Imprint Canada November/December 2014

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IMPRINT CANADA THE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS

A Tristan Communications Ltd. Publication

How effective is your company's Performance Managment System? By Gavin Rouble, MA CMA

Consider the time, effort, money, and (sometimes) frustration that can go into recruiting new employees. Whether you manage a department or are a member of your company's senior leadership team, you have likely experienced first hand how important it is to find the right person for the job the first time and then to retain them to avoid having to repeat the process. One of the most effective tools that management has to retain its best employees is a comprehensive employee performance management system. Whether consisting of a simple performance review or a more complex monitoring and reporting system, employee performance management can be used to keep employees engaged and motivated, leverage employee strengths, and help good employees to become great. Conversely, employee performance management is also used less effectively, as more of an “employee policing� tool to ensure employees are actually fulfilling their basic obligations and duties. Regardless of the focus of employee performance management in your organization, it is highly probable that the performance being "managed" is centred on task- or projectrelated results and outcomes as defined by an employee's job description. However, by restricting the definition of "employee performance" to how well an employee performs as a contributing member of the company based solely on outcomes, exposes a giant flaw in the process.

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Cracking the Code to Innovation The 7-Step Template That Can Help Bring Success By Neal Thornberry, Ph.D

Many business owners and executives will tell you that they want innovation within their organization, but when an ambitious employee offers up an outside-the-box solution to a CEO, manager or decision maker, the idea is often shot down or ignored altogether. Senior leaders often miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way. Dr. Neal Thornberry, faculty director for Innovation Initiatives at the Naval Postgraduate School in California, recently published his book Innovation Judo, which is based on his years of experience teaching innovation at Babson College in Massachusetts, and advising an array 2VVW^I\Q^M [WT]\QWV[ IZM JM[\ XZM[MV\ML I[

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Browse through some of the newest and most stylish wearable offerings from the industry's best suppliers 20

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Volume 21, Issue 6

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January 9-10, 2015 Toronto Congress Centre, North Building 650 Dixon Rd, Toronto, ON M9W 1J1

Statistics Canada's reports on wholesale and retail sales figures for period ended May'14 36

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IMPRINT CANADA November/December 2014 - Volume 21, Number 6

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CRACKING THE CODE TO INNOVATION CONTINUED PG 10

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Tumbling Loonie Our sub-par Canadian dollar has been a catalyst for Canadian manufacturing throughout the course of 2014 and several recent economic reports indicate 2015 will bring more of the same.

• In other provinces, the pace of economic expansion is expected to pick up modestly, with real GDP growth ranging from 1.4%2.5% in 2015

This past October, TD Economics released their provincial forecast for 2015.

Also in October, CIBC predicted in its Monthly FX Outlook that the Canadian loonie will continue its long, slow slide from parity with the U.S. dollar and will fall below 85 cents U.S. in the third quarter of 2015. That would mark the lowest point for the loonie since the financial crisis of 2008-09, when it briefly fell below 80 cents U.S. The loonie hasn't regularly traded at levels that low since around 2006.

Highlights of the report were as follows: • Canadian provincial exports remain dependent on a U.S. economy that continues to show momentum. Rising U.S. demand, combined with continued downward pressure on the Canadian dollar during the first half of 2015, are poised to drive provincial export sectors forward. Better export fortunes are expected to lift investment spending and boost job markets across the country. • Alberta’s economy has managed to outperform already-high expectations for 2014. While a significant downgrade in the nearterm outlook for crude oil prices will take some wind from the sails of that economy, the solid momentum from 2014 will help to keep economic growth elevated in 2015. • Near(short)-term economic outlooks have improved meaningfully for Ontario, British Columbia and Nova Scotia, which are all forecast to expand above 2.6% in 2015 – marking their fastest rates in several years.

Also that month, the Globe and Mail reported that Peter Hall, chief economist at Export Development Canada (EDC), announced that suddenly surging U.S. economy had more than enough momentum to lift Canada and much of the rest of the world out of its funk. Mr. Hall said forestry and primary metal producers were already benefiting from higher exports. Higher valued-added manufacturers, including makers of machinery and equipment, were are also exporting more, he was reported to have said.

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   All three reports shed some optimistic light on what is expected from the Canadian economy over the next year. Trickle down economics dictates that the continued growth of Canada's manufacturing sector will benefit employment and consumer spending. The more consumers spend the happier all sectors of the economy will be. And with that, the more likely end-buyers are more apt to purchase promotional products. And a Happy New Year to All!

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IMPROVING YOUR PERFORMANCE MANAGEMENT SYSTEM CONTINUED PG 12 INDUSTRY NEWS WESTERN IMPRINT CANADA SHOW TORONTO IMPRINT CANADA SHOW 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

Neal Thornberry, Gavin Rouble

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

Tony Muccilli (Toronto) Tel: (905) 856-2600 Fax: (905) 856-2667 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

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IMPRINT CANADA

Industry News alphabroder’s Vice President of Portfolio & Supplier Management, Andrea L. Routzahn, recognized as a 2014 Trendsetter

2014 SGIA Expo in Vegas was a resounding success

Introduces Devon & JonesÂŽ DRYTEC20™ Polos and the Crown Woven Collection™ alphabroder is proud to announce that Andrea L. Routzahn (Engel) has been acknowledged as one of this year’s Wearables Trendsetters. In the feature story, Andrea is considered an apparel authority, responsible for blazing new trails and changing the way business is done. As the Vice President of Portfolio & Supplier Management, Andrea oversees the creative direction and business management of alphabroder’s private label, retail and industry trade brands. Andrea’s innovative thinking definitely sets her apart from the rest, and it’s what enables her to recognize and capture new opportunities on a consistent basis. Andrea joined what was then Alpha Shirt Company in November 2003, left in March 2009 to lead product development for an elite team brand, then very happily rejoined alphabroder in May 2013. Her depth of knowledge in the industry further enhances Andrea’s ability to analyze and dissect data, and to stay on top of upcoming fashion trends/opportunities that are best suited for the promotional apparel market. Everyone on Andrea’s team can also agree that her leadership skills are second to none: “Andrea highly values the team’s input and continuously encourages an open dialogue of ideas on a day-to-day basis,â€? said Elson Yeung, Director of Private Label Design & Merchandising, alphabroder. “Andrea has an innate ability to recognize the strengths

of those on her team, and her philosophy aligns perfectly with this ability, as she is a strong believer of collaboratively working together to make well thought-out decisions.�

Devon & JonesŽ alphabroder is pleased to announce the launch of Fall 2014 styles from Devon & JonesŽ. With 20 new designs from the DRYTEC20™ Polo Collection and Crown Woven Collection™, alphabroder is offering the next generation of polo performance, as well as meticulously-designed woven apparel for outfitting and uniform programs. These new collections complement alphabroder’s focus of continuing to provide customers with unparalleled product, exceptional service, and accurate delivery. "By positioning Devon & JonesŽ as the premier corporate outfitting brand, it is our intention to continue our effort in offering our customers the best shopping experience within the promotional apparel industry," said Yeung. "Our various private label brands are intended to hit different segments of the market, and these two collections within the Devon and JonesŽ brand are ideal for professionals in today’s active business lifestyle. While DRYTEC20™ offers updated performance and classic styling in a wide range of colors and sizes, the Crown Woven Collection™ provides quality fabrics and patterns ideal for any professional environment,"added Yeung.

Ecorite adds DiRezze as Director of Sales & Marketing Ecorite (Now a division of Canada Sportswear Corp.) is happy to announce the return of Michael DiRezze as Director of Sales & Marketing. DiRezze had previously held the position with Ecorite for 6 years and brings great enthusiasm and passion along

with in depth product knowledge for the entire line to help lend expertise to clients immediately. He can be reached by email at Michael@ecorite.com or by phone at 416-626-2328, xtn: 225.

¡ SGIA's Professional Decal Application Alliance (PDAA) Graphics Application Zone â€” Among the many presentations, attendees could watch the Wrap Training sessions, as well as partake in a few free presentations. ¡ Color Management & Workflow Solutions Zone â€” This Zone offered attendees a chance to swing by for presentations by the industry's great colour experts, all while perusing equipment and solutions on the show floor. ¡Sustainability Zone - The Sustainability Zone highlighted the many ways to become energy efficient, and offered presentations specific to the industry's efforts to become sustainable.

Polyconcept acquires HumphreyLine Polyconcept North America is excited to announce the addition of HumphreyLine to its company – and with it, category expansions into USA Made plastic products and personal care amenities. As a premier manufacturer of American made prod-

SGIA VHW QRW RQH EXW WZR QHZ UHFRUGV DW WKH 6GIA Expo (October 22–24, Las Vegas) at the Las Vegas Convention Center — largest attended SGIA Expo, and most exhibitors on the floor. With 25,500 registered attendees and 541 exhibitors filling 223,000 square feet, the show promised to be an inspiring and eye-opening event — and it was. From the moment the doors opened on Wednesday morning, attendees were buzzing from exhibitor to exhibitor, where they witnessed the latest printers in action, viewed the most vivid new inks, and marvelled at innovative technologies for faster and bigger prints, combined with smoother workflow. Industry veterans reunited with old friends and made new ones as they filled the show floor, and the electricity of the excitement was evident until the final moments on Friday evening. This year, SGIA's Expo-exclusive Zones offered a free learning experience unlike any other - and nearly all of them were standing room only. Back-to-back presentations over three days provided a closer look at the industry, and gave attendees the chance to ask the experts specific questions about their imaging niche. Attendees had the ability to choose from:

ucts in the industry, HumphreyLine specializes in providing high-quality products such as hand sanitizers, lip balms, insect repellents, sunscreens, stadium cups, sand pails and toothbrushes among others. For information, please visit www.humphreyline.com

¡ Digital Textile Printing Zone â€” At almost all times, this Zone, which featured textiles and equipment managed by Philadelphia University's Surface Decoration team, was hopping with panels, Q&As and how-tos. ¡ The Garment Zone â€” At the Garment Zone, attendees could see cut and sew workflows in action, including dye-sub transfer to finished product, managed by Axiom America.

The 2015 SGIA Expo returns to the Georgia World Congress Center, Atlanta GA, November 4-6, 2015.

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Innovative concepts and solutions should be presented as opportunities rather than ideas because the former have gravitas while the latter do not. The following template for innovation which is outlined below, is tried, tested and true to success.

creative, now logic and subtraction must be applied to focus on a result. Again, ideas are great, but they must be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of ideas, leaving only those with real value-creating potential. Innovation without the entrepreneurial mindset is fun, but ultimately folly.

1. Intention: Once the "why" is answered, leaders have the beginnings of a legitimate road map to innovation’s frui6. Infection: Does anyone tion. This is no small task and care about what you’ve come requires some soul searching. up with? Will excitement spread I once worked with an execuduring this infection phase? tive committee, and I received Now is the time to find out. six different ideas for what Pilot testing, experimenta‘innovation’ meant; one wanted tion and speaking directly with new products, another focused potential customers will begin to on creative cost-cutting, and *[ IV WZOIVQbI\QWV _PMV aW] PI^M KTMIZTa LM\MZUQVML give you an idea of how innov\PM XZWJTMU aW] IZM \ZaQVO \W [WT^M Q\ Q[ I\ \PQ[ XWQV\

the president wanted a more _PMZM LI\I KWTTMK\QWV Q[ IJ[WT]\MTa KZQ\QKIT ative and valuable an idea is. innovative culture. The group This phase is part selling, part needed to agree on their intention before anything else. research and part science. If people can’t feel, touch 2. Infrastructure: This is where you designate

or experience your new idea in part or in whole, they probably won’t get it. This is where the innovator has a chance to reshape their idea into an opportunity, mitigate risk, assess resistance and build allies for their endeavor.

who is responsible for what. It’s tough, because the average employee will not likely subject themselves to new responsibility and potential risk without any tangible incentive. Some companies create business units specifically 7. Implementation/Integration: While many focused on innovation, while others try to change talk about this final phase, they often fail to address the company culture in the integration part. order to foster innovation Implementation refers to throughout. Creating a 8]cT]c \dbc QT cWT UXabc bcT_ U^a tactics that are employed culture of any kind takes P]h R^\_P]h bTTZX]V c^ X]RaTPbT in order to put an idea a very long time; I recomX]]^ePcX^] 8]]^ePcX^] bW^d[S into practice. This is mend not waiting for that QT eXTfTS Pb P bTc ^U c^^[b ^a actually a perilous phase in order to execute. because, in order for

3. Investigation:

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What do you know about the problem you - as an organization - are trying to solve or innovate? IDEO may be one of the world’s premier organizations for investigating innovative solutions; suffice to say that the organization doesn’t skimp on collecting and analyzing data. When you have arrived at this point in the innovation template, data collection is absolutely crucial. Brainstorming is a popular exercise, however this can oftentimes result in futility, especially if participants come to the table with the similar ideas, knowledge and opinions that they had in prior meetings , and with no new data at their disposal.

implementation to be successful, the idea must first be successfully integrated with other activities in the business and aligned with strategy. Innovation solutions, even if they do receive support from top management, can still fail if a department doesn't understand how to work with it or make it work.

4. Ideation: The fourth step happens to be the most creative and fun. Unfortunately, it also happens to be the part that many companies jump to first. This is dangerous because you may uncover many exciting, creatively good ideas, but if the right context and focus aren’t provided up front - and team members cannot get on the same page - then a company is likely wasting its time. This is why intent must be the first step for any company seeking to increase its innovative prowess. Innovation should be viewed as a set of tools or processes, and not a destination. 5. Identification: Here’s where the rubber meets the road on innovation. Whereas the previous step was IMPRINT CANADA _ 1RYHPEHU 'HFHPEHU

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Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting firm that specializes in helping private and public sector organizations develop innovation strategies that create economic value by increasing an organization’s effectiveness and efficiency. A respected thought leader in innovation, Thornberry is a sought-after international speaker and consultant. He also serves as the faculty director for innovation initiatives at the Center for Executive Education at the Naval Postgraduate School in Monterey, California and is the author of the book Innovation Judo: Disarming Roadblocks & Blockheads on the Path to Creativity. Thronberry holds a doctorate in organizational psychology and specializes in innovation, corporate entrepreneurship, leadership and organizational transformation. For more information, please visit www.NealThornberry.com.

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Six weeks after this event - and a few long discusThis flaw comes back to the cause and effect relationship between an employee's inputs into their work sions about maximizing employee performance later (effort, commitment, initiative, et – employee civility was incorcetera.), and the outcomes of those porated into this company’s inputs (completed tasks and properformance management system to prevent a reoccurrence jects). This relationship between input (cause) and outcome (effect) of this type of behaviour. implies that even the best employA criticism to the inclusion of ees will simply not perform well, employees' behaviour towards based on this restrictive definition, one another in a performance if their inputs are impeded in any management system, is that its way. measurement is too subjective, difficult, or unreliable. In In many work environments - especially those with no comresponse to this most common prehensive conflict management criticism, we answer this is not @Q\P []NNQKQMV\ \ZIQVQVO IVL \PM [MTMK\QWV WN XMZNWZ UIVKM UM\ZQK[ JI[ML WV Y]IV\QNQIJTM M^QLMVKM IVL

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that impedes an employee's inputs With sufficient training and XMZNWZUIVKM QV I LMNMV[QJTM WJRMK\Q^M _Ia (e.g. effort, attention to detail, et the selection of performance cetera) is employee incivility. metrics based on quantifiable Employee incivility can be defined as the follow- evidence and observable behaviours, managers can ing: any behaviour exhibited by an employee that is incorporate employee behaviour into their evaluation intended to be, or perceived as intended to be, rude, of employee performance in a defensible, objective offensive, discourteous, or harmful to another employee. way. This can quickly cause the performance levels of your A few easy to monitor suggestions are: top-performers to plummet in no time. 1. The number of complaints against an employee Consider this real-world example that was recently (or complaints regarding their behaviour).

dealt with:

2. The number of instances an employee has A manufacturer had created a culture of "healthy aided a colleague when they were not required competition" amongst its sales people. The idea was to do so (based on specific observed or reported that individual sales people would compete, in a examples). friendly and sportsman-like manner, to achieve "top 3. An employee’s participation in office gossip or spot" each month and win bragging rights. the rumour mill (yes or no). Unfortunately, this competition brought out the worst in a couple of the sales people and this became 4. The number of times an employee is observed apparent when the elderly parent of one of the top or reported acting out of alignment with the sales people unexpectedly had some medical issues company's key values. that needed attention requiring the salesperson to be For a more complex performance metric, a short, absent from work at odd times throughout the day. simple survey can be created that asks employees to Two other salespeople, both of who allowed their rank their colleagues' specific behaviours. Each ranking desire to win cloud their judgment and affect their can have a score attached workplace behavto it and an employee's iour, quickly noticed 8c Xb RaXcXRP[ c^ caTPc QTWPeX^da overall score will deterthese absences. They mine their “behavioural� QPbTS _TaU^a\P]RT \TcaXRb [XZT began spreading false rumours about their P[[ ^U cWT ^cWTab* cWXb \TP]b Xc \Ph performance. Regardless of which colleague to "explain" WPeT P] X\_PRc ^] P] T\_[^hTT b method is used, it is his absences in the critical to treat behavhopes the rumours R^\_T]bPcX^] Q^]dbTb P]S Y^Q iour-based performwould "throw him off _a^VaTbbX^] ance metrics like all of his game" enough that the others; this means it they could each move may have an impact on an employee's compensation, up in the standings for that month. Unfortunately, their behaviour achieved its desired bonuses, job progression, et cetera. Many companies talk about creating a high pereffect as the rumours gained a life of their own to the forming workplace culture but few have woven point where other employees in the company who employee civility and behaviour into the fabric of their believed the rumours to be true were harassing the culture through the use of their employee performance targeted salesperson. management system. As a result, the sales of the top performer fell steadily By formalizing the relationship between overall to the point that he received a written warning from his employee performance and how civil they behave manager that he needed to improve his results. Despite towards their fellow employees, management can take this salesperson having the proven skills, desire, and a signifi cant step towards creating the productive, high commitment to perform at a high level, he was unable performing teams that are the foundation of profitable to do so because of the harassment he was receiving. companies today. His head was no longer in the game, as it were. Under the company’s existing performance management guidelines, focusing only on outcomes, the *JW]\ =PM *]\PWZ# two antagonists would have been rewarded for their sales performance (and their inappropriate behavGavin Rouble is VP, Finance & Operations for The 2% Factor, a iour towards their coworker). Fortunately this was global workplace conflict management training and consulting prevented as management took action to investigate company headquartered in St. Catharines, Ontario. the matter in more depth. Gavin can be reached at gavin@the2percentfactor.com. IMPRINT CANADA _ 1RYHPEHU 'HFHPEHU

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C^a^]c^ 8\_aX]c 2P]PSP BW^f January 9 & 10, 2015

Toronto Congress Centre, North Building - 650 Dixon Road, Toronto, ON

REGISTER ONLINE FOR FREE - www.imprintcanada.com

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SPECIAL TWO-PART PRESENTATION S1 & S2: SOS – SAVE OUR SEWING (sh** or ship) Oops! Now what? Forgot to dot the ‘i’? Fran & Bev have a solution for that! Can’t get that design to run well? They have a solution for that! Is there something that your stitch eraser can’t fix? Fran and Bev have the solution for that, too! Don’t have a merrow machine? No problem! Fran can Bev have the cure for all your sewing ails: Fixing Digitizing errors, Fixing embroidery errors, learn about Bev’s fake merrow, and so much more in this fun and interactive special two-part presentation.

Fran McAvity, Gunold Canada & Beverly Field, Artistic Digitizing

• By selecting the right equipment, you can increase your production and multiply your profits (staying current in the market). • Stay up to date with the latest trends & innovation with the latest and more desirable technology (reinvesting profits to Maximize productivity and grow your business). So now you have the loyal customer base that you have always wanted and not enough time in a day. Maybe it’s time to reinvest some of your profits into additional manpower and a few extra machines.

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S4: HOW TO CREATE AN EFFECTIVE SOCIAL MEDIA MARKET STRATEGY

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S3: HOW TO MAXIMIZE PROFITS WITH HEAT PRINTING Come and learn the difference between screen printing, embroidery and Heat Printing and the value in each of them. Learn how to decide what is right for you and how to make the absolute most out of Heat Printing. This presentation will cover: • Start-up costs & managing your expenses: Reduce overhead and use your budget to maximize profits (reviewing your cost structure ensuring sufficient markup on your products). • When the cost of goods increase, the difference should be included in your selling price (maximizing productivity).

If you fail to plan. You plan to fail. This common phrase apply’s to your social media marketing efforts. In this session Social Media Marketing expert, Lowell Brown, will outline how to ensure you will succeed in your social marketing efforts. You’ll learn how to create measurable goals, assess who your audience is, how to develop a content & engagement strategy & how to measure what’s working and what’s not so you can focus growth of your engagement and following. The end result‌you will learn how to effectively plan for social media success.

Lowell Brown Insight Design & Communications Inc.

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S5: HOW TO USE FACEBOOK TO BUILD RELATIONSHIPS AND INCREASE BUSINESS LEADS Are you struggling to increase your Facebook Following? Do you find it hard to reach new prospects with Facebook? In this Session, Social Media Expert, Lowell Brown, will reveals tips and techniques to create a plan that will produce more exposure, leads, traffic and sales for your business with Facebook.

Lowell Brown Insight Design & Communications Inc.

NEW SEMINAR! Lowell Brown is a veteran in the marketing industry with over 14 years experience advising businesses and organization on their digital marketing and web-based strategies. A serial internet entrepreneur, he is the CEO and Social Media Advisor of Going Social, CEO of Insight Design & Communications Inc., a Toronto-based web design and digital marketing company, and Founder of the Social Influence Academy, for which he leads workshops, seminars and webinars on the latest social media marketing trends and strategies. Through Going Social, Lowell specialize in driving business growth through strategic social media marketing initiatives. He makes it simple for small & medium sized businesses, organizations and individuals to leverage the various social platforms to grow business leads, drive web traffic, expand market reach and convert more sales, faster.

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RADISSON SUITE HOTEL TORONTO AIRPORT 0$!d+""% % (d$+0!(d$! -1 .0!./d+"d0% /

640 Dixon Road, Toronto, ON M9W 1J1 www.radisson.com/imprint or call: (416) 242-7400 or 1-800-333-3333 (Quote “Imprint Show� when making phone reservation)

Deluxe Suite: $119 Executive Deluxe Suite: $129.00 Business Class Suite: $149.00 Deadline: December 17th, 2014

HOLIDAY INN TORONTO AIRPORT EAST:

INTERNATIONAL PLAZA HOTEL

600 Dixon Road, Toronto, ON M9W 1J1 http://bit.ly/1rCcQFp or call: (416) 240-7511 or 1-800-491-4656 (Quote “TRI� when making phone reservation)

655 Dixon Road, Toronto, ON M9W 1J3 Visit http://bit.ly/1pS4yU6 or call: (416) 244-1711 (Quote “Imprint Canada Show� when making phone reservation)

Standard Guest Room: $109.00 Deadline: December 17th, 2014

Guestrooms range from $119-$159 Deadline: December 7th, 2014

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WESTJET: Code- CC7800

Air Canada is pleased to offer special rates to delegates attending the 2015 Toronto Imprint Canada Show.

WestJet is offering a 10% discount off our best available fare at the time of the booking (excluding seat sales and web fares) to delegates flying to and from the Toronto Imprint Canada Show in Toronto.

Please book your Air Canada flight by visiting AirCanada.com and enter Promotion Code H9YZ2GK1 in the search panel. Discounts do not apply to TANGO packages nor Executive Class.

Rates are available from January 2 – January 17, 2015.

To book your WestJet flight, please contact the WestJet Groups Department at 1-888-4937853. The convention code CC7800 must be quoted at the time of booking. Convention Codes are not available for use on WestJet.com at this time. Discounted rates are available for travel up to 7 days prior to and after the Show. For travel outside of these dates, WestJet will offer the best available fare at the time of booking.

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PERFORMING AT YOUR PEAK STARTS WITH

Start with JERZEES . Take NuBlendÂŽ fleece for a spin.

See how it rises to the occasion. Every size, style and color.

Show the world how it’s done. Expect a higher standard every time you start with Z.

Introdu cing the new Contras t Full-Zi p Hoodi Availab e. le in 4 c olors, s izes S-3 XL. Style 93 CR

FIND A VARIETY OF JERZEESÂŽ FLEECE STYLES AT THESE PARTICIPATING DISTRIBUTORS: alphabroder t "4) $*5: t BTIDJUZ DPN ] Buy Blanks, Inc. t t CVZCMBOLT DPN ] Quality Sportswear t t RVBMJUZTQPSUTXFBS DB

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IMPRINT CANADA _ 1RYHPEHU 'HFHPEHU

GET TO KNOW US

at alstyle.com.

Alstyle’s Profile Since 1976, we’ve manufactured quality blank apparel with consistent colour across all styles and sizes. Online ordering is easy and shipping is fast with eight distribution points throughout North America.

Try us today at alstyle.com! 866.275.7860 Toronto | 800.353.3470 Edmonton | 800.663.1807 Vancouver Style shown is our 1304 Adult Long Sleeve Tee.

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MANUFACTURING SALES September 2014 Manufacturing Sales Rise Again in September Canadian manufacturing sales rose 2.1 per cent in September to $53.0 billion, the eighth gain in nine months. The increase follows a 3.5 per cent decline in August. Most of the increase in September stemmed from higher sales in the transportation equipment industry. Excluding transportation equipment, manufacturing sales rose 0.6 per cent. The primary metal and food industries also posted sales gains. Constant dollar sales rose 2.3 per cent, indicating that a higher volume of products was sold.

Ontario & Quebec Lead Increases Manufacturing sales rose in eight provinces in September, led by Quebec and Ontario, see Figure 1. Provincial Manufacturing Sales Inreases In Quebec, sales Figure 1 September 2013 - September 2014 advanced to $12.9 bil(% change) lion, the sixth rise in nine CANADA +7.3% Total Sales for Sept 2014: $52.9 billion months, and a 11.5 per PEI +8.5% $141 million cent increase from same QC +11.5% $12,851 million period last year. With this ON +8.2% $24,451 million advance, the sales level MB +2.1% $1,345 million for the province was the SK +1.5% $1,365 million highest since July 2008. AB +9.0% $6,708 million The gain in September +9.0% $3,663 million BC was mostly attributable to 0 2 4 6 8 10 12 increases in the aerospace percentage (%) product and parts industry (+38.3 per cent) and the primary metal industry (+10.7 per cent). Sales in Ontario rose 8.2 per cent from 2013 to $24.5 billion in September. The increase was mostly due to higher sales of transportation equipment. In particular, motor vehicle sales rose 4.6 per cent and motor vehicle parts sales were up 7.7 per cent. Alberta manufacturing sales increased 9.0 per cent from the same period last year to $6.7 billion in September. The increase stemmed from higher sales in the petroleum and coal product (+2.8 per cent) and the food (+5.0 per cent) industries. Sales in British Columbia also rose 9.0 per cent from September 2013 to $3.7 billion. The increase was led by higher sales in the wood product, transportation equipment, and paper industries. The maritime provinces experienced drops in sales, with Newfoundland and Labrador and New Brunswick offset a portion of the gains in September. In Newfoundland and Labrador, sales were down 30.7 per cent from September 2013, down to $315 million. While this decrease is relatively large, it is important to note that manufacturing sales for Newfoundland and Labrador are volatile compared with the other provinces. New Brunswick’s manufacturing sector posted a decrease of 14.0 per cent from the same period last year to $1.5 billion in September. For both provinces, lower non-durable goods sales were responsible for the declines. Source: Statistics Canada

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Sales of Clothing, Textiles and Textile Products see notable increases Sales from Canadian textile mills in September 2014 amounted to $128 million, an increase of 9 per cent from the same period last year, and up slightly from the previous month, see Figure 2. Clothing manufacturing sales also increased with Manufacturing Sales Figure 2 $226 million in sales for Clothing, Textile & Textile Products the month of September 250.0 2014, which is up almost September 2013 20 per cent from the same August 2014 $226 September 2014 period last year and up $220 Million 212.5 Million slightly from the prior month.

Sales advance in other key industries

$192 Million

175.0

Sales advanced 9.5 per $141 $141 137.5 Million Million cent in the transporta$132 $128 $125 Million tion equipment indusMillion Million ($) millions $119 Million try, reaching $9.9 bil100.0 lion in September. Textile Mills Textile Product Clothing Mills Manufacturing Notwithstanding a 12.1 & $ ( ' ! per cent decline in August, Source: Stats Canada 8=2A40B4 5A>< B4?C ! " B4?C ! # sales have been on an overall rise in 2014. On a year-to-date basis, sales for the industry were 8.8 per cent higher than the same period in 2013. Production in the aerospace product and parts industry rose 22.0 per cent to $1.9 billion in September. The gain was the largest since September 2012 and partly reflected an appreciation of the US dollar relative to the Canadian dollar. Much of the data in the aerospace industry are reported in US dollars. In the motor vehicle industry, sales rose 4.8 per cent to $4.8 billion in September. The increase reflected some plants returning to normal production levels following partial shutdowns in August. Motor vehicle parts sales also rose in September, up 7.5 per cent to $2.2 billion, the seventh increase in nine months. Sales were also up in the primary metal and food industries. In the primary metal industry, sales rose 5.9 per cent to $4.4 billion, the sixth consecutive monthly gain. Food sales increased 2.1 per cent to $8.1 billion. In both industries, higher sales were widespread. In the petroleum and coal products industry, sales declined 5.7 per cent in September, offsetting some of the gains. Some refineries were partly shutdown in September for maintenance and turnaround work. Although such work is typical, the shutdowns this September were more extensive than usual. SOURCE: STATISTICS CANADA

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