Ann: Fourth Quarter Update, page-11

Questions to ask Yowie group Board and management to understand the drivers of Yowie historical performance: 1-How has Yowie base brand performed in units, sales, and margin over the last 3 years? 2-How has ACV by trade channel (52 wks.) vs. previous 2 years in units and value according to Nielsen? Please break down the results as per previous Board presentations i.e. (Walmart, Convenience, Food, etc.) Please also include average net selling price by channel for each year. 3-What was the net incremental impact for the year of the Discovery world, Yowie Tube, Travel retail sales, Canada market sales, UK market. Sales, Yowie Books, and Australia full year sales? What percentages of total sales for the month of June 2018 and for the quarter were shipped to customers during the last two weeks of the year? What special discount/incentive (if any) was given to customers during this period? What was the net price and profits for these customers vs. prior years? 4-How many trips during the year did each of the current Board member took to all key priority markets to understand market issues and opportunities? 5-What as the net dollar value benefit of the organizational changes (Implemented during the year of planned for next year) that essentially reverted the previous Board increase in overhead expense with the appointment of a new Global CEO (Estimated at $1 million+ per year), Global COO (Estimated at $900K+ per year), Global CMO (Estimated at $400K+ per year), new Hong Kong Office and a new travel retail sales representative (Estimated at $300K+ per year)? What results were specifically delivered by each of these new hires for the Global expansion INCREASED SALES AND PROFITABILITY of the Yowie brand? 6-In which Trade shows did Yowie management participate during the past year, what was the cost, and what were the incremental sales, delivered? 7-After all investments in marketing during the last 2 years, how has measured brand awareness trial and loyalty improved? Please provide a reputable 3rd party supplier assessment (independent of the agency or provider doing the work). 8-What were the Gross sales, Net Sales, margin, and net profitability for each of the core markets i.e. Australia, US, Travel retail, and Canada markets for the last 3 years? 9-What are the sales by distributor by core market for the last 3 years? 10-Please provide an update of the 15,000 new stores projected for the year (Excluding seven eleven new stores which were not included in the original list provided below) NEW YOWIE GROUP BOARD –NEW ACCOUNTS CLAIMED FOR Q3 AND Q4 (As per Chairman Louis Carroll Announcement of October 2017) Bed bath and beyond 1500 stores Loves 430 stores Albertsons 2200 stores Wakefern 250 stores 5 Below 570 stores Target 1800 stores Circle K 3300 stores Speedway 2700 stores Michaels 1200 stores Sunoco 1500 stores AMPM 970 stores. 11-Yowie Board had estimated the US market opportunity in over $2b dollars (according to past AGM presentation documents). What is your current estimate for each core market given the new competitive entries? Please provide rationale for any variance 12-Based on previous Board AGM presentation data, Yowie delivered 65M units in Sales ($100million in retail Sales) in Australia during the first year of launch in 1995. What drove the significant difference in performance, what is your estimated potential for Yowie in the Australian market for the next year and what specific plans do you have to maximize the market potential? 13-Please provide a summary Top 5 risks and opportunities for the Yowie business, and what are your specific plans to address them? 14-Please provide a summary of inventory write offs, donation(s), including rationale for the expense for each of the last 3 years. In essence the results ANNOUNCED TODAY are lower than last year with significant lower margins even with a new Brand, bigger advertising budget, several new markets incremental impact , new books, new webisodes and claimed incremental distribution and market share. THESE RESULTS DO NOT ADD UP AND SOMEONE SHOULD BE ACCOUNTABLE FOR THE POOR PERFORMANCE!