José Jaspe has over 20 years of experience in marketing, business planning, and geomarketing. He has expertise in strategic planning, market analysis, and implementing marketing strategies. This document outlines some of José's qualifications and experience working with various industries like real estate, retail, finance, and agriculture. It also provides examples of projects he has worked on, such as strategic business plans for retail banking and distribution companies, and international marketing plans.

1. Project summary
José Jaspe
Geomarketing and Strategic
Business Planning Specialist
934, Gilbert-Langevin, Montréal, QC, H2J 4G6, Canada - (514) 948-4055 - jose.jaspe@sympatico.ca

2. General Experience
 Skilled marketing manager and consultant, with over 20 years of international experience in Brazil, Burkina Faso, Canada,
Colombia, Guatemala, Mexico, Paraguay, the United-States and, Venezuela. Demonstrated successes at designing and
implementing complex strategies to increase Organization's growth and profits.
 Experience with different industries, including real estate, retail, finance, geomatics, transport, environment, international trade
and agribusiness.
 Specific expertise in geo-marketing, project design and management, local market assessment, business modeling, relationship
management, strategic planning and international marketing and trade.
 Wide knowledge of planning methodologies and tools, which include MapInfo Professional (GIS), MS Project Manager, MS
Office, Photoshop, Google Earth, Quark XPress, Sketch Up, and Visio.

3. Education
 Bachelor of Sciences in Agriculture (B.Sc. Agr.) McGill University, Montreal, 1986
 Qualifications in agribusiness economics, plant sciences, production models, international agriculture, etc.
 Master of Arts, Geomarketing - (M.A. Geography). Laval University, Quebec, 1991
 Qualifications in geo-marketing, geo-spatial analysis and retail distribution channels
 International Trade Specialist Diploma. Universidad de Carabobo, Venezuela. 1995
 Qualifications in import-export management, commercial integration, export financing, logistics and transport

4. What is Geo-marketing?
 Geo-marketing (also called marketing geography) is
a discipline within marketing which uses customer
insight and market geographic information for
planning and implementation of marketing
strategies. Geomarketing allows one to:
 Analyze and display customer data that has a
geographic component (geographical
intelligence).
 Connects customer data and socio-economic
data to that of competitors across the
distribution network.
 Analyze peculiarities of a chosen geographic
area and incorporate them into the design of
a marketing strategy (e.g: geographic
barriers, distribution of ethnic groups,
weather projections).

5. Who uses Geomarketing ?
 A major retailer is expanding within Canada and/or entering the US market.
He/she wonders:
 What is the size of the market and what kind of growth should we
expect?
 Where are the best markets and the hot spots?
 How is a particular retail environment evolving?
 How much should I invest in each market area?
 Should I open downtown, at a shopping centre or at the big box?
 A manufacturer wants to reorganize the sale force into different territories to
introduce a new private label concept. He/she wonders:
 What kind of customer-base will I encounter for my new private label?
 What size is the market? Am I tapping it’s full potential?
 What kind of growth can I expect?
 Which sales person is really performing the best, considering the
territory’s potential?

6. Main projects

7. Strategic Business Management - Retail Banking
 Customer: Financial Institution
 Industry: Financial Services
 Mandate: to elaborate and ensure the execution of “customer-centric” strategies and tactics to optimize the branch network
across Canada, to improve the positioning of the corporate CIBC Brand and to enhance the overall retail customer experience,
according to business objectives:
 Contributes to the design and deployment of a customer-oriented roadmap for the retail branch network, by ways of
specific real estate management strategies (e.g.: retail potential assessment, branch consolidation, roll-out of new visual
concepts, branch size optimization per market) consistent with geography, segmentation and overall objectives in
customer experience management.
 Assesses customer insight, customer distribution, transactional behaviour and psychographic segmentation in over 150
markets across Canada. In high-potential markets, completes financial modeling and business cases to demonstrate
project’s economic viability, retention, risks and benefits . Recommends project financing to the Board of Directors.
 Approves new “customer-centric” Flagship concepts, architectural site plans of the new banking centres and visual design
strategies. Ensured project follow-up during construction, from tender to opening of the new CIBC banking centre.
 Results: In high potential markets, recommends the consolidation of 22 banking centers and the opening of 8 new Flagship
banking centers managing and retaining $3.8 billions in funds. This represented an investment of $44.6 M; for a saving of $1.4M
a year in occupancy costs, a projected net revenue gain of $10.4M and an important improvement in the appearance of the
physical branch network .

8. Galeries Mille-Îles, Rosemere, Quebec
 Initiative : Consolidation (3 into 1).
 Total Funds Managed: over 300 M
 Investment : $ 4.7 M
 Opening : September 2004

9. Commerce Place, Vancouver, British Columbia
 Initiative: Major renovation and
consolidation (2 into 1)
 Total Funds Managed: over $ 1.5 B
 Investment: $ 9 M
 Opening: October 2005

10. Complexe Pointe Claire, Montreal, Quebec
 Initiative : Consolidation (3 into 1).
 Total Funds Managed: over $ 500 M
 Investment : $ 6.8 M
 Opening : September 2003

11. C.B. Drummondville, Drummondville, Québec
 Initiative : Forced move (temporary
premises and 2 into 1 consolidation in
a new banking centre).
 Total Funds Managed: over $ 120 M
 Investment : $ 2.4 M
 Opening : March 2004

12. Carrefour Angrignon, LaSalle, Quebec
 Initiative : Consolidation (3 into 1)
 Total Funds Managed: over $ 250 M
 Investment : $ 3.1 M
 Opening : March 2004

13. Lacewood & Parkland, Halifax, Nova Scotia
 Initiative : Consolidation (2 into 1).
 Total Funds Managed: over $ 450 M
 Investment : $ 6.5 M
 Opening : November 2005

14. Sherbrooke & Metcalfe, Montreal, Quebec
 Initiative : Consolidation (3 into 1)
 Total Funds Managed: over $ 400 M
 Investment : $ 6 M
 Opening : September 2004

15. Normanview, Regina, Saskatchewan
 Initiative : Forced move
 Total Funds Managed: over $ 150 M
 Investment : $ 3.4 M
 Opening : September 2006

16. Branch Network Management – retail banking
 Client : Customer: Financial Institution
 Industry: Financial Services
 Mandate: Strategically manages the branch network (218 banking centers) and makes sure it
reflects a professional corporate image at all times.
 Rolls out all the visual strategy throughout the branch network, including new concepts
and national programs intended to improve branding and service (e.g.: signage,
merchandising, branch refurbishing, ABMs).
 Prepares the annual plan for premises-related improvement and maintenance work.
Managed the annual budget of over $2M and ensured proper project execution.
 Marché : Canada

17. Strategic Planning of the ABM remote network –retail
banking
 Customer: Financial Institution
 Industry: Financial Services
 Mandate: Strategic planning of the remote network of
automatic banking machines (ABM). This includes market
analysis, ABM financial modeling, profitability analysis and
site recommendations.
 Market: Canada
 Results: Recommends remote ABM installation, particularly
in markets impacted by the reconfiguration of the branch
network. Ensures that all players have the necessary
information and direction to execute projects, from the
identification of sites and real estate negotiations to the
installation of remote teller machines.

18. Business Development Plan – Retail
 Client :Distributor of recreational vehicles from new
York State
 Industry: Retail
 Products: Recreational vehicles and accessories
(Yamaha, Suzuki, Harley Davidson, Arctic Cat, etc.)
 Mandate: Business development plan, including the
analysis of the regional market area to determine
geographic penetration, the identification of specific
target areas offering opportunity for growth, the
creation of a communication and ad strategy and the
recommendations of areas of investment within the
company.
 Market: North-eastern United States
 Results: This development plan was implemented
between 2001 and 2006 and as a result, the company
exceeds projected sales (over 18% growth per year in
Harley Davidson products).

19. International Marketing Plan - Retail
 Client : Canadian retailer/ men’s apparel designer
 Industry: Fashion
 Products: Menswear
 Mandate: International Marketing Plan; including the
export-readiness assessment, the organisational
structure and procedures manual, the identification
and assessment of niche market potential, the
prospection of potential market areas (South-eastern
USA), the visual image, including the production of
promotion tools and catalogues, and the scheduling of
a deployment expansion strategy.
 Markets: Canada and the United States
 Results: The Company expands its international
distribution network to more than 30 countries in
North-America, Australia and Europe. More recently,
opens its 4th Store in Canada.

20. Retail Marketing Plan - Transport
 Client : Venezuelan air cargo liner
 Industry: Transport
 Service: Air cargo
 Mandate: To manage the implementation of a retail
development plan for an air cargo company in Venezuela.
The plan includes redefining the organizational identity,
analysing customer and market data, optimizing site
locations for urban reception centers and refreshing the
corporate image.
 Market: Venezuela
 Results: Within three years, the company reaches a
participation of 15 % of the market and consolidates its role
as air cargo carrier, especially of perishable products (e.g.:
cut flowers and fast food for Wendy’s and McDonalds).
Currently, the company is well established in all the main
cities of Venezuela and also serves Aruba, Bogotá, Lima and
Santo Domingo.

21. International Marketing Plan - Transport
 Client : Main Shipping Port of Venezuela
 Industry: Transport
 Service: Maritime cargo
 Mandate: to manage the establishment of a new marketing Montreal 3000 km
division and the development of new organisational processes New York
for the main shipping seaport of Venezuela. Collects, integrates 2000 km
and maps customer data from various sources (customs, freight Houston
forward and shipping companies). Analyzes the information to Miami 1000 km
establish the geographical customer distribution, studies the Puerto Cabello
degree of market penetration (hinterland and voreland) and Panama Paramaribo
develops the international marketing plan. The plan includes Bogotá
identifying needs and processes in market intelligence,
refreshing corporate image and targeting certain niche
geographic areas offering potential or growth. It also includes
specific promotion initiatives to develop a lucrative niche market
in Colombia. Rio de Janeiro
 Markets: Venezuela and Colombia
 Results: The shipping port targets certain specific geographic
areas and consolidates its competitive geographic advantage to
serve 65% of the Venezuelan market and parts of the Colombian
territory.

22. International Marketing and Business Development
 Customer: Various
 Industries: Agribusiness, Environment, Plastics, Agro-industry, Apparel, etc
 Products: Various
 Mandate: Assists Canadian companies in their preparation for market expansion. Works with various trade offices across
Canada and overseas and assists companies to take part in international commercial missions and trade shows. This includes:
 Export-readiness preparation, adaptation of promotion tools to the target projects, local languages and marketplace (e.g.:
standards, packaging, labelling, etc).
 Market prospecting, analyzing trade areas, identifying opportunities
 Identify strategic local allies and negotiates collaboration agreements with agents and representatives to consolidate the
sales force abroad.
 Effectively representing organisations dealing with government officials in Canada and abroad
 Markets: Canada, USA & Latin America
 Results: Companies take part in commercial missions abroad as well as important trade shows (e.g.: Environmental Canada
Team Mission to Mexico City, Expoagro Argentina, Rio Oil & Gas - Brazil, Americas mart Men's & Boy's Apparel in Atlanta,
Magic Trade Show in Las Vegas, Americana Environmental Show in Montreal). This enables them to identify prospective
representatives, distributors, customers, as well as events to be associated with in the local market.

23. Market Analysis and Strategic Planning – Distributor
 Client : Distribution Company
 Industry : Agriculture
 Product : Equipment for the poultry industry
 Mandate : To evaluate organisational needs and
reformulate the strategy of commercial expansion.
Redefines the company’s strategic vision and
identity. and proposes a new customer-oriented
direction for growth. This included: analyzing Pullets intended
customer data and census figures to determine the for laying (2006)
national distribution of existing and potential # of farm reporting 204
customers, evaluating competitor’s position, Annual # of birds 1 894 796
identifying industry trends and quantifying projected Annual # of birds per farm 9 288
sales potential. Defines strategies and tactics for the
introduction, promotion and/or distribution of products
in high-potential markets across the country.
 Market : Canada
 Result: Assists Management in the development of
the roadmap to deploy the selected wholesale, retail,  VANCOUVER
direct-marketing and internet strategies across
Canada. Project is currently being implemented

24. Market Analysis and Strategic Planning – Distributor
 Client : Distribution Company
 Industry : Agriculture
 Product : Equipment for the poultry industry
 Mandate : Market Analysis and Strategic Plan, to
analyze the market potential offered to the
Ecodrum composter in the Province of Quebec,
with emphasis in use for animal mortality
management, as prescribed by the
manufacturer. This market analysis is necessary
to better understand all market variables
touching the industry and the product.
 Market : Quebec
100 km
 Result: The company is implementing a strategy
specifically designed to introduce the Ecodrum 50 km
and reach the right customer in the best potential
markets.

25. Image and marketing Plan - Manufacturing
 Client : Plastics Manufacturing Company
 Industry : Agriculture
 Product: Equipment for the agricultural industry
(Composters for hog, poultry, dairy and organic industry).
 Mandate : Branding and Marketing Plan, to assist a
manufacturer of equipment for the agricultural industry to
set up distribution and position product across North-
America. Analyzes product market potential, and
implemented a marketing plan to pioneer the product in the
market which included product image, promotion tools,
participation at agricultural trade shows and negotiation of
distribution agreements. Project developed in partnership
with Byron Irwin.
 Market : USA and Canada
 Results: sets up wholesale distribution across North
American in less than two years, and as a result the
company has a stable manufacturing environment with
sales of over $1M.

26. Export-readiness diagnostic – Agro-industry
 Client: Association of Co-operatives of transformation of fruit
and vegetables from Burkina Faso
 Industry: Agro-industry
 Mandate: to complete the export-readiness diagnosis for a
conglomerate of fruit and vegetables transformation coop in
Burkina Faso.
 Market: North America
 Result: Evaluates the preparation of the co-operative for
exports, according to its resources, its competitiveness and its
expectations. Makes recommendations concerning the
necessary preparation, capital investment and areas of
development to competitively position its products in the
North-American marketplace.

27. Evaluation of Production Potential - Horticulture
 Client: UPADI and Government of Guatemala
(Program for the development of non-traditional
exports).
 Industry: Agriculture
 Products: Ornamental plants and cut flowers
 Mandate: Evaluation of Production Potential; to
determine the best production areas, quantifying
production potential, and evaluating the socio-
economic impact and the production costs of five
ornamental crops (Anthurium, Cactacea,
Orchidaceous, Hibiscus, Chamaedorea) across
various climatic zones of Guatemala.
 Markets: Guatemala, North America
 Results: proposes a business model indicating the
potential offered by the selected ornamental crops to
the different stakeholders and provides
recommendations for investment and future crop
production for export markets.

28. International Marketing Plan - Manufacturing
 Client: Metal Fabricating Manufacturer
 Industry: Agriculture
 Mandate: International Marketing Plan, to
develop new opportunities in the agricultural
market, in a context of rapid market turn
down Project developed in partnership with
Byron Irwin.
 Products: cattle equipment
 Markets: Western Canada and Western
USA
 Result: After evaluating product offer in the
agricultural industry for different lines,
develops and markets a product line. Brands
products, creates and implements specific
entry strategies and established retail
distribution though over 360 retail points in
Alberta, Saskatchewan, Manitoba, North
Dakota and Montana. As a result, the
company experiences a steady growth in
sales (up to 1 million dollar by the 2nd year).

29. International Marketing Plan - Manufacturing
 Client: Plastic Metal Fabricating Manufacturer
 Industry: Agriculture
 Mandate: International Marketing Plan; including export-
readiness evaluation of current lines, the development of new,
more adapted products, the production of promotion tools and
the establishment of retail distribution throughout North
America. Putts in place a basic quality control program on
lean manufacturing, introduces new packaging and labeling
standards with proper UPC coded for the farm retail market,
and establishes proper retail distribution. Project developed in
partnership with Byron Irwin.
 Market: North America
 Result: The final result is a 300% increase in product sales to
was a increase in sales of 2.5 million in a two year period.

30. International Marketing Plan - Manufacturing
 Client: Manufacturer of agricultural equipment.
 Industry: Agriculture
 Products: Ditching equipment line.
 Mandate: International Marketing Plan; including the
production of promotion tools and the establishment of
wholesale distribution across North America. Project
developed in partnership with Byron Irwin.
 Markets: USA and Canada
 Results: The Company established new distribution
channels for their products throughout Midwestern USA.
As a result, sales increased in close to a 100% in two
years.

31. International Marketing - Geomatics
 Client : Canadian developer
 Industry: Geomatics
 Products: Geographic Information System with applications to
territorial management and farm planning.
 Mandate: International marketing. Responsible for identifying
international business opportunities in geomatics, evaluating
project needs, developing prototype content, evaluating
promotion tools and adapting them to the target projects and
markets, preparing participation at international missions and
trade shows, identifying strategic allies and negotiating
collaboration agreements with agents and representatives
abroad.
 Markets: Venezuela and Paraguay
 Results: Positions the technology and services of the company
to project managers and decision-makers (World Bank and
government officials in Paraguay and Venezuela) prior to pre-
qualification. Establishes positive relationships with commercial
delegates and other Canadian government officials abroad.

32. Business Prospecting - Information Technology
 Client : Canadian developer, in association with the Center
for Information Technology Innovation
 Industry: Information Technology and Environment
 Products: Shoreline Cleanup Expert System (Shoreclean).
 Mandate: International Prospecting. Responsible for
representing the company at international missions and
trade shows, adapting promotion tools to the target markets,
evaluating potential international business opportunities in
information technology and negotiating collaboration
agreements with local representatives.
 Markets: Venezuela and Brazil
 Results: Positions the technology to decision-makers
(Ministry of Environment officials and Oils Companies in
Brazil and Venezuela). Establishes representation with local
vendors already working with potential clients and positive
relationships with Canadian government officials abroad.

33. International Marketing - Information Technology
 Client : Canadian environmental consulting company
 Industry: Information Technology & Environment
 Products: Expert Systems with environmental assessment
applications (Environmental Auditor & Environmental Data
Manager)
 Mandate: International marketing. identify potential business
development opportunities. Designs promotion tools,
prospects potential clients, negotiates collaboration
agreements with strategic allies and coordinates the logistics
inherent to international missions and trade shows.
 Markets: Venezuela and Mexico
 Results: Set up national distribution in both markets and
establishes positive relationships with commercial delegates
and other Canadian government officials abroad.