Investor Day 2013: Aeroplan 2.0
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Aeroplan is transforming its Canadian coalition loyalty program model to focus on delivering greater member value. Key changes include introducing a new Distinction program that provides differentiated recognition and rewards to high-value members based on their spending levels and travel, reworking agreements with financial partners TD and CIBC to introduce enhanced credit cards and drive growth, and improving travel rewards to offer more availability and value for members. The transformations aim to strengthen Aeroplan's market leadership position by better engaging premium members and generating higher revenues over the long term.
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Investor Day 2013: Aeroplan 2.0
- 2. AEROPLAN 2.0 Transforming the Canadian Coalition Model Around Member Value Vince Timpano / Kevin O’Brien September 18, 2013
- 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 [email protected].
- 4. INTRODUCTION • Appointed Chief Commercial Officer of Aeroplan to execute on roadmap developed in role of VP, Strategy • Joined Aimia after a 17-year career in strategy consulting focused primarily the closer integration of customer insight and business strategy Kevin O’Brien CHIEF COMMERCIAL OFFICER, AEROPLAN • Responsible for leading and growing the coalition, proprietary and analytics business • Previously served as President and CEO of Aeroplan • 24 years of senior management CPG experience, including President, Canada, at Coca-Cola and The Minute Maid Company Vince Timpano PRESIDENT AND CEO, CANADA 4
- 5. AEROPLAN’S MEMBER-CENTRIC TRANSFORMATION IS DIRECTLY IN-LINE WITH OUR STRATEGIC PILLARS Member Value Partner Value Coalition Value Loyalty spend advocacy Invest in reward value 5 1 2 3 4 Break away from the pack Codify and replicate successful models globally Strengthen our current position Evolve our operating model
- 6. TRANSFORMATION AIMED AT ADDING GROWTH TO AN IMPORTANT DRIVER OF GLOBAL GROSS BILLINGS F2012 Aimia Consolidated Gross Billings $2.243B Coalition (Loyalty Units) – Canada Coalition (Loyalty Units) – EMEA Proprietary and Other Gross Billings from Sale of Loyalty Units $1.628B High Volume Members Low Volume Members 48% 27% 25% Canadian Gross Billings $1.292B Canada (Partner A) EMEA (Partner B) Canada (Partner C) Canada (Air Canada) All Other 34% 17%10% 16% 23% 76% 24% 6 Coalition (Loyalty Units)
- 7. AEROPLAN HAS ROOM FOR STRONG GROWTH IN CANADA GoalsLoyalty Currently Capturing Only 50% of Total Household Expenditures $1B • Market share leadership • Outstanding member satisfaction and engagement • Exceptional value delivered to key partners • Top line growth and cash flow generation 3.0 1.8 1.3 Market Opportunity Current Aimia Penetration Other 7
- 8. Constraints • Limited yield/pricing flexibility • Constrained ability to invest in product to address member expectations • Influencing reward mix difficult yet key driver of bottom line performance FINANCIAL PARTNER DISCUSSIONS ENABLED TRANSFORMATION TO DELIVER ON MEMBER NEEDS Air Canada alignment through direct benefit from credit card success Catalyst for Transformation Partner contracts and economics supporting investment Growth-driven financial model Investment in product leadership Transformation 8
- 9. NEW AGREEMENTS SIGNED WITH TD AND CIBC • New 10-year financial credit card agreements with each of TD and CIBC • A purchase agreement between CIBC, TD, and Aimia, pursuant to which TD will acquire approximately half of the Aeroplan card portfolio from CIBC, which at September 2013, represented approximately: – $38B+ of spend – 1.2 million cards – $6B of receivables • TD purchasing ‘card-only’ accounts; positioned with exclusive right to mass market Aero credit card and broader banking products • CIBC retaining accounts with banking relationships; positioned to continue originating new credit card accounts within proprietary Bank channels • Both banks will introduce an enhanced suite of Aeroplan credit cards, including exciting new Distinction and Air Canada benefits from January 2014 9
- 10. AN ATTRACTIVE OFFER TO FINANCIAL CARDHOLDERS IN 2014 More options, better earn rates, new recognition features and unique Air Canada features and benefits… ...with $140M of marketing over four years and meaningful incentives in 2014 to welcome members to the new cards High Net Worth Card US Card Bonus Miles Marketing Premium Card Small Business Card Mid-Market Card 10
- 11. A MARKET-CHANGING OUTCOME RESULTING FROM FINANCIAL PARTNER NEGOTIATIONS • Addressed areas of vulnerability, especially 7-year expiry • Differential value to members through Distinction tiers • More rewards available at attractive prices • Market-leading brand support • Economics to invest in product value • Rejuvenated card products • JV-like relationships with banks on management of co-brand products • Unprecedented collaboration on data sharing to drive value • Redistributed economics to members and the airline • Outcomes based alignment with Air Canada • Enhanced capabilities and collaboration to deliver, supported by aligned incentives Market- leading product Transformed financial partnership Tightly aligned ecosystem 11
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- 13. Provide differentiated experience and recognition based on member value Address key points of program vulnerability Initiate a multi-year journey to rework the entire member experience MEMBER-VALUE DRIVEN PROGRAM TRANSFORMATION WILL DRIVE PREMIUM SHARE GROWTH Our program transformation shifts the emphasis to member satisfaction and engagement as the prime lever to drive growth and value creation 13
- 14. EXTENDING LEADERSHIP WITH THE HIGHEST VALUE MEMBERS HAS DRIVEN CHANGES INTRODUCED… Insight into these members’ drivers of satisfaction summarized by four member need states Distinction program changes based on those insights, providing differentiated recognition and experience to high value members • Deliver more value and exclusive privileges to best members • Reward and recognizes top spenders, not just top flyers • Capture latent opportunity for trade-up with aspirational targets for members • Improve cost allocation vis-à-vis most profitable members Value & Availability Exclusivity/ VIP Privileges Flexibility & Simplicity Engagement & Customization 14
- 15. Accelerated Earn Recognition Leading Rewards • Welcome bonuses • Multipliers • Higher earn rates • Unique features, experiences and benefits provided by banks and Visa • Access to Distinction benefits and features • Base and bonus mile earn across partner network • Distinction bonus miles on coalition partners • Distinction recognition and benefit for highest earners: experiences, privileges • Improved value on rewards • Increased reward availability • Distinction discounts on rewards • Base and bonus mile offers on Air Canada and Star Alliance travel • Bonus miles based on Air Canada’s Altitude Tier • Air Canada Altitude recognition and benefits for frequent flyers: priority benefits when traveling, lounge access • Additional inventory based on Altitude tier • Improved reward value through Distinction (Altitude Prestige and Elite status members) …AND A PROGRAM THAT BRINGS UNPARALLELED BENEFITS TO PREMIUM MEMBERS 15
- 16. Source: Aimia estimates OUR NEW AIR TRAVEL REWARDS WILL BE UNPARALLELED IN THE MARKET Getting Members to Departures Faster Months to North American Long Haul Air Reward Redemption Market fare product Fixed grid product Notes: 1. Based on combined average card spend and coalition activity, and average Toronto-Vancouver fare 2. Card spend assumed to be the same for all card products, not disclosed due to confidentiality. 3. Additional spend bonuses estimated for competitive cards (e.g., gas, grocery, drug, travel spend). 4. Months required to reach reward exclude impact of welcome bonuses. 5. Fare Source: Average fare observed for Toronto – Vancouver ClassicPlus rewards in 2012, confidential. 6. CIBC Aventura World Elite figure may differ depending on grid pricing at the time of redemption; figure displayed assumes points required matches RBC Avion (35K). Aeroplan Market Fare vs ClassicFlight Rewards vs MarketFare Rewards for Distinction Diamond Member 1.1x 1.8x1.2x 1.8x1.3x 2.7x1.8x 1.7x ~12 Months Aeroplan ClassicFlight Aeroplan CLASSICPLUS 16
- 17. AIR CANADA BENEFITS FROM TRANSFORMATION 17 Significant Increase In Volume Of Rewards Classic Flights Market Fare Flight Rewards Moving to a More Balanced Split Between Classic Rewards and Market Fare Flight Rewards Aligned Outcomes For Credit Card Acquisitions Added Value for Altitude Members
- 18. WHERE WE WILL GO • Aeroplan focus is modest growth of premium membership base • Primary goal is to generate higher gross billings by upgrading the membership profile • New capabilities and data will allow for more strategic and valuable use of miles (e.g., recent announcement on higher earn rates on higher Air Canada fare class tickets) 4,366 2012 +10% 2010 4,821 2009 2013 YTD 4,570 4,663 4,728 2011 Aeroplan Active Membership Base Thousands of 12-month Active Members 18
- 19. THIS IS JUST THE BEGINNING…MEMBER NEED STATES ARE DEFINING OUR WINNING ROAD MAP Exclusivity/ VIP Privileges 2016 2014 2015 Value & Availability Flexibility & Simplicity Engagement & Customization June 2013 1 5 3 4 2 1 Distinction program: Announcement 2 Distinction program: Launch 3 Removal of 7-year expiry policy 4 New MarketFare value for all members 5 Charters for Distinction members Yet-to-be-announced program improvements 19
- 20. Aeroplan reinvigorated by delivering outstanding member and partner value Differentiated leadership position built on unique data, brand strength, analytics capability and aligned models DRIVING CONTINUED LEADERSHIP IN THE CANADIAN COALITION PROGRAM “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 Strategic Aspiration Strategic Pillars Vision of Success 1 2 3 4 20