Imprint Canada March/April 2018

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Volume 25, Issue 2

)1 ) % )/, /-.)' ,- & * # & Three Ways Customer Success Builds Engagement with Your Brand

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Screen printing expert and industry author Wim Zoomer breaks down the science behind proper screen exposure. 6

9J= QGM 9 F=?9LAN= D=9<=J7 Best-selling author Jon Gordon highlights why your leadership style matters more than you may realize. 8

L@= K=;J=LK G> HGO=J>MD HJGHGK9DK Customer service strategist Jeff Mowatt outlines key factors in crafting powerful proposals to potential clients. 16

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Capturing a customer is hard enough. Keeping that customer is even tougher. One reason for this is that in virtually every industry, so many competitors crowd the marketplace that consumers can quickly and relatively easily find a cheaper and faster version of what you already offer. Another reason is customers simply expect more nowadays, plain and simple. They demand immediate solutions to their problems, they demand great experiences, and they want plenty of personalization and added perks to boot. Finally, it doesn’t very take much to =PM MUMZOQVO NQMTL WN ,][\WUMZ <]KKM[[ Q[ I XW_MZN]T

lose a customer. Clients don’t even need _Ia \W MVOIOM K][\WUMZ[ IVL UI`QUQbM \PMQZ ^IT]M to have a bad experience; many customers leave because of perceived indifference on the part of the company or its salespeople.

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It’s not what you know, it’s who you know. This maxim holds water even in today’s economy, where social media and online ordering capabilities have made it possible to do business without ever actually meeting your client face to face. However it still stands true that a big factor in the success of your business relies on your ability to establish and nurture relationships. While it’s critical that your business be able to deliver on its promises to customers, fostering relationships is just as vital in building and maintaining a loyal, profitable client base.

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When early tribes shared information about great hunting spots or fresh water sources, they were actually networking. Business networking refers to building and cultivating relationships with people of similar inter+][QVM[[ VM\_WZSQVO _PMV LWVM ZQOP\

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XW_MZN]T KI\ITa[\ NWZ aW]Z JZIVL IVL aW]Z J][QVM[[ ests in ways that can benefit all parties. It’s the process of meeting, connecting with, and establishing mutually beneficial relationships with other entrepreneurs, business leaders, and potential customers. For some people, the term business networking might conjure up thoughts of awkward conversations and uninvited solicitations from overeager businesspeople. 7M\_WZSQVO KWV\QV]ML WV 9IOM

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ImPrint News CAN_MArch_April_AB_FINAL.indd 1

2/23/18 4:39 PM

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à Qà 867> ) , ' à &&)1 On any given day, you can browse through a variety of online American news agencies in search of a snapshot of what is happening across their country. In doing so, it’s very easy to become distracted by the politics, or lack thereof, south of the border. The daily - nay, hourly - utterances from what was once a global reference point of stability now seems like a reality show whose premise is fueled by constant conflict. On any given day, you can also browse a variety of online Canadian news agencies in search of a similar economic snapshot and be informed of actual economic facts that are verified by governmentbacked statistics.

Case in point: Alberta’s Finance Minister Joe Ceci’s third quarter budget report in early March revealed that Albert’s unemployment rate for 2018 is expected to drop to 6.8 per cent, almost a full percentage point lower than was previously predicted. “Nearly 90,000 full-time jobs were added between January 2017 and January 2018, with 12,500 in mining and oil and gas production, nearly 23,000 in manufacturing, about 8,000 in the financial and real estate sector, 7,100 in transportation and warehousing and 5,700 in the accommodation and food service sector.�

Columbia, which would allow Alberta’s oil reserves to be sold to Asian markets at higher market prices. Coverage of these reports were national; there were no distractions about political chaos because there was none to report. No coverage of leadership’s mental competence, as no concerns were noted. No coverage of how guns were affecting civil rights. There were relatively few social media firestorms, as political leaders knew that they had a job to do - and those that were mired in controversy had the decency to step down - so business as usual could continue.

The budget report also noted that inter-provincial migration to Alberta had a “positive inflow� for the first time in two years, exemplifying the increasing confidence workers have in Alberta’s growing economy.

There is something to be said for stability and common sense. When distractions abound, politicians (as well as the public in general) can easily lose focus of what’s truly relevant. “THE TRUE NORTH STRONG AND FREE!�

Various economic forums also provided coverage of factors, such as growing oil inventories resulting from the inability of American pipelines to handle Alberta’s production. Other forums covered the opposing views of the proposed Trans Mountain pipeline through British

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IMPRINT CANADA

Industry News

March/April 2018 - Volume 25, Issue 2

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#& ( à .#0 1 , , *),.- )/,." +/ ,. , ( /&& 3 , 867= ,(#(!- . .)* ( ) !/# ( , (! Gildan Activewear Inc. (GIL: TSX & NYSE) announced results for the fourth quarter and year ended December 31, 2017. Gildan finished the year strong, with consolidated net sales in the fourth quarter of 2017 of US$653.7 million, representing an increase of 11.2 per cent compared to the corresponding quarter in 2016, and reflected a sales increase of 27.6 per cent in the Printwear segment, including the impact of the acquisition of American Apparel, partly offset by a decline of 9.2 per cent in Branded Apparel. For the year ended December 31, 2017, sales totalled US$2.75 billion, up 6.4 per cent compared to last year and within Gildan’s previous sales guidance.

Segmented Operating Results The Printwear business delivered strong double-digit sales growth in the fourth quarter of 2017 which contributed to a 10.4 per cent increase in Printwear sales for the full

year of US$1,822.0 million. This increase exceeded Gildan’s previous guidance which called for sales growth in the highsingle-digit range. Printwear sales in the fourth quarter of 2017 were US$415.6 million, up 27.6 per cent from $325.8 million in the fourth quarter of 2016. Net sales for the Branded Apparel segment in the quarter were US$238.1 million, down 9.2 per cent from US$262.1 million in the fourth quarter of 2016. For the full year, Branded Apparel net sales of $928.8 million were below Gildan’s projection of low single-digit growth and slightly down from US$934.0 million in 2016. This was mainly due to lower sock sales and the impact from the planned exit of private label programs. These factors more than offset the benefit of higher sales of underwear and the incremental sales contribution from the Peds acquisition which was completed in the third quarter of 2016.

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PUBLISHER

Tony Muccilli : tony@imprintcanada.com

. ,&#( **)#(.- Ă ,().. Ă ! ( # - .) , *, - (. , #,# , !#)( Starline Industries Inc. is pleased to announce John Arnott and Ken McLeod of Arnott Agencies as its new sales representatives covering Saskatchewan, Manitoba and Thunder Bay. “We are excited to welcome the highly regarded sales and support staff at Arnott to the Starline family,â€? said Starline Canadian VP of Sales Alex Jovetic. “This group is an ideal fit for our top quality line of products. The resources they offer to the region, including their beautiful showroom and top level customer service, will be a great asset in growing and strength-

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ening our valued distributor partnerships,� he added. “The team at Arnott Agencies is thrilled to be chosen to represent Starline for the Prairie region,� said Arnott. “We look forward to working with the highly respected group at Starline to build on the established success of almost two decades of representation by Chura Sales.� For more information, please call 1-204-261-1051 or contact John Arnott, john@arnottagencies.com or Ken McLeod ken@arnottagencies.com.

PRODUCTION MANAGEMENT

OFFICE ADMINISTRATOR

Maria Natale : shows@imprintcanada.com

GENERAL INQUIRIES

Adriano Aldini : news@imprintcanada.com

feedback@imprintcanada.com, (905)856-2600

CONTRIBUTORS

ADVERTISING SALES

Jeff Mowatt, Wim Zoomer, Adriano Aldini, Robbie Kellman Baxter, Jon Gordon

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

MARKETING COORDINATOR

Steve Silva : feedback@imprintcanada.com 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.

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within this wavelength range (i.e., emission spectrum). The most used bulbs are metal halide-based. These discharge bulbs, predominantly producing ultra-violet and blue light, contain mercury vapor and metal (iron or gallium) halide to exactly adjust the emission spectrum. These bulbs produce emission peaks at 385 and 420 nanometers.

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Print quality and a stencil’s lifetime are directly related to the exposure time. A more step-by-step fundamental approach to this basic method provides a better understanding, allowing for fewer errors and improved stencil performance. With the correct exposure time, print quality remains consistent until finishing the complete job. However, incorrect exposure is one of the primary and most frequent causes of stencil failure. But before we can explain how to determine the correct exposure time, we must focus on the screen- making process, including a number of parameters affecting print quality.

The power of the lamp (such as one or five kilowatt) substantially affects the exposure time. More power shortens the exposure time. With frequent use, the bulb ages and its intensity reduces gradually. To compensate for this bulb instability, most exposure systems are provided with a light integrator, which measures the amount of light energy. The light integrator ensures exposure of a screen with the same amount of light energy irrespective of the bulb’s age.

Emulsion To make the screen photo-sensitive, many screen makers use a direct emulsion based on a so-called hybrid (i.e., dual-cure) system or a capillary film. These two-pot emulsions contain the diazo sensitizer. Some screen makers use emulsions or capillary films based on photopolymer systems, which have significantly shorter exposure times. It is not surprising that the exposure latitude of photopolymer systems is smaller than the dual-cure ones.

EIM and EOM We assume that every mesh opening is completely filled with emulsion. This means that the emulsion in mesh (EIM) is 100 per cent. The emulsion on mesh (EOM) has to be at least five microns to achieve the required stencil’s lifetime and avoid a premature stencil breakdown during the print run and the resulting pinholes. However, if the exposure time is insufficient, it may cause pinholes, possibly followed by a premature stencil breakdown. Sufficient EOM lifts the nodes of the fabric, allowing the ink to flow underneath, preventing the creation of a negative sawtooth.

Fabric For convenience, we assume that the screen maker uses polyester fabric. The mesh count and the mesh type (HD, S, T, plain or twill weave) the screen maker chooses depend on the print image. If the image contains large solids, the screen maker takes a coarse fabric, allowing more ink transfer, so more ink deposit is printed on the substrate. In case of fine linework, type or halftones, the screen maker will choose a finer fabric. After all, fine details require fine meshes. The emulsion thickness after drying is commonly at least five microns. Coarse fabrics allow printing thick ink deposits, highviscosity inks or inks containing pigments; the corresponding images will be coarse as well. The coarser the fabric, the thicker the EOM to avoid a dark edge around the image. Commonly used fabrics are white. The white threads of the fabric reflect the UV light and therefore may cause undercutting of the UV light during exposure. Besides white, there are yellow- and orange-dyed fabrics. During exposure, dyed fabrics absorb UV light and consequently cause less reflection. Due to this characteristic, dyed fabrics cause less undercutting of the light, producing an image with fewer edge defects. The loss of quality is dramatically reduced. Dyed fabrics are more expensive than the white ones and are especially used for printing very fine details or images with high-quality requirements.

Light source The emulsion is susceptible to a certain UV-wavelength range. The bulb, used to expose the emulsion, emits light

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Distance The exposure time is proportional to the distance squared. In other words: Increasing the distance between lamp and frame increases the new exposure time. We should also realize that the distance of the lamp to the stencil affects the intensity distribution of the UV light. The maximum light intensity is located in the center of the stencil’s print area. The light intensity decreases toward the sides of the screen. Moreover, we will observe loss of fine details due to undercutting of the light, especially at the edges of the print area. Increasing the distance between screen and lamp improves the light distribution across the print area on the screen but increases the exposure time. The relation between distance and exposure time is as follows: new exposure time = (new distance/old distance)2 x old exposure time

Example: Old distance: 60 cm New distance: 120 cm Old exposure time: 25 seconds The new exposure time is 100 seconds. Doubling the lamp distance quadruples the exposure time.

Standardization Standardization is key: Restrict the number of variables during the exposure process. Use a limited number of fabric specifications. Stick to one type of direct emulsion or capillary film. Apply the same type and colour of fabric. Do not change exposure conditions. Standardization will reduce the risk of making obvious errors. For convenience, we assume we always use the same exposure system, particularly the type of bulb and the distance between screen and lamp. If a light integrator is not available, it adds a continuous variable to the determination of the required exposure time. If we understand how the exposure time affects the most relevant emulsion’s characteristics, it allows us to accept the remaining process variables - image quality and emulsion strength. .`XW[]ZM KWV\QV]ML WV 9IOM

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the circumstances, keep pointing others toward Running an organization – big or small – is a positive future. no easy feat. It’s hard to work toward a vision Even when Clemson football lost the nationand create a positive future for you and your al championship in 2015, head coach Dabo team, especially since you are guaranteed to face Swinney believed they would return the followchallenges, adversity, negativity, and many tests ing year and kept pointing his team toward a along the way. But in the face of these obstacles, positive future. He didn’t see the loss as a chalyour attitude makes all the difference in the cullenge. He saw an opportunity to come back and ture and success of your organization. win it the following year—and that’s exactly Pessimists don’t change the world. Throughout what they did. history, we have learned that it’s the optimists, the believers, the dreamers, the doers, and the 95 1#." &)0 #(-. ) ,5 positive leaders who shape the world we live in. Fear is draining; love is sustaining. Fear divThe good news is, even if you’re the biggest ides; love unites. The key to leading without fear pessimist you know (which is actually an optiis to provide both love and accountability. mistic perspective when you think about it), you Negative leaders provide a lot of fear and can learn to change your outlook and that will accountability, but no love. If your team knows change your life and make you a much more *[ I J][QVM[[ W_VMZ WX\QUQ[U QV aW]Z KWUXIVa [\IZ\[ _Q\P aW] 2N aW] LWVo\ PI^M Q\ aW] KIVo\ [PIZM Q\

you love them, they will allow you to challenge effective leader. them. But love must come first. Research clearly supports the connection won’t go out of their way to work with or help you.1 Former CEO Alan Mulally turned around Ford Motor between a positive attitude and success in terms of individNegativity impacts the morale, performance and productivCompany with both love and accountability. He said you uals and organizations. For example, New York Times authity of teams; a recent Gallup study estimates that negativity costs have to ‘love ‘em up,’ and you have to hold them accountable or and science journalist Daniel Goleman’s research demthe U.S. economy $250-300 billion a year in lost productivity. to the process, principles, and plan. He was able to save Ford onstrates that positive teams perform at higher levels than As a business owner, optimism in your company starts and help the economy with a lot of love and a lot of accountnegative teams. with you. If you don’t have it, you can’t share it. The good ability. Furthermore, according to research conducted by author news is that pessimism is just a state of mind. It’s not permaand sociologist on the senior staff at University of Michigan, nent. You can change it, and you definitely should. :5 ' ( #(! 1#.")/. #(! ' (#(!5 Wayne Baker together with Robert Cross shows that the Many people think positive leaders are Pollyanna positive more you energize people in your workplace, the higher your Here are seven tips to make the transformation from a who just smile all the time and don’t care about results. This work performance. negative leader to a positive leader: couldn’t be further from the truth. Positive leaders pursue This occurs because people want to be around you. You excellence. They believe in a brighter future so they take the attract talent, and people are more likely to devote their dis- 75 .)* )'*& #(#(! ( & '#(!5 cretionary time to your projects. They’ll offer new ideas, If you’re complaining, you’re not leading. Leaders don’t necessary actions with excellence to create it. Positive leaders lift others up in order to accomplish their information, and opportunities to you before others. complain; they focus on solutions. They identify problems The opposite is also true; if you de-energize others, people and look to solve them in order to create a better future goals, rather than tear them down. They don’t talk at you, for all. Moreover, positive leaders don’t attack people. They they walk and run with you. attack problems. ;5 )(( . )( T)(T)( 5 8] cWT UPRT ^U ^QbcPR[Tb P]S RWP[[T]VTb h^da PccXcdST Pb P 85 )(m. ) /- )( 1" , 3)/ , B ) /- )( The greatest leaders connect with those they lead. Dave Roberts, manager of baseball’s Los Angeles Dodgers, is QdbX]Tbb [TPSTa \PZTb P[[ cWT 1" , 3)/m, !)#(!5 SXUUTaT]RT X] cWT Rd[cdaT P]S Lead your team with optimism and vision. Regardless of a great example. One day I witnessed a player walk in and say hello. Dave got up and gave the player a big bear hug for about bdRRTbb ^U h^da ^aVP]XiPcX^] 5MILMZ[PQX KWV\QV]ML NZWU 9IOM

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The message is clear: companies must get very intentional about keeping customers engaged in using their product or service. It used to be that if you offered a good product or service and just did a good job, it was enough to keep your customers happy. But in today’s environment, constant engagement is crucial for creating those “forever� transactions with customers. Whether they realize it or not, customers crave more value from their relationship with companies and brands. In turn, these same companies and brands must find ever more innovative ways to provide it. Once you get customers emotionally invested, they will stick with your brand, buy more, and spread the word about you to other potential customers. This provides much greater ROI than your efforts needed to acquire new customers. You have to work at making existing customers feel special. You absolutely cannot take them for granted. You can’t show up just when you want your customers to buy something. Moreover, if customers feel like you’re spending more time and energy chasing prospects at the expense of servicing them, you can pretty much kiss their business goodbye. One way companies are building this extreme level of customer engagement is through an emerging function called “Customer Success.� The push for exceptional customer experiences is part of a shift toward what I call the Membership Economy, which is a model based on customer-centric strategy using topics like subscription price, inclusiveness, and digital platforms that draw people in and win their loyalty. In my book, The Membership Economy: Find Your Superusers, Master the Forever Transaction, and Build Recurring Revenue, I explain that customers today expect to be engaged, and if they don’t experience engagement with your organization, they will find it somewhere else to get it. This is where the Customer Success function comes in. This is not to be confused with Customer Service - which mostly handles complaints when the customer has a problem; Customer Success Managers (CSMs) and specialists foster engagement by being the consumer’s insider to the brand.

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Customer Success goes beyond the mere traditional sales, marketing, and customer support functions. Companies are managing the customer life cycle to drive adoption, renewals, upselling, and advocacy. Customer Success is one of the hottest B2B trends since the advent of the subscription business model. Customer Success departments were first established by Software-as-a-Service (SaaS). However, innovative companies of all kinds are now adopting Customer Success services to help build deeper engagement with their products and services. Brands like Zipcar, Dun & Bradstreet, and Visa already have thriving Customer Success departments. This field is even generating the development of new side industries. Companies like Zuora, Gainsight, and Totango have invested in software optimized to support CSMs.

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to their problem, even if it wasn’t something you’re all too familiar with. You’d be honest, you’d share what knowledge and what tips and tricks you had to help them get the most out of the services they’re paying for (or looking to pay for). This is exactly what you should do in Customer Success. But don’t just wait for the call to come in; instead, make the outbound call to see how your clients are doing.

Customer Success generates profits while building relationships (unlike Customer Service, which is a cost centre).

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If you want to engage with your customers and build a deeper level of loyalty, Customer Success may be a smart solution. Here’s what adopting a Customer Success strategy could do for your brand’s engagement capabilities:

Customer Success focuses on the customer’s experience (not just retention): Trying to win a customer back after they’ve left is very hard. It’s obviously much easier to make sure that customers are happy once they’re working with you. Listening to their needs and delivering on their wants is critical in maintaining a happy client base.

Customer Success treats the client like a friend. As with Customer Service, Customer Success starts with a phone call, but it’s about more than fixing a problem. For example, if your family member or a friend called you to ask for help, you’d probably go out of your way to do what you could for them. You’d use your smarts to find the answer

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Customer Success is proactive and is a profit centre. From the moment of the initial transaction, a Customer Success strategy will focus on you reaching out to these customers to ensure that they are getting value from the products and services they already paid. In contrast, Customer Service is about solving problems after customers complain. It is a cost centre, and the goal of many Customer Service teams is to resolve complaints as quickly as possible. It’s reactive, as reps wait for calls and then respond. While both services are important, Customer Success focuses on connecting with customers and strengthening their attachment to your products and services. Many companies recognize that long-term engagement is the way to build deeper customer loyalty, and this is why you will see more of a focus on Customer Success in the not-sodistant future. Keeping in touch with your customers, helping them get the most from your products and services, and giving them the “BFF� treatment shows them that you really do care and makes them feel good about sticking with you for good, regardless if there is a cheaper option online or around the corner.

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Robbie Kellman Baxter is the author of The Membership Economy: Find Your Superusers, Master the Forever Transaction, and Build Recurring Revenue. She is the founder of Peninsula Strategies LLC, a consulting firm based in Menlo Park, CA, that helps companies excel in the Membership Economy. Her clients have included large organizations like Netflix, SurveyMonkey, and Yahoo!, as well as smaller venture-backed start-ups.

For more information, visit www.peninsulastrategies.com.

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five seconds—the kind of hug that a dad would give to his son. I told Dave how great it was that he would give his player a hug like that. He said, “I do it each day and he often stops by to talk about life and challenges and whatever is on his mind.� A few weeks later, while watching the Dodgers play the Washington Nationals in the postseason, I watched in amazement as this player hit home runs in Games 4 and 5 to help the Dodgers advance. It was as if I had a front-row seat to see the impact of what happens when a coach makes the time to pour love and support into one of his players.

<5 , . *)-#.#0 " (! ,)' ." #(-# T)/.5 Don’t let your circumstances and outside events define you. Rather you define your circumstances with your vision, beliefs, and action. Many people believe they are victims of circumstance, but positive leaders believe they can influence events and outcomes by the way they think and act. Coach Donna Orender is a great example. When she served as commissioner of the Women’s National Basketball Association (WBNA), she saw a lot of negativity amongst those in the corporate offices. There was a feeling that no one cared about women’s basketball and a lack of belief that the organization could be successful. But Orender saw the passion and optimism in the coaches and players, and she believed in them and in the future of the WNBA. She began building an optimistic belief system and inspired her colleagues to believe in the WNBA’s future as well. By focusing

on one success at a time, she helped create a new reality and changed the organization from the inside-out. I saw the same optimistic attitude and leadership in Silicon Valley during the Great Recession. While the rest of the country was going through the downturn, the people who lead and work for the companies in Silicon Valley refused to participate in the recession. They were too busy trying to change the world, surrounded by a bubble of optimism.

=5 ( )/, ! #(-. ) #- )/, ! 5 Positive leaders are also positive communicators in such a way that they make people around them better and feel encouraged instead of hopeless or discouraged. They also spread positive gossip, listen to and welcome new ideas, and give genuine smiles when they speak. Finally, they are great encouragers who uplift the people around them and instill the belief that success is possible. One of my favorite phrases comes from the original Olympic ‘Dream Team’ and Detroit Pistons coaches Chuck Daly and Brendan Suhr: Shout praise, whisper criticism. Shout praise means recognizing someone in front of their peers, and whisper criticism means coaching them to get better. Both build better people and stronger teams. There is a power associated with positive leadership. Even if you naturally lean toward a negative outlook, making a few changes can inspire momentous change in your own career success as well as in the success of your team.

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When you lead with optimism and share positive energy with others, you will transform the negativity that too often sabotages teams and organizations. Your new positive attitude will at last allow you to take on the battle, overcome the negativity, face the adversity, and keep moving forward. The best really is yet to come.� 1. Baker, W., Cross, R., & Wooten, M. (2003). Positive organizational network analysis and energizing relationship. In K. Cameron, J.E. Dutton, & R. Quinn, (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 328-342). San Francisco, CA: Berrett-Koehler Publishers Inc.

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Jon Gordon’s newest book is The Power of Positive Leadership: How and Why Positive Leaders Transform Teams and Organizations and Change the World. His best-selling books and talks have inspired readers and audiences around the world. His principles have been put to the test by numerous NFL, NBA, and MLB coaches and teams, Fortune 500 companies, school districts, hospitals, and non-profits.

Jon has written numerous bestsellers, including The Energy Bus, The Carpenter, You Win in the Locker Room First, and The No Complaining Rule. He and his advice have been featured on Today, CNN, CNBC, The Golf Channel, Fox and Friends, and in numerous magazines and newspapers. His clients include the Los Angeles Dodgers, Atlanta Falcons, Campbell’s Soup, Dell, Publix, Southwest Airlines, Los Angeles Clippers, Miami Heat, Pittsburgh Pirates, BB&T, Clemson Football, Northwestern Mutual, Bayer, the U.S. Military Academy, and more.

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When executed properly, business networking can act as a powerful catalyst for your business. By raising your company’s visibility and giving you a platform to share your knowledge, more people will learn about your company and what you do well. Business networking also helps you keep your “ear to the street�; it allows you to keep a pulse on the market and hear what customers are dealing with. Furthermore, when you share your experiences and knowledge freely, like-minded others will do the same. This gives you the opportunity to learn from others who are masters in their respective industries and it may even help you realize solutions to your own business’ issues.

)1 ( 3)/ ))-. 3)/, - & - 1#." /-#( -- ( .1),%#(!D Identify your motives If you want to build an effective network, you need to focus on what you can do for other people. Not just what they can offer you. To get the most from your business networking activities, you have to change your thinking from being focused on you and start really thinking about the people you’re meeting.

Before attending any networking event, ask yourself: How am I going to provide value to the people here? It all starts by understanding your own motivations and being honest, open, and genuine with the people you meet.  According to Chris Fralic, a partner at First Round Capital - and one of the protagonists who helped launch the popular TED Talks series, the best way to be highly influential is to be human to everyone you meet. Fralic’s advice for making genuine connections all stem from this basic adage. He suggests conveying genuine appreciation by actively projecting warmth and positive energy. Make it clear that you’re interested in the other person. Think about what they know that you don’t and what you actually want to glean from this interaction. Fralic also stresses listening with intent during conversations as critical. Being a good listener involves demonstrating that you’ve understood what the other party has said and engaging them to continue. It’s easy - especially at busy events - to let your mind wander or to look past the person speaking to you to see who else is in the room. Doing this projects disinterest, and a lack of value for the person,which does nothing at all to foster a relationship.

Establish and track your networking goals You’re at the event primarily to build relationships that could potentially help grow your business. However, you’re going to customize your pitch to the people you’re meeting and the goals you want to achieve. It’s not realistic to expect that you’ll be able to meet anybody and build a meaningful relationship with them—while some have the natural ability to forge instant friendships, the point here is to go for depth (not just breadth) with your relationships. So, for example, let’s say you’re going to a small business networking event with quite a few intimate and familiar connections. You could set a goal of “Giving meaningful advice and tangible help to two people.â€? Ideally, this means getting them one step closer to becoming a potential customer. Another goal could be to simply fill your network. So, let’s say you’re going to a large event where you may only know one or two people. You could set a goal to “Meet and have meaningful conversations with 10 people and get their contact info.â€? Whatever you choose, set a clear goal for yourself. And one that isn’t just focused on “making a saleâ€?. If you’re trying to keep score in your professional relationships, you’re not on the right track.

Attend the Right Events Understanding where to find the right business networking events that will have the type of people you should be looking to network with is a big factor. There are many networking events taking place, but that doesn’t mean you should be using your time to attend them, unless you feel that they’ll target one or more of the your goals you’ve established. The best business networking events are ones where you’ll be able to provide some sort of value to any person you speak with. If you’re simply going out there to gladhand and throw out business cards, that’s not smart networking. When looking for events to attend, try to expand your focus beyond only your niche. Try looking for complementary industries - which, for promotional product companies easily applies to many different sectors - as well as community-driven events, and industry trade shows. This is where understanding your target market and ideal customer is critical. If you don’t know who they are, or think you’re selling to “everyone,� you’re not going to have much success networking.

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News ^%XVLQHVV 'HYHORSPHQW` Meet the Right People Now that you established your motives, set your goals and identified which events to attend, how do can you make the most from your time there? You want to ensure that when you do end up talking to the right people you want to meet, you have the best chance of building an honest and genuine connection. People are naturally defensive to people they don’t know, so despite the fact that everyone knows they’re there to network, it can feel awkward to start conversations at an event if you don’t have a mutual connection. Here are a few helpful tips on facilitating conversations:

1. Pay attention to what your body language is saying: This plays an immense role. Illustrate that you’re open to new conversations using your body language to make people feel relaxed. Stand tall, smile, unfold your arms. When you meet someone for the first time, make eye contact and offer a confident handshake to put them at ease.

ucts ands services to the person you’re speaking with, use your conversation to qualify the person you’re talking to first in order to understand their exact needs. Starting off by talking about your company’s features pricing isn’t likely going to endear you to the person you’re talking to. Rather try to understand what the biggest issues they’re facing are and what they’re doing at the present moment to address them. What sort of solutions are they looking for? If you or your product or service matches that description, then endeavour to give them your “elevatorâ€? pitch: explain what you make or do, how it relates to their specific problem, and why it’s better than what they’re using right now. Try to focus on making your pitch genuine; using a prospect’s own answers to build your pitch is compelling and very effective.

Be friendly and persistent:

Keep your message short, sweet and direct. The last thing a busy person wants to receive is another long-winded email. Don’t be that person.

Be of use:

• “Have you always been in this industry? - or - “Have you worked in other industries similar to this one?â€? • “How long have you been with “Xâ€? organization?â€?

If you feel like it’s the right time to talk about your prod-

If your business networking event went well, you should be thinking about how to follow-up with the connections you made. These are opportunities that you don’t want to let slip away; you worked for them!

Don’t be long-winded:

An easy way to start a conversation is to ask a question that is relevant to the situation you’re in. Plus, people don’t typically mind talking about themselves, so combining the two would look something like:

Turning conversations into prospects

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If they don’t respond at first, don’t take it personally. Instead stay persistent and reach out periodically.

2. Try to frame your questions with respect to the event that you are at:

Getting people to talk about themselves in an easy going manner is a great way to loosen their natural defences and help to get them to open up.

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If you were able to glean insight into their respective wants and needs, then do your best to offer them something that is of use and relevant to them - be it an article, a link or something that they’ll appreciate getting. (Your sales pitch is not of use to them). Bottom line: stepping out of your comfort zone and getting to know potential customers and other business leaders will do wonders for your level of confidence as well as your network of contacts and (if exectued properly) your company’s sales activity.

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One of the biggest frustrations I hear from my clients is the amount of time and effort it takes for them to put together proposals, particularly those proposals that don’t end up winning any business! Unfortunately, the standard approach to client proposals usually involves describing your products or services, including some corporate background, adding a few references, and finishing with pricing information. This is the NOT the approach you want to take if you want to win new business as it practically guarantees you’ll miss the mark. And worse, preparing and delivering these kinds of proposals soaks up significant time and resources that could be better spent elsewhere.

Here are a few tips I share in my seminars on how to deliver proposals that actually boost your business.

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It’s about them - them being your potential clients. If you start a presentation by talking about your products and services, you’ve already lost them. A purchase doesn’t begin by trying to convince someone to buy something. A purchase begins when a customer perceives a need. It follows that your first priority should be to help your customer clarify and identify said needs. So before making any kind of a proposal, you need to ask several questions. By noting that you’re not certain whether or not your products/ services are the right fit for this customer, which is why you’d like to ask a few questions with their permission. That disarms their natural defense mechanisms because you appear to be willing to encourage them to take their business elsewhere. It also warns them that this process will take some time. If they’re not willing to answer a few questions to help identify how you can better help them, then you may want to wish them well and move on, as this is not a serious potential customer. Assuming they are willing to take a bit of time, you may want to start by asking if they have ever purchased these types of products in the past, and what they liked and disliked about what these past products (and suppliers). From here, ask them what their perfect solution might look like and why they haven’t found it yet. With these simple questions you’ll be able to clarify what the likes/dislikes are and what buying objections the client may have. As a start, that’s a good place to end. Thank the client for their time, inform them that you will evaluate what they’ve shared and you will develop options based on their feedback. Set up a time/place for the next meeting.

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85 )' 1),% 1#(- /-#( -Now it’s time to do your background homework. (Before Step 1, you should have already done some research, but after speaking with them in person and hearing first hand what their needs, wants and reservations are, it’s time to dig deeper and find out all you can about the client). 9ZWXW[IT[ KWV\QV]ML WV VM`\ XIOM

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Read their annual report (if applicable), especially the president’s remarks about priorities and plans. Research what their reputation is, and what others are posting about them - especially their customers. If you know other industry insiders, ask about the company and information they may be able to share. What you’re trying to discover is how your products or services will either a) help them achieve their organization’s larger goals or b) reduce some of the headaches or problems they may be facing.

95 )/ &# (. -")/& & .) " ( & ." .,/." Start your proposal with a sincere compliment about something good that you discovered about them. It’s important to be genuine and specific; it shows you know your stuff and you’re honest. You might also point out an area for improvement in your own area of your expertise that you identified. By offering feedback, you’re positioning yourself as being a resource – a trusted advisor – who sees their big picture and where they might be falling short. Again, any recommendation for improvement or change obviously needs to be in your area of expertise, not theirs!

:5 #(% 3)/, -)&/.#)(- .) ." #, *,) & 'The step involves describing the products and services you have identified as appropriate for them within the context of addressing the client’s. Reference what they told you during your initial consult meeting, in addition to what you discovered during your research and analysis. Make sure you translate any features of your offering into benefits for the customers. Using phrases like, “What this means to your company is..� will help the client see things from their perspective and you are helping them (which is the point in the first place).

;5 &* ." ' - 3)/, # , ( Perhaps the most important element of your proposal involves describing what makes your approach different from other competitors in your industry. Don’t ever trash or speak down about your competition, rather speak to your strengths. Explain how standard approaches to solving these types of problems are often fine. Then point out why, in this particular situation, typical approaches won’t likely get the results the client is looking for. That’s why you’re suggesting this different approach; at this point you need to deliver your unique selling proposition and explain why your solution will be different from the rest (and from what they’ve tried in the past).

<5 % #. -3 ), ." ' When providing pricing for your solutions, provide up to a maximum of three potential options for each solution you are providing and explain how each differs, and ways in which each may uniquely work for them. By doing this, you shift the client’s decision from a “yes-or-no�, to a choice of which “yes� they want.

?TaWP_b cWT \^bc X\_^acP]c T[T\T]c ^U h^da _a^_^bP[ X]e^[eTb STbRaXQX]V fWPc \PZTb h^d SXUUTaT]c Ua^\ ^cWTa R^\_TcXc^ab X] h^da X]Sdbcah 3^]zc TeTa caPbW ^a b_TPZ S^f] PQ^dc h^da R^\_TcXcX^] aPcWTa b_TPZ c^ h^da bcaT]VcWb Bottom Line: Proposals take time, and time is the most expensive resource you own because it’s finite. You’ll win more business, make more money and save valuable time by qualifying clients in advance and focusing your proposals on your clients’ needs, not on your products and services. Good luck!

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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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In exposure there are just three possibilities: underexposure, overexposure and the correct exposure. To avoid getting lost in the number of process variables available, I recommend using a logbook. A logbook allows the screen maker to find the conditions under which a screen was coated, which fabric has been used for a certain job and the exposure time applied for a job with fine details and the lamp’s age.

Polymerization

chemical and mechanical stencil’s strength, a reduced lifetime will affect the print run length. If the exposure time decreases even more, the emulsion separates from the fabric due to more emulsion being removed during washing out. The stencil’s strength and the emulsion’s reclaimability decrease.

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Overexposure

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Using the correct exposure time is essential to ensure a good print quality and the stencil’s lifetime. The UV light causes a chemical reaction between the emulsion’s monomers, pre-polymers and other chemical substances, changing them into a strong and stable grid of polymers to eventually create a stencil. The emulsion’s colour will become darker. Unexposed emulsion is soluble in water and will be removed from the fabric while washing out the image. On the other hand, exposed, and thus polymerized, emulsion is moderately soluble in water and therefore will not be removed from the fabric during washing out. The exposure time strongly affects the stencil’s characteristics, such as the resolution, the edge sharpness, the eventual EOM, the chemical and mechanical resistance and its resulting lifetime. A correct exposure polymerizes the emulsion for 100 per cent, producing an exact copy of the print image on the fabric. The emulsion’s adhesion is excellent both during washing out and printing. The chemical and mechanical resistance and lifetime of a correctly exposed stencil are good, whereas the stencil’s reclaimability leaves nothing to be desired.

Underexposure Polymerization starts at the top of the emulsion (i.e., print side), which is at closest distance to the light source, and proceeds through the emulsion coat toward the bottom (i.e., toward squeegee side) where the emulsion is connected to the fabric. If an emulsion is underexposed, it will not completely encapsulate the fabric’s threads by polymerization (i.e., hardening out). Any unexposed emulsion is soluble in water, and as a result, will be removed during washing out. The adhesion between emulsion and fabric will be reduced. The resulting thickness of emulsion coat (EIM) in the mesh declines and the definition deteriorates. As a consequence of the decreased

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Is overexposing perhaps a better option than underexposing? Exposing too long does not create adhesion problems between emulsion and fabric. Additionally, the overexposed stencil will be strong enough to survive the print job. However, the image quality declines with the exposure time. During exposure of the emulsion through the film positive, the UV light will refract and cause undercutting, an unwanted exposure of >TIVWo[ .`XW[]ZM ,ITK]TI\WZ the emulsion underneath the black part of the film positive. This undercutting effect, combined with reflection caused by white fabrics, deteriorates the edge sharpness. (By the way, we have just learned that dyed fabric causes less reflection.) A longer exposure time increases undercutting, causing narrower open lines in the stencil. This means that the line width (resolution) is affected negatively as well. The very fine open details will be blocked first and do not appear during printing. Quality of the line (width) is strongly affected by exposure time. This undercutting effect does not appear, or is hardly visible, if the correct exposure time is being used.

Correct exposure We consider the graph above representing the relative exposure time vs. stencil quality. Relative quality is expressed as 0 = very weak to 1.0 = excellent. The green curve represents the stencil’s strength (i.e., chemical and mechanical resistance). We see that the stencil’s strength improves after increasing the exposure time. From exposure time = 7 units, the strength hardly increases and stabilizes at maximum level. From exposure time = 7 units, the polymerization (through cure) is completed. The red image quality curve, however, goes through an optimum. Applying an exposure time longer or shorter than 4.5 units means a decrease of the image quality (definition, resolution). The optimum exposure time is the intersection of both curves, representing the compromise between resistance and image quality, resulting in an optimum exposure of 6 units.

Exposure calculator Most emulsion manufacturers supply a very convenient tool to determine the correct exposure time. These exposure calculators require only one single exposure! The exposure calculator consists of two parts, namely a film positive with (often five) the same images and secondly a film carrying (often five) filters with different greyscales. The size of the greyscales corresponds with the size of the images on the other film. Different greyscales transmit different amounts of light. The factors indicating each individual area represent the relative amount of light transmitted. “Factor 1� area transmits 100 per cent incident light. Factor 0.25 is the darkest filter. This greyscale transmits only 25 per cent of the incident light. In this way a succession of areas of increasing light transmission factors has been made, such as: 0.25, 0.33, 0.5, 0.7 and 1.0. Suppose we expect an exposure time of 100 units. Double it and conduct the exposure test with this value (200 units). The different areas on the exposure calculator are now being exposed by respectively 50, 66.5, 100, 140 and 200 units. The expected exposure time is in centre, allowing the screen maker to compare the different areas. After development (washing out) and drying, we determine the emulsion’s colour change. The factor where the colour change stops represents the optimum exposure. Different elements on the exposure calculator, such as text, linework and halftones, enable the screen maker to fine-tune the exposure time. The criteria are resolution and edge sharpness. Suppose area factor 0.6 provides the best result. The resulting optimum exposure time is 0.6 x 200 units = 120 units

Available exposure calculators The exposure calculators are provided with a separated number of test images and the corresponding number of light transmission filters. Most common ones have factor 0.5 in center. Some exposure calculators are equipped with extra tools, such as halftone reproduction targets or definition targets to assess print resolution and edge definition. Distinguish the resemblance and differences between just two of them: the Ulano Exposure Calculator and the MacDermid Autotype Exposure Calculator.

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Located in the Netherlands, technical author Wim Zoomer manages a consulting and communication business considering all aspects concerning screen printing technology for both graphic and industrial (such as printed electronics) applications. Writing advertorials, application stories and success stories for various companies, he also writes editorials for publication into several (screen) printing, industrial technology magazines as well as on their corresponding websites. Zoomer wrote the book on the decoration processes of architectural glass entitled, “Printing Flat Glass.�He was consultant of the European Screen Printing Manufacturers Association (ESMA), and serves as board advisor of the USA magazine iSP (industrial + Specialty Printing) magazine. In 2010, Wim Zoomer was inducted into the prestigious Academy of Screen and Digital Printing Technologies This article was first published in the Winter 2018 SGIA Journal, Garment Edition. For more information, please visit www.sgia.org.

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IMPRINT CANADA _ 0DUFK $SULO

2018 LAUNCH

HEADWEAR CANADA NEW STYLES

NEW DL CATALOG

New Flat Peaks – Amazing new styles with exceptional decoration space for local stock orders allowing both print and embroidery to work effectively on the large front center panel, includes our new A-Frame retail designs. Caps come in Premium American Twill, Mesh back and Foam Front styles. (Styles include: #4156, #4154, #4158, #4155 and #4159)

Your friendly team at Headwear CANADA has decided to create an easy to read update of new styles and best sellers to accompany past stock catalogues.

New Sports Rip Stop Fabric – Another innovative fabric option from the Headwear Professionals, suitable for all audiences from the sports industry through to high-end corporates. (Styles include: #4148 and #4149) Premium American Twill Caps– A great alternative to the brushed cottton with it’s Anti-Fade properties and lasting color. A well-priced premium cap for all. A great deep fit cap meeting the modern day standard. (Styles include: #4156, #4158, #3920 and others!) New Color Options For Our Best Sellers– suiting all corporate logos and team colors. (Styles include: #4210, #4167, #4199, #4244, #4256, #4243 and others!) Safety Caps – Be sure to be seen with the reflective striped safety cap. (Style #3030) Kids Trucker Caps – With Trucker Caps still leading the sales across all cap types throughout 2017, Headwear has decided to introduce a kids size 54cm Trucker Cap in 4 popular colourways. (Style #3822)

“Awesome idea guys and a lot easier for me to refresh my customers on the Headwear offering” – DIST. FEEDBACK Inside you will find photo images of all new styles for 2018 and also some reminder information on custom cap design and order types along with delivery timelines. Larger full size catalogs are still available on request. Please email Headwear CANADA or give us a call if you require a full size catalog.

TRENDING Retail, Retail, RETAIL! – Almost everyone is leading a healthy active lifestyle. So get them into our performance styles. A great addition to your goals for the new year ahead! (Styles include: #4148, #4156, #4155, and others!) What’s Cost-Effective?– Gameday Giveaway? Want to get a bigger bang but on a budget? Our Breathable Poly Twill caps are low in cost to get more out of a buck. Have a higher percieved value and get more impressions for these value series. (Styles include: #4012, #4011, #3819 and others!) Cover Your Tracks – Camo is a state of mind, not just a pattern to keep you hidden. Stay on the hunt; combining function and great looks. A few of our caps sport a licensed True Timber®’s Conceal Green. (Styles include: #4169, #4121, #4028, #4059 and others!)

CREATE YOUR SELF-BRANDED CATALOG! Hold the camera on your smartphone over this QR code and set up your own custom catalog!

MARKET LEADERS IN HEADWEAR INNOVATION

When you think CAPS, HATS or even TOQUES & BEANIES, the team at HEADWEAR has got you covered.For all ranges of requirements, from the high-end corporate requirements right down to the small local business requirements of orders as low as ONE cap, we have you covered.

CALL US OR EMAIL US TODAY Give HEADWEAR CANADA a call or email today for ALL your queries in relation to HATS, CAPS and TOQUES & BEANIES.

PH: 800.548.7942 FAX: 800.782.2672 HC@HEADWEARC.COM WWW.HEADWEAR.COM.AU

:($5$%/(6

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Vancouver 1-888-739-1864 Edmonton 1-866-890-9488 Saskatchewan (306) 289-2107 Winnipeg 1-800-665-8958 Toronto 1-800-263-1413 Montréal 1-800-361-0100 Atlantic 1-877-747-2929

WINNER GARMENT

S A F E T Y T H AT F I T S . www.winnergarment.com Winner Garment is one of Canada’s leading manufacturers of safety workwear. Open since 1975, we are 100% Canadian owned and operated with 51,000 square feet of state-of-the-art facilities in Edmonton, with in-house embroidery and silk screening available.

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Flame- and Arc-Resistant, and Hi-Visibility apparel is our specialty and we carry an extensive stock program p g for fast delivery.

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:H PDQXIDFWXUH DQG VWRFN • Unlined Coveralls • Pants • Insulated Coveralls • Vests • Parkas • Nomex Golf Shirts • Insulated Bib Overalls • Nomex Fleece Hoodies, • Unlined Bib Overalls Full Zippers & Pullovers • Surveyor’s Vests • Smocks • Bomber Jackets • Flame Resistant Apparel • Flight Suits for Welders • Shirts …and much more! We have the best quality at the best prices. Our stock VL]HV FDQ ÀW DOPRVW HYHU\RQH IURP VPDOO WR ;/ &DQ·W ÀQG LW DQ\ZKHUH HOVH" /HW XV FXVWRP PDNH LW IRU \RX 7KHUH LV QR OLPLW WR WKH GHVLJQV VW\OHV RU VL]H WKDW :LQQHU *DUPHQW FDQ PDNH IRU \RX Work with our GHVLJQ WHDP WR PRGLI\ RXU VW\OHV WR VXLW \RXU VSHFLÀF needs or create an entirely new garment. Our goal is to help you get the safety, style and comfort you deserve - RQ WLPH DQG RQ EXGJHW ,W·V OLWHUDOO\ ´6DIHW\ WKDW ÀWV µ

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Toll Free Phone: 1-866-956-8989 • Toll Free Fax: 1-877-455-7788 Phone: 780-453-8989 • Fax: 780-455-7799 12003 Kingsway Ave. Edmonton, Alberta, Canada T5G 0X8 E-mail: info@ winnergarment.com

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To order your subscription publication, please email info@trendexna.com After increasing by 1.6% in October, Canadian total retail sales during November 2017 increased by a disappointing 0.2%. A 5.9% increase in gasoline station sales was offset by a 3.6% decrease in auto / auto part store sales. Year over year, total retail sales increased by 6.5%. Sales during November 2017 increased in six of 11 subsectors accounting for 37% of total retail sales. Electronic/appliance stores reported a 12.9% increase thanks to Black Friday/Cyber Monday promotional sales. The monthly increase for electronic/appliance stores was the greatest in a decade. Sales increased in five provinces, with the largest gain occurring in Quebec (+0.9%). Costco Canada’s comparable sales (x-gasoline) increased by 6.1% during November 2017. Canadian retail e-commerce sales increased by 25.5% in November month over month, and were up year to date by 35%. During November, e-commerce accounted for 3.5% of unadjusted total Canadian retail sales. Retail apparel specialty store sales increased by 7.2% during November 2017.

After decreasing in 2016 by 0.5%, the Consumer Price Index (CPI) for apparel decreased in 2017 by 1.4%. During 2017, the CPI for footwear increased by +0.3%, while that for all items including gasoline increased by 1.3%. The 1.4% decrease in the 2017 CPI for apparel was attributable to decreases in the CPI for all three segments of the apparel market as the CPI for women’s, men’s, and juvenile decreased respectively by 1.6%, 1.4% and 1.3%. There are a number of hypotheses as to why retail prices for apparel in Canada did not increase during 2017, including: The seemingly never ending increase in promotional activity; Sears Canada’s liquidation during Q4 2017; The increasing market share of both fast fashion and off-price retailers; The 3.0% increase in total apparel imports and specifically the increase during 2017 in apparel imports from lower cost countries including Cambodia (+9.3%), Vietnam (+10.9%), Pakistan (+20.4%) and Myanmar (+55.7%). While the decrease in the CPI for apparel last year was good news for consumers, it was bad news for retailers, who seemingly are either unable or unwilling to pass on cost increases to their customers

November’s increase was attributable to large sales gains in Ontario (+10.0%), Quebec (+9.8%), Alberta (+8.2%), and Manitoba / Saskatchewan (+8.1%). The increases in these provinces offset a 1.0% decrease in sales in British Columbia. Year to date apparel specialty store sales increased by 4.8% with the largest increases occurring in Ontario (+8.2%), and Alberta (+4.0%). Clothing sales among the retailers making up Statistics Canada’s Larger Retailer Study increased 6.4% in November 2017. While the increase in November’s clothing store sales was undoubtedly partially due to the onset of winter-like conditions in some provinces along with almost a record low employment rate, they were in fact, somewhat under whelming given the fact that the month included sales for both Black Friday and Cyber Monday. These two events seemingly had a greater effect on apparel sales in the United States than in Canada. If so, it could possibly portend a large increase in Canadian clothing store sales during December 2017.

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The Consumer Price Index (CPI) during December 2017 for total apparel decreased by 3.9% from the previous month, and decreased by 0.5% from a year earlier. The biggest drop in December 2017 - from the previous month - was in the Men’s clothing category, which dropped more than 5% from November 2017. While both Women’s & Men’s clothing categories were up slightly in December 2017 from January 2017, the Children’s category dropped 4.67% over the same period.

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Canadian clothing manufacturing shipments decreased by 2.9% in November 2017 compared to the same month a year ago. It was only the second monthly decrease since March 2017. During the first 11 months of 2017, sales of Canadian clothing manufacturing shipments increased by only 0.6%.

CANADIAN CLOTHING MANUFACTURING

Canadian apparel exports increased by 16.9% in November 2017 and were up by 8.8% during the first 11 months of 2017. Apparel exports to the United States increased by 17.2% in November 2017 and were up 7.9% year to date. Driving the increases in both total exports and exports to the United States continued to be men’s apparel exports, which were up 12.2% in November 2017 and by 13.3% year to date.

The capacity utilization rate of Canadian clothing manufacturers during the third quarter of 2017 increased by +10.2% from the same quarter a year earlier.

Of the 10 largest destination countries, during the first 11 months of 2017 for Canadian apparel exports, only exports to Australia (-7.8%) registered a decrease. Apparel exports to the U.K. grew by a strong 32.5%, while Germany, Japan and South Korea all continued to gain in importance as destinations for Canadian apparel exports, as a result of their respective 15.6%, 26.9%, and 8.1% increases. It should be noted that year to date, exports to Panama, China and Hong Kong increased respectively by 290.7%, 107.9% and 35.1%.

3PCFSU - 4DPUU .FNPSJBM "XBSE The Robert L. Scott Memorial Award is presented to the individual who best displays unparalleled commitment, integrity & enthusiasm for the Canadian Imprintable Products Industry, as voted by peers.

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PAST WINNERS: Chris Turner (2017), Wally Richards (2016), Orest Kostecki (2015), Cheryl Daurie (2014), Jeff King (2013), Kevin Price (2012), Sean Oakley (2011), Frances McAvity (2010), Howie Todd (2009), Bruce Singer (2008), Brian Tarvit (2007), Bruce Woodfield (2006), Garry Bell (2005), Mike Coupland (2004), Alastair Macrae (2003), Jim Cerant (2002), Ray Gudmundson (2001), George Cooper (2000), Jean Leclair (1999), Brian Clune (1998) IMPRINT CANADA

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I N D U S T R Y S TA N D A R D P R O D U C T S • Q U A L I T Y & D U R A B I L I T Y T E S T E D • I N N O VAT I V E F E AT U R E S • P R O F E S S I O N A L LY E N D O R S E D

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