POINTS INTERNATIONAL LTD. (Translation of Registrant's Name Into English)
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2015 Fourth Quarter Management Discussion and Analysis
POINTS INTERNATIONAL LTD. MANAGEMENT'S DISCUSSION AND ANALYSIS INTRODUCTION The following management’s discussion and analysis (‘‘MD&A’’) of the performance and financial condition of Points International Ltd. and its subsidiaries (which are also referred to herein as “Points” or the “Corporation”) should be read in conjunction with the Corporation’s audited consolidated financial statements (including the notes thereto) for the years ended December 31, 2015 and 2014. Further information, including the Annual Information Form (“AIF”) and Form 40-F for the year ended December 31, 2015, may be accessed at www.sedar.com or www.sec.gov. All financial data herein has been prepared in accordance with International Financial Reporting Standards (“IFRS”) as issued by the International Accounting Standards Board (“IASB”) and all dollar amounts herein are in thousands of United States dollars unless otherwise specified. This MD&A is dated as of March 2, 2016 and was reviewed by the Audit Committee and approved by the Corporation’s Board of Directors. FORWARD-LOOKING STATEMENTS This MD&A contains or incorporates forward-looking statements within the meaning of United States securities legislation and forward-looking information within the meaning of Canadian securities legislation (collectively, “forward-looking statements”). These forward-looking statements relate to, among other things, revenue, earnings, changes in costs and expenses, capital expenditures and other objectives, strategic plans and business development goals, and may also include other statements that are predictive in nature, or that depend upon or refer to future events or conditions, and can generally be identified by words such as “may”, “will”, “expects”, “anticipates”, “intends”, “plans”, “believes”, “estimates” or similar expressions. -
2020-Airline-Ancillary-Revenue-Loyalty-Guide-EXCERPT.Pdf
Airline Ancillary Revenue and Loyalty Guide for 2020 The best single resource in your quest for revenue success Contents Welcome Aboard – An Introduction by Jay Sorensen ..................................................................... 6 Allegiant Flies Its Own Route to Revenue Success .......................................................................... 10 “Sometimes you eat the bear, sometimes the bear eats you” ................................................. 10 Being an ancillary revenue champ is in Allegiant’s DNA ............................................................ 11 Direct distribution makes retailing so much easier ..................................................................... 12 Baggage is a boarding breeze and a revenue boost ..................................................................... 12 The co-branded credit card is ever present and ever green .................................................... 14 “Pay Monthly” immediately stuffs shopping carts ........................................................................ 15 Allegiant sells destinations, not airline seats ................................................................................. 16 A flight is a transaction. A vacation is an experience................................................................. 17 “We model ourselves to a certain degree after Disney” .......................................................... 18 Will your airline survive and thrive? .............................................................................................. -
Loyalty Programs: the Vital Safety Feature for Airlines to Survive COVID-19
The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2516-8142.htm Airline loyalty Loyalty programs: the vital programs safety feature for airlines to survive COVID-19 Manuel E. Pascual Chaplin School of Hospitality and Tourism, Florida International University, Miami, Florida, USA, and Received 9 March 2021 Revised 13 April 2021 Lisa Nicole Cain Accepted 14 April 2021 Hospitality and Tourism Management, Florida International University Biscayne Bay Campus, North Miami, Florida, USA Abstract Purpose – The airline industry has been severely impacted by COVID-19 due to widespread travel restrictions. Its current response is crucial to ensure continued operations after the global pandemic is resolved. One resource the airlines are leveraging is loyalty programs. This study aims to examine the viability of leveraging loyalty programs in times of crisis. Design/methodology/approach – This study employs a case study methodology to examine how one company, American Airlines, has used its loyalty program to survive a pandemic and alleviate the financial costs associated with limited and restricted travel. Findings – American Airlines’ AAdvantage loyalty program structure may be used as a benchmark to understand how airlines can anchor their loyalty base to reinvigorate travel interest and use these programs as safeguards in critical instances that may arise in the future. Research limitations/implications – The case was bound by the fact that the pandemic was still a threat during the time of analysis. The findings of this case study go beyond the airline industry and may inform other hospitality and tourism organizations on the benefits of loyalty programs in times of financial distress. -
Delta Air Lines, Inc.; Rule 14A-8 No-Action Letter
***FISMA & OMB Memorandum M-07-16*** March 27,2012 Response ofthe Office of Chief Counsel Division of Corporation Finance Re: Delta Air Lines, Inc. Incoming letter received February 10, 2012 The proposal requests that the board initiate a program that prohibits payment, cash or equity, under any incentive program for management or executive officers unless there is an appropriate process to fund the retirement accounts (qualified and non qualified) ofDelta pilots who retired on or prior to December 13,2007. There appears to be some basis for your view that Delta may exclude the proposal under rule 14a-8(i)(7), as relating to Delta's ordinary business operations. In this regard, we note that, although the proposal mentions executive compensation, the thrust and focus ofthe proposal is on the ordinary business matter ofemployee benefits. Accordingly, we will not recommend enforcement action to the Commission ifDelta omits the proposal from its proxy materials in reliance on rule 14a-8(i)(7). In reaching this position, we have not found it necessary to address the alternative bases for omission upon which Delta relies. Sincerely, Erin Purnell Attorney-Adviser DIVISION OF CORPORATION FINANCE INFORMAL PROCEDURES REGARDING SHAREHOLDER PRQPOSALS The Division ofCorporation Finance believes that its responsibility witl:t respect to matters arising under Rule 14a-8 [17 CFR240.14a-8], as with other matters under the proxy rules, is to aid those who must comply With the rule by offering informal advice and suggestions and to determine, initially, whether or not it may be appropriate in a particular matter to. recommend enforcement action to the Commission. -
Ideaworks Announces Client Relationships in the Travel and Cons
Contact: Jay Sorensen For inquiries: 414-961-1939 Jay @ IdeaworksCompany.com Southwest, JetBlue Lead Average Reward Price Rankings Among Five Major US Frequent Flyer Programs Switchfly Reward Seat Availability Survey finds that pay-with-points change still yields similar reward price rankings. August 22, 2016, Shorewood, Wisconsin ─ Low-cost carriers Southwest and JetBlue continue to offer US flyers the lowest average reward seat pricing, despite an industry shift to dollar-based rather than mileage-based loyalty points accrual. The rankings for the two airlines mirror the results from 2015—and from the year before, when miles flown was the universal accrual method. These findings derive from the IdeaWorksCompany annual Switchfly Reward Seat Availability Survey. In May the firm released reward seat availability rankings for 25 of the world’s largest airlines. Today's analysis features average reward prices associated with US frequent flyer programs that use ticket prices, rather than miles flown, as an accrual method. Among these programs, the pay-with-points method used by Southwest and JetBlue yielded lower prices for short and medium haul reward travel. Until recently, American, Delta, and United based accrual on the distance flown—like most major airlines around the world. Now this is changing to a revenue-based method similar to JetBlue and Southwest. Among low economy fare passengers, who don’t have elite tier status, JetBlue's TrueBlue and Southwest's Rapid Rewards programs offer higher accrual at 6 points per dollar compared to the rate of 5 miles per dollar offered by the others. This is combined with lower average reward prices, Southwest being the lowest at 10,182 points per roundtrip reward. -
Aviation Industry Leaders Report 2021: Route to Recovery
The Aviation Industry Leaders Report 2021: Route to Recovery www.aviationnews-online.com www.kpmg.ie/aviation KPMG REPORT COVERS 2021.indd 1 20/01/2021 14:19 For what’s next in Aviation. Navigating Change. Together. Your Partner For What’s Next KPMG6840_Aviation_Industry_Leaders_Report REPORT COVERS 2021.indd 2021 2 Ads x 4_Jan_2021.indd 4 19/01/202120/01/2021 15:37:29 14:19 CONTENTS 2 List of 10 Regional Review 24 Airline Survivorship 36 Return of the MAX 54 Chapter Four: The Contributors and Post-Covid World Acknowledgements Chapter One Assessing which Boeing’s 737 MAX incorporates a regional airlines will survive the aircraft was cleared for The recovery from 4 Foreword from Joe review of the aviation immediate health crisis return to service after the devastation the O’Mara, Head of market. and the subsequent the US Federal Aviation coronavirus pandemic Aviation, KPMG recovery period has Administration officially has wrought on the 18 Government rescinded the grounding world is expected to be Ireland become an essential Lifelines skill for lessors, lenders order. Industry experts slow but how will the 6 Chapter One: and suppliers. discuss the prospects new world environment This section takes a for the aircraft type and impact demand for air Surviving the Crisis deep dive into the levels 28 Chapter Two: Fleet how it will be financed. travel. This chapter also of government support considers the impact This chapter considers Focus for the aviation industry 44 Chapter Three: The of climate change the macroeconomic and around the world and Airlines are likely to Credit Challenge concerns on the aviation geopolitical shock of the considers its impact emerge from the crisis coronavirus pandemic industry. -
Delta Airlines
Design Strategy Delta Airlines Srividya Krishna Prasad Index Overview Research & Analysis Design ➔ About Delta ➔ Competitive Matrix ➔ Preliminary design concept ➔ ➔ PESTLE Client’s Need ➔ Ideal design ➔ Initiative for COVID ➔ Predispositions ➔ Triple bottom line ➔ Analysis from Framework ➔ Secondary Research - 4P ➔ Insights ➔ Strategic design - SWOT ➔ Strategic Balancing - Business Model Canvas 1 2 3 1 Overview ➔ About Delta ➔ Client’s Say ➔ Summary of what I know ➔ Analysis from Framework - 4P - SWOT - Business Model Canvas About Delta ➔ Delta Air Lines operates 878 commercial aircraft, making it the second largest airline fleet in the world. ➔ In the past, Delta purchased or leased older generation aircraft and it flies aircraft for 20–30 years, much longer than most other major airlines. ➔ This makes Delta's one of the oldest fleets of any United States airline, with an average fleet age of 14.9 years. “We should be prepared for a choppy, sluggish recovery even after the virus is contained, I estimate the recovery period could take two to three years.” Ed Bastian,“ CEO, Delta Airlines Delta’s Initiatives for COVID ➔ To align capacity with expected demand, Delta is reducing system capacity by 15 points versus its plan, with international capacity reduced by 20-25 percent, and domestic capacity reduced by 10-15 percent. ➔ Parking aircraft, and evaluating early retirements of older aircraft ➔ Delta also made cash flow decisions by deferring their capital expenditure, voluntary pension funding and share repurchases. ➔ In addition, the recent fuel price decline provides approximately $2 billion of full-year expense benefit. Analysis Framework - 4P Product. Place. Delta Air Lines provides scheduled air transportation and The company is headquartered and has its largest hub at cargo services for general passengers, professionals and Hartsfield-Jackson Atlanta International Airport in Atlanta, commercial customers. -
Rewards Programs Reference Sheet Updated: 12/7/2020 9:11 AM 1
Rewards Programs Reference Sheet Updated: 12/7/2020 9:11 AM Airline Reward Programs Carrier Remarks • Starting November 8, 2020 Air Canada will be announcing more information regarding the Aeroplan program. • Beginning later in 2021, earn based on the amount you pay for your ticket instead of Air Canada the numbers of miles you fly. That is why Aeroplan Miles will be called Aeroplan points! • Aeroplan Elite Status Members can enjoy special privileges and benefits. • Alaska Airlines Mileage Plan miles expire after two years of account inactivity. • Members who purchased tickets with miles and have canceled or will cancel their flights between March 1 and December 31, 2020, will have the credits reimbursed into their accounts. • Those credits will have an extended expiration date of July 5, 2021, for travel through May 31, 2022. Alaska Air Lines • Members who earned credits before March 1, 2020, will have their booking expiration dates extended by six months. • Mileage Plan members will have their elite statues extended through December 31, 2021. • Miles earned between January and April 2020 will be rolled into 2021 to help members requalify for elite status in 2022. • American Airlines AAdvantage, miles set to expire on or before December 31, 2020, will now expire on January 1, 2021. • Members whose elite statuses expire on January 31, 2021, will have their statuses American Airlines extended through January 31, 2022. • The threshold to qualify for each elite status in 2020 has been reduced by up to 50%. • All elite qualifying miles, segments and dollars earned from October through December 2020 will count towards the 2021 requirements. -
Delta Air Lines Announces June Quarter 2021 Financial Results
CONTACT: Investor Relations Corporate Communications 404-715-2170 404-715-2554 [email protected] [email protected] Delta Air Lines Announces June Quarter 2021 Financial Results June quarter 2021 GAAP pre-tax income of $776 million and earnings per share of $1.02 on total revenue of $7.1 billion June quarter 2021 adjusted pre-tax loss of $881 million and adjusted loss per share of $1.07 on adjusted operating revenue of $6.3 billion With an improving demand environment, achieved a solid pre-tax profit in the month of June and recently announced the opportunistic addition of seven A350s and 29 737-900ERs to our fleet ATLANTA, Jul. 14, 2021 – Delta Air Lines (NYSE:DAL) today reported financial results for the June quarter 2021 and provided its outlook for the September quarter 2021. Highlights of the June quarter 2021 results, including both GAAP and adjusted metrics, are on page six and are incorporated here. “With the best employees and operation in the industry and an accelerating demand environment, we achieved significant milestones in the quarter including a solid pre-tax profit in the month of June, positive free cash flow for the June quarter, and our people and our brand being recognized with the top spot in the J.D. Power 2021 Airline Study,” said Ed Bastian, Delta’s chief executive officer. “Looking forward, we are harnessing the power of our differentiated brand and resilient competitive advantages to drive towards sustainable profitability in the second half of 2021 and enable long-term value creation.” “Domestic leisure travel is fully recovered to 2019 levels and there are encouraging signs of improvement in business and international travel. -
Scotiabank Delta Skymiles® Visa Credit Card Application Just Print out This Application Form, Complete It and Drop It Off at Your Nearest Scotiabank Branch
Scotiabank Delta SkyMiles® Visa credit card application Just print out this application form, complete it and drop it off at your nearest Scotiabank branch. TELL US ABOUT YOURSELF Are you a Delta SkyMiles program member? J Yes J No Name Date of Birth MM/ DD/ YYYY If yes, fill in your Delta SkyMiles # | | | | | | | | | | Address Mailing Address (if different from above) Time at Current Residence Years/Months If Less Than 2 years, Time at Previous Residence Years/Months Marital Status J Married J Unmarried J Separated Home Phone # Cell Phone # Social Security # Mother’s Maiden Name Employer Occupation Work Phone # Time with Company Years/Months J Full-time J Part-time Monthly Income $ If Less Than 2 years, Time with Previous Company Years/Months Other Monthly Income $†† †† Alimony, child support or separate maintenance income need not be revealed if you do not choose to have it considered as a basis for repaying this obligation WOULD YOU LIKE AN ADDITIONAL CARD FOR YOUR SPOUSE? If yes, complete this section Name Home Phone # Cell Phone # Date of Birth MM/ DD/ YYYY Mother’s Maiden Name Social Security # Occupation Employer Work Phone # Time with Company Years/Months J Full-time J Part-time Monthly Income $ YOUR FINANCIAL INFORMATION J Are You a Homeowner? J Renter? J Other? If You Are a Homeowner, What Is the Property Value? $ Existing Debt / Mortgage on the Property $ Lender Monthly Pymt $ Do You Have Any Loans with Scotiabank? J Yes J No Amount $ Monthly Pymt $ Other Lender? J Yes J No If Yes, Specify: Lender Amount $ Monthly Pymt $ Other -
Ideaworks Announces Client Relationships in the Travel and Cons
Contact: Jay Sorensen For inquiries: 414-961-1939 Jay @ IdeaworksCompany.com Low Fare Airlines Offer Better Reward Seat Availability While Traditional Carriers Provide Mixed Results The IdeaWorks Company releases results from the 2nd annual ezRez Reward Seat Availability Survey. May 26, 2011, Shorewood, Wisconsin - - Less might mean more to savvy travelers when they compare the generosity of frequent flier programs. Customers of low fare airlines will be pleased by top rankings in the 2nd annual ezRez Reward Seat Availability Survey. Members in the programs operated by traditional airlines may need to place more value in benefits beyond free travel when choosing a favorite frequent flier program. Low fare airlines GOL, Southwest Airlines, Air Berlin, and Virgin Australia filled the top four slots in reward survey results for 2011. GOL, which calls itself the largest low cost and low fare carrier in Latin America, topped the rankings with an unmatched level of reward bliss; an astounding 100 percent of survey queries yielded two or more reward seats. And US-based Southwest Airlines matched its 2010 standing with a survey result of 99.3 percent reward seat availability. The average among the six low fare airlines in the survey was 85.6 percent and is significantly above the 62.9 percent calculated for the other 18 carriers in the survey group. Consumers realize there is no free lunch. Low fare airlines are generous with reward seats while offering bargain prices. Traditional airlines are seemingly more stingy with rewards but offer other benefits such as entry to airport lounges, upgrades to premium cabins, and access to worldwide flight networks. -
Points.Com Introduces Loyalty Points Transfer and Gift Registry to Jetblue's Trueblue Members
December 19, 2011 Points.com Introduces Loyalty Points Transfer and Gift Registry to JetBlue's TrueBlue Members JetBlue's TrueBlue Members Benefit From New Ways to Engage With Their Points and to Create Wish Lists TORONTO, Dec. 19, 2011 (GLOBE NEWSWIRE) -- Points International Ltd. (Nasdaq:PCOM) (TSX:PTS), owner and operator of the world's leading loyalty reward program management platform, www.Points.com, has expanded its partnership with JetBlue Airways' customer loyalty program, TrueBlue. In addition to trading, buying, and gifting points, customers now have two more ways to benefit from their TrueBlue membership: the ability to transfer points and create gift registries to receive points for that special event. "JetBlue's reputation precedes itself for a reason: the airline provides top-notch service for their customers, from the on-board seatback TVs to the points that do not expire," said Rob MacLean, CEO of Points.com. "Points.com is pleased to help JetBlue improve upon those offerings for the members of the airline's esteemed TrueBlue program." "The ability to easily transfer points is an enhancement that our TrueBlue members have been asking for, and we're pleased to have an answer with the help of Points.com," JetBlue's Director of Loyalty Marketing Dave Canty said. "Bringing our customers new and innovative ways to interact with their points, including a fun gift registry option, is just another example of how we aim to deliver the best possible customer experience." With the Transfer add-on, TrueBlue members can help friends and family members reach their reward goals faster by seamlessly transferring points between one another.