Investor Day 2013: Technology at the Core of Customer Loyalty

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2. TECHNOLOGY
ENABLES ROBUST
CUSTOMER LOYALTY:
AIMIA LOYALTY
PLATFORMS
Susan Doniz /
Michael Zea
September 18, 2013
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3. FORWARD-LOOKING STATEMENT
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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.
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4. INTRODUCTIONS
• Appointed Regional President in Jan 2013
to invigorate US business development
and growth
• Former McKinsey Partner where he led the
Global Loyalty Marketing Practice; 20+ years
of experience in marketing and strategy
• Started career in revenue management and
sales for United and American Airlines
• Appointed Global CIO in June 2011 to define
the strategy to deliver innovation and growth
• Recipient of Canada’s Most Powerful Women
Top 100 in 2011, Trailblazers & Trendsetters
category and serves on several boards
• 17 years of experience in Technology, including
senior leadership roles at Procter & Gamble
Michael Zea
PRESIDENT & CEO – U.S. REGION
Susan Doniz
GLOBAL CHIEF INFORMATION OFFICER
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5. TECHNOLOGY ENABLES CUSTOMER LOYALTY AND
IS CENTRAL TO OUR VALUE PROPOSITION
Mobile Social
Real-time Achievement Analytics
Scale
Interaction
Centricity
Insight &
Operations
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6. Analytics self serve
(ISS) currently
deployed with CVS
Aimia Loyalty
Platform in beta
testing with US
client
US EXAMPLE: DEPLOYING CAPITAL SELECTIVELY TO
STRENGTHEN IT PLATFORMS AND COMPETITIVE ADVANTAGE
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US$28 million acquisition of
EIM in August 2012 to
advance position in
business loyalty; integration
nearly complete and client
list intact
US$18 million acquisition of
Smart Button in July 2013
to deliver new “Plug and
Play” solution to SaaS
clients
Leverage
acquisitions to
strengthen
existing
positions and
access new
capabilities
Invest in global
product-based
platforms
which address
US needs but
enable
economies of
scale
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7. EVOLVING OUR OPERATING MODEL: PURSUING A
PRODUCT-BASED APPROACH TO TECHNOLOGY
• Maintain a catalogue
of products
• Consolidate and export
products across regions
• “Innovate often and fail
fast” approach for
new ideas
• Manage Aimia
global products
• Establish Global Product
Center to for our
product suite
• Standardize for
optimization and speed
• Represent regional
market needs
• Integrate regional and
global products to create
solutions
• Leverage regional and
global centers for
scale delivery
Global
Product
Management
Global
Product
Strategy &
Management
Regional
Execution
& Delivery
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8. US EXAMPLE: ADDRESSING 75% OF THE US RETAIL IT
PLATFORM MARKET WITH PRODUCTIZED SOLUTIONS
• Straightforward needs/buyer
• Typically a single program and brand
• “DIY” solution; $50K-1M spend
$500MMid-Market
~10,000 retailers
$400M
Small Business
~200,000 retailers
$1.6B
US Retail Loyalty Platform Market
• Complex needs/buyer
• Typically global or multi-brand company
• Comprehensive solution with significant
system interconnections; $2-5M spend
$700M
Enterprise
~300 retailers
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9. Verticals
Retail
CPG
Fin Svcs
BU’s
Proprietary
CoalitionRegions
EMEA, US,
CAN & APAC
Winning
Loyalty
Platform
Robust
Feature Set
1,000+
Requirements
Functional
Groupings
160 Core
Functions
Prioritization
Process
Ongoing
Release
Plan
3rd Party
Experts
External
Validation
Distinctive Functionality
• Loyalty Toolkit
• Dashboard Reporting
• Local or Store Manager Portal
• Social by Design
• Gamification – Challenges
• Real-Time Offer Management
• Location-Based Services
• Mobile Loyalty Applications
• Reduced Time to Market
Competitive Functionality
Baseline Functionality
OUR ENTERPRISE PLATFORM LEVERAGES EXPERTISE
FROM ACROSS OUR BUSINESSES GLOBALLY
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10. THE AIMIA LOYALTY PLATFORM PROVIDES OUR
ENTERPRISE SOLUTION FOR COMPLEX PROGRAMS
Aimia Loyalty Platform
Groups &
Households
Partner
Monetisation
Interactions
& Transactions
Global
Currencies
Advanced marketing tools for complex
program management
Customer Service
Members
Marketer
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Demographic
program level
segment
targeting
80/20
configuration
&
customization
Multi-program
regional
by brand
by channel

11. First 10
SaaS clients
First 10M+
member
retail client
First
1M+ member
retail client
50
SaaS clients
Acquired by
Founded
1994 2000 2007 2008 2012 2013
SMART BUTTON HAS BEEN IN BUSINESS SINCE 1994,
TARGETING THE RETAIL MID-MARKET WITH 50+ CLIENTS
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12. SMART BUTTON DELIVERS SELF-SERVICE PROGRAM
MANAGEMENT WITH AN OUT-OF-THE BOX SOLUTION
Simple
Configuration
Tools
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13. OUR PLATFORMS HELP CLIENTS CREATE A UNIQUE
CUSTOMER JOURNEY AND EXPERIENCE
Promote & Offer Capture
Purchases
Targeted Offers
Partners & Progress Tracking
Rewards, Promotions
& Charities
Sharing &
Rewarding
via Facebook
Members Engage
Others via Twitter
Enroll & Welcome
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14. Customer Experience Product Approach Continuous Innovation
• Enhanced user experience
design to drive increased
program engagement
• Intuitive tools that put control
in the hands of the marketer
• Flexible set of platforms
targeted to address specific
market segments to win
• Features and delivery
models to match solutions
with buyer needs to
drive value
• Innovative products
that are cost efficient to
deal with today’s
marketing challenges
• Combining deep and
broad loyalty expertise
with leading loyalty
technology features
OUR PRODUCT APPROACH WILL CONTINUE TO EVOLVE,
BUT WILL ALWAYS START WITH THE CUSTOMER
Our People and Platform Capabilities Combined to Deliver Results
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15. OUR IT PRODUCTS ARE DESIGNED TO ENABLE OUR
STRATEGY BY DELIVERING OUR LOYALTY EXPERTISE
“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
 Develop or acquire
solutions for new market
segments
Strategic Aspiration Strategic Pillars Focus Areas
 Scalable global product
model in development
and delivery
 Embed our loyalty
experience into our
Enterprise platform
 Match platforms and
delivery models to specific
market segments
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