The Canadian GIC market is valued at just under $900 billion in Q1 2009. Chartered banks hold the largest share at 67% of funds, while credit unions and trust companies hold 25% and 7% respectively. On average, GIC volumes have grown 5% per year. Individuals hold 57% of outstanding balances compared to 43% for businesses. Distribution is key to success in the GIC market, with large investment dealers and independent brokers driving most origination. Rates are generally not the main competitive driver, as customers prioritize insured status, brand, and advisor recommendations over rates. New entrants may consider differentiated strategies around distribution channels, product features, or rates/commissions.
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The Brazilian Energy Sector by David Panico, Managing Director, Investment Banking, Citi. Presentation featured at the 2nd International Conference: Brazil: A pathway into the future from the Emerging Markets Institute at Cornell University's Samuel Curtis Johnson Graduate School of Management and Better Brazil
The global outsourcing industry is constantly evolving through new contracting award characteristics and an expanding universe of successful service providers. ISG's TPI Index helps industry participants, enterprises and organizations keep pace and capitalize from the latest data on outsourcing trends. It is the authoritative source for marketplace intelligence related to outsourcing: transaction structures and terms, industry adoption, geographic prevalence and service provider metrics.
Webinar Deck: Market Vista - Key Market Development in Q3 2012Everest Group
Outsourcing transaction activity in Q3 2012 remained lower than third quarters of previous years. In contrast, offshore locations in Asia and Latin America continued to report activity across global in-house centers (GICs) and service providers.
Global services managers need to carefully monitor and analyze these market developments that could serve as a critical input toward their plans for 2013.
Etude PwC sur les fusions-acquisitions en Chine (2013)PwC France
http://pwc.to/XoaDIh
La conjonction des incertitudes sur l’économie mondiale et de problèmatiques internes à la Chine ont entraîné une baisse des investissements en Chine. Ceux-ci ont atteint en 2012 leur plus bas niveau depuis cinq ans, avec un repli encore plus marqué qu’au lendemain de la crise financière de 2009. Ainsi, les fusions-acquisitions réalisées en Chine ont reculé de 23% en volume et de 28 % en valeur sur l’année 2012. En revanche, le montant des investissements chinois à l’étranger a augmenté de 54% en 2012 par rapport à 2011 pour s’établir à un niveau record de 65.2 milliards de dollars.
The 5th methodology: implementing a holistic approach to mobile researchMerlien Institute
The 5th methodology: implementing a holistic approach to mobile research
Jim Schwab - SVP, North America - OnePoint Surveys
Reviewing mobile market research within a holistic context. Discussing the channels of survey engagement that are optimal via mobile. Outlining the key success factors for navigating the wireless landscape.
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Webinar Deck: Market Vista - Key Market Development in Q3 2012Everest Group
Outsourcing transaction activity in Q3 2012 remained lower than third quarters of previous years. In contrast, offshore locations in Asia and Latin America continued to report activity across global in-house centers (GICs) and service providers.
Global services managers need to carefully monitor and analyze these market developments that could serve as a critical input toward their plans for 2013.
Etude PwC sur les fusions-acquisitions en Chine (2013)PwC France
http://pwc.to/XoaDIh
La conjonction des incertitudes sur l’économie mondiale et de problèmatiques internes à la Chine ont entraîné une baisse des investissements en Chine. Ceux-ci ont atteint en 2012 leur plus bas niveau depuis cinq ans, avec un repli encore plus marqué qu’au lendemain de la crise financière de 2009. Ainsi, les fusions-acquisitions réalisées en Chine ont reculé de 23% en volume et de 28 % en valeur sur l’année 2012. En revanche, le montant des investissements chinois à l’étranger a augmenté de 54% en 2012 par rapport à 2011 pour s’établir à un niveau record de 65.2 milliards de dollars.
The 5th methodology: implementing a holistic approach to mobile researchMerlien Institute
The 5th methodology: implementing a holistic approach to mobile research
Jim Schwab - SVP, North America - OnePoint Surveys
Reviewing mobile market research within a holistic context. Discussing the channels of survey engagement that are optimal via mobile. Outlining the key success factors for navigating the wireless landscape.
Recent advances in gic final /certified fixed orthodontic courses by Indian d...Indian dental academy
The Indian Dental Academy is the Leader in continuing dental education , training dentists in all aspects of dentistry and offering a wide range of dental certified courses in different formats.
Indian dental academy provides dental crown & Bridge,rotary endodontics,fixed orthodontics,
Dental implants courses.for details pls visit www.indiandentalacademy.com ,or call
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Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
The Pooled Registered Pension Plan has been a complete faiure. Discussion on the use of PRPP for de-accumulation products including annuities potentially is a silver lining for how FI's could embraced legislative program to delivery value to aging consumers.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Idea Associates is a Toronto based consultancy focused on financial
services products and markets
Deposits
Credit Cards
Mortgages
Wealth
Insurance
Leading Financial
Services companies
Industry Analysis
through the process of
VoC Analysis
implementing new Strategic Design
product and market Business Model Design
opportunities. Implementation
New Product Strategies
Cross-Border Opportunities
Process Redesign
Mergers & Alliances
Disruption Plays
Idea Associates Ltd
2
Client Confidential
3. Executive Summary
• GIC Market in Canada is ~$900 billion
67% of funds with Chartered Banks
57% of funds Personal accounts … 43% business
Average growth rate is 5% …. Trust company GIC balances grown at 9%
• Distribution is key to GIC launch success
Creating “captivated” distributors with Investment Dealer or FICDB
independents key to success
GIC originations not regulated … therefore other distribution channels
possible but infrastructure build costly (i.e. mortgage brokers, mutual fund,
insurance channels)
• GICs must be CDIC to compete in current market
Non-compliant product structures exist but are marginalized in market
• Market entry plays have focused on rates/commission
Differentiated entry plays complicated by generic nature of product
Idea Associates Ltd
3
Client Confidential
4. The Canadian GIC market is valued at just under $900 billion in Q1 2009 …
down 4% from peak volumes in 2008.
Total GICs in Banks, CUs and Trust Companies
$950,000
$900,000
$850,000
($ Millions)
$800,000
$750,000
$700,000
$650,000
$600,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2005 2006 2007 2008 2009
Total GICs in Federal Deposit Taking Organizings
• On average, GIC volumes have been increasing at an average of 5% per year
since 2004
Idea Associates Ltd
4
Analysis.Client Confidential
Sources: Bank of Canada, April 2009. OSFI May 2009. Idea Associates
5. Individuals hold 57% of outstanding GIC balances and businesses 43%
GIC Deposits: Personal Vs. Business Registry
600000 • On average business
holdings grew at an average
500000
of 5.5% compared to 3.4% for
400000 individual holdings in the
$ M illio n s
period.
300000
200000
100000
0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2005 2006 2007 2008 2009
Total Personal GIC Outstanding Total Business GIC Outstanding
Annual Growth In GIC Holdings: Personal/Business
2005 2006 2007 2008 Q1 2009
Pers Growth Rate 1.9% 6.0% 4.3% 10.7% -5.9%
Business Growth Rate 4.5% 7.5% 16.3% -4.7% 4.1%
Sources: Bank of Canada, April 2009. OSFI May 2009. Idea Associates
Idea Associates Ltd
Analysis. 5
Client Confidential
Note: CU division is estimated as their reporting is a blend of both personal and
6. Banks are the primary repository of GIC funds …
GIC Assets By FI Type
1000000
800000
Millions $
600000
400000
200000
0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
43234 42308 41934 41881 41104 41400 41774 42114 42363 42782 49515 49168 50701 51773 57077 61322 62370
Trust Company Total GIC
181031 186482 187953 191297 192932 198208 200176 202699 206035 209433 212893 216416 220005 223659 227381 231171 235030
CU Total GIC
Chartered Banks - Total GIC 466657 477117 481547 478606 493687 497159 519972 531227 535652 556514 596242 592503 608646 623519 633031 618895 598302
Chartered Banks - Total GIC CU Total GIC Trust Company Total GIC
• 67% of total GIC (~600 bn in 2009) are placed with banks.
• Credit unions are estimated to control 25% of GIC market
• Trust Companies 7% … although balances grew at an annual rate of 9% per year
Idea Associates Ltd
6
Analysis.Client Confidential
Sources: Bank of Canada, April 2009. OSFI May 2009. Idea Associates
7. RSP GIC Balances are slowly decreasing … growth personal GICs in non-reg
business
RSP vs Non-Reg GICs
600000
500000
400000
P er sonal GI C V ol ume
300000
RSP GI C V ol ume
200000
100000
0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2005 2006 2007 2008 2009
Total Personal GIC Assets
M a rk e ts ha re %
100%
80%
60%
40%
20%
0%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2005 2006 2007 2008 2009
Personal GIC Marketshare RSP GIC Market Share
Idea Associates Ltd
7
Sources: Bank of Canada, April 2009. OSFI May 2009. Idea Associates Client Confidential
Analysis. Data includes chartered bank, CU and Trust companies.
8. GICs account for 55% of personal deposits at banks
Chartered Bank Personal Deposits By Product Type
700000
• Similar balance expected in
600000
CU markets
500000
• Trust companies are fully
400000
reliant on GIC funds
300000
200000
100000
0
2004 2005 2006 2007 2008 Q12009
Personal Chequing Personal Savings Personal GICs
Chartered Bank Personal Deposits: Product Source
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2004 2005 2006 2007 2008 Q1 2009
P er sonal Chequi ng Per sonal Savi ngs Per sonal GICs
Idea Associates Ltd
8
Analysis.Client Confidential
Sources: Bank of Canada, April 2009. OSFI May 2009. Idea Associates
9. Developing a competitive GIC business in Canada
• Distribution driven sales environment
Finding “captivated” sales force key to volume … emphasis on captivating
sales/channel interest
Sales force motivated by commissions, perceived brand quality of FI,
paperwork/compliance barriers.
GICs are sold … Not bought … therefore POS preference is key
Recommended part of financial strategy or life-stage driven fixed income
needs
Older people are bulk of market for GICs … economic turbulence also drives
volume
Business and institutional GICs key sources
Customers buy term, CDIC, brand, rate ... in that order
Rate is generally not a competitive driver … Customer sensitivity to rate is less
than sensitivity to CDIC protection, brand and recommendation.
Rate is more important in direct markets
Idea Associates Ltd
9
Client Confidential
10. Distribution Channel and Connectivity
• Distributor Environment
Large dealers … large and bank owned dealers largest source of
independent GIC funding (ie. RBC-DS, CIBC Wood Gundy, Nesbitt-Burns,
Jones Heward et al).
Independent Deposit Brokers … FICDB members who exclusively sell
GICs.
Alternative Channels
Mutual Fund and Financial Advisors
Insurance Brokers
Banks and CUs
Direct
• Systems access
Cannex – Primary system for access to independents and dealers
Proprietary – Fax and or Excel based order and reconcile systems (BNS)
and/or direct websites.
Alternative systems --
Fundex – mutual fund, life insurance channels.
Filogix – mortgage brokers and bank remote channels.
Idea Associates Ltd
10
Client Confidential
11. Simplified GIC Value Chain
• The GIC product environment is highly constrained …
Competitive drivers distribution sources, rates, product features,
fulfillment/compliance pain
Profit drive by rates (driven by channel and brand), operating costs
(reducing errors, compliance enforcement choices, order automation)
Validation of Confirm and Funds
Rate Pricing Originate Redemption
AML/KYC Reconcile Disbursement
Distribution Agreements, Compensation & Distribution Systems (i.e. Cannex)
Accounting, Payments and Reporting
Product Design
Back-Office and Systems of Record
Compliance Framework
Idea Associates Ltd
11
Client Confidential
12. A market entry plan for GICs suggests four general alternatives …
Rate/Commission Differentiation
Channel Differentiated Undifferentiated
• Launch generic GICs with • Launch generic GICs with
differentiated rates or commissions differentiated rates or commissions.
to fund and mortgage brokers. • SO: use price differentiation to buy
• SO: New distribution, with simplified volume
offer • Challenges: low reliability, brand
• Challenges: Channel education, facet of sale to distributors,
compliance, market appetite, cost increased competition from other
of infrastructure, time to market new banks
New Existing
Channels Channels
Distribution Channel Choice
Product/Channel Differentiated Product Differentiated
Product Feature Choice
• Launch feature based GICs to
• Launch feature based GICs to
mortgage brokers and fund sales
Dealer and FICDB Markets.
force.
• SO: non-price differentiated
• SO: Product differentiated
competition
competition with advisors not
• Challenges: Channel education,
currently selling GICs (new income)
compliance, entrenched behaviors,
• Challenges: Channel education,
cost structures.
compliance, market appetite, cost
structures, time to market
Feature Differentiation
(i.e. index, etf GICs, etc)
Idea Associates Ltd
12
Client Confidential
13. Idea Associates Experience
• Launched GIC, Savings, Chequing and Credit card accounts for
Canadian Banks and Trust Companies
• Authored strategy and OSFI business plan for Canadian mortgage
insurance company
• Expert on mutual fund, insurance retailing, mortgage broker and direct
channels
• Deep operating connections to Cannex, FundServ and Filogix and
various back office systems providers
• Team of skilled industry professionals capable of implementing
winning financial product and channel strategies.
Idea Associates Ltd
13
Client Confidential
14. About the Author
• Scott Wilkinson MBA CMC
Scott.wilkinson@ideaassoc.com
416-669-5540
Scott leads companies through the process implementing new product and market
opportunities by leveraging his strategic consulting background, deep analytical toolset and
market understanding.
Prior to founding Idea Associates, Scott was a senior consultant with leading U.S. based
consultancies Organic Interactive and Dove Consulting. He has advised companies such as
AGF Funds Management, MGIC Canada, GE Capital (Genworth), Centract, Bell Canada
Enterprises, Chrysler Financial, American Express, Charles Schwab, IBM and others on
product, market growth and operational efficiency strategies. Before consulting, Scott spent 8
years with Royal Bank of Canada and CIBC, as a key member of teams assigned to develop
new products, payments and channels.
Scott is published author on the mortgage industry, housing affordability, payments and
billing, interactive banking channels and B2B exchanges. He has published a number of
industry white papers, is a contributing author to the “E-Finance Report” on the US Banking
Industry published by McGraw-Hill and authored “The Evolving Impact of E-Commerce on
Housing Finance and Affordability” in 2003. Scott also has published articles on eCommerce
governance.
Scott is a certified management consultant with a BA from the University of Toronto and an
MBA from Richard Ivey School of Business at the University of Western Ontario. Scott is a
member of the Canadian Association of Management Consultants, the Product Development
Management Association and the Canadian Association of Accredited Mortgage Professionals.
Idea Associates Ltd
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Client Confidential