Our story

For the past 38 years, TC Transcontinental has thrived.

Why? Because we have been good at innovation, transformation and at nurturing our values along the way. At TC Transcontinental, we love challenges, and the many storms we have successfully weathered through our disciplined approach—two recessions, industry consolidation and globalization—have made us stronger. We are now addressing the technical revolution.

Rémi Marcoux Founder and Board Member

Rémi Marcoux
Founder and Board Member

 

We have constantly evolved to stay close to our customers and partner with them to ensure their success. And we have done it the
TC Transcontinental way, as a team, forging our own unique path. We have always made decisions for the long term, while producing results every quarter. Change has meant taking risks, trying things out, learning from our mistakes, questioning and exploring new realities.

How we started and grew...

Since our beginnings, we have grown because of our obsession with anticipating our customers' needs. Initially, this meant offering customers design, printing and shipping services through a single offering and a single bill, making life easier for them, allowing them to publish their content and reach their audiences more effectively. We called this 'Total service'.  Also, early on, we were the first to specialize our plants, at a time when the business model consisted of having machines that printed all products.  Our history of technological innovation started right there, as we equipped our first printing plant to print flyers in four colors, in different formats with folding capacity and on high-quality paper

Then we seized the opportunity to set up a door-to-door distribution network everywhere in Quebec, and we became a successful distributor, as well as a printer.  Our credibility as a printer was a determining factor in our customers' willingness to trust us with their distribution. Next we acquired Les Affaires, and later, several community newspapers and consumer magazines, thereby making us a printer, distributor and publisher. 

We followed our customers outside of Québec, expanding our flyer and newspaper printing in Canada, first in Ontario with Transcontinental Brampton. This decision was made during a deep recession, at a time when interest rates were more than 20%. The company was already in debt, so we sold a weekly paper in Laval—one that we have since bought back—and the three founders took a big personal financial risk to finance this expansion.  Together with an investor who showed the utmost faith in us, we completed our financing and successfully expanded.

Later, we expanded into other parts of North America with a focus on niches with high growth potential—an area in which the company had proven expertise in Canada. We have since then executed a strategy to consolidate our Canadian base in printing.  And more recently, in 2008, we diversified into interactive marketing solutions with several acquisitions. We also pursued our investments in digital media solutions. Today, digital and interactive revenues are close to $175 million.  We are one of the leading interactive content and digital solutions group in Canada with approximately 1,000 employees.

The TC difference

Many of our achievements to date have been the result of successful initiatives across the company. This has helped us move forward. Today, we transform our approach into a global, collective project.

Isabelle Marcoux Chair of the Board, Transcontinental Inc

Isabelle Marcoux
Chair of the Board, Transcontinental Inc.

We are a disciplined and determined team that wants to succeed. We know that our success can only be achieved through the success of our customers, as their wins are our wins.

Customers are not only ready for change, they are expecting it. An integrated strategy that works is key to ensure the company stays on a growth path. This is why, with our unique custo40r focus and custom offering combining mass and tailored solutions, our top talent in content development, and our strong expertise and tools in delivery for several communications platforms, we are so well equipped to help our customers to attract, acquire and retain their target consumers.

With continuous changes in market dynamics, we remain agile to find the most promising opportunities to ensure sustainable and profitable growth.

What the future holds

With our talented team, we will leverage our strong customer relationships, always one step ahead of the marketplace. We will continue to innovate and invest in our future. Our customers want to benefit from what works today, and at TC Transcontinental, we can meet that challenge by delivering efficient solutions through an integrated marketing activation offering. This is why our customers rely on our solid team, to deliver solutions rooted in the present–in what works now–while we keep our eyes wide open to an exciting future. A History of Consistant Growth Transcontinental's rise to the top ranks of North American media industry is characterized by consistent growth achieved throught strategic acquisitions complemented by steady internal development. The following are some of the more important milestones in Transcontinental's history.

1976
Transcontinental is born. Rémi Marcoux teams up with partners Claude Dubois and André Kingsley to acquire Imprimerie Trans-Continental, a printing company located in the Montreal suburb of St-Laurent that has fallen on hard times. Specializing in flyer printing, the company employs 100 and generates revenues of $2.9 million in its first year.
Revenues: $2.9 Million Employees : 100
1978

A second operating sector is added to the company with the creation of Publi-Home Distributors, a door-to-door flyer distribution business. The company also adopts a new name: G.T.C. Transcontinental Group Ltd.

The company adopts a new name: G.T.C. Transcontinental Group.

Revenues: $4.2 Million Employees : 130
1979

Transcontinental Publications is born with the purchase of the weekly business newspaper Les Affaires and the related magazine SIC (now entitled Affaires PLUS).

Revenues: $18 Million Employees : 200
1982

Transcontinental makes its first foray outside Quebec by opening a flyer printing plant in Brampton, Ontario.

The Publishing sector also continues to grow with the acquisition of Revue Commerce, a business magazine published by the Montreal Chamber of Commerce since 1896.

Revenues: $37.4 Million Employees : 260
1984

On October 29th, Transcontinental makes its debut on the Montreal Exchange.

Revenues: $82.7 Million Employees : 569
1985

Transcontinental now makes its debut on the Toronto Stock Exchange. The company also diversifies its printing activities with the acquisition of the two Transmag plants in Montreal, one of which specialises in newspaper printing, the other in commercial products. The company also grows its operations outside Quebec with the acquisition of Perry Graphics in Calgary.

Revenues: $107.6 Million Employees : 987
1986

A big year for Transcontinental. The celebrated Ad-Bag/Publi-Sac and Ad-Stand are born, products that have revolutionized the flyer distribution business. Transcontinental Publications moves outside Quebec with the purchase of The Hockey News. Printing operations also get a boost with the acquisition of Miami Valley Publishing Company, based in Dayton, Ohio, marking Transcontinental's first step into the United States.

Revenues: $167.3 Million Employees : 1,580
1988

Book publishing division Éditions Transcontinental is born. Transcontinental Publications acquires a majority share of Éditions du Feu Vert, publishers of Décormag and Le Bel Âge, and buys the magazine PME, as well as the newspaper Constructo.

Revenues: $326 Million Employees : 2,650
1989

Various titles are added to the Transcontinental Publications family, including Santé and Good Times magazine.

Revenues: $366.4 Million Employees : 3,200
1991

Transcontinental's Brampton flyer printing operations move into new state-of-the-art facilities.

Revenues: $413.5 Million Employees : 3,220
1992

Transcontinental becomes Canada's leading commercial printer with the acquisition of Southam's commercial printing division, up to then the biggest transaction in the company's 16-year history.

Revenues: $544.6 Million Employees : 4,676
Transcontinental becomes Canada's leading commercial printer.
1993

The company once again diversifies its operations with the acquisition of a majority interest in Americ Disc. With its European partner Moulage Plastique de l'Ouest, Americ Disc will go on to become the world's biggest independent CD manufacturer before Transcontinental divests its interest in the company in 2001. 1993 also marks the year that Transcontinental acquires Litho Acme, a sheet-fed printing company renowned for its unparalleled quality.

Revenues: $638.2 Million Employees : 6,157
1995

Transcontinental goes on a buying spree. First, the company becomes a player in the Quebec local and regional newspaper market with the purchase of 20 Telemedia weeklies published in the Greater Montreal area. Printing operations are enhanced with the acquisition of Yorkville Printing and Bergman Graphics in Ontario, as well as Ross-Ellis Printing and Métrolitho in Quebec.

Revenues: $960 Million Employees : 7,068
1996

Transcontinental acquires Publications Dumont from Cogeco, thereby adding 32 weekly newspapers published in Ontario and Quebec to its portfolio, 17 of which are located in the Montreal area. The company also acquires 50% of CEDROM-SNi, a Montreal firm that specialises in electronic information delivery.

Revenues: $1 Billion Employees : 6,993
Transcontinental adds 32 weekly newspapers to its portfolio.
1998

¡Hola México! Transcontinental expands south with the acquisition of a majority interest in Mexico's largest flyer printing outfit Refosa, promptly renamed Impresora Transcontinental de México. The company also continues its trend of strategic acquisitions north of the border. On the printing side, those include Interweb Printing, Interweb Ontario, LGM Graphics, Spot Graphics, Bayweb, Prescom, and Impressions des Associés. On the publishing side, Transcontinental acquires Hockey Business News, Journal économique, and Preview Sports Publications (eight annual titles). 1998 also marks the year that Transcontinental adopts its new corporate signature.

logo

Revenues: $1.3 Billion Employees : 8,954
1999

Transcontinental's publishing activities increase significantly with the acquisitions of Investment Executive, as well as 7 titles from Plesman Communication, including Computing Canada and Direction informatique. Transcontinental becomes involved in website development by bringing the content of its magazines and newspapers to the Web and by launching Publisac.ca. Finally, direct marketing activities get a kick-start in the US with the purchase of Spectra Graphics and Newtown in Philadelphia.

Revenues: $1.5 Billion Employees : 9,130
2000

Transcontinental makes the most important transaction of its history thus far with the acquisition of Telemedia's magazine publishing division. Eleven major titles are added to the company's portfolio, including Canadian Living, TV Guide, Coup de Pouce, and Elle Québec. The acquisition prompts the creation of Transcontinental Media, a merging of the company's publishing and distribution operations.

Revenues: $1.7 Billion Employees : 11,431
2001

Transcontinental acquires a stable of weekly newspapers from Unimedia Group along with most of Gesca's weeklies. The major acquisition adds 18 weekly newspapers and six periodicals to its portfolio, thereby consolidating the corporation's position as the largest local and regional newspaper publisher in Quebec, and second-largest in Canada.

A number of noteworthy launches also mark the year, including that of Elle Canada, the weekday daily Métro (a partnership with Swedish firm Métro International S.A. and Gesca, which publishes the daily La Presse), and the French-language business portal lesaffaires.com.

Revenues: $1.8 Billion Employees : 10,367
2002

Another major acquisition. The company lands 12 local and regional newspapers from CanWest Global Communications, published in the four Atlantic provinces and Saskatchewan, along with 32 related publications. This marks Transcontinental's first foray into the daily newspaper publishing business. Close to 900 new employees join the Transcontinental Media team.

Transcontinental also acquires Éditions Versicolores, publishers of magazines Fleurs, Plantes et Jardins and Spécialités Terre à Terre, as well as the Ottawa Business Journal.

Revenues: $1.8 Billion Employees : 11,750
2003

Transcontinental takes a momentous step forward in its U.S. direct marketing operations with the acquisition of CC3, a growing company with a network of eight facilities in Pennsylvania, California, and Texas. This represents the biggest acquisition in terms of revenues added made by Transcontinental.

Revenues: $1.9 Billion Employees : 11,266
Acquisition of CC3 a growing company with a network of eight facilities.
2004

The acquisition of the printer and publisher Optipress increases Transcontinental Media's weekly newspaper portfolio with the addition of 25 weekly and bi-weekly newspapers in Newfoundland and Labrador, Nova Scotia, Prince Edward Island and New Brunswick. The transaction secures Transcontinental's position as the leading publisher of local and regional newspapers in the Atlantic provinces.

Transcontinental Media also strengthens its consumer magazine portfolio with the addition of Avid Media, publisher of respected titles Canadian Gardening, Canadian Home and Country, Canadian Workshop and Outdoor Canada.

Revenues: $2.05 Billion Employees : 13,130
2005

Transcontinental doubles its direct marketing capacity in the United States by acquiring JDM, Inc., which raises the production capacity of Transcontinental Direct U.S.A. to more than five billion pieces of direct mail a year. Transcontinental Interweb Toronto wins the contract to print the prestigious daily paper The New York Times for the province of Ontario and the Buffalo and Rochester areas of Upper New York State.

Revenues: $2.2 Billion Employees : 14,476
2006

The company enters a publishing segment with strong growth potential by acquiring Chenelière Éducation, Canada's biggest publisher of French-language educational resources.

Transcontinental signs a 15-year contract to print The San Francisco Chronicle, owned by Hearst Corporation.

The Media sector develops its digital activities.

Transcontinental open its new plant, in Louiseville, Transcontinental Gagné.

Revenues: $2.2 Billion Employees : 14,476
2007

Transcontinental's growth continues with the acquisition of several publications, including The Springhill-Parrsboro Record in Nova Scotia, the Seaway News in Ontario and The Oxbow Herald in Saskatchewan. A division is created to oversee the development of Transcontinental's model for outsourced newspaper printing in North America. The Corporation also launches Transcontinental Custom Communications, a joint venture with British agency Seven Squared, to offer custom publishing services. Transcontinental moves into direct marketing in Canada by acquiring PLM Group, the fourth-largest printer in Canada, whose primary activity is providing direct marketing products and services.

Revenues: $2.3 Billion Employees : 15,000
2008

Transcontinental announce it has been awarded a $1.7 Billion contract to print The Globe and Mail in most of its major markets in Canada until 2028. Transcontinental also signed two exclusives six-year contracts for the printing of Rogers' complete magazine portfolio. The Corporation announced the acquisitions of Rastar, a U.S.-based direct marketing company that specializes in interactive database marketing, ThinData Inc., Canada's leading permission-based email marketing services firm, Acquizition.biz, Canada's largest Web-based platform for buying and selling businesses, and Redwood Custom Communications, a North American Leader in Custom Publishing.

Revenues: $2.4 Billion Employees : 15,000
2009

Transcontinental acquires Conversys Inc., the leading Canadian Print-to-Web provider that specializes in the seamless transformation of print materials (flyers and catalogues) into rich, interactive Web content that is user-friendly and brand-consistent across all channels. Transcontinental earns triple forest product chain-of-custody certification in all 45 of its facilities in Canada and the U.S. In California, the state-of-the-art printing plant in Fremont opens, heralding the printing and distribution of the San Francisco Chronicle under a contract signed with Hearst Corporation in 2006.

Revenues: $2.3 Billion Employees : 12,500
2010

Transcontinental acquires LIPSO, a leading Canadian provider of integrated mobile solutions, and Vortex Mobile, a provider of mobile marketing solutions for building meaningful consumer relationships. The Corporation launches or acquires six community newspaper and their websites. The Media Sector launches an online advertising representation agency in order to ramp up its offering to advertisers. The online pre-shopping site publisac.ca is revamped and its English counterpart, dealstreet.ca, is launched, as is PREMIUM, the first French-language bookzine in Canada. Transcontinental releases its first Sustainability Report on its operations in 2009. The mobile application for The Hockey News garners more than one million users, making it one of the most downloaded mobile apps in Canada. In February 2010, Transcontinental sold its U.S. high-volume direct mail operations.

Revenues: $2.1 Billion Employees : 10,500
2011

Transcontinental doubles the marketing services it provides to Canadian Tire, becoming its main supplier of marketing solutions across Canada. As well, with the publication of its second Sustainability Report, the Corporation showed its continued commitment to sustainable development. For the fifth consecutive year, Corporate Knights honoured Transcontinental, naming it as one the Best 50 Corporate Citizens of 2011. The Canadian Booksellers Association chose Transcontinental Printing as their official eBook solution provider for online bookstores. Transcontinental Media tripled the audience for its digital network in less than a year; it now reaches 11.3 million unique visitors a month. The Media Sector added several weekly and monthly newspapers, print and Web, to its publishing assets, including the publications of Groupe Le Canada Français. Transcontinental Printing is in the process of acquiring the Canadian assets of Quad Graphics Canada, who finalized their purchase of Transcontinental's Mexican assets in September. Finally, the Interactive and Media sectors were merged in order to pursue corporate growth by strategically combining digital activities and interactive marketing solutions.

Revenues: $2.0 Billion Employees : 10,000
Transcontinental becomes TC Transcontinental
2012

Isabelle Marcoux becomes Chair of the Board of Transcontinental Inc. The company turns a page in its history with the passing of the torch from founder Rémi Marcoux to his daughter, Isabelle Marcoux. Mr. Marcoux remains on the board. Another important step is taken on the plant floor with the final approval of the transaction to acquire the shares of Quad/Graphics Canada Inc. and announcement of the sale of the Louiseville and Sherbrooke book printing assets. TC Transcontinental also renews and expands six multi-year agreements worth more than $1.5 billion with key accounts in the sales division, extends its contracts to print Rogers' marketing products and magazines to 2019 for an amount of up to $250 million, and introduces the largest promotional insert developed in Canada. For its part, TC Media becomes sole owner of the Métro Montreal newspaper and acquires Les Éditions Caractère, leader in the educational extracurricular book market in Quebec. TC Media also sets up a television production house and develops a number of mobile apps, including the brand new remote payment option for Stationnement Montréal – P$ Mobile Service – and launches the mobile version of the websites for more than 160 daily and weekly newspapers and independent partners.

Revenues: $2.1 Billion Employees : 9,500
2013

TC Media acquires Groupe Modulo, a key player in the French educational publishing market -- pre-school to university. Ted Markle is named president of TC Media. Founder Rémi Marcoux and TC Transcontinental make a donation of $2.5 million to the HEC Montréal fundraising campaign to create the Rémi-Marcoux Entrepreneurial Track program. Launch of VÉRO magazine in September, with 130,000 newsstand sales. Five-year agreement between TC Transcontinental Printing and Postmedia to print the Calgary Herald starting in November 2013, and the Vancouver Sun starting in November 2015. In December, TC Media announces that it will buy the 74 community papers and their related web properties from Sun Media (pending approval by the Canadian Competition Bureau). This transaction also includes a parallel agreement with Quebecor Media to print some of its magazines and direct marketing documents as of February 2014.

Revenues: $2.1 Billion Employees : over 9,000