SEC Filing | NCR VOYIX

NCR CORPORATION

Date: November 16, 2010

/s/ Robert Fishman

Robert Fishman

Senior Vice President and Chief Financial Officer

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Current Report

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT

Pursuant to Section 13 or 15(d) of the

Securities Exchange Act of 1934

Date of Report (date of earliest event reported): November 15, 2010

NCR CORPORATION

(Exact name of registrant as specified in its charter)

Commission File Number 001-00395

Maryland

31-0387920

(State or other jurisdiction of

incorporation or organization)

(I.R.S. Employer

Identification No.)

3097 Satellite Boulevard

Duluth, Georgia 30096

(Address of principal executive offices and zip code)

Registrant’s telephone number, including area code: (937) 445-5000

N/A

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2 below):

¨	Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

¨	Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

¨	Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

¨	Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Item 7.01

Regulation FD Disclosure.

Members of the executive team of NCR Corporation (the “Company”) today will make presentations to attendees of the Company’s 2010 Analyst Day regarding, among other things, the Company’s business strategy, lines of business and long-term outlook. A copy of materials to be used in conjunction with the presentations is included as Exhibit 99.1 hereto. The presentation materials and a live audio webcast also will be made available through the Investor Relations page of the Company website (www.ncr.com).

On November 15, 2010, the Company issued a press release regarding its 2010 Analyst Day. A copy of the press release is included as Exhibit 99.2 hereto.

The information contained in this Current Report on Form 8-K, including Exhibit 99.1 and 99.2, is furnished pursuant to Item 7.01 of Form 8-K and shall not be deemed to be “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended, or otherwise subject to the liabilities of that section, nor shall it be deemed incorporated by reference in any filing under the Securities Act of 1933, as amended, or the Securities Exchange Act of 1934, as amended, except as shall be expressly stated by specific reference in such filing.

Item 9.01

Financial Statements and Exhibits.

(d) Exhibits:

The following exhibit is attached with this current report on Form 8-K:


Exhibit No.		Description

99.1		Presentation Materials of the Company, dated November 16, 2010

99.2		Press release of the Company, dated November 15, 2010

-2-

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.

-3-

Index to Exhibits


Exhibit No.		Description

99.1		Presentation Materials of the Company, dated November 16, 2010

99.2		Press release of the Company, dated November 15, 2010

-4-

Presentation Materials, dated November 16, 2010

Analyst Day

November 16, 2010

New York Stock Exchange

Gavin Bell

VP, Investor Relations

Exhibit 99.1

NCR Confidential

Note to Investors

Comments made during this event and in the related presentation materials may include forward-

looking statements under the Private Securities Litigation Reform Act of 1995. These forward-looking

statements are based on current expectations and assumptions, and are subject to a number of risks

and uncertainties that could cause actual results to vary materially. These risks and uncertainties are

detailed from time to time in NCR’s SEC reports, including, but not limited to, Forms 10-Q, 10-K, 8-K

and NCR’s annual report to shareholders. Statements made during this event and in the related

presentation materials are made only as of the date of this event, and NCR does not undertake any

obligation to publicly update or revise any such statements, whether as a result of new information,

future events or otherwise.

While NCR reports its results in accordance with generally accepted accounting principles in the

United States, or GAAP, in an effort to provide additional useful information regarding NCR’s financial

results, certain materials presented during this event will include non-GAAP measures. NCR’s

management evaluates NCR’s results excluding certain items, such as pension expense, to assess

the company’s financial performance, and believes this information is useful for investors because it

provides a more complete understanding of NCR’s underlying operational performance, as well as

consistency and comparability with past reports of financial results. In addition, management uses

earnings per share excluding these items to manage and determine effectiveness of its business

managers and as a basis for incentive compensation. The non-GAAP measures presented during this

event should not be considered as substitutes for, or superior to, results determined in accordance

with GAAP. A reconciliation of these non-GAAP measures to comparable GAAP measures and other

related information is included in the portion of these presentation materials entitled “Non-GAAP

Supplementary Materials” and is available on the Investor Relations page of NCR’s website at

www.ncr.com. Descriptions of many of these non-GAAP measures, including free cash flow, also are

included in NCR’s SEC reports.

These charts and the associated remarks are integrally related and are intended to be presented and

understood together.

NCR Confidential

Agenda

NCR Business Strategy

Bill Nuti –

Chairman & CEO

ISG Overview

John Bruno –

EVP -

ISG

LoB

Presentations

Michael O’Laughlin –

GM, Financial Services

Mike Webster –

GM, Retail & Hospitality

Chris Askew –

GM, NCR Services

Intermission

LoB

Presentations

Justin Hotard –

GM, Entertainment

Jeff Kao –

GM, Healthcare

John Bruno –

Travel & Gaming

Operations Strategy

Peter Dorsman –

SVP, Operations

NCR Financial Overview

Bob Fishman –

CFO

Audience Q&A

Bill

Nuti

–

Chairman & CEO

NCR Business Strategy

NCR Analyst Day

November 16, 2010

New York Stock Exchange

Bill Nuti

Chairman, CEO & President

Companies that adopt a clear strategic

posture and that invest in becoming

more aware, resilient and flexible

will

be able to outperform those that simply

stay in their bunkers, hoping the world

will return to “normal.”

-McKinsey Quarterly, May 2009

NCR Confidential

NCR is Strong, Growing and an Exciting Company

Revenue Growth

Gross Margin

Expansion

Improving the

customer experience

Today, a consumer connects,

interacts and transacts with

a variety of technology,

much of it from NCR

Did you know:

NCR enables over 245M

transactions a day globally

Key Take Aways

•

NCR is well positioned

•

Transformation has gone better

than expected

•

Our outlook is balanced

•

The market is coming

toward us

NCR Confidential

Achieved many of the

productivity gains

in this space.

1970

Over the Past 40 Years, Technology has been used to

Streamline the “Back Office”

to Increase Productivity

Manually process:

Reports

Accounting

Inventory

Payroll

Software processes:

ERP implemented broadly

Data mining mature

High speed networks in place

Storage/Virtualization

Today

Data storage

Process Orders

Back office

run…

Network

Software Apps

NCR Confidential

Savings for each tax

return filed electronically

Savings per transaction

when checking in

at a kiosk

vs. an agent

$2.86

$2.15

…are in the “Front Office”

Savings per transaction

when using an intelligent

deposit ATM vs. going into

the bank branch

$4.25

$0.40

$3.85

The Next Generation of Productivity Gains

Source: ITIF

APRIL 2010 •

DANIEL CASTRO,

ROBERT ATKINSON and STEPHEN EZELL

NCR Confidential

Self-Service has been Evolving for Decades…

Three Forces of Change: Productivity, Technology and The Consumer

1958

First self-

service

gas station

opens in

Omaha,

Nebraska

1916

Piggly Wiggly

opens first

self-service

grocery store

1888

Automatic dialing

allows people to

place calls

themselves

1953

By 1962,

automatic

elevators had

replaced 4000

operators in NYC

1920

First soda

vending machine

replaces soda shop

drugstores

1962

Hard to find pin

boys are replaced

with pinspotting

machines

NCR Confidential

Financial

Retail

Hospitality

Entertainment

Travel

Healthcare

The Growth of Self-Service Business Models is

Accelerating

NCR Confidential

The Rapidly-Changing Consumer

Less Loyal

Digitally Enabled

Time Starved

Social

Networking

Mobile

Applications

Self-service is one of the key characteristics of digital

natives, and with advances in communication

technologies and a variety of end-user devices to

access information,

self-service enables the "pull"

of information anywhere, anytime, anyplace on

any device.

Gartner Industry Research

13 September 2007

2012: The Store of the Digital Native

of retailers measuring multichannel

customer profitability say…

these shoppers are more profitable than

single channel shoppers.

88%

RSR Research, July 2010

NCR Confidential

In 2010, self-service kiosk transactions in

North America are expected to total $740

billion

and will likely reach $1.1 trillion by

2014.

2 out of 3

U.S. consumers would

prefer to use a kiosk

at quick-service

billion global ATM

transactions annually

40%

Self checkout reduces

wait time by 40%

Source: ITIF

APRIL 2010 •

DANIEL CASTRO, ROBERT

ATKINSON and STEPHEN EZELL

Self-Services Delivers Higher Productivity and Delights the

Consumer

Over 1.8 million ATMs are in

operation in virtually every

country

2010

Source: RBR 2010 Global ATM Report

Source: IHL Research, North

American Kiosk Study, 2010

NCR Confidential

This Phenomenon Comes Together in All Industries

46% of people say transaction methods are the single

most important element in customer satisfaction

J. D. Power and Associates

Bank of America

Chase

Chase/iPhone

“Imagine what could

happen if these channels

were converged”

NCR Confidential

Self-Service is a Growth Market

“Our strategy is to expand our available market”

NCR Addressable Market

2010 -

2013

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

2010

2011

2012

2013

ATMs

Banking multichannel sw

TCR/TACR

Financial kiosks

Self Checkout

C-tailing software

Digital Signage

Retail kiosks

Travel kiosks

Travel mobile

Healthcare kiosks & portals

DVD kiosk rentals

Services-financial

Services -retail

Services-

travel

Services -others

$11.7B

$12.8B

$13.9B

$14.8B

NCR Confidential

But There are Broader Market Trends we will Leverage

It is estimated that by 2011, more than

500 million mobile devices will

have integrated near-field

communications, making mobile

communications an even more

integral part of how businesses connect

and interact with their customers.

-ABI Research

10X more mobile internet devices

than desktop computers are expected

6 million

m-payment

subscribers

in Kenya

7.2 million

m-payment subscribers

in Philippines

Source: ITIF

APRIL 2010 •

DANIEL CASTRO, ROBERT

ATKINSON and STEPHEN EZELL

40% of the

Global population

lives on less

than $2.50/day

10 million unbanked

in the US alone

Source: World Bank

NCR Confidential

Next generation manufacturing,

CRVE, PLM, CI

Our Multi-phase Transformation Towards Sustainable

Revenue Growth and Improved Margins

Phase I

2003

G&A cost

effectiveness

Over $500M of savings to date

2010

2004

2005

2006

2007

2009

2008

Spin-off

Global

Recession

Froze

Pension

Phase III

2011

2012

Return

to growth

Phase II

Building a sustainable

and lasting cost

structure

Period of

rapid growth

Move HQ

and establish

global COEs

BU to LoB

model

Manufacturing

Restructuring

(NEXTGen)

Long-term

growth, margin

expansion

and the leader in

customer loyalty

NCR Confidential

Capable

and

proven

building

best-in-class

cost

structure;

disruptive

gains

productivity

efficiency

are

key

features

Leadership in converged channel innovation

becomes reality

Accelerating

global adoption of self-service

solutions and business models

Expanding

addressable

market

Excellent global balance, innovation and

exceptional talent

NCR: Ready and Executing Phase III

We start with the

end in mind

6-8% CAGR in revenue and 15-20%

NPOI CAGR -

2010 through 2013

“NCR enters the next

phase of our

transformation poised

to deliver profitable

growth, margin

expansion and an

unparalleled customer

experience”

We’re

organized

efficiently

and

have

successfully completed major change programs

NCR Vision and Mission

Leading how the world connects,

interacts

and transacts

with business.

Vision

Provide our customers with the

next generation of productivity

gains

and customer experience

innovation

through our deep

knowledge of the changing global

consumer and technology.

Mission

NCR Confidential

From Vision to Execution: Our Strategy

“Leveraging what is core to NCR”

Financial

Services

Retail and

Hospitality

Trusted Partner to the Customers we Serve

NCR Services

Expand and strengthen

geographic presence and

sales coverage

Penetrate adjacent single

and multichannel self-service

solution segments

NCR BUSINESS SYSTEM DRIVING A CONTINUOUS IMPROVEMENT CULTURE

Highest Productivity –

Most Efficient and Effective –

Best Quality

Design to win

PLM

Lean

Six Sigma

CRVE

Invest in a world-class organization to be the most knowledgeable, well

trained, and have a strong sense of corporate responsibility

EXPAND INTO EMERGING GROWTH INDUSTRIES

Travel and Gaming

Healthcare

Entertainment

Leverage Consumable BU Innovations

Innovation is the Foundation of our Strategy

NCR Confidential

NCR Management Priorities Driving our Global Strategy

Revenue Growth

Focus is on profitable, sustainable

revenue growth

All

industries

play

role;

growing

software

and

services

are

our

top

priorities

Entertainment will contribute significantly in medium

term

Our strategy leads us to 25%+ gross margins over the medium term

We’re aligned on execution…CI, CRVE, PLM, Quality, Innovation, Mix…

Services

will

continue

lead

the

way;

software

mix

will

kick

Gross Margin Expansion

Improving the Customer Experience

Engagement

the

customer

loyalty

survey

process

Focus

customer

advocacy

programs,

i.e.,

CAP

Changing the way we engage the customer, i.e., CE2C

Making

the

customer

our

culture

–

listening

our

customers preserves the health of our business

NCR Confidential

3-Year View for NCR

As we View it Today

Leading Financial Solutions

provider

Leading Retail Solutions

provider

Leader in Hospitality, Travel,

Gaming and Healthcare and

Public Sector Solutions

Converged channel leadership

Leader in Managed Services;

50% recurring revenue

stream

Sustainable, industry-leading

cost structure

Continued significant cash

flow generation

#1 or #2 market share

leader in DVD Kiosk Market

(US & Intl)

Physical DVD rental and

sell-through; digital

download leadership

“Automated Retail”

Market leader in multi-

channel distribution of

digital entertainment media

High growth; significant

EBITDA; positive cash flow

Brand leadership

Under-funded pension

position reduced

Volatility and risk of

current pension asset

allocation significantly

reduced

Good progress towards

pension independence

Core Self-Service

Industries

Entertainment

Operator Model

Pension

Business

John Bruno

Executive Vice President

Technology alone is rarely the key to unlocking economic value:

Companies create real wealth when they combine technology

with new ways of doing business.

Source: MckinseyQuarterly.com

DECEMBER 2007 •

JAMES M. MANYIKA, ROGER P. ROBERTS, AND KARA L. SPRAGUE

At your service every day and around the world

ISG Overview

Analyst Day

November 16, 2010

New York Stock Exchange

NCR Confidential

Hardware enabled and

software-driven business

models are emerging

Consumer demand

is changing

globally

Digitally-empowered consumer

Businesses

are

adapting

Tomorrow Will Require a New Way of Doing Business

It is estimated that by 2011 more than

500

million

mobile devices will have

integrated near-field communications

-ABI Research

Industry

segments are

converging

Customers are

evolving differently

in developed and

emerging markets

NCR Confidential

Stateless Environment:

Software–driven Business Model

Kiosk

Internet

Mobile

assisted-service

Software

Assisted

seamless transition across all

channels

personalized self-service

self-service

NCR Confidential

Presence

Business Model Innovation

C2B

Adapting to consumer preference

and presence

Preference

B2B

B2C

NCR Confidential

Technology

and Services

Innovation

NCR: Industry Solutions Group

Organization and

Process Innovation

Design and Consumer

Experience

Innovation

ISG

Lines of

Business

R&D

Customer and

Professional

Services

Business and

Decision

Support

NCR Confidential

NCR Phase 2: ISG Initiatives

2008

2010

Consolidated R&D:

•

Hardware

•

Software

•

NCR Labs

•

Consumer

Experience & Design

Centers of

Excellence for

Innovation

2009

2011

Last

Analyst

Day

Vertically

Integrated

Functional BU

Model

Decentralized

R&D

Line of Business

Model

•

Focused strategy

•

Industry aligned

•

Cross-functional

leadership

Integrated

Customer

and Professional

Services

Customer Care Centers

Go-to-Market

Model

Separate

Engineering and

Manufacturing

Centers

Lack of Enterprise-wide:

•PLM

•Offer integration

•Marketing

•North America

•Europe

•Asia

•North America

•Europe

•Asia

•Developed markets

•Emerging markets

NCR Confidential

NCR Leadership

Operations

Sales

Human

Resources

Finance

Development and

Realization Services

Travel and

Gaming

Hardware

Engineering

Software

Engineering

Design and

Consumer

Experience

Healthcare

Customer

Services

Corporate

Development

Customer Assurance

Program

Professional

Services

Legal

Consumables

Lines of Business

Research and

Development

Business and

Decision Support

NCR Services

Financial

Services

Entertainment

Retail and

Hospitality

Bill Nuti

Chairman and CEO

Industry

Solutions

Group

NCR Leadership

Operations

Sales

Human

Resources

Finance

Legal

Consumables

Bill Nuti

Chairman and CEO

Industry

Solutions

Group

NCR Confidential

Lines of Business

NCR Services

Research and

Development

Business and

Decisions Support

Financial

Services

Retail and

Hospitality

Entertainment

Travel and

Gaming

Healthcare

Customer

Services

Professional

Services

Hardware

Engineering

Software

Engineering

Design and

Consumer

Experience

Development and

Realization Services

Corporate

Development

Customer Assurance

Program

NCR Confidential

Financial Service Leadership

in banking ATMs for 24 consecutive years

supplier

multivendor

ATM

middleware

applications as recognized by RBR

Michael O’Laughlin

VP and GM

NCR’s Financial line of business is the market leader

in innovation and self-service solutions globally

Did you know?

NCR helps ~600 consumers

interact with their financial

institution every second globally

Source: Global ATM Market and Forecasts to 2015 published by Retail Banking Research (RBR)

and NCR internal analysis

Source: Based on NCR internal analysis and data

NCR Confidential

Retail and Hospitality Leadership

retail

self

checkout

for

seven

consecutive

years

Mike Webster

VP and GM

NCR’s Retail and Hospitality line of business leads the

industry in self-service transactions, and depth of

solution portfolio

Did you know?

~180M

transactions

are

processed

day

using

NCR

POS

technology

and

another

~12.5M

using

self checkout

Source: Based on NCR internal analysis and data

in retail point-of-sale

Source: Based on NCR internal analysis and data

Source: Retail Banking Research, May 2010

NCR Confidential

NCR’s Services business is unmatched in global reach

and capabilities and well positioned to be a sustainable

profitable growth engine for the company

NCR Services Leadership

Chris Askew

SVP

13,000 NCR Service professionals and proactive technologies

Top 10

Support Provider

Top 20

Global Outsourcer

Excalibur Award

for Predictive Services–TAG

HDFC

Tech

Implementation

Award– Asian

Banker

Support

Manage

Innovate

Deploy

Pre-emptive

Strategic Value

Proactive

Predictive

Reactive

NCR Confidential

NCR’s Entertainment continues to grow physical

DVD distribution while building out strategy for

digital download

NCR Entertainment Leadership

Entertainment

DVD kiosk operator in the U.S.

Justin Hotard

VP and GM

Did you know?

NCR DVD kiosks rent on

average 136K movies

per

day in the US and growing

Source: Based on NCR internal analysis and data

NCR Confidential

NCR’s Healthcare business is well positioned for

anticipated customer demands for automation and

self-service

NCR Healthcare Leadership

Jeff Kao

VP and GM

U.S.

hospital

patient

self-check

in for three consecutive years

Primary need for self-service technology

remains in the physician space

1.1B patient check ins at

doctors offices per year

Source: Health, United States, 2007

(US Dept. of Health and Human Services)

US Healthcare

Expenditures: $2.3T

Source:

National

Health

Expediture

Data,

Department

Health

Human

Services

Source: Based on NCR internal analysis and data

$65

$101

$138

$234

$496

$718

$200

$400

$600

$800

Hospitals

Physicians

Drugs

Nursing

Home

Dental

Home Care

alt

NCR Confidential

Did you know?

There

are

195M

passengers

checking in on NCR solutions

NCR Travel well positioned for global expansion

NCR Travel and Gaming Leadership

Theresa Heinz

VP and GM

Five

the

top

six

U.S.

airlines

use NCR self-check-in

80% share in U.S.

Mobile is the next

evolution of self-

service for travel

than

50%

passengers

worldwide want more self-service options

According to the 2009

IATA CATS (Corporate Air Travel Survey)

>50%

Source: Based on passengers as reported by IATA and NCR analysis

Source: Based on NCR internal

analysis and data

Did you know?

NCR leadership

Operations

Sales

Human

Resources

Finance

Legal

Bill Nuti

Chairman and CEO

Industry

Solutions

Group

Lines of Business

NCR Services

Research and

Development

Business and

Decisions Support

Financial

Services

Travel and

Gaming

Customer

Services

Hardware

Engineering

Corporate

Development

Retail and

Hospitality

Healthcare

Professional

Services

Software

Engineering

Customer Assurance

Program

Entertainment

Design and

Consumer

Experience

Development and

Realization Services

NCR Confidential

Consumables

NCR Confidential

In market and relevant to the consumers we serve

(developed and emerging)

Environments

People

•

How

people interact

with machines

Design and Consumer

Experience

•

Physical and

virtual space

conditions

influence

behavior

•

Existing and

emerging tools

Technology

Software

Engineering

Hardware

Engineering

>60%

staff

outside of U.S.

>45%

staff

outside of U.S.

Cross-industry

scalable platforms:

•Common reuse

•Industrial-class

•High-quality

•Low-cost

Cross-industry

scalable platforms:

•Component reuse

•Enterprise-class

•Standards based

•Open architecture

NCR Confidential

Cross-industry scalable hardware platforms

for an emerging world

Entertainment

Retail and Hospitality

Healthcare

Travel and Gaming

Financial Services

NCR Confidential

Proactive

Travel

Management

Cross-industry Scalable Software Platforms

for an Emerging World

Digital Download

e-Commerce

Software as

a Service

(SaaS)

APTRA™

Consumer

Passport REL 1.0.00

NCR APTRA™

Mobile Banking

Online

Text

Mobile Web

Mobile App

Digital Signage

Online and

Mobile Bill Pay

POS and Loyalty

Software

eMarketing

CRM

Integration

NCR Confidential

Intellectual Property

NCR holds nearly

2,400

patents globally

…and nearly 1,500

patent applications

pending globally

•

Two-Sided Thermal technology (2ST™)

•

e-Commerce

•

Electronic shelf labels

•

Electronic signature capture

NCR has several patent licensing programs:

NCR has licensed approximately 80 companies

under its e-Commerce relevant patents

NCR Confidential

NCR is at Your Service Every Day Around the World

Touching more

consumers

Serving more

industries

With more

solutions

In more

countries

Unique

Consumer

Insight

Highly available, secure, converged channel

Cross-industry solutions for the consumer-driven enterprise

Mission-critical hardware and

enterprise-class software

Architected to integrate and scale

NCR Services ensure customer success

Deliver on our partnership promise

Unique Value Proposition

Industry-leading platform portfolio

Unmatched global services capabilities

Michael O’Laughlin

GM, Financial Services

Financial Services Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

At your service every day and around the world

NCR Confidential

Macro Trends create opportunity for NCR

Americas

•

Intelligent deposit

•

Branch transformation

•

Remote data capture

CLA

•

Capitalize on Brazilian

investments to target

new opportunities

•

New Brazil ATM series

•

Intelligent Deposit

•

Service expansion with

Brazil growth

•

Managed services

growth with introduction

of Aptra

Vision

Europe

•

Intelligent deposit

•

Branch transformation

•

Multi channel

Software solutions

•

Financial Kiosk

MEA

•Intelligent Deposit

•Bill payments

•Remittance solutions

•Managed Services

Eastern Europe

•

Bill payment & Financial

Kiosk

•

Intelligent deposit

•

Turkey growing cash

deposit and recycling

•

ATM

penetration

still

below European averages

Asia

•

Cash Dispenser growth in

Southeast Asia

•

China Pocket recycling

•

Multi channel software

solutions

•

Cash deposit growth

•

India outsourcing

potential

NCR Confidential

Markets that will “move the needle”

-5%

0.0%

10%

15%

20%

Install Base End 2010

Size of Circle = Total ATM Shipments 2011-2013

Total shipments: 1,058,240 units

Total base 2010: 2,222,162 units

Install Base CAGR

2011 => 2013

UAE, Serbia

CEE Other, Asia Pac Other,

Kenya, Vietnam, Pakistan

Netherlands, Norway,

Estonia, Denmark

UK, Spain,

Germany,

Canada,

France, Italy

71 largest countries

Source: RBR 2010, NCR

Large

Mature

USA

Japan

S Korea

Emerging

China

India

Russia

Brazil

Iran, Egypt,

Kazakhstan, Nigeria

100,000

200,000

300,000

400,000

500,000

NCR Confidential

Assisted/Branch

ATM/Kiosk

Internet

Mobile

Cx-banking

Drive lower cost

Increase dialogue

Increase response

seamless transition across all

channels

Strategy: Optimizing a Seamless Customer Experience

NCR Confidential

Innovation Drives Leadership

BBVA

APTRA Vision

Scalable Deposit Module

Remote Data Capture

Contactless Card

NCR Confidential

Product Platform Strategy

NCR SelfServ

20 Series

NCR SelfServ

30 Series

Emerging Market Platform

22e

42 Brazil

TCR

Coming Soon

NCR Confidential

Financial Software Strategy

Channel Applications

APTRA AANDC

APTRA Activate

Gasper

APTRA

Cash Connect

APTRA Online

Banking

APTRA Mobile

Banking

Payment

Solutions

Cross Channel Applications

•

APTRA Vision

•

APTRA Scheduler

•

Bill Payment

•

APTRA E-Marketing

•

NCR APTRA Passport

Deployment & Licensing Models

•

Licensed/On-Premise

•

Transaction Based Pricing

•

Hosted/SaaS

Common Platform Components & Technology

NCR Confidential

Service Led Approach to Solutions

Efficient and

proactive

management

system

Optimized

cash

management

system

Optimize self-service channel and

improve customer satisfaction

Best-in-class

operational

model

NCR Services enables seamless, successful

consumer interactions every time

Consultative

Resources for branch

and

process transformation

customer-facing

resources

Consulting

Branch

Transformation design

SaaS

/ Hosting

Operational Help Desk

APTRA Vision

Predictive Incident Management

Account Support, etc

Total Branch Multivendor Support

Annuity On-Site and Depot Maintenance

Transaction and Deployment Services

Technology Refresh

NCR Confidential

Global Leadership

Global

leader

ATM’s

for

the

year

Only self service company in the top 5 of the FinTech

Top 100

(global technology and service providers to the Financial industry)

Global leader in Intelligent deposit

ATM Multivendor Middleware and Applications

Leader in Multivendor Teller Cash Recycler applications

Microsoft Gold certified partner

NCR Confidential

Financial LOB Strategy

Quality

Cost

Reduction

and Value

Engineering

Under-Penetrated Geographies

Adjacent Solutions

Improve

Software

and Services

Mix

PLM

Gross

Margin

Expansion

Develop

Leaders

Engaged

Employees

Continuous

Improvement

Customer

Success

Action Planning

Improving

the

Customer

Experience

Hardware

Software

Self-Service

Services

Revenue

Growth

At your service every day and around the world

Mike Webster

GM, Retail and Hospitality

Retail and Hospitality Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

NCR Confidential

Business Climate

Consumers

–

Global confidence increasing

–

Buying to need and

trading down

–

Social media and mobile enabled

–

Cross channel customers are

significantly more profitable

Retailers

–

Mass merchants have rebounded

faster than food retailers

–

Asia, Eastern Europe lead spend focus for

global retailers

–

Smaller store formats planned for urban, rural

–

Merged channel focused

–

Regulatory changes impact consumer credit,

hiring/healthcare and internet sales

Winners

Laggards

Segments*

Selective segments

rebound as

consumers address

pent up demands.

Favorable 2009

comparisons also in

play.

China +16.6%

Brazil +4.1%

India +4.0%

Australia +2.2%

Japan -1.1%

Italy -1.8%

UK -3.2%

Spain -4.8%

Mexico -6.1%

Russia -7.9%

France +.6%

Canada +.2%

Germany 0%

USA -.6%

Non-store retail +12.1%

Consumer

Electronics +7.3%

Apparel +5.7%

Department Stores +.5%

Supermarkets +1.3%

Leisure +1.5%

Furniture +1.7%

* Kantar Retail US June 2010 Industry Sales Growth: % change year-to-year seasonally adjusted

** Kantar Retail: Inflation-adjusted consumer spending growth in 2009

Foodservice +2.8%

Building Materials &

Hardware

+2.7%

Health & Personal

Care +2.4%

Geographies**

Excepting China,

emerging markets

growth slows, with

Russia as exception.

Mature retail

markets were

challenged.

Winners

Laggards

Segments*

Selective segments

rebound as

consumers address

pent up demands.

Favorable 2009

comparisons also in

play.

China +16.6%

Brazil +4.1%

India +4.0%

Australia +2.2%

Japan -1.1%

Italy -1.8%

UK -3.2%

Spain -4.8%

Mexico -6.1%

Russia -7.9%

France +.6%

Canada +.2%

Germany 0%

USA -.6%

Non-store retail +12.1%

Consumer

Electronics +7.3%

Apparel +5.7%

Department Stores +.5%

Supermarkets +1.3%

Leisure +1.5%

Furniture +1.7%

* Kantar Retail US June 2010 Industry Sales Growth: % change year-to-year seasonally adjusted

** Kantar Retail: Inflation-adjusted consumer spending growth in 2009

Foodservice +2.8%

Building Materials &

Hardware

+2.7%

Health & Personal

Care +2.4%

Geographies**

Excepting China,

emerging markets

growth slows, with

Russia as exception.

Mature retail

markets were

challenged.

NCR Confidential

Market Indicators: Developed and Emerging

North America

Population:

344

World

GDP:

$15.4

27%

World

Consumer

Spending:

2.8

26%

World

Brazil

Population:

201

World

GDP:

$2.0

World

Consumer Spending: $244 B

2% of World

South Africa

Population:

World

GDP:

$505

World

Consumer

Spending:

$62

World

Europe

Population: 725 M

11% 0f World

GDP:

$19.3

34%

World

Consumer

Spending:

$3.6

33% of World

Russia

Population:

139

World

GDP:

$2.1

World

Consumer

Spending:

$292

of World

Australia

Population:

0.3%

World

GDP:

$851

World

Consumer Spending: $185 B

2% of World

Japan

Population:

128

World

GDP:

$4.2

World

Consumer

Spending:

$1.0

% of World

China

Population: 1.3 B

19% 0f World

GDP:

$8.7

15%

World

Consumer Spending: $1.1 T

9% of World

India

Population:

1.2

17%

World

GDP:

$3.6

World

Consumer

Spending:

$228

World

Source:

CIA

Factbook,

Euromonitor

International,

Gartner

Research

NCR Confidential

Y2K

7-year typical life

Market Analysis

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Total Retail Store Automation Market

$21.5B

•

Highly fragmented

•

Growing concentration in Tier I/II

•

Multiple channels of distribution

NCR Share

8.0%

POS Shipments

Economic

Delay

Replacement

Cycle

NCR Confidential

Self Checkout Penetration

NAMER

~ 2.8%

NAMER

~ 2.8%

Japan

.4%

Japan

.4%

Australia

1.5%

Australia

1.5%

Europe

~ 1.0%

Europe

~ 1.0%

Total Market View of Self Checkout as a % of installed base of POS based on market and internal NCR data.

NCR Confidential

Celebrating 126 years of retail experience and innovation!

POS and Loyalty

Software

POS Terminals

and Peripherals

POS Scanners

Self checkout

ATMs and

Service Centers

Entertainment

Solutions

Retail Services

Kiosk and Digital

Signage Solutions

Human Factors

Engineering

eMarketing

Enabling the c-tailing journey

NCR Confidential

Retail & Hospitality Strategy

Quality

Cost

Reduction

and Value

Engineering

Under-Penetrated Geographies

and Segments

Adjacent Solutions

Improve

Software

and Services

Mix

PLM

Gross

Margin

Expansion

Develop

Leaders

Engaged

Employees

Continuous

Improvement

Customer

Success

Action Planning

Improving

the

Customer

Experience

Hardware

Software

Self-Service

Services

Revenue

Growth

Customer Services Strategy

NCR Analyst Day

November 16, 2010

New York Stock Exchange

Chris Askew

SVP Services

At your service every day and around the world

NCR Services well placed to capitalize on Growth

Focused on Revenue growth through Managed Services, Multi-Vendor & Total Premise

* source: Gartner market data, RBR, IDC,NCR Market Research

•

Differentiating via customer experience

•

Increase availability, Reduce Failed Interactions

•

Funding alternative / converging channels

Customer Trends / Challenges...

•

Multi-factor: Industry, Channel, Vendor

•

Global reach: 13,000 NCR certified professionals

•

Global consistency –

Tools, Processes

•

Innovative end-to-end portfolio

The NCR Advantage...

With Innovation validated....

Top 10 Support Provider

Top 20 Global Outsourcer

Excalibur Award for Predictive Services–TAG

HDFC Tech Implementation Award–Asian Banker

NCR Confidential

NCR Confidential

NCR Services Strategy

# 1 in Customer Delight & Service Quality

Expand

Adjacencies

Core Attach

Managed Services

Grow revenue

Adjacencies

Core

Telecom l Total Premise l MS l MV l Support l Attach

Gross Margin Expansion

Defect Reduction

Predictive, Remote Resolve

High to Low Cost

Customer Experience

CE2 Customer Delivery

‘Pulse Check’

Survey

Best of Breed Program

Employee Engagement

Financial •

Retail •

Telecom •

Travel & Gaming •

Healthcare •

Entertainment

MS, MV

Total Premise

Telecom

EMERGING

MARKETS

Growth in Revenue, Gross Margin, Customer Delight & our People

NCR Confidential

Delivering higher value services...more efficiently

Transitioning from break-fix provider to strategic business partner

Gartner, Inc.

Support

Manage

Innovate

Deploy

Gross

Margin

Expansion

Seamless, Successful

Consumer Interactions

Pre-emptive

Strategic Value

Proactive

Predictive

Reactive

NCR Confidential

Service Innovation...Redefining the Customer Experience

Our Reality today….

Failure

Occurs

Notify

Service

Provider

Remote

Diagnose

Dispatch

Travel

to Site

Repair

Close with

Customer

Frequency of Occurrence and Resolution Time

Current Model

Imagine a world where…Predictive drives new levels of availability

The New Service Model

Gather

Detailed Status

info

Fix it Before it

Breaks

Without a Visit

to the Site

Send Right

Skills, Part &

Procedure

Scheduled at a

Low Usage

Time

NCR Confidential

The NCR Services Advantage: The Multi-Factor

Global Capabilities

13k Badged, Certified Professionals

Support

•

2M Points-of-Service

•

12M Incidents / Year

Global Multi-vendor

•

200+ OEM brands

•

Thousands of Products

Global Coverage

•

13 Managed Service Centers

•

90+ Countries

Managed Services

Service Management

Multi-vendor Maintenance

Remote Monitoring

Incident Management

Consumer Help Desk

Technical Help Desk

Media Replenishment

Currency Management

SaaS/Hosting

eCommerce

Solutions

Services Innovation

other

competitor

offers

the

portfolio,

services

intelligence,

and

innovation

provide

seamless

consumer

experience

across

all

channels

Interactive

Insight

•

Improve product quality

•

Drive service delivery

•

Optimize estates

Real-time data monitoring

Dynamic transaction analytics

Predictive Services

Global Processes and Tools Enable Consistency

NCR Confidential

Summary

Profitable

growth

engine

for

NCR

Leverage

solid

foundation

scale

into

Emerging

Markets

Eliminate

defects

across

services

value

chain

for

expansion

Transform

consumer

experience

with

Predictive

Service

Innovation

At your service every day and around the world

Entertainment

Analyst Day

November 16, 2010

New York Stock Exchange

NCR Confidential

Entertainment Market Trends

US rental market shifting in favor of

Self Service

•

Rapid Transition from Bricks and Mortar to Kiosk

•

Continued shift to Mail and Digital

Kiosk market continues to grow rapidly

•

Market potential for up to 100K kiosks

•

$2B-$3B market for Kiosks over next 3-5 years

Multiple opportunities exist

•

Video

Sell

Through

$10B

•

US Video Games -

$30B

•

Global Media Market -

$300B

Source: Adams Media, AMR, PWC, Internal Analysis

3,310

1,213

2,230

3,541

1,373

2,314

950

2,281

2009

2013E

Bricks and Mortar

Subscription

Digital

Kiosk

US Rental Market Forecast (in $m)

7,863

9,349

25%

14%

12%

(22%)

CAGR

NCR Confidential

How we are executing our business

Revenue Growth

•

Focus remains on US and Canada near term

New Offers –

Sell Through, By Mail, Digital

•

Density–

Fewer larger partners / fewer markets

Improving the Customer Experience

•

Improved copy depth due to studio agreements

•

New interaction points –

Online, Social, and Mobile

•

Joint promotion activity with retail partners

Operational Excellence

•

Lean distribution operations

•

Optimized allocation of movies to align supply and

demand

NCR Confidential

Studio & Content Strategy Update

Other

Studios

Direct Relationship with a Day and Date rental test

starting November 30 and a 28-day window on other

titles

Direct Relationship with a Day and Date rental

test in Q1 ‘11 and a 28-day window on other

rentals

Sourcing day and date content test agreements

and ongoing negotiations for long term

agreements

•

Planning a multi-channel day and date test in December with movies not

available at other kiosk and subscription channels

•

Expanding Blu-Ray rollout in Q4 in select markets

NCR Confidential

Enabling the Digital Endpoint

Targeted Digital Offers

to Consumers at the

point of decision

Online and Mobile

Reservations

Digital Delivery via

Flash Memory (future)

SMS and Email

Marketing Campaigns

Platform leverages NCR core technologies and supported by NCR managed services

NCR Confidential

Our Vision for Entertainment –

Get What YOU Want

Targeted Marketing to

Increase Revenue per Customer

Automated Retail Kiosk

•

Rental

•

Sell Through

Pickup selected content

at the store, in the kiosks

At home

•

Rent Online

•

Purchase Online

•

Direct to Home

At Stores

•

Digital Media Filling Station

•

Automated Retail

On the go

"Once I buy, I'm enabled"

•

Rentals and Purchases

•

Portable Digital Viewing

2013E US Market

for Video

Consumption

(Purchase and

Rental) -

$18.7B

NCR Confidential

The NCR Advantage

Market Opportunity

•

Continue to see large market opportunity in US over next 3-5 years

with little risk of digital disruption near term

•

Ability to lead the transition to self-service in the global market for

media consumption

Expansion

•

Up to 10K end points in 2010 with continued build-out in 2011

•

License

use

Blockbuster

brand

the

kiosk

channel

and

Canada

Financials

•

EBITDA break-even in Q4 2010 with a goal of $25M-$35M positive EBITDA in 2011

•

$1B+ revenue opportunity

At your service every day and around the world

Healthcare Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

Jeff Kao

GM Healthcare

NCR Confidential

US Healthcare Market

US Healthcare

$65

$101

$138

$234

$496

$718

$200

$400

$600

$800

Hospitals

Physicians

Drugs

Nursing

Home

Dental

Home Care

US Healthcare

Expenditures:

$2.3T

Source:

National

Health

Expediture

Data,

Department

Health

Human

Services

NCR Confidential

The Market is Highly Fragmented with Over

200,000 Physicians Offices

•121,643

•(53)

•1

•41,188

•(18)

•2

•44,186

•(19)

•3-5

•14,595

•(6)

•6-9

•6,304

•(3)

•10-19

•2,271

•(1)

•20+

•230,187

•(100)

•Total

90% of practices have fewer than 6 physicians

and account for 53% of all physicians

Source:

SK&A, National Physicians Report, 2008

•

Number of U.S. physician practices by number of physicians

•

Percent

200

400

600

800

Physicians by practice size (K)

Physician

122

Physicians

3-5

Physicians

177

6-9

Physicians

109

10-19

Physicians

20+

Physicians

Total

Physicians

650

NCR Confidential

Healthcare Provider IT Spending,

2008-2014

Health Reform

•

~34M uninsured entering system in ’14

•

All preventive measures covered

•

Estimated 200M additional transactions per year

•

Expansion of Medicaid

•

Penalties for employers and citizens with no coverage

•

1.1B Transactions with Physicians

•

2X with retail pharmacy

High Transaction

500

1,000

1,500

861

2000

1,015

2005

1,169

2010P

Hospital

Physician

offices

1,364

1995

Current Environment

10,000

20,000

30,000

40,000

2009

2010e

2014(e)

Software

Hardware

Infrastructure

Networks & Connectivity

$29.9B

$30.1B

$36.6B

CAGR '10-14

Source: Gartner, Forecast: Enterprise IT

Spending by Vertical Industry Market

Worldwide, 3Q 2010

NCR Confidential

Physicians: 1.1B Transactions with little or no web/email/internet interactions

Hospitals: Largest revenue expenditure …

highly variable/complex transaction sets

Present

State:

Phone/Mail

•

Access

•

Availability

•

Confirmation

•

Eligibility

•

Follow-up

•

Statements

•

Billing

•

Results

•

Insurance

•

Personal Information

Access –

Find Physician

Presence –

Web Site

Contact

Connect

Communicate

Schedule

Remind

Collect

Via web

& kiosk`

PDF/email

Statements

Recurring &

Reschedule via web

Web

Schedule

Self-Service Needed in Healthcare…

Desired State: Internet/Mobile/Kiosk

Why Physicians Should be Interested

1 Physician x 35 patients

$100 / Visit X 200 Days

Per day

Healthcare is Seasonal

Workflow management

Drives linearity

Incremental Revenue

Operational Efficiency

Improved productivity

~.5%

Break even

$75K investment

$700K Incr

Rev

$75K investment

3 Visits / Dr / Month

(20 Physician practice)

$625K Incr

Profit / Office

(20 Physician practice)

~ $700K Billings

Per Physician / Yr

NCR Confidential

NCR Confidential

Design & Maintain

Physician Web Sites

E-Forms

Medical History,

Insurance, HIPAA,

Medical Necessity Forms

On-Line

Scheduling

& Appointment

Request

Hosted Data Center

w/ 24 X 7 Disaster Recover

w/ HIPAA Compliance

Why NCR is Well Positioned

Reminder, Alerts, &

Automatically

Schedule Recurring

Appointments

Before

After

Payment Collection

& Cancellation

Payment

NCR Confidential

Conclusion …

Huge marketplace that is in dire need of self service automation

solutions

Help physicians develop capabilities available in all other markets

(web, email, scheduling, payment collections)

Enable

optimization

patient

and

office/physician

demographics

and

scheduling

Physician markets …

traditional challenged by cap ex and require a

software as a service (SaaS) model

NCR focused on a develop/test/grow strategy

John Bruno

Executive Vice President

At your service every day and around the world

Travel and Gaming Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

NCR Confidential

Passenger use of Check-in

61%

14%

31%

13%

21%

11%

10%

32%

20%

40%

60%

80%

100%

Currently

By 2012

Agent

Internet

Kiosk

Mobile Phone

Other

•

Revenues from corporate travel in 2010\11

expected to meet pre-recession (2008) levels

•

2010\11 is a recovery year for airlines

•

Airline and car rental consolidations represent

an opportunity

•

Airlines continue to increase their reliance on

ancillary revenues (seats, meals, luggage)

•

Airports are becoming the primary deployer

of common use kiosks

•

Hotel occupancy\rates seeing some recovery

Business Climate

Source: Airline Business 2009 Information Technology Survey

Travel Suppliers

Gaming Operators

Las Vegas gaming still lagging

(destination); Macau/Native

American casinos still strong

>50%

than

50%

passengers worldwide want

more self-service options

According to the 2009 IATA CATS

(Corporate Air Travel Survey)

NCR Confidential

Airline Top Kiosk Priorities for Investment

Source: Airline Business 2009 Information Technology Survey

90% of airlines rate “passenger processing and

services”

as the highest priority

Implementation of Self-Service Functionality

60%

51%

25%

13%

27%

25%

34%

30%

20%

11%

12%

17%

13%

10%

22%

20%

21%

22%

23%

14%

25%

14%

20%

37%

49%

58%

65%

59%

20%

40%

60%

80%

100%

Web Check in

Kiosk Check in

Online check-in via mobile phone

Print bag tag at kiosk

Flight transfer kiosk

Automated boarding gate

Kiosk for disruption management

Unassisted bag drop locations

Kiosk to report lost baggage

Already done

By 2010

By 2012

No Plans

NCR Confidential

Hotel

$16B Air Industry Top Priorities for Investment

2010 Gartner Air Industry IT Spend Forecast

500

508

695

943

1,574

1,727

2,157

8,402

152

313

192

782

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Software Support

Consulting

HW Maint. & Support

Process Management

Software

Dev. & Integration

Hardware

Managed Services

(Millions)

2010

2013

'10-'13 CAGR:

3.3%

3.6%

5.2%

0.1%

5.1%

6.2%

3.6%

1.4%

3.0%

Rental

Air

Today’s separate

and disparate

systems

NCR Confidential

Stateless Environment:

Software–driven Business Model

Tomorrow’s integrated service provider model

Managed Services

Software

Enables personalized self-service

Kiosk

Internet

Mobile

Assisted

NCR Confidential

Travel Leverages Total NCR Capabilities

Managed Services

•

Hosting, field services, help

desk, passenger workflow

operations, security, improving

the customer experience

•

Total premise service

Expansion of Core\Adj.

Solutions

•

Domestic refresh

•

International expansion

•

Hosted software options

•

Subscription commercial models

Game-Changing Converged

Channel Travel

Management Platform

Ability to offer total premise

OEM support

Global coverage of CEs

Currently service kiosks,

ATMs and POS in airports

and hotels

Triple Play –

web, mobile

and kiosk applications

Leverage overall industry

knowledge & solutions portfolio

Independent technology

partner with a focus on

self-service –

Trusted Partner

Connectivity to back end

supplier host systems

Ability to provide web,

kiosk and now mobile solutions

Nobody in the travel

supply chain looks at the

entire trip –

during the time of

journey

$1.2 B

(est.)

$600 M

(Kiosk

check-in

only)

Market

Creation

What makes NCR unique?

Operations Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

Peter Dorsman

SVP, Operations

At your service every day and around the world

NCR Confidential

Organization Model

Continuous Improvement/Quality

Talent Management

Customer

Sales and

Operations

Planning

Sales and

Operations

Planning

Sourcing

Manufacturing

Operations

Manufacturing

Operations

Customer

Fulfillment

Customer

Fulfillment

Service

Parts and

Logistics

Service

Parts and

Logistics

Customer

NCR Confidential

Cost

Operational Excellence

NCR Confidential

Sales & Operations Planning Journey

Anticipate

Orchestrate

Reaction

Balance

2009

2010

2011

Process improvements

Demantra

and

SalesForce.com

Implementation

Customer collaboration

and joint business

planning

Data Infrastructure (EDW)

Analytics & Metrics

Dashboards

Kinaxis

Supply Chain

Analytics/ Simulations

NCR Confidential

•

PLM / New Product

Introduction

•

Global / Local

Suppliers

Sourcing

•

Supplier

Performance

(Assessments and PPM

reductions)

•

Value Engineering

•

Supplier Managed

Inventory (SMI)

NCR Confidential

Global Manufacturing Network

Contract

Manufacturing Site

NCR

Manufacturing Site

Manaus

Columbus

Budapest

Beijing

Puducherry

NCR Confidential

Plant Utilization “Journey”

2009

2010

2011

•

New Manufacturing facilities

•

LEAN

•

In-Sourcing

•

Product Regionalization

•

In-Sourcing

•

Vertical Integration

•

Service Parts

Field Consolidation

•

LEAN

•

In-Sourcing

•

Field Integration Activities

NCR Confidential

Field Integration Enabling Increased Utilization

Plant

Shipment

ATM

Software Applications

Customer-Specific Branding

Customer-Specific Security

Rigging & Installation

Kits

Services

Party Provider

Local Staging

Deliver complete customer solution to increase customer satisfaction, improve Gross

Margin, reduce customer delivery lead time, improve quality, reduce field finished goods

Third-Party Products

Other Security

Color

Customization

Locks

Alarms

Cameras

Other Branding

Complete Customer Solution

NCR Confidential

Beijing

NCR Manufacturing Facilities

Budapest

Columbus

Manaus

Puducherry

NCR Confidential

Assemble to Order (ATO) Model

Order “Hockey Stick”

Sell Everything

Custom Components

Integrated Designs

High PID/Feature Count

Order Linearity

Reduced Finished Goods

Inventory

Raw & Finished Goods

Inventory

Supplier Managed Inventory

NCR Managed Inventory

Inventory concentrated on core

products/features

Inventory spread across many

products / features

Shape Demand

Common components across

product platforms

Limited component commonality

across product platforms

Standard Components

Modular Designs

Core set of Products and Features

Product

Sales

Planning

Current State

Future State

ATO Vision

Ship an Assembled-to-Order (ATO) Core Product at industry best lead-times

Local Sourcing

Global Sourcing

NCR Confidential

Service Parts and Logistics Operations

NCR Plants

NCR Global Distribution &

Logistics Centers

Parts

OEMs

NCR

Suppliers

Personal Part Kit

Forward Stocking Locations

Field Stocking Locations

NCR Customer

Engineer

Defective Parts

Repair

Centers

Parts

Global Operations Development Program

NCR Leadership Development

Program

Global Operations True North Metrics

Schedule

Cost and

Working

Capital

People and

Productivity

Quality

Georgia University

System Partnership

Peer Best Practice

Sharing

Industry

Partnerships

Experiential

Learning/Stretch

Assignments

Supply

Chain Competencies

NCR Confidential

Financial Strategy

Analyst Day

November 16, 2010

New York Stock Exchange

Bob Fishman

Chief Financial Officer

NCR Confidential

Creating Shareholder Value –

Current State

Profitable

Revenue

Growth

Build a

Sustainable

& Leading

Cost

Structure

Free

Cash Flow

Generation

NCR Confidential

100

NCR Revenue Trends

($’s in Millions)

Return to Growth in 2010

$4,970

2007

$5,315

2008

$4,612

2009

2%-5%

Growth

2010 (e)

Geographic Diversity

(2010 Q3 YTD)

Geographic Diversity

(2010 Q3 YTD)

44%

(USA 33%)

Americas

36%

EMEA

20%

APJ

26%

Emerging

Markets

Revenue

74%

Developed

Areas Revenue

NCR Confidential

101

Revenue and Gross Margin by Geography

($’s in Millions)

Revenue growth led by EMEA. Gross margin improvement

led by the Americas.

Revenue growth led by EMEA. Gross margin improvement

led by the Americas.

Revenue

2008

2009

2010 Q3 YTD

Americas

$2,269

$2,022

$1,514

EMEA

$2,066

$1,649

$1,213

APJ

$980

$941

$686

Total

$5,315

$4,612

$3,413

GM% (1)

2008

2009

2010 Q3 YTD

Americas

19.3%

19.1%

21.9%

EMEA

26.9%

24.3%

23.2%

APJ

24.2%

22.0%

21.9%

Total

23.1%

21.6%

22.4%

(1) See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the investor relations page of NCR’s website.

NCR Confidential

102

Strong

revenue

growth

Products.

Continued

margin

expansion

Services.

Products

will

continue

improve

with

higher

volume

and

cost

reductions.

Strong

revenue

growth

Products.

Continued

margin

expansion

Services.

Products

will

continue

improve

with

higher

volume

and

cost

reductions.

Revenue

2008

2009

2010 Q3 YTD

Products

$2,861

$2,234

$1,655

Services

$2,454

$2,378

$1,758

Total

$5,315

$4,612

$3,413

Revenue and Gross Margin by Product and Service

($’s in Millions)

GM%

2008

2009

2010 Q3 YTD

Products

26.6%

20.3%

20.7%

Services

19.2%

22.8%

23.9%

Total

23.1%

21.6%

22.4%

(1) See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the investor relations page of NCR’s website.

(1)

NCR Confidential

103

NPOI: Return to Growth

NPOI: Non-Pension Operating Income

(1)

NPOI: Non-Pension Operating Income

(1)

$349

$400

$284

$325 -

$335

+26%

+15%

-29%

+14% to 18%

($’s in Millions)

$400

2007

2008

2009

2010(e)

(1)

See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the

investor relations page of NCR’s website.

NCR Confidential

104

Return to Non-Pension EPS Growth

$1.64

$1.96

$1.27

$1.42 -

$1.50

2007

2008

2009

2010(e)

EPS: Excluding Pension and Special Items

(1)

See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the

investor relations page of NCR’s website.

YTD $13.31

Average

Stock

Price:

$25.25

$22.14

$11.30

(1)

NCR Confidential

105

Creating Shareholder Value –

Going Forward

Profitable

Revenue

Growth

Build a

Sustainable

& Leading

Cost

Structure

Free

Cash Flow

Generation

NCR Confidential

106

Evidence For a New Way of Thinking

Core

Solutions

Emerging

Industry

Growth

Entertainment

~$400 –

$600M

~$400M

~$200

2010

Revenue

2013

Revenue

~6-8%

CAGR

NCR Confidential

107

Managing for Margin

Reducing our Cost Structure

$200 million to $300 million savings for the

period 2011-2013 (50% reinvested)

$200 million to $300 million savings for the

period 2011-2013 (50% reinvested)

Key Initiatives

•

Cost reduction and value engineering

•

Product lifecycle management

•

Design for serviceability, manufacturability, cost

•

Continuous Improvement –

Cost of Quality

•

Improving labor productivity

NCR Confidential

108

Revenue & NPOI Growth

Revenue

NPOI

$4,612

2%-5%

$284

14%-18%

$325-$335

~15-20% CAGR

~6-8% CAGR

($’s in Millions)

2009

2010(e)

2013(e)

2009

2010(e)

2013(e)

~6.9% of

Revenue

6.2% of

Revenue

~9-10% of

Revenue

(1)

See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the

investor relations page of NCR’s website.

NCR Confidential

109

Continued EPS Expansion

$1.64

$1.96

$1.27

$2.15-$2.50

$1.42 -

$1.50

2007

2008

2009

2010(e)

2013(e)

EPS: Excluding Pension and Special Items

(1)

~15-20% CAGR

(1)

See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the

investor relations page of NCR’s website.

NCR Confidential

110

Creating Shareholder Value

Profitable

Revenue

Growth

Build a

Sustainable

& Leading

Cost

Structure

Free

Cash Flow

Generation

NCR Confidential

111

Strong Balance Sheet

Cash balance

$ 360

Debt balance

$ 10

Net cash position

$ 350

9/30/10

Near-term Objectives

Return on Invested Capital

Financial Flexibility

Working Capital Improvement

Share Repurchases

Long-term Objectives

Substantial Free Cash Flow Generation

($ in Millions)

Free Cash Flow of $100M+ in

Q4, 2010

NCR Confidential

112

Working Capital Metrics –

AR and Inventory

($'s in Millions)

2008

2009

2010

Q4(e)

Key Working Capital Metrics

Accounts Receivable

$1,048

$991

$943

$913

$855

$856

$844

$896

$884

$879

$957

$911

DSO (External)

Inventory Balance

$752

$735

$711

$692

$697

$691

$708

$686

$720

$729

$815

$760

Inventory Turns

(Rolling 4 Qtr Average)

5.4

5.6

5.8

5.7

5.6

5.3

5.4

5.3

5.2

NCR Confidential

113

NCR Pension Strategy

NCR’s legacy pension assets and liabilities are large relative to

current market capitalization.

Reduce risk and volatility by re-allocating our domestic pension

portfolio to fixed-income securities by year-end 2012.

Target 60% fixed income by YE 2010, 80% by YE 2011 and

100% by YE 2012.

Work with trustee boards of international pension plans to make

similar changes where possible.

Fund the pension plan according to regulatory requirements (i.e.,

do not pre-fund).

Recently passed U.S. funding relief legislation provides significant

additional flexibility in the next few years.

NCR Confidential

114

NCR Pension Update

Cash Funding for Pension Plans

2008

2009

2010E

2011E

2012E

2013E

US Qualified Plan

$75

$110

US Non-qualified Plan

International Plans

100

115

Total

$83

$110

$125

$200

$235

Pension Metrics & Funded Status

Asset Return Discount rate

Funded Status

12/31/09

US Plans

28%

5.75%

($822)

International Plans

13%

4.9%

(226)

Global

22%

5.4%

($1,048)

( $’s in Millions)

The

($226m)

net

funded

status

international

plans

comprised

underfunded

plans

($470m),

and

overfunded

plans

$244m

The

overfunded

plans

are

result

local

funding

methodologies

that

use

conservative

actuarial

assumptions

than

GAAP

The

estimated

funding

requirement

for

the

qualified

plan

includes

the

impact

the

new

funding

relief

legislation

The

funding

international

plans

expected

decline

significantly

after

2013

reaching

annual

amount

$10-$20

million

(excluding

the

funding

future

service

cost)

2015

some

the

underfunded

plans

reach

fully

funded

status

Due

pension

plan

closures,

service

cost

expected

decline

level

about

$10m

per

year

All

future

funding

estimates

are

approximations

based

expected

asset

returns,

discount

rates

and

local

requirements

NCR Confidential

115

Free Cash Flow Generation

( $’s in Millions)

2009

2010(e)

2012 and 2013E

$50M

Break-even

FCF

$100-$200M

per year

Cash flow from core businesses

Cash flow from Entertainment

Cash flow for Pension

Total Free Cash Flow

(1)

See reconciliation of GAAP to non-GAAP measures in the non-GAAP supplementary materials and/or on the

investor relations page of NCR’s website.

NCR Confidential

116

NCR Value Equation

Strong NPOI, EBITDAP

(2)

and

Operational EPS growing by

12-15% CAGR to 2013

NPOI of $358M-$368M in

2010

EBITDAP of $483M-$493M in

2010

Operational EPS of $1.57 to

$1.65 in 2010

FCF of approx. $200M in 2010

Bulk of investing complete by

2010 y/e

–

$85M investment,

$33M NPOI loss and approx.

negative $0.15 Operational

EPS in 2010

Targeting $25M-$35M of

EBITDA in 2011 growing to

approx. $100M by 2013

FCF growing from ($90M) in

2010 to $40-50M by 2013

Potential EBITDA multiple of

10X or $250 -

$350M

valuation benefit

Less after tax

underfunded position of

~$750M at 12/31/09

Less after tax present

value of future service

cost (not included in

liability above) of ~$90M

at 12/31/09

Less after tax present

value of post retirement

obligation of ~$80M at

12/31/09

Plus net cash of ~$436M

at 12/31/09

Core Business *

Entertainment

Pension + Other B/S

Items

* Excludes Entertainment and Pension

(1)

See

reconciliation

GAAP

non-GAAP

measures

the

non-GAAP

supplementary

materials

and/or

the

investor

relations

page

NCR’s

website.

(2)

EBITDAP

calculated

GAAP

income

(loss)

from

operations

plus

pension

expense,

plus

depreciation/amortization

and

plus/minus

special

items.

NCR Confidential

117

Reporting Structure Changes for 2011

Current Reporting Structure

Americas

EMEA

APJ

2011 Reporting

Structure *

Financial

Retail &

Hospitality

Retail &

Hospitality

Entertainment

Other Emerging

Industries

Other Emerging

Industries

Est. 2010 Revenue

’10 –

’13 CAGR

~$2.6B

CAGR ~3-5%

~$2.6B

CAGR ~3-5%

~$1.7B

CAGR ~3-5%

~$1.7B

CAGR ~3-5%

~$0.1B

CAGR ~65%

~$0.1B

CAGR ~65%

~$0.4B

CAGR ~15%

~$0.4B

CAGR ~15%

2010

Est. OI% **

~18%

* Each Industry includes NCR Services

** Estimated OI % of revenue is controllable operating income and excludes pension expense, non-operational items and

corporate allocations of approx $425M per year.

~12%

-37%

~25%

NCR Confidential

118

Key Takeaways

Very good year in 2010 -

return to growth and significant profitability

improvement.

Solid revenue growth expected over next three years, especially in

emerging markets.

Cost reduction initiatives provide additional support to NPOI growth

outlook.

Free

Cash

Flow

generation

will

improve

Entertainment

business

turns

into

positive

contributor

and

core

businesses

drive

additional

cash

flow.

Execute on pension strategy and continue to manage the balance sheet for

flexibility and liquidity, continued focus on working capital.

Cash generated to be used for organic growth, M&A opportunities and

share repurchases.

New line of business reporting will provide additional insight into our

businesses.

NCR Confidential

119

Questions

Supplementary Non-GAAP Materials

Analyst Day

November 16, 2010

New York Stock Exchange

Bob Fishman

Chief Financial Officer

NCR Confidential

121

Non-GAAP Measures

•

While NCR reports its results in accordance with generally accepted accounting principles in the United States, or GAAP,

in an effort to provide additional useful information regarding NCR’s financial results, certain materials presented

during this event will include the non-GAAP information discussed below. This non-GAAP information should not be

considered as a substitute for, or superior to, results determined in accordance with GAAP.

•

Due to the significant change in its pension expense from year to year and the non-operational nature of pension

expense, NCR uses non-GAAP measures, such as Non-Pension Operating Income (NPOI), to evaluate year-over-year

operating performance. Also, certain special items may be segregated from NCR’s GAAP results from time-to-time to

reflect the on-going Earnings Per Share (Operational EPS) performance of the company. NCR also uses these non-GAAP

measures to manage and determine the effectiveness of its business management and as a basis for incentive

compensation. NCR determines NPOI for a given period based on its GAAP income (loss) from operations excluding

pension expense and special items.

•

Free Cash Flow (FCF) does not have a uniform definition under GAAP and therefore, NCR’s definition may differ from

other companies’ definitions of this measure. NCR defines Free Cash Flow as net cash provided by/used in operating

activities and cash flow provided by/used in discontinued operations related to the Fox River environmental matter less

capital expenditures for property, plant and equipment, and additions to capitalized software. NCR’s management uses

Free Cash Flow to assess the financial performance of the company and believes it is useful for investors because it

relates the operating cash flow of the company to the capital that is spent to continue and improve business operations.

In particular, Free Cash Flow indicates the amount of cash generated after capital expenditures which can be used for

among other things, investments in the company’s existing businesses, strategic acquisitions, strengthening the

company’s balance sheet, repurchase of company stock and repayment of the company’s debt obligations. Free cash

flow does not represent the residual cash flow available for discretionary expenditures since there may be other non-

discretionary expenditures that are not deducted from the measure.

•

NCR utilizes EBITDAP (Earnings before Interest, Taxes, Depreciation, Amortization, Pension Expense and Special

Items), for its Core Business (which excludes Entertainment), given the significance of its pension expense. NCR

believes EBITDAP provides useful information to investors because it is an indicator of the strength and performance of

the company’s ongoing business operations, including its ability to fund discretionary spending such as capital

expenditures, strategic acquisitions and other investments. NCR determines EBITDAP for a given period based on its

GAAP income (loss) from operations plus pension expense plus depreciation/amortization plus/minus special items.

•

The reconciliations of non-GAAP measures to comparable GAAP measures and other related information on the

following slides are also available on the Investor Relations page of NCR’s website at www.ncr.com.

NCR Confidential

122

Income (Loss) from Operations (GAAP) to

Non-Pension Operating Income (non-GAAP)

2007

2008

2009

2010E

Core

Income from Continuing

Operations (GAAP)

219

322

92-102

125-135

(33)

Pension expense

159

215

Impairment of assets related to an

Equity Investment

Global headquarters relocation

Organizational realignment charges

Gain on sale of manufacturing

facility in Canada

(16)

TD Spin

Non-Pension Operating Income

(non-GAAP)

349

400

284

325-335

358-368

(33)

2010E

Entertainment

NCR Confidential

123

Diluted Earnings (Loss) Per Share from Continuing Operations (GAAP) to

Diluted Earnings Per Share from Continuing Operations (non-GAAP)

2007

2008

2009

2010E

Diluted Earnings Per Share from

Continuing Operations (GAAP)

0.99

1.49

0.36

0.65-0.73

0.80-0.88

(0.15)

Pension expense

(0.22)

(0.23)

(0.68)

(0.94)

Impairment of assets related to an

Equity Investment

(0.19)

Global Headquarters relocation

(0.02)

(0.07)

Japanese subsidiary valuation reserve

0.24

Litigation charge

(0.02)

Organizational realignment charges

(0.31)

(0.32)

Gain on sale of manufacturing facility

in Canada

0.08

Tax Adjustment

(0.05)

TD Spin

(0.07)

Diluted Earning Per Share from

Continuing Operations (non-

GAAP)

1.64

1.96

1.27

1.42-1.50

1.57-1.65

(0.15)

2010E

Entertainment

2010E

Core

NCR Confidential

124

Cash Provided by (Used in) Operating Activities (GAAP)

to Free Cash Flow (non-GAAP)

2009

2010E

Core*

2010E

Entertainment

Cash provided by (used in)

Operating Activities (GAAP)

252

205

220

(15)

Cash provided by (used in)

Discontinued Operations

(29)

Net capital expenditures

(173)

(215)

(140)

(75)

Free Cash Flow (non-GAAP)

(90)

* Includes $110 million of cash funding for pension plans.

NCR Confidential

125

Gross Margin as a % of Revenue (GAAP) to Gross

Margin as a % of Revenue Excluding Special Items

2008

2009

Q3 YTD 2010

Gross Margin as a % of Revenue (GAAP)

22.3%

19.1%

19.9%

Pension expense

0.2%

2.0%

2.5%

Organizational realignment

0.6%

0.0%

Impairment of assets related to Equity Investment

0.0%

0.5%

0.0%

Gross Margin as a % of Revenue Excluding Special

Items

23.1%

21.6%

22.4%

Gross Margin as a % of Revenue (GAAP) to Gross Margin as a % of Revenue Excluding Special Items.

Income (Loss) from Operations (GAAP) to Earnings Before Interest, Taxes, Depreciation, Amortization,

Pension Expense and Special Items (EBITDAP) (Non-GAAP)

Income (Loss) from Operations (GAAP) to Earnings Before Interest,

Taxes, Depreciation, Amortization, Pension Expense and Special Items

(EBITDAP) (non-GAAP)

2010E Core Business

Income from Continuing Operations (GAAP)

125-135

Pension Expense

215

Depreciation & Amortization

125

Global headquarters relocation

EBITDAP

483-493

Press release, dated November 15, 2010

Exhibit 99.2


			NEWS RELEASE

November 15, 2010

NCR to Host Analyst Day

DULUTH, Georgia – As previously announced, NCR Corporation (NYSE: NCR) will host its 2010 analyst day event tomorrow, November 16, 2010, from 1:00 p.m. – 4:30 p.m., EST, at the New York Stock Exchange. Members of NCR’s executive team will make presentations regarding the company’s business strategy, lines of business and long-term outlook.

The presentation materials and a live audio webcast will be available on the NCR investor relations home page, http://investor.ncr.com. A replay of the webcast also will be available on the NCR investor relations home page following the event.

About NCR Corporation

NCR Corporation (NYSE: NCR) is a global technology company leading how the world connects, interacts and transacts with business. NCR’s assisted- and self-service solutions and comprehensive support services address the needs of retail, financial, travel, healthcare, hospitality, entertainment, gaming and public sector organizations in more than 100 countries. NCR (www.ncr.com) is headquartered in Duluth, Georgia.

NCR is a trademark of NCR Corporation in the United States and other countries.

Investor Contact

Gavin Bell, 212-589-8468

gavin.bell@ncr.com

Anne Marie Agnelli, 212-589-8415

Annemarie.Agnelli@ncr.com