MEIC AGM 2012

Annual General Meeting 2012

Welcome

Dr. Sara DiamondPresident & Vice-Chancellor, OCAD University

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AGM 2012

Agenda

4:00 PM Welcome & Thank You

4:15 PM A look back & forward An overview of initiatives to date 2012-2013 Program Slate

4:45 PM Highlights from 2012 research reports: "Mobile Innovation: Growing Ontario's Mobile Content, Services,

and Applications Industry 2012" - Kathleen Webb "Taking Ontario Mobile" - Dr. Sara Diamond

5:30 PM Auditor's Report

5:45 PM Board Election

6:00 PM Close of AGM

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Thank You

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Avi PollockHead, Applied Innovation & Strategic PlanningRBC Royal Bank

Renee SzuhaiProduct ManagerHuawei Devices

Stephen PerelgutUniversity Relations IBM

Jamie BarronPatnerDeloitte & Touche LLP

Angus FrameVP, Digital MediaGlobe and Mail

Patrick LauzonPresidentMediative/YPG

Gladstone GrantVP, Developer & Platform GroupMicrosoft Canada Inc.

Krista NapierSenior Analyst, Mobility IDC Canada

Josh SookmanFounder & CEO Guardly

Michael J. O’FarrellCo-FounderThe Mobile Institute

Vincent John VincentPresidentGestureTek Inc.

Gary SchwartzPresidentImpact Mobile

Dragan NerandzicCTOEricsson Canada Inc.

Dr. Robert LukeVP, Research & InnovationGeorge Brown College

Dr. Hossein RahnamaAssociate DirectorDMZ, Ryerson University

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Membership

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Pro-ducers

En-ablers

Other

Member TypeSize of Operations (Full-

Time Employees)0-12

24-50

60-300

2500

5000

11000+

GTA

Water-loo

Region

Ottawa Montreal

Vancouver

Location Revenue

$0-50,000$50,001-100,000$100,001-250,000$250,001-500,000$500001-1,000,000$1,000,001-5,000,000$5,000,001-10,000,000$10,000,001+

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A look back

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Kathleen Webb, Director, MEIC

An overview of initiatives to date Mobile Media Market Map Mobile Accelerator Program Mobile Forums Mobile Developers & Designers of Toronto Mobile App Camp

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Mobile Media Market Map

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This model represents the different types of companies in the value chain ecosystem. The arrows show the direction of added value.

The Mobile Media Market Map was sponsored by the Department of Foreign Affairs and International Trade Canada (DFAIT).

www.mobilemediacanada.ca

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Mobile Accelerator Program (MAP)AGM 2012

“As an entrepreneur experiencing the trials and tribulations of building a mobile startup, the MAP half-day workshops have been a revelation. With a diverse lineup of experienced presenters, insightful roundtable discussions, and a close-knit group of like-minded people to connect with, each workshop arms me with the information and inspiration I need to succeed in the mobile space. Highly recommended.”

John Krissilas, Transit Hub

MAP focuses on developing the business skills of mobile business entrepreneurs.

Workshop Schedule:

Jan. 19 – Market Trends Feb. 2 – Business ModelsFeb. 16 – Accessing Markets Feb 27 – Signals, Trends, Fads Part II Mar. 1 – Financing Mar. 15 – Attracting & Retaining Talent Apr. 12 – Sales Strategies

MAP 2012 was sponsored by:

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Mobile Forums

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Mobile Forums offer organizations’ a platform for business/product launches. Full support is provided from social media marketing to event logistics.

Date Mobile Forum Partner

February 2011

Introduction to Nokia Platforms & OVI Services

Wavefront

May 2011 2020 Media Futures: Implications for Action

OCAD U

June 2011 Japanese Wireless Marketing Opportunities

OCAD U

July 2011 DAIR to Innovate! CANARIE

August 2011 Windows Phone 7 Boot Camp Microsoft Canada

September 2011

Rogers Catalyst Workshop for Developers Rogers Communications

June 2012 Launch of GSMA OneAPI WIP

Winter 2013 Canadian MMA Roadshow Mobile Marketing Association

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Mobile Developers & Designers of Toronto (MDOT) User Group

The Mobile Developers & Designers of Toronto (MDOT) User Group is dedicated to helping nurture the skills and competencies of mobile developers and designers in the Toronto area.

MDOT gets mobile professionals together for two hours after work each month to talk tech and creative around mobile media content and platform development. The user group covers a wide range of topics and technologies.

February 22, 2012: Android App DevelopmentNovember 8, 2012 : UX DesignDecember 6, 2012: AR/Mobile Games

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Mobile App Camp August 24-26, 2012Corus Quay

Mobile App Camp brings content brands and the broad mobile community together over a summertime start-up weekend to create and pitch new product ideas.

Mobile App Camp was sponsored by:

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Looking forward

Collaboration with OCAD University Seeking additional funding to support

gap problem

Dr. Sara Diamond, President & Vice Chancellor, OCAD University

Program Slate 2012-2013Kathleen Webb, Director, MEIC

Goals for 2012-2013: Focus on talent and training: Collaborative projects with industry and academia. Use of co-working space at OCAD U.

Mobile Media Market Map Mobile Accelerator Program (January-March 2013) Mobile Forums (monthly) MDOT (monthly) Mobile App Camp (October 2013)

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Mobile App DevKit

A mobile enabled website designed to help users learn about mobile app development and to learn best practices for planning mobile app development projects.

Sponsors:

Partners:

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Mobile Advisory Network

Are you interested in offering your time to help support early-stage mobile companies?

Contact [email protected] for more information.

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Questions?

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Interested in volunteering?Contact [email protected] for upcoming opportunities.

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Research Report Highlights Mobile Innovation: Growing Ontario’s

Mobile Content, Services, and Applications Industry 2012

Taking Ontario Mobile

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Mobile Innovation: Growing Ontario’s Mobile Content, Services, and Applications Industry 2012Kathleen Webb, Director, MEIC

The full report is available for download at www.mobileinnovationreport.ca

The Mobile Industry Profile of Ontario/GTA Mobile Producers Trends, Opportunities, and Gaps

Mobile Innovation: Growing Ontario’s Mobile Content, Services, and Applications Industry 2012

The Mobile IndustryUnprecedented Growth in Mobile The number of mobile connections is expected to

increase from around 5 billion, representing a global mobile penetration rate of 74, to six billion in the first half of 2012.

In 2011, the number of smartphones sold exceeded the number of personal computers sold globally.

In a few years, personal computer sales are expected to be less than half the sales of smartphones.

Although mobile devices represent less than 15 per cent of spending in Canada, they account for a third of spending growth.


Methodology Web-based survey of respondents that self-identified

as “producers” Follow-up telephone interviews

Profile of Ontario/GTA Mobile Producers


Solution Provider

Publisher

Other:

Online (Direct to Consumer)

Mobile Network Operator

Middleware

Messaging

Infrastructure

Content Provider

Applications

0 5 10 15 20 25 30 35

Primary Endeavour


Apps - Games

Apps - Multimedia

Apps - Productivity

Apps - Travel

Content - Entertainment

Browsing

Middleware

Solution Provider

0 1 2 3 4 5 6 7 8 9

Primary Type of Product or Service

# of companies

Apps - GamesApps - Healthcare

Apps - MultimediaApps - News

Apps - ProductivityApps - Social Media

Apps - TravelContent - Education

Content - EntertainmentContent - Information

BrowsingMessaging

MiddlewareRetail

Solution ProviderSystem Integrators

0 1 2 3 4 5 6 7 8 9

Secondary Type of Product or Service

# of companies


Integrate directly into products or services you provide to end cus-tomers

License to other business or channel/distribution partners

(OEM) - you produce products/technologies/services which are sold under the brand of another company

Co-brand - your products/innovations are integrated with those of other partners

0 5 10 15 20 25 30 35 40 45 50

Type of Business Model


Carriers

2%

Direct Sales74%

Distributor9%

Licensing12%

Publisher4%

Primary Sales Channel


Consumer Audience (B to C)

Businesses (B to B)

Educational Institutions

Non-Profit Organizations

0 5 10 15 20 25 30 35 40 45

Type of End Users


53%47%

Export Sales


Africa

Australia & New Zealand

Brazil

China

Europe

India

Japan

Mexico

Middle East

Russia

South Korea

United States

0% 5% 10% 15% 20% 25%

Export Locations


44%

15%

17%

9%

9%6%

International Sales Channels Used

Direct sales LicensingDistributorsIntegrators PublishersOther


Self-funded, friends and family;

32%

Angel investment; 7%

Venture capital ; 2%

Internally ; 39%

Private agency; 2%

Bank loans; 4%

Public/gov-ernment grants or loans; 4%

Contract/client financed; 12%

Primary Financing Method

Self-funded, friends and family; 21%

Angel investment; 6%

Venture capital ; 2%

Internally ; 27%

Private agency ; 2%Bank loans; 4%

Public/government grants or loans;

10%

Academic or re-search grants ; 4%

Contract/client financed; 10%

Consortium or joint venture funded; 2%

Tax Credits; 8%Other/not-applicable; 2%

Secondary Financing Method


Have Experience27%

No Experience73%

Experience with Crowdfunding


77%

9%

9%

2% 2% 2%

Number of Full Time Employees

From 0 to 12From 24 to 50From 60 to 300Up to 2500Up to 5000Up to 11000

79%

4%4%

4%4%

4%

Number of Part Time Employees

From 1 to 5Up to 8Up to 40Up to 50Up to 350Up to 500


No

26%

Yes74%

Need for Assistance Connecting to Talent

No40%

Yes60%

Need for Assistance Connecting with Research Talent


Experienced management

Experienced sales staff

Experienced project management staff

Experienced technical staff

Experienced creative talent

Qualified entry-level staff

Mentors/Advisors

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Very Difficult Difficult Moderate Difficulty Little Difficulty No Difficulty


Increase82%

Flat12%

Decrease5%

Market Outlook


Competitive climate

Gaining access to markets

Financing

State of the economy

Regulatory environment

Client decision cycles

Building a brand

Licencing a brand

Establishing sales

Achieving profitability

Changing business models

Changing technology

Copyright issues

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Challenges

Very Important Important Moderately Important Of Little Importance Unimportant


Trends, Opportunities and Gaps


Trend: Ontario/GTA as a Centre of Activity for Mobile The acquisition of Five Mobile – now Zynga Toronto –

by Zynga in July 2011 The acquisition of mobile-gaming start-up SocialDeck

by Google for $10-20 million in August 2010 The acquisition of Toronto’s Adenyo by Motricity for

over $100 million in January 2011 The acquisition of PushLife by Google for a reported

$25 million in April 2011


Trend: Increasing talent recruitment and retention challenges


Trend: Start-up Mobile companies face challenges accessing capital


Trend: The adoption of Mobile in Canada (and Ontario) lags other countries


Trend: Ontario Mobile companies lack business & marketing skills to commercialize new ideas


Trend: Mobile Commerce is an area of opportunity, but requires cross-industry partnerships


Ontario is believed to be well positioned to adopt mobile commerce given three factors:

Its strengths in mobile technology Its large financial centre Toronto’s large retail market

Trend: Additional public policies and support measures can enhance the competitiveness of the Mobile industry in Ontario


Trend: Companies in the Ontario Mobile industry are increasingly expanding abroad


Questions?

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Taking Ontario MobileDr. Sara Diamond, President & Vice Chancellor, OCAD

University

Dr. Sara Diamond & Dr. Vera Roberts, Principal Investigators

OCAD University


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Taking Ontario Mobile An independent research report Examines the benefits of mobile technologies

for Ontarians as they work, learn, play, shop, seek care and interact with others.

Considers the disruptive nature of technologies

Provides a strategy for industry, public institutions and government regarding mobile solutions to enhance services for Ontarians as well as their access to them.


50

Definition of MobileMobility is about the individual and not the device. Residents of Ontario require and desire ubiquitous connectivity, services and content that link them to their daily activities and interests regardless of time and place.


51

What T.O.M. provides An analysis of resident and sector

surveys regarding mobile use, needs and their future plans

A Jurisdiction Review that examines the capacity of our mobile sector

Mobile Inclusion as it relates to mobile coverage, affordability, location, socio-economic status, age and ability.


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Design driven industry


53

Future Trends: Inclusion Business opportunities in providing

mobile technology and software interfaces and services focused on inclusion as the percentage of aging users increases

Increased technological capacity to design highly personalized interfaces


54

Emerging and DevelopingMarkets


55

Focus Sectors Lifelong Learning, Health, Government Entertainment and Commerce

StudentsHigh School University

Family ElderlyPeople with disabilities

Employees

Public Sector

Urban

Regional

Rural

Remote

Ontario ResidentsO

ntar

io Lo

catio

ns

Scenario 3Tablets provide

accessible services

Scenario 8Social capital

in the elderly

population

Scenario 6Location aware

+ mobile health apps =

immediate care

Scenario 1Entertainment

& M-Commerce

Apps

Scenario 2Location-based

learning for high school & university

students

Scenario 5Rural communities,

diabetes, and aboriginal health

Scenario 4Increased efficiency

in the public sector

Scenario 7SMS/MMS helps to

initiate disease prevention

Professionals

Scenario 9Repair

technician for Ontario

power company

Scenario 10Busy

Toronto professional integrating mobile to

her life


57

Approach to presentation Discuss “challenges” as social, economic and

cultural Provide mobile opportunity and example Note barriers mobile solution needs to

overcome Note solutions to barriers Note future trends Address several sectors: Entertainment, Health Address inclusion Address role of m-commerce as enabler


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Access to all of your health records

Access to training or other education programs

Ability to pay for products and services

Access to government services like license renewals

Legal identification

Access to extra information at historical sites or cultural venues (e.g. a historical photograph or a self-guided tour of an exhibit)

0% 25% 50% 75% 100%

Ranking of Interest in Mobile Services

1 2 3 4 5 6


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Challenge: m-entertainment Consumers are spending an increasing amount

of their time with non-traditional screens Ontario’s cultural industries face

disintermediation and transformative challenges in the next decade, including the move to mobility and the dominance of social media content.

Industry faces the challenge of maximizing the potential of the n-screen universe and n-screen content


60

Opportunity: m-entertainment Provides new opportunities to build Ontario’s already

powerful entertainment industries through adding multiple consumption channels and screen time, thus bringing new revenue streams and business models.

Can extend Ontario’s wider cultural and tourism industries to international markets.

Acts as an extension channel for traditional media. Is a gateway for accessing international markets. Is designed with attention to two form factors: visual

acuity and flexibility, thereby broadening appeal across generations.


61

Opportunity: m-entertainment Leverages the “app” software and app-

store model, which has required Ontario producers to build relationships with platform buyers and distributors.

Builds on the emergence of HTML5, which will see the movement of some m-entertainment directly onto the mobile Internet.

Enables search and brand recognition through the aggregation of apps.


62

Leaders in m-entertainmentMagazines Canada’s Digital Discovery: The

Next Generation (TNG) is a project that will build on its creation of the Canadian Digital Newsstand; the project will ““enhance the existing site with dynamic marketing and archiving functions as well as the creation of mobile-friendly websites and a feasibility study exploring the creation of a unique Canadian digital magazine and content platform system.”


63

Leaders in m-entertainmentThe Independent Digital Licensing Agency’s

Direct to Consumer Mobile and Online Distribution Platform for Independent Labels and Artists and Indie Pool has built a white-label artist/label branded online and mobile storefront solution that will allow for the direct-to-consumer sale of both physical products and digital files—in a multitude of formats, and with the transaction, pricing and bundling options to be controlled by the artist or independent label.


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65

Leaders in m-entertainmentMobile offerings have been a growing profit

centre for the Globe and Mail; some of which (business forecasting and news applications) function as subscription services and employ in-house teams to develop these.

The Toronto Star has a substantive circulation and is based in Toronto. It offers a mobile version and has also built a mobile infrastructure to coordinate its delivery and the tracking of single-issue sales of physical papers.


66

Barriers to m-entertainment Lack of venture capital Security and systems for mobile commerce Small ventures that don’t meet billing requirements

for a specified volume of transactions and ventures that can’t bear the 30–40 per cent revenue surcharge from carriers are unable to achieve deals with the telecommunications companies.

Traditional media companies continue to find their business models disrupted but delay in investing in mobility

Need robust m-commerce solutions


67

Solutions to m-entertainment Mobile business represents a vast global opportunity.

Export-support programs created by associations in partnership with government can help companies enter new or emerging markets

Digital-media service agencies would benefit by continuing to educate their prospective customers about mobile applications.

A significant percentage of future spectrum-auction revenues should be reinvested in the mobile and wireless sector

Create a partnership tax credit that encourages digital-media and creative-industry

Tax measures to encourage venture in Canada


68

Augmented Reality


69

Future trends m-entertainment HTML5 provides an efficient means to

navigate the mobile web that does not require downloading applications.

Mobile video dominates markets in Asia and will become more popular as compression technology improves and data rates drop.

Exhibitions come alive with mobile didactics built on mobile phones, tablets or proprietary devices; these services intensify and enhance audience experience


70

Future Opportunities Mobile marketing in Canada is projected

to grow, from less than $50 million last year to more than $1.5 billion cumulatively over the next five years.


71

Challenge: m-commerce as enabler

M-commerce narrowly refers to purchases and transactions via mobile device but expands to include in-store use of mobile devices to deliver information, enhancements and an approximation of the benefits of online shopping.


72

M-commerce consumer interest

Shopping/making purchases

Making donations

Product rating information

Shopping apps (e.g. style guide, recipe shopping lists, availability/product stock, coupons, lowest price location)

Express payment options

Service provider information (e.g. proximity to location, hours of operation)

Account information

Other, please specify:

0%10%

20%30%

40%50%

60%70%

80%90%

100%

Commerce/retail/finance/Services—Consumer mobile expectations


73

mWallet Interest


74

Opportunity: Commerce and finance in a mobile Ontario

Empowers the consumer by shifting the information-retrieval and power equation from the store to the shopper.

Deepens customer engagement. Enhances customer service. Creates persistent relationships with customers. Links sales, marketing and fulfillment between

virtual and physical channels. Is personal, because the mobile wallet is tied to

individual identities and social personalities.


75

Opportunity: Commerce and finance in a mobile Ontario

Solves a derivative problem for brands: how to effectively monetize and complete commerce transactions within cyberspace.

Transforms the in-store retail experience, allowing price comparison and mobile check out.

Creates opportunities to continue building Ontario’s successful financial industries.

Creates opportunities for design-based and skilled jobs in retail as sales-force jobs are replaced by mobile transactions.


Movement to m platform

Branch

ATM

PC

Laptop

Phone


77

Best Practices: in store

The Apple Store enables customers to buy lower-value, lower-engagement (but high-margin) products using the Applestore iPhone app on their mobile devices; this increases store throughput and frees up Apple staff to spend more time with customers on higher-ticket, high-engagement purchases.

The Location Based Marketing Association provides valuable support for retailers, brands and advertisers who seek to combine traditional in-store experience with mobile capacity.


78

Best Practices: carrier billingProbably one of the best examples of a

carrier-billing initiative is Payforit, based in the UK. With Payforit, the user simply hits a link and agrees to make a purchase, after which he can download content that is charged directly to his phone bill. In this scenario, a wide range of goods can be charged through the carrier.


79

Barriers Consumer concerns regarding security and privacy Merchants concerns regarding cost of adoption of

near field technologies or other mobile solutions Need for skilled developers and designers in mobile

marketing and commerce spaces A proactive position by Ontario stakeholders will

enable Ontario and Canada to avoid American control of m-commerce, which would not only leads to the loss of jobs and revenue, but could also expose Canadian data to another country’s scrutiny.


80

Solutions

Security will be enhanced by educating developers and testers on different aspects of m-commerce application security and by practicing due diligence.

Ontario can both collaborate with its federal counterparts to ensure that its own consumer-protection legislation is in place. Legislation must protect residents’ personal data through appropriate privacy measures.

Banks and brands could ally to create m-commerce pilots that could help businesses and merchants navigate risk by proving consumer interest and refining interfaces. This collaboration would help to allay concerns as there are high upfront costs associated with new mobile terminals and other technology investments.

Government services should allow the use of the mobile wallet and mobile quick checkout for licenses, tickets, etc.


81

Future Opportunities For some businesses—particularly manufacturers,

online brands, start-ups and developers—the mobile channel represents a new way to reach customers more directly, anywhere and anytime.

The face of m-commerce is still undeveloped, and the area is ripe for design, creating opportunities for the traditional finance sector and for new players. At times, m-commerce bypasses not only the banking industry but also traditional distribution partners like retailers and resellers, as mobile operators, retailers and online brands move into the high-margin financial service market.


82

Challenge: The need to transition health care from acute to chronic and preventative care Healthcare in Ontario accounts for almost 42 per cent of

the provincial budget, and this amount is expected to increase as the population continues to age. There is a need to curb healthcare costs without compromising service

Health funding needs to move from acute care to chronic and community care.

Healthcare spending ultimately needs to focus on prevention. A dollar spent on prevention is amortized many times over an individual’s lifetime.

The education of health professionals needs to prepare them for a technology enabled world – including the use of mobile devices.


83

M-health

Mobile is the ideal platform to enable a move from acute-focussed care to community and preventative care. The use of mobile devices, and sensors to enable personalized healthcare, paperless health documentation, 24/7 access to information, real-time monitoring and intervention, and remote care.

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Equivalent to “in person” service

Access to health-related information (e.g. nutrition, support groups, resources)

Access to health records

Scheduling

Prescription management

Health monitoring

Health program support

Other, please specify:

0% 10% 20% 30% 40% 50% 60% 70% 80%

Health - Consumer Mobile Expectations


85

Mobile Health


86

Benefits of m-health in Other Jurisdictions


87

M-health leaders Dr. John Semple is investigating mobile technology as a

way to monitor patients in the 30 days after surgery, thus preventing hospital readmission. In this pilot study at Women’s College Hospital, patients are provided with a smartphone and are asked to take pictures of their incision and send these to the surgeon at regular intervals.

Patients may also send information about pain levels or other symptoms if they have concerns about their healing processes.

Surgeon is able to review and assess the images, and to make decisions about appropriate care. On a research trip in Nepal, Dr. Semple was able to use this mobile system to diagnose and put at ease one patient in Toronto.


88

M-health - leaders Bant, an iPhone application developed at the Centre

for eHealth Innovations at the University of Toronto, helps adolescents monitor trends in their blood-sugar levels in real time, and rewards them for self-monitoring with iTunes redemption codes.

Another remote patient monitoring (RPM) application developed by the same laboratory uses a Bluetooth-enabled blood-pressure monitor to send actionable updates to the user as well as critical reports to his or her physician.

In a one-year trial, 50 per cent of participants were able to keep their blood pressure under good control, compared to 29 per cent of the control-group participants


89

M-health-leaders In Brazil, Virtual Health Pet builds on the popular

Tamagotchi virtual-pet concept. It monitors patients’ health and reminds them to take medications, and also provides information from patients’ medical teams.

The Virtual Health Pet application runs on the patient’s mobile phone and is linked wirelessly to the electronic health records system.

A failure to respond to messages from one’s pet causes messages to be sent to caregivers or emergency services.


90

M-Health applications


91

M-health Barriers There are currently 17,000 health-related apps on the

major app stores, with 74 per cent adhering to paid business models. As more Ontario residents make use of these applications, a payment model is needed when care involves a doctor

There are a series of significant data-related concerns with the fast-developing mobile health market. Where is this data going? Who is managing it? Who owns it? Who controls it?

Despite Canada’s industry leadership in the development of new medical devices and applications, the slow and tedious process of adopting these devices into health institutions has severely limited the potential these technologies offer the Canadian economy and Ontario residents.


92

M-health: Solutions Self-regulating industry model with interoperability standards

to ensure that wireless medical devices and other medical devices have the ability to communicate in a common “language”

Industry and government work together to establish regulatory policies and best-practice guidelines that will promote the use of mobile applications within the public health system. These policies will have the secondary effect of stimulating the industry and supporting job retention and creation in this sector.

Rollout system wide mobile solutions as successful large scale pilots , for e.g. Applications that can help seniors stay independent longer

Modify incentive models through OHIP to reward mobile health solutions that promote prevention and community care over acute


93

Future Trends for m-health Health cards will be part of the mWallet Geo-location information will enable individuals

to pinpoint available services in closest area Integration with cell phones and smart phones of

health monitors, sensors and tools Trusted health information in cloud-based system Applications will manage “health traffic” to clinics

and emergency rooms to help reduce wait times Health and wellness coaching and information for

preventative care


94

The gap between providersand clients

Internal productivity (e.g. access to email, or connectivity on the go)

As a marketing tool for reaching customers

As a tool for customer service

As a delivery channel for services or media

As a payment mechanism or commerce platform for selling goods or services

0% 25% 50% 75% 100%

Very Important 2 3 4 Not Important


95

Anticipated Business Future Use

Internal productivity (e.g. access to email, or connectivity on the go)

As a marketing tool for reaching customers

As a tool for customer service

As a delivery channel for services or media

As a payment mechanism or commerce platform for selling goods or services

0% 25% 50% 75% 100%

Very Important 2 3 4 Not Important


96

Overall recommendations One: The Need for an Ontario Mobile Policy Two: A Mobile Ontario Requires Ubiquity,

Accessibility, Quality Infrastructure and Affordability

Three: Creating Confidence in Mobile Services: Privacy, Security and Consumer Protection

Four: Increased Quality, Accessibility and Productivity in the Delivery of Health Care

Five: Increased Quality, Accessibility and Productivity in Delivery of K-12 Education


97

Overall Recommendations Six: Increased Quality, Accessibility and

Productivity in the Provision of Post-Secondary Education

Seven: Increased Productivity and Quality in provision of Government Services

Eight: Increased Productivity, Accessibility and Quality Across Ontario’s Non-Mobile Industries

Nine: Job Development and Retention to Build a Strong Mobile Business Sector

Ten: Citizen Engagement and Inclusion

98

Quick Wins


Quick wins Ontario can set mobile learning priorities for school boards and post-secondary institutions.Procurement policies by government that favour mobile applications for retraining can stimulate mobile development within the industry.

Extend government e-services through mobile-optimized web sites.Promote development of applications built on government open data through contests.Selectively deploy mobile devices to departments for work typically done away from a desk to enable employees to discover work-flow efficiencies

Industry can create a prize for innovative mobile learning projects.Develop a mobile application to post real-time wait times at hospitals, clinics and labs.Develop a detailed statistical map of mobile users that indexes a variety of characteristics including age, income, location, education, job data, device type, data and application usage, and mobile subscriber package

Develop a statistical map of non-users of mobile

Questions?

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Treasurer’s ReportStephen PerelgutTreasurer, MEIC

A senior technology analyst tracking the Mobile industry in Canada. Specialties include deep insight into the Canadian mobility sector, including mobile phones, media tablets, and eReaders, as well as trends surrounding these devices, such as BYOD, MDM, NFC, etc. A source of commentary on Canadian tech news and trends to the mass media, and a frequent speaker at events across the Country.

AGM 2012

Appointment of the AuditorMike StoyanPartner, Fuller Landau LLP

Mike is a Partner in Fuller Landau’s audit and assurance practice. In his role, he continues to lead assurance engagements for a number of the firm’s mid-sized privately-owned entrepreneurial clients. In addition, he assists clients with financial and business advisory needs. Mike is an active participant in several of our industry groups and leads Fuller Landau’s Real Estate and Construction practice.

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Board Election

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2012-2013 Board of Directors

Dr. Sara DiamondPresident and Vice-Chancellor, OCAD University

Dr. Sara Diamond is the President of the OCAD University, Canada’s “university of the imagination”. She holds a PhD in Computer Science and degrees in new media theory and practice, social history and communications. While retaining OCAD University's traditional strengths in art and design, she has led her university to become a leader in digital media and design research and curriculum through the Digital Futures Initiative, towards new research in Inclusive Design and health and design, as well as in sustainable technologies and design. She has also led OCAD University to begin the unique Aboriginal Visual Culture Program.

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2012-2013 Board of DirectorsStephen PerelgutUniversity Relations Manager, IBM


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2012-2013 Board of DirectorsKrista NapierSenior Analyst, Mobility, IDC Canada


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2012-2013 Board of DirectorsJamie BarronPartner, Deloitte & Touche LLP

Jamie has over 20 years of experience in the professional services field, and has served a wide range of companies in the TMT industry during that time. Jamie has experience in many sub-sectors of the TMT eco-system, such as wireless, wireline, satellite, advanced network equipment, internet, multi-media, clean-tech, software, advanced electronics, and mobile applications. Jamie has also worked with offices in Canada, the United States, Germany, Singapore, Australia, Russia, Belgium, the United Kingdom, and many other countries to support the servicing of Deloitte TMT clients.

AGM 2012

2012-2013 Board of DirectorsDragan NerandzicCTO, Ericsson Canada Inc.

Dragan Nerandzic joined Ericsson in 2001 and has held the role of Chief Technology Officer for Ericsson in Canada since 2006. Mr. Nerandzic previously held the roles of VP, Network Systems and Director of Technical Strategy. Prior to joining Ericsson, Mr. Nerandzic was responsible for wireless technology planning and strategy for an operators network. He actively participated in standardization and industry organizations including 3GPP2, TIA and CDG. Mr. Nerandzic also had responsibilities for engineering design of analog and digital mobile networks.

AGM 2012

2012-2013 Board of DirectorsJosh SookmanFounder & CEO, Guardly

Josh is the visionary behind Guardly. He founded the company in 2010 to empower people during emergencies by connecting them to their personalized safety networks with a single tap. Prior to Guardly, Josh worked at the BlackBerry Partners Fund and RBC Venture Partners where he supported ten investment transactions and developed expertise in location-aware applications, mobile business models, game mechanics and viral distribution strategies.

AGM 2012

2012-2013 Board of DirectorsDr. Robert LukeAssistant VP, Research & Innovation, George Brown College

Robert Luke leads the College’s applied research and innovation activities that focus on engaging college faculty and students with industry development needs and productivity challenges. He is also responsible for institutional research focusing on strategic planning, reporting and overall educational quality measurement and improvement.

AGM 2012

2012-2013 Board of DirectorsRenee SzuhaiSr. Product Manager/Technical Sales, Huawei Devices

Renee Szuhai is a veteran in the mobile communications industry with many years experience within both device manufacturers and wireless service providers. Her well-rounded mobile communications experience has included direct interaction with mobile device manufactures, 3rd party developers, and industry standards bodies. Combining an inquisitive nature and strong interpersonal skills have allowed her to hold a variety of roles in technology leading positions at Nokia and Bell.

AGM 2012

2012-2013 Board of DirectorsMichael J. O’FarrellCo-Founder, The Mobile Institute

Michael is Founder of The Mobile Institute; Vice-Chairman at ooober; and Co-Author of Mobile Internet for Dummies. As a global subject matter expert on the mobile industry, Michael has been a notable mobile technology pioneer and considered a leading mobile industry futurist.

AGM 2012

2012-2013 Board of DirectorsVincent John VincentPresident, GestureTek Inc.

Vincent John Vincent is the Co-founder, Co-CEO, & creative force behind GestureTek Inc., the inventors, pioneers, & world leaders of Video Gesture Control for 26+ years. With a Psychology BA (Waterloo U); he invented Virtual Reality Performance from 1986 onward; received a Canadian New Media Lifetime Achievement Award; the Milan Media Guru Award & is a DigiFest, Digital Pioneer Hall of Fame inductee.

AGM 2012

2012-2013 Board of DirectorsGary SchwartzPresident, Impact Mobile

Over the past ten years, Gary has played a leadership role in the mobile industry. Gary is the CEO of Impact Mobile, Inc., Chair of MEF North America and is the author of "THE IMPULSE ECONOMY" and the “FAST SHOPPER . SLOW STORE” published by Published by Simon & Schuster, Aria Imprint.

AGM 2012

2012-2013 Board of DirectorsDonald HendersonPresident & CEO, Interactive Ontario

Don brings more than twelve years of legal and videogame experience to his role of President & CEO of Interactive Ontario. He has previously served as Chief Operating Officer at each of Bedlam Games and Groove Media, and as Vice President, Legal and Business Affairs and General Counsel of bitHeads Inc. He has been credited on nine console and PC video game titles, including most recently, Dungeons & Daggers: Daggerdale (XBLA/PSN/PC) and was Bedlam Games’ interactive producer on the Gemini-nominated Lost Girl transmedia project.

AGM 2012

2012-2013 Board of DirectorsCarolyn FittonSenior Mobility Manager, SAP

Carolyn Fitton has diverse experiences in marketing and enterprise mobility strategy. She drives sales and marketing initiatives across the SAP ecosystem, educating stakeholders on enterprise mobility solutions, and helps lead go-to-market strategy and promotion of enterprise mobility products.

AGM 2012

2012-2013 Board of DirectorsAnthony KanferSenior Director, Mobile & eCommerce Platforms, Rogers Digital Media

Anthony brings over 20 years of experience in the development of innovative software technologies in the mobile, internet, payments, education, healthcare and manufacturing industries. Anthony came to Rogers via the acquisition of Brave Commerce, where he was founder and CEO. Prior to founding Brave Commerce, Anthony was CTO at MyThum Interactive, responsible for the strategic direction and development of MyThum’s award winning mobile solutions.

AGM 2012

2012-2013 Board of Directors

Sales, recruitment and major account management experience selling information technology solutions, both domestically and internationally, both direct to end users and through ISV, OEM, SI and VAR partners. Experience working with small companies up to the largest software companies in the world, such as Oracle and Microsoft. Partners and end customers range in size from SMB to Fortune 500.

Shane DaviesDirector of ISV Partnerships, Microsoft Canada

AGM 2012

Board Election

AGM 2012

Thank you for joining us!

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