SlideShare uma empresa Scribd logo
1 de 20
Baixar para ler offline
1
AIMIA’S
GLOBAL STRATEGY
Rupert Duchesne
September 18, 2013
FORWARD-LOOKING STATEMENT
3
Forward-looking statements are included in the following presentation. These forward-looking statements are identified by the use of terms and phrases such as “anticipate”, “believe”,
“could”, “estimate”, “expect”, “intend”, “may”, “plan”, “predict”, “project”, “will”, “would”, ”should” and similar terms and phrases, including references to assumptions. Such statements
may involve but are not limited to comments with respect to strategies, expectations, objectives, goals, aspirations, intentions, planned operations or future actions.
Forward-looking statements, by their nature, are based on assumptions and are subject to important risks and uncertainties. Any forecasts, predictions or forward-looking statements
cannot be relied upon due to, among other things, changing external events and general uncertainties of the business and its corporate structure. Results indicated in forward-looking
statements may differ materially from actual results for a number of reasons, including without limitation, dependency on top Accumulation Partners and clients, the effective
implementation of Aeroplan Program enhancements and a new financial card partnership and associated cardholder migration, conflicts of interest, greater than expected redemptions
for rewards, regulatory matters, retail market/economic conditions, industry competition, Air Canada liquidity issues, Air Canada or travel industry disruptions, airline industry changes
and increased airline costs, supply and capacity costs, unfunded future redemption costs, failure to safeguard databases and consumer privacy, changes to coalition loyalty programs,
seasonal nature of the business, other factors and prior performance, foreign operations, legal proceedings, reliance on key personnel, labour relations, pension liability, technological
disruptions and inability to use third party software, failure to protect intellectual property rights, interest rate and currency fluctuations, leverage and restrictive covenants in current and
future indebtedness, uncertainty of dividend payments, managing growth, credit ratings, as well as the other factors identified throughout this presentation and throughout our public
disclosure record on file with the Canadian securities regulatory authorities.
Certain slides of this presentation contain forward-looking statements with respect to certain financial metrics in 2014 and 2015, respectively. These statements are not intended to
constitute, nor should they be considered as, financial outlook or guidance within the meaning of applicable securities laws.
The forward-looking statements included in this presentation exclude the effects of fluctuations in currency exchange rates and Aimia Inc. (“Aimia” or the “Corporation”) has made a
number of general economic and market assumptions in making these statements, including assumptions regarding the performance of the economies in which the Corporation
operates and market competition and tax laws applicable to the Corporation’s operations. In addition, Aimia has made a number of specific assumptions in making these statements,
including, (i) a level of growth for Aeroplan’s financial card business that is consistent with the general Canadian premium credit card market, and (ii) growth in the Corporation’s non-
Aeroplan related business consistent with the Corporation’s three year plan. The Corporation cautions that the assumptions used to make these statements, although reasonable at
the time they were made, may prove to be incorrect or inaccurate. In addition, these statements do not reflect the potential impact of any non-recurring or other special items or of any
new material commercial agreements, dispositions, mergers, acquisitions, other business combinations or transactions. The financial impact of these transactions and non-recurring
and other special items can be complex and depends on the facts particular to each of them. We therefore cannot describe the expected impact in a meaningful way or in the same
way we present known risks affecting our business. Accordingly, our actual results could differ materially from the forward-looking statements made in this presentation.
The forward-looking statements contained herein represent the Corporation’s expectations as of September 18, 2013 and are subject to change. However, Aimia disclaims any
intention or obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required under applicable
securities regulations.
For further information, please contact Investor Relations at 416 352 3728 or karen.keyes@aimia.com.
• Has led Aimia from its carve-out as a division of Air
Canada in 2002, through the initial public offering as
the Aeroplan Income Fund in 2005, conversion to
corporate status as Groupe Aeroplan Inc. in 2008 and
the re-branding of the Corporation as Aimia in 2011.
• Prior to his current position, Mr. Duchesne spent
twelve years in strategy and investment consulting
around the world before he joined Air Canada in 1996
as Vice President, Marketing, and in 1999 was
promoted to Senior Vice President, International.Rupert Duchesne
GROUP CHIEF EXECTIVE
INTRODUCTION
4
A MULTINATIONAL COMPANY INSPIRING LOYALTY
THROUGH A FULL-SUITE GLOBAL OFFERING
Loyalty
Analytics
Coalition
Loyalty
Programs
Proprietary
Loyalty
Services
Coalition
(Loyalty Units)
73%
Proprietary
Loyalty
and Analytics
27%
F2012 Consolidated
Gross Billings
$2.243B
Coalition Analytics Proprietary
5
10:10-10:30 RUPERT DUCHESNE Aimia: Overview and Strategic Aspirations
10:30-10:55 VINCE TIMPANO / KEVIN O'BRIEN Transforming the Coalition: Aeroplan 2.0
10:55-11:15 JAN-PIETER LIPS Strengthening & Growing Coalitions outside Canada
11:15-11:35 DAVID JOHNSTON Leveraging our Expertise & Investing in the Future:
Where Coalition Loyalty is Going
11:35-12:00 COALITION Q&A
12:00-12:20 SUSAN DONIZ & MICHAEL ZEA Technology at the Core of Customer Loyalty: Aimia Loyalty Platforms
12:20-13:00 LUNCH & DEMO ROTATIONS Aimia Loyalty Platforms, Cardlytics at the Halifax, Smart Button
13:00-13:30 ERIC MONTEIRO & PETE GLEASON Data Analytics to the Core: Analytics Strategy,
Including ISS in the Grocery /Pharma Space
13:30-14:00 DAVID ADAMS Bringing it All Together: Investing to Grow & Financials
14:00-14:25 Q&A - RUPERT DUCHESNE,
DAVID ADAMS & DAVID JOHNSTON
14:25-14:30 RUPERT DUCHESNE Wrap up: Value to Shareholders & Invite to AGO Tour
14:30-15:00 AIMIA PHOTOGRAPHY PRIZE / AGO TOUR
6
AGENDA
A MULTINATIONAL COMPANY INSPIRING LOYALTY
THROUGH A FULL-SUITE GLOBAL OFFERING
Loyalty
Analytics
Coalition
Loyalty
Programs
Proprietary
Loyalty
Services
Coalition
(Loyalty Units)
73%
Proprietary
Loyalty
and Analytics
27%
F2012 Consolidated
Gross Billings
$2.243B
Coalition Analytics Proprietary
7
…WITH SUBSTANTIAL ROOM TO GROW
Market Size
$B, 2012
160
Global
marketing
spend
900
Proprietary
$80-87B
CoalitionsAimia’s
addressable
loyalty market
Non-
addressable
by geography
-60
Loyalty
marketing
spend
Non-loyalty
marketing
spend
-740
May be subject
to disruptive
strategies from
loyalty players
Source: Euromonitor, Aimia analysis
$90-100B $13-20B
8
OPPORTUNITIES BOTH CHALLENGES
Technology enables loyalty
beyond purchase
One-to-one customer relationships
required to benefit from big data
More transparency in currency value
Partners fund programs for
data/customer access
Consumers increasingly rely on
peer reviews
Consumers more
aware of the value
of personal
information and
looking for
reassurance
around how market
players will
use data
New monetisation models by
new entrants
Loyalty and mobile
payments converge
Consumers more open to mobile/
other forms of payment
THE EXTERNAL ENVIRONMENT WILL DRIVE NEW
OPPORTUNITIES AND CHALLENGES
9
FOCUSING OUR INVESTMENTS IN THE
MARKET CONTEXT
Canada EMEA APAC US
Market overview
and current
focus
Stable market with
mature programs
Mature but
growing market
Commercial
results picked
up strongly
Highly competitive
market
Investments
being made
today
Reinvestment in
Aeroplan member
and partner value
proposition
Scaling/ replicating
the coalition model
and growing
proprietary
Investments
focused on
developing new
clients and
delivering on
value prop
Investments
integration,
technology and
resources to reset
existing business
and medium term
coalition
development
Global: Product/Service consolidation to realise economies of scale
10
OUR STRATEGY REMAINS FOCUSED ON LEADING
THE MARKET
“Be the recognized
global leader in
loyalty, inspiring
brands to build
unparalleled
relationships with
their customers by
making engagement
more rewarding,
lasting, and fun”
Strategic Aspiration Strategic Pillars
1
2
3
4
Break away from the pack
Codify and replicate
successful models globally
Strengthen our
current position
Evolve our operating model
11
BREAK AWAY FROM THE PACK1
Delivering distinctive
value in programs that
we own
Leading-edge loyalty
analytics capabilities
to generate unique
customer and
operational insights
Differentiate and add value to clients investing in distinctive capabilities
Creating and/or
acquiring assets
that can generate
meaningful privileged
customer data
12
CUSTOMISED CUSTOMER EXPERIENCE CAMPAIGN
13
BREAK AWAY FROM THE PACK1
Delivering distinctive
value in programs that
we own
Leading-edge loyalty
analytics capabilities
to generate unique
customer and
operational insights
Differentiate and add value to clients investing in distinctive capabilities
Creating and/or
acquiring assets
that can generate
meaningful privileged
customer data
14
THE MEMBER-CENTRIC MINDSET AT THE HEART OF WHAT
WE DO WILL MEAN WE BREAK AWAY FROM THE PACK
Clubs Intent Data Communications
Local Offers Social Graph Transparency
Social
Connectivity
Transaction Data Data Preferences
INTERACT SHARE CONTROL
Promotions Consolidation Currency Liquidity
Interactions Real-time Relevance
BUY/EARN COMMUNICATIONS BENEFIT/REDEEM
Everyday Spend
Everywhere the
Member Is
Real Time
and Simple
15
CODIFY AND REPLICATE SUCCESSFUL
MODELS GLOBALLY
• Enrich the member and
partner value propositions
in existing coalitions
• Develop “next generation”
models and broader
value propositions for
new coalitions
• Remove barriers to client
decision making and
pursue broader-based
loyalty relationships
• Further invest in
predictive analytics to
deliver unique loyalty-
data enabled insights to
our clients
2
Coalition Analytics Proprietary
16
STRENGTHEN OUR CURRENT POSITION
Verticals
Countries Channels
Segments
3
17
Product Management Approach to Growth Commercial Model
• Enable client benefits
(e.g., upgrades) and
economies of scale by
managing more
products globally
• Continue to deliver
products regionally to
maximise execution
and responsiveness
• Growth in current markets
to be mainly organic or via
commercial partnerships
• Leverage acquisitions to
access new capabilities
and to enter new markets
• More focused account
management, with product
specialist support to create
more senior-level and
lasting client relationships
EVOLVE OUR OPERATING MODEL4
18
CONTINUING TO DRIVE AN ATTRACTIVE
INVESTMENT PROPOSITION
“Be the recognized
global leader in
loyalty, inspiring
brands to build
unparalleled
relationships with
their customers by
making engagement
more rewarding,
lasting, and fun”
Break away from the pack
Codify and replicate
successful models globally
Strengthen our
current position
Evolve our operating model
 Attractive business
model with more
diversification of
profitability and
strong free
cashflow
generation
 Focused on growth
opportunities and
maintaining solid
financial
characteristics
Strategic Aspiration Strategic Pillars Investment Proposition
1
2
3
4
19
2

Mais conteúdo relacionado

Mais procurados (16)

Investor presentation november 2016 final
Investor presentation   november 2016 finalInvestor presentation   november 2016 final
Investor presentation november 2016 final
 
Lvs 4 q16-earnings-deck-vfinal
Lvs 4 q16-earnings-deck-vfinalLvs 4 q16-earnings-deck-vfinal
Lvs 4 q16-earnings-deck-vfinal
 
Aeroplan's program transformation
Aeroplan's program transformationAeroplan's program transformation
Aeroplan's program transformation
 
Investor presentation september 2015
Investor presentation september 2015Investor presentation september 2015
Investor presentation september 2015
 
Principal®
Principal®Principal®
Principal®
 
Ir presentation february
Ir presentation   februaryIr presentation   february
Ir presentation february
 
New Divisional Structure - Presentation
New Divisional Structure - PresentationNew Divisional Structure - Presentation
New Divisional Structure - Presentation
 
Visium Slides
Visium SlidesVisium Slides
Visium Slides
 
Q1 2016 conference call slides final
Q1 2016 conference call slides   finalQ1 2016 conference call slides   final
Q1 2016 conference call slides final
 
Aon IR Presentation August
Aon IR Presentation AugustAon IR Presentation August
Aon IR Presentation August
 
Winnebago Industries June 2020 NDR
Winnebago Industries June 2020 NDRWinnebago Industries June 2020 NDR
Winnebago Industries June 2020 NDR
 
Q2 2016 Earnings Presentation
Q2 2016 Earnings PresentationQ2 2016 Earnings Presentation
Q2 2016 Earnings Presentation
 
Investor Day 2013: Aeroplan 2.0
Investor Day 2013: Aeroplan 2.0Investor Day 2013: Aeroplan 2.0
Investor Day 2013: Aeroplan 2.0
 
Aimia Q2 2015 Financial Highlights Presentation
Aimia Q2 2015 Financial Highlights PresentationAimia Q2 2015 Financial Highlights Presentation
Aimia Q2 2015 Financial Highlights Presentation
 
Aon ir presentation may
Aon ir presentation mayAon ir presentation may
Aon ir presentation may
 
Investor Day 2013: Coalitions in EMEA
Investor Day 2013: Coalitions in EMEAInvestor Day 2013: Coalitions in EMEA
Investor Day 2013: Coalitions in EMEA
 

Destaque (7)

Investor Day 2013: Aeroplan 2.0
Investor Day 2013: Aeroplan 2.0Investor Day 2013: Aeroplan 2.0
Investor Day 2013: Aeroplan 2.0
 
Aimia Reports Second Quarter Results
Aimia Reports Second Quarter ResultsAimia Reports Second Quarter Results
Aimia Reports Second Quarter Results
 
Aimia CFO David Adams presents at the CIBC Retail and Consumer Conference
Aimia CFO David Adams presents at the CIBC Retail and Consumer ConferenceAimia CFO David Adams presents at the CIBC Retail and Consumer Conference
Aimia CFO David Adams presents at the CIBC Retail and Consumer Conference
 
Annual Meeting of Shareholders
 Annual Meeting of Shareholders Annual Meeting of Shareholders
Annual Meeting of Shareholders
 
Investor Day 2013: Investing to Grow & Financials
Investor Day 2013: Investing to Grow & FinancialsInvestor Day 2013: Investing to Grow & Financials
Investor Day 2013: Investing to Grow & Financials
 
Q3 2011 Financial Highlights Presentaion Final
Q3 2011 Financial Highlights Presentaion FinalQ3 2011 Financial Highlights Presentaion Final
Q3 2011 Financial Highlights Presentaion Final
 
Q3 2012 Financial Highlights
Q3 2012 Financial HighlightsQ3 2012 Financial Highlights
Q3 2012 Financial Highlights
 

Semelhante a Investor Day 2013: Overview and Strategic Aspirations

Investor Day 2013: Technology at the Core of Customer Loyalty
Investor Day 2013: Technology at the Core of Customer LoyaltyInvestor Day 2013: Technology at the Core of Customer Loyalty
Investor Day 2013: Technology at the Core of Customer LoyaltyAimia's Investor Presentations
 
Q2'16 investor deck v final
Q2'16 investor deck v finalQ2'16 investor deck v final
Q2'16 investor deck v finalixiademandgen
 
Finning investor meeting dec 17, 2013 web
Finning investor meeting dec 17, 2013 webFinning investor meeting dec 17, 2013 web
Finning investor meeting dec 17, 2013 webFinningInternational
 
Q3'16 investor-deck 20161111
Q3'16 investor-deck 20161111Q3'16 investor-deck 20161111
Q3'16 investor-deck 20161111ixiademandgen
 
Investor presentation december 2015
Investor presentation   december 2015Investor presentation   december 2015
Investor presentation december 2015InvestorCanadianTire
 
Investor Relations Overview - February
Investor Relations Overview - FebruaryInvestor Relations Overview - February
Investor Relations Overview - Februaryaoncorp
 
Truist NDR November 2021
Truist NDR November 2021Truist NDR November 2021
Truist NDR November 2021WinnebagoInd
 
CL King NDR February 2022
CL King NDR February 2022CL King NDR February 2022
CL King NDR February 2022WinnebagoInd
 
Ir presentation september
Ir presentation   septemberIr presentation   september
Ir presentation septemberaoncorp
 
Ir presentation november
Ir presentation   novemberIr presentation   november
Ir presentation novemberaoncorp
 
Masonite 2015 investor day final
Masonite 2015 investor day finalMasonite 2015 investor day final
Masonite 2015 investor day finalmasoniteinvestors
 
Emerald expo investor presentation march 2018 v_f
Emerald expo investor presentation march 2018 v_fEmerald expo investor presentation march 2018 v_f
Emerald expo investor presentation march 2018 v_femeraldexpositions2017
 

Semelhante a Investor Day 2013: Overview and Strategic Aspirations (20)

Investor Day 2013: Where Coalition Loyalty is Going
Investor Day 2013: Where Coalition Loyalty is GoingInvestor Day 2013: Where Coalition Loyalty is Going
Investor Day 2013: Where Coalition Loyalty is Going
 
Investor Day 2013: Global Strategy in Analytics
Investor Day 2013: Global Strategy in AnalyticsInvestor Day 2013: Global Strategy in Analytics
Investor Day 2013: Global Strategy in Analytics
 
Investor Day 2013: Technology at the Core of Customer Loyalty
Investor Day 2013: Technology at the Core of Customer LoyaltyInvestor Day 2013: Technology at the Core of Customer Loyalty
Investor Day 2013: Technology at the Core of Customer Loyalty
 
Investor Day 2013: Coalitions in EMEA
Investor Day 2013: Coalitions in EMEAInvestor Day 2013: Coalitions in EMEA
Investor Day 2013: Coalitions in EMEA
 
Q2'16 investor deck v final
Q2'16 investor deck v finalQ2'16 investor deck v final
Q2'16 investor deck v final
 
March 2017 investor deck (final)
March 2017 investor deck (final)March 2017 investor deck (final)
March 2017 investor deck (final)
 
Finning investor meeting dec 17, 2013 web
Finning investor meeting dec 17, 2013 webFinning investor meeting dec 17, 2013 web
Finning investor meeting dec 17, 2013 web
 
Q3'16 investor-deck 20161111
Q3'16 investor-deck 20161111Q3'16 investor-deck 20161111
Q3'16 investor-deck 20161111
 
Investor presentation december 2015
Investor presentation   december 2015Investor presentation   december 2015
Investor presentation december 2015
 
Investor Relations Overview - February
Investor Relations Overview - FebruaryInvestor Relations Overview - February
Investor Relations Overview - February
 
federal reserve.
federal reserve.federal reserve.
federal reserve.
 
Truist NDR November 2021
Truist NDR November 2021Truist NDR November 2021
Truist NDR November 2021
 
CL King NDR February 2022
CL King NDR February 2022CL King NDR February 2022
CL King NDR February 2022
 
Ir presentation september
Ir presentation   septemberIr presentation   september
Ir presentation september
 
Ir presentation november
Ir presentation   novemberIr presentation   november
Ir presentation november
 
Masonite 2015 investor day final
Masonite 2015 investor day finalMasonite 2015 investor day final
Masonite 2015 investor day final
 
Emerald expo investor presentation march 2018 v_f
Emerald expo investor presentation march 2018 v_fEmerald expo investor presentation march 2018 v_f
Emerald expo investor presentation march 2018 v_f
 
Q2 2013 Financial Highlights
Q2 2013 Financial HighlightsQ2 2013 Financial Highlights
Q2 2013 Financial Highlights
 
Q1 2014 Financial Hightlight Presentation
Q1 2014 Financial Hightlight PresentationQ1 2014 Financial Hightlight Presentation
Q1 2014 Financial Hightlight Presentation
 
June 2017 investor deck final
June 2017 investor deck finalJune 2017 investor deck final
June 2017 investor deck final
 

Mais de Aimia's Investor Presentations

Investor Day 2013 (London, UK): Cardlytics at the Halifax
Investor Day 2013 (London, UK): Cardlytics at the HalifaxInvestor Day 2013 (London, UK): Cardlytics at the Halifax
Investor Day 2013 (London, UK): Cardlytics at the HalifaxAimia's Investor Presentations
 
Investor Day 2013 (London, UK): Transforming the Canadian Coalition Model
Investor Day 2013 (London, UK): Transforming the Canadian Coalition ModelInvestor Day 2013 (London, UK): Transforming the Canadian Coalition Model
Investor Day 2013 (London, UK): Transforming the Canadian Coalition ModelAimia's Investor Presentations
 

Mais de Aimia's Investor Presentations (17)

Q3 2017 Financial Highlights
Q3 2017 Financial HighlightsQ3 2017 Financial Highlights
Q3 2017 Financial Highlights
 
Q2 2017 Financial Highlights
Q2 2017 Financial HighlightsQ2 2017 Financial Highlights
Q2 2017 Financial Highlights
 
Aimia Q1 2017 Financial Results
Aimia Q1 2017 Financial ResultsAimia Q1 2017 Financial Results
Aimia Q1 2017 Financial Results
 
Aimia Q4 2016 Financial Highlights Presentation
Aimia Q4 2016 Financial Highlights PresentationAimia Q4 2016 Financial Highlights Presentation
Aimia Q4 2016 Financial Highlights Presentation
 
Aimia Q3 2016 Financial Highlights Presentation
Aimia Q3 2016 Financial Highlights PresentationAimia Q3 2016 Financial Highlights Presentation
Aimia Q3 2016 Financial Highlights Presentation
 
Aimia Q2 2016 Financial Highlights Presentation
Aimia Q2 2016 Financial Highlights PresentationAimia Q2 2016 Financial Highlights Presentation
Aimia Q2 2016 Financial Highlights Presentation
 
Aimia Q1 2016 Financial Highlights Presentation
Aimia Q1 2016 Financial Highlights PresentationAimia Q1 2016 Financial Highlights Presentation
Aimia Q1 2016 Financial Highlights Presentation
 
Aimia Q3 2015 Financial Highlights Presentation
Aimia Q3 2015 Financial Highlights PresentationAimia Q3 2015 Financial Highlights Presentation
Aimia Q3 2015 Financial Highlights Presentation
 
Top us openings feb 2 2015
Top us openings feb 2 2015Top us openings feb 2 2015
Top us openings feb 2 2015
 
Top US Career Openings (Jan 2015)
Top US Career Openings (Jan 2015)Top US Career Openings (Jan 2015)
Top US Career Openings (Jan 2015)
 
Q3 2014 Financial Highlights
Q3 2014 Financial HighlightsQ3 2014 Financial Highlights
Q3 2014 Financial Highlights
 
Aimia Investor Meetings - September 2014
Aimia Investor Meetings - September 2014Aimia Investor Meetings - September 2014
Aimia Investor Meetings - September 2014
 
Aimia reports fourth quarter & full year results
Aimia reports fourth quarter & full year resultsAimia reports fourth quarter & full year results
Aimia reports fourth quarter & full year results
 
Investor Day 2013 (London, UK): Cardlytics at the Halifax
Investor Day 2013 (London, UK): Cardlytics at the HalifaxInvestor Day 2013 (London, UK): Cardlytics at the Halifax
Investor Day 2013 (London, UK): Cardlytics at the Halifax
 
Investor Day 2013 (London, UK): Transforming the Canadian Coalition Model
Investor Day 2013 (London, UK): Transforming the Canadian Coalition ModelInvestor Day 2013 (London, UK): Transforming the Canadian Coalition Model
Investor Day 2013 (London, UK): Transforming the Canadian Coalition Model
 
Investor Day 2013 (London, UK): Global Strategy
Investor Day 2013 (London, UK): Global StrategyInvestor Day 2013 (London, UK): Global Strategy
Investor Day 2013 (London, UK): Global Strategy
 
Investor Day 2013: Overview and Strategic Aspirations
Investor Day 2013: Overview and Strategic AspirationsInvestor Day 2013: Overview and Strategic Aspirations
Investor Day 2013: Overview and Strategic Aspirations
 

Último

Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKELtd
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Personal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaPersonal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaEricBonilla13
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 

Último (20)

Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Personal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric BonillaPersonal Brand Exploration Presentation Eric Bonilla
Personal Brand Exploration Presentation Eric Bonilla
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 

Investor Day 2013: Overview and Strategic Aspirations

  • 1. 1
  • 3. FORWARD-LOOKING STATEMENT 3 Forward-looking statements are included in the following presentation. These forward-looking statements are identified by the use of terms and phrases such as “anticipate”, “believe”, “could”, “estimate”, “expect”, “intend”, “may”, “plan”, “predict”, “project”, “will”, “would”, ”should” and similar terms and phrases, including references to assumptions. Such statements may involve but are not limited to comments with respect to strategies, expectations, objectives, goals, aspirations, intentions, planned operations or future actions. Forward-looking statements, by their nature, are based on assumptions and are subject to important risks and uncertainties. Any forecasts, predictions or forward-looking statements cannot be relied upon due to, among other things, changing external events and general uncertainties of the business and its corporate structure. Results indicated in forward-looking statements may differ materially from actual results for a number of reasons, including without limitation, dependency on top Accumulation Partners and clients, the effective implementation of Aeroplan Program enhancements and a new financial card partnership and associated cardholder migration, conflicts of interest, greater than expected redemptions for rewards, regulatory matters, retail market/economic conditions, industry competition, Air Canada liquidity issues, Air Canada or travel industry disruptions, airline industry changes and increased airline costs, supply and capacity costs, unfunded future redemption costs, failure to safeguard databases and consumer privacy, changes to coalition loyalty programs, seasonal nature of the business, other factors and prior performance, foreign operations, legal proceedings, reliance on key personnel, labour relations, pension liability, technological disruptions and inability to use third party software, failure to protect intellectual property rights, interest rate and currency fluctuations, leverage and restrictive covenants in current and future indebtedness, uncertainty of dividend payments, managing growth, credit ratings, as well as the other factors identified throughout this presentation and throughout our public disclosure record on file with the Canadian securities regulatory authorities. Certain slides of this presentation contain forward-looking statements with respect to certain financial metrics in 2014 and 2015, respectively. These statements are not intended to constitute, nor should they be considered as, financial outlook or guidance within the meaning of applicable securities laws. The forward-looking statements included in this presentation exclude the effects of fluctuations in currency exchange rates and Aimia Inc. (“Aimia” or the “Corporation”) has made a number of general economic and market assumptions in making these statements, including assumptions regarding the performance of the economies in which the Corporation operates and market competition and tax laws applicable to the Corporation’s operations. In addition, Aimia has made a number of specific assumptions in making these statements, including, (i) a level of growth for Aeroplan’s financial card business that is consistent with the general Canadian premium credit card market, and (ii) growth in the Corporation’s non- Aeroplan related business consistent with the Corporation’s three year plan. The Corporation cautions that the assumptions used to make these statements, although reasonable at the time they were made, may prove to be incorrect or inaccurate. In addition, these statements do not reflect the potential impact of any non-recurring or other special items or of any new material commercial agreements, dispositions, mergers, acquisitions, other business combinations or transactions. The financial impact of these transactions and non-recurring and other special items can be complex and depends on the facts particular to each of them. We therefore cannot describe the expected impact in a meaningful way or in the same way we present known risks affecting our business. Accordingly, our actual results could differ materially from the forward-looking statements made in this presentation. The forward-looking statements contained herein represent the Corporation’s expectations as of September 18, 2013 and are subject to change. However, Aimia disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required under applicable securities regulations. For further information, please contact Investor Relations at 416 352 3728 or karen.keyes@aimia.com.
  • 4. • Has led Aimia from its carve-out as a division of Air Canada in 2002, through the initial public offering as the Aeroplan Income Fund in 2005, conversion to corporate status as Groupe Aeroplan Inc. in 2008 and the re-branding of the Corporation as Aimia in 2011. • Prior to his current position, Mr. Duchesne spent twelve years in strategy and investment consulting around the world before he joined Air Canada in 1996 as Vice President, Marketing, and in 1999 was promoted to Senior Vice President, International.Rupert Duchesne GROUP CHIEF EXECTIVE INTRODUCTION 4
  • 5. A MULTINATIONAL COMPANY INSPIRING LOYALTY THROUGH A FULL-SUITE GLOBAL OFFERING Loyalty Analytics Coalition Loyalty Programs Proprietary Loyalty Services Coalition (Loyalty Units) 73% Proprietary Loyalty and Analytics 27% F2012 Consolidated Gross Billings $2.243B Coalition Analytics Proprietary 5
  • 6. 10:10-10:30 RUPERT DUCHESNE Aimia: Overview and Strategic Aspirations 10:30-10:55 VINCE TIMPANO / KEVIN O'BRIEN Transforming the Coalition: Aeroplan 2.0 10:55-11:15 JAN-PIETER LIPS Strengthening & Growing Coalitions outside Canada 11:15-11:35 DAVID JOHNSTON Leveraging our Expertise & Investing in the Future: Where Coalition Loyalty is Going 11:35-12:00 COALITION Q&A 12:00-12:20 SUSAN DONIZ & MICHAEL ZEA Technology at the Core of Customer Loyalty: Aimia Loyalty Platforms 12:20-13:00 LUNCH & DEMO ROTATIONS Aimia Loyalty Platforms, Cardlytics at the Halifax, Smart Button 13:00-13:30 ERIC MONTEIRO & PETE GLEASON Data Analytics to the Core: Analytics Strategy, Including ISS in the Grocery /Pharma Space 13:30-14:00 DAVID ADAMS Bringing it All Together: Investing to Grow & Financials 14:00-14:25 Q&A - RUPERT DUCHESNE, DAVID ADAMS & DAVID JOHNSTON 14:25-14:30 RUPERT DUCHESNE Wrap up: Value to Shareholders & Invite to AGO Tour 14:30-15:00 AIMIA PHOTOGRAPHY PRIZE / AGO TOUR 6 AGENDA
  • 7. A MULTINATIONAL COMPANY INSPIRING LOYALTY THROUGH A FULL-SUITE GLOBAL OFFERING Loyalty Analytics Coalition Loyalty Programs Proprietary Loyalty Services Coalition (Loyalty Units) 73% Proprietary Loyalty and Analytics 27% F2012 Consolidated Gross Billings $2.243B Coalition Analytics Proprietary 7
  • 8. …WITH SUBSTANTIAL ROOM TO GROW Market Size $B, 2012 160 Global marketing spend 900 Proprietary $80-87B CoalitionsAimia’s addressable loyalty market Non- addressable by geography -60 Loyalty marketing spend Non-loyalty marketing spend -740 May be subject to disruptive strategies from loyalty players Source: Euromonitor, Aimia analysis $90-100B $13-20B 8
  • 9. OPPORTUNITIES BOTH CHALLENGES Technology enables loyalty beyond purchase One-to-one customer relationships required to benefit from big data More transparency in currency value Partners fund programs for data/customer access Consumers increasingly rely on peer reviews Consumers more aware of the value of personal information and looking for reassurance around how market players will use data New monetisation models by new entrants Loyalty and mobile payments converge Consumers more open to mobile/ other forms of payment THE EXTERNAL ENVIRONMENT WILL DRIVE NEW OPPORTUNITIES AND CHALLENGES 9
  • 10. FOCUSING OUR INVESTMENTS IN THE MARKET CONTEXT Canada EMEA APAC US Market overview and current focus Stable market with mature programs Mature but growing market Commercial results picked up strongly Highly competitive market Investments being made today Reinvestment in Aeroplan member and partner value proposition Scaling/ replicating the coalition model and growing proprietary Investments focused on developing new clients and delivering on value prop Investments integration, technology and resources to reset existing business and medium term coalition development Global: Product/Service consolidation to realise economies of scale 10
  • 11. OUR STRATEGY REMAINS FOCUSED ON LEADING THE MARKET “Be the recognized global leader in loyalty, inspiring brands to build unparalleled relationships with their customers by making engagement more rewarding, lasting, and fun” Strategic Aspiration Strategic Pillars 1 2 3 4 Break away from the pack Codify and replicate successful models globally Strengthen our current position Evolve our operating model 11
  • 12. BREAK AWAY FROM THE PACK1 Delivering distinctive value in programs that we own Leading-edge loyalty analytics capabilities to generate unique customer and operational insights Differentiate and add value to clients investing in distinctive capabilities Creating and/or acquiring assets that can generate meaningful privileged customer data 12
  • 14. BREAK AWAY FROM THE PACK1 Delivering distinctive value in programs that we own Leading-edge loyalty analytics capabilities to generate unique customer and operational insights Differentiate and add value to clients investing in distinctive capabilities Creating and/or acquiring assets that can generate meaningful privileged customer data 14
  • 15. THE MEMBER-CENTRIC MINDSET AT THE HEART OF WHAT WE DO WILL MEAN WE BREAK AWAY FROM THE PACK Clubs Intent Data Communications Local Offers Social Graph Transparency Social Connectivity Transaction Data Data Preferences INTERACT SHARE CONTROL Promotions Consolidation Currency Liquidity Interactions Real-time Relevance BUY/EARN COMMUNICATIONS BENEFIT/REDEEM Everyday Spend Everywhere the Member Is Real Time and Simple 15
  • 16. CODIFY AND REPLICATE SUCCESSFUL MODELS GLOBALLY • Enrich the member and partner value propositions in existing coalitions • Develop “next generation” models and broader value propositions for new coalitions • Remove barriers to client decision making and pursue broader-based loyalty relationships • Further invest in predictive analytics to deliver unique loyalty- data enabled insights to our clients 2 Coalition Analytics Proprietary 16
  • 17. STRENGTHEN OUR CURRENT POSITION Verticals Countries Channels Segments 3 17
  • 18. Product Management Approach to Growth Commercial Model • Enable client benefits (e.g., upgrades) and economies of scale by managing more products globally • Continue to deliver products regionally to maximise execution and responsiveness • Growth in current markets to be mainly organic or via commercial partnerships • Leverage acquisitions to access new capabilities and to enter new markets • More focused account management, with product specialist support to create more senior-level and lasting client relationships EVOLVE OUR OPERATING MODEL4 18
  • 19. CONTINUING TO DRIVE AN ATTRACTIVE INVESTMENT PROPOSITION “Be the recognized global leader in loyalty, inspiring brands to build unparalleled relationships with their customers by making engagement more rewarding, lasting, and fun” Break away from the pack Codify and replicate successful models globally Strengthen our current position Evolve our operating model  Attractive business model with more diversification of profitability and strong free cashflow generation  Focused on growth opportunities and maintaining solid financial characteristics Strategic Aspiration Strategic Pillars Investment Proposition 1 2 3 4 19
  • 20. 2