Branding Without Borders

1. Branding Without Borders Presentation to Macquarie Canada Groundzero Marketing Communications September 27, 2010

2. Objective: • This presentation was prepared at Macquarie’s request and its purpose is threefold: • To present insight garnered from our inquiries into airport media in Canada • To propose a highly targeted airport media campaign • To demonstrate how said campaign could be leveraged to also satisfy lead-generation needs

3. Assumptions: • Financial Services sector is highly competitive market • Big players do and can outspend Macquarie on all traditional channels • New customers aren’t created, they are converted • Conversion cycle for Macquarie prospects can be lengthy • Target audience is elite group of decision makers and high-earners, not retail customers. Put simply: CEOs, CFOs, other C-Levels, EVPs & other senior executives

4. Goals: • Build awareness & ultimately familiarity for Macquarie brand among key senior executive target • Provide branded exposure of all seven business units • Establish a longer-term connection with target prospects, that maintains awareness during lengthy conversion-cycles • Position Macquarie as the smart, premium alternative to competition: • Unique & Surprising • A thought leader • Global • Top-tier • Enhance awareness campaign with lead-generation activities, resulting in: • Interactivity • Measurability • Segmentation

5. Contents: • Building Brand Equity: The Maple Leaf Lounge • One Step Further: The Macquarie Lounge • Leveraging for Lead Generation • Summary & Pricing

6. Building Brand Equity: Airport Advertising Location. Location. Location. Groundzero was initially asked to research airport advertising options. It was determined that while the common areas of the airport conveyed the appropriate message about Macquarie’s global reach, and housed a number of captive business travelers, it was: • Cluttered with competitors messages • Not sufficiently targeted to an elite, senior executive audience (remember, HSBC needs to advertise in the main section of the airport because they have retail clientele, Macquarie does not)

7. Building Brand Equity: The Maple Leaf Lounge • The Maple Leaf Lounge • It was determined that the Maple Leaf Lounge was the perfect space to promote Macquarie’s brand and core businesses, because: • Audience is pre-filtered and much more narrowly captures the target of senior executives • Space is uncluttered, free of competitor messaging. • Evokes a sense of: • Corporate Elite • Top-Tier • Global Reach

8. Building Brand Equity: The Maple Leaf Lounge • Quick Facts • Air Canada research shows that 36% of MLL members are employed at the C-Level • Air Canada estimates 80% of members fly for business • 1/3 members flies business class • 29% Domestic • 48% International • 22% Trans-border • In Toronto (Pearson) alone, there are 1.2 Million member visits to all three Toronto lounges per annum. • Adding Montreal, Vancouver and Calgary more than doubles the above figure.

9. One Step Further… So what is the campaign then? • While The Maple Leaf Lounge: • Attracts the appropriate target • Conveys the appropriate messages • It is only a canvas, not a campaign.

10. Introducing: The Lounge Within A Lounge • The Concept: • Construct a Macquarie branded lounge within the maple leaf lounge, as a distinct, comfortable, first-class, business friendly space that meets the needs of an elite corporate audience. A Macquarie private lounge will: • Go beyond traditional advertising • Enhance the space. • Enhance the target audience’s experience • Promote the brand • Evoke that sense of uniqueness and surprise, make Macquarie stand out.

14. Insert Michael’s 21 Remaining Slides HERE.

15. One Step Further: The Macquarie Lounge • Locations • As official ‘Financial Partner’ of Air Canada, Macquarie Canada would be given access to exclusive ‘real estate’ within all ten Maple Leaf Lounges in the company’s four most important markets: • Toronto’s 3 Lounges • Montreal’s 3 Lounges • Vancouver’s 3 Lounges • + Calgary’s Lounge • Timeframe • Macquarie can use these private lounges, over the duration of one year, to promote both its brand and seven core services to a captive, repeat-visiting, senior executive audience.

16. One Step Further: The Macquarie Lounge • Characteristics • Macquarie private lounges will be corporate branded and given a distinctive look and feel, to: • Appeal to this discerning audience • Stand out from the rest of the MLL • Members would clearly recognize the space as special and elite • Design would communicate Macquarie’s: • Financial core competencies • Breadth of service • Global reach • Surprising Character • Each build would be custom-fitted to compliment existing architecture for maximum impact.

17. One Step Further: The Macquarie Lounge • Web Portal • Additionally, a special web portal would be developed and active in the lounge • This portal would allow users, upon signup, the ability to build a customized newsfeed of Macquarie’s valuable, proprietary financial research, allowing: • Financial news alerts • Industry/Sector/Market/Region specific information • Ability to “share” information • Space to pose questions/comments • Full personalization

18. One Step Further: The Macquarie Lounge - Benefits • Build awareness & ultimately familiarity for Macquarie brand among key senior executive target • Provide branded exposure of all seven business units • Establish a longer-term connection with target prospects, that maintains awareness during lengthy conversion-cycles • Position Macquarie as the smart, premium alternative to competition: • Unique & Surprising • A thought leader • Global • Top-tier • Enhance awareness campaign with lead-generation activities, resulting in: • Interactivity • Measurability • Segmentation

19. Leveraging For Lead-Generation The remaining goals all focus on lead-generation. Specifically, capturing leads, interacting with them, segmenting them and measuring impact. The lead-generation plan relies on both old and new methods, namely: direct mail and the development of the aforementioned web portal. Broadly speaking, Direct Mail is used to capture interest in the Macquarie Lounge campaign, while the portal is used to segment that traffic.

20. Leveraging For Lead-Generation Direct Mail Using a combination of methodologies, a database (prospect list) of senior executives is developed. That database is then sent a direct mail piece inviting them to visit Macquarie’s lounge next time they are in one of our Maple Leaf Lounges. If, by some fluke, they are not members, they will be issued a day pass, compliments of Macquarie.

21. Leveraging For Lead-Generation Track Key or Other Technology Takeaway The Direct Mail piece will also feature a technology takeaway like a trackey or USB key. Prospects are invited to activate the key where they will subsequently be taken to the web portal, they are informed that upon registration, they are entered in a draw for a trip to the Australian Open (or some other prestigious event).

22. Leveraging For Lead-Generation The Web Portal The key drives them to the portal, where they may register and, if so inclined, peruse Macquarie’s vast financial information. They are invited to develop a personalized news feed of said information, resulting in lead-segmentation. Even if they did not activate the key, they get a second opportunity to access the portal when they next enter the lounge. There, they can use their key (or simply register) to enter the draw and sign up for a customized feed of Macquarie proprietary financial research.

23. Leveraging for Lead-Generation: Benefits • Build awareness & ultimately familiarity for Macquarie brand among key senior executive target • Provide branded exposure of all seven business units • Establish a longer-term connection with target prospects, that maintains awareness during lengthy conversion-cycles • Position Macquarie as the smart, premium alternative to competition: • Unique & Surprising • A thought leader • Global • Top-tier • Enhance awareness campaign with lead-generation activities, resulting in: • Interactivity • Measurability • Segmentation

24. Summary • Selective use of MLL allows company to cost-effectively reach and build TOM awareness with key target – C-level executives • Private Lounge within a Lounge instantly brands Macquarie as ‘premium’ and ‘cut above’ • Private Lounge concept and design will reinforce desired brand imagery (Global and Surprising) • Incremental marketing and advertising opportunities can be customized to build prospect database and long term revenues for each participating Macquarie business unit • Lead generation plan fosters interaction with the brand while segmenting prospects

25. Pricing

26. Next Steps / Timing

27. Appendix 1 – Air Canada Corporate Partner Benefits • Use of Air Canada trademarks in promotion of Private Lounges • Macquarie logo displayed in MLL • Air Canada to display Macquarie logo and product mention in Aeroplan annual top tier (Super Elite abd Elite) renomination communications • One Maple Leaf Lounge Club pass and five one-time passes • 25% discount off Gross 1 x rate on Air Canada in-flight media • One time messaging on AC’s monthly e-newsletter (3.3MM) • Min. 1x editorial mention in enRoute’s Air Canada pages • Partner mention in MLL lounge section of aircanada.com with link to Macquarie • One introductory press release and one per new Private Lounge location