Imprint Canada_JulyAugust 2015

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IMPRINT CANADA THE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS

A Tristan Communications Ltd. Publication

Cotton/Polyester Die Migration - Revisited In the May/June 2015 edition of Imprint Canada, one of our cover stories - provided by Mike Ukena of Union Ink Company - examined the topic of dye migration on Cotton/Polyester garments. The experts at Gildan Activewear weighed in on this very important topic and provided their own findings, which varied from the experiments conducted in the original article. Nick Marsillo, Corporate Technical Director, Textiles at Gildan Activewear provided the following feedback: All textile manufacturers use different dyes for Polyester than the dyes used for Cotton. Disperse dyes are used for Polyester and other synthetic fibres, while Reactive or Pigment dyes are used for cellulose (Cotton) fibres. In Polyester and other synthetic fibres, manufacturers can use either low energy dyes or high energy dyes. If low energy dyes are used, they begin to reactivate and potentially migrate into the inks applied at any temperature starting at 290° Fahrenheit. At 320° Fahrenheit almost all low energy dyes have the potential to migrate into the inks applied. If high energy dyes are used, then the temperature at which they will reactivate and free themselves from the fibre is around 320° F, and by 360° F, almost all high energy dyes will potentially be migrating into the inks applied. Inks meant for application to polyester often have a reducing agent included in their recipes which are actually intended to discolour any migrating dyestuffs from the polyester. That is why it is critical to use the correct inks meant for the exact fibre being decorated. Imprint Canada reminds decorators take the time to test any garments before a production run to ensure optimal print results.

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Volume 22, Issue 4

Get More Value From Your Customers By David M. Fellman, President, David Fellman and Associates

The best way to gain and keep customers is to provide them with value. It’s simple: they give you money, and you give them something in return. Although the order of that may be reversed — in our business, we usually don’t get the money until we deliver the product — the basic principle is still valid. If they’re happy with what they get in return for their money, they consider it value. Value should not be a one-way street, though. It’s just as important that you get value from them, and I believe that each one of your customers provides you with three distinct ?*5>. 2< * =@8 @*B <=;..= * KWUXIVa VMML[ \W XZW^QLM IVL LMZQ^M ^IT]M NZWU

levels of value. First is the value of Q\ [ KTQMV\[ what they’re currently buying from you. Second is the value of what they could be buying from you. Third is the value of influence; the ways in which current customers can help you develop new customers. The question is this: Are you getting all of that value from all — or even most — of your customers?

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Where the Brands Are

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New York Times best-selling authors and founders of Barefoot Wines, Michael Houlihan and Bonnie Harvey, discuss the six components of a positive workplace culture 16 1H C74 =D<14AB

Trendex North America highlights the latest in Canadian Apparel industry statistics 34

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July/August 2015 - Volume 22, Issue 4

JULY/AUGUST 2015

The Central Bank believes that recent indicators suggest a rebound in the U.S. economy in the second half of this year, and growth is expected to be solid through the projection. Â China's economy though is believed to be going through a re-adjustment stage, where the astronomical economic growth experienced over the last few years has been replaced by a more "sustainable and realistic" growth rate.

To Borrow Or Not To Borrow? As we go to press with this issue, Bank of Canada Governor Stephen Poloz just announced that the Bank of Canada has lowered its target for the overnight rate by one-quarter of one percentage point to 0.5 per cent in the hopes that by lowering the rate, the Canadian economy will experience a bolstering shot of adrenaline. Mr. Poloz was quoted as citing a larger-than-expected first half contraction and a "puzzling" stall in non-energy exports, along with faltering global growth and low prices for oil and other commodities, despite a Loonie now worth less than 80 cents (U.S.). Stalled global growth has been attributed to the U.S. and China, where growth "faltered in early 2015." This has depressed prices for oil and many other commodities that typically drive Canada’s export-led, resource-driven economy.

Overall, the Bank of Canada notes that "Financial conditions in major economies remain very accommodative and continue to provide much-needed support to economic activity. Global growth is expected to strengthen over the second half of 2015, averaging about 3 per cent for the year, and accelerate to around 3.5 per cent in 2016 and 2017." However, the lowered interest rate has two considerable negative effects on Canadians. First and foremost, cheaper money could drive current record household debt to climb even higher. Rather than heed previous warnings that consumers should pay off debts because interest rates cannot stay low forever, rates have now dropped even further. While the same warnings will now only grow louder, I doubt that the sense of urgency to reduce debts will. Secondly, housing markets (i.e. Vancouver and Toronto) where real estate prices are seemingly already out of reach for all - namely younger generations - lower rates will only add fuel to an already burning fire.

The positive outlook, which most economists had touted for Canada based on Canadian exports compensating for lower oil prices, has given way for the time being to the hope that the low price of money will promote a large increase in household spending. Waiting ‡ 0D[ 3ULQWLQJ $UHD ´ [ ´ around for U.S. and global 2SWLRQDO /DUJH 3ODWHQ

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GET MORE VALUE FROM YOUR CUSTOMERS CONTINUED PG 6 & 12

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COTTON/POLYESTER DIE MIGRATION INDUSTRY NEWS WESTERN IMPRINT CANADA SHOW WRITE YOUR SOCIAL MEDIA PLAN IN 8 EASY STEPS WHY WORK SHOULD BE FUN Q+A WITH RUSS DANTU BY THE NUMBERS

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WEARABLES SHOWCASE

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AD SPECIALTY SHOWCASE

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SUPPLIES & EQUIPMENT SHOWCASE PUBLISHER Tony Muccilli : tony@imprintcanada.com PRODUCTION MANAGEMENT Adriano Aldini : news@imprintcanada.com

CONTRIBUTORS

David M. Fellman, Michael Houlihan, Bonnie Harvey, Mike Thimmesch

MARKETING COORDINATOR Steve Silva : feedback@imprintcanada.com OFFICE ADMINISTRATOR Maria Natale : shows@imprintcanada.com GENERAL INQUIRIES feedback@imprintcanada.com, (905)856-2600 ADVERTISING SALES

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Imprint Canada is published six times per year by Tristan Communications Ltd. The contents of this publication may not be reproduced either in part or in whole without the consent of the copyright owner. The views expressed in this publication are not necessarily those of the publisher. Request for missing issues are not accepted after three months from the date of publication. TRISTAN COMMUNICATIONS LTD. Publications mail agreement no. 40025740 Return undeliverable mail to: 190 Marycroft Avenue, Unit 16, Woodbridge, Ontario, L4L 5Y2 Email: shows@imprintcanada.com ISSN: 1480-1884 GST Registration #: RT892913294 -XO\ $XJXVW _

IMPRINT CANADA

Industry News American Apparel appoints new Chief Information Officer

Spectra USA Opens Montreal Warehouse

Company outlines new strategic direction

American Apparel has announced that Brian McHale has been named its senior vice president and chief information officer. He will oversee information technology and computer systems in addition to leading the development and expansion of the company's retail digital capabilities with Thoryn Stephens, who was appointed chief digital officer in March. "As we continue to implement our multi-year turnaround, Brian will be an important asset to the company," said Paula Schneider, CEO of American Apparel. "Brian brings deep experience in his area of expertise, which will undoubtedly have a significant and positive impact on American Apparel." McHale has more than 25 years of experience developing IT governance, business intelligence and big data solutions for companies, such as DirecTV and Verizon. He has transformed those companies to cloud-based infrastructures, driving efficiencies and cost savings. Cynthia Erland also joined the company as senior vice president of marketing in March, while Schneider stepped into her role in January after founder Dov Charney was ousted as CEO, and Hassan Natha, American Apparel's chief financial officer, replaced John Luttrell, who resigned in the fall. The board of directors also received an overhaul last year.

New Direction For American Apparel In June, the company unveiled its new strategic plan. The company's vision is to be the brand of choice for socially conscious consumers while driving revenue to $1 billion through exceptional high quality product and world class operations, manufactured in the USA. In the plan's first section, titled "Chaotic to Iconic -

American Apparel's Future," the company states that it's mission is "to be a financially sound, socially conscious, iconic brand that provides high quality American made products to consumers while maximizing stakeholder value." Under the direction of Schneider, the company's management believes that it can earn between $125-150 million in earnings before interest, taxes, depreciation and amortization (EBITDA). The plan - which highlighted the brand's resonance and relevance to core millennial customers, ranking #36 out of all international brands (Goldman Sachs brand Survey 2014)  -  lists the company's shift from its old advertising campaigns to a concept that  it describes as "confident and naturally beautiful from 16-60," "racially universal," and "still natural without makeup and airbrushing." The company's multi-year strategic turnaround plan includes focusing on product development, retail store productivity, e-commerce and wholesale optimization. These product development points include reducing SKUs by 30 per cent, building the company's first demand planning and forecast function, developing additional fabrics and wholesale styles, adding design staff to address design, quality and fit issues, and improving speed to market. American Apparel's 2015/2016 e-commerce initiatives -  which are now headed up by new Chief Digital Officer Thoryn Stephens -  include a site redesign to optimize E-com platform and improve site experience, focus on core markets, focused media spending and site merchandising, merge brand site (photography) with retail site (online store), deliver native mobile app, increase conversion from 1.6 per cent to 2.5 per cent,  implement web analytics, and improve inventory allocation rules.

FIEL Offers Heat Transfer Printing FIEL - Fairdeal Import & Export Ltd. recently announced that heat transfer printing is now being offered to customers as part of the decoration process. This imprinting method allows for greater image detail than standard screen printing. "This is the next big step for our decoration department," says Asif Bandeali, Executive Vice President. "Heat transfer printing was chosen because it gives the ability to print in

greater detail. We want to give customers more printing options to choose from and this is our answer!" Heat transfer printing utilizes heat to execute the adhesion process of an image to the material it is being printed on. Artwork is applied to transfer paper and adheres to the material when put under a heat press. For more information, www.fiel.comÂ

Spectra USA Apparel Company recently announced the addition of a Canadian warehouse in Montreal. "Due to high demand we’ve added a new warehouse in Montreal. You can now rest assured that your orders will be fulfilled quicker than ever," said Brian McLaughlin of Spectra USA. For more information, please visit www.spectratees.com

AJM appoints Chura Sales to represent Prairies & Ontario Lakehead AJM is pleased to announce that Chura Sales Ltd. (Ken Greatrex, David Chura & Wendy Greatrex) will be representing AJM in the Prairies and Ontario Lakehead effective July 1, 2015.  "We are thrilled to join AJM. Like ourselves, AJM is focused on providing the best customer service experience possible. The entire Chura Sales Team feels that this is a win-win partnership for both parties" said Dave Chura and Ken Greatrex co-owners of Chura Sales.  "Most of you will already know of Chura Sales because of their long standing service to customers in the promotional products / advertising specialty trade. We feel the combination of Chura Sales and AJM are an ideal fit that will benefit all our customers in the territory" said Alastair Macrae, President of AJM International. Chura Sales can be reached at: 1420-B Clarence Ave, Winnipeg, Manitoba. R3T 1T6: Phone: (204) 257-5834; Fax : (204) 255-7588; Email: churasales@mymts.net

Debco & alphabroder Canada launch joint venture publication

Debco and alphabroder are thrilled to announce the launch of a first-of-its-kind joint venture - Wellth magazine. The new publication delivers a range of both hard and soft goods offered by the two suppliers, all of which are related to health and wellness. Wellth focuses on the importance and benefits of a cultural shift in the way we manage our health and wellness. Articles examine such topics as high intensive interval training, the death of dieting, the golf market, performance apparel, corporate yoga, and businesses getting fit. Co-editor Laura Turner, VP of Marketing for alphabroder Canada says, "We are extremely excited to partner with a Canadian supplier for this industry-first joint publication. Our primary goal is to enlighten our customers on the emerging health and wellness sector, and provide both content and solutions that lead them on the path to success in the promotional world." For more information, contact Daniel Baker, marketing manager for Debco, at daniel.baker@debcosolutions.com, and Nadia Santoli, communications manager at alphabroder, at nsantoli@alphabroder.com.

PVH Corp. Severs Ties with Donald Trump Phillips-Van Heusen (NYSE: PVH) has announced it has cut ties with Donald Trump, following his controversial comments regarding Mexican immigration in the United States. PVH had been partners with Trump since 2004, when it entered into a licensing agreement to market his Signature Collection dress shirt. By 2008, PVH had added neckwear to the mix, selling Trump ties in 400 stores across the U.S. according to that year’s annual report.

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What does that mean? You know that your competitors trade show graphics, window decals, floor graphics, vehicle The First Level of Value is all about what they’re buying are after your customers, right? They are calling on them, wraps and decorated apparel. I also recommend that you from you right now. What’s important about the First Level seeking to replace you, or at least gain some of your market use your established terminology next time someone asks of Value is that you protect it. In other words, that you don’t share, and they are probably using aggressive pricing as part you what you sell. Now let’s go back to your list of your customers. Create lose customers. The keys to protecting the First Level of of their strategy. This means they are putting your customa spreadsheet with columns and rows for the name of the ers in the position of wondering if they shouldn’t give these Value are customer service and customer contact. company, the name of each individual contact, the title competitors a try. By maintaining contact, you can keep Customer service is pretty straightforward — or maybe of each individual contact, the interval for each individthe answer to that question right in front of them: "I don’t it isn’t. How do you define great customer service? Wait, ual contact, and columns for each element of your prodneed to give these guys a try. I have a great printer/partner that’s the wrong question! The better question is how do uct line. Th e next step is simply to check off the products already." Th ere’s a principle in physics called horror vacui they define great customer service? Great customer service, that they’re currently buying from you. Then, talk to them — nature abhors a vacuum. Th e same principle applies to like beauty, is in the eye of the beholder. We can start with the common definition of meeting or sales/business. If you aren’t reminding your customers of about the products they’re not yet buying from you. This is exceeding their expectations, but protecting the First Level the value you bring to the relationship, someone else will called cross-selling, or selling via customer education. I am of Value requires that you fully understand those expecta- gain access to that space, and that may be all they need to at not talking about pushing a product, but about using your interval calls to bring yet another value to your relationship. tions, and that you know — not just think or hope — that least partially displace you. you’ve met or exceeded them. Interval Strategy Cross-Selling and Interval Calls We need to expand this discussion beyond customer serSo how exactly do you maintain an appropriate level of I got a call from one of my own suppliers recently: "Hey vice, which to many people would be limited to the human contact? Appropriate is a key word, of course, because this Dave, I was thinking about you yesterday. I was doing some interaction element of the buyer-seller relationship. Let’s is an area where too much can be as bad as not enough. I research on what some of our valued customers have bought think in terms of customer experience, which covers every recommend that you start with a list of your customers, and from us in the past, and I saw that you’ve bought a lot of element of doing business with you. Now we’re talking give some thought to the right contact interval for each one Product X from us, and a little bit of Product Y, but you’ve about the quality of the printing in addition to the human of them. In other words, establish some number of weeks never bought any Product Z. Is there any application for interaction element. that you will never let go by without either you hearing Product Z in your business?" So how do you know that you’re providing a great custom- from them or them hearing from you. As it turns out, I have absolutely no need for or interest er experience? Some might say the proof is in the pudding That interval might be one week or 12 weeks, or even in his Product Z, but he didn’t offend me by asking. In fact, because your customers keep coming back, and the way he "packaged" his cross-selling effort left me beyond that, you’re not hearing a lot of complaints. thinking that, if I did want or need Product Z, I would Those are dangerous assumptions, especial- <P]h bP[Tb PaT [^bc SdT c^ R^\\d]XRPcX^] probably buy it from him. ly the one where you assume things are good UPX[daTb P]S 8 cWX]Z Xczb P[b^ UPXa c^ bPh I think you’ll find that this sort of cross-selling leads because you’re not hearing a lot of complaints. I’ve cWPc \^bc d]WP__h Rdbc^\Ta bXcdPcX^]b to only a few possible responses: seen research which indicates that most unhappy TXcWTa aTbd[c Ua^\ ^a aTbd[c X] Qa^ZT] • No need, no interest. (Obviously, that’s not the customers don’t tell you they’re unhappy. They response you’re hoping for, but it’s a real possibilR^\\d]XRPcX^] don’t complain, they just stop buying from you. ity. Still, nothing ventured, nothing gained!) For what it’s worth, I’ve always felt that a • Need and interest, but happy with current supcustomer who complains is doing you a favour by giving longer. The volume they buy from you and the frequency of plier. (Again, not the response you’re hoping for, you two opportunities. First, they give you the opportun- their orders should be the determining factors. Ultimately but you’ve identified an opportunity to compete ity to "make it right" and protect the First Level of Value, it comes down to this: You want to make sure that they hear for some business that you don’t currently have. It and second, to learn from whatever caused the customer’s from you after each order, and before some problem with might take a little more selling, but great salespeople dissatisfaction. Learning from your mistakes is a very good that order weakens your relationship to the point where will tell you that a "yes" often starts with a "no.") way to improve your business. • Need and interest, but ambivalent or even they start thinking about using a competitor. unhappy with current supplier. (Sometimes educaIt’s important to do this right, though. Please don’t ever If You Want to Know, Ask! tion is all it takes! If they like you better than the call a customer and say, "Hey, we haven’t heard from you in The key to knowing — not just thinking or hoping — is current supplier, you might get the business.) to ask. There are a variety of ways in which you can ask your a while." I get those calls frequently, and I always feel like • I don’t have any need or interest, but I can tell you customers if you have met or exceeded their expectations. I’m being accused of disloyalty. A better approach might be who might (and that’s my segue into the next level). That can range from a question at the point of sale, to a to say, "Hey, I was thinking about you, and I realized it’s survey conducted afterward. A note about surveys, though: been longer than normal since you’ve ordered. So at the Third Level of Value The Third Level of Value is all about influence; the ways We are all asked to take a lot of them, and the "opt-in" rate very least, I’m calling with a reminder in case you haven’t suffers because of that. So the word I’d like you to consider been able to get to it yet. While I have you, I want to ask if in which current customers can help you to develop new is "personal." If you send me an automated survey via email we’ve been meeting and hopefully exceeding your expecta- customers. Here we’re taking about two things: referrals and testimonials. I will probably ignore it. If you ask me personally, I will tions since we actually talked last?" Do you see how this turns an interval call into a customTo appreciate this opportunity fully, we must understand probably engage. You’ll probably never get 100 percent participation in a customer satisfaction survey even if you ask er service call as opposed to just a sales call? Do you also that there are referrals and then there’s something called 100 percent of your customers personally, but anything that see how this approach turns it into a customer satisfaction word of mouth. Word of mouth is often used to describe survey? If there are any problems, you will probably learn the phenomenon by which one of your customers says improves the response rate is a good thing. about them through this process, and hopefully have the something nice about you to a friend, colleague or family Customer Contact opportunity to resolve the problem and protect the First member, and that person in turn initiates contact with you. The second key to protecting the First Level of Value is Level of Value. Word of mouth is really more of a testimonial than a customer contact, and by that I mean taking responsibility referral, but more importantly, it’s mostly a passive strategy. for maintaining the relationship. Here’s a very fundamen- Second Level of Value By that, I mean you’re probably appreciative when word of The Second Level of Value is all about what they could tal bit of sales/business knowledge: It is never the buyer’s mouth brings you a new customer, but you don’t do enough responsibility to communicate with the seller. It is always be buying from you, i.e. beyond what they’re already buyto encourage it. ing from you. That raises the question of how you describe the seller’s responsibility to communicate with the buyer. Encouraging it is simple. Just add an element to your "if That two-part statement actually has two applications, your product line. The last time I asked that question in a you want to know, ask" practices. When you ask a customone of which is that it’s always the seller’s responsibil- seminar, the first answer was "any kind of large-format or er if you’ve met or exceeded his/her expectations and the ity to make sure that clear communication happens, and specialty graphics." answer is "yes," go the extra step and ask your customer to That’s a really bad answer, because it leaves it up to the that both parties understand what’s being said and done or tell someone else about the experience of doing business buyer to figure out what "large-format or specialty graphbought and sold. with you. It’s been proven that it might happen if you say Many sales are lost due to communication failures, and I ics" means. You as the seller know, but are you 100 per cent nothing. Doesn’t it make sense that it might happen more think it’s also fair to say that most unhappy customer situa- sure that the person you’re talking to knows? Remember, often if you encourage it? tions either result from, or result in, broken communica- the seller is always responsible for clear communication. By the way, if the answer is "no," that’s the wrong time to I recommend that you break your product line down tion. The application we’re discussing here, however, is more ask for a testimonial. about protecting a healthy relationship from outside forces. into at least a few main categories, e.g., posters and banners,

First Level of Value

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But if you learn that you have a problem and then fix it to your customer’s satisfaction, it becomes the right time again.

Referrals and Introductions Now let’s go back to "I don’t have any interest, but I can tell you who might." This is a real Third Level opportunity, but that won’t get you maximum value. Here’s another question I often ask in seminars: "Is there anything that’s even better than a referral?" The answer is: "Yes, an introduction!" Let’s consider word of mouth, referrals and introductions in order of value potential. The first one, as we’ve discussed, is essentially passive. You can encourage word of mouth, but you still have no guarantee that the person who’s been "referred" to you through word of mouth will take the next step and contact you. The second one puts you in a more proactive position. If you have the referral, you have the opportunity to reach out and make contact. The only negative is that this usually puts you in the position of making a cold call. Many salespeople have argued that it’s not cold at all to be calling someone and telling them that you’ve done so because So-and-So told you to. To me, it’s cold anytime you appear out of the blue, whether it’s a phone call, an email or in person. I think cold is always bad in selling, at least to the degree that warmer is always better. Let’s consider the relative temperatures of a referral versus an introduction, and set the baseline as a pure cold call — no referral, no previous contact — and set that temperature at 32 degrees Fahrenheit. "Hi, my name is Dave Fellman. John Smith gave me your name and number. He told me that you’re the person who buys Product Z for your company, and I’d like to talk to you about that." That’s a referral call, right? But I’m still rating the temperature of that call pretty low, maybe 45 degrees. It might be higher if John Smith is a good friend or a valued colleague. Don’t forget that it might also be lower if John Smith is not one of those things. Here’s some fundamental wisdom that applies to any referral/networking activity: The value of the referral is highly dependent on the quality of the rela-

tionship that exists between the referee and the referrer. I once called a guy because I had been referred to him in this manner, and he said: "Listen, I don’t really like John Smith, so I don’t see any reason to like you any better." Then he hung up.

The Power of Introduction "Hi, this is John Smith. I want to introduce you to someone. His name is Dave Fellman. I buy a lot of Product X from him, and he also sells Product Z, of which I know you buy a lot. I think it would be good to get the two of you together. May I have him call you?" That’s an introduction. It can be delivered by phone, by email or even in person, which is probably the best of all possible worlds. Would you rather be the person making the "John Smith gave me your name" call, or the person calling to follow up on an introduction after the referee expressed interest and/or willingness to talk to you? I think this brings the temperature up considerably, maybe to 65 or 70 degrees. You haven’t made the sale yet, but you are almost certainly starting from a better, warmer position.

Maximum Value Let me end this by asking you a question: What percentage of maximum value do you think you’re getting from your customer base right now? If your answer is 90 per cent or higher, you still have some opportunity here, but I’d say you’re doing a really good job of getting value from your customers. If your answer is 70 per cent or below, however, then you have a lot of opportunity. Depending on how well you’re protecting the First Level of Value, this may mean you may have a lot at risk. From what I’ve seen, the majority of decorators are in the ‘a lot of ’ category. The principles addressed in this article will get you started on doing something about that, and that will almost certainly benefit your business. Dave Fellman is the president of David Fellman & Associates (Cary, North Carolina), a sales and marketing consulting firm serving numerous segments of the graphic arts industry. Visit his website at www.davefellman.com, and contact him by email at dmf@davefellman.com.

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Source: Associated Press, Nike.com

Source: New York Times

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How To Write Your Social Media Plan in 8 Steps By Mike Thimmesch , Skyline Exhibits

Let's assume that management has assigned you the task of creating your company’s social media plan. Where do you start? Here are some ideas on the main topics you should cover when creating a comprehensive and realistic social media plan that garners company-wide buy-in and a clearer path to success.

1. Paint The Big Picture Start your social media plan with some startling statistics and pithy quotes about the huge shift away from traditional publishing towards social media. If you wrote this plan two years ago, you would have leaned on the endorsement of old media with quotes like this:  "Consumers are flocking to blogs, social-networking sites and virtual worlds. And they are leaving a lot of marketers behind." – The Wall Street Journal Nowadays, you can paint the big picture of opportunity by relying on social media’s accomplishments. Include nuggets like:

3. List Tangible Business Goals If you don’t already have a social media plan, it’s very possible that your management team may consider social media as merely a recreational pastime. You have to show them that social media means business; you will need to illustrate how social media activities will: build awareness; strengthen relationships with clients, prospects, and influencers; better understand your buyers; improve customer service; identify new product ideas; Increase web site traffic; improve search engine rankings; drive traffic to your trade show displays at events; generate leads; generate sales. You don’t have to promise to do all these things, and ideally your goals will match top management’s goals. But whichever goals you do choose to target, make them attainable, and include a measurement plan.Â

4. Plan A Timeline Of Steps

>Y[]Zggc2 There are nearly 1.4

billion users; 47 per cent of all Internet users are on Facebook; 4.5 billion likes are generated daily; nearly 75 per cent of Facebook’s revenue comes from mobile advertising.

You can’t just push a button and have a full-fledged social media marketing program running full-swing. But management won’t wait forever, either. Give them an idea of what your steps will be, which may include:

Loall]j2 Twitter now has 302

• Time to define goals, objectives, and strategy.

million active monthly users; 500 million tweets per day; 80 per cent of active users are on mobile.

AfklY_jYe2 Instagram now has 300 million active monthly users; 2.5 billion likes per day; 70 million photos added daily.

Hafl]j]kl2 70 million users

are on Pinterest; 80 per cent of users are female; 88 per cent have purchased a product they pinned.

Add with a flourish a quote or two from a top social media book, such as Trust Agents by Chris Brogan and Julien Smith, or The New Rules of Marketing and PR by David Meerman Scott.Â

2. Define Social Media Because social media is still a nebulous thing for many, you need to put concise parameters on what it is. However, don’t start your plan with the definition of social media because it’s not as exciting as the first section about the big picture. Social media is user-generated content on the internet. It’s created with free or inexpensive technology, is easy to update, and can reach a niche audience or millions. It can be mere words in a blog, but also usergenerated videos, photos, and audio. It can be interactive with unfiltered comments from visitors.Â

• Time to get trained on social media. • Time to determine team, either internally, choosing a social media consultant, or both. • Setting up accounts on the major social media networks. • Finding your existing community of clients, prospects, and influencers on the main networks. • Time needed for listening to each online community.

• Social media is ever-evolving, so what works constantly changes. • Success requires effort from the team, not just one person.

6. Ask for Resources Getting this plan accomplished will require resources. Don’t be shy, ask for help - be it training, time, or budget to pay for consultants, website hosting fees, a video camera, or useful web applications you later determine you need. Ask for something free but priceless: for your top management to share their buy-in with your plan to help you get more cooperation from the rest of your company.

 7.  Get Expert Help You can flatten the learning curve by using social media consultants to help train you and identify online communities where your clients already gather. But ultimately, your social media activity should be managed internally. It’s just too hard to hire an outsider to be the authentic voice of your company. Remember that while the younger members of your marketing or customer service team may be the most familiar with social media, they may not be the ideal choice to represent your company online. Ideally you want someone who has: • Deep knowledge of your customers, industry, products, and company. • Insatiable curiosity & integrity.

• Time to develop a following.

• Excellent communication skills.

• Time to create content, such as a blog (which is ongoing), videos, white papers, podcasts, and more.

• A solid understanding of technology.

• Dates of pre-scheduled progress reports.

8. A Call to Action

This is a working plan that you use every week, and change as you learn what works and what doesn’t.Â

While similar to how you started your plan, you want to finish with some more strident points that create a sense of urgency. Your brand is being shaped by customers in social media with or without you, so you must engage with them to protect and enhance it. Social media is a vast universe of communities, cultures, and ultimately, for the marketer, choices. I hope these eight parts of a social media plan will help you to inspire your organization to get engaged with your clients, prospects, and influencers via social media.

5. Set Realistic Expectations Because social media revolves around so many free tools, and because it has become the darling of marketers, expectations tend to run high. So you also need to help your team understand there’s no guarantee it will be a silver bullet. Some things to keep in mind: • Social media is not a panacea: if your company or product is inefficient, social media is not going to solve that problem. • While many of the tools are free, it can take a substantial investment in time and effort to build up a loyal following. • There is a substantial learning curve of the technology, language, and culture of the various social media sites.

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• A very strong work ethic.

*JW]\ \PM *]\PWZ#

Mike Thimmesch is the Director of Customer Engagement at Skyline Exhibits, with over 25 years of Marketing and Trade Show Display Marketing experience. For more information, please visit www.skyline.com and www.skylinetradeshowtips.com.

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Why Work Should Be Fun

Six Components of a Positive Workplace Culture, and Why Your Company Needs One By Michael Houlihan and Bonnie Harvey

A positive company culture is quickly becoming a want to introduce a little friendly competition. Beyond that, strive to create a fun environment; must-have for millennials who are entering the job market. Here, we share how to create this environment at Barefoot, we designed colourful work spaces with and explain why more fun can actually mean more natural light and playful graphics. We let employees choose their titles and encouraged wine-related money and better performance for your company. There's no denying that this isn't the old corporate names. We also gave plenty of time off, (North) America. Since Don celebrated birthdays, and didn't Draper's day, workplaces have mind a little silliness as long as become more casual, more the work got done. All of this connected, more innovative, helped our people to stay fresh and more flexible. But have and involved, and kept morale they become fun? Maybe high. so—or at least, that's what the latest crop of employees hope *& J]kh][l2 Yes, your to find when they settle into new millennial hires will be the their new cubicles. low men and women on your According to a recent company's totem pole. But that report from Accenture, 60 per doesn't mean they can be treated cent of graduates from the dismissively. Class of 2015 said they would No one, regardless of age or take a pay cut to work for a 2V "! 6QKPIMT 1W]TQPIV IVL +WVVQM 1IZ^Ma

experience, will enjoy coming to company that had a "positive IOZMML Q\ _I[ \QUM NWZ I _QVM \PI\ LQLV \ \ISM Q\[MTN

\WW [MZQW][Ta IVL +IZMNWW\ @QVM _I[ NW]VLML work if they aren't treated with social atmosphere." 2V \PM JZIVL _I[ [WTL \W . 3 0ITTW @QVMZa respect and viewed as an asset. Most employers don't Picture and copy c/o of Barefoot Cellars A good way to show employactually need to see the results ees respect is to create a knowof a study to know that a positive, even fun, company culture is a deciding factor for the-need culture instead of sticking to a need-to-know policy. Practice transparency. Share company challenyoung people who are entering the job market. In our new book, The Entrepreneurial Culture: 23 ges and ask the entire staff for solutions. Your people Ways to Engage and Empower Your People, which is are full of intelligence, ideas, and passion, and you may the companion to the New York Times bestseller The be surprised by the ideas they come back with. And, Barefoot Spirit: How Hardship, Hustle, and Heart Built of course, be sure to recognize your people for an outAmerica's #1 Wine Brand, we discuss how millennials standing performance and acknowledge their accomnow account for the largest share of the North American plishments publicly. work force, and those employers had +& H`adYfl`jghq2 A better take this generation's expecta2014 report by consulting firm tions seriously—even if they themselves Achieve revealed that not only do are members of the 'it's-called work-formillennials think it's important a-reason' camp. to give back to their commun We don't mean you will ities, 57 per cent would actually have to put in a basketball like to see their employers offer court or bowling alley, but more company-wide volunteer actually injecting a little more opportunities. fun into your organization It's a good idea for your comwill benefit everyone. pany to stand for more than "just" It's a myth that productivthe mercantile value of its goods ity improves when company and services. All of your employcultures are rigid, serious, ees, regardless of their age, will and businesslike. The realbe proud to work for a comity is, productivity improves pany that's committed to a better when people enjoy being at world, not just a better product. work and enjoy the work (And if some of them share your they're doing, regardless of company's good deeds on social the decade in which they media, so much the better.) 7M_ BWZS =QUM[ JM[\ [MTTQVO I]\PWZ[ 1W]TQPIV 1IZ^Ma [

were born. From the start, we aligned PI^M PMTXML \ZIV[NWZU P]VLZML[ WN KWUXIVa K]T\]ZM[

In The Entrepreneurial IKZW[[ 7WZ\P *UMZQKI Barefoot with several social Culture, we share the meth'causes' including local parks, civil rights, and environods and tactics we used to make Barefoot Wine so sucmentalism, which we had felt strongly about long cessful. (And yes, that included proactively making before creating our company. our company an enjoyable place to work.) Even when we didn't have cash to spare, we still donated bottles of wine and encouraged our employHere, are the six components of a positive ees to volunteer for our partner organizations on comcompany culture: pany time. Knowing that their work was governed by )& >mf2 While going to work might not ever beat a a higher set of principles gave our employees a highday at the beach, it's still possible to make time at the er sense of purpose and increased their engagement, office enjoyable. When possible, allow your employees morale, and loyalty. They were truly proud to say that to work in highly collaborative teams and make group they worked for Barefoot Wine. work areas available. Give these teams clear goals and celebrate when they're accomplished. You might even IMPRINT CANADA _ -XO\ $XJXVW

,& >d]p%`gmjk2 If your company has a rigid attendance policy, seriously consider: Why? ,]T\]ZM KWV\QV]ML WV XIOM

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2015-02-26 09:38

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,]T\]ZM KWV\QV]ML NZWU XIOM

Thanks to technology, many of today's jobs don't require employees to be in the office, at their desks, from nine to five. And believe it or not, almost half of millennials say they'd choose flexibility over pay. Employees feel positively about companies that give them time to live their lives outside of work when possible. Set up deadline-based timetables rather than strict work schedules, and allow for home office work as much as possible. This will help your people save gas and commute hours. Think of it as paying for performance, not attendance. At Barefoot, we found that when we trusted our people to do what we asked them to and left the when and where up to them, they were more focused and productive. They thought like entrepreneurs, not clock-punchers.

-& 9hhj][aYlagf2 When your employees work hard on your company's behalf, they deserve your thanks and appreciation. Don't take it for granted when your employees put in extra hours, land a coveted client, or turn out an incredibly well-thought-out proposal, for example. Make sure they know that you have noticed their efforts. For that matter, don't even take it for granted that they show up every day. (As the economy continues to improve, employees have an increasingly wide array of potential employers to choose from!)

8c b P \hcW cWPc _a^SdRcXeXch X\_a^eTb fWT] R^\_P]h Rd[cdaTb PaT aXVXS bTaX^db P]S QdbX]Tbb [XZT CWT aTP[Xch Xb _a^SdRcXeXch X\_a^eTb fWT] _T^_[T T]Y^h QTX]V Pc f^aZ P]S T]Y^h cWT f^aZ cWTh aT S^X]V A great way to build team spirit and nurture a positive culture is to send out written acknowledgments or make an announcement when a person does something that positively affects business. At Barefoot, we did this on each employee's anniversary. Not only does saying 'thank you' as publicly as possible give individual employees the warm fuzzies, it causes the whole team to gain more respect for their coworkers.

.& >Yeadq2 Accenture's report also revealed that only 15 per cent of 2015 grads "prefer" to work for a large corporation. Today's employees want to be known and treated as individuals, not merely as "human capital" or cogs in the proverbial machine. They value kinship, shared values, and being part of a supportive group that has one another's best interests at heart. They want to feel proud of their "tribe" and look forward to the company of the group with whom they spend the majority of their waking hours. All of the advice we've shared here will help you to create a workplace family. In addition, we recommend setting up a mentorship program. When a new employee comes on board, try to match him or her up with a more experienced worker who can advise, teach, challenge, and encourage him. Mentoring relationships are a win-win because they guarantee that valuable institutional knowledge is passed on while knitting your team more closely together. You may have noticed in Accenture's report that 70 per cent of the graduates surveyed are still being subsidized by Mom and Dad—but don't assume that they'll be willing to settle for less in the workplace for the sake of a few more bucks once they're on their own. By that time, your competition will woo them with higher salaries and a positive company culture. Now is the time to get in front of the curve and attract the folks you need to build your company. Shouldn't work be fun anyway? Isn't that when we all do our best work? Isn't that the fertile ground that allows the best solutions and disruptive ideas to grow? And isn't that the basis of company loyalty? With the right people in the right environment, your company will be more likely to hit its numbers and be able to provide those increased salaries when Mom and Dad pull the plug. *JW]\ \PM *]\PWZ[#

Michael Houlihan and Bonnie Harvey are coauthors of The Entrepreneurial Culture: 23 Ways to Engage and Empower Your People, the companion to the New York Times best-selling business book The Barefoot Spirit: How Hardship, Hustle, and Heart Built America's #1 Wine Brand. The Barefoot Spirit was selected as recommended reading in the CEO Library for CEO Forum and the C-Suite Book Club. It chronicles Barefoot's journey from its humble beginnings in the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, where the brand was successfully sold. Barefoot is now the largest bottled wine brand in the world. From the start, with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles and create new markets and strategic alliances, while also pioneering worthy cause marketing and performance-based compensation. Since selling the brand to E&J Gallo, they consult with Fortune 500s and other companies, helping them establish and strengthen entrepreneurial company cultures through seminars, webinars, and onsite training, and travel the world speaking to corporations, conferences, symposiums, and universities. They are regular media guests and contributors to international publications and professional journals, along with being regular guests on Bloomberg and FOX News Radio Network's Workplace Culture Experts. Widely used as a case study in schools of entrepreneurship, Houlihan and Harvey were the keynote speakers at the 2014 World Conference on Entrepreneurship in Dublin, Ireland, and recipients of the 2014 Distinguished Entrepreneurship Speaker Award from the Turner School of Entrepreneurship and Innovation at Bradley University. The Entrepreneurial Culture: 23 Ways to Engage and Empower Your People is a companion to The Barefoot Spirit, written specifically for the C-Suite. Both books were featured in the premiere and network launch of Jeff Hayzlett's C-Suite TV and C-Suite Book Club in September 2014. Michael and Bonnie coauthor weekly no-nonsense business blogs at www.TheBarefootSpirit.com and www.TheBrandAuthority.net. For more information, contact Info@TheBarefootSpirit.com. IMPRINT CANADA _ -XO\ $XJXVW

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Q & A with Russ Dantu

Russ Dantu will be presenting "STAND OUT FROM YOUR COMPETITION. THERE’S MORE TO IT THAN JUST SELLING APPAREL AND PROMOTIONAL PRODUCTS!"

The 2015 Western Imprint Canada Show returns to Calgary, September 11 & 12th, and offers attendees an outstanding educational conference with a roster of highly acclaimed presenters. Chief among them is Russ Dantu, who has not only forged a successful career as a highly sought-after speaker, but one who happens to bring a unique perspective that no other Imprint Canada Show speaker has ever had: that of the attendee. In addition to his successful seminar presentations, Russ also owns Syner G Apparel & Solutions (Synergy), a promotional products company that will celebrate its fifth anniversary in September. Syner G is also a part of the B&B Showroom buying group. Imprint Canada sat down with Russ to discuss his upcoming presentation and more. 82) FT PaT PRRdbc^\TS c^ WPeX]V b_TPZTab fW^bT QPRZVa^d]S Xb cWPc ^U P] X]Sdbcah bd__[XTa 8] h^da RPbT Xc Xb cWT ^cWTa fPh Pa^d]S) h^d R^\T Ua^\ cWT _a^\^cX^]P[ SXbcaXQdc^a bXST P]S X] UPRc WPeT PccT]STS cWT FTbcTa] 8\_aX]c 2P]PSP BW^f Pb P QdhTa CT[[ db P QXc PQ^dc Bh]Ta 6 0__PaT[ B^[dcX^]b

RD: Syner G Apparel & Solutions (Synergy) was launched in September 2010. I had been working for another company in the industry for about 3 ½ years prior to that, and felt it was time to open my own business. While I am a sole proprietor, I am part of the B & B Showroom team. We are made up of about 15 competitors who share the same showroom and resources, and buy together to give us better buying power. This enables us to compete with the larger companies, and allows me to have a staff of industry professionals working for me without having to put them on my payroll. 82) CWT 1 1 BW^fa^^\ R^]]TRcX^] Xb X]cTaTbcX]V QTRPdbT Xc ST\^]bcaPcTb h^da fX[[X]V]Tbb c^ f^aZ fXcW R^\_TcXc^ab U^a P VaTPcTa V^^S 1h _aTbT]cX]V cWXb bT\X]Pa h^d fX[[ ^bcT]bXQ[h QT bWPaX]V h^da Tg_Ta cXbT P]S QdbX]Tbb bcaPcTVXTb fXcW h^da R^\_TcXcX^]

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This session will provide promotional product distributors with tools they can use right away to take their customer service to the next level, and also see how important communication with employees, suppliers and others, really is.

This exciting seminar takes place Friday September 11, 10:30 a.m. – 12 p.m. To reserve your spot at this or one of our other sessions, visit www.imprintcanada.com/calgary-show/seminars-calgary/

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RD: I believe in the philosophy of Givers’ Gain! There is plenty of work out there for all of us and competition is healthy. It keeps us honest and on our toes. I look after some of my competitors’ accounts when they are away and have them do the same when I am away. Integrity and trust are key to making this work. 82) 7^f fX[[ cWXb X]bXSTa Z]^f[TSVT Pb P _a^\^ cX^]P[ SXbcaXQdc^ab WT[_ ^cWTa bdRW QdbX]TbbTb cWPc PccT]S h^da bT\X]Pa.

RD: I will share tips and tool that have worked well for me over the past eight years in this industry and 20 plus years as a customer service specialist, in total. I also used to be a purchaser in charge of ordering staff uniforms and swag for a display company, so I know the pain that sometimes comes from (the client’s side) dealing with people like us. 82) H^d WPeT b_^ZT] c^ ]d\Ta^db ^aVP]XiPcX^]b P]S SXeTabT PdSXT]RTb FWPc ZX]S ^U Tg_TaXT]RT bW^d[S PccT]STTb Tg_TRc Ua^\ h^da _aTbT]cPcX^] Pc cWT BW^f.

RD: Where I am different from other speakers (I’ve been told), is that my sessions and keynotes are very conversational, highly entertaining and very interactive. I appeal to those who like to listen, those who like to see and those who like to feel. I use personal stories, statistics and real life situations that all can relate to. 82) FWT] fT UXabc [TPa]TS ^U Adbb 3P]cd cWT fT[[ aT]^f]TS b_TPZTa fT fTaT d]PfPaT ^U h^da R^] ]TRcX^] c^ cWT X]Sdbcah P]S cWPc h^d WPS PRcdP[[h QTT] aTVd[Pa[h PccT]SX]V cWT FTbcTa] 8\_aX]c 2P]PSP BW^f Pb P QdhTa FWPc PaT h^da cW^dVWcb ^] cWXb TeT]c P]S W^f PccT]SX]V QT]TUXcb _a^\^cX^]P[ SXb caXQdc^a P]S ^cWTa R^\_P]XTb.

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RD: I love going to the Western Imprint Show as there is so much to see in the way of new products and services, as well as the opportunity to actually spend some time chatting with the suppliers. Attending the past eight years has been a valuable tool for me in helping me grow my business! The training sessions are something that most of us do not get a chance to do a lot of, so I definitely recommend attendees take advantage of the fabulous seminars being offered. Whether you come to mine, or attend a different one‌ just take this opportunity to learn!

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RD: I believe it is getting tougher for us each and every year. The biggest issues I see is the on-line companies opening up and dealing direct with our customers and the larger retail stores getting into this market. We have to work a lot harder to keep customers happy and that’s what my session is all about – finding ways to compete against them, keep our customers happy and still make money at it.

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CANADIAN APPAREL MARKET OVERVIEW 7KH 6RXUFH RI &RPSUHKHQVLYH 0HWULFV IRU WKH &DQDGLDQ 0H[LFDQ $SSDUHO DQG 6SRUWLQJ *RRGV 0DUNHWV Trendex North America

3454 Oak Alley Court • Suite 303 • Toledo • Ohio • 43606 • (419) 724–4160 &"& ! ! ## $ $ & (5;(8? @ ,*,4),8 $,:(03 633(8 %(3,9

(5(+0(5 36:/05. 659;4,8 #80*, 5+,>

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Source: Statistics Canada

( ) #

% *

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44$2;

68, 659;4,8 #80*, 5+,>

(8.,9: &,5 $,:(03,89 0/$3; 8$/; 7$3; 5$1; 3$0; 2$7; 2$7; 2$5; 2$0; 2$0;

Source: Trendex Estimate (info@trendexna.com)

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'

,

; $ $

<07$7;

<06$5;

<05$8;

<04$7;

<04$4;

Source: Trendex Forescast

Source: Trendex Estimate (5(+0(5 &6:(3 $,:(03 77(8,3 (82,: 633(89

&6:(3 (5(+0(5 %768:9 77(8,3 (82,: 633(8 %/(8,

(5(+0(5 77(8,3 (82,: 6- 633(89 %63+ 65 %(3,

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Source: Trendex Estimate IMPRINT CANADA

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Source: Trendex Estimate

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