholder value.

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I. COMPANY OVERVIEW
A. Business Purpose, Organization and Structure

Imagine being able to find your way, instantly, anywhere in the world, including walking in the wilderness or an unfamiliar city, driving in a car or navigating a boat. Or think of how wonderful it would be to locate a lost child in a crowded amusement park, a car parked somewhere in a multi-acre parking lot or a cellular phone caller in distress. Imagine being able to locate a valuable package lost in shipment or quickly finding your pet that has strayed from home. Imagine finding your Alzheimers-affected loved-one who has wandered away from your home or a nursing center, confused and frightened. International Global Positioning (IGP) has been formed to exploit the business potential represented by the SiRF Technology, Inc., high performance 12-channel GPS signal processor. This patented electronic chip, when partnered with a GPS receiver, provides a powerful tracker-receptor business model for sales of GPS tracking and recovery products and services. The Company (IGP) plans to offer, for a monthly service fee, a tracking and location identification service to customers who buy the Companys proprietary products, which contain the SiRF GPS chip. The company plans to offer the Business-to-Consumer, Business-to-Business and Business-to-Business-to-Consumer markets products such as automobiles, fashionable watches and bracelets, business packaging materials and other products, which contain the SiRF GPS chipset. Any third party concerned about the safety or location of the user-customer, may call the IGP Service Center and, with the production of a valid ID number, receive, in approximately 45 seconds, the exact locationworldwideof the user-customer who is in possession of the SiRF GPS chipset. As the result of additional development, IGP has acquired technology that will allow the company to have partial patents, full licensing, copyright and trademark for the implementation of the new device. Using this new chipset GPS technology, IGP will have the ability to locate a customer 24 hours a day, 7 days a week. The subject simply calls a toll free 800 number. The company will be able to locate the subject in less than a minute to within a few feet of the subjects actual location. Adequate chip sets will be available to meet the needs of the company. The cost to the customer of the monthly tracking and monitoring services is projected to be from $11.95 to $29.95. One of the most exciting and aggressive markets that we have identified for the IGP tracking-locating technology and services is the automobile channel. As stated by the National Insurance Crime Bureau, vehicle theft is the costliest property crime in the United States costing consumers more than $7 billion annually. ResQ will provide a real-time method for locating stolen automobiles. Unlike competing products, our product operates with limited restriction and does not operate on a radio frequency. Res-Q I, will not require receivers to be within 1500 feet of the subject car, this is truly, state-of-theart technology and provides for a satellite locators system indicating both current traveling speed as well as the direction the car is traveling. IGP is a corporation organized under the laws of the State of Nevada. The Company is administered from corporate offices currently located in Phoenix, Arizona. The President of the company is Michael J. Coker; the Chief Financial Officer is Billie J. Bill Allred and the Senior Vice President of Sales and Marketing is Dwight W. Jory. IGP has retained the services of Nichols and Company, under the direction of Attorney W. Edward Nichols and project consultant Stanley R. Reilly, the Chairman and CEO of Project Finance Associates, Inc., an investment banking firm. Nichols and Company has been retained to develop a public company structure for International Global Positioning. This structure is being developed at the present time and it is IGP managements goal to develop a public market for the companys stock before the end of the year 2001.

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B.

Core Technology

The GPS core technology was originally developed and owned by Honeywell Corporation. SiRF Technology, Inc. of Silicon Valley in California purchased the technology from Honeywell. SiRF has filed and is protected by US Patents #5897605 and 5901171. Other US and Foreign patents are pending. SiRFstar I Architecture and the SiRFstarI/LX Family of GPS chipsets are based on two unique, micro-size chips: the GSP/LX: High performance 12-channel GPS signal processor CMOS, 3.3 volts, LQFP 100 pin chip and GRF1/LX: Integrated GPS RF front end with an on chip VCO and reference oscillator, single stage downconversion, and built-in LNA, Bipolar, LQFP 32-pin. The SIRF chip features and benefits are: Feature 100ms SnapLock Acquisition Signal Benefit Fast reacquisition time enable by SiRFs parallel architecture provides better performance in urban canyons. Position fix at the push of a button. Improves positioning performance in obstructed environments such as dense forests by providing continuous satellite tracking with very low signals. Power savings with enhanced power management (as low as 15mW) improves battery life and reduces heat generation. Provides more position fixes in an urban canyon or dense foliage environment for automobile navigation applications. Improves solution accuracy in urban canyon areas Complete GPS hardware and software solution from a single supplier.

SnapStart Start-Up FoilageLock Signal Sensitivity

Trickle-Power and Push to Fix SingleStat Positioning Dual Multipath Rejection Chip Set and Software Solution

SiRFstar II Architecture builds on the high-performance SiRF starI core, adding an acquisition accelerator, differential GPS processor, multi-path mitigation hardware and satellite-tracking engine. SiRFstarII delivers major advancements in GPS performance, accuracy, integration, computing power and flexibility. SiRFstarII is the first GPS architecture designed to be available simultaneously as a highly integrated chip set configuration and an IP core. The first chip set family, the SiRFstarIIe, consists of the GSP2e highly integrated digital section, GRF2I integrated front end and GSW2e software that provides flexible system architecture for stand-along GPS-based products. A 50 MHz ARM7TDMI CPU has sufficient throughput to support extensive user application software and peripherals. The internal satellite signal-tracking engine provides highly accurate GPS movements and differential corrections and eliminates the need for a high rate GPS interrupt. This makes SiRFstarII architecture the preferred platform for a wide variety of GPS-based consumer products. SiRF Technology, Inc. is the world leader in creating technologies that confer location awareness to a wide range of consumer products. SiRFs location-awareness solutions are based on the same technology--Global Positioning System (GPS)used to guide the Space Shuttle, for example. Created by the U.S. military, GPS uses 31 satellites in orbit around the earth to transmit position information to GPS receiving and processing systems, as a way to improve navigation of aircraft, ships, missiles and spacecraft. SiRF capitalizes on recent technological advancements, plus its own innovations, to make GPS capabilities more accurate, affordable, and compact enough to be used in consumer applications. Additionally, SiRFs technologies improve on standard GPS by providing location awareness where other approaches cannot, including under dense foliage, in steep ravines and in urban canyonscity streets surrounded on both sides by tall buildings. In the constant tension between lost and found, SiRFs GPS solutions tip the odds in favor of being found.

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IGP will be utilizing SiRFs GPS technology for certain market applications including human use, the pet market and the transport and delivery industry. IGP is in good company. Other major international corporations who are using the SiRF technologynot in competitive areasare companies such as NTT DoCoMo, Aisn AW and Qualcomm. SiRF has developed new generation GPS technology through its unique and patented platform-optimized technologies which combine to bring GPS further into the mainstream, giving more consumers access to devices and applications to find their way around or find their loved ones, anywhere in the world. The Swift B1 delivers major advancements in GPS performance, accuracy, integration, computing power and flexibility. IGP will install the Swift B1 GPS Receiver. This fine product will provide the locating function, seeking the SiRFStar chipset embedded in the products the company will sell to end users. IGP has been organized to take advantage of this new consumer tracking-location technology and management expects to be the first in the market in this new tech industry to offer an effective, affordable product. The use of the SiRFStar-II and the Swift B1 offers far greater GPS performance through dramatically enhanced accuracy and availability of GPS signals, as well as a reduced computational load. The core technology, developed by SiRF and Swift, offer a greatly enhanced GPS Engine. Some of the benefits are: 1. Accuracy

SiRFstarII will enhance location accuracy by an order of magnitudefrom 100 meters to between 2 and 15 metersby taking advantage of two upcoming GPS infrastructure enhancements. The first is the Wide Area Augmentation System (WAAS), the Federal Aviation Administrations recent, comprehensive initiative to improve accuracy and integrity of GPS signals. WAAS was deployed in the year 2000. The second is the Department of Transportations national network of ground, or beacon-based, differential stations called National Differential GPS (NDGPS) that will enhance the existing differential network deployed by the US Coast Guard. Finally, SiRF has added multi-path mitigation hardware to the GPS engine to improve GPS accuracy in canyons and between buildings, a feature only previously available in high-end GPS receivers and add-ons. 2. Availability

SiRFstarIIe has increased the speed of the initial satellite signal acquisition by a factor of eight through development of an improved satellite search engine. This represents the fastest signal acquisition available today. 3. Reduced Computational Load

SiRFstarII features a satellite signal-tracking engine to provide continuous signal acquisition. This engine performs functions previously accomplished with software, significantly improving overall system performance. According to Ashu Pande, director of product marketing at SiRF, By moving this function to hardware, the CPU is interrupted 20 times less to perform GPS functions, allowing the CPU to perform other system tasks. 4. High-Powered Compute Engine

SiRF has included a 32-bit, full-function, widely supported CPU onto the SiRFstarIIe chipset, eliminating the need for and cost of a separate processor. The CPU is a 32-bit, 50MHz ARM processor, with fully 90 percent of the throughput available for non-GPS tasks. This development has helped speed to market numerous consumer applications requiring a CPU. 5. Unparalleled Integration

In addition to including a CPU and hard writing the satellite signal tracking engine, SiRFstarIIe takes integration even further by adding a megabit of memory (DRAM) on the chipset, up to eight times more than is offered by competitive products. This provides memory to perform not only all GPS functions, but also extra memory for user applications. Finally, an integrated IF filter eliminates the need to add an external filter, further reducing component count and increasing reliability.

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Will Strauss, president of Forward Concepts says, Along with its aggressive partnerships in the most promising GPS markets, SiRF has, in only a few years, helped change GPS from a complex, expensive technology to an affordable, mainstream concept with clear benefits for consumers. Additionally, the successful development of miniaturized cellular electronics has allowed the integration of this patent pending technology into the IGP chip set. GPS alone can be limited due to obstructions and urban canyons. The integration of cellular technology allows the device to be located even indoors thus making the IGP device an effective locating tool. C. 1. Products and Services Products

One of the most exciting and aggressive markets that we have identified for the IGP tracking-locating technology and services is the automobile channel. As stated by the National Insurance Crime Bureau, vehicle theft is the costliest property crime in the United States costing consumers more than $7 billion annually. ResQ will provide a real-time method for locating stolen automobiles. Unlike competing products, our product operates with limited restriction and does not operate on a radio frequency. Res-Q I, will not require receivers to be within 1500 feet of the subject car, this is truly, state-of-theart technology and provides for a satellite locators system indicating both current traveling speed as well as the direction the car is traveling. IGPs first products are consumer devices made for automobiles, watches, fine jewelry and pet collars and clasps that contain the SiRF chip set technology embedded into the device. The product line has been branded Res-Q. IGP has contracted out the manufacturing of the products. All watches will feature a lock mechanism on the strap, which will prevent the watch from being removed without the use of the lock key. (Sample products illustrated in the Appendix Section of this Business Plan). Note: cutting or disabling the lock mechanism can cause the unit to automatically contact IGP. Once a user has the watch and is registered for monthly tracking, a third party may call the IGP service center, identify the registered user and received the users location anywhere in the world, which is serviced by cellular telephones, in approximately 45 seconds. The Company also plans to embed the chip into attractive fashion bracelets for use by those customers who prefer a bracelet to a watch. The bracelets will have the same cost and sales price ratios as the watches. As IGP develops its market the company will add products such as collars or clasps for pets, packaging material with embedded chips for use by delivery companies such as UPS and Federal Express. The chips can be located in the package and removed upon signature acceptance. The chips will carry a unique identity code and can be sold or leased on a use basis by the Company to the delivery services. The locator tracking number can be activated for a flat fee or per day use simply by calling a special telephone line to IGPs customer service center. 2. Services

Once a customer has purchased a product from the Company, they will be given a toll free phone number to the companys Res-Q Customer Service Center. The customer will register the product and provide payment, by means of a check or credit card, for the monthly tracking and location service. IGP will install a mainframe computer for the sophisticated GPS tracking and locating technology. The Command Center will be staffed on a twenty-four hour, seven days a week basis (24/7). Command Center staff will immediately process location requests from subscribers providing a valid device ID and PIN. D. Revenue Sources

There are two primary revenue sources: 1. Product Sales Page 11 Rev4.0,10/3/01

IGP, Inc.-Confidential

The first line of revenue will come from the sale of automobile devices, watches, pet collars, and other products that contain the GPS chip. All personal products are expected to be priced at $100 and package trackers at $150 with a $19.95 monthly monitoring fee. The pricing to the automobile channel is expected to be priced at $795 per unit with a $11.95 or $19.95 monthly monitoring fee. 2. Services

The second major revenue source will come from the provision of locating-tracking services to the purchasers of the product. A projected monthly tracking-locating fee of $11.95 to $29.95 is planned. Based on a 15% market penetration against the chip allocation, the company could generate gross monthly revenues of nearly $300 million. E. Business Model

The Companys business model is based on marketing of GPS-enabled consumer products such as automobile devices, watches, bracelets, and pet collars. The larger share of apportioned marketing costs will be to promote the companys product line and procure the initial product sale. The most profitable element of the business model is the provisioning of the customer tracking-locating services on a monthly fee basis. Once the equipment and labor are covered through monthly fee users, the monthly fee income is pure profit to the Company. The companys business opportunity is limited only to the number of chips that can be manufactured by SiRF and provided to IGP. If the demand for chips exceeds the manufacturers current ability, then an alternate arrangement can be made with SiRF or another chip producer. F. Ownership

There are currently 26,850,000 shares issued and 100,000,000 authorized in the company. The largest shareholder is the MJC Family Trust. The Company is currently offering subscription in its shares through a Rule 506 Private Placement of 4,000,000 shares of Common Stock. Shareholding is set out in the following table:
Name and Address of Shareholder 3T Family Investments, L.L.C. (For Michael J. Coker) P.O. Box 94567 Phoenix, AZ 85070 Dwight W. Jory 2595 Sterling Circle Las Vegas, NV 89120 JJM Consulting, Inc. 15634 South 6th Place Phoenix, AZ 85048 Nichols and Company LLC 6700 West Dorado Drive #41 Denver, CO 80123 Other Shareholders (1) Shares 20,545,000 % Owned before offering 81.48% % Owned after offering 69.46%

1,550,000

6.06%

5.20%

1,500,000

5.86%

5.07%

1,100,000

4.40%

3.70%

1,174,308

4.50%

3.97%

(1) Other Shareholders represent approximately twelve investors, employees and supportive individuals, most with holdings of less than 50,000 shares each.

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II. A.

MARKET ANALYSIS Customer Need

Location awareness as a consumer based need has gone mainstream. The development of government public domain satellites and GPS technology has made the consumer aware of tracking-locating products and services that are available and effective. To date, this technology has been available to certain segments of the consumer market, mostly high-end auto and marine applications. With the development of SiRFs new GPS chipset and the application of products such as GPS wristwatches and pet collars, has the consumers desire to have access to this technology for location/and or recovery of children, disorientated elderly, pets and goods, will now be widely available and affordably priced. Personal security and the protection of personal possessions are growing Customer Needs, identified, not only in the U.S., but also in the global marketplace. The frequency and cost of crime-related activity to the consumer has grown by unprecedented levels over the past two decades. Individual consumers, small and medium sized businesses and even large multi-national corporations need a low-cost, effective product and service to protect their person, goods and families. GPS is an effective trackinglocating technology able to locate a user within a range of ten meters or less. Customers who need this type of tracking-locating product and service are willing to purchase products and pay monthly tracking-locating fees if the cost of the products and the service are affordable. B. Market Opportunity

IGP has an unusual market and business opportunity. GPS provides instant location information using satellite signals to enable users to ascertain where they are anywhere in the world. It has the potential to help people with a range of location-specific activities, such as finding their way around, tracking their loved ones or getting emergency assistance. GPS can now be embedded in many consumer applications such as car navigation systems, cellular phones, portable entertainment systems, PDAs and personal/child/pet locators and watches. Taking advantage of SiRFs technology, IGP will exploit the consumer market for the use of GPS watches, bracelets, pet locators and delivery industry markets. The initial market opportunity for IGP sits at 100 million customers. IGP has the business opportunity of offering purchasers a tracking-locating service on a monthly fee basis. At 15% market penetration and a monthly service-monitoring fee of $11.95 to $29.95, the company has monthly revenue potential of nearly 150 million dollars. By changing some elements in the chipset, IGP can obtain additional market applications from SiRF, increasing the potential customer market. Most GPS technology has been geared to vertical markets centering on professional applications for GPS, so industry developed an infrastructure to support business providers in these areas. IGP, using SiRFs new consumer application chip set and platform architecture will exploit the untapped market potential for mainstream consumer platforms where the company believes its GPS products and services can have the greatest impact. The company will also provide a turnkey GPS solution for consumers and bring these benefits to market quickly, at consumer-appropriate price points. C. Market Size and Growth Forecast

The overall market for SiRFs consumer-based GPS technologies is both extensive and growing. In addition to projections by market researchers based on existing technologies, SiRF anticipates that with continued innovations in its GPS technologies will come both expansion of existing markets and the opening of entirely new areas. To date, the use of GPS technology in the consumer field has been targeted to high-end automobile and marine navigation systems, highly accurate surveying equipment and the tracking of motor vehicle fleets, taxis, buses and delivery vehicles. Approximately four million GPS systems were sold worldwide in 1998, half of them for automobile navigation and tracking. IGP, Inc.-Confidential Page 13 Rev4.0,10/3/01

Dataquest, an international high-technology market research firm, estimates that the market for car navigation alone will grow to more than eleven million units by 2001. Japan and Germany lead the auto market for GPS navigation systems. The US market has been slow to develop due to high costs (about $2000 per vehicle) and lack of digital maps. In 1998, however, a number of car Original Equipment Manufacturers (OEMs) in the U.S. started making navigation and emergency response systems standard in some high-end vehicles, such as the GM OnStar system for Cadillac. Allied Business Intelligence, Inc. (ABI of Oyster Bay, N.Y.), the worlds leading supplier of business intelligence for manufacturers in the communications and emerging technology industries, predicts the worldwide commercial (non-military) GPS receiver systems market will triple over the next six years, growing from an estimated $4.5 billion in 1999 to nearly $14 billion by 2005. It is likely that the largest volume market for GPS will be its integration into the wireless handset environment and into products for the general consumer market such as wristwatches and pet locators. Looking deeper, Allied Business Intelligence senior Analyst, Bill Britton said recently, Recent advances by microchip producers like SiRF Technology, Inc., have reduced the size and power requirements of GPS receivers to a level where they can be incorporated into any personal communications device. Britton states further, The market is for hundreds of millions of [GPS-enabled] devices over the next five years. This will drive communications applications to a more than 20 percent share by 2005. Handheld consumer-orientated GPS systems are now selling in the U.S. at less than $200 and starting to gain significant volumes. However, the limited performance and functionality of these systems restrict their market to specialized users only. With the new chip and system architecture from SiRF, IGP believes the market is ready -- at $100 per device -- to explode with consumer interest. By utilizing the flexible, cost-effective chip set, IP and modular software GPS solutions from SiRF, IGP will drive down the cost of GPS implementation and shorten the time to market. With its business model, IGP can meet the customer needs of quick time-to-market and long-term lowest-cost solution; precisely what the Customer Need profile has indicated the consumer market is looking to acquire. D. Competition

To date, the company believes it is the first to arrive in the market with a functional, low-cost consumer application of GPS architecture. On August 16, 1999 Kanwar Shadha, founder and vice president of SiRF Technology, Inc., the chipset patent holder, announced in a press release that the company had entered into special partnerships with dozens of world leaders in consumer devices, auto navigation, wireless handheld and PC platforms. These partners included NTT DoCoMo, the worlds largest wireless carrier; Aisin AW, one of the largest navigation system suppliers; QUALCOMM, a leader in integrated wireless data communications, and others. These partnerships, Shadha reported, combine to bring GPS further into the mainstream --giving more consumers access to devices and applications to find their way around or find their loved ones, anywhere in the world. While IGP is an early adopter, other companies, such as QUALCOMM will begin offering the SiRFI and SiRFII architecture in cell phones and other handheld devices. One other company, GlobalTrak International Corp. has announced, through their Web site GlobalTrak.com, that they are deploying a personal locate-track technology using GPS. The products depicted are considerably larger than the IGP product range. The first deployment is in bracelet form and is cumbersome. IGPs access to the SiRF architecture enables IGP to offer GPS enabled products that are much smaller and can be embedded in wristwatches and other small jewelry items. The fact that competitors such as GlobalTrak are surfacing means the market is ready for personal consumer GPS devices. IGP needs to move quickly to establish its Res-Q brand in the marketplace. IGP is seeking to become the first to market the Res-Q products on a large scale in the identified markets. Competitive companies will arise and try to capture a certain market share of the potentially large consumer GPS market.

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E.

Sustainable Competitive Advantage

IGP will be the first company to market GPS products and services at an affordable individual user price with consumer applications based on customer need. Another major competitive advantage is the SiRF GPS Solution. SiRF has incorporated the full complexity of GPS technology into its SiRFstar architectures, SiRFstarI and SiRFstgarII. Common to both SiRFstar architectures are a number of technologies aimed at overcoming technical challenges of applying GPS to consumer applications. SiRFs two current GPS product families combined with SiRFs platform optimized technologies, provide customers with the most appropriate solution. The integration of patent pending cellular technology into the IGP chip set sets it apart from the competition. Other GPS users are limited by using GPS alone, which can be strained by obstructions and urban canyons. The IGP device is an effective locating tool in all areas. IGP will develop brand awareness as the first company to offer consumers personal location awareness technology within a widely distributed business model. This market advantage will serve to keep the company ahead of competitors.

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III. A.

MARKETING PLAN Initial Target Markets

There are many potential user markets for the IGP consumer GPS technology: children, disorientated or lost individuals, the pet market, delivery service companies, the judicial system (bail and early jail release monitoring programs), etc. The company has identified initial target markets of children, pets and Alzheimers patients, automobile tracking and package tracking. 1. Automobiles, Res-Q I

One of the most exciting and aggressive markets that we have identified for the IGP tracking-locating technology and services is the automobile channel. As stated by the National Insurance Crime Bureau, vehicle theft is the costliest property crime in the United States costing consumers more than $7 billion annually. ResQ will provide a real-time method for locating stolen automobiles. Unlike competing products, our product operates with limited restriction and does not operate on a radio frequency. Res-Q I will not require receivers to be within 1500 feet of the subject car, this is truly, state-of-theart technology and provides for a satellite locators system indicating both current traveling speed as well as the direction the car is traveling. Packages and Services Available: EMERGENCY SERVICES PACKAGE $11.95 per month Services Provided: *Res-Q will locate your car *Res-Q will tell you at what speed your car is traveling *Res-Q will tell you what direction the car is traveling *Res-Q will turn off the Ignition, completely disabling the car, for immediate recovery in the event of a declared emergency. CONCIERGE SERVICE PACKAGE $21.95 per month Services Provided: Emergency Services Package plus: *Res-Q will unlock your doors should you not have your Keys *Res-Q will honk your horn if you cannot find your car in a parking lot *Res-Q will flash your lights if you cannot find your car at night *Res-Q will deploy emergency services if your air bags are activated *Res-Q will give you instructions to find a location via phone, while traveling *Res-Q will pre-start your car with the doors locked 2. Pets

Americans love pets. No one spends more on their pets than do the American public. Everyone who has ever owned one knows that dogs, once away from their homes, often become confusedmaybe as a result of a storm or other traumatic eventand have difficulty finding their way home. Cats, while having excellent homing instincts, often climb onto or into trees, buildings and other edifices and have trouble climbing down or out of these strange places. Often, a pet kidnapped or stolen creates great anxiety to pet owners and their families concerned about their pets welfare. Now, with the aid of the IGP pet track-locate product, finding lost pets has been made routine. The pet is fitted with a collar or other device containing the SiRF chipset. These application materials are cut-proof. A concerned pet owner simply calls the IGP call center, provides a security number, and within minutes the pet is located. 3. Children

Children are seen as an ideal consumer market for the application of the GPS location-tracking technology. The world today is often not safe for children. Responsible, concerned parents will respond favorably to the purchase of an IGP product and monitoring service for his or her child.

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Each day approximately 2,300 children are reported missing, lost or abducted. Every 4 hours a child is murdered in the U.S.A. There is and abduction attempted every 12 seconds. There are 8 million convicted child molesters and sex offenders roaming the streets of America. One child becomes lost or missing every 42 seconds in the U.S.A. Approximately 1 million American children will be abducted, molested, kidnapped, lost or will runaway this year. IGP has developed this tracking-locating technology; presented in fashionable wristwatches, to protect children from modern day predators. Over 80,000,000 children live in the U.S. under the age of 18 years. Location awareness is a fundamental prevention theme for the protection of children. The purchase of an IGP watch, along with the security of knowing that the wearer can be found in approximately 45 seconds, will appeal to parents as well as to their children. With more than 180 styles, each in up to 8 colors, there will be a style that the child will be proud to wear -- and the parent will be secure in the knowledge that, with one simple phone call, the child can be located. To prevent the child from removing the watch (which contains the GPS chipset), there is a lock mechanism on the band and only the parent or Res-Q can open the lock to remove the watch. Note: cutting or disabling the lock mechanism can cause the unit to automatically contact IGP. 4. Alzheimers Patients

One excellent target market for the IGP tracking-locating technology and services is among Alzheimers Patients. This debilitating disease has come to the front of Americas social conscience since the announcement that past-President Ronald Regan is suffering Alzheimers. Whether the patient lives with his or her children or is confined to a long-term care facility, the patient often forgets where he or she is and wanders away from their caregiver. With the IGP product in the form of a watch, bracelet or necklace, the caregiver can access the IGP call center, provide identification and receive the patients location quickly. IGP is working on an agreement with an institutional caregiver with multiple locations in the Eastern and Southern sections of the United States who has indicated that when the technology is deployed, they intend to purchase up to 300,000 units. B. Marketing Communications

Marketing will play a key role in driving the successful achievement of the Companys corporate objectives. The purpose of this plan is to provide both a strategic overview of how to develop and manage our e-commerce initiatives to achieve both our short-term success, as well as ensure our long term viability. It also provides a specific tactical-level outline of how we will manage, brand and promote the IGP, Inc. corporate identity, as well as our initial two business units and their products through various marketing programs, including implementation, purpose, rationale, method of delivery and budgetary guidelines. It is designed to be comprehensive in nature to provide a broad overview of our marketing activities, vertical markets, target audiences, Internet marketing opportunities, strategic partnerships, sales and marketing programs, distribution channel support requirements, competitive factors, market conditions, staff resources and budget allocation. Programs outlined include: Corporate Positioning and Identity Web Development, Marketing and Management Product Launches (websites and systems) Advertising online, print and broadcast media Public Relations and Investor Relations Trade Shows Collateral and Sales Promotion/Support Material Database/Direct Marketing Channel Marketing Page 17 Rev4.0,10/3/01

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1.

Corporate Positioning and Identity With our business interests serving diverse markets, our challenge is in establishing and communicating consistent corporate positioning and branding for each of our initiatives. Therefore, effective organization, control and deployment of our corporate messages and visuals are critical. In the e-commerce world today, branding is a very important component of success. With the plethora of new market entrants every day, every new market is a target for a host of new competitors. It is necessary to quickly establish and maintain a strong brand presence and communicate corporate positioning. As a critical first step in our marketing strategy, we will establish strong logos, marks and taglines that represent our businesses in a compelling, memorable fashion. We will then establish graphic standards to ensure consistency establish color palette, complimentary fonts, etc., and ensure appropriate legal protection of these trade names and marks with trademarks and copyrights. All of our corporate materials will reflect the new corporate identity that compliments and reinforces our products, branding and desired perception within the market. To that end, we will create new logos within a family-scheme for the auto channel, pet channel and future channels. As part of the corporate identity package, we will produce and provide logo and product art, selected graphic elements and lifestyle images, product and corporate positioning statements, taglines and phrases electronically and conventionally for use in print, broadcast, multimedia formats.

2.

Web Development To meet our requirements and achieve the desired level of visibility, content merchandising and support, the IGP, Inc., web site will need a complete e-commerce planning and implementation document. This will require a complete detailed functional analysis, design specification and complete development of the web site. While both front end design and back end development and programming will be done in house. The planning phase is highly recommended to achieve the overall e-commerce functionality required for the IGP web site. The objectives for the web site are to: Create a web site foundation that ensures flexibility and expansion to ensure future success Create a compelling online image and positioning that aligns with all other branding Enhance the perceived value of the IGP product lines Provide a support system for our retail customers and channel partners Enhance partner channel recruitment and support Tightly integrate the e-commerce application with the front-end web site The Requirements Definition will provide an overall description of the basic requirements for the development of the new site. This includes the agreement of our overall web site goals and metrics and a clear understanding of how this relates to both our business processes and other channel branding, sales, support and marketing activities. The functional analysis offers specific strategies and tactics designed to meet the objectives established in the requirements definition. It presents an overview of one or more functional systems designed to meet these goals, including implementation options and possible directions.

3.

Product Launches The greatest opportunity for us is to successfully position, promote and launch our new product initiatives is through a comprehensive sales and marketing program. This will be the major focus for the last half of this year. Knowing our customer and audience is critical. Consistency of message, identity and purpose is important to maintain. Based upon the complexity, timing and significance of the launch, we will develop a marketing launch plan which incorporates a detailed schedule and list of deliverables. This plan incorporates all product development, documentation, sales support and marketing communications elements into an organized cohesive program.

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New Product Launch Program Objectives: Ensure a timely, synergistic launch program combining all elements to provide a smooth introduction, minimizing conflict and confusion Successfully introduce the product to the target audiences, ensuring rapid market adoption and acceptance Effectively position the product to the market to rapidly generate customer interest and sales leads Effectively announce the product to the business and trade media to generate publicity

Product Launch Strategy Product launches integrate all product development, operational, sales and marketing functions into one cohesive campaign, designed to achieve singular goals - to ensure rapid market reception of our websites and adoption of our products to achieve revenue objectives. To help expedite product launch planning, we have developed a checklist process to streamline introductions and product enhancements, to ensure that we are implementing all required activities while prioritizing and allocating (human and financial) resources accordingly. 4. Advertising This advertising program outlines an online and print media advertising program for our product lines as appropriate. It provides a description of all activities involved with implementing an aggressive corporate advertising program, plus research, recommendations and rationale to ensure that our advertising program achieves the following objectives: Advertising Objectives 1. Develop an integrated advertising campaign, combining online and print advertising in industry trade and business publications to introduce, position and/or promote our products to their respective target audiences. Maximize reach and frequency on sites and in media that address our target audiences to achieve greatest awareness. 2. Utilize advertising to provide the broad reach of communication messages timed to achieve specific marketing objectives in conjunction with a larger, integrated marketing program. 3. Increase the number of qualified sales leads received via telephone and Internet site hits. 4. Develop highly creative advertising campaign visuals that attracts attention, communicates our message and competitive advantage, addresses the needs of the potential customer, generates a response and projects a positive corporate image. 5. Develop a thorough media evaluation program to measure the results of our advertising through benchmark studies, lead management systems, website analysis and reports, and readership studies. 6. Effectively use merchandising programs to maximize marketing opportunities to achieve an additional 10% value on our advertising investment. Media/Advertising Strategy The challenge with our advertising program is to maintain a strong sense of corporate identity while promoting two diverse products to diverse audiences. Therefore it is critical to establish some level of consistency within the visual positioning of each business unit. Our advertising message must reach a broad marketplace targeting specific channels, through the media with a compelling product and corporate message designed to create maximum impact. In addition to generating leads and website hits, online and print advertising can be a vital media to quickly and broadly communicate new product information or sales promotions generating recognition, awareness of our brand name and presenting a positive corporate image. The key to a successful ad is the visual appeal. It must attract the readers attention. Ads will be created that accurately communicate key benefits, but do so in an interesting way that generates interest and response. IGP, Inc.-Confidential Page 19 Rev4.0,10/3/01

These ads must always address specific interests and concerns of the audience. Determining how we want to position ourselves, how we visually communicate the message and how to generate response will be our challenge. We will develop and maintain a consistent look and feel throughout each products advertising that will become recognizable and be consistent with the visual positioning created by our web sites and all other support materials. By creating an identifiable corporate look we maximize our investment as it reinforces our positioning and image, sparring instant recognition that builds from one medium to the next (called equity marketing). Overall, our advertising plan must help us to achieve specific marketing objectives (such as introducing a new product or web site, targeting competitor products/programs, creating awareness and positioning, communicating timely sales promotions, etc.) while remaining extremely cost effective. There are several ways to accomplish this: Develop an integrated advertising concept that relates to our other marketing activities such as a coinciding direct mail, trade show, telemarketing or PR campaign. Flighting our ads to group the campaigns around specific time-frames to maximize reach and frequency to a broader audience and reduce crossover. This helps us ensure greater penetration and saturation of our target audience and ensure the communication of our message. Flights are generally 2-3 months long and timed to during product launches, special promotions or trade shows. Seek out merchandising opportunities to stretch our promotional and research budgets. By utilizing merchandising opportunities, we can extend our promotional budget. We must select the programs most beneficial to us by analyzing them and making creative suggestions. We can use these programs to increase our exposure, highlight products in other areas or conducting research. Some merchandising programs include free lists, additional editorial coverage, benchmark or readership studies, trade show specials, etc. Implement advertising effectiveness studies, analyze web statistics and track sales leads to evaluate advertising. We can develop benchmark research to evaluate our current awareness levels and track future growth. This allows us to conduct follow-up research periodically to monitor our advertising's effect on increasing awareness, evaluating reader's perceptions of our company and assists us in determining if a publication is targeting actual buyers of our products. Utilize co-op advertising and marketing funds to offset advertising expenses and broaden the reach of our advertising exposure.

Advertising Tactics We have identified seven advertising program objectives. Listed below these objectives and the respective tactics we will utilize to achieve them. 1. Utilize online and print advertising in industry trade and business publications to introduce, position and/or promote our Internet web sites to their respective target audiences. Maximize reach and frequency on sites and in publications that address our target audiences to achieve greatest awareness. Analyze web site statistics or media BPA and market research information; conduct research to determine customer and prospective readership habits Analyze and evaluate the various media and websites available to us, based on a number of factors and comparisons including readership, circulation, cost per thousand, cost per insertion, cost per lead, editorial content, inquiry counts, duplication, ad rates etc. Develop a flexible ad placement schedule and budget so it can be modified as new information becomes available or priorities change Begin advertising in targeted publications, tracking inquires and response through Clientele database and through our web site. Develop and maintain a comprehensive media kit library and resource center to ensure we can stay current as circumstances change and we need to respond. To ensure a high level of support and service from our publications, we will meet with and develop professional relationships with publication ad sales representatives and publishers. Determine audience/markets that are buying our products and find media and site strong in those areas. 2. Utilize advertising to provide the broad reach of communication messages timed to achieve specific marketing objectives in conjunction with a larger, integrated marketing program. IGP, Inc.-Confidential Page 20 Rev4.0,10/3/01

Utilize advertising as part of a product launch and sales promotion campaign Determine ideal placement, timing and message of ads Reprint advertisements for sales tools Position ads selectively within specific related editorial sections of a publication to increase readership and response

3. Increase the number of qualified sales leads received via telephone and Web site hits. Ensure all ads have a measurable call to action Develop interactive Internet advertising Track source of call-in leads and evaluate web traffic for primary click-through sources Implement lead management system to track purchasers to originating source Implement tests to determine most effective calls to action 4. Develop exciting, creative, memorable ads that attract attention, communicate our message and a strong competitive advantage, address the needs of the potential customer, reflect our desired corporate image and generate a response Understand motivating factors, perceptions and behavior of specific target audiences to develop appropriate messages and visuals that will compel them to react and respond favorably Ensure that advertising development and production time is included in the product launch schedule Develop advertising planning worksheets for all advertisements 5. Develop a thorough media evaluation program to measure the results of our advertising through benchmark studies lead management system analysis and reports and readership studies. Complete three custom market research studies in cooperation with our key trade media (Benchmark, Brand Preference, Market Size). Analyze results of web traffic and lead management studies on a monthly basis and adjust our ad schedule incorporate this data. Participate in advertising effectiveness and readership studies whenever possible. 6. Effectively utilize media and web site merchandising programs to maximize marketing opportunities to achieve an additional 10% value on our advertising investment. Develop strategic relationships for reciprocal arrangements with key online partners Develop merchandising plan for each medium, identifying specific incentives and benefits (i.e. list rental, free reprints, research, etc.) that are available free of charge for advertisers. Coordinate with media representatives to implement merchandising programs within specified timeframes. Develop merchandising programs with vendors and online distribution partners Media Research and Methodology: Factors used in media selection: Several key factors will be taken into consideration when determining which online sites and print media would be best suited to achieve the media objectives. These factors include: Qualified Audience Cost of ad Placement availability Cost Per Thousand (CPM) Cost per Click Competitive Environment Duplication of Circulation/Audience Editorial/Content Environment Availability of Response Mechanism Availability of Response Tracking Inquiry Counts/Web site hits Merchandising Opportunities 5. Public Relations

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Public relations is a vital tool for implementing corporate, sales and marketing strategies. It is the process of on-going communication between the company and its key "publics" (end users, customers, distributors, analysts (financial and technology), employees and shareholders) through the online, print and broadcast media. Editorial coverage placed by public relations activities is perceived by the reader or audience to be an objective viewpoint -- a third party endorsement of a company or its products. Therefore it is crucial in building our credibility and image. The purpose of effective public relations in our corporate marketing mix is fourfold: 1. Publicize and promote IGP, Inc. and it's products (INCREASE SALES) 2. Differentiate the Company from our competition (ESTABLISH POSITIONING) 3. Enhance the credibility, reputation and perception of the Company (BUILD THE BRAND) 4. Ensure a consistent level of visibility and exposure (CREATE AWARENESS) Media Relations is a means by which we persuade intermediates and gatekeepers, such as writers, editors, analysts, etc., to pass on our companys message to our desired target audience, such as potential customers or investors. While the primary goal to be accomplished by PR is long-term, immediate short-term benefits will rapidly become evident. Public Relations can support the sale of our products by positioning IGP, Inc. in a way which sets it apart from other suppliers, and identifies a positive set of attributes by which we are recognized. Because "perception is reality, PR can be used to shape perceptions in a beneficial manner. In the extremely competitive environment in which we operate, credibility is a key factor in the decision making process. Credibility is not created solely by public relations or any other individual marketing activity. It exists based on various intangibles such as past performance, service, quality, reputation and perception -- All of which can be influenced, enhanced and expanded upon by a multi-level public relations program. Public Relations Objectives As a vital tool in communicating corporate strategy, the primary purpose for utilizing public relations is to accomplish the following objectives: Establish strong leadership positioning for IGP, Inc. and our products Effectively communicate new product information, product positioning and corporate strategies to our target audiences Position IGP, Inc. as the leading provider in stolen vehicle or lost pet recovery technology. Generate media exposure of our management team, positioning them as leaders and technology innovators Achieve substantial national press exposure for IGP, Inc. and our products to raise our visibility, enabling us to gain credibility and neutralize our competitors. Pro-actively cultivate a positive relationship with online, print and broadcast trade and business media, and financial and industry analysts to generate interest in our products and company Reinforce our corporate mission, goals and values by continually and consistently communicating that message through all available media.

Public Relations Strategy Our public relations strategy will be comprised of a comprehensive media relations and communications program. We will establish an "umbrella" program, plus implement a series of aggressive publicity campaigns individually targeted to coincide with specific news (significant strategic partnerships), events (such as trade shows) and product and website launches. We can use public relations as a primary method of communicating news and information to our target audiences through online, trade, business and broadcast media, and industry and financial analysts. Public Relations Tactics Develop Media Relations Program Develop relationships with key online and off-line trade, business and consumer media Conduct telephone interviews Coordinate annual or semi-annual media tours

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Generate Media Coverage Pursue product reviews and "Test Drives" Focus on online media and syndicated columnists for targeted initiatives (such as the PIA) Submit information for buyers guides/directories Manage trade and business editorial calendar Pursue Product of the Year Awards Create Opportunities for By-Lined Articles Identify potential authors, topics and compose pitch letters Contact media for article opportunities Publish and post white papers on our websites Distribute News Releases Create and Manage News Release Calendar to ensure a high frequency of news being communicated Manage Wire Service Distribution of News Establish E-mail Blast Distribution Develop Segmented Media Contact Database Online Media National Trade and Business Press Local Media Vertical Market Media Consumer Media Target Media Establish Corporate Spokespersons and Industry Experts Develop bios Develop abstracts and pursue speaking opportunities Develop Appropriate Press Materials Press releases Photographic images, logo and other electronic artwork Corporate Profile, Fact Sheets & Timeline Customer testimonials and references Executive bios and headshots Electronic media kit (PDF and HTML formats) Create Press, News and Investor sections on each web site Post news releases Provide corporate information Provide electronic art and downloadable files Post on all search engines and utilize appropriate key-word searches Institute PR Activities into Product Launches Develop publicly plans as part of Product or Website Launch Plans Develop and communicate product-positioning statements Coordinate pre-announcement planning as appropriate under NDA Press announcement, press tours, etc. Measure PR-generated leads and website traffic Establish Effective Internal (Corporate) Communications Create and distribute Market Watch binders Intranet Inside Line Develop corporate multimedia presentations Maintenance Activities Maintain Photography and art files News Release binder Clipping Service Business Wire Profile IGP, Inc.-Confidential Page 23 Rev4.0,10/3/01

Web Sites Media/Press Relations Program The primary public relations focus is to increase awareness and position IGP, Inc. favorably to the media and analysts, who will in turn, communicate our message to our target audiences. This will be accomplished in three stages: Introduction After identifying a targeted list of 20-30 key press contacts (per channel), the introduction stage will begin in several ways: through personal contact at trade shows and media tours; contact them via the telephone, emails, press releases, press kits and responding to editorial requests. Develop Relationship We will develop the relationship by maintaining frequent telephone, e-mail and written contact. All contact must be very targeted at that individual's area of interest. At this point the personality of the individuals comes into play to a large degree. They take their "gatekeeper" roles seriously and this must be respected. By taking an interest and learning about their specific editorial responsibilities, we can target our message more accurately. Deadlines and prompt response to material requests, telephone calls, and scheduled appointments must be met and understood. Whenever possible, company spokespersons should be accessible to the press. Priority must be given to accepting calls from them. Nurture Relationships Our ultimate objective when dealing with the media is to develop a long-term relationship. We must position IGP, Inc., in their eyes, to be a leader in the industry, a professional, reputable and credible organization with good products that meet the needs of the marketplace. As this perception develops and the professional relationship is enhanced, the press will begin contacting IGP, Inc. as they find they need information. And when they receive our news releases, they will be much more receptive to running them and/or writing articles about IGP, Inc. It is crucial to nurture established relationships. Frequent communication will net continued interest in the company and consequently, coverage in their publications. Writers like to include quotes in their stories to show different perspectives or validate an assumption or get opinions on controversial issues. They will feel more comfortable contacting an industry expert, president of the company or public relations person they are comfortable and familiar with. Media Interviews We will actively solicit both telephone and in-person interviews by the media for inclusion in timely editorial. Journalists often prefer to speak directly to top company executives and technology experts to obtain information and direct quotes. These interviews are ideal because they help the journalist associate a personality with a product and lend a personal touch to the news being covered. Such interviews also help to establish credibility and good rapport with the press. As journalists work on their regular assignments, they often need information, whether it is an opinion on an issue or information on our products or company. Telephone interviews will be pursued on a frequent basis. Opportunities to do this include: Commenting on market trends and changes Contacting them regarding product reviews Follow-up on editorial calendar features Following-up after news releases are sent Follow-up after an editorial pitch is made Contact regarding scheduled editorial Contact them to inform them of Corporate news Inform them of new products Inform of products to include in editorial IGP, Inc.-Confidential Page 24 Rev4.0,10/3/01

Before and after a trade show announcement

These interviews are taken by the President, CEO or an executive with expertise in this area, but scheduled and proctored by the marketing department to ensure consistency of information communicated and to provide necessary follow-up materials. Under no circumstances should IGP, Inc. employees discuss company business with members of the press without prior approval from the Executive Management team. Media Tours Our goal will be to conduct one or two successful media tours annually for key IGP, Inc. executives to build personal rapport with the media and analysts, communicate our business strategy and to demonstrate new products. We will meet with members of the press in key metropolitan markets, primarily San Francisco, Los Angeles, New York and Boston. The focus and direction of the meetings will be on who we are, what our positioning is and our products. We will demonstrate our newest and best products and discuss the strategic direction of IGP, Inc. A media tour will serve to open up the channels of communication with media contacts and enhance our relationship with key industry individuals. We will follow-up the tours with personal contact on a monthly basis by telephone and by consistently providing accurate press releases and new product information to them. The success of the media tours will be determined by the level of the relationship that is developed with these individuals and the press generated because of it. If they continue to be receptive to IGP, Inc. and our products, it will result in the continual pick-up of press release information that is sent. Ideally, these people will begin contacting us, as they need information in our area of expertise. The investment in the media tour program is necessary to increase IGP, Inc.'s visibility to the press. It lays the groundwork for all future press relations that are to take place. It will improve the possibility of being taken seriously by the press and our press releases are likely to receive more attention. Once they know who we are, they are more likely to print information about us and feel more comfortable contacting us should they require product or industry information about a story on which they are working. We will improve the trust level and become more believable. Inclusion of key business press will be important for generating financial press coverage as well. We need to properly communicate our corporate message and lay the groundwork for effective investor/analyst relations. Informing these key groups of writers and editors can positively impact the value of our stock by generating press coverage that creates momentum. We can discuss broad-range industry issues, which will be important to the industry at large. Key company figures will be part of the press tour. Generating Press Coverage of IGP, INC. Press coverage, whether a product review, corporate feature story or mention in a broader article, can help us gain a substantial competitive advantage. Conversely, omission of the company's products in a relevant story, round-up or buyers guide has an adverse affect. While omissions can and do occur, since editors are overwhelmed and competition for media attention is intense, we will pursue every possible opportunity to remain highly visible. Product Reviews Product Reviews are an important source of information for our audience and for us. Focused product features can give us a significant competitive edge, although these types of reviews and test drives are becoming increasingly difficult to receive. We will utilize the computer trade, developing contacts there, as well as pursue new contacts with business editors to solicit reviews. Editorial pitches will be made in conjunction with the publications editorial schedules. In addition, spontaneous reviews can also occur upon an unsolicited request from an editor. Regular follow-up calls and contact is required from engineering and technical services to assure the evaluator receives adequate support and has a positive experience with the product. As these reviews occur, we will arrange for reprints of the articles to be published and distributed to our dealers and distributors as well as prospective end users. Special artwork, product details or other information may be added to the reprint for a more comprehensive, effective sales tool.

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Directory Listings & Buyers Guides We will also participate in directory listings and buyers guides whenever possible. This usually entails completing a questionnaire or survey sent from the publisher. In most cases, technical facts, pricing, and features will be included in these listings and compared against our competitors. Mentions in Feature Articles As we become more aggressive in our public relations activities and our company name and product brands gain more visibility, we will increase mind share with the press. This will give us the benefit of being mentioned listed or quoted in various articles. These articles may be product, technology, industry or business oriented. These opportunities are key to our objective of generating awareness and positioning ourselves. As our goal is to have the IGP, Inc. name mentioned in print as frequently as possible, every opportunity, whether a full-blown review or a mention in a general business article, it serves to increase awareness and enhance our image. Online and Industry Newsletters We will include in our database, key industry and e-commerce/Internet newsletters that are specifically targeted to specific audiences. They are usually run by special interest groups (users groups, trade associations, web sites, etc.). A unique story idea is very likely to be published. Online newsletters are an ideal vehicle to target a specific message to a smaller but very targeted audience. Syndicated Columnists There are several business and technical columnists that cover our product issues. Each of them is syndicated in 30-50 newspapers across the country. Articles in these columns help generate local interest in these markets. These opportunities are especially appropriate for trend-setting applications stories. By-Lined Articles By-lined articles will be developed and pitched to appropriate media for publication. Essentially, such an article would serve to effectively communicate IGP, Inc.'s message to our target audience as well as establish the by-lined author as a credible industry expert. Article outlines will be developed and pitched to appropriate trade publications that accept vendor submissions. The article's preparation will commence upon receiving a publication's positive response. It will be written by a company staff member or free-lance author, under guidance and editing from the Marketing dept. An adequate turn-around time should be allowed for these projects as the time frame can easily extend to six months from start to finish. Reprints of by-lines articles make excellent IR and sales tools. Editorial Calendar Most trade publications and some business media, schedule their editorial features well in advance. The editorial schedules are then published. We will endeavor to be included in all pertinent scheduled editorials. To do this, we maintain an accurate, up-to-date editorial calendar. At the appropriate time, we will contact the editor or writer via telephone to determine needs and deadlines for the article they are working on and pitch IGP, Inc. to them for inclusion in the article. We will follow up telephone conversations with a press kit, news releases, fact sheets, testimonials, photos and possibly evaluation units of the products when appropriate. Follow-up telephone calls will take place to ensure they have all the technical data, quotes and any other information required. News Releases To increase our visibility to our key press contacts, we will regularly distribute press releases announcing significant newsworthy company activities and events. A quarterly news release calendar will be developed and managed, with a goal of two -three releases per month to be written and distributed. Based on the timeliness of product introductions, significant sales or partnerships and other newsworthy information, it must remain flexible. We will seize every opportunity to garner press coverage for IGP, INC. events, activities and announcements.

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All media will not receive all releases, depending on the topic and the readership of the publication. Spot news releases (non-scheduled events) will be sent to the appropriate media. As we do not know when each of these events will occur, they cannot be scheduled. News releases will also be posted on our Internet and Intranet web sites. News releases will be sent regarding the following company information: New product launches Product enhancements Trade show announcements Executive staff appointments Special product promotions (bundling, re-packaging, pricing) Company strategy changes Company news (awards, recognition, financial) Significant distribution agreements Significant sales contracts awarded Strategic partnerships and alliances with other vendors Financial news Charitable/community/industry support programs

Establish Corporate Spokesperson Michael Coker will be official corporate spokesperson. Once we have begun our proactive press program, we will revise our corporate press policy and provide directions how to handle press, analyst or shareholder inquiries. Whenever there is an opportunity to discuss information with the press, the press contact will determine who should field the inquiry, proctor the interview and provide follow-up materials as necessary. At no time should an IGP, Inc. employee divulge information to the press without prior authorization. Although it may seem a minor detail at this point, the repercussions of not establishing a firm policy could result in negative publicity or prerelease of confidential information, which could disrupt business. Since there is a continual effort to establish corporate spokespersons, it is important to keep this focused. In addition, all news releases will include a quote from a corporate spokesperson, and the press contact's name, number and e-mail address will be listed. Trade show interviews and media tours will be attended by the press contact and corporate spokesperson. Interviews will be solicited by the corporate contact to be handled by those spokespersons only to ensure consistency. Develop Online and Printed Corporate Media Kit We must continually refine our press kits, as they are the first impression the media receives of our company. It serves as the initial intermediary between the company and the press; therefore it must clearly communicate who we are, what we do and why we do it. We must also then tell them why this is all-important to their readers. It should communicate a sense of quality and professionalism and show that we are the best at what we do and are experts in our field. The material included in the press kit is given careful consideration, as it an essential element in successful image building. It makes a statement about IGP, Inc. Therefore the kit must contain adequate information and be presented in a professional, aesthetically pleasing manner. Press releases must be well written and provided in standard AP style. Corporate background information should be complete, but concise. Product brochures should be visually impactful. The IGP, Inc. Press Kit is continually changing as new products are released and new announcements are made. We will use press kits for press tours, trade shows, editorial calendar and editorial pitch follow-up and developing press contacts. The corporate press kit includes the following pieces: The IGP, Inc. corporate folder Corporate Profile Single-page corporate fact sheet IGP, Inc.-Confidential Page 27 Rev4.0,10/3/01

Individual product line data sheets Appropriate news releases Product brochures Electronic photos, logos and as appropriate Customer testimonials Links to appropriate places to view media coverage Executive bios Recent product recognition Technical notes or white papers

Develop Targeted Media List A targeted media list will be developed. The target audiences to be reached will be determined, the lists developed, coded and maintained to stay up-to-date. Our current media database consists of nearly several hundred individuals from online newsletters, news feeds/headline services, websites and publications, print business, trade, consumer media, major market daily newspapers, syndicated columnists and industry research firms and analysts. Since the press corps is constantly changing, this list will be updated and amended on realtime basis. In addition to being used for news release distribution, this list will be the basis for compiling invitation lists for events such as press conferences, press parties and media tours. The top 20-50 contacts from our press database compose our "Target Hit List. These are the key editors with whom we will seek to develop long-term, positive relationships. IGP, Inc. will personally contact them on a quarterly basis. Press Database In addition to our target media contact list, our press contact database of several hundred names and contacts includes major market newspapers' business media, selected consumer publications, broadcast media, syndicated columnists, vertical market media and newsletters. Establish Press and Investor Relations Sections on our Websites The Internet is the most powerful communications medium available for us to use. It is always on and always accessible to our media, analyst and financial contacts to obtain information from. The Internet provides an excellent opportunity to communicate information, but more important, to establish a two-way communication with customers, investors and the media. This relationship is unique to this medium. The Internet is a critical communications tool, where relationships can be developed and information be shared. Our goal is to create a compelling web site that provides quality, accurate information and provides a forum for dialog via e-mail and an Internet telephone call center in the future. Therefore, we need to ensure we promote our web site as a place to access relevant information on the company and provide appropriate links to partners and ensure keyword tags. We will be sure to post news releases as soon as they hit the wire. We will provide accurate and timely corporate news and product information on the site. Because of its timeliness and ability to communicate corporate and product strategy, this section of our site will also be viewed by: Current customers Potential customers End-users Distributors Strategic partners Financial Analysts Potential Investors Shareholders Potential Employees Media

We will also provide an FTP site to have documents and images available for downloading. The Internet will help position IGP, Inc. as a leader in the industry by providing a comprehensive, professional, up-to-date visual and content presentation. We will be able to increase awareness and educate our markets and provide a new avenue for providing better communication overall.

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Product Launch Publicity To publicize and promote new products, a product launch plan will be developed. It is done in two stages to address three audiences: 1. Internal (employees, sales, marketing and tech support staff) 2. Media (Press, Analysts, etc.) 3. Market (General Marketplace, industry, end-users) The level of public relations activity involved in a product launch will be affected by a number of factors, including budget, timeliness of release to trade shows and the news worthiness of the initiative being announced. Be involved in product development cycle With advance planning, an effective PR launch will begin well in advance of the actual product release. The product launch schedule must accommodate the requirements to implement a PR launch, and changes in the schedule must be communicated as soon as they are known Plan publicity schedule and activities Based on the timing, budget and newsworthiness of the product being introduced, specific public relations activities will be scheduled. These include press tours, press releases, distribution/partnership announcements, editorial calendar opportunities, by-lined article opportunities, trade show announcements, newsletter and online pitches, etc. Develop Collateral Material Appropriate product brochures, updated corporate backgrounder and fact sheets must be developed or updated to incorporate product changes. Information we communicate to the press must be current and accurate. Product Photography Electronic photographic images will accompany news releases, media kits or be posted on our websites. Announce New Product to the Media Write and distribute News Releases to the media. We will contact our "Target Media Hit List" personally to inform them of the new product, send out demos and invite reviews. Because of the lead-time difference between publications, we will have to carefully time the announcement to synchronize news dissemination. Special Press Events Depending on our launch budget, we may conduct any one or a combination of the following activities to announce a new initiative -- Press Conference, Media Tour, Media Demonstration (at IGP, Inc., trade show or other location), press gifts or additional mailings Corporate Communications As part of our overall public relations plan, we must also address IGP, Inc. employees as a key public. To do this effectively, we must communicate with employees consistently, make everyone aware of any visibility we receive in the media and publicize the positive activities going on in the company. MarketWatch To make IGP, Inc. employees aware of new product announcements, promotions and coverage we receive in the trade and business media in a timely manner, we will implement the Market Watch program. Market Watch Binders are distributed to appropriate IGP, Inc. employees who are in marketing, sales or sales support, customer service or technical support roles and contain sections for the following materials: Press Releases - copies of all news releases sent Press Coverage - copies of all articles published Collateral - samples of current brochures, product news, flyers, updates, competitive comparisons, etc. Promotional Materials - Copies of advertising or direct mail pieces being sent, special offers, etc. Newsletters - Copies of IGP, INC. electronic newsletters Materials for Market Watch Binders need to be sent out regularly, preferably on a biweekly- basis (depending on volume) from the marketing department and must be maintained by the individuals. IGP, Inc.-Confidential Page 29 Rev4.0,10/3/01

Intranet and Inside Line We will use our corporate Intranet to communicate corporate news and events to employees. This includes news that we would not otherwise distribute outside our company. We will create an online communications vehicle Inside Line specifically to communicate IGP, Inc. business news to all employees via e-mail. Inside Line is written and sent weekly. Maintenance Activities Clipping Service A national clipping service is utilized primarily to read and clip articles which mention IGP, Inc. and/or it is product brand names, in the business trades, major metro newspapers, national trades, etc. Their list of publications includes over 10,000 titles. By providing copies of our media database and press releases, we can increase their clipping success. Between our own efforts reading trade pubs and the clipping service reading business and news publications, we will be able to account for up to 85% of all mentions of IGP, Inc. and our products. We will also research online search services to scour the Internet on a regular basis to find mentions of us online Electronic/Photography Library High-resolution digital images of products and electronic versions of all of our logos will be kept on file. These images will be posted on our website for downloading as well as be able to be mailed. These images will be used for publicity purposes when pitching the products for review or inclusion in scheduled editorial. Publicity File A comprehensive publicity file will be developed and maintained which will include the following materials to send out to the press promptly upon request: Complete press kits Corporate backgrounders and fact sheets Complete executive bios and photographs Current news releases Historical file of news releases Current product brochures and product fact sheets Pricing Testimonials Press Clippings Article Reprints As we begin to receive published editorial coverage, we will arrange for reprints of positive articles for sales representatives to use as sales tools. Additional information may be added to these reprints to make them more effective. Source Materials To ensure we have updated media contact information, we would like to subscribe to directories, which provide comprehensive data on press contacts, changes, publications, section/subject editors, editorial focus, publication coverage, etc. Directories which include this information include Media Map, Press Access and Bacon's. 6. Tradeshow Selection

Objectives

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Our Trade Show program consists of diverse exhibiting opportunities to support our various product and Internet groups. The primary challenge will be to determine how to effectively position and promote a consistent IGP, Inc. message, irrespective of the business unit doing the exhibition. 1. Effectively utilize our marketing budget to maximize our participation at industry trade shows, creating a positive image for IGP, Inc. 2. Provide a venue for prospective buyers to receive complete product information, technical details and product demonstrations. 3. Utilize trade shows to successfully introduce and showcase our new products and our website initiatives to a broad, yet targeted audience 4. Create an exciting, interactive exhibit and promotional campaign that integrate all other marketing elements (advertising, direct mail, Public Relations and sales promotions) to leverage off the event. 5. Generate prospective customer leads from trade shows and ensure the proper handling of them in order to track response and effectiveness. 6. Develop a corporate trade show booth and graphics that effectively display our products and creates a positive perception of our company at every event. Trade Show Strategy We do not attend a trade show merely to exhibit and demonstrate current products and introduce new ones. As an important element in our marketing mix, a trade show is a major industry EVENT that exposes us to tens of thousands of (generally) qualified prospective customers. There are opportunities to increase market visibility, communicate our corporate message and enhance our positioning as a market leader. We will need to create an IGP, Inc. trade show booth. This booth needs to be modular in design, being capable of growing to a maximum of 20 x 20, and as small as a 10 x 10. We will have appropriate signage and graphics created to reflect our new corporate and product logos. Ideally, we should develop an exhibit that accommodates both a product demonstration side and a venue for a multimedia presentation theater. We will develop a trade show theme that carries our product message and can be implemented in all of our promotional material, graphics, mailers, advertising, PR, etc. Our objective will be to increase and focus on promotional efforts before, during and after the trade show. For example, by placing a "snipe" on our ads that announce our attendance at the show, we can create pre-show interest. The same principle applies to press relations. Trade shows provide us opportunities to promote our products to the media -- but only if we have adequately peaked their curiosity well before they walk on the show floor. We will provide an overview for all staff working the booth to better familiarize themselves with the venue, products being exhibited and our theme. This will assist them in polishing their "show pitches", learn the lead qualification/lead handling process and anticipate attendee response and reactions. By developing a trade show promotional plan, we will be able to better track and manage the dozens of details required to successfully execute each show. Listed below are prospective auto and soon pet channel shows. Trade Show Tactics Generating Booth Traffic We will develop a trade show theme to be implemented throughout all related activities. This consistency will reinforce our promotional message and generate excitement, interest and ultimately, booth traffic. We will use e-mail to communicate to our database and/or pre-registered attendees. Ads placed within the general time period will be keyed with our trade show theme and booth number. We will receive (free of charge) and distribute IGP, Inc. embossed "free admission passes" to any current lead prospects received within 60-days of the show. Prospect Qualification Lead Handling A lead management system will be installed in our booth at the show. We must ensure that booth staff and sales managers know how to handle, document follow-up and manage leads received at the show. We will also develop a custom lead fulfillment package to be sent, which also carries the same show theme. Trade Show Staffing IGP, Inc.-Confidential Page 31 Rev4.0,10/3/01

A booth schedule is developed to ensure full staffing as needed throughout the show. Adequate personnel to man the booth should be allocated from appropriate departments. Policies regarding sales strategies, booth conduct, dress code, promotions and scheduling will be distributed prior to the show. Press Relations We will target the media as part of our promotional program. Our goal is to generate a minimum of 10 press interviews per show, while also providing comprehensive press materials in the pressroom. Therefore, we will follow these steps to ensure show coverage by the media: 1. Send materials, including photographs for inclusion in the "show daily. 2. Pre-show news releases will be sent to all pertinent media to announce that IGP, Inc. is introducing/exhibiting new products at the show and invite them to come and meet with us. 3. Develop a trade-show press kit to be delivered to the pressroom, with a supply also kept in the booth for passing-by press and key industry people. We will monitor the supply and usage of pressroom kits and re-stock as needed, ensuring we bring home any remaining kits. 4. Request and coordinate at-show interviews, including breakfast, lunch or dinner meetings. 5. Conduct product demonstrations for key media at the trade show booth. 6. Determine publications that would be interested in and benefit from a hands-on product demonstration. 7. Conduct post-show follow-up to ensure that any promised materials are delivered. 8. Write thank you letters for those who personally stopped by. Only authorized IGP, Inc. personnel should discuss information with any member of the press to eliminate conflicting information or the release of information that is not for public knowledge. Authorized personnel will be provided basic media training. Evaluation We will evaluate the success of trade shows by determining whether or not we have achieved our predetermined objectives and goals. In addition, to determine actual ROI, we will track leads received at the show through follow-up mailings and reporting methods to determine actual product sales from show leads received. C. Sales Strategy

IGP is developing an excellent sales strategy to launch the companys range of GPS products and services. The company is looking at a number of advertising agencies to assist in developing and deploying a sales strategy to sell the products and services of the company and to assist the company. Key to the Company is the development of a brand identity in the consumer marketplace. Early elements of the companys sales plan include: 1. Infomercials

The Infomercial has become as commonplace in America as any other form of advertising, including direct selling, and more profitable. The TV generation has come to trust the messages from the medium and have learned to purchase goods and services from the Infomercial without hesitation or concern. The Infomercial is an effective means not only to sell products and services but also to brand a new product. Within 6-8 weeks of release, given national coverage and an effective spokesperson, nearly every person in America can be made aware of the product or service with its name and value. The Infomercial is an outstanding and effective format from within which to launch the IGP consumer GPS applications. Potential customers wishing to purchase the IGP product are directed to either the companys Web site or to a national 800 number where additional information is offered and active sales can take place. Once on the line, or on the Web site, interested parties can be sold the benefits of the technology and directed to a purchase. Skilled telephone salespersons, familiar with the companys product line, complete the sale, building on the enthusiasm generated from the Infomercial.

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Often, celebrities host Infomercials. With the right celebrities, sales success is assured. The company has identified John Walsh, Host of Televisions Americas Most Wanted program as an ideal spokesperson for the Infomercial. The initial sales strategy and product branding will be by way of an Infomercial. Once the product is branded and has success in consumer acceptance, other sales strategies will be deployed. 2. Police and Judicial Representatives

The use of police departments and legal system representatives provide another component of the overall sales strategy. Company executives have approached several police departments in the Western United States along with several Judges, all of whom feel the IGP product is vital to the needs of children and the elderly. The use of these endorsements in print and other media will highlight the customer need to promote the credibility of the companys product line. No societal segment is more concerned with the welfare of children and the elderly and with the need to provide citizens with a cost-effective, timely technology to track-locate persons and belongings. The company will focus on bringing these advocacy groups to the forefront of the awareness campaign and will develop specific sales strategies to take advantage of the support, which will come from the law enforcement and legal profession. 3. Parents and Childrens Associations

The company plans to target parental associations as a means to heighten awareness of child danger and the benefits of IGPs tracking-locating technology. School and Church groups will be targeted with sales campaigns through promotion to group leaders. Organizations such as the Boy Scouts and Girl Scouts are potential sources of leads and sales. All associations that govern child activity are potential sales targets for IGP. As public awareness of child danger grows, consumer friendly, unobtrusive technology, such as IGPs watches and bracelets, will be well received. 4. Nursing Homes and Elderly Health Care Providers

Nursing Homes and Health Care Providers to the elderly, whether public or private, make up an important component of IGPs sales strategy. These caregivers undertake a significant responsibility and liability in the giving of care to the aged. The use of the IGP GPS technology will save the institutions and caregivers time and money in the performance of their duties. The ability to track-locate an individual patient on a 24/7 basis is a critical element of the care process. IGP plans to retain sales specialists familiar with the industry to cultivate sales and usage from this important market segment. Trade shows, referrals and direct sales to large care-giving businesses will provide the initial focus of the sales strategy to potential users in this significant market. 5. Pet Supplies-Retailers

IGP plans to present the Pet Tracker-Locator product to the two largest Pet Supplies Retailers and offer a period of exclusivity to one of the national retailers. The chipset can be embedded into pet collars or other devices and sold through the retail stores. The stores will be able to enjoy a 100% mark-up on the product. After purchasing the product the consumer calls the IGP call center using an 800 number offered in the product packaging material. After verifying the serial number of the product, the call center salesperson will enroll the purchaser in the monthly monitoring program. After the period of exclusivity, the company will establish a pet retail sales force to make the product available on a widely distributed basis. 6. Auto Distributorships

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offer an additional revenue source maximizing the distribution arms. State-by-State Distributorship Packages are available upon request. 7. Private Label While IGP will promote its Res-Q brand, the company has determined to reach the largest possible user market and has developed a private label sales strategy to allow affinity purchasers and corporate organizations to have offer the benefits of the Res-Q technology to their own employees or customers identified with the organizations own brand. Private labeling is an excellent source of additional sales and has the advantage that the companys sales cost to procure customers is very low. IGP receives the benefit of the monthly service fees, less any commissions, and does not carry the customer service relationship burden on the sales side. 8. Licensing

Licensing is an important sales strategy for IGP. As the market becomes aware of the efficacy of the Res-Q product line, other companies will be interested in developing a business model based on IGPs success. The company can extend its market without an additional drain on capital resources through licensing. Licensing is also a very effective strategy for penetration into the Global market. Licensing revenue comes directly to the companys bottom line. D. Pricing Strategy

IGP has developed a pricing strategy to allow the largest possible consumer base to be able to afford the companys products and services. The pet collars, the first product to be available, are expected to for $100 dollars each. The personal watches will be available shortly thereafter at a similar price. The watches will come in more than 180 styles with each style is available in 8 different colors. This significant selection should enable any interested purchaser to discover a style and color that is appealing. The $100 dollar retail price is well within the reach of most interested users. In the case of the watches, the price is competitive with department store fashion watches. The monthly monitoring service is priced at $11.95 to $29.95. A discount is offered on one, two and three year contracts. On three-year contracts, the company will give the customer the device for free. Volume discounts and commission-pricing strategies have been developed for institutional customers. There is sufficient margin in the product and the service to allow for tiered commissions for sales representatives and retailers. The company has made the decision to price the product and service on a fair-market value basis in order to capture significant market share in the first year of operations. E. 1. Growth Strategy Product & Industry Sector Development

As the company is successful with its initial product offerings, growth in market share will occur with the development and release of new products. While the Company will initially launch with the automotive device, IGP plans to offer the chipset in pet collars, bracelets, watches, necklaces and other consumer products as soon as available. The addition of new product ranges will continue to fuel the companys growth in terms of monitoring subscribers. As the product line becomes accepted, the company can offer higher-value consumer products, which contain the chipset. A high-end jewelry line can be produced featuring gold, silver and platinum metals. Institutions, based on certain minimum orders, can have their brand fashioned onto the product line for their own customers and clients. IGP, Inc.-Confidential Page 34 Rev4.0,10/3/01

As the monitoring service grows, pricing strategies can be used to fuel growth. Basic services can be offered at lower prices and higher priced calls made available on a per use basis. The lower introductory price will attract more customers. Few people would mind paying a premium to find a person, pet or possession that has significant emotional and real value to him or her. As part of the companys growth strategy, IGP intends to take the GPS technology into the parcel delivery industry. For senders who courier high-value items, the GPS chipset can be embedded in packing materials and licensed by serial number to companies such as Federal Express and United Parcel Service. The parcel delivery company charges a fee to the sender, then calls the IGP Call Center to activate the chipset. After delivery is made, the courier removes the chipset to be re-used in another parcel. IGP is paid a leasing fee on the chipsets and a locating-tracking fee to be available to locate the package in the event it is lost in shipment. IGPs executive management believes that this industry sector represents significant growth potential without diminishing the chipset allotment. This recurring revenue business model can greatly extend the companys market potential. 2. International Market

International expansion is another growth strategy that the Company will deploy to consolidate its position as a premier GPS technology company. GPS technology is truly borderless. While the company can effectively track-locate persons or products containing the chipset anywhere in the world, executives have determined to implement monitoring stations in every major geographical market to serve indigenous users. Plans are to develop monitoring installations in Europe, Africa, Austral-Asia and the Far East. Because of the Companys unique sales model, it is important to provide telemarketing and technical support in every major international community block. It is difficult, if not impossible, for many countries to access a US toll free number. While sign-ups can be affected through E-mail and the Web site, real growth can only be realized in the international market through local or regional IGP monitoring and service centers. The first targeted International Service Center will be located in the United Kingdom (UK). IGP executives and consultants recently introduced the GPS business model to representatives from the United Kingdom who were fascinated by the IGP business model and expressed interest in the development of an IGP service center in the UK to serve the European Community. Management expects the first International IGP Service Center to be operational in the UK in 2001. Management also expects the same explosive growth and subscriptions to come from the European Community (EC) market that are expected when the IGP product is launched in the USA. The company may decide to enter certain international markets directly, or may decide to use a licensing strategy to take advantage of the global market opportunities that will come its way.

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IV. A.

MANAGEMENT AND OPERATIONS Board of Directors

A Board of Directors, that includes the following, manages the company. 1. Michael J. Coker

Michael J. Coker serves on the Board of Directors for International Global Positioning, Inc. He is also IGPs President and Chief Executive Officer. Mr. Coker was the President and Chief Executive Officer of National Screening Services. The company screened thousands of rental applications on a national basis for Landlords and Rental Management companies. As a result of Mr. Cokers two years in this leadership position, National Screening saw an increase in business by over 300%. Michael was responsible for the hiring and training of all employees for the business. Mr. Coker served in the United States Army as an Executive Administrator serving officers with the rank of Colonel and above. His years of service included time in Desert Storm. He was awarded numerous military awards and letters of accommodations. Mr. Coker attended Austin Community College where he studied in the fields of Economics, Accounting, Business Administration and Sociology. He also attended Pima Medical Institute where he had courses in Radiography in preparation for becoming a Radiology Technician. 2. Joe Acosta, CPA

Joe Acosta serves on the Board of Directors for International Global Positioning, Inc. He is also one of the companys Financial Planners & Tax Planning Officer. Mr. Acosta currently operates as a tax consultant specializing in individual and business tax planning and solving Internal Revenue Service tax problems. Mr. Acosta has been a Certified Public Accountant for 45 years and over those years, he has been owner or principal of several accounting partnerships specializing in individual and corporate tax returns, preparation of financial statements, individual and corporate tax planning and new business structures. He has served on the Board of Directors of Arizona Public Service Company, United Bank of Arizona and MeraBank. His service with these Boards included time spent on financial planning and audit committees. Mr. Acostas professional life includes six years with the Internal Revenue Service as a Collection Agent, a Revenue Agent and as a Special Agent. Mr. Acosta is a graduate of the University of Arizona, graduating with honors and a Bachelor of Science Degree with a major in accounting. 3. Dwight W. Jory, Senior Vice President of Sales and Marketing

Mr. Jory was the founder, owner, and operator of Consolidated Companies, a real estate, mortgage, and general contracting company operating in several Southwestern states. Consolidated Companies became the first Century 21 franchise Real Estate Company in the State of Nevada managing in excess of 3,000 residential units and over one million Sq. Ft. of industrial and commercial properties. Mr. Jorys company built approximately $200,000,000 dollars worth of multi-family, commercial and master planned communities. Consolidated Mortgage became a leader in the secondary mortgage business in Southern Nevada, servicing over 30 million dollars in loans. Upon retirement in 1985, Mr. Jory sold his business interest and became a consultant, officer, or director in several operating companies, both private and public worldwide. Mr. Jory graduated from Brown Military academy with honors and achieved the rank of cadet 1st lieutenant. After attending the University of Nevada Las Vegas (UNLV) School of Business Administration, Mr. Jory became one of Nevada's youngest licensed Real Estate Brokers. Mr. Jory held Nevada State Licenses as a Real Estate Broker, Mortgage Broker and General Contractor.

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B. 1. 2. 3.

Key Executive Management Michael J. Coker - President and Chief Executive Officer Dwight W. Jory Senior Vice President Sales and Marketing Billie J. Bill Allred Vice President and Chief Financial Officer

Mr. Allred, a Certified Public Accountant, graduated in 1958 from Brigham Young University. He attended graduate classes in taxation at the University of California in Los Angeles. Mr. Allred has an extensive career of forty years that includes experience in both public and private accounting. As an Audit Manager at Arthur Young & Co., he supervised audits for major international corporations. He later served as the Deputy Auditor General for the State of Arizona where his experience included both financial and performance audits of all state agencies and the university system of Arizona. In the private sector, he has been employed as the Controller, Financial Vice President and Chief Financial Officer of public and privately held mining and manufacturing corporations. He has specialized in budgeting and strategic financial planning. He also has considerable experience in SEC reporting and compliance standards. 4. James C. Childers - Vice-President in charge of long term care/assisted living

James Childers is an experienced businessman with extensive experience in the hospitality and health care industries. He has owned and operated long-term care facilities and is member of the North Carolina Association of Long Term Care Facilities. In the 1980s he served as District Vice President of that Association and is presently a member of the state board of Directors for N.C.A.L.T.C.F. He is also currently a Director with Haywood Food Systems. Mr. Childers is presently in charge of Regency Management Company, based in Nebo, North Carolina. Mr. Childers experience in the long-term health care industry will assist the company to penetrate this potentially lucrative market segment for IGP. C. 1. Consultants JJM Consulting, Inc.

JJM Consulting is an innovative consulting firm with expertise not limited to finance, real estate, and technical development. JJM Consultants have been involved in all facets of business, including ownerships of resorts in Florida and Kentucky. JJM Consulting successfully owned and operated a property and casualty insurance company in the state of Texas. In addition, has been a senior stockholder in a bank/financial institution located in Estonia, subsequent to the fall of the Soviet Union. Moreover, JJM Consulting has traveled worldwide and been involved in numerous financial transactions, bank-to-bank, in excess of $50 million dollars. JJM Consulting can be considered one of the original innovators of International Global Positioning, Inc.s concepts and business standards. JJM Consulting has been involved in all aspects of the development and bringing to market final products. 2. Nichols & Company LLC a. W. Edward Nichols, President and Chief Executive Officer

W. Edward Nichols is an attorney with Nichols & Nichols in Denver, Colorado. Prior to moving to Colorado in 1986, he was the senior partner of Nichols & Wolfe, a municipal bond law firm representing investment banking companies, with offices in Topeka and Kansas City. During his years with the law firm, Mr. Nichols developed extensive relationships in the investment banking community and his special areas of expertise include finance, tax and securities compliance law. After practicing law for eighteen years, Mr. Nichols sold his practice and has devoted his energies to managing oil and gas and real estate projects and working as a private investment banker with small venture capital IGP, Inc.-Confidential Page 37 Rev4.0,10/3/01

companies in the United States and Europe. In 1989, he purchased an interest in a Denver investment banking firm and assisted in expanding the firm to nine offices within ten months. He has served as a consultant to many public companies, including service as an advisory director to Central Bank of Chatfield, in Littleton, Colorado, and is familiar with the structural requirements of companies desiring to secure access to public markets. His contacts with investment banking firms, underwriters and brokerage firms in both North America and Europe who can successfully complete public offerings and manage the promotion and distribution of equities provide added capabilities. Mr. Nichols earned a Bachelor of Business Administration degree from Washburn University in Topeka, Kansas and his Juris Doctor from Washburn University School of Law. b. Stanley R. Reilly

Mr. Reilly has spent the majority of his business career in the international market, having lived and worked in the Middle East, Europe, the Far East and Austral-Asia. Mr. Reilly is the Chairman and Chief Executive Officer of Project Finance Associates, Inc., a closely held investment banking firm specializing in procuring capital and project funding for start-up companies, structuring debt and equity financing for growth companies and provisioning management and consulting services to companies seeking a public listing. Mr. Reilly is an expert in international finance and business development. He has a strong background in the project finance industry, specializing in real estate development financing, including the financial engineering of public assembly facilities. Mr. Reilly led the financing team for one of the UKs most recent arena and convention facilities located in Sheffield, England. The project costs were well in excess of $100 million and the project was delivered on budget and on time. He has served as Consultant for several international firms and recently was retained by a public company to assist the Chairman in the areas of mergers and acquisitions. Mr. Reilly holds two Bachelor of Arts degrees. He studied at the American University of Beirut, in Beirut, Lebanon and at the graduate school of Philosophy at Michigan State University. Mr. Reilly is a published author and screenwriter, having worked in the entertainment industry as a writer, director and producer for more than 15 years. He is also a speaker on business topics and has lectured at Venture Capital conferences in North America and Europe. Mr. Reillys new business book: The Emperors New Clothes (Paradoxes, Paradigms and Possibilities: A Survival Guide for Personal and Business Success in the New Millennium) was published in the fall of 2000. c. Nikki D. Stolee

As an owner and Vice President of PFA, Inc., Ms. Stolee has a wide range of experience in both Management and Administration, both in the U.S. and overseas. During the 1990s, Ms. Stolee has been responsible for the administration and management of several privately held companies ranging from an Internet business in the auctions-on-line and travel industries, to an environmental products business, to a telecommunications company, and most recently, to a beverage manufacturing company. From 1981-1989, Ms. Stolee was V.P. Administration for ISM, a real estate and development company based in London, England, and responsible for the administration of its worldwide activities. She also has a significant background in the advertising, P.R. and movie industries, counting J. Walter Thompson, Benton & Bowles and Universal Studios amongst those companies for which she has worked, both in the U.S. and in England. Schooled in England, she holds a Bachelor of Arts degree from the University of Westminster. 3. Morange Design a. b. Nick Stocker, Owner/CEO Mitch Daugherty, Marketing Director

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Morange Design (http://www.morangedesign.com/) is a full service graphic design and advertising firm. They assist clients in developing powerful and persuasive corporate identities through the strategic implementation of graphic design. Mr. Stocker brings over 8 years of creative experience in the areas of brand/identity creation, web design, and print management. Mr. Daugherty has over 6 years experience in advertisement, marketing strategies, and business-to-business relations. Morange Design has experience in the areas of website development, promotion and e-commerce implementation. With strategic partners in the areas of database design, ISP providers and internet marketing, Morange Design has positioned themselves to provide solutions on the internet. With a seamless and cohesive transition from traditional media to multi-media, Morange Design can help companies implement design as a business strategy. Morange Design believes creativity, innovation and excitement are key elements that every business needs and must have to grow and prosper continuously. Morange Design provides a fresh, imaginative and unique approach to business products and services. We have the ability to plan and execute projects of any scope, from short and simple ads to comprehensive campaigns all with the clients stated goals in mind. Our success, like our clients, is based on looking at the big picture. Morange Design has provided clients large and small with comprehensive strategic marketing assistance based on realistic goals and practical assistance. By bringing a unique combination of creativity and business-acumen to the client-designer relationship, Morange Design is singularly positioned to help clients achieve their corporate goals through the strategic use of graphic design. D. Staffing Plan and Head Count

The Company presently has eleven employees, comprised of four management executives and seven support and administration. Upon receipt of initial funding, the company will begin to recruit executive staff. Initial Executive staffing levels are projected at 50 persons. The largest staffing requirement will be for the Res-Q Command Center personnel. The company plans, to employ around 150 of these individuals to be trained to monitor Res-Q customer calls on a 24/7 basis. This means that there will be approximately 40 tracker-locators per 8-hour shift. E. Facilities and Administration Plan

The principal executive office of the company is located at 3200 N. Central Avenue, Suite 1990, Phoenix, Arizona. Our command center will be complete within 90 days of which we will house all sales, marketing and customer service employees within this location. F. Incentive Compensation Plan

As the company grows, management intends to develop an Incentive Compensation Plan to motivate and reward loyal and productive employees. The company plans to reserve a rolling 10% of the companys stock to make available to employees through the Incentive Compensation Plan. Most recent technology companies have had excellent success with similar plans; in fact, it is difficult to attract capable employees into high-tech companies in the current market without sufficient Incentive Compensation plans. G. Corporate Governance

International Global Positioning intends to implement appropriate measures to comply, so far as is practicable, with a Code of Best Practice and is committed to operating the Company in accordance with the strictest standards of Corporate Governance. Management is determined to ensure that the financial performance of the Company is properly reported on and monitored and that internal control systems related to financial reports and accounts is of the highest standard

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V. A.

CAPITAL REQUIREMENTS Phasing Limited Funding

International Global Positioning, Inc., a Nevada Corporation (the Company) is hereby offering pursuant to Rule 506 of Regulation D of the Securities Act of 1933. Shares of the Common Stock (the Common Stock), $.001 par value, of the Company (the Shares) are offered in two phases. The first phase is for 2,000,000 shares at the price of $1.50 per share and the second phase is for 2,000,000 shares for the price of $2.00 per share. Together with each share of Common Stock purchased, the purchaser shall receive a warrant to purchase two additional shares of Common Stock at the price at which the original purchase of Common Stock was made. The warrants may be exercised at any time until one year from their date of issuance, the Expiration Date. In the event the company needs to raise additional equity it will offer additional shares of Common stock at a price to be determined per share. Following the initial capital raise, the company expects to finance its growth through internally generated funds, future securities offerings, excess working capital and possible borrowings. At such time as the company becomes listed and its shares are traded on a registered exchange, the company may access the public capital markets through a Secondary Offering. These proceeds would be used to fuel growth and expansion. B. Use of Proceeds

Use of Proceeds schedule to be supplied upon request. The financial projections of the Company are best illustrated in the attached detailed exhibit A, which includes income and expense projections, salaries and consultant fees, and estimated sales by market and costs thereof. C. Investment Proposal Limited Funding

Shares of the Common Stock (the Common Stock), $.001 par value, of the Company (the Shares) are offered in two phases. The first phase is for 2,000,000 shares at the price of $1.50 per share and the second phase is for 2,000,000 shares for the price of $2.00 per share. Together with each share of Common Stock purchased, the purchaser shall receive a warrant to purchase two additional shares of Common Stock at the price at which the original purchase of Common Stock was made. The warrants may be exercised at any time until one year from their date of issuance, the Expiration Date. This represents, if all 4,000,000 shares are subscribed, sixteen percent (16%) of the issued and outstanding stock. D. Exit Strategy

IGPs management plans to take the Company public as soon as management is confident that the Company has attained an appropriate amount of growth. Management believes this strategy can begin by the end of 2001. Management also believes that as the company becomes successful, it is possible that another company positioned in the GPS consumer devices industry or a company seeking to expand its service contracts will place an offer for the shares of IGP.

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