Liz GrahamPresident & CEO US and Asia Pacific EVP & Chief Operating Officer Aimia

US AND ASIA PACIFIC: POSITIONED FOR PROFITABILITY &GROWTH

THE US LOYALTY OPPORTUNITY

The US economy remains challenged at a modest pace of recovery...

• Real (inflation-adjusted) GDP will grow at an annual rate of 2¼ percent

• Unemployment rate will stay above 8% for remainder of 2012

• Rate of inflation in consumer prices will remain low

However, 83% of loyalty program marketers expect to maintain or grow their budgets in 2012:

Source: CBO (Congressional Budget Office) Aug. 2012

81 loyalty

program marketers

Source: Forrester Research/Q3 2011 Global Loyalty Benchmark Online Survey

THE US PROPRIETARY LOYALTY MODEL AND AIMIA’S UNIQUE POSITION IN THE MARKETPLACE

We have a unique model

We reach and engage the end customer through B2B, B2E2C and B2B2C loyalty approaches

Creating a 360 degree aligned customer experience as a binding framework

Allowing us the ability to service many client business models

EMPLOYEE

RETAIL

COMPANY

DIRECT

DISTRIBUTOR

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ASIA PACIFIC LOYALTY OPPORTUNITY

The Asia Pacific region is growing, with population and overall wealth very strong.

• Region is growing as markets come to maturity

• Demographics are aligning very well to our industry

• Asia is 65% of the global population

• Total Asia GDP expected to reach 28 to 33% of Global GDP by 2012

Expansion of loyalty in APAC will track the maturation of consumer buying power

Mature/Affluent•Japan

•Australia

•Hong Kong

•New Zealand

•Singapore

Emerging•India

•China

•South Korea

�Malaysia

�Indonesia

•Taiwan

Aimia Presence

STRENGTHENING OUR POSITION IN ASIA THROUGH FULL ACQUISITION OF INTERACT IN INDONESIA

Aimia will take full ownership position in Interact

Binding LOI signed to acquire balance of equity by year end

Interact has leadership position in Indonesia's loyalty sector

•Indonesia is one of Asia’s fastest growing emerging economies

•Interact has a solid portfolio of blue chip clients. Recent wins include:

– Nestle

– Mazda

US AND ASIA PACIFIC TREMENDOUS OPPORTUNITIES FOR GROWTH

Continue investments in capabilities and talent to differentiate our proprietary loyalty business

Set strategies for growth aligned to Asia’s demographics which are moving well in line with loyalty growth and buying power

Leverage our local presence in the mature markets.

Adopt a full-suite business development strategy to capture the large affluent markets

Provide end-to-end, integrated loyalty services, continuing acquisitions where appropriate

Continue to explore the build of a US-based coalition

US Asia Pacific

GROWING LOYALTY WITH PROVEN LEADERSHIP

Jay LeeChief Strategy Officer

As head of Strategy for the US Region, Jay Lee brings together the latest loyalty thinking from Aimia’s global products, services and expertise to help companies build better relationships with their customers.

Jay LeeChief Strategy Officer

CUSTOMER LOYALTY

LOYALTY PROGRAMS ARE MORE IMPORTANT THAN EVER AND THE US IS THE LARGEST LOYALTY MARKET

10

Sources McKinsey, internal Aimia analysis

• US Loyalty program membership is increasing and has exceeded 2B in 2010

• Number of loyalty memberships in the US has more than doubled since 2000

• And the number of programs per household rose from 12 to 18, growing by more than 50% since 2006

Global Addressable Loyalty Spend

~$10Bn US Addressable Loyalty Spend

LOYALTY PROGRAMS ARE BEING AUGMENTED BY DIGITAL AND MOBILE COMMERCE INNOVATIONS

Millennialmobile preference

Innovations in mobile payments

Competition formobile wallets

LOYALTY HAS BECOME A NATURAL HUB OF VAST AMOUNTS OF PERSONAL AND TRANSACTIONAL INFORMATION

Consumer acceptance of the corporate use of personal data

SEARCHES

PURCHASES

LOCATIONINTERESTS

CALENDARSSOCIALGRAPH

THEINDIVIDUAL

The individual is at the center of diverse types of personal data

World Economic Forum, June 2010 Aimia Digital Consumer Research , Aug, 2012 unpublished

LOYALTY PROGRAMS ARE A TRUSTED COMMUNICATIONS CHANNEL THAT CREATES A COMPETITIVE ADVANTAGE

Aimia Digital Consumer Research , Aug, 2012 unpublished

% who always read email or text communications from this source

THESE CHANGES IN THE MARKETPLACE HAVE CREATED SIGNIFICANT COMPLEXITY FOR BUSINESSES

Greater need for customer insights

from data

Greater need to incorporate new

payment technologies

Greater need for trusted and relevant

communications

� Data is overflowing from many different sources and channels

� How do we manage this data and create action which produce results?

� Rate of innovation in the industry around payments and the digital experience continues to shift

� How do we stay on top of new capabilities being created for customers?

� Customers are overloaded with marketing messages

� How do companies get their key messages though?

WE’RE POSITIONING OUR BUSINESS TO ADDRESS THE LARGE-SCALE NEEDS OF THE US MARKET

LOYALTYSTRAEGY

LOYALTYANALYTICS

LOYALTYSTRATEGY

LOYALTYANALYTICS

LOYALTYOPERATIONS

• Significant activity in helping companies reimagine their loyalty strategy• Raising the bar in modeling the economic impacts of loyalty program designs

• Deploying analytics capabilities across disparate client data sources• Integrating analytics deeper into vertical-specific strategies

• Leveraging patented intellectual property for Code on Pack• Investing in scalable loyalty and rewards platforms

PROCTER & GAMBLE USES LOYALTY TO AFFECT PURCHASE DECISIONS AT EACH STAGE IN THE CUSTOMER LIFECYCLE

~125,000 codes are entered each day for Pampers Gifts to Grow

• Leverages proprietary Code on Pack intellectual property

• Delivers personalized offers at key points in the purchase lifecycle

• Scales loyalty currency spend to match the behavior and desired outcome of each consumer

DELIVERING MEASURABLE RESULTS USING DEEP LOYALTY ANALYTICS

ROI in 2011 was 122%, highest in program’s 13 year history

• Vertical-specific predictive model delivers 34% increase in ROI

• Leveraging multiple data sources enabled better discriminate between pet owners

• Reached 6.7 million households with an 82% higher response rate

KELLOGG’S FAMILY REWARDS USE LOYALTY MARKETING TO UNIFY CUSTOMER DATA ACROSS THEIR BRANDS

Morning Foods Frozen Foods Snacks & Cookies

Promotions

Over 800 products within Kellogg’s family of brands

• Hundreds of brands and SKUs using the same Code on Pack business process

• Goal is to cross-sell and up-sell consumers within the Kellogg’s family of products

• Common platform and currency unifying previously disparate brand promotional activities

POSITIONING THEUS CUSTOMER BUSINESS

FOR GROWTH

We’re investing in technology, leveraging intellectual property and delivering

high value analytics

GROWING LOYALTY WITH PROVEN LEADERSHIP

Fay BeauchinePresident,

US Business Loyalty

A proven leader in Aimia US Business Loyalty since 2007, Fay brings a variety of expertise in cross-enterprise marketing and sales strategy, and has held executive positions in the travel sector. She leads the team that helps corporations gain and retain enthusiastic employees, committed and aligned business partners and loyal customers.

Fay BeauchinePresident, US Business Loyalty

BUSINESS LOYALTY

MARKETERS KNOW WHAT THEY NEED

Global CMOs share the perspective that data across all channels is critical to interpreting and solving their business challenges.

Source: IBM Oct. 2011 Global CMO Study

capture value, measure results

foster lasting connections

deliver value to empowered

customers Areas for Improvement

BUT RECOGNIZE THAT THEY ARE UNDERPREPARED AND NEED HELP

Areas where CMOs feel most underpreparedData explosionImplications of social mediaGrowth of channel and device choicesShifting consumer demographics

Sources: IBM Oct. 2011 Global CMO StudyAberdeen Group Study

68% of best-in-class

companies have sales intelligence that’s enhanced by data

66% of respondents said

improving quality of leads,and maximizing

selling time are most important

AIMIA’S ANALYTICS PROVIDE CRITICAL INFORMATION TO TARGET AND CONVERT SALES OPPORTUNITIES

42% of organizations have insufficient knowledge of needs of

prospective buyers for user conferences

Hi Tech

Automotive 40% are unable to identify the most likely buyer of their

warranty service

Source: Aimia Decision Sciences

INVESTING IN HUMAN CAPITAL AND CUSTOMER RELATIONSHIPS WILL BRIDGE THE GAPGLOBAL LEADERS RECOGNIZE THE POWER INHERENT IN THEI R EMPLOYEES AND CHANNELS TO INFLUENCE RELATIONSHIPS WITH CUSTOMERS

Source: IBM 2012 Global CEO Study

B2B: COMPANY-TO-DEALER & COMPANY-TO-EMPLOYEE

B2C: COMPANY-TO-CUSTOMER

OUR INSIGHTS AND STRATEGIC DESIGN CONNECT B2B AND B2C INITIATIVES

• New Customer Acquisition Programs

• CRM & B2C Communications

• Event Marketing

• Repurchase & Service Programs

• Product & Skills Training

• Recognition & Reward Programs

• Business Meetings & New Product Launches

• Employee & Channel Communications

• Flexible Employee Engagement Platforms

• Insight & Strategy

• Data Management

All supported by in-house centers of excellence: Cr eative, Media, IT, Analytics, Research, Travel & Aw ards

DRIVING DEEPER ENGAGEMENT USING GAME MECHANICS IN EMPLOYEE CHANNEL

27

Innovating through new channels

(gamification)

Centurylink

ENGAGING THE SALES CHANNEL THROUGH EDUCATION AND COMMUNICATION

Aimia’s Positive Engagement methodology applied to Subaru dealership employees drives increased sales and customer satisfaction scores

Certified salespeople sell 2X more vehicles than non-certified

Salespeople using portal sell more vehicles than non-users

Four position increase in J.D. Powers Sales Satisfaction Index

Only automaker in 2011 to post US sales increases over four consecutive years

Program won 2011 Brandon Hall Excellence Award for best Sales Training and Performance program

DRIVERS OFPOSITIVE

ENGAGEMENT

ACHIEVEMENTAPPRECIATION

INNOVATIONMASTERY

CONNECTIONWELL-BEING

Innovating through

employees

SUBARU

WE HAVE ACQUIRED EIM, SOLIDIFYING OUR POSITION IN BUSINESS LOYALTY

• Leader in business loyalty management

• Our combined company has a significant market footprint

–11 of Fortune 20

–24 of Fortune 100

–7 of top 10 auto manufacturers

–4 of top US telecom providers

–3 of top 5 pharmaceutical companies

EIM STRENGTHENS AIMIA’S VALUE PROPOSITION

The combination reinforces Aimia as a world-class loyalty management company with global execution abilities, strong leadership, talent and capabilities

Clients will benefit from a full-suite loyalty management portfolio which now includes data analytics, customer experience and customer learning systems

EIM’s technology platform enhances Aimia’s on-demand employee and sales incentives technology platform

enhanced

employee and

channel

engagement

suite

best in class

technology

platform

expanded

loyalty

management

portfolio

EIM adds industry expertise and capabilities that enhance Aimia’s employee and channel offerings

31Source: Peppers and Rogers Group

EXCELLENT CUSTOMER EXPERIENCE DRIVES PERFORMANCE

of companies with strong capabilities for delivering an excellent customer

experience outperform their competition

81%

Karl SchusterPresident Asia Pacific

ASIA PACIFIC

GROWING ASIA WITH PROVEN LEADERSHIP

Karl SchusterPresident, Asia Pacific

• 12 year Asia Pacific Aimia veteran

• Previous experience includes executive roles at Bates, Rapier and Ogilvy across three continents.

• Resides in Singapore to stay close to the big opportunities in the emerging and mature markets

ASIA - KEY FACTSGLOBAL POPULATION 2010

ASIA: PERCENTAGE SHARE OF GLOBAL TOTAL GDP

Nor

th A

mer

ica

Wes

tern

Eur

ope

Affl

uent

Asi

a

Sout

h A

mer

ica

East

ern

Euro

peN

Afr

ica

/ M E

ast

Chi

na

Dev

. Asi

aIn

dia

AIMIA IN ASIA – MARKET TYPES

Mature•Japan

•Australia

•Hong Kong

•New Zealand

•Singapore

Emerging•India

•China

•South Korea

•Malaysia

•Indonesia

•Taiwan

•Thailand

Frontier•Cambodia

•Philippines

•Laos

•PNG

•Burma

•Mongolia

•North Korea

•Bangladesh

•Vietnam

AIMIA IN ASIA – GEOGRAPHIC FOOTPRINT

Mature�Japan

�Australia

�Hong Kong

�New Zealand

�Singapore

Emerging�India

•China

•South Korea

�Malaysia

�Indonesia

•Taiwan

•Thailand

Frontier•Cambodia

•Philippines

•Laos

•PNG

•Burma

•Mongolia

•North Korea

•Bangladesh

•Vietnam

THE CONSUMER IN ASIA

The main story for the next decade is a lifecycle w ave that brings together rapid growth in the 40+ age bracket with a sharp rise in their spen ding power.

Source: Nielsen, “Global Online Shopping and Savings Strategies Survey.”Oct. 10, 2011

ASIAPACIFIC

LATINAMERICA

MIDDLE EAST/AFRICA

EUROPE

NORTHAMERICA

Likelihood that Internet Users Worldwide Will Buy Groceries Online, by Region, Q1 2011

Note: ages 15+Source: InSites Consulting, “Social media Around the World 2011,”Sep. 14, 2011

Smartphone Owners in Select Countries and Regions Who Access Mobile Internet Daily, Q2 2011% of Respondents

JAPAN

CHINA

INDIA

US

BRAZIL

EUROPE

AUSTRALIA

THE CONSUMER IN ASIA

The main story for the next decade is a lifecycle wave that brings together rapid growth in the 40+ age bracket with a sharp rise in their spending power.

ASIA-PACIFIC

EUROPE

NORTH AMERICA

LATIN AMERICA

MIDDLE EAST &AFRICA

Note: includes connections with permanent access to the internet via cablemodem, DSL, fiber and wireless/satellite technologies; excludes mobileSource: eMarketer, March 2011

Broadband Household Share Worldwide,by Region2009-2015% of total

THE LOYALTY LANDSCAPE IN ASIA

Key Trends Business Opportunity

South East Asia • Fast-growing smaller economies• Largely immature from a loyalty standpoint• Low client sophistication

• Proprietary loyalty a big opportunity • Limited medium term coalition plays• Limited medium term ISS opportunities

Australasia • Mature loyalty markets• Experienced clients• Significant penetration of both proprietary and

coalition loyalty

• Large scale proprietary opportunities• Mature coalition markets• New wins will be driven through innovation (eg

Cardlytics).

North Asia • Japan a large stable, mature markets. • Korea a rapidly emerging economy• China a large, complex emerging market

• Large scale coalition markets in Japan and Korea

UNMATCHED PROFILE IN ASIA

Singapore Headquarters

Experienced in region Leadership Team

• Management

• Operations

• Finance

• IT

• Legal

• People and Culture

Cross-region and local delivery capability

• 500 people across eight markets

• Multi-market solutions

Enviable portfolio of leading global, regional and local brands

TENURE MARKET SERVED SERVICES

11 yearsAustralia’s No 1 Bank

Australia Proprietary

9 yearsWorld’s largest oil company

SingaporeMalaysiaHong Kong

Proprietary

2 yearsPamper’s: $10bn global brand

Japan Proprietary

7 yearsAustralia’s No 2 airline

AustraliaNew Zealand

Proprietary

15 yearsNew Zealand’s No 2 Bank

New Zealand Proprietary

STRENGTH IN RELATIONSHIPS

BENEFITING FROM THE AIMIA FULL SUITE

MARKET SERVED SERVICES

Australia’s No 2 supermarket chain

Australia ISS

Asia’s fastest growing bank

15 markets across Middle East and Asia

Proprietary

India’s leading private bank

India Proprietary

JV partnership with India’s leading industrial/consumer conglomorate

IndiaCoalition Development

KEY FACTS

86,865 employees

Operations in 71 markets

Operating income $17.6bn

PBT $6.7bn

Focus on Asia, Africa and Middle East

6 million credit card customers in scope for Aimia

OUR SOLUTION SET

MobileWebsite Contact Centre

Catalogue

Travel

eVouchers

Affiliate Mall

Fulfillment

Bank Systems

Payment Gateway

Third Parties

>5M MembersRewards Portfolio

AIMIALoyalty Platform

Reportingand

Analytics

RewardsData

Integration

MemberSupport

5 Languages 15 Markets

• Aimia takes full ownership position in key strategic Asian markets

• Long term relationship with Jakarta based on integrated agency

– 40% shareholding in Interact

• Binding LOI signed to acquire balance of equity by year end

• Indonesia is one of Asia’s fastest growing emerging economies

• Interact has leadership position in emerging loyalty sector

• Solid portfolio of blue chip clients

• Multiple large scale proprietary loyalty opportunities recent wins include:

– Nestle

– Mazda

DEVELOPING IN INDONESIA

THE OPPORTUNITY AND CHALLENGE IN ASIA

The opportunity

• Buoyant economic environment

• Expertise gap in emerging markets presents proprietary opportunities

• Large affluent markets maturing, presenting coalition and analytics opportunities

• First mover advantage to establish key strategic alliances

• Aimia a desirable partner for its expertise, scale, reach, resources, clout, technology, insights and financial stability and strength.

The challenges

• Many early stage opportunities: sorting the potential winners from losers

• Adapting the business model to local conditions

• Affluent market maturity: managing the cost of entry

• Geographic diversity and cultural differences

AIMIA’S ASIA ADVANTAGE

We are in the best place We have the best footprint We will be the number one loyalty player in all major Asian markets

As a region, Asia Pacific is and will continue to be in positive

growth territory

Aimia is the largest player in the region and has a solid platform

for business development

Significant business development activity and

success

RECAP – ASIA PACIFIC

• Partnering with leading brands

• Evaluating opportunities to expand full suite

• We are aggressively exploiting a first mover advantage

• Expanding footprint

RECAP – US

• Investing in:

� Acquisitions to expand market share and footprint

� Standardizing and enhancing our global technology platforms

� Analytics to add scale and broader range of vertical specific capabilities

• Leveraging Aimia generated IP

• Good progress on a next generation coalition loyalty program

THANK YOU