DOCSLIB.ORG

The Effect of Information Technologies on Aboriginal Employment in the Airlines and Banking Sectors Manitoba Research Alliance O

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Effect of Information Technologies on Aboriginal Employment in the Airlines and Banking Sectors Manitoba Research Alliance O The Effect of Information Technologies on Aboriginal Employment in the Airlines and Banking Sectors Manitoba Research Alliance on CED in the New Economy Stream #1: Project #3 Kathleen Sexsmith & Aaron Pettman Supervised by John Loxley July 5, 2005 - 1 - Acknowledgment “We are pleased to acknowledge the generous financial support of the Initiative on the New Economy of the Social Sciences and Humanities Research Council; via the Manitoba Research Alliance on Community Economic Development in the New Economy. For further information please see: http://www.manitobaresearchallianceced.ca” - 2 - 1.0 Banking and Airlines Context...................................................................................... 4 1.1 Structural change in the banking and airline industries............................................................... 4 1.1.1 Banking.............................................................................................................................. 4 1.1.2 Airlines .............................................................................................................................. 7 1.2 New Technologies in Banking and Air Transport..................................................................... 10 1.2.1 Banking............................................................................................................................ 10 1.2.2 Airlines ............................................................................................................................ 16 1.3 New Technologies and the Composition of the Workforce ...................................................... 18 1.3.1 Banking............................................................................................................................ 18 1.3.2 Airlines ............................................................................................................................ 21 2.0 Opportunity for Aboriginal Employment in Airlines and Banking ................................. 23 2.1 Banks and Credit Unions by Winnipeg Neighbourhood/Rural Census Area ............................ 23 2.1.1 Winnipeg Neighbourhoods .............................................................................................. 24 2.1.2 Manitoba Census Divisions............................................................................................. 26 2.2 Airports in Aboriginal Communities......................................................................................... 29 2.3 Aboriginal Banking Locations in Manitoba .............................................................................. 30 3.0 Aboriginal Employment in the Manitoba Banking and Airlines Industries...................... 31 3.1 Demographics of the Aboriginal Population ............................................................................. 31 3.2 Aboriginal Employment in Federally Regulated Airlines & Chartered Banks.......................... 33 3.2.1 Net Changes..................................................................................................................... 33 3.2.2 Current Employment Levels by Company and EEOG .................................................... 34 3.2.2.1 Airlines ............................................................................................................................ 34 3.2.2.2 Banking............................................................................................................................ 37 4.0 Interview Results...................................................................................................... 39 4.1 Training and Educational Institutions........................................................................................ 41 4.1.1 Recruitment and Funding................................................................................................. 41 4.1.2 Strategic Partnerships....................................................................................................... 46 4.1.3 Information Technology .................................................................................................. 50 4.1.4 Other Barriers .................................................................................................................. 52 4.2 Companies in the Banking and Airlines Sectors ...................................................................... 55 4.2.1 Airlines ............................................................................................................................ 55 4.2.1.1 Employment Equity Policy.............................................................................................. 55 4.2.1.2 Recruitment Strategies and Strategic Partnerships........................................................... 57 4.2.1.3 Information Technology .................................................................................................. 59 4.2.1.4 Other Barriers .................................................................................................................. 60 4.2.2 Banking............................................................................................................................ 62 4.2.2.1 Recruitment Strategies and Strategic Partnerships........................................................... 62 4.2.2.2 Information Technology .................................................................................................. 71 4.2.2.3 Other Barriers .................................................................................................................. 72 5.0 Looking Forward ..................................................................................................... 75 5.1 Recommendations for Educational and Training Organizations............................................... 75 5.2 Recommendations for Companies in the Airlines and Banking Sectors ................................... 80 6.0 Appendices.............................................................................................................. 84 6.1 Tables Accompanying Section 2.1 ............................................................................................ 84 6.2 Tables Accompanying Section 3.2 ............................................................................................ 93 6.2.1 Banking............................................................................................................................ 93 6.2.2 Airlines .......................................................................................................................... 104 6.3 Tables Accompanying Section 4.1 .......................................................................................... 114 6.4 List of all Individuals Contacted ............................................................................................. 118 7.0 References............................................................................................................. 121 - 3 - 1.0 Banking and Airlines Context 1.1 Structural change in the banking and airline industries Both the banking and airlines industries are experiencing periods of significant structural change. Since these sectors are service-based, companies have come to rely increasingly on information technologies in order to remain competitive and to grow. Moreover, both industries were affected by changes in government regulation in recent years. These factors, among others, have affected employment opportunities for designated and non-designated groups alike. The following tables demonstrate net changes in employment in the banking and airlines industries since the late 1990s: Bank Employment 1997 1998 1999 2000 2001 2002 Manitoba 6,665 6,200 6,370 6,395 6,090 5,960 Canada 221,400 222,200 222,000 235,600 239,600 239,500 (Canadian Bankers Association) Airlines Employment 1998 1999 2000 2001 2002 Canada 53,225 52,083 44,896 51,338 54,443 (HRDC Employment Equity Act Annual Reports) Between 1997 and 2002, there has been a net loss of 705 workers in Manitoba in banking, or equally, a 10.6% decline. Across Canada, 18,100 banking jobs were gained. Airlines employment has remained basically static over this period, since there has been a net gain of 1,218 jobs (an increase of 2.3%) in the number of airlines workers nationally. 1.1.1 Banking The federal government has been barring against the merging of Canada’s major banks for a number of years, which would adversely affect designated groups by reducing employment opportunities in the (federally regulated) banking sector. The report of the Task Force on Financial Services of 1998, commonly known as the MacKay report, recommended increasing inter-bank competition and also banks’ competitive position - 4 - vis-à-vis other financial institutions.1 On the basis of this report, the federal government created strict conditions for bank mergers in June, 1999, thus not approving proposed mergers between the Bank of Montreal and Royal Bank, and between CIBC and Toronto Dominion.2 However, a take-over of Canada Trust by Toronto Dominion in 2000 was allowed because the former was not under the same restrictions as the banks, thereby resulting in some streamlining of the combined workforce.3 In June of 2000 the Department of Finance tabled Bill C-38, which created a “formal process for the government to review proposed mergers between major banks.”4 The inability to merge caused the banks to choose “internal restructuring and cost-cutting measures as an alternative to facing
Load more

Recommended publications
  • Credit Union Guidebook
    Retail Impact Investing A GUIDEBOOK FOR CANADIAN CREDIT UNIONS FOREWORD Impact investing has the potential to be a growth opportunity and differentiator for the Canadian credit union sector. Today, impact investment options exist primarily for institutional and accredited investors. The opportunities for everyday investors to generate a return, while generating positive impact, are limited – this, despite evidence of market interest led by millennials and others. Credit unions are well positioned to tap into this opportunity. A core part of their mission is to ensure the financial, social and environmental well-being of the communities they serve: a mission that is aligned with the principles of impact investing. We see this Guidebook as a tangible resource to help credit unions address a marketplace gap and empower members to make investments that will have demonstrable, positive impacts in their communities. The Guidebook offers credit unions of all sizes and at all stages of their social responsibility journey actionable ideas of how to create and deploy retail impact investment products for their members. The guide also points to recommendations that the credit union sector as a whole can undertake. The Canadian Credit Union Association (CCUA) is committed to working with credit unions to explore how these recommendations can be advanced. We welcome your ideas and feedback - contact us at www.impactinvesting.ca/contact. CCUA is proud to have partnered with Purpose Capital, Employment and Social Development Canada, as well as a number of interested credit unions, to develop and share the research in this Guidebook. We want to extend our gratitude to Affinity Credit Union, Alterna Savings and Credit Union, Assiniboine Credit Union, Conexus Credit Union, DUCA Financial Services Credit Union, Libro Credit Union, Mennonite Savings & Credit Union, Meridian Credit Union, Servus Credit Union and Vancity Credit Union for their support and contribution to the development of this Guidebook.
    [Show full text]
  • 2021 Salary Projection Survey Summary
    2021 Salary Projection Survey Insights on compensation trends expected in 2021 - Summary report 38th edition | September 2020 Table of contents 1 Introduction 2 Compensation consulting 3 Participant profile 6 Survey highlights 8 Historical base salary increase trend 9 Base salary 11 Salary structure 13 Survey participants 22 Notice 22 For more information Introduction The results presented in this report are an analysis of responses collected between July and August 2020 to the 38th edition of Morneau Shepell’s 2021 Salary Projection Survey. The data represents a broad cross-section of industries representing 889 organizations across Canada and provides data on actual salary budget increase percentages for the past and current years, along with projected increases for next year. • The report contains segmented data and a detailed analysis by Morneau Shepell’s compensation consultants. • Survey participation jumped over 75% on a year over year basis from 506 organizations participating in 2019, to 889 in 2020. Many of these organizations also participated in our 2020 Canadian Salary Surveys. • Survey data includes actual 2020 and projected 2021 base salary increases and salary structure adjustments. • Survey data is reported excluding zeros and including zeros (freezes) but does not include temporary rollbacks due to COVID-19. • Findings are summarized for non-unionized employees. • Statistical requirements applied to the data analysis include a minimum of three organizations for average/mean reported results, and a minimum of five organizations
    [Show full text]
  • Live Canadian Bank and Supplier Connections NAME TYPE
    Live Canadian Bank and Supplier Connections NAME TYPE ENHANCED Alterna Savings Banks and Credit Cards Amazon.ca Rewards Visa from Chase Banks and Credit Cards American Express (Canada) Banks and Credit Cards YES American Express Merchant Services (EUR) Banks and Credit Cards Assiniboine Credit Union Banks and Credit Cards ATB Financial (Business) Banks and Credit Cards YES ATB Financial (Personal) Banks and Credit Cards BMO Debit Card Banks and Credit Cards YES BMO Nesbitt Burns Banks and Credit Cards BMO Online Banking for Business Banks and Credit Cards Canadian Tire Options MasterCard Banks and Credit Cards Canadian Western Bank Banks and Credit Cards YES Capital One Mastercard (Canada) Banks and Credit Cards CHASE Bank Canada Banks and Credit Cards CIBC Banks and Credit Cards YES CIBC Wood Gundy Banks and Credit Cards Coast Capital Savings Banks and Credit Cards YES Costco Capital One Credit Card Banks and Credit Cards CUETS: Choice Rewards Mastercard Banks and Credit Cards Desjardins Business Banks and Credit Cards Desjardins VISA Banks and Credit Cards Envision Financial Banks and Credit Cards First National Financial Banks and Credit Cards Ford Credit (Canada) Banks and Credit Cards HBC Credit Card Banks and Credit Cards Home Depot Consumer Credit Card (Canada) Banks and Credit Cards Home Depot Revolving Commercial Charge Card (Canada) Banks and Credit Cards HSBC Bank Canada Banks and Credit Cards HSBC MasterCard Banks and Credit Cards Interior Savings Credit Union Banks and Credit Cards Island Savings Banks and Credit Cards MBNA
    [Show full text]
  • 2019 Annual Report Mission the Assiniboine Park Conservancy Exists to Enhance the Assiniboine Park Experience for Present and Future Generations
    2019 Annual Report Mission The Assiniboine Park Conservancy exists to enhance the Assiniboine Park experience for present and future generations. 1 Vision 2 Capital Development and Refurbishment 3 Zoo News 4 New Initiatives 4 Awards and Recognition 6 Capital Campaign Highlights 7 Education Programs 8 Conservation and Research 9 Sustainability Initiatives 10 Community Events and Engagement PHOTOS, COVER - Family admires polar bear display at Zoo 11 Staff and Volunteer Resources Lights Festival; BELOW - Visitors enjoy summer entertainment 12 Financial Statements at the Lyric Theatre (Mike Peters, courtesy of Tourism 16 Donor Listing Winnipeg). OPPOSITE - Margaret Redmond (President & CEO) and Hartley Richardson (Chair, Board of Directors). CELEBRATING A DECADE OF TRANSFORMATION In 2009, the Assiniboine Park Conservancy unveiled a visionary redevelopment plan that has transformed Assiniboine Park and Zoo. Ten years later, as we look back on the decade, we are reminded of the many exciting milestones we have celebrated together, including: • January 2011 opening of the expanded Riley Family Duck Pond • May 2011 opening of the Nature Playground and Streuber Family Children’s Garden • June 2011 opening of the Shirley Richardson Butterfly Garden • November 2011 opening of the Qualico Family Centre and Park Café • January 2012 opening of the Leatherdale International Polar Bear Conservation Centre • February 2013 opening of the Tundra Grill and Polar Playground • October 2013 first orphaned polar bear cub (Aurora) arrives at the Zoo • July 2014 opening of the Journey to Churchill exhibit • August 2015 opening of the McFeetors Heavy Horse Centre • September 2016 re-opening of The Pavilion art galleries and launch of WAG@ThePark • July 2017 sod-turning for The Leaf and Canada’s Diversity Gardens, attended by Prime Minister Trudeau, Premier Pallister, and Mayor Bowman We are now in the final major phase of this historic redevelopment.
    [Show full text]
  • “Newcomer Phone Directory” Winnipeg, Manitoba
    CANADIAN RELOCATION SYSTEMS “NEWCOMER PHONE DIRECTORY” WINNIPEG, MANITOBA ALL NUMBERS ARE AREA CODE (204) UNLESS OTHERWISE NOTED. Print this handy directory and use it during your move to Winnipeg. Support us and make sure to tell them that you got the information from Canadian Relocation Systems ACCOUNTANTS/LAWYERS The Law Society of Manitoba: 204-942-5571 The Institute of Chartered Accountants of Manitoba: 204-942-8248 APARTMENT RENTALS http://relocatecanada.com/easyrent.html ART,ENTERTAINMENT,ACTVITIES Birchwood Art Gallery: 1-800-822-5840 The Upstairs Gallery: 943-2734 Winnipeg Art Gallery: 786-6641 Winnipeg Recreation Services: 986-5287 Folk Art Council of Winnipeg: 962-6210 Red River Exhibition Association: 888-6990 Splash Dash Water Services: 783-6633 The Forks National Historic Site: 983-6757 Manitoba Theatre Centre: 942-6537 Winnipeg Symphony Orchestra: 949-3950 Rainbow Stage: 989-5261 IMAX Theatre: 956-4629 The Manitoba Museum of Man and Nature: 956-2830 Western Canada Aviation Museum: 775-4761 WINNIPEG BUSINESS Sentinel Storage Winnipeg North, # 11 Paramount Road: 694-9578 Sentinel Storage Winnipeg South, 3101 Pembina Highway: 269-8800 Winnipeg Chamber of Commerce: 944-8484 Copperfields Computer Books: 477-1961 Hook, Line & Sinker: 475-5124 Economic Development Winnipeg: 944-2000 Shapes Women's Fitness Centre: 989-6682 The Exchange BIZ: 942-6716 COMMUNITY SERVICES City of Winnipeg,General Information: 986-2171 Winnipeg Transit Service Information: 986-5700 City of Winnipeg Library:986-6450 City of Winnipeg, Animal Services:
    [Show full text]
  • Salute to Organizations Table of Contents
    2 0 11 Salute to ORGANIZATIONS TABLE OF CONTENTS Corporate Workplace Cornerstones .................... 2 Top 50 ............................... 18 Campaign Labour............................... 19 Chair’s Award .................... 2 Leading Employee Campaign Organizations .................... 20 Chair Award ...................... 4 Outstanding Canvasser Team/ Workplace Campaign ........ 24 Canvasser Award .............. 4 Workplace Quantum Best Leap Award ....................... 28 in Show ............................. 4 Workplace Community Builders Pacesetters ....................... 30 of Distinction .................... 5 United Corporate In Action ........................... 32 Circle of Success ............... 6 New Workplace Corporate Campaign .......................... 33 Quantum Leap Award ....... 10 Day of Corporate Caring ............................... 35 Pacesetters ....................... 12 Leadership Corporate Match .............. 15 Development Program ...... 37 First Time Corporate Gift Award ....... 17 THANK YOU WINNIPEG! Winnipeggers understand all about teamwork. We know we can do much more to create positive change in our community when we work together; pooling our strengths, knowledge and resources to enhance our leverage and deepen our impact. Together, we have made a lot of things possible that would not have happened otherwise. In 2011, we raised $19.7 million to change lives through United Way. This book is filled with hundreds of reasons why United Way is able to reach out to Winnipeggers when they need help
    [Show full text]
  • Social Purpose Credit Union Self-Assessment
    SOCIAL PURPOSE CREDIT UNION SELF-ASSESSMENT 2017 Credit unions are formalizing and focusing their ‘social purpose’ to better meet member needs, play a stronger role in fostering resilient and co-operative communities and grow their businesses. This tool was developed to help them in that effort. Using the language of corporate social responsibility (CSR), it guides credit unions through a process of considering the purpose and focus of their social role – which includes the environment and extends beyond traditional banking and co-operative roles. This tool was first commissioned by Libro Credit Union, based in Ontario, Canada, to assist them in their strategic planning. Libro engaged Coro Strandberg, President of Strandberg Consulting, to draft the tool based on best practices in social purpose in financial institutions and consultation with “CSR” and values- based banking practitioners in the Canadian credit union system. It also incorporates leading corporate practices from outside the financial services sector. University Federal Credit Union, based in Texas, US, subsequently engaged Coro Strandberg to update the tool to reflect best practices in the United States and globally. The Social Purpose Credit Union Self-Assessment is designed to assist in credit union strategic planning. It is a four-stage checklist of best, leading and next practices in CSR, social purpose and values-based banking in seven areas: governance, members, employees, community, environment, suppliers and business partners and the co-operative sector. Author: Coro Strandberg is a leading sustainability and corporate responsibility consultant, with over 25 years of experience advising credit unions and other companies on the design and implementation of community investment, CSR, and social purpose business models and strategies.
    [Show full text]
  • Lifeduring a Pandemic
    2020 Annual Report during a pandemic Life 1 Resolve Adapting in the face of change hange is inevitable. As a company, if you’re not changing, you’re not thriving. Sometimes, you want the change. You plan it, you embrace it, and you grow with it. But, when change is brought on by forces beyond your control, a company really Cfinds out what it’s made of. 2020 and the COVID-19 pandemic brought significant change to the doorstep of virtually every company around the world, including Assiniboine Credit Union. We’re immensely proud to say we faced 2020 and all that it brought head-on with our usual resolve and a more determined focus on protecting our employees, our members, the environment and our community. 2020 Annual Report 3 Message from the Chair of the Board elcome to the Assiniboine Credit Union 2020 annual report, highlighting another successful year amid truly Wunprecedented circumstances as we adapted during the pandemic. ACU continued to enhance financial resilience for our members while creating a positive impact for our employees, communities, and the environment. ACU responded from a position of strength with the understanding that when times are tough, our members and communities need us most. As member-owners, we are proud and grateful to know our credit union is different; we focus on using business as a force for good. Through uncertainty and challenges, our credit union invested in the well-being of our employees, engaged with members to strengthen their financial health, provided critical resources to community organizations that provide essential services, and contributed to climate resilience.
    [Show full text]
  • Basel III Capital Buffers and Canadian Credit Unions Lending: Impact of the Credit Cycle and the Business Cycle ∗∗∗
    Basel III capital buffers and Canadian credit unions lending: Impact of the credit cycle and the business cycle ∗∗∗ Helyoth Hessou Department of Finance, Insurance and Real Estate Faculty of Business Administration Laval University, Quebec, Canada Email: [email protected] Van Son Lai 1 Laboratory for Financial Engineering of Laval University Department of Finance, Insurance and Real Estate Faculty of Business Administration Laval University, Quebec, Canada Email: [email protected] and IPAG Business School, Paris, France November 2017 ∗ We appreciate the insights from the Guest Editor (Sabri Boubaker) and the valuable comments from two anonymous referees. We acknowledge the financial support of the Autorité des Marchés Financiers (AMF) Education and Good Governance Fund Contract SC- 1968), the Conrad Leblanc Fund, and the Social Sciences and Humanities Research Council of Canada. We have benefitted from the valuable comments from Molly Burns, Merwan Engineer, Ben Naceur, Kyounghoon Park, Marc-André Pigeon, James A. Wilcox, experts from the AMF and conference participants at the 2016 International Workshop on Financial System Architecture & Stability at the University of Victoria, B.C., Canada, the 2016 International Summit of Cooperatives in Quebec City, Canada and the 2016 Paris Financial Management Conference in Paris, France. We also thank Marc-André Pigeon and Les Czarnota from Credit Union Central of Canada for their helpful advices and appreciate the excellent research assistance provided by Amine Arfaoui, Jean-Philippe Allard- Desrochers, Houa Balit and Olivier Côté-Lapierre. 1 Contact author . 1 Basel III capital buffers and Canadian credit unions lending: Impact of the credit cycle and the business cycle Abstract We take advantage of the long-standing regulation of the risk-based capital and the leverage ratio in Canada to provide empirical evidence on the relation between the credit unions’ capital buffers and loans to members.
    [Show full text]
  • Credit Union Social Purpose Self-Assessment - 2016
    Credit Union Social Purpose Self-Assessment - 2016 Social Purpose Banking Objectives Canadian credit unions are clarifying their social purpose to better meet member needs, play a stronger role in The purpose of conducting a Social Purpose Assessment is: fostering resilient and co-operative communities and grow their businesses. This tool was developed to help them in that effort. Using the language of corporate social responsibility (CSR), it guides credit unions through a • Current state: To understand your current “CSR” practice along a continuum of social process of considering the purpose and focus of their social role – which includes the environment and extends purpose and impact – to find out how much you are currently doing beyond traditional banking roles. • Opportunities: To identify strengths, gaps and opportunities your credit union could prioritize in its CSR strategy This tool was commissioned by Libro Credit Union to assist them in their strategic planning. Libro engaged • Education: To educate functional leaders on the meaning and implications of CSR and social Coro Strandberg, Principal of Strandberg Consulting, to draft the tool based on best practices in social purpose purpose with regard to their functions, the credit union, employees, members and other banking and finance and consultation with “CSR” and values-based banking practitioners in the Canadian stakeholders credit union system. Completing this tool will provide you with the following insights: The Credit Union Social Purpose Banking Self-Assessment is designed to assist in credit union strategic • Governance: Your current core CSR philosophy, business model and view of profit generation, planning. It is a four-stage checklist of best, leading and next practices in CSR, social purpose and values- and the degree to which social purpose is embedded in your governance and management based banking in seven areas; governance, members, employees, community, environment, suppliers and systems business partners and the co-operative sector.
    [Show full text]
  • A Guidebook for Canadian Credit Unions FOREWORD
    Retail Impact Investing A GUIDEBOOK FOR CANADIAN CREDIT UNIONS FOREWORD Impact investing has the potential to be a growth opportunity and differentiator for the Canadian credit union sector. Today, impact investment options exist primarily for institutional and accredited investors. The opportunities for everyday investors to generate a return, while generating positive impact, are limited – this, despite evidence of market interest led by millennials and others. Credit unions are well positioned to tap into this opportunity. A core part of their mission is to ensure the financial, social and environmental well-being of the communities they serve: a mission that is aligned with the principles of impact investing. We see this Guidebook as a tangible resource to help credit unions address a marketplace gap and empower members to make investments that will have demonstrable, positive impacts in their communities. The Guidebook offers credit unions of all sizes and at all stages of their social responsibility journey actionable ideas of how to create and deploy retail impact investment products for their members. The guide also points to recommendations that the credit union sector as a whole can undertake. The Canadian Credit Union Association (CCUA) is committed to working with credit unions to explore how these recommendations can be advanced. We welcome your ideas and feedback - contact us at www.impactinvesting.ca/contact. CCUA is proud to have partnered with Purpose Capital, Employment and Social Development Canada, as well as a number of interested credit unions, to develop and share the research in this Guidebook. We want to extend our gratitude to Affinity Credit Union, Alterna Savings and Credit Union, Assiniboine Credit Union, Conexus Credit Union, DUCA Financial Services Credit Union, Libro Credit Union, Mennonite Savings & Credit Union, Meridian Credit Union, Servus Credit Union and Vancity Credit Union for their support and contribution to the development of this Guidebook.
    [Show full text]
  • Past Attendee List
    June 3 - 4, 2020 | Westin Harbour Castle, Toronto, ON Past Attendee List FinancialDigitalMarketing.com Join us at this exclusive event to generate high-quality leads that will drive your sales pipeline. Your attending field sales team will have one-on-one interactions with senior buyers who are expected to spend a collective $100mm+ on digital marketing solutions over the next 12 months. The 9th Annual Digital Marketing for Financial Services Summit takes place at the Westin Harbour Castle, Toronto, ON on June 3-4 2020. It provides digital marketing executives with practical approaches to improving their marketing ROI and company bottom line with the very latest digital marketing techniques. Industry leaders in attendance at last year’s event included Tyrone Mahoney the Chief Marketing Operations Officer fromRBC , Crystal Eastman the Managing Director of Advertising, CRM & Digital Experience from Blackrock, Winnie Sun the Co-Founder and Managing Director from Sun Group Wealth Partners, and more! Agenda themes: • Attribution + Analytics •Build Loyalty • Customer Experience w • AI, Voice Search and Chatbots • Improve ROI with Analytics • Sentiment Analysis Interested in generating leads from the buyers attending the event, to build your sales pipeline? FinancialDigitalMarketingMidwest.com 2 contact: [email protected] • 1-866-298-9343 x 276 Who You Can Meet... CMO/VP/Director/Senior Manager of Digital Banks Marketing 27% 33% VP/Director/ Credit Cards Senior Manager of Social Media Decision 9% Financial 38% 19% CMO/VP/Director/
    [Show full text]