Imprint Canada July/August 2018

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:MAD< 9 J=>=JJ9D KQKL=E L@9L ?=LK J=KMDLK Author Paul G. Krasnow explains how to create a system that keeps the referrals consistently rolling in. 6

@GO LG E9AFL9AF QGMJ HJG<M;LAN= OGJC>DGO Authors Julian Birkinshaw & James Manktelow highlight the most common flow breakers at work and offer tips for eliminating them. 14

?DG:9D J=L9AD MH<9L= Retail headlines from global markets are highlighted.

Volume 25, Issue 4

17

:MAD< 9 KLJGF?=J L=9E Growing businesses need the right people. We highlight some tips to help your business build a stronger team. 22

F=O HJG<M;L KHGLDA?@L2 <JAFCO9J= HJG<M;LK Always a customer favourite, drinkware products are a staple of many promotional marketing campaigns. Check out some of the newest drinkware products available in our Advertising Specialty Product Focus. 30

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Is what you do for a living perceived by potential customers as being a mere commodity? Are you looked at more or less the same as others in your profession? When that happens, customers ultimately revert to the easiest differentiator: price. The outlook gets worse as you realize that another company somewhere is likely offering similar products or services for a cheaper price. And with the internet, it’s far easier for your customers to seek out and find those cheaper options. What’s most frustrating is when you know your products /M_ J][QVM[[M[ XZW^QLM []KP I ]VQY]M XZWL]K\ WZ [MZ^QKM

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You’ve probably heard the common expression, “Sometimes you have to fight fire with fire.� The meaning behind this axiom is both literal and figurative; you can actually use fire to fight forest fires by creating a controlled burn of a strip of forest which will act as a barrier to an oncoming forest fire, as it will use up all the available fuel the oncoming fire needs. Figuratively, the axiom means to retaliate with a similar form of attack that has been used against you. In this article we won’t be talking about any attacks - or any fires either for that matter - but rather looking at how companies in our industry can use promotional products to sell more promotional products. It may seem counterintuitive, but it’s not uncommon for companies in our industry to source, decorate and deliver thousands of products every month for their client base, while rarely procuring and promoting any products for their own self-promotion purposes. The reason for this paradox isn’t simple to pinpoint. However, the reality stands that - considering the marketingeffectiveness-per-dollar-spent that promotional products deliver - distributors and decorators would be wise to expand their marketing strategy to include substantial self-promotion.

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Qà 867> received on future invoices only cemented my gut feeling that this representative’s focus was on helping me.

)( # & With each passing day, my belief grows that technologyrelated stress will burn people out sooner rather than later. Case in point: I recently had some issues regarding skyrocketing charges from a national media company, so I called customer support and was pleasantly surprised to speak to someone who had a clear command of the English language. This customer service representative (CSR) identified themselves by name and the Canadian city they were based in. It was a clear, quality connection that thankfully lacked the distracting background noises typical of a call centre. During the hour-long call, I was made to feel like this representative was “on my side� and whose sole focus was to strive to resolve this issue to my satisfaction. The rapport established by the end of the call was similar to one of speaking with a good friend. The 50 per cent savings

The following day, I was required to exchange some old equipment for updated versions as a follow-up to the aforementioned call. And that is when I caught a glimpse of what the future may look like: The CSR behind the counter looked fretted, rushed and miserable. The employee searched for my account number while acknowledging me with nothing more than a disinterested question while staring at the computer screen. While simultaneously trying to bring up my account, the CSR proceeded with a series of taps on a mobile phone to reply to a ping that was just received. Then off the rep went without a word to me for what I presumed was to retrieve my new equipment. After a short time, the CSR came back empty-handed, but not before asking a colleague about a completely unrelated matter to my issue. A few more taps on the keyboard, coupled with another reply to another ping on their cell phone, and the CSR promptly left again, without any update or acknowledgment given to me. After returning empty-handed for a second time, I politely inquired if all was okay with finding the equipment I was waiting for. The response I received was an annoyed grunt, that I interpreted to indicate, “be quiet - I got this.� Shortly thereafter - with me still waiting - the CSR checked their smartwatch, which I couldn’t help but notice displayed a social media feed.

Before I was able to ask another grunt-worthy question, the CSR left yet again, but this time returing with the items I was waiting for. Before even looking at me, the rep set the items down, and made sure to check their phone and smartwatch again, and then proceeded to hand me the items. The rep then buried their face back into the computer screen, without as much as a word. As I drove off afterwards, I couldn’t help but reflect the on the stark contrasts between these two experiences. Even though it was same company’s representatives I was dealing with, one CSR was solely focused on resolving my issue while the other seemed utterly immersed in a quagmire of technology; nothing more than a slave to the devices that kept them connected to their “virtual� world. Pondering the face-to-face interaction I had just dealt with and coming from a generation that existed before handheld devices vied for people’s constant attention - I wondered if the company educated and trained front-line staff on acceptable standards of interpersonal rapport with customers. In that moment, I felt like I was playing distant second fiddle to the ever growing social distractions of personal devices, and wondered what the future of service will look like.

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Industry News

July/August 2018 - Volume 25, Issue 3

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) Ă +/#, 3 / ,)').#)( & ,)/* Debco underscores its unwaivering committment to the Canadian marketplace with upcoming move to new facility In mid-June, it was announced that Massachusetts-based HUB Promotional Group finalized a deal to add its first Canadian supplier - Debco - to its existing portfolio of companies, which currently includes Hub Pen Company, Beacon Promotions, Best Promotions USA and Cooler Graphics. “This is a huge win-win! If anything, we’ll be even better to our customers,â€? said Alex Morin, Senior Vice President, Sales & Marketing, noting that leadership team and representation across the country will remain on board and intact. Of the acquisition, Morin explains that Debco’s ownership team had begun thinking about the natural prospects of succession, and approximately 18-24 months ago decided it would be worthwhile to investigate finding the right partner and the right fit. “This deal preserves the legacy of a terrifically run Canadian company and it also brings together management synergies and operational expertise, which is one of the things we were looking for and one that will benefit the entire Canadian marketplace. It also gives us a tremendous amount of new resources to provide to our Canadian distributors, and that’s the real advantage here,â€? said Morin.

He added that the Debco ownership team has retained some equity in the Hub Group, which speaks volumes about the legacy and vision for Debco’s future, while underscoring its commitment to the Canadian market. “These are two great companies with a history of success, who operate professionally, and who share many of the same family values. It’s ultimately why we were drawn to one another and the decision was made to partner with Hub,� added Morin. Morin explained that Hub Promotional Group’s plans are to retain the Debco name and brand, and that Debco will be bolstered by parts of Hub’s brands in the future.

New 250,000 Square Foot Facility By the end of 2018, Hub plans to include some its most popular pens into the Debco product lineup, while adding the machinery to decorate those products here in Canada when Debco moves into its new 250,000 square foot facility in Vaughan, Ontario in the Fall of 2018. “This lease was signed before the deal with Hub Promotional Group was consummated and it will make easier to bring on new product lines and decorating capabilities,� added Morin.

( #'*)- - )/(. ,' -/, - .) . ,# Canada announced it will impose countermeasures against $16.6 billion in imports of steel, aluminium and other products from the United States effective July 1, 2018. On May 31 this year, the United States announced tariffs on imports of certain steel and aluminium products from Canada at the rates of 25 per cent and 10 per cent, respectively. Canada’s Department of Finance released its full list of retaliatory tariffs against the United States on June 29.

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Targeted consumer products include pillows, cushions and similar furnishings of cotton; quilts, eiderdowns, comforters and similar articles of textile material containing less than 85 per cent by weight of silk or silk waste; other bedding and similar articles. These countermeasures will remain in place until the United States eliminates trade-restrictive measures against Canadian steel and aluminium products, the Department said on its website.

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0 ( 3- ) /#& ,, & 3-. ' " . .- -/&.Building a sustainable referral network is a smart way to ensure the growth and sustainability of your business. 3 /& 5 , -()1

Every business owner loves referrals. They’re inexpensive, fast, and usually easy. There is no need to chase down and convince a promising lead when a satisfied client is handing him or her to you on the proverbial silver platter. Quite often, referral business is lucrative; new clients are willing to pay you a little more if a colleague they trust has already vetted you. For that same reason - the built-in trust factor – referrals are also more open to your guidance once they’ve become your client. All of this adds up to a more fun and rewarding way to do business. So how can you get to the point where referrals are flowing in consistently? There are two main ingredients: 1. Build deeply connected, trust-based, authentic relationships with your clients. 2. Create a system that perpetually yields new referral-based business. When your existing clients trust you and feel cared for, referrals will follow. But don’t just wait for referrals to come to you. Get proactive about cultivating them in other ways. Once you’ve got a strong system in place, your new referrals will continue to fuel more new referrals.

I’ve built my business on the power of referrals. Following early success in the clothing industry, I experienced a bankruptcy that forced me to rebuild my life from scratch. I went on to join Northwestern Mutual Life Insurance Company, where I was able to create an impressive financial portfolio, winning multiple “Top Agent� awards. I was able to do this because referrals from satisfied clients kept new business rolling in. My average client would purchase seven contracts from me and in turn would refer me to the folks they respected, either through their personal and social networks or their business contacts. I also gained a great number of referrals by way of the charities which I donated time and money to.

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This article is designed to give you tips that you can implement to help your business flourish by harnessing the power of referrals using the following tips for building a referral system that gets results every time.

1. Identify untapped clients in your network. Take a moment to identify contacts in your business, social, or family networks who may be potential clients or you think may know of new potential clients. Chances are, there are many people in your network who could be contacted and converted into clients.

2. Attend all the industry events you can. Make a list of industry events on a quarterly basis and attend as many as you can. This will help keep you sharp and aware of competing businesses, while helping you stay on top of trends and new client markets.

3. Schedule meetings with clients to get referrals. When do you ask for referrals? At the end of any transaction? After the client has had the opportunity to see the work you’ve done and trust has been established is typically a great time. You must remember to always ask for the referral.

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4. Take full advantage of online networking. Keep your profile active and up-to-date. Make sure your business also has an active and well curated Facebook, Instagram, and/or Twitter account with interesting content links to blogs, podcasts, and articles.

5. Create your own face-to-face networking events for your online contacts. Establish relationships with organizations and businesses and try organizing events where you can offer your expertise and knowledge and give something back to them. You can leverage your social media networks, along with all of your other potential connections, by holding a mixer or open house, or offering a free presentation where you can talk one-on-one with many prospective clients. Make sure to include Facebook friends, people you’ve never met, and friends of clients in your invitation.

6. Donate your resources to help charities and non-profits. Donate your time and money to charities, become a board member to share your expertise with other members, attend galas, mixers, and other charity social events. Your involvement with charity work will enrich your professional and personal relationships and indirectly expand your reach of potential clients.

CWTaT PaT cf^ \PX] X]VaTSXT]cb c^ QdX[SX]V P bca^]V aTUTaaP[ \^ST[) 1dX[S STT_[h R^]]TRcTS cadbc QPbTS PdcWT]cXR aT[PcX^]bWX_b fXcW h^da R[XT]cb ! 3TeT[^_ P bhbcT\ cWPc _Ta_TcdP[[h hXT[Sb ]Tf aTUTaaP[ QPbTS QdbX]Tbb 7. Cultivate and expand your personal life to grow your referral pool. If every day you’re in your office working all the time, and then go home and stay shut in, you’re limiting your exposure to new clients and connections. By getting active and involved in your local community, it opens you up to meeting others who might be looking for your services. Go ahead and join a local community organization, a common interest group, a gym, a country club, or an amateur sports league, and build your network while having fun and enriching your life. If you are looking to grow your brand exponentially, referrals are crucial. You are able to efficiently expand your network, while working with, and getting to know, people who already trust and like you. The best part is, having a robust stream of referrals is confirmation that you are doing something right.

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Paul G. Krasnow is the author of The Success Code: A Guide for Achieving Your Personal Best in Business and Life. He is a financial representative at Northwestern Mutual Life Insurance Company, where he has been a top producer for 40 years. Paul regularly speaks for multiple life associations in the U.S. and has given seminars for law firms and CPA firms in the Southern California area. For more information, please visit www.paulgkrasnow.com.

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The good news is that you can change customers’ perceptions by changing the way you describe what you do. Interestingly, when I discuss this in my seminars, participants will often write to me afterwards explaining this is one of the most useful tips they picked-up. Your goal is to have a potential customer thinking, “If I don’t explore this further with this person, I could be missing a good thing.�

)/, )1( 1),-. ( '3 How would you describe what it is that you do for a living? Some of us automatically commoditize our job, and as a result devalue what it is we do without even knowing it. Some people will say, “I sell promotional productsâ€?, or, “I’m an embroiderer.â€? Imagine meeting a potential customer at an industry luncheon and giving that type of label to what you do. The words “I’m a‌â€? imply that there are other people who do exactly what you do. In other words, you are sabotaging your uniqueness with your first two words. When describing your work, it’s far more valuable to speak to the benefits you provide and the solutions you offer.

* #( , &# 0 , Rather than describing yourself in terms of a generic label, you can instead refer to the ultimate benefit that you deliver. If you sell promotional products for example, you could describe your service in terms of increasing brand recognition for businesses and using powerful, tangible marketing tools to achieve this. Keep in mind, there are two ways to describe benefits: one is the pleasure gained and another is the pain avoided. A financial advisor, might describe his or her service as “helping people retire in comfort,� (pleasure gained). Or he or she could describe what she does as “preventing people from having to work until they die because they can’t afford to retire,� (pain avoided).

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Interestingly, when it comes to spending money sooner rather than later, customers are more often motivated by avoiding pain than gaining pleasure. Of course, the idea when conversing with a potential customer is not to ramble on about what you do – that sounds boorish and pushy. Instead, say only enough to tweak the other person’s curiosity. Imagine you are a distributor or a decorator who is attending a chamber of commerce networking event. When someone asks what you do for a living you could reply with the generic, “I sell promotional products�, or,“I’m an embroiderer.�

Unfortunately, chances are quite high that the other person already knows of other distributors or decorators, and - simply because of the way you described yourself - you’ve convinced him or her that you believe your service to be a commodity. At this point, there is little chance this conversation turns into a lead, and you’re the only one to blame for this.

" /-.)' , /,(T) You may have heard networking experts state that you’re supposed to have an “elevator pitch� (which is a 30-second commercial that you are ready to recite). The problem in the real world when you’re talking with smart, informed customers, the 30-second infomercial sounds so phony and contrived that it turns most people off more than tweaking interest. Instead, if you are a distributor, you might inform potential clients of a simple one-line ultimate benefit you provide, “I help businesses spread their messages to their target audience.� In this way, you’re more likely to have stimulated the person’s curiosity. Their next question naturally becomes, “How do you do that?� Now you’ve been invited to describe your products/services in an even more compelling way.

..#(! #( ." #, " At this point in the conversation, you can describe what you do with an example that the customer can relate to. An easy way is start with the words,  â€œYou know how‌â€?  Then complete the sentence explaining how your service fixes a common problem. For example, when the chamber of commerce member asks the distributor how he or she helps businesses spread their message to their target audience, the decorator might respond with, “You know how companies have golf shirts or hats with a logo on them, regardless of what business they are in? Well, when I work with clients we ensure that their brand message is reflected in the marketing products that we work diligently to curate. We start by researching the company as well as the industry they’re in and what their competitors are doing. From there, we come up with a customized program filled with various unique options that not only speaks to our clients’ culture but also one that will help recipients reflect on our clients’ brand.â€? In this way, the distributor has differentiated itself in the mind of the potential customer and stands out as offering one-of-a-kind service. In approaching your conversations about what you do in this manner, I can assure you that price has become less of a source of comparison. The beauty of this relevant example is that it applies to the other person’s circumstances. That’s why it’s helpful to start any conversation by first finding about the other person. It also happens to make you a more interesting conversationalist because you’re beginning by discussing most people’s favorite topic: themselves. Bottom line: The next time you need to set yourself apart from the competition, try changing the way you talk about what you do for a living.

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Jeff Mowatt is a customer service strategist and Hall of Fame speaker. He’s the author of the best-selling business books: Becoming a Service Icon in 90 Minutes a Month and Influence with Ease. This article is based on the bestselling book, Becoming a Service Icon in 90 Minutes a Month.

Jeff heads his own training company and has written and produced 13 self-study coaching tools. His Influence with EaseÂŽ column has been syndicated & featured in more than 200 business and online publications.

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Sometimes it seems like the workplace is designed to keep you doing anything besides, well...working. If you’re a manager or business owner, this is a serious problem because everything at work hinges on productivity and your ability to effectively lead your team. Nevertheless, distractions abound in most offices, from buzzing phones to water cooler chitchat to the endless lure of surfing the web. With all this chaos, it’s difficult to achieve the intense state of concentration known as “flow�, where employees of all levels do their best work. Flow – a concept first described in detail by psychologist Mihaly Csikszentmihalyi - is a state of mind that occurs when all your conscious thought is focused on what you are doing. Unfortunately, in the modern workplace, flow can be difficult to achieve and harder to maintain due the aforementioned distractions. As a result, you are a less productive manager, and eventually stress will take hold. However, by weeding out typical office distractions and

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interruptions, you can improve your focus, get more done, and become a more effective leader.

tions managers and employees typically face at work (and how to deal with them).

FLOW BREAKER 1: The relentless presence of personal technology.

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In our book, Mind Tools for Managers: 100 Ways to Be a Better Boss, we identify the 100 skills that a manager can master to become a better leader. These skills were identified and compiled in a worldwide survey of 15,242 managers and professionals. The book provides practical advice for each of these skills - one of which is the ability to stay focused - and directs the reader to the MindTools.com website for a deeper dive into specific skill-building articles, worksheets, videos, and more. Even if you’re one of the many managers struggling to maintain focus at work, you can achieve a state of flow by managing or eliminating the distractions that pull you out of concentration. Below we highlight some of the most common distrac-

Smartphones and now smartwatches have blurred the line between personal and professional communication. Now you can receive work emails and calls on the same device as private Facebook comments, Instagram photos, and an array of other personal information. The good news is, this is a challenge that you and your colleagues can effectively manage yourselves. When focusing on a particular piece of work, choose to put away your phones for a certain amount of time. That way you can devote your attention entirely to the project at hand.

FLOW BREAKER 2: Email, email, and more email. Many emails in your inbox are probably not particularly important, and yet you may feel you must look at them when they arrive. Instead, try these tactics: • Schedule checking time. Turn off the alert that appears on your computer screen when you receive an email, and check and respond to messages at set times instead. This helps you manage your coworkers’, managers’, and customers’ expectations about how and when you will reply to them. • Choose “low-productivityâ€? times. There are likely certain times of the day when you do your best work, like first thing in the morning or maybe late at night. /TW_ +ZMISMZ[ KWV\QV]ML WV 9IOM

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lem altogether. Set yourself up in an empty meeting room to regain your focus. Another option would be to wear noisecanceling headphones to filter out anything that would otherwise grab your attention.

By carving out non-distracted workflow times throughout the day, you’re giving yourself more opportunity to be productive.

which task to tackle next. Each day, commit to accomplishing the two most important tasks on your list, and put the rest on hold until tomorrow.

Get plenty of sleep and make sure you drink enough water, as dehydration can make you feel tired and negatively impact your thinking. It’s also important to get some fresh air and take a brisk walk during the day, as this will help energize you. Also, try avoiding heavy lunches and sugar-laden snacks, as they can lead to a slump in concentration later in the day. It’s easier than ever nowadays to lose track of what you should be doing at work, but you can still take steps to avoid distractions and improve flow. Learning to better manage these ‘flow breakers’ is a valuable skill that can be practiced and sharpened over time. And when you can achieve flow more easily, you will not only become a better manager, but you’ll set a great example for your team as well. Good luck!

8czb TPbXTa cWP] TeTa ]^fPSPhb c^ [^bT caPRZ ^U fWPc h^d bW^d[S QT FLOW BREAKER 8: Shortfalls in your own well-being. S^X]V Pc f^aZ Qdc h^d RP] bcX[[ FLOW BREAKER 6: Confusion due to overwhelming It takes a lot of mental and physical energy to juggle your priorities, manage stress, and have the discipline to control cPZT bcT_b c^ Pe^XS SXbcaPRcX^]b workloads. Always try to have a manageable to-do list, because having your use of technology. P]S X\_a^eT U[^f It’s absolutely critical that you take care of yourself first. one that’s too long can lead to procrastination, as you wonder Schedule email check-ins for your less-productive times and save your peak hours for high-value work. • Turn emails into actions. If you need more than a few minutes to read an email, add it to your to-do list.

FLOW BREAKER 3: Social media and web browsing. Both are major productivity killers. Trouble is, organizations can no longer block people’s access to websites that aren’t work-related as smartphones can easily circumvent this. The onus is on the individual to use social media and the rest of the web responsibly. If it is acceptable within your organization, use a brief personal browsing session as a reward for an hour or two of high-quality, focused work.

FLOW BREAKER 4: Nerve-jangling phone calls. The ring of a phone often prompts an intense need to answer, even when you’re in deep concentration. To minimize this source of distraction for you and your team, consider arranging a rotation so that team members can take calls for one another. Also be sure to let friends and family know that you will be available for calls only at lunchtime or in the evening.

FLOW BREAKER 5: Distractions in your work environment. Rather than trying to ignore such distractions as strong cooking odours or loud colleagues, get away from the prob-

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In our study we found that 79.5 per cent of managers view prioritizing tasks effectively as one of the most important planning and time management skills. It is so important!

FLOW BREAKER 7: Other people. Colleagues visiting your work area can be a big source of distraction, but you’re also a manager who wants to be available for your team members. If you don’t want to be disturbed at times when you need to focus on a task, consider closing your office door and inform your team that for the next few hours that you need not be disturbed.

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James Manktelow and Julian Birkinshaw are coauthors of Mind Tools for Managers: 100 Ways to Be a Better Boss.

James Manktelow is founder and CEO of MindTools.com. He has written, edited, and contributed to more than 1,000 articles, more than sixty workbooks, and seven books and e-books on management and leadership, including Manage Your Time and Manage Stress. Julian Birkinshaw is professor of strategy and entrepreneurship, deputy dean for programs, and academic director of the Institute of Innovation and Entrepreneurship at the London Business School. He is the author of fourteen books, including Fast/Forward, Becoming a Better Boss, and Reinventing Management.

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Source: Fibre2Fashion.com; Bloomberg.com

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Have you ever asked yourself: If I believe that the products I sell are so effective at creating brand recognition, then why am I not leveraging them more to promote my business? The following tips will help highlight some of the more effective self-promotional strategies that decorators, distributors and agencies can employ to help promote themselves.

75 )' 3)/, )1( - -./ 3 Case studies are a great way to illustrate to prospective and existing clients how your unique approach to research and development helps deliver a promotional campaign that satisfies a client’s particular needs. Many astute distributor websites feature overviews of orders they’ve successfully completed for clients. These projects are framed as case studies, wherein the distributor details their process of research in the development of a particular project, while highlighting the parameters and objectives that the client was seeking to solve with the undertaking of a promotional campaign in the first place. So why not become your own case study? Showing your clients how you solved an internal need - like an employee recognition program or brand awareness campaign - using promotional products is a win-win. Not only are you proudly standing behind the products that you sell, but you’re also showcasing the usefulness and versatility of these products, while highlighting your creativity and core values.

85 /-.)' * '*& Prospecting clients is time-consuming and requires consistency. Try kicking your prospecting into a higher gear by implementing custom spec samples for key accounts, both existing and potential. No one should be able to decipher the needs of your clients better than you, so why not leverage that knowledge to “WOW� them with an unexpected customized spec sample of a product you know they should be sourcing as part of their promotional marketing strategy? This sample item, coupled with a personal note will go a long way. Feel free to also include some key statistics on the effectiveness of promotional products to really drive the importance of your message. Say for example, you have a key client that operates a residential landscaping business; a unique idea would be developing a spec sample of a gardening kit that they could gift to their clients upon the completion of the landscaping projects in order to help them maintain and cultivate their newly designed outdoor space. Use your imagination and leverage your partnerships to come up with really innovative spec samples of promotional products that you know would be a hit with your clients’ and/or their target audience.

95 0 , ! # ) )(. (. Promotional products and video go together like wine and cheese; it’s such a great combination. While photos of promotional products are necessary, sometimes pictures don’t do justice to the versatility, durability or uniqueness that certain promotional products can offer. Enter video marketing. With video, you’ll be able to showcase all of the unique features of a given promotional marketing product, while speaking to all of it’s benefits; this makes for a compelling pitch. You can use video to creatively highlight new products, talk about upcoming trends and/or showcase some of the great work you’ve produced for other clients. Video marketing allows you to engage your brand with your audience in a new way, and by putting a face and a voice to your name, you give your audience a better idea of who you are and what you can offer. Post these videos on your website, and share this content through your inbound marketing initiatives to help amplify your results.

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work wear and promotional hard goods that are second-to-none. Much like point #1 - in which we recommend that your company conduct an internal case study to illustrate how you used promotional products to solve an in-house objective - this tip extends beyond that and into the realm of your company culture. When potential or existing clients walks in to your office, one of the first things they should see is your staff outfitted in branded attire, using branded writing instruments and drinkware that is all consistently themed with your corporate logo. When all of this ties together properly, you are sending a powerful message that you care deeply about brand image; your client can rest assured knowing that you’ll look after their brand with as much care as you do your own.

EXST^ \PaZTcX]V P[[^fb h^d c^ T]VPVT h^da QaP]S fXcW h^da PdSXT]RT X] P ]Tf fPh P]S Qh _dccX]V P UPRT P]S P e^XRT c^ h^da ]P\T h^d VXeT h^da PdSX T]RT P QTccTa XSTP ^U fW^ h^d PaT P]S fWPc h^d RP] ^UUTa Not only will they inevitably see some products that they themselves would want you to source for them, but it also sends a powerful message that you believe in the power of promotional marketing products to help drive brand recognition.

;5 )& )(. -. Who doesn’t love winning something? Try creating a “call-to-action� contest in which one (or more) lucky participants wins a premium branded gift in exchange for an immediate action. For this to be successful, you need to first of all ensure that the item you’ll be giving away has a significant perceived value to generate interest. In order for the contest to be of any value, the item you’re giving away must something that people actually want. Branded headphones, a leather bag, crystal drinkware or a premium jacket are a just few examples, but you get the idea. Secondly, you need your audience to participate. This is where social media excels; you can easily broadcast the contest to your followers, while also leveraging your audience to take part and to share their participation. In doing so, you’ll be expanding the reach of your message and your brand. “We held a contest via our social media, and we were able to secure longterm, repeat business because of it,� says Michael Filice of Woodbridge, Ontario-based FM Promotions. “The feedback we received was great. The (social media) contests we held helped us gain followers, and it definitely generated a lot of leads, which then put the onus on us to close them,� he added. Also, if you can integrate your contest to benefit a charity initiative or community outreach program that your company is involved with, all the better for everyone involved! Bottom Line: The power that promotional products have to enhance and drive marketing initiatives are unique, especially when viewed through the lens of cost and effectiveness. While most of your time is surely spent on curating how these products will help meet your clients’ needs, don’t forget to carve out some time to ensure that you use these products to help meet your needs as well. -XO\ $XJXVW _ IMPRINT CANADA

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A successful business, more often than not, comes down to its people. Small business owners work long hours and weekends, often wearing three or more hats handling a multitude of different of tasks; it comes with the territory. But a growing business needs the right people to succeed and to grow. When it comes to hiring much needed help, it’s critical to get the right people in the right roles, otherwise the foundation of your business will be shaky from the start. As your business grows, nothing will be more important than attracting and retaining the right team. Since most businesses typically start out with only one or two staff members, the impact of each additional hire’s contribution, performance and attitude is far more consequential than it would be were it in a big business. In smaller environments, a bad apple can truly spoil the bunch. The reality is you can’t let workers that don’t fit stick around; if they don’t fit the culture you’re trying to create, they need to go (or shouldn’t be hired in the first place). Growing businesses looking to hire employees should proceed cautiously however, as it’s costly to commit to an employee’s training, salary, benefits et cetera. It’s prudent to first ask yourself: Does my business really need to hire someone? Many services can be outsourced to freelancers, such as accounting, design, marketing - even administrative assistants can be hired nowadays on a “virtual� basis in our on-demand society. Deciding what tasks to outsource and when to hire employees may come down to whether the work needed falls within your business’ main areas of strength and/or whether that function is needed on a regular basis. Consider the following tips aimed at helping you achieve the best possible fit for your business when looking to build or improve your team.

Before you advertise for help, sit down and write a job description and list clear goals you expect from the new hire. Do you want someone who can meet with clients and attend meetings and events on your behalf? Or do you simply need someone who can manage production overflow? Focus on specific job-related descriptions; if you can clearly articulate the job to all applicants, they will have the opportunity to determine if the job is a fit, and you will be able to get a gauge on how their personality would mesh with the position you need filled. When it comes to training, its wise to have a written policy in place; your training program should include all aspects of the job you expect your new hire to complete. Many misunderstandings and frustrations occur simply because a new hire did not understand the boss’ expectations.

Determine your management style Be clear about your management style and work culture. The more honest you can be with yourself - and your potential recruits - the greater the likelihood of finding a good fit for your business. If you say you’re seeking an independent thinker that can complete tasks autonomously and doesn’t require hand-holding - but you know you’re a micromanager - you may have a trouble finding the right candidate.

Don’t wait until you desperately need help While finding the right person takes time, it helps if you can plan ahead. For example, if you know you’re going to need to hire help for the busy fall/winter/holiday buying season, you don’t want to wait until the end of summer to start your search. The sooner the better, because advertising, interviewing, and training all take up valuable time, and you don’t want to rush critical decisions such as who’s your next team member.

Don’t look for your clone Each person you meet and interview has their own habits, mannerisms, and ideas. What’s important is that their ideas and work habits are not diametrically opposed to yours. A new hire’s attitude and skill set should be one that compliments your way of doing business. Opposites attract, and oftentimes the most dynamic teams are comprised of people that share very few skills.

Make sure your ducks are in a row As an employer, you’re responsible for ensuring your employees salaries, benefits and insurance are all in accordance to law. Be sure to have all of your paperwork vetted by your lawyer so you’re not leaving yourself liable for a lawsuit should something unforeseen occur. It’s prudent to have systems for disciplinary procedures in place before you actually need them; develop these policies before you bring on your first team member.

Know what you need the new hire for Knowing exactly what you want and need in a recruit before you actually start looking will help immensely.

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Questions to address in this process include: How many sick days are acceptable in a given time period? How will you deal with complaints about staff from customers? How will performance be measured and reviews undertaken? How will you communicate these systems to your team?

Check candidate backgrounds Conducting background checks on any potential recruits can help determine if an applicant has a criminal history, and can help insulate you against possible lawsuits should an employee break the law while performing his or her duties. Following these tips will help your business on its way to finding and employing productive team members that will allow you to take your business to the next level.

F74A4 C> 58=3 ?>C4=C80; 20=3830C4B. REFERRALS: Sometimes an entrepreneur’s best bet for finding employees comes from networking. Asking for referrals from your friends, industry colleagues and advisers can be a good way to jump start your hiring process. When new hires comes on board, you’ve widened the candidate pool with their own potential referrals. In most cases, an employee is going to recommend only someone he or she thinks will be successful, to avoid tarnishing his or her own reputation. Rewarding existing employees for referring candidates is an easy and inexpensive way to help streamline the search process. JOB BOARDS: Big job boards like indeed.com, while powerful, can bring an unmanageable flood of resumes. A small operation isn’t likely to have the time or resources to sort through them all. Industry-based website and forums may help narrow the focus. Local newspapers and trade publications may also be useful sources, depending on your needs. AGENCIES: Employment agencies and head hunters can help you find employees from entry-level to executive. Recruiters do all your legwork, for a fee, and are particularly useful if you are hiring a higher-level executive talent (which isn’t too often the case right away for smaller businesses).

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Shown: Poly/Cotton Polo Men’s Style : S05750 Shown: Crew Neck Tee Ladies Style : S05918

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also available Men Style: S05917

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During April 2018, sales of Canadian clothing manufacturing shipments increased by 14.9 per cent, compared to the same month a year ago. During the first four months of 2018 sales of Canadian clothing manufactured shipments increased by a strong 15.5 per cent. Clothing specialty store sales increased by 4.0 per cent (year over year) during April 2018, and were up 4.1 per cent during the first four months of 2018.

The capacity utilization rate of Canadian clothing manufacturers during the first quarter of 2018 increased by 7.8 per cent from the same quarter a year earlier. During 2017, the capacity utilization rate averaged 73.6 per cent, up 3.1.% from 70.5 per cent in 2016.

IMPORTS: Canadian apparel imports increased 4.7 per cent in April 2018, and for the first four months of 2018 increased by only 0.2 per cent. During the period, Chinese apparel exports to Canada decreased by 4.3 per cent. Bangladesh, the second largest apparel exporter to Canada, recorded a 3.2 per cent decrease, while Cambodia and Vietnam recorded 4.0 per cent and 7.0 per cent increases, respectively. Perhaps the most interesting developments in the first four months of 2018 were the 3.4 per cent decline in apparel exports from the United States to Canada, and the 51 per cent increase in Portugal’s exports to Canada.

EXPORTS: Canadian apparel exports increased by 26.4 per cent in April 2018 and increased by 13.8 per cent during the first four months of 2018. Apparel exports to the United States increased by 28.1 per cent in April 2018 and were up 14.5 per cent year-to-date. Driving the increase in both total exports and exports to the United States was the all-other apparel exports category which was up +19.1 per cent in total, and by 20.6 per cent to the United States.

The Canadian Consumer Price Index during April 2018 for total apparel increased by 1.3 per cent from the previous month, and was up 2.4 per cent from a year earlier. Canadian Consumer Confidence increased by 2.6 per cent in May 2018 and was up 16.4 per cent over the same period last year.

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Of the ten largest destination countries, excluding the U.S. during the first four month of 2018 Canadian apparel exports declined only to Japan (-3.3 per cent) and Hong Kong (-9.8 per cent). Exports to Germany grew by a strong 34 per cent, while the UK, Netherlands and Australia all continued to gain importance as a result of their respective 14.9 per cent, 27.8 per cent, and 14.6 per cent increases. Exports to South Korea increased by 138 per cent making it year-to-date the tenth most important destination for Canadian apparel exports.

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