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The
largest printer in Canada and sixth-largest in North America,
Transcontinental is the country’s leading publisher
of consumer magazines and French-language educational
resources, and its second-largest community newspaper
publisher. Transcontinental distinguishes itself by creating
strategic partnerships that integrate the company into
its customers’ value chain, notably through its
unique newspaper printing outsourcing model and its value-added
services. From mass to highly personalized marketing,
the company offers its clients integrated solutions which
include a continent-leading direct marketing offering,
a diverse digital platform and a door-to-door advertising
material distribution network. Transcontinental is a company
whose values, including respect, innovation and integrity,
are central to its operation.
Transcontinental (TSX: TCL.A, TCL.B) has more than 15,000
employees in Canada, the United States and Mexico, and
reported revenues of C$2.3 billion in 2007. |
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At Transcontinental, it's people working as a team that makes the difference. |
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Under our Evolution 2010 business project
to mobilize employees, our teams receive regular
training in our core values and our culture of continuous
improvement. |
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Transcontinental has developed a unique business model that is based on knowing our clients, anticipating their needs and making their jobs easier. |
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Our growth strategy is targeted both
in terms of niche and geography. Our goal is not
to be the biggest overall in our industry, but to
be the best in each of our niches. |
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We are responsible and disciplined in our financial management. |
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Transcontinental has a reputation
for being socially and environmentally responsible
and having a strong sense of ethics. |
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We aim to serve the long-term interests of our employees, customers and shareholders, the three pillars of the company. |
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 The
concept behind Transcontinental's continued existence and growth
is very simple: adapt to and, even better, anticipate our customers'
emerging needs. Our goal is to be the best in what we do and
to help our customers be more effective in reaching and building
a loyal clientele. We have therefore, over the years, added
complementary products and services, particularly in the area
of personalization, new information technologies and the Internet,
so that we can meet all of our customers' communication needs.
Today, customers want to reduce the number of suppliers they deal with and outsource certain services. We were the first to offer retailers a complete prepress-printing-distribution service through a one-stop shop. And over the past few years we have been reorganizing our sales approach to include cross-selling initiatives that enable us to offer our complete line of products and services to customers. We have also set up specialized market teams that are tasked with developing in-depth knowledge of specific continent-wide markets. These teams have become true advisors to our customers.
Another trend that's a natural extension of our business model
is outsourcing. This means becoming an integral part of the
customer's business process, whether as printer or publisher.
For several years now, the publishers of the major dailies The
Globe and Mail, La Presse, The New York Times
have entrusted their newspaper printing to us; this has given
them more time to focus, with great success, on the production
of top-quality content. Starting in 2009, this group will include
the San Francisco Chronicle. Similarly, our US direct
marketing clients have the option of placing us in charge of
their campaigns. We will handle everything from design assistance
to data analysis to loyalty programs. Customers can also outsource
their advertising creation and premedia activities to us.
Transcontinental has another invaluable asset that is not earned overnight: business credibility. Our credibility has been built patiently, year after year, through our relations with investors, customers and employees, as has our record on social responsibility and the environment. |
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 Our growth is targeted, both in terms of niche and geographic positioning. We have always felt that that is the surest way to create value for our employees and shareholders.
In Canada, our strategy is to serve our customers from coast to coast and to meet all of their print communication needs, as well as their extensions into other media such as the Internet.
As a printer, we have set up a Canada-wide network of printing
plants so that we can serve our regional clients locally and
bring our national clients closer to their markets. In the next
few years we will continue to develop our unique outsourcing
model for newspaper printing. As a magazine and newspaper publisher,
our titles, which are among the most prestigious in the industry,
allow advertisers to reach major communities of interest right
across the country, or a subset of specific geographic communities
in English and in French. As a distributor, we make Canada's
biggest distribution network available to our clients, either
directly through Ad-Bag or through our pan-Canadian brokerage
service.
Our strong position in Canada has allowed us to develop expertise in niches with high growth potential that we can then market outside Canada. We do this either by exporting products such as short-run books, catalogues and magazines from our Canadian plants, or by making acquisitions in order to produce products locally. That is what we have done in direct marketing, where we are now one of the biggest players in the North American market, with a production capacity of more than five billion direct marketing items per year.
Internationally, the United States is our primary target and
we now do more than 23% of our business there. We are also one
of the biggest flyer, book and commercial printers in Mexico. |
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