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Insights into the world’s leading business families Imagine you had six Lego bricks – you know, those 2 x 4 rectangular kind that you spent hours with as a kid? Now, could you guess how many different combinations you might possibly create out of those six little plastic bricks?

The answer is 915 million.

Notice how you didn’t need to be told what Lego was, even though it’s a child’s toy? It’s because Lego’s famous plastic brick has been around for more than 60 years. Today, close to 100 million children in 140 different countries play with Lego toys.

It might also surprise you to learn that Lego, the largest toymaker in the world by sales and profits, is family-owned.

This is the story of the Kirk Kristiansen family of Denmark.

INSIDE...

›

A disciplined focus on growth and innovation

›

Blending in outside management

›

Above all, enduring family control

Family ownership has its distinct advantages: “You can think long term but act very fast. I can talk to shareholders in the morning and have a decision by the evening.” ~ Jorgen Vig Knudstorp, Chair, Lego Brand Group

APRIL 2020

The Kirk Kristiansen family: A blended leadership model at Lego

BY SARAH REID

Anyone in business knows that it takes the right combination of ingenuity, innovation, and relentlessness to make a company successful – and even more so for one of the world’s iconic companies and brands. It hasn’t always been easy for Lego. There have been a few times throughout its history that the company has had to dismantle what it built and start again.

Add to that the challenges of being a family-controlled enterprise – and the story is captivating.

The Kirk Kristiansens have a long history of bringing the next generation into Lego early – and encouraging their involvement. But they’ve also had to make some tough decisions through the years – including choosing outsiders over family members to be the leaders of the operational side (the day-to-day affairs) of Lego.

All the while, the Kirk Kristiansens have retained control of their family business. They continue to tinker and adjust the family ownership model to make it work. The family has demonstrated an uncompromising focus on the long-term, allowing them to pull ahead of their competitors.

Today, Lego employs more than 17,000 people around the world. It posted revenues of CAD $7.18 billion in 2018. Lego has production facilities from Denmark to China, Hungary to Mexico, and primary offices in Connecticut, London, Shanghai, and Singapore. The brand is truly iconic.

The little brick has come a long way.

How a tiny toy got so big What has grown over time to be a massive company had, like many family businesses, humble beginnings. Lego originated with a young Danish carpenter, Ole Kirk Christiansen, in the midst of the early years of the Depression. It was 1932. Ole lived in Billund, a small town in rural Jutland, a Danish peninsula connected to northern Germany. He was part of a poor family and had nine siblings.

Ole’s early carpentry business was mostly focused on restoring old buildings and constructing new ones, as well as making household items such as ladders and ironing boards. But the Depression reduced demand for these products, so Ole looked for alternatives. He began to make wooden toys, including piggy banks, Yo-Yos,

So what has made the Kirk Kristiansens – and Lego – so successful for almost 90 years?

PA G E 3

and toy trucks, for which demand stayed steady, along with the household items.

Ole soon held a competition at the factory to name the company, but in 1934 came up with the name himself. Lego comes from two Danish words – leg godt – which mean “play well.” (In Latin, “lego” means “I put together” or “I assemble.” Ole didn’t know this when he named the company, but how appropriate it would become!)

Meanwhile, throughout the 1950s, the company had been working on a “system of play,” whereby any Lego brick could fit with any other set, and the more Lego bricks you had, the more you could build. The interlocking plastic bricks that are familiar to many of us today were introduced and patented by Godtfred in 1958. Unfortunately, Ole didn’t live to see it. He died just a few months before the interlocking bricks system was launched.

Three years later, Ole suffered a stroke, and the family turned its attention to succession. Ole decided that one of his three sons – Godtfred Kirk Christiansen, then an operations manager at the company – would eventually lead Lego. In 1950 he promoted Godtfred to junior vice president, assigning him additional responsibilities.

Godtfred soon oversaw Lego’s global expansion.

While the toys were already in Norway and Sweden, he focused on moving the toys onto shelves in other European countries, starting with Germany. Godtfred also oversaw the introduction of Lego to the U.S. in 1961. The company originally made an agreement with Samsonite, the luggage manufacturer, to sell Lego in the U.S. and Canada. By 1974, the Lego Group set up its own subsidiary in Connecticut, and began manufacturing bricks there in the early 1980s.

Godtfred officially assumed the reins from his father in 1957, becoming managing director.

The company was shifting into the next generation after 25 years.

Also emblematic of this time of expansion – Lego actually opened its own private airport in the early 1960s. It enabled international businesspeople (and buyers) to visit Billund easily and frequently.

His original Lego bricks were wooden until the company bought a plastic injection molding machine in 1947.

Kristiansen family holdings Owns

Oversees all Lego brand-related activities and looks for new business

Kirkbi A/S

Owns 75% of Lego A/S

Family holding company

CEO Søren Thorup Chairman Kjeld Kirk Kristiansen PA G E 4

Kirk Kristiansen family

Lego Brand Group

Owns

Chairman Jørgen Knudstorp

Lego A/S Operating company

CEO Bali Padda Chairman Niels Jacobsen

Owns 25% of Lego A/S

Lego Foundation Family charity

CEO Hanne Rasmussen Chairman Thomas Kirk Kristiansen

By 1964 the airport had grown to such a size that its ownership was transferred to a new company and made public. Today, it’s the second largest international airport in Denmark.

Kjeld Kirk Kristiansen and Jørgen Vig Knudstorp

The advent of outside management A further indicator of growth came in 1973.

It marked the first time the Kirk Kristiansen family brought in an outsider to serve as Lego CEO, acting as a bridge between Godtfred and his son, Kjeld Kirk Kristiansen. Vagn Holck Andersen served as head for six years, until Kjeld was ready to assume the mantle of Lego’s leadership.

(Kristiansen was spelled with a ‘K’ on Kjeld’s birth certificate, and from that time forward became the official spelling of the family name.)

Kjeld grew up testing the appeal of Lego toys with his sisters, and his picture even appeared on some of the boxes of Lego sets in the 1950s. He eventually obtained his MBA and worked in the management group at Lego Switzerland, before joining the Lego Group management in Denmark in 1977. Two years later, at 31, Kjeld took over from Holck. He would run the company for the next 25 years.

Kjeld is also credited with making significant reorganizational changes at Lego, including making Duplo its own brand and the rapid globalization of the Lego brand. The company experienced huge growth under his leadership until the early 1990s.

While the family, under Kjeld, resumed the day-to-day operational leadership of the company at this time, they were also solidifying their control of the family business for future generations. Kirkbi, the family’s investment company, was founded in the 1980s. Today, Kirkbi owns 75 per cent of Lego. The charitable Lego Foundation owns the other 25 per cent. Kirkbi also owns stakes in a wide range of other companies and a 30 per cent stake in Merlin Entertainment, the owner of Legoland theme parks.

But then came some hiccups Lego began to face financial trouble in the early 1990s, caused by a series of issues, including the expiration of Lego’s patent on the plastic brick, and the increasing popularity of digital games.

By 1998, the Lego Group reported its first deficit since its founding, and the family brought in an outsider, Poul Plougmann, to serve as the company’s director of finance.

The bleeding didn’t stop. In 2004 the family recruited a new chief executive, its second from outside the family ranks. Jorgen Vig Knudstorp was

a former McKinsey consultant and soon expressed the urgency of the situation to the directors of the company: “We are on a burning platform.”

The appointment of Knudstrop seemed to work.

He soon turned the company around, quadrupling revenue in less than 10 years. It’s another example of how the Kirk Kristiansen family has focused on the long-term potential of the brand. Knudstorp has said that although he always discussed any big decisions with the family, the owners trusted him to act in the best interests of Lego. And family ownership also had its distinct advantages: “You can think long term but act very fast,” he told the Financial Times in 2011. “I can talk to shareholders in the morning and have a decision by the evening.”

Kjeld Kirk Kristiansen and Jorgen Vig Knudstorp seemed to forge a shared understanding of operating a family business. Kjeld recognized that though the company performed well under Knudstorp’s leadership, further setbacks were always possible. Knudstorp told the Financial Times in 2016 that Kjeld had a saying: “As a family owner, if you want to own something for 150 years, there will always be another crisis.”

Through it all, Lego has benefited from the long-term focus of its owners. Knudstorp said in a 2015 interview with Egon Zhender, an international leadership advisory firm, that the Kirk Kristiansen family has always been willing to make investments in Lego because they know it’s the right thing to do and will benefit the company many years into the future.

PA G E 5

The sustainability challenge Over the years there have been no shortage of challenges for Lego. The increasing popularity of digital and online play, concerns about sustainability, and the collapse of toy retailers such as Toys R Us, mean that the company continues to innovate and adapt to stay ahead.

It’s telling that the manufacturer of simple plastic bricks is still one of the world’s leading toymakers.

The company is blending physical and digital play, integrating mobile apps, and experimenting with augmented reality. Lego is also pushing into Asia in a big way, particularly China. In 2019 Lego will open 80 stores in 18 Chinese cities.

The company has further plans to expand in the Middle East and other countries, including India.

Lego also has a storied history on the sustainability front. In the 1960s the company formed a marketing partnership with Shell, selling Shell-branded Lego sets. But 50 years later, Greenpeace targeted Shell with an ad campaign that used Lego bricks to build an Arctic landscape that was then destroyed with oil. In 2014, Lego ended its partnership with Shell. It created new sustainability goals for the company and partnered with organizations like the World Wildlife Fund.

1932

Ole Kirk Kristiansen, establishes his workshop making stepladders, ironing boards and wooden toys

1934

1958

Ole Kirk Kristiansen passes away and Godtfred Kirk Christiansen becomes head of the company

The company adopts the name LEGO, from Danish words meaning “play well.” and “I assemble”

PA G E 6

1968

Since then, the centerpiece of Lego Group’s sustainability plan has become the Sustainable Materials Center, which is tasked with finding alternatives to the plastics Lego uses in its toys.

The goal is to have a solution in place by 2030.

Lego has already invested about CAD $200 million into the project.

A remarkable commitment to family transparency While the operational managers of Lego continue to innovate, helping the company to adapt and thrive in this new environment, the Kirk Kristiansen family continues on its own path – ensuring the long-term success and enduring family control of the company.

In the early 2000s, the family developed a plan to have each generation appoint one representative, known as the “most active owner.” This person would be well acquainted with the company and decision-making, and act as a spokesperson for the family and an ambassador for the Lego brand.

In Kjeld’s family, his son, Thomas Kirk Kristiansen, carries this responsibility. Thomas is described as the “most active owner” for the fourth generation.

As with generations before him, Thomas has taken on increasing responsibilities in the family

1983

Kirkbi, the family’s investment company is formed

LEGOLAND Billund opens its gates and attracts 3,000 visitors on the opening day

1996 www.lego.com is launched

1999

The LEGO brick is named as one of the “Products of the Century”

by Fortune Magazine

2004

Lego deals with a “burning platform” of competitive pressures and patent expirations

2015

Lego replaces luxury sports car brand Ferrari as the “World’s Most Powerful Brand”

2019

NASA Astronaut Mike Massimino builds a Lego Mars Shuttle in zero gravity

Kjeld now serves as the chair of Kirkbi, the family’s private holding and investment company. It’s expected that Thomas will take over as chair of Kirkbi after his father steps down.

Kirkbi itself has become remarkable, in recent years, for its commitment to openness and transparency. Its website (www.kirkbi.com) publishes a full accounting of the family’s business interests, plus rich, detailed information on the family’s ownership structure (see accompanying graphic) mission, vision, principles, leadership team and other details.

It’s rare for a privately owned family holding company to be so transparent and open about its activities and principles. It seems to strike to the core of what the Kirk Kristiansen family stands for.

A family building for the long term As the most active owner for the fourth generation, Thomas also represents the family in the appointment of board members and management for Lego, Kirkbi, and the Lego Foundation. The Kirk Kristiansen family still retains the right to choose the CEO and board for Lego, and for making certain “cultural” decisions.

A member of the Kristiansen family will always chair Kirkbi, but an outsider chairs the Lego board.

Jorgen Vig Knudstorp, the former CEO, is currently the chair of the board of the Lego Brand Group, a new entity created in 2017. It collects all of the family’s Lego-related interests together and has two purposes: (1) to develop, leverage, and protect the Lego brand; and (2) to encourage ongoing family engagement in the business.

Knudstorp says family engagement is as important as ever, and that the entity will ensure that the family remains an

LEGO Private Ownership Structure 75% KIRKBI (the family’s investment company)

25y +75

business over many years. He joined the Lego Group’s board as, first, an observer and then as a director in 2007. Thomas became deputy chairman of the Lego Group, as well as chair of the Lego Foundation, in 2016.

25%

THE LEGO FOUNDATION

“active owner, one who smells the roses, who knows what the business, the culture are like.”

The Kirk Kristiansens have consistently groomed successors within their own ranks, since Ole Kirk Christiansen brought in his son in the 1950s.

It’s a strategy that has kept the business familyowned through almost 100 years. While the family will certainly face challenges in the future, they’re building a structure that is sure to sustain the Kirk Kristiansen name. They have enjoyed great success when bringing in non-family members to operate the company, while keeping the holding company family-run.

Most of all, the Kirk Kristiansens continue to work to engage younger generations and focus on long-term growth. They’re keeping family members interested and growing with the company, ensuring a pipeline of emerging talent.

And Lego continues to innovate, to thrive in a world that looks very different from when it began almost 100 years ago.

As the family puts it on Kirkbi’s website: Over the years, new activities have developed and others have stopped, but in spite of all changes, the family ownership as well as the long-term perspective and the fundamental values rooted in the family have been a steady force and a driver behind the Kirk Kristiansen enterprises the LEGO Group, the LEGO Foundation, LEGO Education and KIRKBI. Clearly the Kirk Kristiansens are building for its future success, brick by brick.

Sarah Reid is a freelance writer based in Toronto.

Questions to consider for your business:

1.

What is your family’s approach to outside management for the operating company?

2.

Is it important to you to have the next generation involved in the family business?

3.

If so, how are you preparing them?

PA G E 7

Insights into the world’s leading business families It was late in 2014 – and a scenario many business families fear.

Samsung chairman Lee Kun-hee, the 72-year-old son of the company’s founder, had suffered a heart attack, leaving the family scrambling to address a leadership transition far sooner than expected.

One of the world’s largest companies – a $400 billion conglomerate including not just smartphones and electronics, but also shipbuilding, hotels and resorts, construction, advertising and even life insurance – suddenly faced questions about who would take over, steady the ship, and lead the company forward.

And this was no normal business family transition.

The Lee family would need to navigate its leadership change delicately. South Korean tradition dictates that no heir can take over the business until the patriarch has died. The problem? Kun-hee wasn’t dead, but his health problems left him incapacitated and unable to lead the company.

So slowly, re-writing the script as they went, the Lee family transitioned increased responsibilities to Kun-hee’s only son, Lee Jae-yong, who was appointed Vice Chairman of Samsung Electronics.

But that issue would soon pale in comparison to what came next.

INSIDE...

›

The massive scope of one of the world’s largest companies

› ›

Legal challenges and their impact on Samsung A hefty inheritance tax for the Lee family too…

JANUARY 2019

From dried fish to global empire The ups and downs of the Lee family and its Samsung conglomerate Espionage, bribery, succession battles, and sibling rivalries — these are ingredients of the real-life drama of the Lee family, now in its third generation of leadership as an international business juggernaut.

Succession in business families is challenging enough on its own. But what kind of company survives this much upheaval and uncertainty? And how does such a company recover and look to the future?

BY SARAH REID

First, the backstory.

Samsung was started by Lee Kun-hee’s father, Lee Byung-chul, as a dried foods export business in 1938. Legend has it that Byung-chul had only $25 in his pockets to start the business, using these few dollars to establish a tiny store that exported mainly fruit and fish. He named the business Samsung, which means “three stars” – three being a lucky number in South Korea, with the stars meant to signify that the company would be powerful and everlasting.

Whether it was luck or tenacity, Lee Byung-chul’s business quickly flourished. By the mid-1950s – after the Korean War – the company partnered with the government to drive economic development, expanding into electronics, shipbuilding, petrochemicals, heavy machinery, and construction. Who knew then that Samsung would, decades later, launch one of the most coveted smartphones, the Galaxy S, on the market?

Today, Samsung is the largest conglomerate in South Korea.

More specifically, its group of companies is known as a chaebol in South Korea – owned by a de facto holding company, Cheil Industries.

Until recently, over 60 of Samsung’s affiliates were organized into a complex cross-shareholder structure. This enabled the Lee family to retain control over the companies while owning just a small percentage of their shares.

Samsung’s chaebol now spans electronics, life insurance, fashion, and hospitality. Samsung Heavy Industries manufactures ships and oil platforms, while another affiliate, Samsung Everland, operates the largest amusement park in South Korea. Samsung also has interests in financial services: investing, credit cards, and venture capital. All told, the empire accounts for an estimated 15% of South Korea’s GDP. The market cap of Samsung Electronics alone was US$326 billion in 2018, making it Forbes’ 14th largest publicly traded company in the PA G E 3

world. Samsung Electronics accounts for about two-thirds of the total value of the chaebol.

Throughout this history of expansion, growth, and constant change, Samsung – and the Lee family – has also faced its fair share of ups and downs, its own twists and turns.

Stops and starts in the family succession Lee Byung-chul had three sons among his eight or nine (never really verified) children. This would seem to set Byung-chul up for an orderly succession, but he was forced to step down in 1966 when his second-eldest son, Lee Change-hee, was charged with smuggling 50 tonnes of saccharin, an artificial sweetener, into South Korea. Following South Korean tradition, the eldest son, Lee Maenghee, took over.

But Maeng-hee’s leadership tenure was shortlived. His was an aggressive leadership style, he was disliked by his father’s closest allies, and he managed to drive the company into chaos in six brief months. Lee Byung-chul resumed control not long after.

A SPRAWLING CHAEBOL

A few years later, Lee Byung-chul’s second son also made a run at the company – by telling the president of South Korea about a slush fund kept by his father. So, by 1969, both Lee’s first and second sons were written out of the line of

PA G E 4

succession in the company, leaving it to his third son, Lee Kun-hee, to take over when Byung-chul died in 1987.

It wasn’t all smooth sailing for the unintended heir. Many people believed Lee Kun-hee was a playboy, and unprepared for the job. But armed with an economics degree and an MBA from George Washington University, he set about turning Samsung into a premium brand.

The chaebol under Chairman Lee Kun-hee invested heavily in research and development, but didn’t seek to be an innovator. Its strategy instead was to be a “fast follower” – creating high-quality, efficient iterations of others’ products, moving them to market quickly, and reaping the benefits of fast growth.

On to the third generation Lee Kun-hee would oversee a growing and powerful Samsung for more than 35 years. It’s one reason why his heart attack in 2014, and his resulting incapacitation at a relatively young 72, was such a jolt to the Lee family. The family now needed to address its succession plan far earlier than anticipated.

The initial challenge for the family was in retaining control and stability during this early transition to the third generation. Lee Kun-hee

The Lee family has a hand in:

Samsung Electronics

Samsung Everland/ Cheil Industries

Hotel Shilla

Samsung C&T

smartphones and mobile devices, TVs, cameras, other consumer products; electronics parts, including lithiumion batteries, chips, semiconductors, hard drives

clothing and luxury retail, entertainment, and theme parks

hospitality, hotels, resorts, and duty-free shops

construction, investment, and trading (natural resources including coal and gas, as well as wind power, steel, chemicals, and textiles)

had four children – three daughters and his only son, Lee Jae-yong. Today, two daughters occupy senior positions in the company. Lee Boo-jin runs Hotel Shilla and the family’s hospitality interests while Lee Seo-hyun is responsible for Samsung’s advertising and fashion businesses.

The two women are also co-presidents of Cheil Industries. Their youngest sister committed suicide in 2005.

This brings us back to Lee Jae-yong, the only heir (as the only son) to the family’s business throne, according to South Korean tradition. He became vice chairman of Samsung Electronics in 2014, at the time of his father’s heart attack and incapacitation. Two years later, he joined the Board.

Tightening government regulations – and a hefty inheritance tax

South Korea. These huge family-run businesses had come to be perceived as too close to the government. Around the same time, the South Korean government banned the use of crossshareholdings and offered tax incentives to companies that restructured – all in the interests of improving transparency and corporate governance in family-run chaebols. But, adding to the tension and complexity, President Park Geun Hye’s government was felled when Park herself was accused of working too closely with certain chaebols, including Samsung. Park was sentenced to 24 years in jail for corruption and bribery in the spring of 2018.

Kun-hee’s health troubles also came at a time of increasing public pressure on the chaebols in

Since then, the new government in South Korea, led by leftist Moon Jae-in, has gained

Even though tradition dictates Jae-yong won’t (officially) take over until his father dies, the practicality is another matter. Today, Kun-hee lives on and Jae-yong is considered to be in charge. In early 2018 the Seoul High Court called him the de facto head of Samsung Group, and the Korea Fair Trade Commission gave him the same designation a few months later.

Samsung Life Insurance

Life Insurance products

Samsung SDS

Cheil Worldwide

I.T. services

advertising and marketing services

Samsung Heavy Industry

Samsung Techwin

shipbuilding

surveillance, aeronautics, and weapons technology

PA G E 5

popularity for its tough stance on the chaebols.

Moon’s government includes many critics who want more control for shareholders and less for the large business families. As a result, these emerging government regulations are now forcing Samsung to unsnarl its convoluted ownership structure.

prices climb, the greater the inheritance tax bill.

(Be careful what you wish for.)

Consequently, it’s now anticipated that Jae-yong will sell his father’s shares in certain Samsung affiliates in order to foot the bill. And some Samsung affiliates have already been made public. Cheil Industries went public in 2014 with a $1.4 billion initial public offering. Samsung SDS, a technology provider for the construction and manufacturing industries, went public in 2014 raising $5 billion for the Lee heirs. Samsung has also sold its holdings in several defense and chemical affiliates.

Lee Jae-yong had already signalled plans to simplify the ownership structure of the Samsung Group. Specifically, he plans to make each affiliate more venture-like and independent. This will improve transparency and could lead to a clearer holding company arrangement.

All in preparation for a whopping inheritance tax.

Another issue complicating the transition is a hefty inheritance tax. The bill for the transfer of Chairman Lee’s shares in just three companies -3.4% in Samsung Electronics, 20.8% in Samsung Life and 1.4% in Samsung C&T Corp. – could leave his children liable for more than $6 billion.

The complex ownership arrangement once meant that shares within the Samsung Group traded at a discount. And now, the higher share

And that’s not the only challenge for the Lee family.

Legal troubles for the heir In early 2017 – barely two years into his unofficial duties as head of Samsung – Jaeyong was charged with bribing President Park and one of her advisors. Among other charges,

Lee Family Tree

Lee Byung-chul Founder of Samsung d. 1987

Lee Maeng-hee Chaired the company in 1967. Tried to sue Kun-Hee in 2012

Lee Chang-hee

Smuggled saccharin in 1966.

Tried to sabotage their father in 1967. d. 1991

Lee Sook-hee

Married an LG heir. Sued Kun-Hee in 2012

Lee In-hee Created Hansol

Lee Unnamed Daughter

Lee Unnamed Daughter

Lee Myeonghee Created the Shinsegae Group

Lee Kun-hee

Chairman of Samsung Electronics

Lee Jae-yong

Vice Chairman of Samsung Electronics PA G E 6

Lee Boo-jin

President Samsung Everland/Cheul Industries

Lee Seo-hyun

President Samsung Everland/Cheul Industries

Lee Yoon-hyung d. 2005

prosecutors argued that Jae-yong and other Samsung executives offered incentives to the president and her close friend to allow a merger between two Samsung affiliates. The proposed deal would have secured the Lee family’s control over the empire – and, speculation has it, also helped to finance the looming inheritance tax.

technology and internet connectivity by 2020.

In addition, Jae-yong is making innovation a priority: Samsung recently announced plans to spend $22 billion on auto technology, artificial intelligence, and 5G wireless in the next three years, creating 40,000 new jobs.

Part of the alleged bribe came in the form of an $800,000 thoroughbred show horse, gifted to the daughter of President’s Park’s friend, who was an Olympic equestrian. Samsung was also charged with making payments of up to $37 million to organizations linked to President’s Park’s friend.

Jae-yong and his executives denied the gifts were bribes, characterizing them instead as normal support for the South Korea’s Olympic team.

FIVE BIGGEST CHAEBOLS (Korean Stock Index)

After what was called the ‘trial of the century,’ Jae-yong was found guilty on charges of bribery, embezzlement, and perjury – and sentenced to five years in jail. But after serving less than a year, he was released on appeal, with a reduced and suspended sentence. The High Court ruled that Samsung was coerced by the former president to make certain contributions.

Jae-yong is now appealing the rest of the charges to the Supreme Court.

Meanwhile, the share price of Samsung Electronics hasn’t been hurt by the scandal.

It was only during the summer of 2018, almost six months after Jae-yong was released, that share prices fell, due instead to slowing smartphone sales.

Recovery and ambition Meanwhile, Jae-yong and Samsung have lofty goals for the next few years.

The chaebol hopes to compete with the likes of Google and Amazon in software, with a promise to equip all appliances with artificial intelligence

30862y +46

The allegations created a media firestorm, captivating South Korea. It was opposite to what Samsung and the Lee family needed in those fragile months after Lee Kun-hee’s heart attack.

All Others 48% Lotte 2% LG 6%

Hyundai 8%

Samsung 30%

SK 8%

Bloomberg QuickTake April 2018

Jae-yong also plans to further detangle the family’s convoluted ownership structure. Two affiliates will sell off their shares in Samsung’s holding company, removing the last four examples of circular shareholding in the conglomerate. This will mean that Jae-yong will enjoy less control than his father ever did. Even so, the Lee family is expected to retain its significant stake in Samsung Electronics.

Jae-yong’s recent legal challenges, his father’s incapacitation, and Samsung’s plans for the future are just the beginning of a fragile transition period for the Lee family. Jae-yong continues to grapple with pressures from both the South Korean government and the society at large to make Samsung more transparent and accountable.

And all the while he must ensure that Samsung remains competitive across its businesses and industries.

How the Lee family continues to manage these challenges and secure Jae-yong’s role as the third-generation heir will offer lessons for family businesses around the world.

Sarah Reid is a freelance writer based in Toronto.

Questions to consider for your business:

1.

Are you prepared for a succession that happens earlier than you anticipate?

2.

Are you meeting or exceeding corporate governance and transparency requirements?

3.

Do you have a ‘liquidity plan’ to help finance potentially large tax liabilities as you transition the business to future generations?

PA G E 7

reports annual reports << BACK TO CONTENTS

Ivey Aca de my Yea r-in-Review Morrise tte Institute for Entre pre ne urs h i p A nnua l Re port Ivey B usiness Sch ool – Honours B usiness Administra tion (H BA) Employme nt Re por t

YEAR-IN-REVIEW

2019

THE IVEY ACADEMY

|

YEAR-IN-REVIEW

The Numbers

513

Organizations represented in Ivey Academy programs

IVEY ACADEMY GROWTH OVER THE PAST FOUR YEARS:

75%

6.5/7

overall growth

100% growth of our custom programs

Average rating of our participant program

25%

growth of our open programs

Program Footprint (based on 2019 revenue)

12,403

67++285 67

115

Programs delivered

Open Enrolment 28% Other (Assessments, Coaching, etc.) 5%

Program participant days taught

Custom Programs 68%

We have a rich history and reputation as an executive education provider

1

#

In the Financial Times rankings of the world’s leading executive education providers of customized and open-enrolment programs, The Ivey Academy has been ranked #1 overall in Canada for eighteen of the past twenty years.

Executive Education Ranking 2020

2

Top 25 gobally for 15 of the past 20 years, The Ivey Academy has been ranked among the top 25 providers in the world

in Canada for Faculty in the Custom Programs ranking, a position held for the past 20 years

THE IVEY ACADEMY

|

YEAR-IN-REVIEW

Ivey Academy Alumni Network

The Ivey Academy alumni network is a community of savvy professionals across all industries and sectors who have worked on their own development and taken a program at The Ivey Academy. Alumni are life-long members of our alumni network and have access to exclusive alumni benefits.

G 12 30 25 + 33

Distribution of alumni by title Other 12%

Manager 30%

14,523

President/VP 33%

Total contactable alumni

1748

Number of Digital badges issued in 2019

General Manager/Director 25%

Distribution of alumni by geography Eastern Canada Outside Canada

9%

19% 59%

14%

Western Canada Ontario

3

THE IVEY ACADEMY

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YEAR-IN-REVIEW

Open Programs

The Ivey Academy helps professionals deepen business knowledge and develop leadership skills. Our portfolio spans more than 30 programs focused on core leadership, business acumen, and industry-specific skills. Designed for any stage in your leadership journey, we offer case-based experiential learning and actionable business insights.

474 Organizations

represented in Ivey Academy open-enrolment programs.

TOP PARTICIPATING COMPANIES

26 686 44 Open enrolment programs delivered

Open enrolment participants

“Today, change is the only thing that is constant at

“It’s fair to say that I had high expectations of

BDC. It is the new reality of the business world and so

the Ivey Executive Program based on the learning

being able to navigate the core elements of what is

objectives and reputation of Ivey. In the end, the

required, as a senior leader in leading and getting the

quality and expertise of the professors coupled

commitment of my teams to think strategically and

with their ability to stretch you to be better and

prepare us for the new reality is very important. The

bring more of your true self to the table was

concepts that were covered in the Ivey Leadership

incredible. It’s important as leaders that we learn

Program not only help me with the daily challenges

from others and the design of this program creates

my teams and our business face, but getting ready

a perfect collision of case study work and peer

for the future and setting the expectations right

sharing that elevates the learning for everyone.”

between our various stakeholders within and outside our teams and the organization is crucial. The depth of the curriculum did justice to that.”

KUNLE TAUHID 4

Average age of open-enrolment program alumni

Vice President, Financing & Consulting at Business Development Bank of Canada (BDC)

RHONDA CHOJA Executive Vice President of Operations at Libro Credit Union

THE IVEY ACADEMY

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YEAR-IN-REVIEW

Custom Programs

We work with corporations, governments, and non-profits to design and execute customized development and training programs tailored to the client’s specific needs.

Custom programs are typically multi-year endeavours, supporting executive, human resources, and learning and development (L&D) objectives. All Ivey Academy custom programs are deeply experiential in nature, concentrating as much on behaviour change as knowledge transfer.

39 86% 89 2447

Organizations participating In Ivey Academy Programs

Of our 2019 custom program revenue is from repeat clients

Custom programs delivered

Custom program participants

“Ivey has been a true strategic partner in the

“I think the biggest differentiator between Ivey

development and delivery of Bruce Power’s

and the other schools I’ve worked with, is that Ivey

Leadership Pipeline Program.

really listens to what the customer wants. So we’ve

By gaining an in-depth understanding of our leadership needs now, and in the future, the faculty designed an integrated solution which bridges the classroom and workplace action learning projects to accelerate the development of our high potential leaders. Not only are our leaders better prepared to lead the business, but tangible business results have been achieved.”

kept changing our minds a little bit, and we were very late with some of the ideas that we had, but they would always be ready to listen to us and to develop the program to our needs so that it’s really a program conveying our messages, totally aligned with our strategy – which I think is something unique.”

URSULA STOCKER Global Learning & Development Partner at LafargeHolcim

CATHY SPRAGUE Executive VP Human Resources at Bruce Power

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THE IVEY ACADEMY

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YEAR-IN-REVIEW

Headquarters of Academy Clients

We are proud to work with some of Canada’s best organizations, and global clients focused on learning and development.

WESTERN CANADA

Top organizations participating in Custom programs: OMERS, Cascades Inc., RSA, J.D. Irving Limited, Maple Leaf Foods, Business Development Bank of Canada (BDC), LafargeHolcim Longest standing clients +5 years: Bruce Power, Environment and Climate Change Canada, TLP (The Learning Partnership), University College Dublin O N TA R I O

Longest standing clients +10 years: Bell, Innovation, Science and Economic Development Canada, J.D. Irving Limited, RBC (Royal Bank of Canada), Syngenta

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THE IVEY ACADEMY

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YEAR-IN-REVIEW

EASTERN CANADA

I N T E R N AT I O N A L

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MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP 2021 ANNUAL REPORT

contents Message from the Executive Director

Introducing Morrissette Entrepreneurship

4 10

Research

11

Teaching

16

Morrissette Accelerator

24

Outreach

28

Advisory Board

37

MESSAGE FROM THE EXECUTIVE DIRECTOR

ERIC A. MORSE | Professor and Executive Director | Morrissette Institute for Entrepreneurship, Powered by Ivey Business School | Morrissette Chair in Entrepreneurship | Special Advisor to the President at Western University – Entrepreneurship

When the coronavirus pandemic took hold of the world in 2020, we were in uncertain territory.

There was the initial shock, followed by lockdowns and new ways to do what we often took for granted.

Last spring, we had students graduate virtually.

It wasn’t to be our last such ceremony. Many students entered university without experiencing frosh week, crowded campus spaces, or shaking hands with new roommates. They were still at home, starting yet another new online course. We’ve done our best within these limitations, and perhaps it will give us new perspectives on what is truly important.

The past year has also affected entrepreneurs and small business owners. In many cases, they’ve been near the front of the ship taking blows from each new wave and variant. However, amidst the wreckage, 4

we have also seen hope. Hope through stories of entrepreneurs being agile and adapting to new circumstances.

At Western, there has been a noticeable rise in the embrace of entrepreneurship by students who are creating ventures that are primed to engage in the developing new realities. And we are doing our part to meet that demand through new programs and initiatives that provide the tools, experience and mindset required to succeed.

Beyond the start Twenty years ago, when I first came to Ivey as the first full-time entrepreneurship faculty, the institute, and activities around entrepreneurship were still in their infancy. I recall the late former-dean Larry Tapp’s request to “create an entrepreneurship institute of note.” Since then, several individuals have stood up and helped us accomplish exactly that.

| WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT

Chief among them is Pierre Morrissette, MBA ’72, LLD ’10, whose name has become synonymous with entrepreneurship at Ivey and Western.

Pierre’s passion for entrepreneurship was evident from our very first meeting. Throughout the years, that passion, combined with a unique sense of vision and generosity, has led to a flowering of entrepreneurship resources, research, programs, and opportunities for students, alumni, and faculty at Ivey.

Yet Pierre’s ambition didn’t stop there and, with the Morrissette Family Gift announced this May, we became an institute dedicated to serving students across all disciplines; to make Western, Canada’s go-to university for those interested in pursuing a career in entrepreneurship.

During the past year, Morrissette Entrepreneurship has embraced this new mission by offering new courses, online webinars, a virtual incubator, accelerator program, and more; all building towards a comprehensive, and supportive entrepreneurial ecosystem.

A key component that really came together was the Western Angels’ Demo Day, the first of its kind for Western. With Demo Day, we created an opportunity to spotlight and mentor intriguing startups borne through Western alumni and students, providing them the occasion to showcase their products and services to experienced entrepreneurs and investors from the Western community. Demo Day will continue to be a key part of our ecosystem, connecting the innovative spirit of our students and recent graduates with the experience, wisdom, and resources of our alumni community.

Our new initiatives have not overshadowed what has paved the way for Morrissette Entrepreneurship. We completed another successful year of the New Venture Project virtually with our Entrepreneurs-in-Residence, hosted a virtual Business Plan Competition in January with teams from across Canada and the United States, and ran our ‘Master the Entrepreneur Skillset’ course for more than 200 participants.

All of this would have been impossible without our growing alumni community, who through their roles as Entrepreneurs-in-Residence, judges, mentors, and teachers, have given their time, expertise, and experience to hone the future generation of Canadian entrepreneurs.

In the area of teaching and research, we are continuing to grow our entrepreneurship group with the addition of Assistant Professor Daniel Clark. We had four doctoral students defend their theses and secure faculty or post-doctoral positions. Simon Parker,

who has led our Entrepreneurship Research Initiative for many years, was recently honored in a study by Stanford University, which recognized him as one of the world’s most widely cited researchers.

But as Pierre Morrissette would often say, “we’re just getting started.”

Moving forward Together with our newly consolidated Advisory Board led by Paul Sabourin, MBA ’80, and Erik Mikkelsen, HBA ’06, we are embarking on a long-term strategy to create partnerships across campus. We believe that access to entrepreneurial education and experiences will help our students, alumni and faculty pursue their passion for the arts, humanities, and the sciences, deep into their careers.

One of our key objectives will be the introduction of a certificate in entrepreneurship, a suite of courses and experiences that provides students a foundation in entrepreneurship. Since 2005, more than 700 students from the Ivey Business School have completed our certificate. We want to provide the same opportunity to our larger community.

Additionally, we will soon begin work on a new entrepreneurship-centric building at the heart of Western campus. It will be open to students, alumni, faculty and staff from all disciplines and academic backgrounds interested in inventing, making, growing, and sharing innovative ideas. With maker space and collaborative workspaces, the new building will be a manifestation of Morrissette Entrepreneurship by providing a physical home to all things entrepreneurship at Western University.

I am also excited about an upcoming initiative with the Royal Bank of Canada, which provides us an opportunity to share our expertise in entrepreneurship education as part of an online course open to millions of Canadians. It’s a great opportunity to improve our position as leaders in developing entrepreneurs.

As we come out of another difficult year, we’re moving forward with hope and vigilance.

Personally, I hope to meet many of you in-person and thank you for the role you continue to play in advancing entrepreneurship at Western and beyond.

While uncertainty still hangs in the air, Morrissette Entrepreneurship will begin the next phase of its journey inspired by the very entrepreneurs whom we serve; who, in the midst of uncertainty, stride forward and lead the way for the rest of us.

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 5

OUR FAVOURITE STORIES

AGE-OLD REMEDIES FOR A DIGITAL AGE Neal Patel, HBA ’20, utilizes ingredients and formulations from ayurvedic and other traditional forms of medicine to provide consumers a natural alternative for skincare; one that comes with thousands of years of customer feedback and satisfaction.

READ IT HERE:

Heather Payne, HBA ’09, shared her quest to disrupt the skills development industry and build the educational institution of the future with the Juno College of Technology.

6

The upsell is a major revenue generator, which is why Armon Shokravi, HBA ’22 Candidate, wanted to empower Shopify merchants with a simple postpurchase page editor.

READ IT HERE:

go.ivey.ca/AfterSell

go.ivey.ca/NeelPatel

RE-WRITING THE CODE OF EDUCATION

LISTEN HERE:

LANDING THE UPSELL

WITH TWEENS IN MIND HBA ’20 graduates Jessica Miao, and Chloe Beaudoin launched their new venture idea, Apricotton, a comfortable bra brand that focuses on the needs of tweens.

READ IT HERE:

go.ivey.ca/HPayne

| WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT

go.ivey.ca/Apricotton

MAKING THE ULTIMATE REPRODUCTIVE HEALTH BRAND What started last year as a capstone project in the New Venture Project, quickly grew into a full-time endeavour called Marlow for six Ivey HBA ’20 students.

READ IT HERE:

go.ivey.ca/Marlow

CHANGING THE WORLD, THE CANADIAN WAY Can an investment fund change the world? The founder of True North Investments, Kai Chen, MSc ’17, certainly thinks so.

READ IT HERE:

go.ivey.ca/KChen

MEASURING THE COSTS OF ONLINE SHOPPING Neutral allows users to see the environmental impact of their online purchases, and provides an opportunity to offset the costs by contributing to organizations working in the environmental space.

READ IT HERE:

go.ivey.ca/Neutral

MATCHMAKING INFLUENCERS From selling iPhone waterproofing services outside the Eaton Centre, to connecting social media influencers with the biggest brands, every entrepreneurial experience carries a lesson for Adam Silverman, HBA ’20.

READ IT HERE: go.ivey.ca/ AdamSilverman

HELPING PARENTS NAVIGATE NEW ONLINE HORIZONS In a fast-changing digital landscape, parents feel illequipped on how to establish guard rails on social media.

Emmanuel Akindele, BA ’22 Candidate, and his startup, Blue Guardian, are here to help.

READ IT HERE: go.ivey.ca/ BlueGuardian

MOVING YOUR VOICE INTO ACTION Taylor Rubert, HBA ’14, MBA ’20, is converting her passion and drive for sustainability into a zero-waste body lotion brand, Just Lotion.

READ IT HERE:

go.ivey.ca/

TRubert

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 7

MESSAG ES F ROM THE DIRECTORS

THE ENTREPRENEURSHIP RESEARCH INITIATIVE

SIMON PARKER | Professor | J. Allyn Taylor/Arthur H. Mingay Chair in Entrepreneurship

Faculty continued to enjoy success in publishing their research in leading journals, and their cutting-edge thought leadership has also informed several exciting teaching case studies published by Ivey Publishing. Our faculty continue to write and publish research with our talented Entrepreneurship doctoral students. Four of these students successfully defended their doctoral theses in the prior academic year, with an excellent placement rate in faculty or post-doctoral positions in North America and Europe.

This was achieved despite an unusually challenging job market, due to COVID-19 – a factor that also halted in-person research conference activities. However, our determined and resilient faculty continued to share

8

and present their work in virtual versions of major international conferences, and the group’s research activities have continued more or less unabated, promising continued success in the years to come.

| WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT

MESSAG ES F ROM THE DIRECTORS

BUSINESS FAMILIES INITIATIVE

DAVID SIMPSON, MBA ’88 | Lecturer

Business Families continued to get our support as we all adjusted to the realities of a COVID-19 world. Our FamilyShiftTM program converted to a virtual model as our next generation leaders shared their experiences with peers in a series of modules over the winter. We are happily gathering in-person this fall to complete the program for last year’s group and welcome a new cohort. Similarly, the FEA designation program for family business advisors (in partnership with Family Enterprise Canada) continues as a virtual class, and a new in-person session will launch next May in Toronto.

We hosted a virtual “Winter Classic” in February as part of our annual celebration of entrepreneurial families and enjoyed conversing with David Bentall, who shared his wisdom and insights from his new book, “Dear Younger Me.” We completed the Family Business Director Alliance conference as the virtual host with

educational leaders from across North America sharing best practices. We will continue to produce podcasts throughout this coming year to create even more resources for supporting business families online, and I look forward to hosting live events in the New Year to celebrate business families.

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 9

Pierre Morrissette, MBA ’72

A NEW BEGINNING INTRODUCING THE MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP A $5.5-million gift from the Pierre L. Morrissette Family Foundation expanded entrepreneurship opportunities at Western, providing campus-wide access to entrepreneurial research, education and programming.

Western students in every faculty now benefit from entrepreneurial support and education thanks to a visionary gift of $5.5 million from the Pierre L. Morrissette Family Foundation.

The gift brings two decades of entrepreneurship research, education and programming created at Ivey Business School to students in all disciplines, and to entrepreneurs at all stages of their journeys.

The Morrissette Institute for Entrepreneurship creates a single ecosystem, leadership structure and brand across campus – all under the guidance of a consolidated advisory board.

“Entrepreneurship has been very successful at Ivey,” said Pierre Morrissette, MBA ’72, LLD ’10, executive 10

chairman of Pelmorex Corp. “Now we’re going to take that energy and enthusiasm for entrepreneurship across all faculties, providing an opportunity for students in engineering, in health sciences, in music, to create businesses, to commercialize knowledge and to convert that energy into realizable success.”

Western is increasing its contribution to entrepreneurship by $2.5 million, bringing the total new investment to $8 million. Western’s investment will support the Morrissette Chair in Entrepreneurship, which will develop and integrate innovative research, programming and education activities across campus.

Read the full story on Pierre Morrissette’s gift at go.ivey.ca/MorrissetteGift

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RESEARCH

ENTREPRENEURSHIP PROFESSOR ACHIEVES GLOBAL RANKING FOR RESEARCH

Professor Simon Parker, J. Allyn Taylor/Arthur H. Mingay Chair in Entrepreneurship, was recognized as one of the world’s most widely cited researchers. Parker’s work focuses on the challenges and strategies associated with internet-based startups, including their use of social media. The database, created by a Stanford University team, was published as a Formal Comment in PLOS Biology and is based on a standardized citation ranking that includes 22 scientific fields, 176 sub-fields, and more than 150,000 individuals. A total of nine professors from the Ivey Business School were amongst the top two per cent of the most cited researchers.

READ MORE:

go.ivey.ca/topresearch

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Journal Publications BYRNE, J.; RADU-LEFEBVRE, M.; FATTOUM, S.; BALACHANDRA, L., 2021, “Gender Gymnastics in CEO succession: Masculinities, Femininities and Legitimacy”, Organization Studies, December, 42(1): 129 - 159.

PIDDUCK, R. J.; CLARK, D. C.; LUMPKIN, G. T., 2021, “Entrepreneurial mindset: Dispositional beliefs, opportunity beliefs, and entrepreneurial behavior”, JOURNAL OF SMALL BUSINESS MANAGEMENT, November: 1 - 35, forthcoming.

PIDDUCK, R. J.; SHAFFER, M. A.; ZHANG, Y.; CLARK, D. C., 2021, “Unpacking the emergence of born global founders: A careers perspective”, JOURNAL OF SMALL BUSINESS MANAGEMENT, November: 1 - 41, forthcoming.

SUDDABY, R.; ISRAELSEN, T.; MITCHELL, J. R.; LIM, D. S. K., 2021, “Entrepreneurial Visions as Rhetorical History: A Diegetic Narrative Model of Stakeholder Enrollment”, Academy Of Management Review, November, forthcoming.

LIM, D. S. K.; MORSE, E. A.; YU, N., 2020, “The Impact of the Global Crisis on the Growth of SMEs: A Resource System Perspective”, International Small Business Journal, December, 38(6): 492 - 503.

KIM, N. K.; PARKER, S. C., 2021, “Entrepreneurial homeworkers”, Small Business Economics, November, forthcoming.

MASUCCI, M.; PARKER, S. C.; BRUSONI, S.; CAMERANI, R., 2021, “How are corporate ventures evaluated and selected?”, Technovation, December.

PARKER, S. C.; VAN PRAAG, M.; ROSENDAHL HUBER, L.; SLOOF, R., 2021, “Informational Faultlines and Team Performance: A Field Experiment”, Journal of Economics Behavior & Organization, November, forthcoming.

PLUMMER, L. A.; PARKER, S. C.; REYES, S., 2021, “Regional Path Breaking: The Role of Industry Switching, Industry Diversity, and New Knowledge in New Venture Exit”, Entrepreneurship: Theory and Practice, November, forthcoming.

SEWAID, A.; PARKER, S. C.; KAAKEH, A., 2021, “Explaining Serial Crowdfunders’ Dynamic Fundraising Performance”, JOURNAL OF BUSINESS VENTURING, December, 36(4).

SUÀREZ, J-L.; WHITE, R. E.; PARKER, S. C.; JIMENEZ-MAVILLARD, A., 2021, “Entrepreneurship and the mass media: Evidence from big data”, Academy of Management Discoveries, November, forthcoming.

FA C U L T Y P R O F I L E :

Daniel Clark

Assistant Professor, Entrepreneurship Daniel Clark joined Ivey Business School as an Assistant Professor of Entrepreneurship. Clark’s research has been published in outlets, such as the Journal of International Business Studies and Journal of Small Business Management. In 2020, he was appointed Associate Editor of the Journal of Small Business Management.

His current research explores the cognition and decision-making of entrepreneurs; in particular, how entrepreneurs make complex decisions about starting, growing, and internationalizing their ventures.

READ MORE ABOUT DANIEL CLARK AT GO.IVEY.CA/DANIELCLARK

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OUR ENTREPRENEURSHIP HISTORY

676

graduates from QuantumShift™

108

graduates from FamilyShift™

entrepreneurs completed the Leadership Retreat, part of the BDC Growth Driver Program

MORE THAN 100 406

local entrepreneurs have graduated from the Entrepreneur 1.0 program

434

HBA students have completed the Certificate in Entrepreneurship since 2005

295

MBA students have completed the Certificate in Entrepreneurship since 2005

MORE THAN 2,800

MBA and HBA students have completed the New Venture Project since its inception in 2005

MORE THAN 1,200

students and alumni have participated in the Entrepreneurship Bootcamp since 2015

MORE THAN 22,000 4,423 86

times Ivey entrepreneurship research has been cited since 1998

cases hosted by Ivey Publishing in the field of Entrepreneurship

startups have been part of our Accelerator Program with 124 founders

$1,032,000

funding provided to Accelerator Companies

by Morrissette Entrepreneurship

MORE THAN $3

billion raised by Western-founded and Western-run companies since 2018

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 13

Case Studies Drop Technologies Inc.: Understanding the Influencer Marketing Channel Eric Janssen and Lillie (Yue Ting) Sun

Carrot Rewards: Carrot at a Crossroads Dominic Lim and Ramasastry Chandrasekhar

STMNT: Pivoting a Clothing Rental startup Simon Parker and Madison Olson

SafeMotos: Scaling up Innovations in African Ride Hailing Darren Meister and Ramasastry Chandrasekhar

Sunshine: The Million Dollar Email SalonScale: Startup Customer Relationship Strategies for Niche Market Growth

Eric Janssen and Taja McLean

Simon Parker and Peter W. Moroz

The Yukon Soaps Company: Indigenous Business Growth Dominic Lim and Victor Lal

PhD Students Morrissette Entrepreneurship plays an integral role in supporting future research and thought leadership through the Ivey Business School’s PhD Program, which hosts an Entrepreneurship Area Group under General Management. Over the past year, four PhD students have defended their theses in the program.

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Kim, Nathan, PhD ’21

“Community of Entrepreneurs in Coworking Space.”

go.ivey.ca/NKim

Xu, Chloe, PhD ’21

“Portfolio Entrepreneurs in China: A Mixed Methods Study.”

go.ivey.ca/TXu

Goswami, Ketan, PhD ’21

“Entrepreneurial Action by Métis and First Nations entrepreneurs in Saskatchewan: Similarities and differences with established notions of Entrepreneurial Action.”

go.ivey.ca/KGoswami

Chung, Seung Hoon, PhD ’21

“Essays on Entrepreneurial Joiners and How to Recruit Them.”

go.ivey.ca/SChung

| WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT

HELPING WOMEN ENTREPRENEURS FIND THEIR PURPOSE While entrepreneurs are known for their resilience, nearly two years of dealing with the challenges of a global pandemic has certainly put that quality to the test.

But a series of motivational workshops by Ivey faculty, hosted by My Sisters’ Place, has helped women entrepreneurs rekindle their passion and purpose. The microenterprise (ME) program is one of many offerings through the organization that creates a community of women who support each other through experiences of trauma, mental illness, homelessness, addictions, and poverty. Women in the microenterprise program make and sell their own jewelry through an online shop.

Janice Byrne, an assistant professor of Entrepreneurship, and Martha Maznevski, PhD ’94, a professor of Organizational Behaviour and faculty director for executive education at Ivey, led three virtual workshops, titled Finding your Purpose, for women in the microenterprise program. The goal of the sessions was to help these women identify their needs, talents, core purpose, and what motivates them.

Janice Byrne

Martha Maznevski

The sessions, proposed by Byrne, were supported by the Morrissette Institute for Entrepreneurship.

“It is important for us to cultivate these ties within the community,” Byrne said of the purpose of the program.

“Ivey, our faculty, staff, and students are all the stronger for it. It’s a win-win collaboration.”

READ THE FULL STORY AT:

go.ivey.ca/entrepurpose

Space exploration and the search for entrepreneurial opportunity The entrepreneurial maxim that good businesses solve problems isn’t limited to terrestrial matters according to Larry Plummer, Associate Professor in Entrepreneurship at the Ivey Business School.

Speaking at a webinar titled Space Exploration and the Search for Entrepreneurial Opportunity, Plummer shared how the core ideas of entrepreneurship can provide firm grounding for viable ventures seeking untapped opportunities in the space industry. The business of space has risen to prominence with the rise of ‘rock star’ entrepreneurs seeking to develop and monetize the emerging industry. While eyes are mainly on space transportation ventures like SpaceX, Plummer notes there’s a myriad of opportunities in lesser-known areas, such as space weather forecasting, orbital debris mitigation, planetary resources, and more.

The webinar was hosted by Western Institute for Earth and Space Exploration.

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 15

TEACHING

NEW VENTURE PROJECT HELPS EVOLVE THE RESTAURANT INDUSTRY

Joshua Gao, HBA ’21, always wanted to revolutionize the restaurant industry.

In the midst of a worldwide pandemic, Gao, together with his friends, Austin Jiang, Lawrence Pang, and Mogen Cheng, launched Mentum, a digital ordering service that replaces the second dirtiest item at a restaurant: The menu.

Over its first year, Mentum partnered with more than 60 restaurants, providing a range of digital solutions, such as virtual menus, customer health forms, analytics, and large physical ordering kiosks. They raised over $200,000 and partnered with innovative restaurant brand, Ghost Kitchens, and began extending services to the United States.

Having developed the idea throughout the spring and summer of 2020, Gao took the opportunity to carry Mentum into the New Venture Project (NVP) course, where students develop and test innovative ideas. Together with HBA ’21s Shikhar Maheshwari, 16

Cole Moorcroft, Kyle Dayton, and Michael Lakkotrypis, they put Mentum through the wringer; analyzing its competitors, creating financial projections, and developing a business plan.

“How do we take the startup from its scrappy stage of day-by-day, to long-term stability?” said Gao. Being the only business-centric co-founder, Gao appreciated the insights of his NVP team, and they continue to play an advisory role with Mentum.

At the end of the course, Mentum won the Stephen Suske New Venture Project Award, which is given to the best new venture concept. Mentum went on to win first place and $15,000 at the 2021 Ivey HBA Business Plan Competition.

READ MORE ABOUT GAO, AND HIS JOURNEY WITH MENTUM AT GO.IVEY.CA/MENTUM

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Entrepreneurship by the numbers 2020-2021

288

Teams met with our business analysts

60

live Entrepreneurship Webinars with over 4,000 attendees

466

HBA students took a course in Entrepreneurship

75++25 75

New Venture Project participants: 50 MBA students took the New Venture Project

13

courses in Entrepreneurship across Ivey HBA, MBA, MSc and Western University

5,000

148 HBA students took the New Venture stream

MORE THAN

$4,000,000

raised by Western-founded startups at Western Angels’ Demo Day

$170,000 in Entrepreneurship Scholarships distributed between 2020-2021

119 199

9 PhD Listeners tuned in to The Entrepreneur Podcast

MBA students took a course in Entrepreneurship

HBAs took Entrepreneurial Finance

students researched in the field of Entrepreneurship

12

Entrepreneurship Clubs on Western University

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 17

SCHOLARSHIP IN ENTREPRENEURSHIP

Meet our HBA and MBA recipients of the 2021 Ivey Entrepreneurship Scholarships: 2021 HBA Scholarships

Recipient(s)

Diane Bischof Memorial HBA Scholarship

Madison Romeril, HBA ’22 Candidate

J. Armand Bombardier Entrepreneurship Award

Nicholas Bzowski, HBA ’21 Jackson Kay, HBA ’21 Francis Coulombe, HBA ’21 Matthew Bzowski, HBA ’21

John R. Currie HBA Award in Entrepreneurship

Kayla Pandza, HBA ’21

Don Lang HBA Scholarship in Entrepreneurship

Dalton Dowson, HBA ’21 Matt Burgess, HBA ’21

Ron and Nancy Clark HBA Award in Entrepreneurship

Ruhee Khan, HBA ’21 William Wang, HBA ’21 Ryan Shore, HBA ’21

Jackson Family HBA Entrepreneurship Award

Justin Ostertag, HBA ’21

Pierre L. Morrissette HBA Award in Entrepreneurship

Callum McKenney, HBA ’21

QuantumShift Fellow HBA Entrepreneurship Award

Alexander Nelson, HBA ’22 Candidate

Tevya Rosenberg Award in Entrepreneurship

Natalie Diezyn, HBA ’21

Paul Sabourin HBA Scholarship in Entrepreneurship

Nicolas Theriault, HBA ’21

Enactus Canada Award in Entrepreneurship

Allan Christian Soriano, HBA ’22 Candidate

2021 MBA Scholarships Nelson M. Davis Scholarship

Recipient(s) Kayla Gray, MBA ’21 Christian Petroff, MBA ’21

Schulich Award for Entrepreneurship

Neeraj Nair, MBA ’21

Doug Burgoyne Entrepreneurship Award

Olivia George-Parker, MBA ’21

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| WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT

ENTREPRENEURSHIP WEBINAR SERIES

Our growing webinar series spotlights Ivey and Western alumni who share lessons learned, and best practices from their entrepreneurial journeys.

Webinar topics range from sharing specific tools and skill sets, such as social media marketing, and entrepreneurial sales, to problem-solving frameworks, and important life lessons for current and aspiring entrepreneurs.

Apart from individual sessions, Morrissette Entrepreneurship partnered with Google and Shopify to offer certification series on developing important online tools in the area of e-commerce and online advertising.

Over the past year, Morrissette Entrepreneurship hosted more than 50 webinars.

TO ACCESS OUR COLLECTION OF WEBINARS, VISIT go.ivey.ca/entrepwebinars

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WESTERN ENTREPRENEURSHIP AND INNOVATION CENTRE New building to become Western’s pre-eminent interdisciplinary entrepreneurial space Western University announced the building of the Western Entrepreneurship and Innovation Centre, a place where innovative and collaborative ideas can thrive.

It will host maker spaces, and co-working areas, designed to bring together students from across disciplines to collaborate on their entrepreneurial ventures.

It will act as the heart of entrepreneurship at Western, open to students, alumni, faculty, and staff from all disciplines and academic backgrounds, who are interested in inventing, making, growing, and sharing innovative ideas.

The 100,000 square-foot building will be located between the Western Law building and Western Student Services Building. The project is led by architect firms, Perkins+Will and Cornerstone Architecture.

The new building will be Western’s first net-zero energy building, taking advantage of geothermal (groundsource) heat and cooling, green roofs, triple-glazed windows, and more.

FULL STORY:

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go.ivey.ca/NewBuilding

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Suske Prize in Entrepreneurship The establishment of the Stephen Suske Ivey New Venture Project Award has helped heighten the competition stage of Ivey New Venture Project, while enabling Ivey to honour significant achievements in student innovation and business plan “pitch” presentations.

This year’s HBA winning team was Mentum. Formed in May 2020, Mentum is a B2B Software-as-a-Service (SaaS) company that amalgamates delivery platforms and provides restaurants with their own white-label digital ordering solution.

The team consisted of Ivey HBA ’21 students Joshua Gao, Kyle Dayton, Shikhar Maheshwari, Cole Moorcroft and Michael Lakkotrypis.

Steve Suske, MBA ’77

The MBA Award was won by EmpowerMe, which consisted of MBA ’21 students Eric Bogodist, Cesar Hesse, Caroline Garrod, Hemaka Priyanatha, Zen Jain, and Ahmed Husain.

EmpowerMe’s purpose is to make debt collection cheaper, faster, and safer by digitizing the human-centred debt collections process. They offered an AI-powered platform that provides debt counselling, negotiation, and settlement, removing shame and harassment for the debtor and reputational risk and inefficiencies for the lender.

Graduate Student Innovation Scholars In partnership with WORLDiscoveries®, Morrissette Entrepreneurship continued to bring together Ivey MBA students and graduate students across all disciplines to develop skills in the areas of entrepreneurship and commercialization through the Graduate Student Innovation Scholars (GSIS) program.

Through the program, graduate students explore the commercial viability of technology developed and hosted at Western through WORLDiscoveries®. Since 2016, more than 93 students have participated in the program.

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The Ivey Academy: CA N A DA’S HOME FO R LEAD E RS HI P DEV ELOPMENT

Morrissette Entrepreneurship is a leading voice in providing training for entrepreneurs and entrepreneurial families to take their ventures to the next level.

QuantumShift

FamilyShift

C REAT I N G GROWTH

TRA I NI NG THE NEXT GENERATI ON OF LEA DERS

Founded by Morrissette Entrepreneurship and KPMG Enterprise, the QuantumShift™ Program is a premier educational and training program for highgrowth entrepreneurs. Since its inception, the program has seen 676 high-growth entrepreneurs, the real drivers of the Canadian economy, become part of the Western Family. A rigorous five-day developmental experience, QuantumShift™ explores topics that matter to high-growth entrepreneurs, such as Leadership, Finance, Strategy and Human Resources.

In partnership with Ivey Academy and KPMG Enterprise, Morrissette Entrepreneurship offers the FamilyShift™ program for family members taking a leadership/management role in their family business. During this weeklong program, participants are taken through a deliberate series of Ivey case studies, breakout groups, interactions with guest speakers and experts, and coaching sessions, all designed to address the unique challenges faced by principals of family businesses.

FIND OUT MORE ABOUT THE PROGRAM AT:

FOR MORE INFORMATION ON THE PROGRAM, VISIT:

™

go.ivey.ca/quantumshift

™

go.ivey.ca/familyshift

BDC GROWTH DRIVER CREATING SUCCESS Morrissette Entrepreneurship and Ivey Academy play an integral role in the Business Development Bank of Canada (BDC) Growth Driver Program, designed for leaders of mid-sized businesses with growth potential and ambition.

With Morrissette Entrepreneurship’s expertise in high-growth entrepreneurship, we have now worked with more than 100 business leaders to take their businesses to the next stage of success.

LEARN MORE ABOUT THE PROGRAM AT: go.ivey.ca/bdcgrowthdriver

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MASTER THE ENTREPRENEUR SKILLSET

Following its rousing success last summer, Morrissette Entrepreneurship offered the Master the Entrepreneur Skillset online program to more than 200 students, alumni and members of the community.

The course, designed and facilitated by Ash Singh, HBA ’04, taught aspiring entrepreneurs the tools, framework and mindset required to succeed as an entrepreneur.

Ash Singh

The four-week course helps participants take compelling ideas and transform them into viable, pitch ready business ideas. Since 2015, over 1,000 students and alumni have completed the course.

“Completing the Master the Entrepreneur Skillset course was a remarkable experience. I was able to attain a better understanding of entrepreneurial skills and really enjoyed it.” ~ Vahid Reza Khazaie, PhD Student in Computer Science READ MORE ABOUT THE PROGRAM AT

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MORRISSETTE ACCELERATOR Launched in January 2017, Morrissette Accelerator provides an intense, rapid, and immersive education for prospective entrepreneurs.

Morrissette Accelerator is a critical component of the cross-campus Western entrepreneurship ecosystem and is open to Western students, faculty, and recent alumni with an expectation of a full-time commitment. The program is made possible by the support of our generous sponsors: Libro Credit Union and StarTech.com.

Below are the entrepreneurial teams that launched through the Accelerator during the past year.

Apricotton FOUNDER(S): CHLOE BEAUDOIN, HBA ’20, AND JESSICA MIAO, HBA ’20 Apricotton is an e-commerce company that eliminates the awkwardness of going to the store to buy a girl’s first bra. Apricotton provides options tailored to a variety of body types with bras that grow as girls grow. apricotton.ca

Blees.Ai FOUNDER(S): SOJIN LEE, MBA ’18 Blees AI’s software platform automatically grades students’ responses to domain-specific essay questions and provides instant and customized feedback to them. blees.ai

Blue Guardian FOUNDER(S): EMMANUEL AKINDELE, BA ’22 CANDIDATE Blue Guardian offers Canadian parents a better option to protect their children from online threats. Blue Guardian offers a personalized monitoring system, and educational tools for parents to better understand social media platforms. blueguardian.ca

CHIPEET FOUNDER: MARTIN TOBENNA UGO, MBA ’21 Chipeet’s leading product is plantain chips, manufactured in Canada and featuring several unique flavours. chipeet.com

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CRANK Lite Beverage Corp.

FOUNDER(S): MICHAEL WOOLFSON, HBA ’20 AND JACK JELINEK, HBA ’20 Brewed out of London, ON, CRANK Lite is an affordable light beer with a craft beer taste. cranklite.com

FLIK FOUNDERS: RAVINA ANAND AND MICHELLE KWOK, BMSC ’20 Female Laboratory of Innovative Knowledge (FLIK) is a platform and community hub connecting female founders/leaders and students across the world via meaningful apprenticeships. weareflik.com

Full Habits FOUNDER(S): AUSTIN CHAN, BMOS ’24 Full Habits brings self-improvement into the hands of young adults who are interested in the topic but do not yet know where to start.

Healthy Eats Inc. FOUNDER(S): LUKE THOMAS, BA ’14 Healthy Eats is a meal preparation service, providing nutritious, chef-prepared meals right to your doorstep. eathealthyeats.ca

Kabo FOUNDERS: VIJAY AND VINO JEYAPALAN Kabo delivers high-quality dog food formulated by top canine nutrition experts to satisfy even the pickiest eaters. kabo.co

Legal Edison FOUNDER(S): ANIKET BHATT, BSC’19 AND ZACHARY YUNGBLUT Legal Edison uses technology to make reading and citing case law faster and easier than ever before. legaledison.tech

LoWo Golf FOUNDER(S): LUCAS WONG, BMOS ’14 LoWo Golf designs uniquely patterned golf gloves, made of Cabretta leather, to help the next generation of golfers stand out. lowogolf.com

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Marlow FOUNDER(S): SIMONE GODBOUT, HBA ’20, NADIA LADAK, HBA ’20, KIARA BOTHA, HBA ’20, NATALIE DIEZYN, HBA ’20, ETHAN MILNE, HBA ’20, AND HARIT SOHAL, HBA ’20 Marlow is a reproductive health brand that believes menstrual products should be thoughtfully designed to meet everyone’s unspoken needs. Their first product is an organic, lubricated tampon kit. wearemarlow.com

Memoir (Storybites) FOUNDER(S): MATTHEW DANICS, HBA’22 CANDIDATE, DAVID GEORGE, HBA’22 CANDIDATE, GARETH LAU, HBA’22 CANDIDATE, AND MILTON CALDERÓN DONEFER Memoir is an interactive platform that enables families to capture and preserve the precious memories and stories from family members across generations. storybitesapp.com

Mentum FOUNDER(S): JOSHUA GAO, HBA ’21 Mentum creates a seamless digital retail environment for the restaurant industry, from white-label digital ordering solutions to large-scale touch screen kiosks. mentumqr.com

Mixronline Inc. FOUNDER(S): BLAZE CEROVCEC, BENG ’21 AND GARVAN DOYLE, B.E.SC ’21 Mixronline provides a virtual hang out location where users can chat, video call, play games, complete collaborative projects on Google Suite, and more. mixronline.com

Just MYX FOUNDER(S): ALBERT BLOOM, HBA ’21, AND LELAND CONN, HBA ’22 Just MYX makes the process of creating mixed drinks easy and affordable. Just MYX is a liquid concentrate that allows people to create amazing bar-quality cocktails in a matter of seconds with minimal ingredients.

ROVR FOUNDER: KYLE FARWELL ROVR is a cross-platform social hub of virtual reality (VR) that enables participants to meet new people and explore new worlds. rovrapp.com

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Singla Intimates FOUNDER(S): RUBAINA SINGLA, MIT SINGLA provides sustainable fashion through timeless styles, ethical and sustainable production processes, and premium recycled fabrics. The brand delivers high-quality lingerie created from industrial waste to undo the myth that sustainable fashion must compromise on design and style. singlaintimates.com

SizeWize FOUNDER(S): SHAWN MILLER, BMOS ’20, AND ARPIT BHANOT, BENG ’20 SizeWize is an app for e-commerce clothing brands designed to significantly reduce apparel returns that are due to inaccurate fit when ordering online, while increasing consumer confidence and conversion. sizewize.ca

Team Tailwind FOUNDER(S): DEVIN GOLETS, MIT Team Tailwind creates online guidance counselling programs that provide high school students with support during their journey from high school into post-secondary, to better maximize their return on investment in higher education. teamtailwind.ca

Thalamus FOUNDER(S): WAGNER DE SOUZA SILVA Thalamus designs innovative smart assistive devices for individuals with special sensory, motor and cognitive needs. Their new walker can monitor gait, brake on its own, and provides a seat that eliminates the need to pivot around the walker to sit down. thalamustech.ca

Tournkey FOUNDER(S): TYLER CHILDS, BA ’09, MA ’11 Tournkey is an innovative event ecosystem changing the way all stakeholders own, operate, and participate in sporting events. tournkey.app/login

Untangle Money FOUNDER(S): KRISTINE BEESE, MBA ’10, RIA SAVLA, AND JAMES CHEW Untangle Money is a by-women, for-women, financial planning and educational platform that acts like a personal financial coach. untangle.money

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OUTREACH

WESTERN ANGELS’ DEMO DAY

From left: Adam Rice, BA’08 (AssetDirect); Vino Jeyapalan (Kabo); HBA’20 graduates Simone Godbout, Kiara Botha, Nadia Ladak and Harit Sohal (Marlow)

Western alumni entrepreneurs attract up to $3.25 million from angel investors Startups AssetDirect, Kabo and Marlow secured funding to help propel their businesses forward at the inaugural Western Angels’ Demo Day. 28

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C O N T I N U E D F R O M PA G E 2 6

Western Angels’ Demo Day is a semi-annual key event in the Morrissette Entrepreneurship calendar that brings together startups, experienced entrepreneurs, and our community of investors to take startups to the next level.

Ventures are selected to participate at Demo Day through a prequel competition, titled Amplify, that also offers over $12,000 in prizes. The second edition of our dual competition was held on April 30, 2021, with six teams presenting to 150 investors and alumni.

Amplify

TO FIND OUT MORE INFORMATION ON AMPLIFY AND WESTERN ANGELS’ DEMO DAY, VISIT go.ivey.ca/WADD READ MORE ABOUT OUR FIRST DEMO DAY AT

go.ivey.ca/2020WADD

Western Alumni Angels Network (WAAN) The Western Alumni Angels Network (WAAN) was launched in 2020 to engage, leverage, and stimulate the angel investment community among Western alumni. We aim to democratize angel investing opportunities and create a best-in-class network of diverse, educated investors.

WAAN harnesses the power and influence of the Western and Ivey alumni networks to shape the angel investing ecosystem in Canada. WAAN acts as a community builder, amplifying opportunities for Western alumni to learn about and engage with an angel network, and propel investment in the Canadian economy.

The Network was founded by Natalie Bisset, MBA ’06, and Edmond Eldebs, EMBA ’16.

TO LEARN MORE ABOUT WAAN, VISIT

go.ivey.ca/WAAN

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THE IVEY BUSINESS PLAN COMPETITION Western University scored double wins at the graduate and undergraduate editions of the 2021 Ivey Business Plan Competition, which took place virtually on January 22, 2021.

Eighteen teams from across Canada and the United States gathered via Zoom for the 23rd MBA, and 5th Undergraduate editions of the competition. The two competitions included a combined prize pool of $45,000.

Judges deliberate on the competition winner in a Zoom breakout room

The 2021 competition included student teams from the University of Arkansas, Michigan State University, Queen’s University and Western University.

MBA Competition Winners Togle took first-place at the Ivey MBA Business Plan Competition with its volunteer tutoring platform, which helps companies deepen their connections with the communities they serve through volunteerism. Togle was represented by Ivey MBA 2021 students Noah McColl, Wasi Mesbahuddin, and Kartik Gandhi.

UNDERGRADUATE Competition Winners

READ MORE ABOUT THE COMPETITIONS AT go.ivey.ca/ BPC2021

Mentum won the top prize of $15,000 at the Ivey Undergraduate Business Plan Competition. Formed in May 2020, Mentum is a B2B Software-as-a-Service (SaaS) company that amalgamates delivery platforms and provides restaurants their own white-label digital ordering solution. The team included Ivey HBA 2021 students Joshua Gao, Kyle Dayton, Shikhar Maheshwari, Cole Moorcroft and Michael Lakkotrypis.

PEMBROKE Asset Management Prize in Social Enterprise Neutral, a browser plugin that estimates the carbon footprint of Amazon purchases, won second place at the undergraduate event as well as the Pembroke Asset Management Prize in Social Enterprise. Neutral was represented by Cem Torun, HBA ’21, Caitlyn Liu, HBA ’22 Candidate, Marissa Liu, BSc ’21, and Gloria Wu, HBA ’21.

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Seed Your Startup is designed to help students unlock their entrepreneurial potential. Each year, students from Western University apply to pitch their business ideas for a chance to win one of two $3,000 cash prizes, as well as a bonus ‘Fan Favourite’ prize pack.

Winners included Jessica Miao and Chloe Beaudoin of Apricotton (above) that took the Retail Product Award of $3,000 for their tween-focused bra company. Armon Shokravi of AfterSell won the Technology Services Award of $3,000 for his Shopify application that allows merchants to easily customize their post-purchase pages to increase sales through product recommendations, discounts, etc.

Additionally, Gurveer Bahia and Sucheta Khurana, co-founders of Arise N’ Go, won the ‘Fan Favourite’ public vote for their protein-rich popped water lily seed snack.

Proteus Innovation Competition Connor Buffel, Kevin Parker, and Dave Walton, PhD ’10, of CAD15 Consultants won the 2021 Proteus Innovation Competition at Western University for their mobile application that helps de-risk investment in chronic pain interventions through improved data.

The Proteus Innovation Competition is an intense four-month competition that challenges individuals to create a viable commercialization strategy for one of five promising technologies from five universities. The 2021 edition included students and technologies from Western University, McMaster University, the University of Windsor, the University of Guelph, and Wilfrid Laurier University.

The competition hosted more than 50 teams, with each university awarding a winner. To find out more, visit go.ivey.ca/proteusic2020

MSK Innovation Competition Pickle, an app-based diagnostic decision aid for musculoskeletal (MSK) complaints, took the Grand Prize at the 2021 MSK Innovation Competition, held on May 17, 2021. Developed by Alex Deans, a second-year medical student at Schulich School of Medicine & Dentistry at Western University, the app is designed to help primary care physicians, such as family doctors, help with patient diagnosis, if they felt they were stuck or in a “pickle”. The team includes Western Associate Professors Caitlin Cassidy MD, FRCP(C), and Steven Macaluso MD, FRCP(C).

The competition invites London-based entrepreneurs working in musculoskeletal health to pitch innovative commerciable ideas to judges and potential investors for the opportunity to win over $30,000 in funding. First launched in the spring of 2019, the MSK Innovation Competition is a joint initiative between The Bone and Joint Institute at Western University and Morrissette Entrepreneurship.

TO READ MORE ABOUT THE COMPETITION, VISIT go.ivey.ca/msk2021 WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 31

GLOBAL

ENTREPRENEURSHIP WEEK

The Institute kicked off Global Entrepreneurship Week 2020, with a virtual fireside chat with sibling entrepreneurs, Kelsey Ramsden, MBA ’04, and Trent Kitsch, MBA ’07, hosted

by David Simpson, MBA ’88, Director of the Business Families Initiative at Morrissette Entrepreneurship.

Titled Entrepreneurship: A Family Affair, the session focused on the role family life played in choosing a career in entrepreneurship.

Ramsden is Chief Operating Officer of Mind Cure Health Inc. and was twice named Canada’s Top Female Entrepreneur by PROFIT and Chatelaine. Kitsch currently runs Kitsch Wines with his wife, Ria, and is the founder of men’s underwear brand, SAXX, and DOJA Cannabis Company.

All in the family: David Simpson, MBA ’88 speaks to sibling entrepreneurs Kelsey Ramsden, MBA ’04, and Trent Kitsch, MBA ’07.

READ MORE ABOUT THEIR KEY LEARNINGS AT go.ivey.ca/

familyaffair

MORE GLOBAL ENTREPRENEURSHIP WEEK EVENTS Becoming Entrepreneurial: Kindness Cookie Co-founders Deb Parr-Nash and Joanne Lombardi, BA ’81, BEd ’84, shared how they pivoted their careers from Special Education teaching to starting a food business.  The Entrepreneur Podcast: Eric Janssen, HBA ’09, hosted Andrew D’Souza, Co-founder and CEO of Clearbanc for the season four premiere of the Entrepreneur Podcast.  Virtual Pitching: Speaker Labs Co-Founders Eric Silverberg, HBA ’10, MBA ’14, and Eli Gladstone, HBA ’10, provided a masterclass in pitching and communicating ideas through the virtual experience.

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GlobalIveyDay Being Comfortable in Your Own Shoes with Ben Varadi of Spin Master Toys Morrissette Entrepreneurship joined the virtual celebration of Global Ivey Day with a special episode of The Entrepreneur Podcast with Ben Varadi, HBA ’94, and Chief Creative Officer at Spin Master Toys. Joining host Eric Janssen, HBA ’09, MBA ’20, Varadi shared his fascinating journey from leaving university to helping create one of the biggest toy companies in the world, and the lessons learned along the way.

Listen to Ben Varadi’s story at go.ivey.ca/benvaradi

202 1 I V EY A LU M N I AC H I EV E M E N T AWA R D R EC I P I E N T

Patrick Spence, HBA ’98 and CEO of Sonos Patrick Spence, HBA ’98, CEO of Sonos, was the 2021 recipient of the Ivey Alumni Achievement Award. Spence is an admired leader with significant achievements in the consumer electronics industry who upholds the highest standards set forth by the Ivey Pledge, and the School’s mission statement.

To read more and watch his fireside chat with fellow Achievement Award winner Sukhinder Singh Cassidy, HBA ’92, visit go.ivey.ca/PatrickSpence

ENTREPRENEURSHIP & INNOVATION PANEL Executive Director Eric Morse hosted a panel of Western Founders to discuss a range of topics around entrepreneurship and innovation. The virtual webinar included panelists such as Sukhinder Singh Cassidy, HBA ’92 (Founder & Chairman of theBoardlist), Patrick Spence, HBA ’98 (CEO of Sonos), Kristina Klausen, HBA ’92 (Founder & CEO of PandaTree.com), and Chris Albinson, HBA ’90, MBA ’93 (Founder & Managing Director of BreakawayGrowth).

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THE ENTREPRENEUR

PODCAST

The Entrepreneur Podcast takes listeners through the many aspects of being an entrepreneur from tips & tricks, to managing high-growth organizations, and family businesses. Throughout the season, Ivey faculty hosted highly successful Western alumni entrepreneurs who shared their experiences and advice for established and aspiring entrepreneurs alike.

The Entrepreneur Podcast is sponsored by Connie Clerici, QS ’08, and Closing the Gap Healthcare Group, Inc. FOR ALL PODCAST EPISODES, VISIT

go.ivey.ca/entrepodcast

Innovation is not always sexy with Nicole Verkindt of OMX

Changing careers and changing perceptions with Eric Brass of Tequila Tromba

Playing at the highest level with Sukhinder Singh Cassidy

Verkindt, HBA ’07, speaks candidly about her journey out of business school, her view of innovation, and why it is vital to Canada’s place in the global economy.

Brass, HBA ’05, walks through his entrepreneurial journey, from discovering real tequila, and leaving the world of finance, to creating a modern brand with traditional techniques.

Singh Cassidy, HBA ’92, shared her incredible journey across Silicon Valley, the importance of prioritization, and how that changes in startup and large company contexts.

LISTEN HERE:

LISTEN HERE:

LISTEN HERE:

go.ivey.ca/NicoleVerkindt

go.ivey.ca/EricBrass

go.ivey.ca/SSCassidy

CELEBRATING BUSINESS FAMILIES Morrissette Entrepreneurship celebrated business families with a special virtual fireside between Ivey Lecturer and Director of the Business Families Initiative David Simpson, MBA ’88, and David Bentall, mentor, advisor and founder of Next Step Advisors.

Bentall discussed his latest book, “Dear Younger Me,” where he shared important lessons gleaned from mentoring and supporting advisors, and prominent Canadian business families.

David Bentall

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For over two decades, Bentall worked for the family business, which included a seven-year stint as President and CEO of Dominion Construction. Bentall co-founded the Business Families Centre at UBC’s Sauder School of Business, where he served as founding chair for five years.

LISTEN TO THE FIRESIDE CHAT WITH DAVID BENTALL AT

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go.ivey.ca/DBentall

IN THE MEDIA

Ivey partners with Mitacs to help students and SMEs

Digital marketing guru shares tips on online stores

Rower-turnedentrepreneur gains angel investor

Forbes

Entrepreneur.com

Western News

Partnering with the non-profit organization, Mitacs, Ivey launched its Business Strategy Internship program that paired students with small- and mediumsized businesses impacted by the pandemic.

Having worked with Kylie Jenner, James Charles, DJ Khaled, and Shaquille O’Neal, Ivey HBA ’15, Ryan Ward-Williams, shared eight tips for leveling up the online store.

Rower turned entrepreneur Nicole Baranowski, BA ’19, MSc ’21, landed a deal with Clearco, the world’s largest e-commerce investor, to help grow her company Hairstrong through its new ClearAngel program.

READ IT HERE:

go.ivey.ca/

RWWilliams

READ IT HERE: go.ivey.ca/ bschoolpandemic

Punchbowl acquires Vidhug TechCrunch Punchbowl acquires video sharing site Vidhug, founded by Zamir Khan, MESc’07. Recently renamed, Memento, the site helps users easily record group wishes for special occasions.

READ IT HERE:

go.ivey.ca/Vidhug

READ IT HERE:

go.ivey.ca/

hairstrong

Life-saving Westerndeveloped device takes another step forward

Accelerator alum launches high protein healthy snack

yahoo! finance

London Free Press

Front Line Medical Technologies received Health Canada approval for an aortic occlusion device with an extremely low profile that provides temporary hemorrhage control and resuscitation.

While juggling being a full-time student and logistics officer in the Canadian Armed Forces reserves, William Wang, HBA ’21, was inspired to venture into entrepreneurship and create Zentein Nutrition’s healthy, onthe-go snacks.

READ IT HERE: go.ivey.ca/ frontlinemed

READ IT HERE:

go.ivey.ca/Zentein

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Bras made for teens Toronto Star Ivey HBA ’20 graduates, Chloe Beaudoin and Jessica Miao, are bent on providing young girls comfortable, non-sexual bras that could last through multiple stages of puberty.

READ IT HERE:

go.ivey.ca/

teenbras

Men’s nail polish is taking off

Rise of immersive experiences

Wall StreetJournal

Entrepreneur.com

As the men’s cosmetic industry takes off, Umar Elbably, HBA ’19, and Fenton Jagdeo, HBA ’16, of Faculty, are poised to take flight.

Dubai-based Entrepreneur Sameer Ali, HBA ’10, is reshaping the region’s Entertainment and Leisure Sector.

READ IT HERE: go.ivey.ca/ mensnailpolish

READ IT HERE: go.ivey.ca/ ImmersiveExp

Wealthsimple raises $610M (USD) at a $4B valuation TechCrunch Wealthsimple, the brainchild of Ivey HBA ’09 Michael Katchen, raises one of the largest rounds of Canadian private tech funding.

READ IT HERE:

go.ivey.ca/Wealthsimpleraise

School project on tampons attracts $500K backing

A healthy alternative for a nation of snackers

Toronto-based PartnerStack raises $35 million

London Free Press

CBC News

BetaKit

Ivey HBA 2020 graduates, Simone Godbout, Kiara Botha, Nadia Ladak, Harit Sohal and Natalie Diezyn turned a school project on tampons into a startup with $500K backing.

Roommates and business partners, kinesiology students Sucheta Khurana and Gurveer Bahia launched Arise N’ Go, a healthy snack of popped water-lily seeds.

READ IT HERE: go.ivey.ca/ tampon500k

arisengo

PartnerStack, founded by Bryn Jones, BA ’11 and Luke Swanek, BA ’11, secured approximately $35 million in Series B financing as it looks to help more softwareas-a-service (SaaS) companies accelerate their growth through channel sales.

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READ IT HERE:

go.ivey.ca/

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READ IT HERE: go.ivey.ca/ partnerstack

MESSAGE FROM THE CHAIR OF THE ADVISORY BOARD I am pleased to report on my second year as Chair of the Morrissette Entrepreneurship Advisory Board, which is intended as a resource and sounding board for students, faculty, and alumni as it relates to all things entrepreneurship at Western University.

Over the past year, we met a number of challenges (COVID-19 and digital meetings being the most obvious); however, I am buoyed by the thought that the Entrepreneurship Advisory Board was able to advance a number of new initiatives and expand our reach within Western University and outside of the London ecosystem. During this time, our Executive Committee (including Vice-Chair Erik Mikkelsen and four enthusiastic committee chairs in Alexa Nick, Andrew Barnicke, Connie Clerici and Kevin Sullivan) met regularly to promote and grow the reach of Entrepreneurship across campus. We’ve been busy: Completing two Demo Days, which helped showcase and bring funding to a number of Western-attached startups; launching a new and much-improved website; beginning a very successful fundraising campaign to support the new entrepreneurship building and all the programs that will be housed in it; bringing into view a new entrepreneurship scholarship model for students; continuing our outreach with the Ivey and Western Alumni; and, expanding and growing the footprint of Entrepreneurship across Western.

PAUL SABOURIN | Chairman & CIO, Polar Asset Management Partners

I’d like to thank Pierre Morrissette and his family for their generous financial gift, announced in May of 2021, that will help solidify and continue Pierre’s long-standing passion for Entrepreneurship at Ivey and Western. Pierre has been a leader and promoter of Entrepreneurship at the school for well over 15 years.

Over the next year, we have four broad initiatives. We want to continue to shine a brighter light on the various entrepreneurship resources that are readily available to all our stakeholders; put into place an additional funding mechanism – as an adjunct to Demo Day – that Western students, faculty, and alumni can access to help further their entrepreneurial dreams; continue to promote Western’s role in Entrepreneurship education across Canada; and finally, continue to work on funding our new, dedicated Entrepreneurship building. A key piece of our work is to continue to engage stakeholders across campus, inviting them to partner with us on our mission to make Western the premier destination for entrepreneurship education. We believe our focus on entrepreneurship education for all of Western will help encourage students and alumni to pursue their passions.

Please join me in thanking all our committed volunteers, who are playing an important role in expanding Entrepreneurship across Western University and beyond.

WESTERN MORRISSETTE INSTITUTE FOR ENTREPRENEURSHIP POWERED BY IVEY | 2021 ANNUAL REPORT | 37

IVEY BUSINESS SCHOOL H O N O U R S B U S I N E S S A D M I N I S T R AT I O N

HBA

02 1 2 EMPLOYMENT REPORT

2

IVEY HBA 2021

IVEY HBA CLASS OF 2021 AND HBA CLASS OF 2022

Congratulations on your achievement!

These classes have been dedicated to their career goals, and in helping each other to grow and develop to reach new personal success. This hard work resulted in 94 per cent of our HBA 2021 graduates receiving at least one job offer by three months post-graduation, and at six months post-graduation, this number has risen to 98 per cent. In addition, 93 per cent of our HBA 2022 students, seeking summer internships, received at least one job offer.

For HBA graduates starting full-time roles in 2021, 31 per cent received full-time offers from their summer internship employers. Offers across all industries show that 32 per cent accepted offers in financial services, 24 per cent in consulting, and that the remaining 44 per cent accepted offers across a variety of diverse industries, including technology, telecommunications, accounting and consumer

$74,903

$69,

Average total compensation (includes: base salary, signing bonus, and other guaranteed compensation), based on an 80-per-cent reporting rate.

Average base salary base reporting rate.

packaged goods. Our HBA 2021 graduates sought and secured offers in a wide variety of functional areas including finance, accounting, consulting/corporate strategy, marketing, sales, and leadership development roles.

For our HBA 2022 students accepting summer internship offers, 33 per cent accepted roles in financial services, 15 per cent in consulting and the remaining 52 per cent accepted offers across diverse industries, including technology, healthcare, accounting, and consumer packaged goods. Summer internships continue to be a great opportunity for our students to assess their fit with a specific organization, transfer their learning to the workplace, and develop new skills and competencies.

The HBA Class of 2021 has now joined more than 30,000 Ivey alumni globally.

Members of this network, as well as 819 corporate partners, played a critical role in their achievements by generously giving their time, and sharing their market insights that helped drive our students’ success.

Thank you to all of our alumni and corporate partners for your support and confidence in our Ivey HBA talent. We look forward to working with you in the year ahead!

Ivey Career Management

,845

ed on an 80-per-cent

94

%

of those seeking employment who received at least one job offer three months post-graduation based on a 95-per-cent reporting rate.

98

%

of those seeking employment received an offer six months postgraduation, based on a 96-per-cent reporting rate.

4

IVEY HBA 2021

|

FULL TIME

Class of 2 0 2 1 at a glan

575

44%

10%

Total Students in Class

Self-Identify as Women

International Citizenship

nce 90% Canada

1% United States

7% China

1% Pakistan

1% Other1

2% India

HBA 2021 passports represented

1

Other includes: Egypt, Kazakhstan, Philippines, Singapore, South Korea, and Venezuela.

22%

36

69%

Pursued Dual Degrees

Industries Our Graduates Accepted Work in

School-Facilitated Job Offers

Due to rounding, numbers presented throughout this report may not add up precisely to the totals indicated, as they are rounded to the nearest per cent.

6

IVEY HBA 2021

FULL TIME

|

HBA 2021 geograph accepted employme

11 3% International • Asia 2% • Europe 1%

Other

Edmonton

1% Vancouver

1%

3%

Ottawa/Hull

1% 1% Mon 3% Calgary

United States

6%

Kitchener/Waterloo

67%

1% 3%

• Los Angeles 1% • New York 3% • San Francisco 1%

Toro

London

• Other 1%

Source of accepted employment

69

30

• Summer internships 34% • Career Management posting 25% • Networking (with alumni and corporate partners) 9% • Law school recruiting 1%

• Networking (with non-Ivey alumn • Company websites, external job b • Previous employer (before startin

%

%

School-facilitated

Graduate-facilitated

• Source of offer unknown or not reported: 1%

hy of ent

1% Unknown

ntreal

onto – GTA

ni) 22%

boards/LinkedIn 6%

ng Ivey) 2%

29++201183215y 29

Industry of accepted full-time employment n n n n n n

Financial Services (30%) Consulting (22%) Consumer Packaged Goods (11%) Technology (7%) Accounting (7%) Telecommunications (3%)

n

Marketing/Public Relations/ Advertising (3%)

n

Healthcare/Medical Technology/ Pharmaceuticals (3%)

n n n n n n n

Wholesale/Retail (3%) Legal (2%) Real Estate (2%) Construction (1%) Food Service/Restaurant (1%) Education (1%) Other* (5%)

* Other includes: Arts/Media/Entertainment, Aerospace, Automotive, Charities/Non-Profit, Chemicals/Plastics, Engineering, Environmental Services/Cleantech, Executive Search, Government, Hospitality, Manufacturing, Other – Research, Petroleum/Energy/Oil and Gas Extraction, Tourism/Recreation/Leisure, Transportation/Distribution/ Logistics, Utilities (Electricity, Gas, Water).

29++1285432y 29

Alumni industry of employment n n n n n n n n n n n n n n n n

Financial Services (30%) Consulting (12%) Other (12%) Technology (8%) Education (5%) Healthcare (5%) Consumer Packaged Goods (4%) Energy and Resources (4%) Retail (4%) Real Estate (4%) Telecommunications (3%) Manufacturing (2%)

Entertainment, Tourism and Leisure (2%) Legal (2%) Government (2%) Marketing/Advertising (2%)

8

IVEY HBA 2021

|

FULL TIME

Function of accepted full-time employment Consulting – Management/Strategy

Finance – Investment Banking

Accounting

12%

8%

Leadership Development Programs

Consulting – Other 1

7%

7%

Internal Corporate Finance & Strategy

Sales

16%

6%

5%

Finance – Other 2

5%

Finance – Asset Management 3 Marketing/Product Marketing

4% 4%

Operations/Project Management

4%

Finance – Private Equity/Venture Capital

Finance – Real Estate

3%

3%

Business Development/Corporate Development Other 4

3%

13%

1

Consulting – Other includes: Accounting, Tax & Risk, Financial Advisory, Human Capital, IT/Technology/Digital, Operations/Supply Chain.

2

Finance – Other includes: Commercial Banking, Corporate Banking, Data Analytics, Equity Research, Operations, Insurance, Risk, Sales & Trading.

3

Finance – Asset Management includes: Investment, Portfolio, Wealth Management.

4

Other includes: Data Analytics, Engineering, Entrepreneurship/Startup, Legal, Product Management, Research & Development/Product Development, Human Resources, IT, Education, Unknown.

Compensation HBA 2021 | FULL TIME* % Receiving

Min $

Max $

Average $

Median $

100%

$20,000

$255,141

$69,845

$65,000

Signing Bonus

28%

$1,200

$95,678

$8,494

$5,000

Other Guaranteed Compensation

17%

$700

$200,000

$17,459

$6,375

100%

$20,000

$478,389

$74,903

$68,000

Base Salary

Total Compensation

*Data reflects students who reported accepted employment and reported compensation and does not include students who are starting their own business.

330

Companies that posted jobs to the Ivey HBA 2021 class

248

Companies with which our HBA students accepted employment

156

HBA’s returning to their summer internship employer

11

Number of students pursuing Entrepreneurship

10

IVEY HBA 2021

|

FULL TIME

Base salary by industry HBA 2021 BASE SALARY BY INDUSTRY | FULL TIME INDUSTRY

% SHARE OF TOTAL REPORTED SALARIES

MIN $

MAX $

AVERAGE $

MEDIAN $

Accounting

8%

$42,000

$75,000

$48,710

$48,000

Construction/Engineering

2%

$45,000

$75,000

$60,667

$65,000

24%

$20,000

$117,450

$72,190

$72,000

7%

$28,800

$95,000

$62,495

$62,000

32%

$40,000

$255,141

$81,743

$80,000

Healthcare/Pharmaceuticals/ Biotech

1%

$51,000

$67,500

$59,700

$60,000

Legal

2%

$40,800

$98,800

$83,657

$91,200

Marketing/Public Relations/ Advertising

4%

$30,000

$70,000

$53,271

$52,000

Real Estate

2%

$40,000

$90,000

$62,278

$62,500

Telecommunications

4%

$54,000

$75,000

$62,000

$62,000

Technology

9%

$33,000

$150,000

$63,888

$60,000

Other 5

4%

$43,666

$83,820

$59,349

$56,450

Consulting Consumer Packaged Goods/Retail Financial Services

94

%

5

reported being satisfied with the job they accepted post-HBA, based on an 80-per-cent reporting rate.

Other includes: Aerospace, Automotive, Charities/Non-Profit, Chemicals/Plastics, Education, Engineering, Environmental Services/Cleantech, Government, Manufacturing, Tourism/Recreation/Leisure, Transportation/Distribution/Logistics, and Utilities (Electricity, Gas, Water).

Base salary by function HBA 2021 BASE SALARY BY FUNCTION | FULL TIME FUNCTION

% SHARE OF TOTAL REPORTED SALARIES

MIN $

MAX $

AVERAGE $

MEDIAN $

CONSULTING Financial Advisory

2%

$53,000

$100,000

$68,000

$60,000

Human Capital/Operations/ Supply Chain

3%

$52,000

$75,000

$66,500

$67,000

IT/Technology/Digital

2%

$65,000

$77,500

$67,563

$66,000

17%

$25,000

$117,450

$74,628

$72,000

Management/Strategy and Risk

FINANCE Asset Management (includes Investment, Portfolio, Wealth Management)

3%

$45,000

$85,000

$63,083

$62,500

15%

$55,000

$130,000

$91,902

$90,000

Other 6

4%

$47,500

$95,000

$63,521

$62,250

Private Equity/Venture Capital

3%

$55,000

$117,287

$83,590

$80,000

Real Estate

3%

$40,000

$90,000

$62,045

$62,500

Investment, Corporate, and Commercial Banking

LEADERSHIP DEVELOPMENT PROGRAM General

4%

$50,000

$66,200

$59,273

$60,000

Marketing, Finance, and Operations

3%

$55,000

$73,763

$61,689

$60,000

OTHER Accounting

9%

$42,000

$75,000

$49,118

$48,000

Business Development/ Corporate Development

3%

$30,000

$75,000

$52,909

$55,000

Internal Corporate Finance & Strategy

6%

$47,500

$95,000

$63,521

$62,250

Legal

2%

$40,800

$110,000

$85,465

$91,200

Marketing/Product Management

6%

$28,800

$150,000

$68,232

$60,000

Operations/Project Management

4%

$43,666

$75,000

$58,262

$56,500

Sales

4%

$40,000

$90,000

$58,988

$60,000

Other 7

6%

$20,000

$255,141

$84,993

$67,500

6

Finance – Other includes: Data Analytics, Equity Research, Insurance, Operations, Risk Management, and Sales & Trading.

7

Other includes: Information Technology, Human Resources, Data Analytics, Engineering, Entrepreneurship/Startup, Research/Product Development, and Unknown.

12

IVEY HBA 2022

|

SUMMER EMPLOYMENT

Class of 2 0 2 2 summer employment at a glance

93

%

$997

of those seeking seeking employment who received at least one job offer based on a 100-per-cent reporting rate

Average weekly base salary based on a 75-per-cent reporting rate

626

44%

10%

Total Students in Class

Self-Identify as Women

International Citizenship

Company size of accepted summer employment

3%

28%

9%

MICRO

SMALL

MEDIUM

1-4 EMPLOYEES

5-99 EMPLOYEES

100-499 EMPLOYEES

59%

1%

LARGE

UNKNOWN

500+ EMPLOYEES

42 Different Functions That the Students Summered in

28 Different Industries That Students Summered in

47% School-Facilitated Accepted Job Offers

Due to rounding, numbers presented throughout this report may not add up precisely to the totals indicated, as they are rounded to the nearest per cent.

14

IVEY HBA 2022

|

SUMMER EMPLOYMENT

HBA 2022 geography of accepted summer empl

6%

Asia

• Chi

• Hon

• Oth

Unknown

6% Other

Vancouver

3%

4%

Ottawa/Hull

3%

1%

United States

Alberta

• New York 2%

Mon

2% 2% 3% Kitchener/Waterloo

• California 1% • Other 1%

62%

6%

Toro

London

Source of accepted summer employment

47

40

%

%

School-facilitated

Student-facilitated

• Career Management posting 41% • Alumni/classmate/faculty referrals 3% • Networking (with alumni and corporate partners) 2% • Law school recruiting 1%

• Networking (with non-Ivey alumn • Internet, company websites, exec and newspaper postings 10%

• Previous employer (before startin • Pre-Ivey 4%

• Source of offer unknown or not reported: 13%

f loyment

%

286 325 463 Total number of companies that posted summer jobs to the Ivey HBA class of 2022

Number of companies with which HBA 2021 students signed

a

ina Mainland 4%

ng Kong 1%

Total number of HBA 2022 students who accepted positions with summer employers they had not worked with before their HBA studies

her 1%

ntreal

onto – GTA

ni) 19%

cutive search firms

ng Ivey) 6%

35++159743212y 35

Industry of accepted summer employment n

Financial Services (33%)

n

Consulting (15%)

n

Technology (9%)

n

Consumer Packaged Goods (7%)

n

Health Services/Medical Technology/Pharmaceuticals (4%)

n

Accounting (4%)

n

Education (3%)

n

Real Estate (3%)

n

Food Service/Restaurant (2%)

n

Marketing/Public Relations/ Advertising (2%)

n

Telecommunications (2%)

n

Wholesale/Retail (2%)

n

Other* (12%)

* Other includes: Aerospace, Agriculture/Agribusiness/Forestry/Fishing, Arts/Media/Entertainment, Automotive, Charities/Non-Profit, Construction, Engineering, Environmental Services/Cleantech, Government, Manufacturing, Petroleum/Energy/Oil & Gas Extraction, Printing/Publishing, Tourism/Recreation/Leisure, Transportation/ Distribution/Logistics, Unknown, and Utilities (Electricity/Gas/Water).

95

%

reported being satisfied with the summer internship job they accepted, based on an 81-per-cent reporting rate.

16

IVEY HBA 2022

|

SUMMER EMPLOYMENT

Function of accepted summer employment Finance – Other1

13%

Marketing/Product Marketing

Consulting – Other 1

11%

9%

Business Development/Corporate Development

Consulting – Management/Strategy

Finance – Investment Banking

Finance – Asset Management3

7%

6%

Finance – Private Equity/Venture Capital

5%

5%

Internal Corporate Finance & Strategy

4%

Research and Development/Product Development

Sales

8%

6%

Operations/Project Management

Accounting

8%

4%

4% Other 4

13%

8

Other – Consulting Includes: Accounting/Tax, Financial Advisory, Human Capital, IT/Technology/Digital, Operations/Supply Chain, and Risk.

9

Finance – Other includes: Commercial Banking, Corporate Banking, Data Analytics, Equity Research, Operations, Insurance, Risk, Sales & Trading.

10

Finance – Asset Management includes: Investment, Portfolio, Wealth Management.

11

Other includes: Communications/Public Relations, Data Analytics, Engineering, Leadership Development/Rotational Program, Entrepreneurship/Startup, Human Resources, Information Technology, Legal, and Unknown.

18

IVEY HBA 2022

|

SUMMER EMPLOYMENT

Weekly salary by industry HBA 2022 BASE SALARY BY INDUSTRY | SUMMER INDUSTRY

% SHARE OF TOTAL REPORTED SALARIES

MIN $

MAX $

AVERAGE $

MEDIAN $

Accounting

4%

$140

$1,152

$722

$808

Automotive

1%

$555

$1,200

$852

$840

Construction, Engineering, and Manufacturing

3%

$600

$1,000

$803

$831

17%

$143

$1,800

$1,060

$1,100

Consumer Packaged Goods – Cosmetic/Personal Care/ Household

3%

$600

$1,200

$955

$930

Consumer Packaged Goods – Food/Drink/Tobacco/Cannabis

4%

$300

$1,510

$840

$825

Education

2%

$375

$687

$539

$540

34%

$175

$2,900

$1,118

$968

Food Service/Restaurant

2%

$640

$1,000

$845

$880

Government & Charities/ Non-Profit

1%

$499

$929

$666

$625

Health Services/Medical Technology/Pharmaceuticals

4%

$606

$1,385

$797

$728

Marketing/Public Relations/ Advertising

2%

$525

$800

$702

$750

Natural Resources & Agriculture

1%

$650

$1,018

$863

$961

Other 15

3%

$317

$1,000

$686

$614

Real Estate

3%

$460

$1,900

$905

$730

Technology

9%

$340

$2,470

$1,117

$890

Telecommunications

2%

$700

$1,056

$904

$923

Wholesale/Retail

2%

$400

$875

$761

$800

Consulting

Financial Services

15

Other includes: Aerospace, Arts/Media/Entertainment, Environmental Services/Cleantech, Printing/Publishing, Tourism/Recreation/Leisure, Transportation/Distribution/Logistics.

infographics << BACK TO CONTENTS

Ivey M BA Cl a ss Dem og ra p h i cs Ivey M Sc Cl a ss Dem og ra p h i cs Ca n a d a Li fe Wor ksta ti on Ergon om i cs

IVEY MBA CLASS OF 2022 Geography by Citizenship Industry Background

3% OTHER

57% CANADA 2% LATIN AMERICA

3% CHINA 4% SOUTHEAST ASIA

21% INDIA

20

9% AFRICA

Number of Passports Represented

24

Number of Different Birth Countries Represented

161

28.5

24-35

5.5

Total Students in Class

Average Age

Age Range

Average Years of Work Experience

Education Background

21+19+12876432y

n

Other (20%)

n

Finance/Insurance (18%)

n

Consulting (12%)

n

Technology (8%)

n

Healthcare (7%)

n

Marketing and Advertising (6%)

n

Energy/Utilities (6%)

n

Tourism/Leisure (4%)

n

Manufacturing (4%)

n

Engineering (4%)

n

Consumer Packaged Goods (3%)

n

Accounting (2%)

n

Telecommunications (2%)

n

Charity/Not-for-Profit (2%)

520-760 38.5% 73% 27% GMAT Range (median 660)

Female

Domestic Students

International Students

28 Languages Spoken

35++65H 20+ 35 20+80H 17+ 17+83H 14 14++86H 15+ 15+85H BUSINESS

ENGINEERING

SCIENCES

ARTS

33%

25%

16%

14%

OTHER

12%

IVEY MSC IN MANAGEMENT 2020 – BUSINESS ANALYTICS SEPT DEC 2021 CLASS STATISTICS GERMANY

SERBIA

KOREA

CANADA

86 Total Class Size

23 Average Age USA

CHINA

57% Percent Female

VENEZUELA, BOLIVARIAN REPUBLIC OF

PAKISTAN UAE

43%

11 Birth Countries

INDIA

Percent Male

BANGLADESH

Education Background

56++44H 13 56 13++87H 10 10++90H 9+91H 5+95H 3+97H BUSINESS / COMMERCE

HEALTH SCIENCE

56%

13%

ENGINEERING

10%

OTHER

MATH/STATS

COMPSCI

9%

5%

3%

Making your workstation work for you Keep your head upright

Eyes in line with the top of your screen

Ears in line with your shoulders

Screen directly in front of you

Shoulders relaxed Shoulders in line with thighs Elbows by your sides Curve of your back against the curve of the backrest

Forearms sloping slightly down Wrists straight

Buttocks to the back of the seat Thighs parallel with the floor and supported

Feet flat on the ground or footrest Wrists straight

Stretches & breaks • Stretch regularly to relieve muscle tension • Stand regularly for a posture change (1 minute after every 30 minutes of seated work) • Take breaks away from your desk • Report persistent discomfort or pain to your leader Canada Life and design are trademarks of The Canada Life Assurance Company.

Making your workstation work for you Head and neck are balanced, in-line with torso and head is not bent up or down to view monitor

HAT Best Practices

(Height Adustable Table)

Shoulders relaxed Elbows close to the body and bent between 90 and 120 degrees

Wrists and hands are straight, in-line, and roughly parallel to floor

Top of the monitor at or just below eye level To start, aim for using the standing desk 15 minutes out of every hour Ensure you wear comfortable shoes. Standing in high heels is not recommended Canada Life and design are trademarks of The Canada Life Assurance Company.

Mind & Body (take a break!)

Microbreaks: l l

l

Microbreaks are less than two minutes long.

Use microbreaks to stretch, stand up, move around, or for different work tasks like making a phone call.

You don’t necessarily need to take a break from your work to take a microbreak – it’s a break from using one set of muscles.

20/20/20 RULE

To prevent digital eye strain

Every 20 minutes

Take a 20 second break

To focus on something 20 feet away

Canada Life and design are trademarks of The Canada Life Assurance Company.

brochures << BACK TO CONTENTS

N i c h ol l s Arc h i tec ts Gol f Cl u b Des i g n Por tfol i o Qu a d r u s Ch a r i ta b l e Gi v i n g Prog ra m

In the finest traditions of the game

Tradition.

It’s what gives golf that sense of decorum unique among sport. A sense of history. A respect for the past that transcends age difference and connects future generations.

It is out of respect for these finest traditions of the game, that Nicholls & Associates’ approach to clubhouse design and planning is rooted. In the end, a clubhouse is not just about the latest design trend – it’s about traditions and the people that live them. Our focus is to create an environment where members feel connected, comfortable and proud to belong. Now and in the future.

Burlington Golf & Country Club, Deer Ridge Golf & Country Club, Granite Golf Club, Donalda Club, Oakville Golf Club, the Athletic Club (Guelph) and Cobble Beach Golf Links are proudly showcased in this brochure – fine examples of using proven design principles on a human scale to add synergy and character through design, furnishings, décor and custom millwork.

They also represent our appreciation for commitment to a shared collaborative of working cooperatively with members, boards and club management to identify and build a shared vision that blends the traditions of the past with the needs of the future.

We look forward to working with you and your club to help achieve your vision.

Balance When an old clubhouse comes down and a new one goes up, the goal is to ensure the appearance of the new clubhouse will say the right thing about the membership. With Burlington, substantial history needed to be maintained – to make sure the tone of tradition had the right feel. A very large club, our challenge was to create the right balance of openness and feeling of large airy spaces that could easily handle large functions, with a blend of intimacy in dining areas. We incorporated special ceiling treatments, bar areas that conveyed a comfortable old-world pub atmosphere, and custom-designed millwork with detail. Special attention was paid to utilizing natural light, leveraging great views of the course, and creating a comfortable rhythm of colour, fixtures and historic art.

Proportion

Updating the 15-year-old look of Deer Ridge required refurbishing all the finishes – floors, walls, windows, furnishings, and lighting. With a predominately male membership, we were careful to maintain masculine overtones in texture and style of furniture. Window treatments and light fixtures gave a more tailored look, while still conveying that the Club was, in effect, a comfortable extension of their personal living room. A large custom piece of millwork acts as a divider of a large open space.

Displaying an extensive wine collection on one side, and large screen TV on the other, it effectively separates a large room into two distinct areas of different character in a more human scale. Special construction allows this entire unit to be broken down into smaller pieces to be used as a buffet section, or removed entirely for large functions.

Connections The classic traditional architecture of the original Donalda house was struggling for identity with the modern blonde wood open concept of a later addition. To blend the two, we listened to the membership and developed a plan for a defined family dining space, a more formal dining area, and unique bar lounge. In fact, the lower level bar became a unifying element. Designed in a large horseshoe capable of seating up to 25 people, one side is for more intimate conversation, while the other side encourages a pub-like atmosphere. A bold common floor treatment adds visual connection. Low ceilings required moving mechanical aspects to heighten perspective and take advantage of new window treatments to allow more light and expose great views. Incorporating and connecting a dynamic outdoor eating area expanded the dining facilities in a natural yet soft blending of inside/outside atmospheres.

Rhythm and Texture The Granite Club sought a blend of casual comfort that was quietly understated with elegant simplicity – more of a country gentleman feel with an intimate, almost residential style. A homogeneous pairing of country farmhouse and casual elegance was crafted in a clubhouse half the size of most clubs. A tasteful colour palette was selected that incorporated neutral shades to act as a backdrop for more colorful patterned fabrics. Natural pine appears frequently as a gentle reminder of the club’s natural roots. Natural light is allowed to play over floors, ceilings and walls to exude a calming, light atmosphere that encourages quiet, friendly conversation. Amid a complex world of commerce and the hustle and bustle of daily living, a quiet country retreat was created that has become a ‘welcome home’ to Granite Golf Club members.

Contrast An architectural ‘make-over’ of Oakville brought the club back from a 1960’s institutional look to more of a classic period clubhouse design. We wanted to follow suit on the interior. A smaller club – nine-hole executive course – the challenge was how to make smaller spaces feel airy and roomy while still creating substance, without overdoing it. We took their private dining room, incorporated some wood paneling, created some interesting ceiling treatments, added vibrancy through contrast and colour, but still maintained a classic design.

In their new bar/lounge area we added warm lighting, a vaulted ceiling, custom-pattern carpet and new furnishings. A lounge-like area with comfortable seating and a warm fireplace presence was the welcome result.

Using as much natural light as possible with contrasting window treatments accented the outdoor views and lightened the ambiance.

Orientation In sharp contrast to traditional design, the Athletic Club in Guelph inspired a more energetic upbeat approach. Strong placement of highly visible vertical lines, planes and volume areas created a sense of energy and excitement when you first walk in. Diagonal orientation of the prominent staircase implies a kind of kinetic energy. Open spaces and broad vistas allow a feeling of freedom – a sense of being able to see from one end of the club to another to further orient them to the entire space and ‘attitude’.

More structured horizontal lines in exercise areas, swimming pools and personal training sections promote a feeling of discipline and accomplishment. Throughout, high 16- 20-foot ceilings, the two-story waterfall, large-scale modern carpeting with defined patterning, all combine to emulate high energy and movement.

Unity and Variety Comfortable. Relaxing. Interesting. Different. Fundamental to the design of Cobble Beach was integrating a feeling of intriguing variety with a unifying connection to the natural beauty of Georgian Bay, whether inside or outside. A combination of natural colours – some soft, some deep and rich, were carefully selected to exude a peaceful sense of synergy with the environment. Stone flooring was cut from a local quarry. Custom rich wood paneling gave an executive retreat feeling. Care was taken to incorporate the natural vistas wherever possible to enhance both a feeling of openness, yet a sense of relaxing solitude. It just feels right.

It just feels right In the end, a clubhouse is not about things or design.

It’s about people, making them feel comfortable and proud to belong.

The Nicholls Distinction. We believe in developing a consistent look, feel, and sense of pride from the ground up, from the front door in, and from the lounge to the locker room. That’s the Nicholls & Associates approach. It’s what we do best. And it works.

We see inside out. Our extensive experience as a multi discipline design firm for corporate offices, retail stores, restaurants, health care, hotels, conference centers and private residences has given us meaningful insights into what people really want, and consequently, a unique ability to solve clubhouse design problems with well-rounded wisdom.

We listen in colour. Most people don’t know what they want until ‘they see it’. We use sketches, illustrations, and examples to help committees better articulate their wishes, while still keeping them mindful of an overall vision.

We present in 3D. Our three-dimensional renderings, both hand drawings and computer imaging, make decisions easier and help avoid costly re-builds mid-construction because it ‘doesn’t look like they thought it would’.

We draw it in blue. Our computer-generated architectural ‘blue prints’ and renderings are state-of-the-art, and, in fact have often been used as support to other contractors and consultants on site.

We collaborate with a smile. While we are fully capable of doing complete design/build scenarios from the ground up, we also work easily with other consultants and building contractors. In many cases our understanding of the total design/build process has not only saved hundreds of thousands of dollars, we have actually enhanced the total effect from the outside in.

We transcend space. Sense of space is more than area. It’s colour, trim, furniture, accessories, traffic flow and transitions. We make it all work together in ways that allow for distinctive differences from room to room, yet are cohesive in effect.

We customize character. When there doesn’t seem to be that unique piece of furniture, or trim, or special display case out there that feels right, then we design and build it just for you. Our millwork and cabinetry are works of art fashioned by artisans in their field. Treasures your clubhouse will behold for years to come.

We take it personally. Your project becomes a personal reflection of Nicholls & Associates. Your pride and our reputation depend on it. That’s why in everything we do, we go the extra mile to make it perfect.

The Team: (from left) Cheryl Nicholls, Gary Nicholls, Jean McFarlan, Pam Agnew, Dan Schinkelshoek, Bonnie Brady-Williamson.

MAKE A

lasting difference

THE QUADRUS CHARITABLE GIVING PROGRAM

Q

U

A

D

R

U

S

Achieving your philanthropic goals is important.

You care about those in need and want to give to a cause that means a lot to you.

You want to maximize your donations.

you want to make a difference.

AN INNOVATIVE PHILANTHROPIC SOLUTION

How it works

Use the Quadrus charitable giving program to:

The Quadrus charitable giving program is a donoradvised fund – a charitable giving vehicle that facilitates philanthropy without the administrative responsibilities or costs associated with a private foundation. The donoradvised fund is administered by a foundation (in this case, the Quadrus charitable giving program).

Simplify charitable giving Your gifts can be consolidated into an easy-to-maintain program. Enjoy the experience and legacy of a charitable foundation without the prohibitive cost and complexity.

You can set everything up in days, versus the months it takes with a private foundation.

Leave a legacy Make a long-term commitment to supporting charities you believe in.

Name successors to continue giving indefinitely through your heirs.

Give perpetually Give more and give longer. Your gift can grow and give annually within a professionally-managed investment portfolio.

Take control The Quadrus charitable giving program means flexibility and simplicity. You and your successors can recommend which charities will receive your gift year after year, as well as how your donation is invested.

Enjoy tax advantages Contributions to the Quadrus charitable giving program provide an immediate tax credit.

You receive an immediate tax receipt for all contributions but retain the right to advise the foundation on how the income is allocated. When the fund is established, you name the fund and the charitable organizations or causes the it supports. Over time, you can change the charities your fund supports.

The program makes giving a regular part of your overall financial security plan. It’s a simple and convenient solution that gives you the ability to support your favourite charities now and in the future.

UNDERSTAND THE PROGRAM WITH THESE EASY STEPS

1 2 3 4 5

step

step

Plan for a legacy.

Talk to me about setting up a donor-advised fund – your personal charitable giving program. You can establish the fund with a minimum $10,000 donation.

Donate.

Establish your program with an initial donation of cash and/or a publicly-traded security. You’ll receive a tax receipt equal to the value of your donation.

step

Name the account.

step

Receive reporting.

step

Donate to charity.

You can name your own account – for example, John Doe might choose “The Doe Family Fund”.

Each year, the foundation advises you of the amount available to grant to charity (minimum grant required).

You recommend which registered Canadian charities should receive the grant.

And once the program has been established:

6 7

step

step

Add to the program.

You can add to your program at any time (minimum additional contribution $500) as well as make a bequest gift in your will.

Continue with a successor.

You can name successors (for example, your children) who could make decisions after you die or become incapable.

brand books << BACK TO CONTENTS

London Inte rna ti on a l A irport B ra nd Gu i d el i n es Tompk ins Insu ra n ce Se r vices B ra n d Gu i d el i n es Weste rn A ngel s Vi s u a l Asse ts Guide Lexus Golf Cla ss i c B ra n d Mini-Guide Stra te gic Me mb er S u r veys B ra nd Mini-Gu i d e

brandbook

London International

brandbook | identity guidelines Contents Introduction......................................................2 Logo ..................................................................3 usage ............................................................4 sky blue & cool gray .....................................5 cloud white version ......................................6 sky blue version ...........................................7 taglines .........................................................8 clearspace ....................................................9 sizing...........................................................10 incorrect use 1 .............................................11 incorrect use 2 ........................................... 12 primary colours ......................................... 13 secondary colours ..................................... 14 special horizontal application ................... 15 Typography .................................................... 16 Stationery ....................................................... 16 business cards ........................................... 17 letterhead ................................................... 18 alignment ................................................... 18 envelopes ................................................... 19 media release ............................................ 20 Email signature .............................................. 21 Vehicles ...........................................................22 Powerpoint template .....................................23 Contact ...........................................................24

London International

brandbook | introduction PAGE 3

What is the purpose of these guidelines?

It took much research, thought, and focused discussion to develop our unique new brand positioning – to be recognized as the ‘Easy and Comfortable’ alternative to travelling to Toronto or Detroit for business or leisure flights. Our brand identity (logo) process followed with collective insights from many engaged contributors. These guidelines explain clearly and set out in detail how to consistently use our new brand identity in every communication medium. Consistency of execution is critical to our brand recognition and awareness.

x

London International

brandbook | introduction PAGE 4

What is our Brand?

Our ‘Brand’ is who we are, what we stand for, and all that we do when we interact with a passenger, partner or corporate customer to make their personal experience at the London International Airport as ‘Easy and Comfortable’ as possible. It is about matching perception with reality. Where our image meets truth at every touch point. It is about ensuring who we say we are, is truly the same as who our customers think we are.

What is our Brand Identity?

Our ‘Brand Identity’ is our logo, our colours, our type fonts, our tagline – all working together, for a common, memorable look and feel.

Our brand identity conveys a relaxed, easy confidence, friendliness, professionalism, and positive energy through use of specific open font styles, upper and lower case lettering, soft sky blue colour, gentle swooping upward curve of flight, and wherever possible, use of the ‘Start here. Go Anywhere.’ tag line to reinforce our services. With repeated exposure in consistent formats, they become visual icons that instantly, cleanly and consistently identify communication as being about and from the London International Airport.

How do our Brand and Brand Identity fit together?

Together they create impact, support of key messages, provide the comfort and security of familiarity, and the reassurance of consistency.

What and how we visually portray our brand identity must be consistent with our actions, behaviours, greetings, the language we use (electronic, print and verbal), the energy and attitude we personally present, and the products and services we offer. They work in synergy, mixing together to create and confirm the right perception.

Why is Brand Identity consistency important?

What is our role?

No matter what, use and respect the guidelines and principles of this Brand Identity guide.

Do not be casual about any aspect. How you support the ‘Easy and Comfortable’ brand promise through following these guidelines will be a key success factor in our brand awareness. Consistency will be the anchor of our Brand Identity. These guidelines should always be a touchstone for how you write, how you speak, how you portray yourself when representing LIA, how you use the brand identity internally, externally to the public, and how you allow it be used by others.

Our Brand Identity becomes a graphic reminder of our brand promise, and illustrates our brand personality. It requires consistency and repetition. Over time, consistency of execution is critical in making our brand identity quickly recognizable at a glance.

Essential to creating brand awareness, brand recall, and providing instant context for any messaging.

x

London International

Logo | usage PAGE 5

The logo The London International logo is the visual representation of our company, our people, and our brand promise. When our tagline, “start here. go anywhere.” is combined with the logo, together they make our visual signature.

It’s preferable to use the full signature for most things, and to use the logo by itself when the tagline can’t be easily seen or read, or when it’s too visually busy to include it.

The more consistently our signature is displayed, the more it stands out and the more memorable it becomes. Consistency ensures we have just one voice that stands for our brand promise and personality.

There are two versions of the signature:

LOGO

FULL SIGNATURE

TAGLINE

> The two-colour signature is used on corporate communication pieces that are on a white background and will be seen from a close distance. It’s our “official” voice. > The one-colour signature is preferably presented in either our sky blue, or our cloud white. This signature an be easily identified from a distance and is very versatile. It’s our “everyday” voice

x

London International

Logo | sky blue & cool gray PAGE 6

SKY BLUE & COOL GRAY LOGO:

SKY BLUE & COOL GRAY LOGO:

LIA LOGO 2COLOUR

LIA LOGO 2COLOUR WITH TAG

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

x

London International

Logo | cloud white version PAGE 7

CLOUD WHITE LOGO:

CLOUD WHITE LOGO:

LIA LOGO WHITE

LIA LOGO WHITE WITH TAG

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

x

London International

Logo | sky blue version PAGE 8

SKY BLUE LOGO:

SKY BLUE LOGO:

LIA LOGO SKY BLUE

LIA LOGO SKY BLUE WITH TAG

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

x

London International

Logo | taglines PAGE 9

LIA TAGLINE - GRAY

LIA TAGLINE - BLUE

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

LIA TAGLINE - BLACK

LIA TAGLINE - WHITE

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

x

London International

Logo | clearspace clear space PAGE 10

Clearspace The signature should never be crowded. Please give it a much breathing room as your space allows. The minumum clearance between the logo and other elements or the edge of a page or computer screen is the height of the capital L in London.

Be especially mindful that visually our plane is flying up and to the right.

x

London International

Logo | sizing clear space PAGE 11

Size requirements

STANDARD-SIZE SIGNATURE 2.125"

STANDARD-SIZE SIGNATURE The standard-size signature (logo + tagline) for all stationery, forms, brochures, etc. is 2.125" wide.

The key to business document design is uniformity.

The logo, text, colours and general layout should be the same on every piece, varying only when forced by size and shape restraints (e.g. postal requirements).

MINIMUM SIZES When the standard-size signature cannot be used because of space restrictions, there are two minumum-size options:

MINIMUM-SIZE FULL SIGNATURE (with tagline) 1.75"

MINIMUM-SIZE LOGO ONLY (without tagline) 1.125"

> The minimum size for the full signature (logo + tagline) is 1.75" > The minimum size for the logo only (no tagline) is 1.125"

x

London International

Logo | incorrect clear space use 1 PAGE 12

Do not compress, stretch or distort the logo

Do not alter the configuration

Incorrect usage The examples on these pages (incorrect use 1 and 2) show improper use of the signature. Please do not change or alter the logo and/or signature in any way.

The signature must be used correctly to ensure that its visual impact and integrity are not diluted or compromised. Always reproduce the logo, signature and tagline from approved electronic artwork only.

Do not alter the colours

Do not use a drop shadow

These examples are not intended to form a complete list.

Consistent application of the brand assets are key to deliver a professional corporate image and clear brand message.

Do not alter fonts

London International start here. go anywhere.

Do not use special effects

x

London International

Logo | incorrect clear space use 2 PAGE 13

Always choose the logo that ensures there is enough (and visually pleasing) contrast between the logo and its background

Do not use the previous version of the logo

Do not display the logo in a way that suggests that a partner or product is a part of London International

x

London International

Logo | primary colours PAGE 14

PRIMARY COLOURS < TEXT: This darker shade of gray (#9) to be used for text when printed digitally or from an office printer

SKY BLUE

PANTONE

PANTONE 298

COOL GRAY 7

BLACK

WHITE

PANTONE COOL GRAY 9

PMS 298

PMS COOL GRAY 7

PROCESS BLACK

PMS 298

PMS COOL GRAY 9

C

53

C

20

C

0

C

0

C

28

M

2

M

11

M

0

M

0

M

16

Y

1

Y

12

Y

0

Y

0

Y

12

K

0

K

28

K

100

K

0

K

35

R

76

R

155

R

0

R

255

R

137

G

180

G

158

G

0

G

255

G

139

B

231

B

160

B

0

B

255

B

142

HEX #4CB4E7

HEX #9B9EA0

HEX #000000

HEX #FFFFFF

HEX #898B8E

x

London International

Logo | secondary colours SECONDARY COLOURS (used to accent primary colour palette)

PAGE 15

x

London International

Logo | special clear space horizontal application PAGE 16

PREFERRED LOGO

Special horizontal logo When space restrictions absolutely cannot accommodate the standard shape of the logo (signage, for instance), this special horizontal version is permitted. The logo follows all of the same guidelines as previously indicated in this guide.

This logo is only permitted when all other options have been exhausted. It is imperative the we maintain consistency of our corporate image and brand by using the prerred logo.

SPECIAL HORIZONTAL LOGO APPLICATION

SPECIAL HORIZONTAL SIGNATURE APPLICATION

x

London International

Logo | clear space Typography | font PAGE 17

Benton Sans Book

Typography

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 !@#$%^&*()

Our primary font is Benton Sans.

Benton Sans Medium

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 !@#$%^&*()

Benton Sans Book is the best weight for body copy.

Benton Sans Medium and Bold should be used for heads, sub-heads, call-outs and very small text.

Black is to be used when extra “pop” is needed.

Use the Black weight sparingly (if everything is emphasized, then nothing is emphasized).

Do not set entire documents or paragraphs in Benton Sans Bold or Black.

PC and WEB safe: Benton Sans Bold

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 !@#$%^&*()

Benton is not a standard font. If you do not have access to or do not wish to purchase Benton Sans, Arial is an acceptable alternative and is available in all four preferred weights as part of the standard Windows operating system.

Benton Sans Black

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 !@#$%^&*()

x

London International

Logo | clear| space Stationery business cards PAGE 18

Business cards Name: 8pt. Benton Black (colour sky blue) Title: 7/10 Benton Medium (colour cool gray #7)

Michael N. Seabrook President & CEO T: 519.452.4038 | C: 519-872-3256 F: 519.453.6219 Email: mseabrook@flylondon.ca

Contact information: 7/10 Benton Medium (colour cool gray #7) The stationery-size (2.125) full signature is used.

start here. go anywhere.

The reverse is solid sky blue with a display version of the tagline with address + website set in 8/10 Benton Medium

1750 Crumlin Road, London, ON N5V 3B6 | flylondon.ca

x

London International

Logo | clear| space Stationery letterhead PAGE 19 .375" 1.75"

Letterhead

June 1, 2015

Margins: Top: .375" Left: 1.45" Bottom: .25" Right: .75"

M. Smith 123 Main Street Toronto, ON M5A 2N6

Copy is set in Arial 11 pt on 15pt. leading with full line spaces between paragraphs.

The stationery-size (2.125) full signature is used.

Dear M. Smith,

1.45"

Tate con repelec eatiatu ribus, ullatiore nonsed quam, si cus, sae sectat a pernam et hicti aut estiosa nulpa voluptati nihiliquosae dolorerum fugiatqui omnim fugit quibusda core, vene por sum etus, utempos qui beat laccus, quas enihil evel ist, odiciendae dolorum aut as ut poratiuntio. Namust as exersperit arum faccullande plamus aspici repratus num, ut exerum a dolorem esequi odipsam, omniet laborenis pos et ma corerspe sere dolorerat is magnim fugitia cum nonseque volorum re estiam autem sunt.

To tem harum velibus ciendi dolorporita sa si reperia tiorum evendis eos nonse maio que ratur? Non exped mo moluptia alibus doluptat autendit quamend uciur? Emporernat.

Rum imus doluptat ape rempore sequia es mint mo modis none qui il iuntin porehentores conseque moluptatia sinctam reic tempediatem. Cilit, simi, quae inihit, occus, te parchil invenis doluptaqui acepudam dis eiciati nctur? Ceatet, tessuntem quis corepedit ut latiat explaborati bearchic te aut quis corestesequi autemqu aspellatur, comnis apeliberro et ped.

Quameni entemol uptati suntiur, quiditior modis dit, quaturio ium latempore, volupid elest, eaturias doluptaqui dolum vellia dero ipsapit aquidelibus estrum, omnit, cuptur res volor sunt fugia verisit quas doluptatem harum apienecum ipid quiae ra susdant, quiae vendis accus moluptatem es diostem porecaboria voluptatur aruptat dolupti busdam int quat quis res re dolorerit moloresti alias delloribus.

Kind regards,

.75"

Alignment June 1, 2015

M. Smith 123 Main Street Toronto, ON M5A 2N6

Dear M. Smith, Tate con repelec eatiatu ribus, ullatiore nonsed quam, si cus, sae sectat a pernam et hicti aut estiosa nulpa voluptati nihiliquosae dolorerum fugiatqui omnim fugit quibusda core, vene por sum etus, utempos qui beat laccus, quas enihil evel ist, odiciendae dolorum aut as ut poratiuntio. Namust as exersperit arum faccullande plamus aspici repratus num, ut exerum a dolorem esequi odipsam, omniet laborenis pos et ma corerspe sere dolorerat is magnim fugitia cum nonseque volorum re estiam autem sunt.

To tem harum velibus ciendi dolorporita sa si reperia tiorum evendis eos nonse maio que ratur? Non exped mo moluptia alibus doluptat autendit quamend uciur? Emporernat.

Rum imus doluptat ape rempore sequia es mint mo modis none qui il iuntin porehentores conseque moluptatia sinctam reic tempediatem. Cilit, simi, quae inihit, occus, te parchil invenis doluptaqui acepudam dis eiciati nctur? Ceatet, tessuntem quis corepedit ut latiat explaborati bearchic te aut quis corestesequi autemqu aspellatur, comnis apeliberro et ped.

Quameni entemol uptati suntiur, quiditior modis dit, quaturio ium latempore, volupid elest, eaturias doluptaqui dolum vellia dero ipsapit aquidelibus estrum, omnit, cuptur res volor sunt fugia verisit quas doluptatem harum apienecum ipid quiae ra susdant, quiae vendis accus moluptatem es diostem porecaboria voluptatur aruptat dolupti busdam int quat quis res re dolorerit moloresti alias delloribus.

When the full signature is used, vertical alignment of content is always to align everything with the “s” in start here.

Kind regards,

J. Fentin

London International Airport | P: 519.452.4015 | FlyLondon.ca | 1750 Crumlin Road, London, ON N5V 3B6

J. Fentin

London International Airport | P: 519.452.4015 | FlyLondon.ca | 1750 Crumlin Road, London, ON N5V 3B6

.25"

x

London International

Logo | clear| space Stationery envelopes PAGE 20

.5"

Envelope .375"

All envelopes (all sizes) use the same layout: The stationery-size (2.125) full signature is postioned .375" from the top and .5" from the left.

Address is set in 7/10 Benton Sans Medium.

1750 Crumlin Road, London, ON N5V 3B6

x

London International

Logo | clear| space Stationery media release PAGE 21 STANDARD LETTERHEAD

MEDIA RELEASE: 36-POINT ARIAL BOLD, COOL GRAY #9

Media release Tips for an effective media release:

media release CONTACT

HEADLINE: 22-POINT ARIAL BOLD

INTRO: 11/14 ARIAL BOLD, SKY BLUE

BODY: 10/12 ARIAL REGULAR

BULLET BODY: 10/12 ARIAL REGULAR WITH ARIAL BLACK WEIGHT LEAD-IN

Michael N. Seabrook President & CEO Office: 519.452.4038 Cell: 519-872-3256 Email: mseabrook@flylondon.ca

More passengers discover the benefits of flying from London International in 2014 Passenger numbers hit an all-time high in the 75-year history of London International Airport in 2014, one of the findings to be released today at the airport’s Annual General Meeting. A total of 476,617 passengers used the airport last year, representing a 6% increase over 2013.

> Send by email (no faxes) CONTACT: 8/10 ARIAL REGULAR, BLUE NAME: 8/10 ARIAL BLACK WEIGHT, COOL GRAY #9 TITLE: 6/10 ARIAL REGULAR, COOL GRAY #9 DETAILS: 8/10 ARIAL REGULAR, COOL GRAY #9

“We’re progressing on the right path” said Michael Seabrook, President and CEO, London International Airport. “Our focus continues to be providing passengers with an ‘easy and comfortable’ experience and this approach is fueling our growth. We know that passengers like the convenience of not driving to Toronto or Detroit, and the ease of being home just minutes after landing.”

> Include a .png version of the corporate signature

> Use an opening headline that would give people reason to read on and quickly summarizes what the release is all about

Additional 2014 highlights include: • Total revenue increased year over year by nearly 6%. Airport revenue totaled $10.6 million with a surplus for 2014 of $674,643. This growth came almost entirely from new business, with fee increases representing less than 0.5% annually over the past five years.

• 91% of passengers rated their overall experience at London International as positive or very positive.

> Open with a short intro paragraph describing the event, reasons why etc.

• The air cargo sector continues to strengthen and new opportunities are emerging. Atlas Airlines operated six flights in 2014 with Boeing 747 aircraft to transport 1,000 Heifer cattle to Kazakhstan.

• Two significant businesses began operating at London International: (1) Fanshawe College’s Aviation Program, with120 new students; (2) Northrup Grumman Corporation’s partnership with Diamond Aircraft.

> In bullet points, identify the 5 W’s Who/What/Where/Where/Why

• A corporate culture focused on shared values and attitudes is becoming entrenched throughout the airport organization. London International and its employees (London International Airport Employees Association) reached a five-year collective agreement effective January 1, 2015.

> Keep to one page, if possible

“We’re pleased with the 2014 results,” said Seabrook. “It was a good year – and we believe our best years are still ahead of us. Our role is provide the right environment for the aviation sector to prosper at our airport and the right passenger experience that encourages more people from London and area to ‘start here and go anywhere.’”

London International Airport | P: 519.452.4015 | FlyLondon.ca | 1750 Crumlin Road, London, ON N5V 3B6

> Duplicate the media release content within the body of the email – just as a failsafe/back up

> Include in the RE: line of the email, the company name, that it is a media release, and briefly what it is about

In addition, 96% of respondents to a 2014 study indicated that they would use London International even more if additional flights were added. Existing direct flights are Toronto, Montreal, Winnipeg, Calgary, Chicago, and Ottawa. Sun charter destinations include Miami, Orlando, Cuba, Cancun, and Punta Cana. “We know more flights and destinations will help us grow, and we’ll be continuing to work with our airline partners to expand our services in 2015,” said Seabrook.

FOR RELEASE 9 A.M. EST, May 7, 2015

> Include media release as an attached Word document only

> Send at least one week in advance of the event RELASE DETAILS: 8/10 ARIAL BOLD, WHITE REVERSED OUT OF SKY BLUE

> Follow up by email and phone the week of, or a day or so ahead of the event

x

London International

Logo | clear space Vehicles PAGE 22

ON WHITE

ON COLOUR

SKY BLUE LOGO

CLOUD WHITE LOGO

Vehicles and other properties One colour logo without tagline should be used.

Use sky blue, cloud white or black determined by the choice that has the highest contrast.

ON COLOUR CLOUD WHITE LOGO

x

London International

Logo ||clear Email signature space PAGE 23

WITH LOGO

Email signature Email signatures should be set in 10pt. Arial, medium gray with your name in bold, and London International set in bold, light blue.

WITHOUT LOGO

x

London International

Logo | clear space Presentation | templates PAGE 24 TITLE SLIDE / CLOSING SLIDE

CONTENT SLIDES

EMPHASIS / IMAGE SLIDES

➤

Airport Metrics

Slide Title

Airport 2015 Priorities

Passengers | 14-year average

Subtitle | section

Culture

550,000 500,000

476,617

450,000 400,000 350,000 300,000 250,000 200,000

AN N U AL GEN ER AL M EET IN G 2015

1

A NNUA L G E NE RA L ME E T I NG 2015

2

Airport 2015 Priorities

Survey says

96%

➤ 91% were 100% satisfied or very satisfied with their

overall experience being “easy and comfortable”

➤ 92% were very satisfied with the overall friendliness of

personnel.

➤ 85% would speak positively about London International

Airport

would fly more from London if the right service and destinations were offered

➤ 96% would fly more from London if the right service and

destinations were offered.

7

A NNUA L G E NE RA L ME E T I NG 2015

3

Passenger Experience

Passenger Experience

AN N U AL GEN ER AL M EET IN G 2015

A NNUA L G E NE RA L ME E T I NG 2015

4

A NNUA L G E NE RA L ME E T I NG 2015

5

x

Contact

Firstname Lastname Communcations Director T: 519.452.4000 | C: 452.4000 F: 519.452.4000 Email: commdirector@flylondon.ca

x

ce Services

Tompkins Insurance Services | logo

brandbook

PAGE 2 << HOME

Anatomy of our logo

LOGO

FULL logo section SIGNATURE

Tompkins Insurance Services

colors | primary palette

2

TAGLINE

PAGE 12 << HOME

PRIMARY COLOURS

TOMPKINS T SYMBOL

colour section TOMPKINS MOSS

BLACK

TOMPKINS FOREST

Tompkins Insurance Services PANTONE 7497

12

WHITE

PANTONE 447

PMS 7497

PMS 447

BLACK

WHITE

C

40

C

67

C

0

C

0

M

30

M

51

M

0

M

0

Y

70

Y

70

Y

0

Y

0

K

25

K

42

K

100

K

0

R

129

R

68

R

0

R

255

PAGE 17

G

129

G

77

G

0

G

255

<< HOME

B

84

B

62

B

0

B

255

stationery | envelopes HEX #818053

.5"

HEX #434C3E

HEX #000000

HEX #FFFFFF

.4"

stationery section 214 King Street West | Suite 314 | Toronto, ON M5H 3S6

Envelope All envelopes (all sizes) use the same layout:

15

Tompkins Insurance Services

brandbook | logo PAGE 2 << HOME

Anatomy of our logo

LOGO

FULL SIGNATURE

TAGLINE

TOMPKINS T SYMBOL

Tompkins Insurance Services

logo | positive version PAGE 3 << HOME

Use the positive version of the Tompkins logo on a white or light background

TOMPKINS LOGO WITH TAGLINE:

TOMPKINS LOGO WITHOUT TAGLINE:

TOMPKINS LOGO [POSITIVE]

TOMPKINS LOGO NO TAGLINE [POSITIVE]

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Tompkins Insurance Services

logo | reverse version PAGE 4 << HOME

Use the reverse version of the Tompkins logo on dark backgrounds

TOMPKINS LOGO WITH TAGLINE:

TOMPKINS LOGO WITHOUT TAGLINE:

TOMPKINS LOGO [REVERSE]

TOMPKINS LOGO NO TAGLINE [REVERSE]

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Tompkins Insurance Services

logo | black version PAGE 5 << HOME

Tompkins logo in solid black

TOMPKINS LOGO WITH TAGLINE:

TOMPKINS LOGO WITHOUT TAGLINE:

TOMPKINS LOGO [BLACK]

TOMPKINS LOGO NO TAGLINE [BLACK]

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Tompkins Insurance Services

logo | white version PAGE 6 << HOME

Tompkins logo in solid white

TOMPKINS LOGO WITH TAGLINE:

TOMPKINS LOGO WITHOUT TAGLINE:

TOMPKINS LOGO [WHITE]

TOMPKINS LOGO NO TAGLINE [WHITE]

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Tompkins Insurance Services

symbol | Tompkins T PAGE 7 << HOME

TOMPKINS T [MOSS] File formats for print use: .ai .eps

TOMPKINS T [WHITE]

File formats for electronic use: .jpg .png

File formats for print use: .ai .eps File formats for electronic use: .jpg .png

TOMPKINS T [BLACK] File formats for print use: .ai .eps File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Tompkins Insurance Services

logo | clearspace PAGE 8 << HOME

TRY TO KEEP A CLEARSPACE AROUND THE LOGO. THE HEIGHT OF THE CAPITAL T IN IN TOMPIKINS IS THE MINIMUM. PLEASE ADD MORE CLEARANCE AS YOUR SPACE ALLOWS.

Tompkins Insurance Services

logo | sizing PAGE 9 << HOME

STANDARD-SIZE SIGNATURE (with tagline)

STANDARD-SIZE LOGO ONLY (without tagline)

2.25"

MINIMUM-SIZE FULL SIGNATURE (with tagline) 2.25"

2"

MINIMUM-SIZE LOGO ONLY (without tagline) 1.125"

Tompkins Insurance Services

Logo | incorrect use 1 PAGE 10 << HOME

Do not compress, stretch or distort the logo

Do not alter the configuration

Do not alter the colours

Do not use a drop shadow

Do not alter fonts

Do not use special effects

TOMPKINS INSURANCE SERVICES

Life insurance & estate planning for affluent families.

Tompkins Insurance Services

logo | incorrect use 2 PAGE 11 << HOME

Always choose the logo that ensures there is enough (and visually pleasing) contrast between the logo and its background

Tompkins Insurance Services

colors | primary palette PAGE 12 << HOME

PRIMARY COLOURS

TOMPKINS MOSS

TOMPKINS FOREST

PANTONE 7497

PANTONE 447

BLACK

PMS 7497

PMS 447

C

40

C

67

C

0

C

0

M

30

M

51

M

0

M

0

Y

70

Y

70

Y

0

Y

0

K

25

K

42

K

100

K

0

R

129

R

68

R

0

R

255

G

129

G

77

G

0

G

255

B

84

B

62

B

0

B

255

HEX #818053

HEX #434C3E

BLACK

WHITE

HEX #000000

WHITE

HEX #FFFFFF

Tompkins Insurance Services

colors | secondary palette PAGE 13 << HOME

SECONDARY COLOURS

STONE

PEBBLE

CLAY

SLATE

PMS 7538

PMS 7527

PMS 408

PMS 418

C

43

C

15

C

39

C

62

M

30

M

10

M

37

M

49

Y

42

Y

19

Y

37

Y

57

K

2

K

0

K

1

K

25

R

152

R

216

R

160

R

94

G

160

G

217

G

150

G

99

B

147

B

203

B

148

B

92

HEX #98A093

HEX # D8D9CB

HEX #A09694

HEX #5E635C

Tompkins Insurance Services

colours | accent palette PAGE 14 << HOME

ACCENT COLORS (USE SPARINGLY)

LAKE LOUISE

LAKE PLACID

MUSTARD SEED

MERLOT

PMS 7465

PMS 7474

PMS 619

PMS 484

C

67

C

99

C

41

C

28

M

0

M

37

M

36

M

96

Y

33

Y

44

Y

100

Y

100

K

0

K

10

K

9

K

32

R

47

R

0

R

151

R

137

G

179

G

116

G

138

G

33

B

168

B

129

B

50

B

27

HEX #3DBEB9

HEX #007480

HEX #978A32

HEX #892122

Tompkins Insurance Services

stationery | business cards PAGE 15 << HOME

Business cards Name: 12 pt. Myriad Pro Bold (colour 447 Forest) Title: 8 pt. Myriad Pro Regular(colour 447 Forest) Contact information: 9 pt. Myriad Pro Regular(colour 447 Forest)

PAUL TOMPKINS

T and C is 9 pt. Myriad Pro Bold (colour 7497 Moss)

B.Comm., LL.B., CLU, TEP, FEA

Logo used : standard-size logo only (without tagline) 2” wide

T 416.369.3010 | C 416.500.5202 paul@tompkinsinsurance.com

Tompkins Insurance Services [BUSINESS CARDS].indd 1

The reverse is solid 447 Forest with tagline in white and additional information in 60% 7497 Moss. All in 9 pt. Myriad Pro Regular

11/07/2016 1:37:02 PM

Life insurance & estate planning for affluent families.

TompkinsInsurance.com 214 King Street West | Suite 314 Toronto, ON M5H 3S6

Tompkins Insurance Services [BUSINESS CARDS].indd 2

11/07/2016 1:37:02 PM

Tompkins Insurance Services

stationery | letterhead PAGE 16 << HOME

.5" 2.5"

Letterhead Margins: Top: .5" Bottom: .3"

Left: 1.25" Right: .5"

Letterhead Word File: Tompkins Insurance Services [LETTERHEAD].dox

.5"

1.25"

TompkinsInsurance.com Office 416.369.3010 | Fax 416.363.7633 214 King Street West | Suite 314 | Toronto, ON M5H 3S

.3"

Logo used : standard-size signature with tagline 2.25” wide

Tompkins Insurance Services

stationery | envelopes PAGE 17

.5"

<< HOME

.4"

214 King Street West | Suite 314 | Toronto, ON M5H 3S6

Envelope All envelopes (all sizes) use the same layout: Logo used : standard-size logo only (without tagline) 2.25” wide postioned .4" from the top and .5" from the left.

Address is set in 8 pt. Myriad Pro Regular (colour 447 Forest).

Tompkins Insurance Services

email | signature PAGE 18 << HOME

LOGO ONLY (NO TAGLINE) ALIGN WITH WITH “1” IN 314 AS SHOWN

Marcel Tremblay, FLMI, CFP, CHS Managing Director

10-POINT ARIAL WITH NAME IN BOLD 214 King Street West – Suite 314 Toronto, ON M5H 3S6 Tel: 416-369-3010 www.tompkinsinsurance.com

Life insurance & estate planning for affluent families.

This e-mail is privileged & confidential. If it is not for you, please do not read, print or disseminate. If you have received it in error, please notify us ASAP by replying to this e-mail and then deleting the message.

TAGLINE: 12 POINT BOLD CALIBRI IN MOSS (129/129/84) BREAK LINES AS SHOWN DISCLAIMER: 9-POINT ARIAL ITALIC BREAK LINES AS SHOWN

LOGO ON BACKGROUND: Western Angels [YELLOW + WHITE].eps /.png

LOGO ON WHITE / FOR PRODUCT Western Angels [WESTERN PURPLE] .eps /.png

CTA YELLOW R244 G201 B73

WESTER PURPLE R79 G38 B131

HEX #f4c949

HEX 4f2582

ACTION PINK R255 G20 B87 HEX ff1457

WEB BANNER EXAMPLE

GRAPHIC ASSETS Western Angels [wing favicon].eps /.png

ALL ASSETS PROVIDED IN VECTOR & TRANSPARENT RASTER. Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending .EPS

OFFICE/WEB USE: For Word, Powerpoint, Web, etc. use the RASTER files ending in .PNG (Note: .PNG files have a transparent background)

GRAPHIC ASSETS Western Angels [wing element].eps /.png

Lexus of London Golf Classic | Logo

LEXUS GC POSITIVE (for use on white backgrounds):

LEXUS GC REVERSE (for use on black backgrounds):

File formats for print use: .ai .eps

File formats for print use: .ai .eps

File formats for electronic use: .jpg .png

File formats for electronic use: .jpg .png

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)

Strategic Member Surveys | Logo

Strategic Member Surveys 2c LOGO:

Strategic Member Surveys LOGO COLOUR PALETTE:

File formats for print use: .ai .eps File formats for electronic use: .jpg .png

MARTINI PANTONE 383 C20 M0 Y100 K19

50% BLACK C0 M0 Y0 K50 R147 G149 B152

R178 G187 B30

BLACK

Which file format to use?

PROFESSIONAL USE: For print, signage, merchandise etc. use the vector files ending in .AI or .EPS

ELECTRONIC/OFFICE USE: For Word, Powerpoint, Web, etc. use the files ending in. JPG or .PNG (Note: the .PNG files have a transparent background)