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Vol. 4, Issue 2 April/May 2012

The Changing Face of Media

also inside:

Tablet Battle Royal


The official publication of The Winnipeg Chamber of Commerce, in partnership with the Asper School of Business



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April/May 2012



From the publisher... level, all it does is stir our own dollars around in the same pot, when what we need to be doing is attracting new money to the province through exporting business services, products and resources. This is how we will grow our companies and our province. There is a new reality from Ottawa that provinces will need to stand more on their own. This means lowered transfer payments, which will affect Manitoba. We need to be preparing for this reality before we open a door we think leads somewhere, only to find an empty closet.

Business moves in cycles; from unbelievably busy to digging deep to improve the bottom line. The return of the NHL, the building of a new CFL stadium, preparations for the Museum for Human Rights, and international trade events such as Centrallia are all happening in our City. For many companies those sales calls from outside of Manitoba and Canada mean our City gets more recognition. This is a positive thing, because it can help to open doors that may have been closed in the past. For companies looking for the growth needed to maintain all of these great new attractions, might I suggest that looking beyond our provincial borders should become a major priority. I’ve said in the past (Dec 2011 issue) that government should be here to support business (and we all have opinions as to what degree), but we cannot continue to rely so much on government spending. At its simplest



For those companies already doing substantial business outside the province or looking at this, a good place to start is by reading our cover story - The Changing Face of Media. A discussion amongst peers in a non-competitive environment was a great way to get a sense of what we should be looking at in order to ensure that we are prepared to grow and prepared for a new reality of how information about our companies is consumed and shared. Speaking of how information is shared, we also review what tablet device might be best for you or your business. Many companies continue to make the transition of presentations, contracts, marketing materials and more over to tablets for salespeople. With the choices becoming more crowded each day, we break out some points to consider. Next issue we will have full coverage of the provincial budget and what this means to business in Manitoba.

Vol. 4, Issue 2 • April/May 2012 Studio Publications is a division of Studio Media Group. Editor Alison Mintenko creative design James T. Mitchell Contributors Susie Parker, Amanda Thomas, Dr. Sergio Carvalho, Ph.D., Alison Mintenko Published in collaboration with:




Senior Vice President Media Edge Publishing Inc. Robert Thompson President Studio Media Group Glenn Tinley Media Edge Publishing Inc. Branch Manager Nancie Privie Sales ExecutiveS Barb Pettitt 204-510-9192 Kari Morgan 204-480-4426 Nolan Ackman 204-480-4416 John Pashko 204-480-4418 Web Designer Caleb MacDonald For inquiries contact MediaEdge Publishing Inc. 531 Marion Street Winnipeg, MB R2J 0J9 (204) 480-4400 Fax: (204) 480-4420 Please retun undeliverables to the address above Publication Mail Agreement 40787580 All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the MediaEdge Publishing. Articles and information in this magazine represent the opinions of the writers and the information that, to the best of our knowledge, was accurate at the time of writing. Users of any information contained in The Counsellor are encouraged to validate that information by independent means.

To preserve the editorial integrity of our magazines, Studio Publications follows strict editorial guidelines based on those set out by the Canadian Society of Magazine Editors. To read more on these guidelines, go to, the website of Magazines Canada and head to the Advertising—Editorial Guidelines link under Advertising.

April/May 2012


Spring 12

Cover story

The Changing Face of Media 4 From the publisher

UP FRONT 6 MB Biz Report

Manitoba business movers and shakers

7 After Hours

The latest events Marketplace Magazine and friends have attended

Profile 11 The Executive Committee empowers businesses

28 Custom Cash

Custom House Currency Exchange is One of Winnipeg’s best kept secrets

Columns and Features 8 Tablet Battle Royal 12 The Changing Face

BACK PAGE 30 At the Desk of...

Gerald Boiteau, general manager, Auto Haus Volkswagen and Porsche

of Media

CHAMBER 20 CENTRALLIA 2012 Successful Matchmaker returns to Winnipeg


ASPER 24 Facilitators and

Hindrances to Charitable Giving:

ONLINE All of our magazine content and more is available online at

Learning from Consumers

April/May 2012



Information and announcements from businesses in our province

Thompson Dorfman Sweatman LLP Announces Leipsic Move Richard Leipsic, former General Counsel and Senior VP for Canwest Global Communications Corp. has joined Acumen Corporate Development Inc. as a Managing Director.

The Spirit of Winnipeg Awards 2012 The recipients of the six categories at the 2012 Spirit of Winnipeg Awards were: Charity: Siloam Mission

Thompson Dorfman Sweatman LLP Announces the Admission of Three Lawyers to the Partnership The partners of TDS Law congratulate Gerald S. Ashcroft, Lynda K. Troup and Robert W. Olson on their admission to the partnership. Gerald’s practice is focused primarily on family law, Lynda focuses her practice in the areas of civil and commercial litigation and administrative law, and Rob’s practice is focused in the areas of labour and employment, health law, and civil litigation. Don Douglas, CEO and Managing Partner of TDS Law said, “We are very pleased to announce that Gerald, Lynda and Rob have accepted our invitation to join the Partnership. These three lawyers will continue to be a tremendous asset to our clients, their practice groups and the entire firm.”

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Wednesday, May 9, 2012 5:30pm - 6:30pm CGA Association Building 4 Donald Street South

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April/May 2012

Not-for-Profit: Assiniboine Park Conservancy Start-up Business: Premiere Executive Suites Small Business: Neil Bardal Funeral Centre Medium Business: Win-Mar Freight Group Large Business: Canad Inns Innovation is about striving for better approaches and practices that contribute to the vibrancy of our businesses and our city. Innovation enriches our city, but for many businesses and organizations today, innovation is about survival. The Spirit of Winnipeg Awards are presented annually by The Chamber and BDO Chartered Accountants to six local companies, charities, and not-for-profits that have embraced change by taking a concept or idea and choosing to do things differently. This year, the Spirit of Winnipeg Awards were held March 2, 2012 at The Fairmont Winnipeg.

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Leigh Halprin, human rights advocate and Steven Raber, a partner at Fillmore Riley, arrive at the East India Company Restaurant’s Masala Mixer VI, held on March 2, 2012. Fillmore Riley was one of several sponsors of the soiree that raised more than $12,000 for the Victoria General Hospital Foundation.


April/May 2012




Tablet Battle Royal

By Susie Parker

iPad 3 vs. Samsung Galaxy vs. RIM Playbook Even a few years ago, the current capabilities of tablets were but a dream to both manufacturers and end users. One still had to rely on a laptop or desktop for complex functions. But the advent of the newest generations of tablets has upped the ante in creating a slicker, more functional experience with a broad range of applicable uses running the gamut from personal to business. Tablets are sleek, sexy gadgets loaded with a screen, camera and USB ports. Even a baby can use a tablet because they work on touch. The touch screen feature means a slick tour around apps, email, documents and more. The user experience becomes seamless as we float from business to pleasure on these thin, lightweight devices designed to give the old school laptops a run for their money. Let’s take a look at how these devices allow users to take business and pleasure on the road. The iPad poses a huge opportunity for Apple in the coming months and years. Many tech analysts speculate the tablet market could overtake the PC market. It's interesting to note that according to recent data on desktop PCs, tablets exceeded desktop PC sales in the last quarter of 2011 in the U.S. Judging by how many competitors are currently in the game, 8


April/May 2012

there is significant momentum in this space. The debut of the iPad 3 raises the bar again for a stunning user experience. Although the iPad 3 still has a 9.7-inch screen, Apple doubled the amount of pixels in display for a stunning 2048 x 1536 with a pixel density of 264ppi. This creates a superb visual experience, including sharper images and text. In

addition, the 4:3 aspect ratio display works well for browsing the web compared to a widescreen display. More content appears on the screen without scrolling, making browsing easier for the user. Furthermore, the iPad 3 has a 5-megapixel camera and features 1080p HD video recording capability. It is equipped with

iPad 3 Retina display, with a resolution of 2048Ă—1536, 3.1 million pixels at 264ppi A5X Processor, quad-core graphics 1GB of RAM 5 megapixel iSight camera 1080p video recording Voice dictation, similar to Siri without the questions 3G & 4G LTE connectivity 10 hour battery life, 9 hour battery on 4G 9.4mm thick, weighs 1.4lbs iOS 5.1

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The iPad 3 comes with an A5x dualcore processor that offers four times the performance boost in terms of graphics. It also comes with 4G LTE support in addition to the usual 3G and WiFi connectivity with speeds of up to 73Mbps. Its integrated contacts, email, and iCloud capabilities make taking business or pleasure on the road easy and seamless among other smart technology such as the iPhone. The Galaxy Tab 10.1 slate, also known as the Galaxy Tab 2, features Android Honeycomb OS, a 10.1-inch WXGA touch screen (with 1280 x 800 HD resolution), a 1 GHz dual-core Nvidia Tegra 2 processor, 32GB memory, and a set of cameras. Android lovers will find this device great for watching movies especially with the widescreen display. Unlike the iPad 3, it has a MicroSD card slot that accepts cards up to 32GB. The Galaxy Tab 2 runs on Android 4.0 (Ice Cream Sandwich). Android apps are starting to build up and help enhance the overall user experience. If you already have an Android phone, you will find the Tab 2 easy to use and navigate. Android puts the power of app creation in the hands of any developer and the

winner is the end user. Those techsavvy users will be able to mold the Galaxy Tab into a highly personalized tablet experience, and configure it to handle tasks and functions that the locked down iPad 3 will not allow. While some users prefer the security of Apple for this reason, if you value flexibility, configurability, and the ability to control many characteristics of your device, Android may be the right choice for you. The PlayBook is a terrific companion for your BlackBerry especially if you are looking for top-notch web browsing and multimedia capabilities. The web experience on the PlayBook is excellent. Many websites still require Flash or Javascript, which are incompatible with Apple products—a distinct advantage here. In terms of Flash, the implementation is significantly smoother and more stable in comparison to Android. The PlayBook handles HTML5 quite nicely, too. This is the first mobile device that provides something close to the full desktop Web experience. The number one single complaint about RIM’s PlayBook continues to be that it does not come with native email, calendar, and contacts apps (RIM claims it will add these features in the next version). PlayBook users are steered toward the Bridge feature that connects


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Over nine decades, The Winnipeg Foundation has been built by contributions from donors of all walks of life. To me, this is best demonstrated by looking at the first two gifts ever made to our Foundation. The first was $100,000 from William Forbes Alloway, a Winnipeg banker and entrepreneur who established our Foundation in 1921. Three years later, an anonymous contribution of three gold coins, each worth five dollars, arrived at the Foundation. This story illustrates that it’s not the size of the gift, but the act of giving that’s important. This is what makes our organization a community foundation. Our Foundation continues to offer one of the lowest fund thresholds among our peers across the country. We strive to make giving accessible and dispel the notion that philanthropy is only for the wealthy. Last year we launched a new program, which we call “Sharing Circles.” The idea is to engage groups of like-minded people (friends, colleagues, associates) to contribute to a fund and share in grantmaking decisions. In turn, the Foundation provides support and augments the Circle’s granting. It’s a great idea and, with four new Sharing Circle funds established at the Foundation last year, we’re pleased to see it gaining momentum and supporting local charities. To make a gift or for more information, visit our website at

April/May 2012



to a BlackBerry smartphone and then use its email, calendar, and contacts on the PlayBook’s larger screen. However, the actual data never resides on the PlayBook. It remains locked down in the BlackBerry phone, which may be a benefit for users that require tight security. The surge in popularity of tablets reached a new peak when Apple unveiled the iPad 3 in March 2012 reportedly selling more than 3 million units in the first week with customer satisfaction ratings at an all time high. Sales of the iPad 3 are now expected to reach 13.8 million, a hefty jump from the 10.1 million forecast earlier. In comparison, the Samsung Galaxy Tab 2 (10.1) launched in July 2011 (the next generation version has been dogged by OS issues) and continues to impress both users and reviewers. BlackBerry parent company Research In Motion (RIM) remains a strong competitor. Its attractive price point makes it an easy sell to users eager to enter the tablet space.

BlackBerry PlayBook OS: QNX, BlackBerry Tablet OS with symmetric multiprocessing Processor: 1GHz dual core Texas Instruments OMAP4430 RAM: 1GB Storage: 16GB, 32GB, or 64GB internal Display: 7-inch WSVGA, 1024×600 Battery: Lithium-ion 5400 mAh Ports: Micro USB, Micro HDMI, 3.5mm headset

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As a leadership development organization, The Executive Committee (TEC) was formed to champion and support CEOs in Canadian business. TEC Canada was established in 1985 by Dr. Lynn Tanner, who had the vision of providing good senior leaders with support to become superior CEOs. TEC Canada was modeled after Vistage International, an organization with 14,500 international members that helps business leaders surpass their competition. TEC is first and foremost a learning organization for the forward thinking CEO. They supply all the tools necessary to create innovative and empowering leaders to uplift Canadian businesses. Since inception TEC Canada has grown to nearly 900 members and 80 exclusive groups. The TEC model relies on a confidential group forum where leaders from a variety of different industries can come together to push the boundaries of their success, both professionally and personally. Each group is led by an accomplished mentor, referred to as a Chair. Within these groups, there is complete confidentiality, much like an unofficial board of directors. Provocative business experts are brought in to share their expertise. TEC Canada is operational across the country and Manitoba is home to 70 unique members. Our province also boasts three TEC Chairs: Ken Sontag, Lynn Bishop, and Barry Bernhard. Each Chair is responsible for executing a monthly, full-day peer group session. Peer meetings have become an astute key of member’s successes. TEC members have been known to experience a sort of isolation at the CEO level, and having a group of peers to problem solve and brainstorm with is an invaluable asset. Chairs also meet with each individual group member in a one-on-one setting for continued confidential support. Additionally all of TEC’s members across Canada have access to presentations by world class expert speakers. TEC has a proven track record and over 30 years of experience making it an esteemed tool for executives. Members acquire a yearly membership and most stay with TEC for seven to eight years, gaining extensive knowledge and skills throughout the TEC leadership learning model. TEC offers members the opportunity to perfect their decision making skills and become exceptional leaders. TEC is truly the

only organization of its kind operating in Canada focusing on business executives. TEC’s sole vision is to accelerate the development of Canadian business by creating outstanding 21st century leaders who champion innovation, collaboration and empowerment. TEC’s unique executive level support and mentoring system is something every CEO can benefit from extensively. To learn more and get involved, visit

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The Changing Face of Media By Alison Mintenko



April/May 2012

Is there still a place to be traditional amidst the surge of social media? As many companies look to outside markets for business, one of the first steps is to look at your current marketing strategy and what it will take to expand into international. Having properly developed websites, collateral that resonates (print, online and mobile), and a social media strategy are all key. The point is to know who you are, what your brand is and what it says to prospective customers. We brought some of the top marketing minds together to discuss the current status of media and some ideas for the future. Taken directly from unscripted responses, we openly discussed some of the challenges and highlights that result when a great marketing plan is executed.

As you prepare to grow your business, take the time to call one of these experts to at least have the conversation about your current and future marketing efforts. Your investment will be well worth it. Ryan Hart – mf.1 Derek MacDonald – Think Shift Advertising Robert Mensies - Edge Business Strategies Barrett Peitsch - Fusion Communications Koen Reynaert – McKim Crinigan George Colin Whitney – Think Shift Advertising Leighton Wiebe - Fusion Communications Dave Wilkie - Fusion Communications

Video of this discussion can be found at Glenn: Traditional media – where do you see traditional media being? Is there still a place for magazine, radio, whatever that might be? Where is that in the hierarchy? Leighton: For us it always has to start with our client, with our brand, and with our audience. I wouldn’t rank any one media over any other right now. Our clients have such a diverse range of needs. Our traditional media business is still growing. The demand is always there. Ryan: I think it’s comfort level, too. Time and again people start with traditional because that might be where their comfort level is, then you go on to their needs and their reach. That’s when the conversation may evolve to ‘Maybe traditional doesn’t really suit your needs.’ Then you’re getting to other areas. I think essentially it’s a starting point. Derek: We’re finding that a lot of our clients are panicking. ‘Where is social? We need to be social,’ and it’s not necessarily the right thing to be thinking or panicking about.

Glenn: So clients are coming in and saying ‘You want us here, but we think we need to be here.’ How do you defend that? Dave: Just two years ago we weren’t being pushed by clients to get into social media or pay per click - we were pushing them where we saw opportunity. Now we’re finding that they’re expecting that to be in the marketing mix, and yet they don’t quite understand it very well. Leighton: They often don’t understand what the real cost is. They have no idea, in particular, about the human cost. What you’re not paying out in commissionable media, well now there’s a human cost there, because if you’re going to do that, either we’ve got to have people in-house to do that, or you have to start hiring now to staff that. You’re creating complexity and difficulty. Derek: I think at the end of the day, it’s about understanding what the problem is and finding a solution to that problem. Whether it includes traditional or social or whatever else, let’s find out what the problem is first. Let’s not just assume we need to do social media. April/May 2012



Koen: I think there’s also an evolution of the definition of traditional media as it is evolving towards an integration with the social media component. It will be all together after a while. The way traditional media will be used more in part in engaging the consumer or customer you’re after. Ryan: I think we have a responsibility to help educate them on the negatives as much as the positives. If you want to open that Pandora’s box of Facebook, you need to talk to people. It gives people the opportunity to say as much negative about you as it is good. They truly need to understand that investment of time. Leighton: And as you open that dial up, you’re also making a promise. And if you don’t support it, not only have you not given them the voice that they potentially want – you’ve lied to them. Dave: There’s some level of honesty that’s now coming out. You can’t promote a brand that’s not realistic anymore. You can’t make up some TV campaign that’s exciting about those brand attributes, and then people try the product and go ‘This isn’t exactly what I expected.’ They had no place before to really tell you that. Now they do. Now you have to be honest – your brand has to be exactly what they would experience, otherwise they’re going to nail you on it. Colin: We’ve found that we’ve had to do a lot more brand checks. ‘Is your brand healthy enough to even sit in those spaces?’ Glenn: So if it’s not, how do you then say to them ‘We can take you down that path, but you might not like what you get.’? Barrett: We almost have to scope the social media first. ‘Why are you on social media? What will you do? What won’t you do?’ It’s almost turned into a customer service channel, but if you’re not prepared to integrate that with your customer service offering, it’s really a detriment. Colin: Doing anything just to do it isn’t a solution – there needs to be a reason. At the end of the day, what’s your goal? What can people get out of it? Ryan: On one side, if you look at the options that are out there to get your brand out, coupled with a lot of companies looking inward to say ‘Okay, now how am I going to spend that dollar?’ You bring in a company like one of ours, and we ask a couple quick questions about their brand and what they want to get out of it, and they quickly realize they can’t articulate that. 14


April/May 2012

Leighton: And it’s a much broader conversation than it used to be because of all the points of access that people have into your client’s brand; you have to look at a lot of things when you’re assessing. Glenn: So does the term “ad agency” even apply anymore? Leighton: Well we’re an ad agency, yet we’re bringing in HR consultants. The role that we as an industry play is definitely changing, and we’re looking into our client’s businesses like we’ve never done before. We’re having to be so much smarter as a group. We’re having to draw on so many more different disciplines to make that happen, but it’s because of how much the doors have opened into those brands. You have so many more channels that you really have to keep a close eye on. Colin: And that is the future, isn’t it? That’s the brand stuff. We have to become better brand stewards for our clients, because they’re going to do this stuff by themselves. They’re going to look at the cost of social media consulting and the internal management stuff and say ‘We’re going to do this on our own.’ Koen: But that’s always been the case with traditional media. There have always been a lot of companies that wanted to keep everything in house, and the more complicated it becomes, the more chance to ask a communications agency because you’ve got so many different people that can service them in different ways and with different approaches that they can’t probably can’t know it all anymore, so they feel more comfortable giving some of their services away to a communications agency. Glenn: Are you sensing that people are getting away from the ‘We’re going to do it ourselves’ mentality? Colin: It’s been a funny roller coaster ride. At first it was ‘Social media – who needs that? That’s crazy.’ Then it was ‘Get me some, get me some!’ Now it’s more ‘Okay, we’re not sure what we’re doing.’ Dave: You look like their solution to it if you present right. If they haven’t really touched it too much and all of a sudden you tell them that you’re managing social media for this number of clients and you’re actually going deep and managing the voice of the messaging, they go ‘Wow, you can do all that?’ and so it becomes an in to that company through social media. You can start to work with them there and then expand.

But back to expanding into other areas of HR consulting – when we start to do that, we start to compete with the CA firms. The CA firms do everything but marketing, but some of them now are starting to do marketing. But they have different terminology than we do, and they’re 10 times larger than the largest advertising firm. That’s a scary thing in that if they start to take marketing in and they already do all the rest of the stuff, or if we start to take the rest of the stuff in, we’re going to be up against competitors that are 10 times our size. Glenn: Well everything consolidates at some point. It grows up, consolidates, and grows a bit more. Is this the consolidation for agencies or marketing or communications firms to say ‘We need to take on more to offer clients,’ which leads us to ‘Do we need to be looking at who else is out there that we can partner with?’ Leighton: It raises some really fundamental questions, because one of the questions we’re facing these days is how not to become a mile wide and an inch deep. There’s always new stuff, and there comes a time where you’re not doing it well anymore. And even in terms of partnering, you have to be careful how far you extend your reach, because you can come to a point when you’re actually losing touch of what YOU do well and the values that you’re supposed to add. Glenn: How do you take small businesses that say they have no budget? There’s always a budget for something. How do you deal with the small business, then deal with the larger organization? Robert: I think you try to communicate that they need a plan or a strategy, and when that strategy is being developed, you go into it knowing what budget limitations you have to face. So you build that strategy knowing you’re not building it for the six o’clock news. So many clients want to do this or do that, and it’s just a one off thing. Most businesses can afford to have some sort of a strategy developed. Koen: That’s the other thing – not everyone is ready for this. You have some clients that only have money for one execution and that would be their budget. The larger clients are more open to it, but not everyone can do it. Ryan: With small or large business, what social media has done is open up the door for the new bar in marketing through new avenues, whether that be the experiential side, or the partner marketing side, but

people want to get information. ‘What can we do to get more information about our potential consumers? And then speak to them directly.’ In the past you had that real one-way conversation, whereas now, social media has opened up this whole two-way conversation. How you do that through other means, outside of social media? But it’s still based on the pillars of what you got out of social media. Glenn: So the small companies, rather than doing it themselves, could focus in on ‘How do we start the conversation?’ Ryan: Absolutely. You might not have the dollars and cents for a company like one of ours to come to the table and say ‘Okay, we can do this for you’, but if someone says ‘Okay, I’m on Facebook‌’ Well okay, so what’s your plan? Or, ‘I’m on Twitter.’ Okay, what’s your plan? Maybe we can help you. You can go execute it if that’s all your budget will hold, but you need that fundamental plan about how that conversation will evolve.

Derek: It also comes down to knowing your audience. Companies should know their customers better than any of us, so let’s get those insights. They have that information already. It’s just a matter of pulling that information out and presenting it back to them in a way that is usable, and in a way they can act on.

channels in a way that’s relevant to each of those channels.

Barrett: Social media and experiential marketing really complement each other so well, because the average person’s Facebook page is not reflective of their real life, it’s reflective of their ideal life. So if you’re giving them an experience that Glenn: So things like experiential gives them a certain level of prestige or marketing, event sponsorship, partner cool factor or credibility, they’re going to marketing – how do you blend that? want to share that because it completes that perception of themself, so the trick, Colin: The story has to remain intact. It’s Š 2012 Porsche Cars Canada, Ltd. Porsche recommends seatbelt usage and observance of all traffic laws at all times. Optional equipment shown is extra. I think, is to find something that is just making sure you’ve got the right narrative, then applying that over multiple connected to them, that gives them that

Š 2012 Porsche Cars Canada, Ltd. Porsche recommends seatbelt usage and observance of all traffic laws at all times. Optional equipment shown is extra.

Š 2012 Porsche Cars Canada, Ltd. Porsche recommends seatbelt usage and observance of all traffic laws at all times. Optional equipment shown is extra.

Derek: I think at the very least we can provide clients, large or small, with a general roadmap of where they’re going and what the general plan is to get there. Something they can refer back to so they’re still on the right path. Something that will allow for measurement and adjustment, but certainly something that has a longer term in mind. Colin: This stuff has opened up the doors – people are doing it themselves whether we like it or not, and you’re probably a role in education in helping them along. Derek: Well because it worked for someone, doesn’t mean it’s going to work for you. So there is still this DIY approach to it. It’s a series of measured experiments really. But at the end of the day, it’s still relatively new – it’s only five or six years old and no one has all the answers. Leighton: I know for us, since we started teaching social media as a strategy until now, we look back and think ‘Oh my goodness, how could we have been so naĂŻve?’ So it worked in case one, but in case number two, with a different brand, it doesn’t work. So in terms of strategy, there’s a lot of opportunity for us as an industry to provide intelligence. You can pay for strategy, but you can’t pay for execution. Bring someone in who is capable of analyzing your situation, and then you’re going to get really good value for your dollars, and then you can potentially act on that yourself.

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Nothing has changed. Except everything.

The new 911 has arrived. Redefining the standard, as it always has. More than 90% of its parts are completely new or significantly re-engineered. But behind it all, the same race-bred passion that has defined every 911. The new 911 has arrived. Redefining the standard, as it always has. More than 90% of its parts are completely The new 911. Reduced weight,re-engineered. lower fuel But consumption and increased improved new or significantly behind it all, the same race-bred horsepower passion that haswith defined every 911.stability and driver comfort. Reduced weight, lower fuelsubstitute. consumption and increased horsepower with improved stability and driver comfort. Porsche. There is no Porsche. There is no substitute.

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April/May 2012





Getting more out of your R&D. Thinking forward means developing a strategic tax plan to maximize your Scientific Research & Experimental Development ( SR&ED) tax claims. It’s about ensuring you’re not leaving money on the table when it comes to your innovative R&D efforts. As members of MNP’s Winnipeg tax team, our SR&ED specialists and tax professionals partner with you to assist in identifying eligible projects and related expenditures. Helping you maximize your tax credit entitlement is one more way that MNP can help your business stay profitable and on the cutting edge. Move your business forward. Contact John Visser at 204.336.6234 or




Left to Right: Ed Bergen, SR&ED Financial Specialist, MNP, Darren Stevenson, Vice President Finance, Palliser Furniture, Jason Boblinski, SR&ED Engineering Specialist, MNP, John Visser, SR&ED IT Specialist, MNP, Andrew Willms, Vice President Operations, Palliser Furniture

Never leave money on the table Maximizing tax incentives for innovation in a global market. In a competitive global marketplace, it takes more than quality products and a good reputation to succeed. It also takes a commitment to design and innovation. Darren Stevenson knows that, and it’s why Palliser Furniture has made research and development a fundamental part of its operation. With a head office based in Winnipeg, this international furniture manufacturer has been in business for more than 65 years. “The upholstery side of our business is constantly looking for innovations on the product side, because, quite frankly, it is a very competitive world out there,” says Stevenson, Vice President, Finance. There is a cost associated with any research and development project but maximizing applicable tax credits is a smart way for businesses, like Palliser, to augment their spending. That’s why they have made applying for the Scientific Research and Experimental Development (SR&ED) tax credits a part of their corporate tax strategy. “The more colloquial way of referring to it is tax credits available for research and development, innovation, technology or manufacturing innovation,” explains John Visser, MNP SR&ED technical specialist who works closely with Palliser. “The value to companies is they are being rewarded for the risks they’re taking to advance technology.” Maximizing your credits is “absolutely critical,” says Stevenson. “In today’s world, cash flow and access to funds are imperative to grow and to take advantage of opportunities. I’m of the opinion that you never leave dollars on the table—especially when you have to spend them and the government is willing to help you do that.” The first step to making the most of SR&ED credits is identifying if your projects qualify. Many businesses don’t recognize when there is eligible SR&ED occurring within their business unless they have a dedicated R&D department. Even then, businesses often don’t recognize the breadth of what they can claim.

By Abby Miller

The second step is producing documentation and evidence to support that eligible work was done and eligible expenses were incurred. A SR&ED specialist will not only help you identify opportunities, they can help put together the necessary documentation, track eligible expenses and ensure you maximize your credits. “MNP’s local team of SR&ED specialists are able to draw upon specific skill sets available within our national team. Through our teams in-depth understanding of technology and engineering, we’re able to match eligible client activities with SR&ED program policies to realize maximum benefits for the client and compliance with the program,” says Visser. “CRA has stringent documentation requirements to support claims. These regulations can be difficult for small and medium-sized businesses to achieve. Without help, many companies will quickly run into roadblocks with their claim that may prevent them from realizing their full claim potential.” Visser and local MNP specialists have worked with the Palliser team on product innovation projects, as well as custom technology development eligible for SR&ED credits. “Palliser has decided it’s in their best interest to develop their own technology solutions. They’re taking the risks and then benefitting from them —not only from the end result when they are successful, but in terms of tax credits that help them continue to be innovative,” says Visser. MNP had been working with Palliser on tax compliance and related issues for several years when the relationship evolved to include SR&ED work. “MNP has a really good SR&ED team and they seem to really understand our business and how to get dollars out of these programs,” says Stevenson. The key thing, he reiterates, is to “never leave money on the table” and working with MNP will help ensure they never do.

To find out what MNP can do for you, contact John Visser at 204.336.6234 or

Barrett: I’m always surprised when I go to a conference for our industry and they’ve got the tweet-stream going. People are very good tweeters – you either laugh or it’s insightful – and some people are just recycling content and not interesting. And it’s the same thing in business – can anyone do social media? Yes. But some people are just way more engaging. Colin: That brings up social media again. It’s given people the ability to expose bogus product, so if you’ve got a really bad product, service or organization, even if you don’t communicate well or even if you do communicate well, nobody is going to care. Even focusing in on that and making sure that if you’re helping a company or consulting or promoting or even shaping a brand; making sure that their actual product, service or organization is something worthy of advertising. Dave: You can get a super boost using the free tools out there and get your name

Ryan: I think it’s what Dave said earlier: it’s about being honest. You’ve got to be honest up front to what you can do and who you are for it to be successful.

Glenn: Have any of you had the experience of something like Old Spice, where you think something is going to work and then it absolutely takes off, or you think it’s going to do great and then it bombs? A fast growing company is fantastic, but you still need to manage the fast growth.

Leighton: That’s knowing your audience, and then knowing your channels.

Glenn: How do you reach that older demographic that is not on Twitter and Facebook? The younger demographic are all over it, but how do you manage that?

Ryan: I think there’s a misconception out there to an extent from the business side of things, that the older demographic doesn’t buy into it. We like to say it, but research shows otherwise. And they’ve got the disposable income.

Ryan: I think that goes back to the brand consultancy right at the beginning. If you can’t truly understand yourself at the beginning, then you can’t give the information out for a campaign or any sort of marketing initiative to make it successful. We need to understand that: ‘What are your goals? What is your capacity?’

Glenn: So, when something maybe goes wrong, is it you that goes back to the customer and says ‘We’ve got a problem here’ because you’re monitoring their stuff for them? Koen: That’s when PR should come in to help the job.

Leighton: It’s all understanding those variables. Beyond that, if you’re successful, you’re probably lucky. If you can’t get that information, real success is out of reach.

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Dave: I think that’s when it’s in the testing. You’ve got to test things with all sorts of devices. If you go out there with one component not working, you can’t


Glenn: Do you think the average consumer is really seeing what they’ve done?

all over the world and websites, but it’s the plan and the sustaining part of it that you really need to focus on. That’s a little bit scary – that whole free aspect – but maybe that’s something that we need to do: charge a fee to try those avenues before they spend money, and that would also bring in those smaller companies that don’t have a huge budget.


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Barrett: I think one of the challenges Ryan: If you look at culture in business, is, if the person that’s managing that, they’ve got flex schedules and more and more whether they’ve paid someone to do it or they’re getting away from that start work at whether they’ve got someone internally, nine and get off at five – it’s evolution. So that person has to have some degree when it comes to social media, that plays into House Currency Exchange WHAT DOES EVERY ofCustom authority or decision-making power, those conversations – it’s a cultural discussion – A otherwise Western complaints Union Company, because are coming as the culture relates to your brand. TRAVELLER NEED? offersin fast andcan’t convenient currency but you really address them. exchange, Leighton: If no one is active in it, you’re as well as other helpful Derek: That’s part and parcel with going to miss an awful lot. We get more Western Union services engaging House in that media to beginExchange with. You information passed around the office that Custom Currency have to knowHouse what to expect,Exchange what to do Custom Currency – A ifWestern Union Company, offers fastcomes in the door that way – valuable this situation arises – allCompany, those things plus currencies – 100 A Western Union information – that if there was that kind of and convenient exchange, need putcurrency in place ahead of time soas well offers to fastbeand convenient currency exchange, restriction we’d miss an awful lot. as wellWestern as find other helpful you’re helpful notBuy-back trying to out what to do at guarantee as other Union services Dave: I think it depends on who’s Westernyou Union services the time because already know. running the company. If productivity is 100 plus currencies Online Services Barrett: But 100 therefor arenon-cash still a lot oftransactions other dropping, engineers running a company, plus currencies Buy-back guarantee companies where maybe Facebook might or the accountants running a company, Union Money Buy-back guarantee be Western banned company-wide. TheyTransfer see it as Online Services for non-cash transactions are probably going to say to lock it down Payment a waste and of time, where inServices my job, I’ll use because they don’t understand it anyway. Western Union Money Transfer Online Services for non-cash transactions Facebook to do quick research. Over time though I think it will just be and Payment Services Western Union Money Transfer Glenn: So how do you educate the CEO Visit our and Winnipeg Branch today! everywhere, like the phone. Payment Services of a company that doesn’t want their staff Visit our Winnipeg Branch today!Glenn: How do you keep up? What’s the Mention this ad to on receive preferred rate. using social media theiracomputers Mention this ad to receive a preferred rate. difference between Facebook and Google+ Visit our Winnipeg Branch during the day, but that want youtoday! to create and marketing on those things? Do you 243 Portage Avenue Mention thisPortage ad to receiveelse a preferred rate. a campaign everyone who’s on it? 243for Avenue separate them out, or do they go into the P: Portage 987.6000 Robert: It comes down toAvenue brand culture social media bin? P: 987.6000 243

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Derek: Well that’s what our clients depend on us for; to have that knowledge. The worst thing in the world is to have a client say ‘I heard about this new thing, have you heard about it?’ We have to be ahead of them, so we have to know what’s coming up and what the uses of that are, and how that could potentially benefit the client. Glenn: So two years from now, where is traditional media? Every conversation is leading back to social media. Koen: It won’t die in two years - maybe 10 years? There’s always a way of using traditional media with a new component. Dave: Things can change so rapidly though, that I’d caution about even thinking two years ahead. The changes are dramatic that are happening. Leighton: The pie is just going to be sliced into a lot more pieces, and they’re all going to be smaller, and those pieces will vary with time. It just allows us to do a better job – what it means for us as an industry is that we can target more and more effectively to our audiences, we can tailor our messaging and be responsive in ways that we never could before.

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t was like having his best friend set him up on a blind t was having his best friend set him up on a blind date.


Successful Successful Matchmaker Matchmaker Returns to to Returns Winnipeg Winnipeg

Two years ago, Neil Krovats, president of Clearline Two years ago, Neil president of Clearline Technologies, wasKrovats, introduced to a business consultant Technologies, introduced to a business consultant at Centrallia was 2010, an international business-to-business atforum Centrallia an international business-to-business held2010, in Winnipeg. forum held in Winnipeg. “The consultant helped us increase our plant’s “The consultantbyhelped uscent, increase plant’s productivity 100 per and our even better, the productivity by 100 per plant cent, and evenus better, the over $1 improvements to our allowed to secure improvements to our plant allowed us to secure over $1 million of new business,” Krovats says. million of new business,” Krovats says. “Centrallia was world-class from start to finish. I wouldn’t “Centrallia was world-class from startfortoWinnipeg finish. I wouldn’t miss it!” he says as plans progress to again miss it!” he says as plans progress for Winnipeg to again host Centrallia from Oct. 10-12, 2012. host Centrallia from Oct. 10-12, 2012. Darryl Gershman, owner of G2 Logistics Inc., says he too Darryl Gershman, owner of G2 Logistics Inc., says he too developed new relationships through Centrallia, which developed new relationships through Centrallia, which was often referred to as speed-dating for business. was often referred to as speed-dating for business. “We were finally able to meet with a key decision-maker “We were finally able to meet with a key decision-maker of a large supplier we had been trying to meet for some of a large supplier we had been trying to meet for some time,” Gershman says. time,” Gershman says. Eric Liu, a business development specialist with Manitoba Eric Liu, a business development specialist with Manitoba Agriculture, Food and Rural Initiatives, also talks about Agriculture, Food and Rural Initiatives, also talks about the opportunities that could result from hooking with the opportunities that could result from hooking upup with



April/May 2012

“If partnerships are formed, Manitoba will be an ideal location for an insulation processing plant representing $10 million in new investment, as well as significant job creation,” Liu says. Fraser Murie, project leader for Bristol Aerospace, adds that by participating at this forum, not only did Bristol meet delegations from different international markets, but it was also able to develop “some interesting contacts” with suppliers from the local market. Centrallia co-chair Mariette Mulaire, CEO of ANIM, Manitoba’s Bilingual Trade Agency, says Centrallia is a unique opportunity for Manitoba businesses to get “noticed.” “It is clear Centrallia works. More than 80 per cent of those who participated in 2010 said their attendance resulted in new business, and more than 90 per cent said they would participate again.” The concept is simple. Over the 2 ½-day forum, up to 14 one-on-one meetings of 30 minutes each are arranged in 13 targeted sectors: advanced manufacturing, transportation and logistics, transportation equipment manufacturing, agribusiness and food processing, aerospace, life sciences and biotechnology, information and communications technology, film, new media, gaming and the arts, tourism, energy and environmental industries, education and training, building products and mining and minerals. Participants choose the companies they meet with based on profiles submitted when they register and published in an online catalogue. Proprietary software does the “matchmaking” and works out times slots for the meetings. Mulaire and co-chair Dave Angus, president and CEO of The Winnipeg Chamber of Commerce, along with their team, have put a lot of effort into the selection of international delegation leaders, typically trade development organizations and chambers of commerce. They are responsible for ensuring that the right type of companies come to the event.

The list is impressive and growing. Currently, more than 50 delegation leaders from around the world are busy recruiting export-ready small to mediumsized companies to represent their city

More than 80 per cent of those who participated in 2010 said their attendance resulted in new business. or economic region at Centrallia 2012. The countries represented are many and currently include Belgium, Cameroon, Chile, China, France, India, Mali, Mexico, Morocco, Russia, Senegal, the Netherlands, United Kingdom, the United States and economic regions from across Canada. “Any Manitoba company looking for international buyers or partners, or even just wanting to see if there might be international interest in their products or services, should strongly consider attending.” Mulaire says, adding early-bird

registration, until May 31, is $900 per person and after that, it goes up to $1,100. Registration includes the business-tobusiness meetings, roundtables on mining and water and clean technology, as well as industrial tours (MacDon Industries Ltd., Richardson Centre for Functional Foods and Nutraceuticals, Bristol Aerospace Limited, New Flyer Industries Inc., The Food Development Centre, Manitoba Hydro and the Composites Innovation Centre). A highlight of the event is a keynote address on Oct. 10 by Malcolm Gladwell. Known for his paradigm changing ideas on contemporary society and business, Gladwell is author of a number of best sellers including Blink, The Tipping Point and Outliers: The Story of Success and since 1995, he’s been a staff writer for the New Yorker Magazine. Inspiring, brilliant and completely entertaining, Gladwell was named one of Time Magazine’s 100 Most Influential People. Gladwell tickets are part of Centrallia’s registration package, but the general public is also invited to come out and listen to him. Tickets can be purchased through Ticketmaster.


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April/May 2012




Manitoba Manitoba BOLD High School Conference BOLD Hig



early 120 students from 11early city high schools participated 120 in The students Chamber’s from 11 city h Manitoba BOLD high school Manitoba conference, which encouraged students BOLD to share their high school con ideas for creating ideas a better world for all for Manitobans creating and making Manitoba a coola place better world for to live. They came to up withlive. some great ideas. They One idea that caught came everyone’s attention up with some gre was to organizewas a community service to flash organize mob and to become the Flash Mob a Capital community servic of Canada. Students of alsoCanada. wanted better transportation; aStudents safer, cleaner and greener also wanted be downtown; anddowntown; more to do, including bigger malls and an and indoor water park. more to do, includin

BOLD Day at the Legislature Aw SpiritSpirit of Winnipeg AwardsofManitoba Winnipeg


n April 4, Chamber Chair Brian Bowman and CEO Dave Angus led a delegation to the Manitoba Legislature, where a dozen meetings were held with MLAs, Cabinet ministers and deputy ministers.

During last fall’s election, The Chamber released a Manitoba BOLD platform that Chamber Chair Brian Bowman; Clean Energy included more than 70 policy BOLD Action team member Hank Venema (IISD); recommendations in six key Leo Ledohowski, Leo president Ledohowski, and chair of Canad Inns, president and chair of Canad In Hon. Gord Mackintosh, Minister of Conservation and accepts award accepts for large business award for areas. large business Since then, The Chamber Water Stewardship; Clean Energy BOLD Action team has expanded on those BOLD member Curt Hull (Climate Change Canada); and he Spirit of Winnipeg he Awards Spirit are presented of ideas, Winnipeg Awards are focusing on education, Chamber President and CEO Dave Angus visit pr during Manitobaand BOLD Day at the Legislature annually by The Chamber annually and BDO Chartered by The Chamber BDO venture capital and a clean Accountants Accountants to six local companies, charities and to six companies, ch energy strategylocal for Manitoba. not-for-profits not-for-profits that embrace change by taking that embrace change The Manitoba BOLD Day at the Legislature was an opportunity to open a line by a concept a or idea concept and choosing to do things or idea to do t of dialogue and and share thosechoosing BOLD ideas with government officials. differently. differently. Innovation enriches our city, but Innovation enriches our city Officials were extremely receptive to the Manitoba BOLD process and found for manyfor businessesmany and organizations today, businesses and organizations common ground with The Chamber when it came This to recommendations on a innovation innovation is about survival. This year, the Spirit ofis about survival. year, t clean energy for strategy andinnovation entrepreneurship in Manitoba. Winnipeg Winnipeg Awards for innovation were presented Awards to: were p


Charity: Charity: Siloam Mission Siloam Mission

Mayor’s State of the City Address

Not-for-Profit: Not-for-Profit: he City of Winnipeg, “dead last” in Canada when it comes to access to growth revenue, deserves Assiniboine Assiniboine Park Conservancy Park Conservancy a better funding deal, Mayor Sam Katz told a Chamber audience of about 1,000 people at his


eighth state of the city address. Start-upStart-up Business: Business: Premiere Premiere Executive Suites Executive Suites

“There simply is not enough to fund a great, modern city,”

Katz said, adding the construction of new roads, community Small Business: Small Business: centres and other infrastructure is not sustainable with the Neil Bardal Neil Funeral Centre Bardal Funeral Centre current level of provincial funding.

MediumMedium Business: Business: Win-MarWin-Mar Freight Group Freight Group However, Katz showed he’s prepared to help the needy in the Large Business: Large Business: Canad Inns Canad Inns 22


April/May 2012

community by contributing 50 per cent of the net proceeds from his State of the City Address to two charities - Ka Ni Kanichikk and Resource Assistance for Youth.

April/May 2012



Facilitators and Hindrances to Charitable Giving: Learning from Consumers

Sergio Carvalho, Ph.D. F. Ross Johnson Fellow Associate Professor of Marketing Asper School of Business University of Manitoba

Statistics Canada reported that 5.7 million Canadians contributed a record high at 8.3 billion dollars to charities in 2010, a growth of 6.5 per cent over the previous year. While charitable assistance to those less fortunate than us is an undeniable part of the Canadian value system, the decision of how much and who to help is not an easy one. The objective of this article is to bring together research from the domains of philanthropic giving and behavioural decision-making to examine internal and external pressures that are potential facilitators as well as hindrances to consumers’ charitable assistance.

Sacrificing the “Self” to the Benefit of “Others” Charitable giving is here characterized as a social dilemma decision. Social dilemmas are situations in which people face a conflict between personal and others’ interest. Donating money to charities implies trade-offs between personal welfare, or the welfare of those close to us, and that of others. Faced with such dilemmas, factors that seemingly mitigate the need of others—for example, perceptions that a social cause is undeserving or does not warrant selfsacrifice—may act as added incentives for consumers to tip the balance in their own favor. Conversely, factors that increase the importance of the helping behaviour—for instance, empathy towards the unfortunate or social influences—may become important motivators for tipping the balance toward helping others. In this article, we present six different factors that in isolation, or in combination with each other, influence people’s decision to sacrifice the self to the benefit of others.

Personal Impact: “One” vs. “Many” North Americans are considered to be individualistic societies. We do not want to be one more, we want to be the “one.” Thus, making a small impact (e.g., helping a specific one) can be a guarantee that we are indeed the direct cause of the gooddeed. That is, the homelessness cause might be too big for a small donor, but helping “Joe Smith,” a specific homeless, is a more attainable and quantifiable 24


April/May 2012

personal impact. Many experiments in the behavioural decision-making literature attest to the fact that people are more sympathetic and prone to help an identifiable victim than a mass suffering. For instance, in a field experiment conducted by Small, Loewenstein and Slovic (2007), participants were given the opportunity to contribute up to $5 to a charity called “Save the Children.” A group of participants was exposed to the photograph of a 7-year-old girl from Mali, named Rokia. Another group was exposed to statistical information about the scope of poverty in Africa. Contributions raised by Rokia’s photograph were significantly higher than contributions raised by the statistical information of the scope of poverty in Africa. Similarly, Kogut and Ritov (2005) suggest that a victim identified by a name and picture raises more sympathy and donations than a group of eight identified victims, and more than a single unidentified victim. Potential reason: A specific “one” is more tangible, attainable, concrete, sympathyprovoking, and allows for a more direct personal impact.

Personal Efficacy: “Can I do that?”

“Among the types of

Why does it seem easier to raise donations when asking $1 per day than $30 a month? Why are people more willing to respond to a request for donations to Easter dinners for the homeless at $2.58 a piece than to a request for donations to the homelessness cause in general? One of the answers for these questions is in the notion of perceived efficacy, the conviction that a person can successfully produce a desired outcome. $1 per day or $2.58 for a dinner seems to be quite accessible. Money is a major accounting unit and therefore, smaller numbers are more reachable. From a consumers’ perspective, smaller installments make the purchase of big-ticket items more affordable. Moreover, as money leads people to an economic utility mindset, $2.58 for an Easter dinner seems to be quite cheap for the impact that it can have in the life of a needy person.

thoughts that affect action, none is more central or pervasive than people's judgments of their capabilities to deal effectively with different realities.” (Albert Bandura)

April/May 2012



Psychological Distance: “Closer” vs. “Distant” Aren’t needy children needy children, independent of where they are from? If so, why are people who live in Manitoba more willing to give money to needy children in Manitoba than in Saskatchewan or any other province in Canada, even if the children in those other provinces are said to be equally needy?

"If I look at the mass I will never act. If I look at the one, I will." (Mother Theresa)



April/May 2012

One of the reasons for this kind of response can be found in the literature on “psychological distance.” This literature suggests that people utilize their “social, spatial, temporal, or conceptual distance” from a situation as a measure on which to base their judgments and probabilities. Thus, needy “others” that have something in common to us, are perceived to be psychologically closer (or psychologically more important) to us and more deserving of our help. Interestingly, Uri Simonsohn, a management professor at the Wharton School of Business, found that people are more prone to help someone about whom they just learned one simple characteristic/ trait, such as where the person would like to travel in the world, than to help someone about whom they do not know anything.

Psychological distance is multiply determined: a) it can be based on a social gap (personal ties). For instance, if I hear that a Canadian fellow is going through a difficult time in Mexico, I immediately feel interested in his plight and consequently, more prone to help if my help is solicited; b) it can also be based on a temporal gap either in looking forward or in retrospect (immediacy bias). For instance, a disaster relief campaign raises most of its funds just after the disaster happens. As times goes by, the disaster becomes more psychologically distant and less relevant; c) a probabilistic gap (just possible but not certain) can also determine if people will feel closer or more distant from a cause. For instance, it is easier for people to donate to a person with a disease (certain) than to donate for researching that disease (it is uncertain if a cure will ever be found); finally, d) a geographical gap (far away vs. own backyard). For instance, people are able to empathize at a greater extent with suffering that takes place in their own city than in a city that is more distant to them.

Personal Responsibility: “We” vs. “Them” Another potential explanation for why Manitobans are more prone to help Manitoban children than children from other provinces is in the notion that people feel personally responsible for the well-being of the members of their own social groups and have a bias toward those when making judgments/ decisions (in-group favoritism behaviour). Recent evidence for positive biases in behaviours that help in-group members suggests that categorizing people as part of the in-group engenders perceptions of similarity and identification, and facilitates feelings of responsibility for their wellbeing (Levine et. al, 2005). Such in-group categorizations are believed to decrease perceived costs of helping and increase the likelihood of providing assistance (Dovidio et. al, 1991). Along similar lines, Gaertner et al.’s (1993) Common In-group Identity model suggests that outsiders can reap the benefits of pro in-group biases via a re-categorization process that incorporates both the in- as well as out-group within an overarching super-ordinate social category. Attitudes toward out-group members are enhanced when people are induced to

“But if I'm going to cause somebody else discomfort by my actions, then I should probably modify my actions toward them to make them as comfortable as possible.” (Max Cannon)

view themselves as part of a common group (Dovidio et al, 1991). By this token, Manitobans should be more willing to help Saskatchewan children if those children are re-categorized as Canadian (an overarching super-ordinate social group that puts Manitobans into the same group as Saskatchewans). Social Norms and Moral Obligation: “Should” or “Ought” to do Social Dilemma Theory posits that acting in the interest of the collective is strongly related to expectations of participation by others within the group (Sen, GurhanCanli, and Morwitz, 2001). For instance, variations in overall participation levels act as signals of presence or absence of social norms surrounding participation, and give rise to attendant perceptions of normative pressure and felt obligation to comply. In one of my research studies, I was able to increase people’s willingness to participate in a charitable campaign by raising the level of expected group participation from 15 to 80 per cent. Similarly, Rachel Croson, a professor at the University of Texas Dallas, found that donors tend to donate significantly higher amounts when told that someone just donated a big amount. Even more interesting is the fact that people donate significantly more when they are told about a donation made by someone of their same sex than someone of the opposite sex. Personal Commitment: “Can’t” or “Will not” It is quite a tough decision to sponsor a child. It represents a personal commitment to give every month approximately $35 to help support that child. People are usually quite averse to make personal commitments like that. However, once the commitment is made, people are pressured to live by it. Indeed, it seems tougher to take away from or stop giving to a charity than the decision to give in the first place. This phenomenon is referred to as ‘take-aversion.’ Michal Strahilevitz, a marketing professor at Golden Gate University, suggests that people are averse to take away from a charity not only when they can keep the money for themselves but

also in situations in which they have a chance to switch funds from a charity to another, even when the later is more personally important to them. She also found that feelings of guilt are the major drivers of the take-aversion phenomenon. These findings support the notion that having donors engaging in long-term commitments creates a more sustainable source of funds for charitable organizations, which explains the success of child sponsorship programs such as WoldVision and Compassion.

References Small, D. A., Loewenstein, G., & Slovic, P. (2007). Sympathy and callousness: The impact of deliberative thought on donations to identifiable and statistical victims. Organizational Behavior and Human Decision Processes, 102, 143-153. Kogut, T. & Ritov, I. (2005). The "Identified Victim" effect: An identified group, or just a single individual? Journal of Behavioral Decision Making, 18, 157-167. Levine, M., Prosser, A., Evans, D., & Reicher, S. (2005). Identity and emergency intervention: How social group membership and inclusiveness of group boundaries shapes helping behavior. Personality and Social Psychology Bulletin, 31, 443–453. Dovidio, J.F., Piliavin, J.A., Gaertner, S.L., Schroeder, D.A. & Clark, R.D., III. (1991). The arousal: Cost-reward model and the process of intervention. In M.S. Clark (Ed.), Review of personality and social psychology (Vol. 12. pp. 86–118). Newbury Park, CA: Sage. Gaertner, S. L., Dovidio, J. F., Anastasio, P. A., Bachman, B. A., & Rust, M. C. (1993). The common ingroup identity model: Recategorization and the reduction of intergroup bias. In W. Stroebe & M. Hewstone (Eds.), European Review of social psychology (Vol. 4. pp. 1-26). New York: John Wiley & Sons. Sen, S., Gürhan-Canli, Z., & Morwitz, V. (2001). Withholding consumption: A social dilemma perspective on consumer boycotts, Journal of Consumer Research, 28, 399-417.

April/May 2012



Custom Cash

Custom House Currency Exchange is One of Winnipeg’s best kept secrets Foreign currency exchange services are offered right here in the Exchange District @ 243 Portage. Often overlooked or dismissed as a corporate financial service, we have actually been in the same location for nearly 12 years! The old adage to “not judge a book by its cover” could never be more accurate! The sign now boasts all of our services offered under one roof: Western Union® Currency Exchange. Custom House Currency Exchange has coordinated with most credit unions and banks to help them service their clients. Our specialty is holding all major market currencies in-house daily, and seasonal minors which change due to demand. We place orders throughout the week, allowing us to order uncommon currencies within 3-5 business days all for a $2.95 fee. Our cash rates are competitive with other institutions, however we caution you to understand that all media post trading rates. Trading rates are used for all non-cash transactions worth $100,000,000CAD. We invite you to call daily if you are tracking cash rates. Be sure that you are asking for and/or selecting sell 28


April/May 2012

rates – rates are always given from the financial institution’s point of sale. The rates quoted are often for that day, not the day you pick it up at various financial institutions. Be sure to also ask specifically for shipping fees when you order currency; service charges and shipping fees are very different. Availability of stock is very good to excellent where major traded currencies are concerned. We carry EUR, GBP, AUD, CNY, JPY, USD, NZD and CHF on a daily basis. There is no minimum or maximum in special orders; nor is there a fee other than the initial $2.95 transaction fee. With our specialized ordering capability, we offer bulk orders for groups. Whether it is travel, seniors, schools, students, international missions or individuals organizing a family trip – we offer to “bag & tag” currencies for you. Generally, if given the Canadian value requested to spend, we can separate the individual order by value and name. Groups are also offered a group rate when arranged with management prior to purchase. We are most proud of our free buy-back guarantee! A minimum of $300CAD needs to be purchased to qualify. You then have

30 days to return a maximum of 1/3 of the original amount purchased. We buy the notes back at the rate you purchased it at! Original receipt is required. In 2009, Western Union® acquired Custom House, an awardwinning industry leader with over 18 years of experience in international payments and currency risk management and foreign currency exchange. By leveraging Custom House's technological innovation and industry experience with a globally-recognized company with a strong financial backing, it allowed us to further establish our presence in the field of global business-to-business payments, helping our clients to expand into competitive, profitable new markets. Western Union Business Solutions is a global leader in foreign exchange and a trusted payments provider to clients operating in international markets. With a robust financial network spanning more than 200 countries and access to over 140 currencies, we empower our clients with simple and reliable cross-border payment solutions. Our distinguished service portfolio and industry expertise enable clients to operate across borders and currencies in fast, reliable and convenient ways. Through our account-to-account payment platforms, international payment tools, currency risk management solutions, and financial service partnerships, we help clients improve cash flow, manage currency risk and seize global market opportunities. Proudly maintaining our Simply Superior Service Guarantee® in our retail sales office, we provide buy and sell services on foreign currencies, complimented by all of Western Union’s Money Transfer Services. Western Union® has allowed Custom House to reach out into the community even further. Online FX has always been an important part of our retail business. Often smaller businesses shy away from online payment options for invoices and fees to international destinations. Using the Online FX Services through Custom House allows you to implement our rates and compliance into your business. How is this different from a cash service? Our Online FX provides bank-to-bank international transfers, real-time quotes, low fees and NO fees options, one-time ID verification and secured stored information to make repeat payments easier. How it works: 1. Visit our website to register your details online (approx. 15 minutes): 2. We will send you an email within 24-48 hrs with ID verification requirements. 3. You submit required documentation to us online. 4. Once you receive notification that your account has been activated you can start sending your payments online. Sending a payment is easy: 1. Login and initiate your payment order by choosing your payment amount, currency, and recipient’s bank account. 2. Pay for the transaction through your bank account.

3. After we receive your funds, we send the payment. You and your recipient will receive an email confirmation when the payment has been sent. Payment Options: 1. Electronic Funds Transfer (EFT/ACH): $0 fee. Deposited directly to the recipient’s bank in 3-5 business days (available in select countries – see our site for complete list) 2. Wire Transfers: $22 fee *recipient’s bank may have additional fees) 3. Draft (Cheque): $0 fee. Mailed as a draft (cheque) to the address provided of recipient. Need to move money around the world in minutes? We offer all of the Western Union® Money Transfer Services, where an individual can receive funds at one of over 490,000 locations worldwide, and now introducing direct to bank and mobile options. We also can issue Western Union® drafts in both US and Canadian funds. Money Orders in high value, one instrument amounts: $5000USD and $7000CAD; unique to our location. Money Transfer Services through Western Union® SEND – RECEIVE-QUICK COLLECT® Consumers use Western Union® Quick Collect® service to quickly and conveniently pay bills. It's also an easy, alternative way to buy airline tickets, or make other Internet purchases. If you're sending money at the last minute to pay a bill, use our Quick Collect Bill Payment service to help avoid late fees, negative credit reports, or extra service charges. Western Union® provides money transfer services to over 200 countries and territories. You can send money online, by phone, or in person at any one of over 3,700 participating Agent locations in Canada. We have a network of over 386,000 Agents around the world to make it easy to receive money. You can receive money in person at any one of over 3,700 participating Agent locations in Canada. Looking forward, options within the Western Union family to receive money will be including Mobile and “Zoompass”: Western Union® posts its many customer promotions online: New! South & Central America $8 (as low as) *includes Mexico Custom House has a history and reputation of integrity and Simply Superior Service® within Winnipeg’s professional community; our goal is to reach our individual customers for travel and leisure needs. We extend our services to our many Snowbirds and Entrepreneurs; our travelling students and international students; and to the everyday consumer who deserves a vacation. Let us help you pack your wallet! Open 6 days a week: Mon-Wed 9 to 4pm,Thur & Fri 9 to 5pm and Saturday 10 to 3pm. Ph: 204.987.6000 or email us April/May 2012



At The Desk of… Gerald Boiteau, general manager, Auto Haus Volkswagen and Porsche

The picture is an original drawing from a local artist who was inspired when the new Boxster arrived in 1997. It is a scene of a Boxster from our Dealership in Germany. Very special and a lifetime keepsake.

Limited Edition Porsche leather jacket I got for winning the Premier Dealer Award from Porsche in 2005.

Photo of my wife and three daughters which remind me of why I have to work so hard.

Masters Putting cup signed by Phil Michelson when he won his first Major in 2004. I was right there to witness his winning putt.

Plans for our new Porsche Dealership which we’re starting construction on next month.

The carbon fiber Porsche Pen is over 20 years old and has signed over 300 Porsche deals.



April/May 2012

Guitar History book as I collect vintage guitars. They are my real passion.

Winnipeg | Saskatoon | Regina Nightly, Weekly and Monthly Rates More Economical than Hotels Prime Locations Fully Equipped Kitchens, Living Space and Separate Bedrooms Laundry Facilities In Suite Free HS Wireless Internet places

Free Local Calls with Voicemail 1-877-489-2497

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cumen develops a structured plan for business growth to stay ahead of your competition. We deliver the expertise you need to execute strategic planning, communication and integration for your business growth. For more information contact Anita Wortzman at (204) 934-2588 or

Strategic Planning Acquisitions Due Diligence Data Management Integration Corporate Governance Strategic Execution Licensing Financial Management 201 Portage Ave., Suite 2200

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Marketplace Magazine - April/May 2012  

Marketplace Magazine is published five times a year by MediaEdge Publications Inc. in collaboration with the Winnipeg Chamber of Commerce an...

Marketplace Magazine - April/May 2012  

Marketplace Magazine is published five times a year by MediaEdge Publications Inc. in collaboration with the Winnipeg Chamber of Commerce an...