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The attached image is of a recent M&A survey of more than 1,000 corporate executives by Deloitte, one of the worlds leading audit & assurance, consulting, tax, and risk and financial advisory firms. The survey focuses on expected trends in the world of Mergers and Acquisitions during 2018.

On page 7 (image below) there is a ranking by the respondents of Strategic Drivers for this year. In ranking order from highest to lowest, these trends are Technology acquisition, Expanding the customer base, Expanding the diversity of products and services, Digital strategy and Talent acquisition.

Pick one of the areas that you feel is most important give and briefly explain why you feel that will be the most important strategic driver.

The slts of the d M&A trans 2213 Strategic drivers Deal SuccesS and the emergence of new diagnostic tools 20% 1996 16% 12% 096 Compsni6s and private equity rm8appesr to be gatting better at achieving their goals for their deals. There continues to be a detresse in respondents who say that a majority ho saya Digital trategy those majority of diveexidy not gonerated of their deals fall short of expectation8. Overall, only 1 in 13 respondents say that more than haif their deals did not deliver the return on investment they had anticipated Thet isunchanged from th6 10 percent level a year 800, but igniEcantly down tram the 40 percent who said morethan half their desls did nat deliver back in our spring 2018 survey Acquiring tethnalogy assets now ranks number one as a strategic driver of M&A deals. Twenty percent cite the atquiaition of tethnology 988818 88 the principal resecn behind deals, up fram 6 percent in the spring of 2016. Expanding customer b8888 in existing markets, and adding to product oCerings or diversifying servikes, rank as the next two strategic imperatives Among corporate respondents, 12 percen: said that more than half their deals did not meet expectstions, down from 40 percen: back in the spring 2016 aurvey. For privste equity respondents, only 6 percent seld deals diont deiver as anticipated,down from 54 percent lest spring. 12% Two ather notable drivers th at corporate respondents cite as a rationale behind dealmaking are: Asimiar proportion (11 percentaf respondents say they are not sure ther deals are meeting or exxeeding expectations. And it is important to note that more than hait (55 percent)o all respondents say that up to a quarter of al deals fell short of meeting or exteeding expectstions. 1. Digital strategy, a new response option for what is driving deals ranked number four in importance, with 12 percent citing it as the most important driver 2. Talent acquisition has more than doubled in importance from the spring of 2016, growing from 4 to 9 percent. What's less important? There continues to be less emphasis on oblaining bargain priced aesete, wilh only 6 percent of respondents iting this as the most important driver Entry into new geographic markets remained the same at 11 percent. The slts of the d M&A trans 2213 Strategic drivers Deal SuccesS and the emergence of new diagnostic tools 20% 1996 16% 12% 096 Compsni6s and private equity rm8appesr to be gatting better at achieving their goals for their deals. There continues to be a detresse in respondents who say that a majority ho saya Digital trategy those majority of diveexidy not gonerated of their deals fall short of expectation8. Overall, only 1 in 13 respondents say that more than haif their deals did not deliver the return on investment they had anticipated Thet isunchanged from th6 10 percent level a year 800, but igniEcantly down tram the 40 percent who said morethan half their desls did nat deliver back in our spring 2018 survey Acquiring tethnalogy assets now ranks number one as a strategic driver of M&A deals. Twenty percent cite the atquiaition of tethnology 988818 88 the principal resecn behind deals, up fram 6 percent in the spring of 2016. Expanding customer b8888 in existing markets, and adding to product oCerings or diversifying servikes, rank as the next two strategic imperatives Among corporate respondents, 12 percen: said that more than half their deals did not meet expectstions, down from 40 percen: back in the spring 2016 aurvey. For privste equity respondents, only 6 percent seld deals diont deiver as anticipated,down from 54 percent lest spring. 12% Two ather notable drivers th at corporate respondents cite as a rationale behind dealmaking are: Asimiar proportion (11 percentaf respondents say they are not sure ther deals are meeting or exxeeding expectations. And it is important to note that more than hait (55 percent)o all respondents say that up to a quarter of al deals fell short of meeting or exteeding expectstions. 1. Digital strategy, a new response option for what is driving deals ranked number four in importance, with 12 percent citing it as the most important driver 2. Talent acquisition has more than doubled in importance from the spring of 2016, growing from 4 to 9 percent. What's less important? There continues to be less emphasis on oblaining bargain priced aesete, wilh only 6 percent of respondents iting this as the most important driver Entry into new geographic markets remained the same at 11 percent

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