Lloydmedia Inc Financial Services Group Media Kit 2015

Financial Services Group

2015 Media Kit

2015 Media Kit

NeW FOR

2015

LLOydMedia iNc

Reach elite, data-driven Marketers and top-Level Financial executives

Our magazines are must-reads for key executives in core corporate competencies.

Can you help our readers:

Create � a strong financial structure and healthy economic ecosystem to ensure capital and cash flow keep their engines running?

Determine � who their customers should be, how they can reach them most effectively, and how they can turn data-driven marketing into profitable sales?

Build � efficient and effective financial systems to enhance payments and billings between their companies and their customers and vendors?

Convert � all the data and information they collect from every contact point into tangible benefits that increase revenue and reduce costs?

Equip � their companies with the tools, technology, systems and hardware needed to manage their operations, to create new services or products, and deliver them to their market?

Manage � their customers with smoothly functioning support departments that are properly staffed and equipped to solve problems, foster loyalty and retain customers?

Make any or every step � in that chain better, faster, cheaper, and more profitable?

Tap into the ecosystem at the points that drive your campaigns. Choose markets that engage your best prospects. Select the channels that address your strategy and tactics.

Payables | Receivables | Collections | Data | P-Cards | ECM | Technology

FINANCIALS

Working With Marketing On Customer Data

Best Practices for Fighting Credit Card Theft & Fraud

Here Comes the Year of e-Everything

PREMIER ISSUE

Q1 SPRING 2014 • Canada’s Independent Magazine

7 Reasons To Automate Accounts Payable

a caNadiaN chip & piN primerhow the cPa is Pavingthe way For Pinless debit

the greening of Bill payment

spotlight: mobile Payments

walletwarswhy everyoNe is fightiNg for coNtrol of this maN’s deBit traNsactioNs

the magazine of transactions, cards & eBpp in canada

2015 Media Kit - FiNaNciaL SeRviceS GROup

Editorial contact

Karen TremlEditor905-201-6600 [email protected]

The readers of Payments Business are senior executives and primary influencers who manage, operate, execute, and fulfill all forms of payments and financial transactions across all platforms and channels. Our unique readers also make the major decisions in ecommerce, payments processing, card issuance and printing, statement creation, printing & mailing, order processing, transaction customer service and more.

AudienceOur readers include executives from national retail chains and independents, merchants, online sellers, banks, credit unions, third-party financial services, and major companies in entertainment, travel, restaurant services—every significant retail category.

Our readers make company-wide decisions about activities crucial to the ongoing financial viability of Canadian companies and their daily cash flow.

ContentOur writers include major Industry Experts who analyze and report on:

impact of new technologies•growth of mobile payments•emerging payment players•traditional payment architectures•POS trends and technology•evolution of loyalty cards•top consumer trends•characteristics of Canadian market•future of debit cards & programs•chip migration•ACH systems•

ContextWe help the readers understand, evaluate and make better decisions about strategy, tactics and technology related to the payments process:

impact of chip-based cards, online processing, digital transactions•growth of mobile payment acceptance and usage•emerging payment players and their impact on traditional payment•architectures•EBPP (Electronic Bill Presentment & Payment)•implementation and application of loyalty cards•top consumer trends and unique characteristics of the Canadian •marketfuture of debit cards and debit programs•risk management and security•customer ID and security systems•card formats and systems•and much more•

talk to your target Market.

Visit us at www.paymentsbusiness.ca | tel: 905-201-6600

payMeNtS BuSiNeSS magazine

Editorial contact


2015 Editorial SchEdulE

Month KEy thEME SpEcial rEport

VErtical MarKEt

pay channEl SEgMEnt updatE

tEchnology updatE

aSSociation Spotlight

BonuS diStriBution

January-FEBruary

techNOLOGy - Physical

ATMs & ABMs � Credit Unions � Credit Cards � ISOs � Terminals & �Kiosk Security

ETA � ETA Transact 2015

March- april

BiG data The Benefits of �Leveraging Big Data

Travel Industry � EFT & Wire � Payment �Processors

Remote Deposit �Capture

ATMIA Canada, �ATMIA U.S.

eTail Canada 2015, ATMIA Canada, NACHA Payments 2015

May-JunE caRdS, caRdS, caRdS

Restaurant � Cash � Issuers � POS, NFC, HCE, �RFID

ACT Canada � Cardware 2015

July-auguSt SecuRity, FRaud & pRivacy

Cyber-security �& Compliance

Online Retail � Cheque � Printers �(Card, Cheque, Document)

Card �Manufacturing

NACHA �

SEptEMBEr-octoBEr

techNOLOGy Apps, Wallets, �Wearables, etc.

Events & �Entertainment

Alternative �Payments

Acquirers � Card ID � Canadian �Payments Association

Cardware Connections & IVIE Awards

noVEMBEr-dEcEMBEr

iNduStRy FORecaSt

Transportation � Debit Card � Loyalty & Points �Programs

Payments �Processing

Year-end round- �up and new year insights across the associations

Payments Business magazine is a Canadian bimonthly B2B publication that reaches more than 13,000 readers across Canada. As the nation’s leading magazine for merchants, financial executives and payments industry decision makers, Payments Business (PB) delivers news, insights, features, commentary, developments, trends and technology updates which help our readers make better and more informed decisions about their transactions, cards and EBPP (electronic billing presentment & payment) strategies.

PB provides essential reading for everyone in, and related to the Canadian Payments Industry- merchants, retailers, credit unions, financial institutions, direct sellers, online retailers, and more. Payments Business helps the readers understand, evaluate and make better decisions about strategy, tactics, and technology related to their business:

coNtact uS todaY to FiNd out hoW to lEVEraGE our EXcluSiVE NatioNal rEadErShiP3Print Editions

3Digital Editions

3Website News

3Conference Editions

3Special Supplements

3eNewsletters

3Directories

3Customized Events




Payments Business qualifies each of its readers by asking them a series of questions about what kind of company they work for, what position they hold at their employer, which products and services they hold authority over for both evaluating and engaging vendors to help deliver them, and what kinds of markets their company serves.

We reach a range of senior executives who manage, operate, execute and fulfill all forms of payments and transactions across all platform and channels, from cash to bitcoin, EFT to VLFT, points to debit, credit card to gift card, cheque to peer-to-peer and more. (Results include both Primary and Secondary responsibilities)

techNOLOGy executive pct

CIO 10.7%

Tech Support 10.0%

BacK OFFice & SuppORt executive pct

Credit Manager 2.1%

Billings 3.6%

Customer Service 10.7%

Purchasing Management 4.3%

Operations Management 17.9%

payMeNtS & tRaNSactiONS pct

Senior Payments Management 38.6%

Ecommerce Executive 12.1%

VP Cards 8.6%

Loyalty & Points Programs 7.1%

Merchant Services 19.3%

Other Transactions Management 37.9%

SeNiOR FiNaNce & cORpORate executive

pct

President/CEO 18.6%

CFO 5.7%

VP Finance 2.1%

Treasurer 3.6%

Financial Manager 6.4%

Who rEadS PaYMENtS BuSiNESS

What MarkEtS thEY SErVE

WhErE thEY MarkEt thEir SErVicES

cONSuMeR MaRKeteR

64.3%

caNada ONLy

45.1%pLuS uSa

26.5%

B2B MaRKeteR

35.7%



Our readers make the major decisions about ecommerce, payment processing options, statement processing, order capture, mobile systems, and all the leading payment systems which business needs to keep on top of their customer expectations. (Multiple answers are allowed)

huMaN capitaL pct

Association Membership 9.7%

Staffing 17.0%

RetaiL techNOLOGy pct

ATMs, Kiosks, Terminals 19.4%

POS Systems 44.5%

Credit Card Processing 36.4%

Loyalty Programs 19.4%

ecOMMeRce iNFRaStRuctuRe PCT

CRM 14.6%

Bank Deposit 13.0%

Data Security 11.3%

Ecommerce Systems 18.6%

Online Auctions 3.2%

Expense Management 5.7%

BiLLiNG, cRedit, iNteRNaL pct

EBPP 5.7%

Online Billing Services 13.8%

High Volume Billing Service 2.4%

Collections 4.0%

Credit Reporting 4.0%

Fraud Prevention 20.2%

Money Transfer Services 13.8%

chequeS pct

Cheque Clearing Services 11.3%

Cheque Printing 6.5%

caRdS & pOiNtS pct

Debit Cards 30.0%

Card Enhancement 20.2%

Card Manufacturing 13.8%

Gift/Loyalty Cards 34.8%

payMeNt pROceSSeS pct

Payment Processing 59.1%

Mobile Payments 42.1%

Third Party Payments 23.5%

Web Apps 17.8%

Other 10.5%

SaLeS vOLuMe pct

Over 250 M 42.9%

11 M to 249 M 19.3%

Under 11 M 40.7%

Which ProductS aNd SErVicES thEY BuY

coMPaNY SizE

4 The Only Magazine Merchants Read4 Qualified Readers With Buying Authority

pLuS iNteRNatiONaLLy

28.4%


adVErtiSiNG ratESratES (All rates include CMYK Colour) Material: press-optimize composite CMYK PDF, to size

Ad Size 1X 3X 6X

Double Page $6,200 $5,800 $5,400

Full $4,450 $4,050 $3,650

2/3 $3,450 $3,050 $2,650

1/2 $2,995 $2,595 $2,195

1/3 $2,750 $2,350 $1,950

1/4 $2,200 $1,800 $1,400

MatErial rEquirEMENtS

adVErtiSiNG SizES


VENdor claSSiFiEdS Min. 6 issues

1 Unit - 3.5” x 1.0” $199

Full Page Maximum visual impact, strong reader involvement.8.375” x 10.875” + 0.125” bleed

2/3 VerticalGuaranteed editorial surround, excellent exposure.4.75” x 9.5”

1/2 IslandDominates the page, less competition for attention. 4.75” x 7.25”

1/2 HorizontalRoom for strong copy and graphics, high energy impact.7.25” x 4.75”

1/2 VerticalRoom for strong copy and graphics, high energy impact.3.625” x 9.5”

1/4 SquareGuaranteed editorial proximity, high value.3.625” x 4.75”

1/3 SquareRoom for strong copy and graphics, high energy impact.4.75” x 4.75”

1/4 VerticalExcellent value, repetition potential, practical.2.3” x 7.5”

1/3 VerticalFlexible positioning, high value, gets noticed.2.3” x 9.5”

1/4 HorizontalExcellent value, repetition potential, practical.7.25” x 2.375”

1/3 HorizontalFlexible positioning, high value, gets noticed.7.25” x 3.165”

Vendor ClassifiedYear-long exposure, maximum value.3.5” x 1”

Double PageMaximum visual impact, strong reader involvement.16.75” x 10.875” + 0.125” bleed

Provide a High-resolution press optimized, CMYK only PDF. Please ensure all fonts are embedded or converted to outlines. Other acceptable formats : EPS, PDF, TIF or JPEG. Please ensure all images are a minimum of 300dpi at full size and are CMYK. Size changes, re-setting, re-formating and/or corrections will be charged to the advertiser.

Full Page Bleed: please add 0.125” on all sides to trim specs. Full Page Type Safety: please inset all type 0.5” from trim specs.

coVErS

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iNSErtS (Supplied)

ONE SHEET (2-sided) $2,995/issue (max. 8.5” x 10”) For larger inserts, please call for pricing. SAMPLE SUBJECT TO APPROVAL

advertising rates and Material requirements

To advertise call:Mark HenryPublisher/Corporate Sales905-201-6600 [email protected]



29 NOVEMBER/DECEMBER 2014 PAYMENTSBUSINESS

SERVICE DIRECTORY

To learn more call Paul DeRosse, Senior Vice President, Sales at 905.530.2351 or visit www.apriva.com.

SECURE DEVICES | RELIABLE SERVICE | EXCEPTIONAL SUPPORTApriva is North America’s Leading Wireless Gateway.

SECURE PAYMENT SOLUTIONSEMV & NFC CONSULTING

CARD MANUFACTURES PRINT & MAILING

INTEGRATED PAYMENTS SOLUTIONS

Secure Solutions for Payment & Identi� cation

Toll Free: 1-800-387-9794 www.gi-de.com

Since 1852, G&D has been an integral partner that is solutions orientated and trusted by banks, governments and carriers. Our solutions are founded on trust, integrity and the creation of value through Confi dence.• Contact, Contactless and Dual-Interface Smart Cards • Mobile Payment• On-line Secure Authentication • Enhanced Card Identifi cation

Integrated PaymentSolutions and Services

www.everlink.caToll Free: 1.866.388.0076

One of the most advanced and reliable payment delivery solutions

in financial services technology.

SEE YOUR COMPANY NAME HEREContact Mark Henry [email protected] x 223

905.670.48381.888.503.4528

Guarantee your

liquidity

CMS PRINTING SERVICE.For all your printing needs.

Call 416-755-7761 ext. [email protected]

NEW LOWER PRICING!!!

Talk to Your Target Market.Advertise today contact Mark Henry, [email protected]

SErVicE dirEctorY adVErtiSiNGReserve a full year of advertising—that’s 6 consecutive issues—at an unbeatable rate and you’ll not only give your company great exposure to your best prospects.

The Key DetailsThe Service Directory section appears in each issue of Payments Business magazine. Your ad will be placed in the category of your choice… matching you with information-hungry direct marketers who source new suppliers for their campaigns.

OptionsEach 3.5” x 1” ad runs across two columns of space. You may change your ad material at any time at no charge.

RatesAs low as $199 per issue!!!! Don’t miss out on the best investment you can make to ensure maximum value, maximum exposure and maximum timing.




Editorial contact

Steve LloydPresident905-201-6600 [email protected]


canada’s corporate Finance MagazineCanadian Treasurer delivers a high-quality editorial package to an audience which comprise key financial executives from private companies, federal, provincial and municipal governments, large non-profits, as well as the banks, financial institutions, credit card companies, and outsource vendors who service and advise organizations.

More than 6,000 senior financial executives are responsible for the finance function are closely reading features, news and special reports on vital areas such as risk management, capital expenditures, credit, billing systems, financial reporting, pensions, and more. The total universe of Canadian decision makers responsible for supporting and fulfilling all treasury functions, from the top of the command chain to the core of the supporting departments and divisions.

Our expert editors, writers and industry insiders explore these topics and more in 2014

Capital Expenditures •

Financial Reporting •

Billing systems •

Risk Management •

Cash Management •

And much more•

NewsThe only dedicated industry related news section, covering the latest issues & stories, new products and industry info

Cover storyThe hottest and most pertinent topics covered in-depth with input & commentary from industry professionals and executives in the know

Industry watchA look at the industry and what it is doing, around the globe

Associations fileA section designed to allow communication from associations on future strategies, challenges and initiatives

caNadiaN tReaSuReR magazine

Editorial contact

Steve LloydPresident905-201-6600 [email protected]


Companies are increasingly seeking additional outside services to augment their internal operations for crucial functions such as risk management and credit management, to drive initiatives that leverage financial equity, facilitate corporate acquisitions, improve cash flow, borrow funds, issue bonds, make capital investments, and more.

Canadian Treasurer readers face a growing challenge to the successful management of their financial position and their capital investments to serve the diverse needs of their operations. Our expert editors, writers and industry insiders will explore these topics and more in 2014.

Total National Distribution 6,000

British Columbia 595Alberta 326Prairies 131Ontario 4,640Quebec 404Atlantic Provinces 102

BoNus DisTriBuTioN

• AFPCanadaEvents• TMACChapterEvents• FEICanadaConference• TreasurersForumCanada• CreditScoring&RiskStrategy

Council• CUMAConference• CreditAssociationofGreater

Toronto

• TelecommunicationsRiskManagement Association

• CanadianBankersAssociation• CanadianPaymentsAssociation• RetailCouncilofCanada

Visit us at www.canadiantreasurer.com | tel: 905-201-6600


rEadErShiP/circulatioN

iSSuE nuMBEr iSSuE FocuS inSight

Q1 Spring pLaNNiNG, BudGetiNG, aNd FORecaStiNG

With today's networked economy, planning, budgeting, and forecasting are challenged with an �increasing need to integrate. This issue looks at best practices, applications, processes and trends for streamlining and optimizing those cycles.

Q2 SuMMEr MaNaGiNG iNveStOR/StaKehOLdeR ReLatiONS

Good investor and stakeholder relationships are the key to a sustainable enterprise. We look at the various �aspects of stakeholder relations and discuss best practices for effective stakeholder management.

Q3 Fall the cROSS-FuNctiONaL cFO

The role of today's CFOs is one of driving broader transformation of the enterprise wide operating model. �We look at the trends and best practices in such areas as corporate portfolio management, capital allocation, and performance management.

Q4 WintEr MaNaGiNG aNd MitiGatiNG eNteRpRiSe RiSK

A look at identifying and evaluating risk (financial, operational, reporting, compliance, governance, �strategic, reputational, etc.), prioritizing and managing exposure, and the processes for managing it.

pluS…Each issue includes Regular Editorial Columns which look at credit management…leasing & finance…bank relationships…vertical market insights… technological developments…major news stories…events and more.



Ad Size 1X 4X

Double Page $6,200 $5,800

Full $4,450 $4,050

2/3 $3,450 $3,050

1/2 $2,995 $2,595

1/3 $2,750 $2,350

1/4 $2,200 $1,800

adVErtiSiNG SizES


2/3 VerticalGuaranteed editorial surround, excellent exposure.4.75” x 9.5”





1/3 SquareRoom for strong copy and graphics, high energy impact.4.75” x 4.75”


1/3 VerticalFlexible positioning, high value, gets noticed.2.3” x 9.5”


1/3 HorizontalFlexible positioning, high value, gets noticed.7.25” x 3.165”

Double PageMaximum visual impact, strong reader involvement.16.75” x 10.875” + 0.125” bleed

Vendor ClassifiedYear-long exposure, maximum value.3.5” x 1” / 2” / 3”



1 Unit - 3.5” x 1.0” $199

coVErS

Call for details

iNSErtS (Supplied)


MatErial rEquirEMENtSProvide a High-resolution press optimized, CMYK only PDF. Please ensure all fonts are embedded or converted to outlines. Other acceptable formats : EPS, PDF, TIF or JPEG. Please ensure all images are a minimum of 300dpi at full size and are CMYK. Size changes, re-setting, re-formating and/or corrections will be charged to the advertiser.




caNadiaN tReaSuReR magazine


VENdor claSSiFiEd adVErtiSiNGReserve a full year of advertising—that’s 4 consecutive issues—at an unbeatable rate and you’ll not only give your company great exposure to your best prospects.

The Key DetailsThe Vendor Classified section appears in each issue of Canadian Treasurer magazine. Your ad will be placed in the category of your choice… matching you with information-hungry direct marketers who source new suppliers for their campaigns.

OptionsThree sizes—1” deep, 2” deep or 3” deep. Each runs across two columns of space. You may change your ad material at any time at no charge.





Editorial contact

Steve LloydPublisher and Editor-in-Chief905-201-6600 [email protected]


an engaged, top-level executive audienceCanadian Equipment Finance has two primary readership segments, each representing a wide range of individual executives and companies.

1. Lessees & OwnersA key benefit of advertising in the magazine is that we provide expanded editorial channels to reach Canadian C-Level executives who are responsible for their firm’s leasing and equipment financing. The magazine is read by CEOs, CFOs, CIOs, VP Purchasing, VP Finance, VP Operations and other senior leasing and equipment management at a wide range of highly target companies in key industries:

Manufacturing•Construction•Transportation•Healthcare•Utilities•Agriculture•Mining•Oil&Gas•Information Technology•Natural Resources•Public Administration•

These executives are highly engaged in the evaluation, selection, management, servicing and administration of all of their firm’s equipment needs, and are entrusted with ensuring their company’s equipment is advantageously financed, insured, tracked and monitored.

Our lessee readers are senior and operational management identified and qualified by responsibility and title at corporations within traditional sectors and at organizations with more than 500 total employees or more than 500 employees in any individual division. Each reader had been identified based on requests, extensive research and strict qualification guidelines. Each copy of the magazine is mailed directly to that qualified and engaged reader.

2. Lessors & LendersThese include all members of the Canadian Finance & Leasing Association and delegates to their annual conference, along with other similar executives who have requested the magazine, who match our target reader profile, including both individuals and companies.

Our readership includes the core of Canada’s financing and leasing providers, including second-tier lenders, banks, credit unions, captives and independent financers, in addition to key vendors of software and other services to the leasing market.

The magazine is fully vested in serving the editorial and marketing needs of these readers, and recognizes their goals. We reach senior executives at all member companies, conference delegates and affiliate companies.

caNadiaN equipMeNt FiNaNce magazine

Editorial contact



Editorial with impact, Canadian Equipment Finance magazine serves more than 7,000 individual executive readers, who are responsible for upwards of $102 billion in equipment financing across the entire Canadian industrial and commercial asset-backed marketplace.

Our readers learn the most important developments affecting the industry. They get insights directly from the people who are making things happen.

Our readers gain ideas from authoritative contributions by leaders who know what’s affecting the market. Our readers look to Canadian Equipment Finance for insights about all of the trends and tactics affecting capital needs.

Total Distribution 7,029

Ontario 4,452British Columbia 642Alberta 368Prairies 146Manitoba 103Quebec 510Maritimes 75USA&Int’l 733

readership

• Manufacturingandminingmachinery and equipment

• Vesselsandcontainers• Constructionandoff-road

equipment• Medicaltechnologyand

equipment• Commercialandcorporate

aircraft

• Railcarsandrollingstock• Trucksandtransportation

equipment• Business,retailandoffice

equipment• ITequipmentandsoftware• Aircraftandservicingequipment• Officeequipment• andmore



Month iSSuE FocuS inSight

January-FEBruary iNduStRy RepORt Kick off the year with our Industry Report, which provides insights on the state of the leasing and �financing market in Canada and across North America. We feature contributions from industry and association leaders who provide exclusive, personal viewpoints that our readers will use to shape their planning and strategy for 2015 and beyond.

March-april LeNdiNG RepORt The Lending Report is where our readers will get the word on the availability of capital from each of the �significant sectors which provide funding—leasing companies, bank subsidiaries, credit unions, captives, third party and independent lenders.

May-JunE techNOLOGy RepORt There’s two ways that our Technology Report helps our readers manage their key software, systems and �hardware decisions. We look at a range of key IT developments which companies are managing while taking the plunge to upgrade, enhance and expand their IT operations. Readers will read exclusive articles that show the way to best practices in cloud computing, analytics, and more.

July-auguSt SeRviceS RepORt This issue is our Services Report, which looks at Remarketing, Aftermarket, Appraisals and Auctions. �Readers will learn what they need to know to take full advantage of the offerings and opportunities in these key services. We feature contributions from the leaders of each area to provide advice on strategy, tactics and processes.

SEptEMBEr-octoBEr

LeGaL RepORt Our Legal Report, which provides an extensive report on the legislation, statutes, law and ongoing �government changes in Canada and across North America. We feature contributions from a wide range of legal experts who provide exclusive, fully vetted opinions that our readers will use to shape their deals, contracts, agreements and structure for 2015 and beyond.

noVEMBEr- dEcEMBEr

MaRKet RepORt With a new year on the horizon, our Market Report includes our convention issue and detailed industry �forecasts. The issue focuses on hard decisions affecting our readers’ ability to fund their projects. Also features a series of industry leader interviews in a one-on-one format..

pluS…Each issue includes Regular Editorial Columns which look at funding sources…business management…real world case studies…vertical market insights…technological developments…major news stories…events and more.



Ad Size 1X

Double Page Call for details

Full $2,895

1/2 $1,495

1/4 $795

coVErS

Call for details

iNSErtS (Supplied)


MatErial rEquirEMENtS

adVErtiSiNG SizES

Visit us at www.canadianequipmentfinance.com | tel: 905-201-6600








Vendor ClassifiedYear-long exposure, maximum value.3.5” x 1.5”

Provide a High-resolution press optimized, CMYK only PDF. Please ensure all fonts are embedded or converted to outlines. Other acceptable formats : EPS, PDF, TIF or JPEG. Please ensure all images are a minimum of 300dpi at full size and are CMYK. Size changes, re-setting, re-formating and/or corrections will be charged to the advertiser.



Classified Ads 3.5” x 1.5” $1,395/ year


To advertise call:Mark HenryCorporate Sales Manager905-201-6600 [email protected]

caNadiaN equipMeNt FiNaNce magazine

Visit us at www.canadianequipmentfinance.com | tel: 905-201-6600

CANADIANEQUIPMENTFINANCE.COM | NOVEMBER/DECEMBER 2014 | CANADIAN EQUIPMENT FINANCE25

VENDOR DIRECTORY

GET YOUR AD ON THIS PAGE FOR AS LITTLE AS $185 PER ISSUE FOR ALL OF 2015

Vendor Directory Advertisingcall Mark Henry at 905-201-6600 x 223or email [email protected]

FAST. ACCURATE. COST EFFECTIVE.

877.463.8241 www.verusvaluations.com

National Appraisal Services

905.940.8700 • 1.866.508.8700 • wvllp.ca

Providing practical and cost-effective

legal services to the Equipment Finance

Industry for ��+ years

Since 1983, Northstar Leasing Corporation has been meeting the needs of our business clients and Broker network across Canada.

Northstar takes pride in offering fast approvals, competitive rates, and flexible terms, coupled with friendly, personal service. Please contact Bruce Collingwood or Wayne Gray at 705-737-5595 or toll free 1-888-678-2701. www.nstarleasing.com

At the core of your business• Equipment, Vehicle, Any Asset Leasing• Business First™ Solutions• Simple or Complicated

Let’s talk about your leasing software needs.888-747-RYZN (7996) | [email protected] | www.ryzn.com





The Key DetailsThe Service Directory section appears in each issue of Canadian Equipment Finance magazine. Your ad will be placed in the category of your choice… matching you with information-hungry direct marketers who source new suppliers for their campaigns.






Editorial contact



insights, ideas, and practical informationFinancial Operations is a source of industry expertise that provides information and insight into the growing challenges of Canadian businesses in the successful management of their financial supply chain to serve the diverse needs of their operations. Companies are increasingly seeking outside help for crucial functions to improve the control of the money supply while providing their organizations with abundant data, analytics, metrics, and more.

Today's financial managers and IT executives face an increasingly complex mandate where business conditions, marketing trends, technological advances, regulatory adjustments, and new corporate strategies have expanded the impact of their role. Financial Operations magazine addresses these changes with extensive, independent, professional editorial coverage, both in print and online.

Readers include C-Level executives from private companies, federal, provincial, and municipal governments, large non-profits, as well as major Canadian financial institutions in all sectors. The readers include decision makers responsible for supporting and fulfilling all back office functions which comprise an organization's financial ecosystem.

In 2015 senior financial executives in Canada will read about such things as accounts automation, document services, collections management, and more.

Editorial Coverage of:Accounting Systems•Accounts Payable•Accounts Receivable•Audit Services & Systems•Collections & Credit Management•Data Capture•Document Management•Expense Management•Fraud & Anti-Laundering•Financial Metrics•Outsourcing (BPO)•P-Card Systems and Programs•Procurement•Security & Records•Tax and Regulatory•(and more)•

FiNaNciaL OpeRatiONS magazine

Editorial contact



Financial Operations reaches more than 5,000 individual Canadian executive readers responsible for back office, outsourcing, and internal operations of their financial services departments. These readers make major strategic and tactical decisions across the ecosystem that power the commercial marketplace, and include executives in IT.

Our readers learn the most important developments affecting the industry. They get insights directly from the people who are making things happen. Our readers gain ideas from authoritative contributions by leaders who know what’s affecting the market.

Today’s financial managers and IT executives face an increasingly complex mandate where business conditions, marketing trends, technological advances, regulatory adjustments, and new corporate strategies have expanded the impact of their role. These developments have created an escalating need for a Canadian magazine which addresses these changes with extensive, independent, professional editorial coverage, both in print and online.

Financial Operations readers include C-Level executives from private companies, federal, provincial and municipal governments, large non-profits, as well as major Canadian financial institutions in all sectors. The readers include decision makers responsible for supporting and fulfilling all back office functions which comprise an organization’s financial ecosystem.

Visit us at www.financialoperations.ca | tel: 905-201-6600



iSSuE nuMBEr iSSuE FocuS inSight

Q1 Spring a/p & a/R SpeciaL RepORt A look at the key factors impacting AP and AR across Canada and North America. �

Q2 SuMMEr data & dOcuMeNtS SpeciaL RepORt

A look at the capture, collection, use, and allocation of data and documents and how evolving �technologies are impacting them..

Q3 Fall techNOLOGy SpeciaL RepORt

The rapidly evolving world of technology has strong impact on the back office. This issue looks at the �trends in technology and the resulting effects and influences on financial operations..

Q4 WintEr cOLLectiONS & cRedit SpeciaL RepORt

From approval to billing to account management, implementing a successful cycle of credit and �collections involves effective strategies. This issue looks at best practices, resources, and tools to enhance this function of your finance department.

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// 24

❱ DMN.ca

october 2013

// 25

DMN.ca ❰

october 2013

An introduction

Gartner found that by 2015 more than 4.4 million

jobs will be re quired to support big data initiatives.

This Executive Roundtable, sponsored by Boire

Filler Group, will examine the roles of the data

scientist and value architect in arriving at optimal

analytical solutions. Industry experts will discuss

the “marriage” of these two areas and explore some of

the details of how these two areas arrive at analytical

solutions. Finally, they’ll address the myths and

misconceptions about these two roles when it comes

to managing your company’s data.

Now and then: defining the roles

As the ways in which customers use data change,

so has the perception of what data scientists and

value architects do within a company. But according

to Richard Boire, partner at Boire Filler Group

(and a data scientist himself), although companies

have changed how they view these roles, the roles

themselves haven’t changed significantly.

“How has my, or our, roles changed? In a way, it

really hasn’t changed. I think what’s changed is more

the publicity around it. Because there’s so much

data out there in terms of social media, a lot of the

publicity is around how do we use all this social media

occasion-type data to make better decisions?

“It really comes down to the old days, when we

had raw transaction data and were trying to make

sense out of it. The approach, or the critical thinking,

that one is using to take that raw transaction data

and make meaningful information represents the

major challenge when it comes to data science or

data mining. Yet, these same challenges that existed

back then in 1988, still persist today. The only thing

is, today, you’re in this new paradigm or new era of

social media, where I do think we have to embrace

new tools. But the approach or process of involving

the business people, the value architect and data

scientist, helps to ensure that organizations are

obtaining this high level of critical thinking for a

given business problem. Yet, this approach, or that

way of thinking about a problem has not changed.”

Stephen Shaw, Chief Strategy Officer at kenna

has spent time in both roles and feels that today’s

marketers (value architects) strive for insight to

understand what customers want and, more than

that, to anticipate what they want.

“So, when Rich talked earlier about how the real

issue hasn’t changed, he’s right - Big Data is now

raising people’s consciousness about data, but they’re

fixated on the wrong thing. We need to be, and

continue to be, evangelists around customers and

what they need. That’s the real job of the marketer

- not creating advertising programs or campaigns.

Unfortunately, big agencies still think that way. So,

the big question is how do you train companies that

are organized around brands and products to be

thinking about customers? That’s the big leap.”

“It’s so true, absolutely,” says Colin Tener, V.P.

Customer Solutions at CVM Marketing. “But, the

role of the data scientists I don’t think has changed.

Our job is to ask the right questions, assess the facts

in an objective way, help them with implementation

and rigorous testing and measurement and help

demonstrate ROI because, at the end of the day,

they’ve got to go back to their internal management

and get money to fund the programs. And, to Steve’s

point, part of the role I think we’re playing, and I

think the agencies are running to this, is showing

that measurement is becoming increasingly

important. There is more data, but measurement

scares both clients and supplier partners, because

measurement makes it easier for people to point

out what’s wrong and what’s not there. And, our job

I think is to be the arbitrators of truth, to a degree.

That sounds a little flowery, but we are the people

who should be pointing out when the emperor is not

wearing any clothes. We have the ability to do that.

That role hasn’t changed, we just have way more

data, we have more challenges, and we have more

tools. But, our fundamental role is still advisory,

recommendation, training, helping.”

The audience has also changed, says Larry Filler,

partner at Boire Filler Group.

“I would say that it’s a much broader audience

today. If you go back 10 years, potential clients

were not calling you. We needed to call them to

educate them on the need for analytics. Today, most

understand the need, they believe that their data is

an asset, but most are unsure of what to do with the

vast amounts of data that they have. Online data

and a whole new generation of people looking at

this data has changed the landscape. Through this

medium people are exposed to the insight that data

can provide. This is great for our industry, but to a

degree is dangerous if one forgets that this is only one

channel or source of data and that they need to link

this data to other consumer data available to them.

Most organizations are not connecting the dots.”

“I know, for me, what’s changed about my job is I’m

spending more time educating people,” says Emma

Warrilow, Chief DiGGer at Data Insight Group.

“Everybody’s bought in to the fact that we need

analytics, we need data. It used to be that we were

either trying to convince people that they needed

it, or they came to us with a very clear problem - I

need to increase response, and so I want to build

a predictive model to increase my response rates.

People had a very clear idea what the data was going

to do. Now, everybody says we need analytics, and

so I find now that my job is much more about helping

people to understand that analyzing for the sake of

analyzing is going to give them nothing.

“I know, for me, what’s changed about my job is I’m

spending more time educating people,” says Emma

Warrillow, Chief DiGGer at Data Insight Group.

“Everybody’s bought in to the fact that we need

analytics, we need data. It used to be that we were

either trying to convince people that they needed

it, or they came to us with a very clear problem – ‘I

need to increase response, and so I want to build a

predictive model,’ for example.. People had a very

clear idea what they wanted the data to do. Now,

everybody says ‘we need analytics’, and so I find now

that my job is much more about helping people to

understand that analyzing for the sake of analyzing

is going to give them nothing.

“First of all, what does analytics even mean?

Everybody has a different definition and there are

thousands of people who are out there just generating

report after report without adding insight. And, so we

have this challenge around what does it really mean

to analyze something? To change behaviours is the

only way that it has any value to the business. Just

reporting on the click rate doesn’t tell you anything,

it doesn’t do anything. It only does something if you

can understand how do I change that click rate?”

Tom Peters, a partner in the advanced analytics

area at Deloitte Analytics doesn’t think that the

process of taking business decisions using data has

changed. He says they still fall into the big camps of

you collect the data, you do some discovery and you

drive insight.

“You do the interpretation and the modelling and

then you story tell. Storytelling is a new term, but it’s

what we’ve always been doing. Those processes have

not changed. What’s changed is the speed and agility

at which our clients are asking for results.”

Peters cites an example of how Deloitte is adapting

to that need for fast and agile results.

“We work with clients now on things we call “proof

of concept”. The idea is to get really good at small

data first, forget the Big Data stuff. We’ll pull a small

amount of their data into the lab and go through a

series of analytical processes to discover things in the

data that they wouldn’t have seen before. We’re trying

to find patterns using all manner of techniques.

“Really what we’re helping our clients think about

is creating an environment to build intelligence. And,

whether it’s about the customer, whether it’s in their

workforce or whether it’s about fraud and anti-money

laundering, the same process applies. Successful

small scale proofs of concept promote the discussion

about how to execute on a larger scale. It changes the

conversation from “what is analytics and big data” to

“how can I deploy this on an ongoing basis.”

For Tim Trussell, a member of the Solution

Specialist Group at SAS, the idea of data scientists is

elitist.“I don’t agree with such a narrow definition. I think

that it got formed because it gets confused too often

with things that it’s not,” says Tim Trussell, a member

of the Solution Specialist Group at SAS. “And so data

scientists had to come up with a unique definition

that seemed elitist, because it’s not a statistician and

it’s not an analyst.”

So how different is the name ‘data scientist’ than

the old, traditional term ‘data miner’?

“Well, I wonder whether it’s just a fancy title,”

says Trussell, “because when I hear the data science

role being described, I’m thinking, that’s really the

data miner, data mining being the ability to use and

manipulate data, then to use tools to either build a

model or do analytical reports. That’s always been my

notion of what data mining is - using data to solve a

problem. It could be, as I said, just generating reports,

creating a list, doing analysis, building a model. But,

you are using data.”

“Data Scientists, as we are trying to define them,

are a diverse mix of all the traditional skills,” says

Peters, “with new new methodologies and tools to

support visualization and communication of complex

information.”

Technology

Advancements in technology have given companies

more tools and increased capabilities when it comes

to getting the most from their data. According to

Tener, the motivation behind data use hasn’t really

changed, nor has the structure of how you get there.

“It’s the tools and the capabilities that you’re

building to actually do more with what you’ve got,”

he says, “but I actually think that’s a downside.

The technology is great, but I think technology has

advanced too far ahead of where the person using it

has.”“Rich and I get into these philosophicaldiscussions

all the time, ,” says Filler. “ Many organizations can

benefit from things as simple as value segmentation,

especially if they have never done this type of work

before. Organizations really need to assess their

short and long term needs and then align software

and technology to those needs. Many are purchasing

fantastic software that allows them to do advance

analytics and create beautiful executive level

reports only to realize after the fact that they don’t

have budget to hire the experts required to use the

software and in many cases are not ready for advance

analytics anyways. Often companies, especialy those

new to analytics, don’t yet require all these great

tools. They really need pragmatic analysis that will

give them the biggest bang for the buck. Analysis that

The parTicipanTs

Tim TrussellA member of the

Solution Specialist

Group at SAS,

Tim Trussell is the

analyst lead for

Canada. In this

role he talks to

customers about

unstructured data,

text analytics and,

as SAS evolves their

practice around

Big Data, looking

at leveraging

appliances,

visualization, and

unstructured data -

all with the analytical

bent.

Emma Warrillow

Chief DiGGer at Data

Insight Group, or

DiG, a company that

helps companies

bring clarity to their

customer data, and

understand what it

is saying about their

customers. DiG

does a lot of work

with both databases

and analytics to

help clients improve

their marketing

and customer

experience

Richard Boire

A partner with

analytics company

Boire Filler Group,

Richard Boire

has been helping

companies use

their information

to help in making

better decisions for

over 30 years. His

role is more on the

analytics/technical

side with a view

on this to improve

overall business

results.

Stephen ShawAs Chief Strategy

Officer at kenna,

a 200-person

marketing

services company,

Stephen’s role is

to guide clients

on the adoption

of customer

management

strategy. kenna is a

marketing solutions

agency with a

focus on customer

management for

both B2B and B2C

clients.

Colin TenerAs V.P. Customer

Solutions at CVM

Marketing, his role

is primarily helping

clients understand

what their data is

saying.

Larry Filler A partner with

Boire Filler Group,

Larry leverages

his experience in

CRM Marketing

and his knowledge

of data to lead

clients throught the

analytics journey.

Much of his time

is spent with the

clients, making sure

they understand

what they should

be doing with their

data and how they

should be leveraging

it to solve business

problems.

Tom PetersOne of the partners

in the advanced

analytics area at

Deloitte Analytics,

his focus is building

advanced analytics

capabilities,

designing and

executing analytic

methodologies that

put the power of

data-driven insight

into the hands of

decision makers.

A match made in data heavenHow data scientists and value architects

are working together to realize value through

business analytics. By Amy BoSToCk

eXecUTiVe rOUnDTaBLe

eXecUTiVe rOUnDTaBLe

// 16

❱ DMN.CA AUGUST 2013

// 17

DMN.CA ❰AUGUST 2013

BY AMY BOSTOCK

Now that 85 per cent of data can be directly

related to location, the use of location

intelligence can help give legs to direct

mailing pieces and integrate new technologies into

the call to action. Location intelligence is helping

direct marketers to get to know their customers in

a way they never could before and allowing them

to customize who they talk to and what messages

they use. � is Executive Roundtable discussion

brought together LI, creative and marketing

industry leaders to talk about how the “power of

place” fi ts into the rapidly changing marketing

ecosystem and how, by thinking outside of the

box, marketers can boost their campaign ROI.

But before we could get into the nitty-gritty of how location intelligence works for marketers, we fi rst had to defi ne what “place” meant for each of our panellists within their

given channel. “We deal with all kinds of data to try to

target our customer the best way possible,” said Diana Simpson, National Flyer Distribution Manager for Loblaw. “It can be a challenge because in many respects, even though there’s location information that we use, there is an emotional aspect to fl yers that Store Managers have. � ey think that if we just put out as many fl yers as possible as far around the store as possible the customers will come. My job is to try to rein everybody in and say look, this is our intelligence. � is is where we need to go. � ese are our boundaries, and these are the cost effi ciencies. We review the data on all our banners periodically and tweak our patterns where necessary.”

“We’ve got a really diverse range of clients,”

said Robert Burko, President of Elite Email. “� ey’re all interested in the same thing, but they’ll have diff erent conversion points. One of the strategies we have for clients is that we always tell them it’s about the right message at the right place at the right time. � ose are the three ingredients to success across e-mail marketing and mobile marketing. We use a lot of analytics to tell the full story. First we’re going to build the customer a comprehensive psychographic profi le. What do they think, what are their buying habits, what have they done before, what e-mails are they opening, and what are they clicking? � en we try to fi gure out using geographic reports where are they located. How can we make this message more relevant? How can we make sure they get that message at the moment where they can convert for the client? We take all those inputs, and if get the right message, it’s really great. If we get it at the right time, it’s really great. But if we’re not in the right place, then we often fail. � e location part of it actually ends up being important because we need all three things. We need the hat-trick so to speak in order to close the conversation so that ends up being a big part of it.”

“Complementary to what you’re saying, we think of it as relevance. We’re trying to create the right relevance in the right location,” explained Trevor Newell, Co-founder and President of Shop.ca. “Intelligence for us for location is about being relevant, and relevant to not just what device I’m on, but also where I’ve come from. We’re creating a user experience where we’re trying to make the experience relevant to the amount of desktop, the amount of phone, and the amount of tablet as well as what the behaviour analysis

or analyst tells us. We know you’ve been to our site before, you’ve opened our e-mail before, you’ve bought from us, or you’ve navigated certain categories. With us we have 27 diff erent categories of products so marketing baby to my dad doesn’t make sense right now. But at the same time, if we’ve seen someone who has navigated babies and mom stuff , etcetera, creating relevance in knowing where they’ve come from on the site and where they’ve come from on a mobile device or other things really can create a personalized and relevant behaviour. � at’s something that we really focus on.

“In addition to that, we are very well connected to the social graph so a lot of our members, which you can be a member of Shop.ca, have linked their Facebook, Twitter, LinkedIn, and other social graph elements to it. We use some of that information to create relevance so location of did you come from Facebook and if so, what ad did you come from? Or did you come from Facebook because a friend of yours shared a product or wrote a review, those types of things? We’re using a lot of that intelligence to be where you’ve come from, where you’ve been on our site as well as what device you’re on to be local for us.”

In Ryan Prior’s world, it’s very mass-focused. As Media Manager at Loblaw, Ryan works in a very broadcast-focused world where everything is trying to blast out to as many people as possible.

“� e challenge we have with that is we have diff erent banners in diff erent regions and a diff erent message for each region. So how do we target that specifi c area when we’re talking about broadcast media and stuff like that? It becomes a bit of a challenge because the business is so complicated. We need to get a specifi c message to the right target in the right location so we’re always looking for new opportunities to narrow that target. It becomes especially important when we’re talking about things like opening new locations where we’re trying to target a specifi c location. In a mass media environment, this can be diffi cult to do, especially since we don’t want to be competing against ourselves.”

Allison Fraser is in charge of Flyer Distribution and Analytics with Home Depot. She tends to think of location intelligence as linking data sources with a geography.

“‘Location intelligence’ could be various data points (economic, psychographic, demographic, even sales, etcetera), all connected to geography to provide location-specifi c information. � ese data layers give us a deeper understanding of neighbourhoods. � at’s what I’m looking for.”

For John Fisher, CEO of DMTI Spatial, location intelligence is what he does.

“We really believe that location is tied to almost all information,” said Fisher. “Where you live and where you work has a

lot to say about how you’re going to react in your buyer behaviour. We do a lot of work with companies around how do you tease that information out and make use of it? In today’s big data environment, there’s a massive amount of information available, but how do you make sense of that and use location eff ectively?”

At TCP Integrated Marketing, Aris Gouvis is using location intelligence on their not-for-profi t side “where we take a client’s database, we’ll profi le it, and if there are dollars we might even model it. But with just a simple profi le, we’ll fi nd the over-indexing clusters, and from there we’ll go back and target high potentials in their mailbox. We’ve had great success doing that. Where clients keep on coming back and saying it’s working, we’re going to keep on doing that until it stops working.”

“Location intelligence to us is going back, profi ling existing databases where they have habits and patterns. It’s the birds of a feather fl ock together analogy, they still do, and we’ll track them right back down to a physical address. We try to put something in their mailbox and we’ve had great success doing that.”

The evolution of location intelligenceUsing location data for marketing campaigns is not new, but some of the LI technology available – and how marketers use it - is.

“We do a lot of work with people’s existing databases,” said Fisher. “Customers may have 10 or 12 million records so one of the fi rst things we do is map out where all the existing customers are. � en using profi les of those customers, we understand how they’re clustering.

“Traditionally people have used standard boundaries, census boundaries, and postal boundaries, but those develop purpose and are not necessarily granular enough or specifi c enough for the clusters that people are looking at. So we’ve been evolving technologies that will dynamically create boundaries and then do analysis based on

THE PARTICIPANTS

Robert Burko President of Elite Email.com, Canada’s leading email marketing company . Elite has also just launched a suite of mobile marketing tools.

John Fisher CEO of DMTI Spatial. For the last 20 years, DMTI has been providing location-based services for sales, marketing, and other applications.

Allison FraserFlyer Distribution and Analytics with Home Depot responsible for all of the company’s mass targeted products: fl yers, specialty pieces and direct mail.

Aris GouvisPrincipal at TCP Integrated Marketing, a boutique full-service agency in Toronto. Aris wears the hat of a principal and a new business development guy.

Trevor NewellCo-founder and President of Shop.ca, Canada’s largest store as of now with over 15 million products. They have just celebrated their one year anniversary.

Ryan PriorMedia Manager at Loblaw, working on the more mass media programs working side by side with Diana Simpson.

Diana SimpsonNational Flyer Distribution Manager for Loblaw in charge of distributing fl yers right across the country for 23 banners.

� e Power of Place In this roundtable discussion, sponsored by DMTI Spatial, learn how leading edge marketers are embracing location technologies to drive an increase in campaign ROI

EXECUTIVE ROUNDTABLE

EXECUTIVE ROUNDTABLE

5 Ways Location Intelligence Improves Marketing Success

ADDRESS VERIFICATION1. – having an accurate database is detrimental to running effective marketing campaigns. Since 85% of data contains a location component it is vital that address data is always current. By using high quality cleansing tools, you can improve your prospecting database quality by as much as 25% and ensure that you are truly focused on the right location.

ENRICH WITH LOCATION INFORMATION2. – Once you have accurate addressing data, your ability to add location information such demographic, psychographic and property details to each prospect allows you segment your customers into groups based on desired variables such as age, gender, family size, income and more. Such information equips marketers with the ability to customize campaigns based on targeted goals.

PROSPECTING NEW CUSTOMERS3. – identify new prospects you may be missing in your current network of existing customers. This will allow you to grow your business by expanding your market share and targeting new clients you were missing.

CHARACTERIZE4. – by adding additional attributes such as dwelling type and usage you can further tailor your marketing campaigns and easily refi ne your programs to ensure that you are targeting the right person with the right message associated to where they live. For example, if you are marketing new windows or doors, wouldn’t it be great to eliminate anyone living in a condo or apartment?

IMPROVE OPERATIONAL EFFICIENCIES AND 5. REDUCE COSTS – cross-reference and integrate multiple databases for better understanding of customers and creation of new programs. Remove incorrect and duplicate address records and eliminate additional marketing costs.

Courtesy DMTI Spatial

call us for rates and to learn more about how to leverage opportunities

For editorial call:Steve LloydPresident905-201-6600 [email protected]



your direct route to the minds of canada’s top marketers and financial executives.

302-137 Main Street North, Markham, ON L3P 1Y2905-201-6600 / 1-800-668-1838

To advertise and for moreinformation contact:

Mark HenryCorporate Sales ManagerPublisher, Payments Business & Canadian Treasurer905-201-6600 x 223

Karen TremlEditor Payments Business, Canadian Equipment Finance, Canadian Treasurer & Financial Operations905-201-6600 x 226

steve LloydPresidentEditor-in-Chief, Canadian Equipment Finance, Canadian Treasurer & Financial Operations905-201-6600 x 225

Lloydmedia Inc Financial Services Group Media Kit 2015

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Transcript of Lloydmedia Inc Financial Services Group Media Kit 2015