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All-round Services Mainte- nance Call Center Technical Support Strategy Consultation Business Consultation Implemen- tation Training Innovation Steady-increasing Business Experience Center SOA Structure SaaS Case Marketing Collaborative Marketing Integrated Platform Scenario Marketing Innovative Marketing Mode Innovative Product Mode Section 4 Financial Analysis EBITDA CAGR:108.2% HKD’000 HKD’000 HKD’000 CAGR:112.3% CAGR:80.8% Gross Profit Sales Turnover HKD’000 CAGR:34.5% Net Profit Strong Financial Performance Source Software Professional Service Maintenance Fee Hardware Total revenue ratio revenue ratio revenue ratio revenue ratio revenue ratio 2006 3,276.21 25.19% 7,119.48 54.74% 1,114.61 8.57% 1,495.69 11.50% 13,006 100% 2007 60,421.95 72.64% 19,755.25 23.75% 1,330.88 1.60% 1,671.92 2.01% 83.180 100% 2008 35,494.72 28.13% 26,775.61 21.22% 4,138,74 3.28% 59,771.94 47.37% 126,181 100% 2009 82,555.92 54.79% 58,690.40 38.95% 3,363.29 2.23% 6,071.25 4.03% 150,684 100% Industry Energy Food Beverage Shopping Mall Department Store Supermarket Convenient Shop Specialty Chain Stores Total revenue ratio revenue ratio revenue ratio revenue ratio revenue ratio revenue ratio 2008 52,352.5 41.49% 3,003.11 2.38% 5,993.6 4.75% 50,762.62 40.23% 14,069.19 11.15% 126,181 100% 2009 127,272.73 84.46% 3,036.68 2.02% 1,633.25 1.08% 1,367.37 0.91% 17,373.81 11.53% 150,684 100% Other Financial Figures Sales Trends of Business Sectors HKD’0,000,000 Retail Business Modes Extended Retail Service(e.g. Energy） Section 5 Future Strategy Profit Transformation -Strategy change for Rinpak Self-developing Enterprise Increasing profit through self-developing products General Agent Increasing profit as product agent Service-Oriented Enterprise Increasing profit through Consultation and professional services Integrated System Provider - Increasing profit by outsourcing Implementation and service Low Value-added High Value-added Medium Value-ad