Exhibit 1: US Commercial Product Line Sales

Exhibit 1exhibit 1 Us Commercial Product Line Salesproduct Lineus

Exhibit 1exhibit 1 Us Commercial Product Line Salesproduct Lineus

Exhibit 1 Exhibit 1: US Commercial Product Line Sales Product Line U.S. 2011 Sales GM Percent U.S. 2011 Gross Margin U.S. 2102 Forecasted Sales U.S. 1st Half 2012 Forecasted Sales U.S.1st Half 2012 Actual Sales New England District 2011 Sales Product Cardio $ 84,870,% $ 34,796,700 $ 96,751,800 $ 43,538,310 $ 43,449,600 $ 3,009,051 Strength $ 46,125,% $ 14,298,750 $ 50,737,500 $ 24,354,000 $ 22,450,000 $ 2,581,354 Technology $ 35,055,% $ 13,320,900 $ 40,313,250 $ 20,156,625 $ 21,984,300 $ 2,211,506 Small Exercise Equipment $ 18,450,% $ 5,904,000 $ 19,557,000 $ 7,822,800 $ 9,905,269 $ 1,681,389 Total $ 184,500,% $ 68,320,350 $ 207,359,550 $ 95,871,735 $ 97,789,169 $ 9,483,300 Exhibit 3 Exhibit 3: 2011 Commercial Sales by Individual - New England District Product Ellis Barrow Hammond Foster Gibbons Concetta Avery Total Cardio $ 716,937 $ 409,679 $ 531,065 $ 469,423 $ 398,299 $ 324,329 $ 159,319 $ 3,009,051 Strength $ 418,214 $ 580,378 $ 379,332 $ 412,524 $ 411,575 $ 213,374 $ 165,958 $ 2,581,354 Technology $ 617,363 $ 204,839 $ 348,985 $ 398,299 $ 318,639 $ 170,699 $ 152,681 $ 2,211,506 Small Exercise Equipment $ 238,979 $ 512,098 $ 257,946 $ 142,250 $ 199,149 $ 145,094 $ 185,873 $ 1,681,389 Total $ 1,991,493 $ 1,706,994 $ 1,517,328 $ 1,422,495 $ 1,327,662 $ 853,497 $ 663,831 $ 9,483,300 Exhibit 4 Exhibit 4: Individual Sales Performance - New England District, 2011 Salesperson 2011 Sales % of District 2012 District H1 Sales % of District 2011 Active Accounts 2011 Calls per year Ellis $ 1,991,% $ 896,% Barrow $ 1,706,% $ 819,% ,370 Hammond $ 1,517,% $ 728,% ,400 Foster $ 1,422,% $ 568,% Gibbons $ 1,327,% $ 597,% Concetta $ 853,% $ 460,% Avery $ 663,% $ 385,% ,158 TOTAL $ 9,483,300 $ 4,456,,,435 Active accounts placed orders within the past year Exhibit 5 Exhibit 5 - Individual Compensation and Expenses, New England District, 2011 Salesperson Salary Commissions Total Compensation Expenses Total Compensation and Expenses Ellis $ 93,753 $ 76,707 $ 170,460 $ 14,800 $ 185,260 Barrow $ 57,630 $ 55,370 $ 113,000 $ 23,900 $ 168,586 Hammond $ 54,808 $ 50,592 $ 105,400 $ 17,918 $ 135,290 Foster $ 48,807 $ 46,893 $ 95,700 $ 27,753 $ 123,453 Gibbons $ 48,600 $ 32,400 $ 81,000 $ 10,500 $ 91,500 Concetta $ 32,960 $ 31,040 $ 64,000 $ 31,700 $ 95,700 Avery $ 30,274 $ 27,946 $ 58,220 $ 29,400 $ 87,620 Total $ 366,832 $ 320,948 $ 687,780 $ 155,971 $ 843,751 Exhibit 6 Exhibit 6: Description of Assigned Territories - New England District Salesperson State Area Covered # of Potential Accts Commercial Buying Power Index Estimated Regional Population (000) Land Area Ellis MA Boston suburbs: Northern/Western/Southwestern .27 3,,700 Barrow CT Entire state .80 2,,543 Hammond MA City of Boston & South Shore .8 4, Foster NH Entire state .97 1,,350 Gibbons MA/RI Eastern MA/Rhode Island .63 1,,817 Concetta MA/VT Western Part MA, Entire State of VT .08 1,,212 Avery ME Entire state .,385 Total 3,.,,207 Average per sales person .07 2,,601 Sales Growth US, Reg, District StepSmart U.S.

Commercial Sales History US Region District 2009 $ 149,628,483 $ 58,886,424 $ 8,369, $ 164,292,075 $ 66,188,341 $ 8,954, $ 184,500,000 $ 73,800,000 $ 9,483,300 Buying Power Index Territory Buying Power Actual % of 2011 Sales Ellis Boston suburbs 1.27 1.08% Barrow CT 1.8 1.08% Hammond City of Boston 0.8 0.82% Foster NH 0.97 0.77% Gibbons Eastern MA and RI 0.63 0.72% Concetta VT and Western MA 1.08 0.46% Avery ME 0.94 0.36% TOTAL 7.49 5.29% TN - 3 TN - 3: INPUT PERFORMANCE MEASURES Number of Calls 2011 # Potential Accounts Calls Per # of Potential Accounts Ellis .97 Barrow 1,.66 Hammond 1,.60 Foster .90 Gibbons .12 Concetta .37 Avery 1,.07 Total 7,.27 Average 1,.53 TN-4 TN-4: Output Performance Measures Total Sales Gross Margin Gross Margin% Active Accouts Ellis $1,991,493 $734,.9% 215 Barrow $1,706,994 $589,.5% 275 Hammond $1,517,328 $550,.3% 230 Foser $1,422,495 $517,.4% 230 Gibbons $1,327,662 $475,.8% 140 Concetta $853,497 $310,.4% 210 Avery $663,831 $234,.3% 304 Total $9,483,300 $3,412,.0% 1604 Average $1,354,757 $487,.0% 229 TN-5 TN-5: Output Adjusted for Expenses Total Expense Total Sales Expense as % of Sales Gross Margin Expenses Net Margin Calls $/Sales Call Ellis $185,260 $1,991,.30% $734,.2% $185,260 $549, $2,399 Barrow $136,900 $1,706,.02% $589,.6% $136,900 $452, $1,246 Hammond $123,318 $1,517,.13% $550,.4% $123,318 $427, $1,084 Foster $123,453 $1,422,.68% $517,.2% $123,453 $393, $1,577 Gibbons $91,500 $1,327,.89% $475,.8% $91,500 $384, $1,390 Concetta $95,700 $853,.21% $310,.4% $95,700 $214, $1,041 Avery $87,620 $663,.20% $234,.3% $87,620 $146, $573 Total $843,751 $9,483,.90% $3,412,347 $843,751 $2,568, $1,275 Average $120,536 $1,354,.90% $487,478 $120,536 $366, $1,276 TN-6 TN-6: Output Adjusted for Territory Actual Sales Territory Revenue Goal (using BPI as basis for calculation) % of BPI Territory Revenue Goal Achieved % Active Accounts in Territory Actual Sales $ per Number of Potential Accounts Actual Sales $ per Number of Active Accounts Ellis $ 1,991,493 $ 2,343,% 51% $ 4,730 $ 9,263 Barrow $ 1,706,994 $ 3,321,% 53% $ 3,315 $ 6,207 Hammond $ 1,517,328 $ 1,476,% 92% $ 6,069 $ 6,597 Foster $ 1,422,495 $ 1,789,% 48% $ 2,995 $ 6,185 Gibbons $ 1,327,662 $ 1,162,% 31% $ 2,950 $ 9,483 Concetta $ 853,497 $ 1,992,% 35% $ 1,422 $ 4,064 Avery $ 663,831 $ 1,734,% 54% $ 1,185 $ 2,184 Total $ 9,483,300 $ 13,819,% Average $ 1,354,757 $ 1,974,% 52% $ 3,238 $ 6,283 TN-7 TN-7: Territory/Account Description Territory Revenue Goal (using BPI as basis for calculation) BPI Revenue Goal Per Potential Account Number of Potential Accounts per 10 Square Miles BPI Revenue Goal Per Square Mile Ellis $ 2,343,150 $ 5,.48 $ 1,378 Barrow $ 3,321,000 $ 6,.93 $ 599 Hammond $ 1,476,000 $ 5,.50 $ 7,380 Foster $ 1,789,650 $ 3,.51 $ 191 Gibbons $ 1,162,350 $ 2,.60 $ 413 Concetta $ 1,992,600 $ 3,.49 $ 163 Avery $ 1,734,300 $ 3,.16 $ 49 Average $ 1,974,150 $ 4,.67 $ 1,453 TN-8 Calls/Potential Account Actual Sales/Potential Accounts Ellis 1.97 $ 4,730.39 Barrow 2.66 $ 3,314.55 Hammond 5.60 $ 6,069.31 Foster 1.90 $ 2,994.73 Gibbons 2.12 $ 2,950.36 Concetta 1.37 $ 1,422.50 Avery 2.07 $ 1,185.41 Shows more calls --> higher sales/account Actual Sales/Potential Accounts 1...6 1...........

TN-9 TN-9:Deployment Graph Sales Potential % Penetration Ellis $ 2,343,150.% Barrow $ 3,321,000.% Hammond $ 1,476,000.% Foster $ 1,789,650.% Gibbons $ 1,162,350.% Concetta $ 1,992,600.% Avery $ 1,734,300.% Penetration vs. Potential % Penetration .....92 0...35 0. TN-13 TN-13: Compensation Analysis Salary Commission Salary/.Total Compensation Calls Made Compensation/call Gross Margin Compensation/Gross Margin Ellis $93,753 $76,% 830 $205.37 $734,.2% Barrow $57,630 $55,% 1370 $82.48 $589,.2% Hammond $54,808 $50,% 1400 $75.29 $550,.1% Foster $48,807 $46,% 902 $106.10 $517,.5% Gibbons $48,600 $32,% 955 $84.82 $475,.0% Concetta $32,960 $31,% 820 $78.05 $310,.6% Avery $30,274 $27,% 1158 $50.28 $234,.9% Total $366,832 $320,% 7435 $92.51 $3,412,.2% Average $52,405 $45,% 1062 $92.51 $487,.2% Blank Ellis 85% Barrow 51% Hammond 103% Foster 79% Gibbons 114% Concetta 43% Avery 38% 73% Unit 1: Discussion Directions Post your initial two (2) responses to topics below.

Respond an additional three (3) times, with at least two responses to peer postings. There are a total of five (5) posts that are required per week. Initial Discussion Responses - Respond to two (2) discussion topics below by Thursday, 11:59 pm CT. Initial responses MUST be in separate posts. This allows classmates to respond to individual questions and ensures accurate post count each week.

DO NOT answer two distinct discussion questions in one post. Responses to Peers/Topic - Complete three (3) response posts as prescribed below by Sunday, 11:59 pm CT. Two (2) posts that interact with a classmate’s post with originality and thoroughness One (1) additional post that will be the students’ option. The options are: One (1) additional post to a discussion question, or One (1) additional peer response, or The student may choose to post a question that they have concerning the topic. This option will promote a “classroom†environment where student’s may ask general questions and seek peer responses.

At the discretion of the instructor, points will be taken off any response that does not fulfill all of these goals. Late points will be deducted according to the standard late submission policy. See the grading rubric for details on complete response requirements. Due Date First post due 11:59 p.m., Thursday, CT. Respond to two or more classmates by 11:59 p.m., Sunday, CT.

Topics Define quality. Who determines quality? What perspective(s) support your definition of quality? How? What is a quality system?

How is it important to an organization? Of Deming’s 14 points, pick two and discuss their importance to quality and a quality system. Of the philosophies presented which one do you believe is more important in today’s business environment. Why?