Analyst Day

1. KAR Holdings, Inc. Analyst Day December 6, 2007

2. Forward-LookingStatements This presentation includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements are subject to certain risks, trends, and uncertainties that could cause actual results to differ materially from those projected, expressed or implied by such forward-looking statements. Many of these risk factors are outside of the company’s control, and as such, they involve risks which are not currently known to the company that could cause actual results to differ materially from forecasted results. The forward-looking statements in this document are made as of the date hereof and the company does not undertake to update its forward-looking statements.

3. AGENDA • Industry Update - Tom Kontos • Corporate Update - Eric Loughmiller • Q&A

4. Used Vehicle Market Conditions and Outlook Tom Kontos Executive Vice-President Customer Strategies and Analytics ADESA December 2007 Copyright 2007 ADESA, Inc. All rights reserved. The information provided here was compiled by and is proprietary to ADESA, Inc. It is for informational purposes only and its accuracy is not warranted. It is intended for the benefit of the named recipient, and may not be relied upon or utilized for any other purpose or by any other person and may not be made available to any other person without the express written permission of ADESA, Inc. Copyright 2007 ADESA, Inc.

5. ADESA Analytical Services Reports Plus monthly postings on: www.adesa.com/kontoskorner Contact Tom Kontos tkontos@adesa.com 317/249-4235

6. Customer Strategies and Analytics Insight and Trusted Business Advice Analytical Services CRM/ Salesforce.com Dealer Relations • Market and Peer Group Benchmarking Studies • Impact of Reconditioning • Dealer Surveys • Analysis of Vehicles Resold • Comparative Analysis • GVR, Pulse, Market Trends • Utilize robust database of dealer preferences and demographics • Design target marketing campaigns • Train inside and outside auction personnel • Monitor use and results • Strengthen relationships with major automotive retailers • Provide custom studies, analytics, and strategies to dealer groups • Share auction "best practices" for optimal inventory management • Helping national accounts make better remarketing decisions • Helping large dealer groups achieve economies of scale and optimize their used vehicle inventory management.

7. General Economy

8. Economic growth was slow in the first quarter & stronger than expected in the 2nd & 3rd quarters. Growth rates are expected to slow to below 2.0% during the current & next quarters.

9. Unemployment remains fairly low, but is creeping up as employment growth has slowed somewhat this year.

10. Manufacturing has slowed as well.

11. Freight volumes have decreased significantly from their peak volumes in 2005.

12. Low savings rates indicate that consumers are “spent-up, not pent-up.”

13. Business investment is supplementing consumer spending nicely.

14. The soft housing marketis a major reason for slower GDP growth (worth about 1%pt).

15. Fuel prices remain at high levels, with no relief in sight.

16. Remarketing Industry Supply

17. Fleet sales grew by500,000 units between 2003 and 2005 and were steady in 2006.

18. Rental fleet sales have continued to drop in 2007. Commercial fleet sales are also down somewhat. Domestics down ~236K; Japanese & Koreans up ~90K

19. Lease penetration is now above the 25% level we anticipated when interest rates started to rise.

20. PIN data corroborates that lease penetration has grown since 2004.

21. Lease originationvolume began growing in 2004 and has strengthened since.

22. Fed data corroboratesthat leasing is increasing.

23. The Consumer Price Index for lease payments has come down over the last few years.

24. More off-lease units will enter the market beginning in 2007.

25. Decreases in programvehicles sales at auction have been more than offset by increases in dealer consignment, rental risk, off-lease and fleet units.

26. As a result, auction volumes have increased modestly on a year-to-date basis, though this has varied greatly by month.

27. Retail Vehicle Markets

28. Retail sales have been weak.

29. Reasons for weak retail used vehicle sales: • Used cars priced high relative to discounted new vehicles. More price adjustment is necessary to jump start used vehicle sales. • Maturation of economic cycle/slower economic growth. • More folks are upside down on their longer term vehicle loans. • Vehicle longevity has improved and more people own longer lasting and lightly challenged trucks and SUVs. • Lots of used vehicles were bought in 2005 during the employee discount period, which brought lots of young trade-ins to franchised dealerships. This brought forward sales that would have otherwise occurred in 2006 or 2007. • Hurricane-replacement vehicles were bought in late 2005 as well.

30. A mild recovery in used vehicle sales for franchised dealers may be underway.

31. New vehicle incentives have been relatively stable after dropping in 2006. This is good news for vehicle remarketers.

32. Used car prices arebecoming more competitive relative to new car prices.

33. Retail used vehicleprices are coming down faster than new vehicle prices.

34. Wholesale Vehicle Markets

35. Prices are up primarily due to low supply of program units.

36. Prices are strongest forthe off-rental units sold by manufacturers that are in short supply.

37. “Performance may vary” based on model class as well.

38. In Summary: • The macro economy is still in slow-growth mode. • Wholesale vehicle supply will increase. • Retail demand is weak. • Anticipate softer wholesale prices for remainder of 2007 and into 2008.

39. AGENDA • Industry Update - Tom Kontos • Corporate Update - Eric Loughmiller • Q&A

40. Company Overview ($ in millions) KAR Holdings, Inc. Total 2006 PF Revenue: $1,453.0 Total 2006 PF Adjusted EBITDA: $381.6 ADESA Whole Car 2006 PF Revenue: $853.8 IAAI Salvage 2006 PF Revenue: $455.2 Automotive Finance Corp.(AFC) 2006 PF Revenue: $144.0 • Used vehicle auctioneer • Remarkets used vehicles from large institutions and dealers • Salvage vehicle auctioneer • Remarkets vehicles deemed a total-loss by insurance companies • Provides short-term inventory-secured financing, known as floorplan financing, for independent used vehicle dealers in North America Auction Sites: 57 Market Position: #2 Market Share: 18 % Auction Sites: 137 Market Position: #2 Market Share: 33 % Offices: 91 Market Position: Leader Market Share: NA Note: Pro forma to give effect to full year impact of recent acquisitions, buyer fee increases at IAAI standalone and certain cost savings from salvage combination.

41. Experienced and CommittedManagement Team Name Position Years in Industry Brian Clingen Chairman and CEO 7 Jim Hallett President and CEO – ADESA Whole Car 32 Tom O’Brien President and CEO – IAAI Salvage 16 Curt Phillips President and CEO – AFC 9 John Nordin EVP and CIO 4 Eric Loughmiller EVP and CFO 1 Becca Polak EVP, General Counsel & Secretary 2

42. North American Whole Car Auction Market ADESA IAAI Salvage 18% Independents / Other 30% Manheim North American Salvage Auction Market 51% Independents 31% Copart 37% Leading Market Positions The Company operates the largest network of used and salvage vehicle auctions in North America and is a leader in the independent dealer floorplan financing market EXCEL SOURCE copied at 28-Mar-2007 15:48:43 : AUTOBAHNBK\Supporting Documents\Leading Market Positions v2.xls(Salvage) • EXCEL SOURCE copied at 29-Mar-2007 14:31:46 : AUTOBAHNBK\Supporting Documents\Leading Market Positions v2.xls(Salvage) • EXCEL SOURCE copied at 29-Mar-2007 14:41:43 : AUTOBAHNBK\Supporting Documents\Leading Market Positions v2.xls(Salvage) 33% After the top two players in each market, there is significant fragmentation Source: GVR Report and Company estimates for 2006.

43. Broad Geographic Footprint The Company is 1 of 2 whole car & salvage providers that has a broad N.A. footprint • Own 45 whole car and 13 salvage sites • Operate 8 shared sites (whole car and salvage) • ADESA Whole Car—57 auction sites • IAAI Salvage—137 auction sites • AFC—91 loan production offices Broad geographic footprint positions the Company as the preferred auction & floorplan financing provider for its’ customers

44. 2006 Whole Car Suppliers 2007 YTD Whole Car Suppliers ADESA Whole Car OEM14% OEM18% Dealer39% Dealer38% OEM Captive Finance 22% OEM Captive Finance 20% Fleet/Lease 25% Fleet/Lease 24% Auctions strive to maximize the auction sales price for sellers by effectively and efficientlytransferring the vehicles, paperwork and funds as quickly as possible

45. 2006 Salvage Buyers IAAI Salvage • One of only two salvage auctioneers with a national footprint • Operates 137 facilities in 43 states and 6 provinces in Canada • Serves 69 of top 75 U.S. metropolitan markets • Hybrid auction format, combining Internet and live auctions, leads to higher proceeds for suppliers • Increases international buyers • Provides wide array of value-added total-loss services that drive efficient vehicle remarketing Recyclers5% Rebuilders/Resellers 25%–30% Dismantlers65%–70% • Tracking systems and real-time status reports through CSA Today • Vehicle inspection centers operated by insurance companies at salvage auction sites Auctions strive to maximize the auction sales price for insurance company sellersand reduce their administrative costs and claim recovery cycle time

46. AFC • Specializes in providing floorplan financing to independent dealers • Typical loan terms are 30 to 60 days and are secured by vehicle • Significant portion of revenue from fees • Network of 91 loan production offices services over 600 auctions • Diverse customer base with no significant concentration • Approximately 9,000 customers • Low credit risk • Centralized credit decisions using proprietary scoring model with additional corporate oversight • Perfected security interest and personal guaranty from principals of independent dealers • Low-cost, reliable funding through bankruptcy-remote, off-balance sheet securitization conduit • Utilized to finance over 60% of receivables VISIO SOURCE copied at 26-MAR-2006 :<file://\\IBNBS019\AUTOBAHNBK\Sales Force Memo\Bank\Supporting\AFC.vsd> • In excess of 95% of portfolio is current and has been so over the past five years • Net write-offs as a % of total A/R have trended downward over the past five years Facilitates growth of vehicle sales at auction and allows ADESA to havelarger role in entire vehicle redistribution industry

47. Major Initiatives • Project Pride • Salvage Integration • Revitalized Whole Car Sales & Organizational Structure • Acquisitions & Relocations • Cash Flow & Asset Monetization

48. Project Pride • Whole car initiative led by management in tandem with Synergetics • Over 40 teams reviewing every aspect of auction operations (staffing, vehicle flow, etc.) • Roll-out commenced Q4

49. Salvage Integration • 30 Impact sites integrated to date • Redundant corporate overhead eliminated • U.S. to be completed in 2007 Canada integration in 2008 • Develop shared sites with ADESA Auctions • Offer AFC financing to qualified buyers

50. Revitalized Whole Car Sales & Organizational Structure • Jim Hallett back at ADESA. Culture shift: Bureaucratic Entrepreneurial • Sales & operations revitalized with new talent additions • Team = Customer focused, with owner / operator mindset • Centralized E-business approach Customers’ Response = Vehicles to ADESA