1. Annual
General
Meeting
2012

2. AGM 2012
Welcome
Dr. Sara Diamond
President & Vice-Chancellor, OCAD University

3. AGM 2012
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

4. AGM 2012
AGM 2012
Thank You
Avi Pollock Renee Szuhai Jamie Barron Angus Frame Patrick Lauzon
Head, Applied Innovation Product Manager Patner VP, Digital Media President
& Strategic Planning Huawei Devices Deloitte & Touche LLP Globe and Mail Mediative/YPG
RBC Royal Bank
Krista Napier Josh Sookman Dr. Robert Luke Gary Schwartz Dr. Hossein Rahnama
Senior Analyst, Mobility Founder & CEO VP, Research & Innovation President Associate Director
IDC Canada Guardly George Brown College Impact Mobile DMZ, Ryerson University
Michael J. O’Farrell Gladstone Grant Stephen Perelgut Vincent John Vincent Dragan Nerandzic
Co-Founder VP, Developer & Platform Group University Relations President CTO
The Mobile Institute Microsoft Canada Inc. IBM GestureTek Inc. Ericsson Canada Inc.

5. AGM 2012
AGM 2012
Membership
Size of Operations (Full-Time
Member Type Employees)
0-12
24-50
Other
60-300
Producers
2500
Enablers 5000
11000+
Location Ottawa Montreal Revenue
Waterloo Vancouver
Region
$0-50,000
$50,001-100,000
$100,001-250,000
GTA $250,001-500,000
$500001-1,000,000
$1,000,001-5,000,000
$5,000,001-10,000,000
$10,000,001+

6. AGM 2012
AGM 2012
A look back
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

7. AGM 2012
AGM 2012
Mobile Media Market Map
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
www.mobilemediacanada.ca Trade Canada (DFAIT).

8. AGM 2012
AGM 2012
Mobile Accelerator Program (MAP)
MAP focuses on developing the business
skills of mobile business entrepreneurs.
Workshop Schedule:
Jan. 19 – Market Trends
Feb. 2 – Business Models
Feb. 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:
―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

9. AGM 2012
AGM 2012
Mobile Forums
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 Wavefront
Services
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 Rogers Catalyst Workshop for Developers Rogers Communications
2011
June 2012 Launch of GSMA OneAPI WIP
Winter 2013 Canadian MMA Roadshow Mobile Marketing Association

10. AGM 2012
AGM 2012
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 Development
November 8, 2012 : UX Design
December 6, 2012: AR/Mobile Games

11. AGM 2012
AGM 2012
Mobile App Camp August 24-26, 2012
Corus 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:

12. AGM 2012
AGM 2012
Looking forward
Dr. Sara Diamond, President & Vice Chancellor, OCAD University
 Collaboration with OCAD University
 Seeking additional funding to support gap
problem

13. AGM 2012
Program Slate 2012-2013
Kathleen 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)

14. AGM 2012
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:

15. AGM 2012
Mobile Advisory Network
Are you interested in offering your time to help
support early-stage mobile companies?
Contact info@meic.ca for more information.

16. AGM 2012
Questions?

17. AGM 2012
Interested in volunteering?
Contact info@meic.ca for upcoming opportunities.

18. AGM 2012
Research Report Highlights
 MobileInnovation: Growing Ontario’s
Mobile Content, Services, and
Applications Industry 2012
 Taking Ontario Mobile

19. AGM 2012
Mobile Innovation: Growing
Ontario’s Mobile
Content, Services, and
Applications Industry 2012
Kathleen Webb, Director, MEIC
The full report is available for download at
www.mobileinnovationreport.ca

20. Mobile Innovation: Growing Ontario’s
Mobile Content, Services, and
Applications Industry 2012
 The Mobile Industry
 Profile of Ontario/GTA Mobile Producers
 Trends, Opportunities, and Gaps

21. The Mobile Industry
Unprecedented 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.
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

22. Profile of Ontario/GTA Mobile
Producers
Methodology
 Web-based survey of respondents that self-identified as
―producers‖
 Follow-up telephone interviews
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

23. Primary Endeavour
Applications
Content Provider
Infrastructure
Messaging
Middleware
Mobile Network Operator
Online (Direct to Consumer)
Other:
Publisher
Solution Provider
0 5 10 15 20 25 30 35
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

24. Primary Type of Product or Service
Solution Provider
Middleware
Browsing
Content -…
Apps - Travel
Apps - Productivity
Apps - Multimedia
Apps - Games
0 2 4 6 8 10 Secondary Type of Product or Service
# of companies
Solution Provider
Middleware
Browsing
Content -…
Apps - Travel
Apps - Productivity
Apps - Multimedia
Apps - Games
0 2 4 6 8 10
# of companies
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

25. Type of Business Model
Co-brand - your products/innovations are integrated with those
of other partners
(OEM) - you produce products/technologies/services which are
sold under the brand of another company
License to other business or channel/distribution partners
Integrate directly into products or services you provide to end
customers
0 5 10 15 20 25 30 35 40 45 50
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

26. Primary Sales Channel
Publisher Carriers
3% 2%
Licensing
Distributor 12%
9%
Direct Sales
74%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

27. Type of End Users
Non-Profit Organizations
Educational Institutions
Businesses (B to B)
Consumer Audience (B to C)
0 5 10 15 20 25 30 35 40 45
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

28. Export Sales
47%
53%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

29. Export Locations
United States
South Korea
Russia
Middle East
Mexico
Japan
India
Europe
China
Brazil
Australia & New Zealand
Africa
0% 5% 10% 15% 20% 25%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

30. International Sales Channels Used
6%
9%
Direct sales
9% Licensing
44% Distributors
Integrators
Publishers
17% Other
15%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

31. Primary Financing Method
Public/governm
ent grants or Contract/client
loans, 4% financed, 12%
Bank loans, 4% Self-
funded, friends
Private
agency, 2%
and family, 32%
Secondary Financing Method
Tax Credits, 8% Other/not-
applicable, 2%
Consortium or
Angel joint venture
investment, 7% funded, 2%
Self-
Internally , 39% Contract/client funded, friends
Venture capital financed, 10% and family, 21%
, 2%
Academic or Angel
research grants investment, 6%
, 4%
Venture capital
, 2%
Public/governm
Internally , 27%
ent grants or
loans, 10%
Bank loans, 4%
Private
agency , 2%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

32. Experience with Crowdfunding
Have Experience
27%
No Experience
73%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

33. Number of Full Time Employees
1% 2% 2%
9% From 0 to 12
From 24 to 50
9%
From 60 to 300
Up to 2500
Up to 5000
77% Up to 11000
Number of Part Time Employees
4%
4% 4%
4%
From 1 to 5
4% Up to 8
Up to 40
Up to 50
Up to 350
80% Up to 500
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

34. Need for Assistance Connecting to Talent
No
26%
Yes
74%
Need for Assistance Connecting with Research
Talent
No
40%
Yes
60%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

35. Mentors/Advisors
Qualified entry-level staff
Experienced creative talent
Experienced technical staff
Experienced project management staff
Experienced sales staff
Experienced management
0% 20% 40% 60% 80% 100%
Very Difficult Difficult Moderate Difficulty Little Difficulty No Difficulty
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

36. Market Outlook
Decrease
5%
Flat
12%
Increase
83%
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

37. Challenges
Copyright issues
Changing technology
Changing business models
Achieving profitability
Establishing sales
Licencing a brand
Building a brand
Client decision cycles
Regulatory environment
State of the economy
Financing
Gaining access to markets
Competitive climate
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Very Important Important Moderately Important Of Little Importance Unimportant
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

38. Trends, Opportunities and
Gaps
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

39. 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
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

40. Trend: Increasing talent
recruitment and retention
challenges
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

41. Trend: Start-up Mobile
companies face challenges
accessing capital
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

42. Trend: The adoption of
Mobile in Canada (and
Ontario) lags other countries
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

43. Trend: Ontario Mobile
companies lack business &
marketing skills to
commercialize new ideas
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

44. 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
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

45. Trend: Additional public policies
and support measures can
enhance the competitiveness of
the Mobile industry in Ontario
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

46. Trend: Companies in the
Ontario Mobile industry are
increasingly expanding
abroad
Mobile Innovation: Growing Ontario’s Mobile
Content, Services, and Applications Industry 2012

47. AGM 2012
Questions?

48. AGM 2012
Taking Ontario Mobile
Dr. Sara Diamond, President & Vice Chancellor, OCAD University
Dr. Sara Diamond & Dr. Vera Roberts,
Principal Investigators
OCAD University

49. 49
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.
Taking Ontario Mobile

50. 50
Definition of Mobile
Mobility 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.
Taking Ontario Mobile

51. 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.
Taking Ontario Mobile

52. 52
Design driven industry
Taking Ontario Mobile

53. 53
Future Trends: Inclusion
 Businessopportunities in providing mobile
technology and software interfaces and
services focused on inclusion as the
percentage of aging users increases
 Increasedtechnological capacity to
design highly personalized interfaces
Taking Ontario Mobile

54. 54
Emerging and Developing
Markets
Taking Ontario Mobile

55. 55
Focus Sectors
 Lifelong Learning,
 Health,
 Government
 Entertainment and
 Commerce
Taking Ontario Mobile

56. Ontario Residents
Students People with Employees
Family Elderly
High School University disabilities Public Sector Professionals
Remote Scenario 5
Scenario 6 Rural communities,
Location aware diabetes, and Scenario 9
+ mobile
Ontario Locations
aboriginal health Repair
health apps = technician
immediate for Ontario
Rural care power
company
Scenario 2 Scenario 3
Tablets Scenario 4
Location-based Increased
provide
Regional learning for high
Scenario 8 efficiency
school & university accessible
Social capital services in the
students public
in the
elderly sector Scenario 10
Scenario 1 population Busy
Entertainment Toronto
Urban & M- professional
Commerce integrating
Apps Scenario 7 mobile to
SMS/MMS helps to her life
initiate disease
prevention

57. 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
Taking Ontario Mobile

58. 58
Ranking of Interest in Mobile Services
Access to extra information at historical sites or cultural venues (e.g. a historical
photograph or a self-guided tour of an exhibit)
Legal identification
Access to government services like license renewals
Ability to pay for products and services
Access to training or other education programs
Access to all of your health records
0% 25% 50% 75% 100%
1 2 3 4 5 6 Taking Ontario Mobile

59. 59
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
Taking Ontario Mobile

60. 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.
Taking Ontario Mobile

61. 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.
Taking Ontario Mobile

62. 62
Leaders in m-entertainment
Magazines 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.‖
Taking Ontario Mobile

63. 63
Leaders in m-entertainment
The 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.
Taking Ontario Mobile

64. 64
Taking Ontario Mobile

65. 65
Leaders in m-entertainment
Mobile 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.
Taking Ontario Mobile

66. 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
Taking Ontario Mobile

67. 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
Taking Ontario Mobile

68. 68
Augmented Reality
Taking Ontario Mobile

69. 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
Taking Ontario Mobile

70. 70
Future Opportunities
 Mobilemarketing 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.
Taking Ontario Mobile

71. 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, enhanceme
nts and an approximation
of the benefits of online
shopping.
Taking Ontario Mobile

72. 72
M-commerce consumer
interest
Commerce/retail/finance/Services—Consumer mobile expectations
Other, please specify:
Account information
Service provider information (e.g. proximity to location, hours
of operation)
Express payment options
Shopping apps (e.g. style guide, recipe shopping
lists, availability/product stock, coupons, lowest price location)
Product rating information
Making donations
Shopping/making purchases
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Taking Ontario Mobile

73. 73
mWallet Interest
Taking Ontario Mobile

74. 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.
Taking Ontario Mobile

75. 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.
Taking Ontario Mobile

76. Movement to m platform
Branch ATM Laptop Phone
PC
Taking Ontario Mobile

77. 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.
Taking Ontario Mobile

78. 78
Best Practices: carrier billing
Probably 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.
Taking Ontario Mobile

79. 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.
Taking Ontario Mobile

80. 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.
Taking Ontario Mobile

81. 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.
Taking Ontario Mobile

82. 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.
Taking Ontario Mobile

83. 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.
Taking Ontario Mobile

84. 84
Health - Consumer Mobile Expectations
Other, please specify:
Health program support
Health monitoring
Prescription management
Scheduling
Access to health records
Access to health-related information (e.g.
nutrition, support groups, resources)
Equivalent to “in person” service
0% 10% 20% 30% 40% 50% 60% 70% 80%
Taking Ontario Mobile

85. 85
Mobile Health
Taking Ontario Mobile

86. 86
Benefits of m-health in Other
Jurisdictions
Taking Ontario Mobile

87. 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.
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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
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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.
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M-Health applications
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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.
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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
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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
Taking Ontario Mobile

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The gap between providers
and clients
As a payment mechanism or commerce platform for selling goods or services
As a delivery channel for services or media
As a tool for customer service
As a marketing tool for reaching customers
Internal productivity (e.g. access to email, or connectivity on the go)
0% 25% 50% 75% 100%
Very Important 2 3 4 Not Important
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Anticipated Business Future
Use
As a payment mechanism or commerce platform for selling goods or services
As a delivery channel for services or media
As a tool for customer service
As a marketing tool for reaching customers
Internal productivity (e.g. access to email, or connectivity on the go)
0% 25% 50% 75% 100%
Very Important 2 3 4 Not Important
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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
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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
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Quick Wins
Ontario can set mobile learning priorities for school boards and post-secondary
Quick institutions.
wins
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
Taking Ontario Mobile

99. AGM 2012
Questions?

100. AGM 2012
Treasurer’s Report
Stephen Perelgut
Treasurer, 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.

101. AGM 2012
Appointment of the Auditor
Mike Stoyan
Partner, 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.

102. AGM 2012
Board Election

103. AGM 2012
2012-2013 Board of Directors
Dr. Sara Diamond
President 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.

104. AGM 2012
2012-2013 Board of Directors
Stephen Perelgut
University Relations Manager, IBM
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.

105. AGM 2012
2012-2013 Board of Directors
Krista Napier
Senior Analyst, Mobility, IDC Canada
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.

106. AGM 2012
2012-2013 Board of Directors
Jamie Barron
Partner, 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.

107. AGM 2012
2012-2013 Board of Directors
Dragan Nerandzic
CTO, 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.

108. AGM 2012
2012-2013 Board of Directors
Josh Sookman
Founder & 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.

109. AGM 2012
2012-2013 Board of Directors
Dr. Robert Luke
Assistant 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.

110. AGM 2012
2012-2013 Board of Directors
Renee Szuhai
Sr. 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.

111. AGM 2012
2012-2013 Board of Directors
Michael J. O’Farrell
Co-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.

112. AGM 2012
2012-2013 Board of Directors
Vincent John Vincent
President, 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.

113. AGM 2012
2012-2013 Board of Directors
Gary Schwartz
President, 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.

114. AGM 2012
2012-2013 Board of Directors
Donald Henderson
President & 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.

115. AGM 2012
2012-2013 Board of Directors
Carolyn Fitton
Senior 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.

116. AGM 2012
2012-2013 Board of Directors
Anthony Kanfer
Senior 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.

117. AGM 2012
2012-2013 Board of Directors
Shane Davies
Director of ISV Partnerships, Microsoft Canada
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.

118. AGM 2012
Board Election

119. AGM 2012
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