Imprint Canada May/June 2015

Page 1

IMPRINT CANADA THE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS

A Tristan Communications Ltd. Publication

Set 30 Day Marketing Goals

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Cotton/Polyester Dye Migration:

By Lowell Brown, Going Social

A Practical Analysis

Are you seeing the results you hoped for from your social media marketing efforts? Are you having trouble measuring your social marketing ROI (return on investment)? In this article I’ll explain why so many people answer "no" to the questions above and what strategies you can take to avoid this frustration.

By Mike Ukena, Union Ink Company

Set Your Goals One of the first questions I ask clients is "what are your social media goals?", and "what are your objectives?" Most of the time, the answers I get are "I don’t know," or @Q\PW]\ [M\\QVO KTMIZ OWIT[ NWZ _PI\ aW] _IV\

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about it." MNNMK\Q^M aW]Z [\ZI\MOQM[ ZMITTa IZM Many people are so focused on just doing social that they forget to think strategically about why they are doing social. Without setting goals for what you want to achieve, you have a limited number of opportunities to measure how effective your strategies are. I find many people are strictly focused on how many fans and followers they have. Fan and followers to your various social accounts are important, but numbers alone are not the most important goal you should be focused on. If I could get you 10,000 fans to your page that might make you happy. 6IZSM\QVO KWV\QV]ML WV 9IOM

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Volume 22, Issue 3

The causes of dye migration in cotton/polyester fabric are well known. Unfortunately, the practical prevention of migration is often misunderstood by screen printers. Despite a large number of articles and seminars on the subject, troubleshooting this problem remains one of the most common questions to hotlines, message boards, and even to the Specialty Graphic Imaging Association (SGIA). >7-.;<=*7-270 -B. 620;*=287 Having been “burned� by this =PM XZIK\QKIT XZM^MV\QWV WN UQOZI\QWV Q[ WN\MV

problem in my own shop, I am keenUQ[]VLMZ[\WWL Ja [KZMMV XZQV\MZ[ ly aware of the cost and difficulties associated with printing dark cotton/polyester shirts. Everyone knows that darks are the problem, especially those with red-shade dyes. Other colours — such as black and navy — can also create problems, but reds are the biggest culprit. -aM 6QOZI\QWV KWV\QV]ML WV 9IOM

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WHAT'S INSIDE 8=3DBCAH =4FB

Get caught up on all the latest industry news

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Where the Brands Are

Professor Edward D. Hess explains why listening is the single most important business skill 12

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We examine some of the best practices that small businesses should employ when approaching social media 16 1H C74 =D<14AB

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

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Follow us: twitter.com/imprint_canada

IMPRINT CANADA May/June 2015 - Volume 22, Issue 3

MAY/JUNE 2015

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COTTON/POLYESTER DYE MIGRATION CONTINUED PG 6 & 8

taxes, are not. Increasing the workforce and payroll pension payments should continue to be the goal for policy makers. Fiscal challenges for the government sector are usually economic opportunities for the private sector. Our industry's marketers will continue to look at the aging healthcare market as a key sector of revenues for years to come.

Riding The Wave The term "Grey Tsunami" continues to be used with increasing frequency in the media. It basically refers to the impending onslaught of aging baby boomers. The use of "tsunami" may call for a sense of urgency, and does leave one feeling that a horrendous impact is imminent. When it comes to baby boomers however, impending economic challenges and opportunities are all a matter of perspective. As baby boomers age, the population of seniors is projected to hit 6.7 million in 2021, then increasing over the following 20 years, bringing the senior population to 9.2 million by 2041, according to Health Canada. Government concerns over rising healthcare costs for the elderly are indeed justified. Knee-jerk fiscal policies which cut expenses/services while raising

This shift in age-sectors continues to present potential opportunities that promotional product distributors should continue to cultivate. As an old Chinese proverb so wisely states, "Dig the well before you are thirsty." The promotional industry is unique in that it is virtually limitless in terms of products that can be utilized to promote companies, and industries as a whole. Our collective industry brain-trust must be able to identify new ways to target this significant population, as well as the sectors that will look to promote to this clientele. By doing so, we will be ready to ride the gentle waves of this transition rather than being overwhelmed by this so-called "Grey Tsunami."

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SET 30 DAY MARKETING GOALS

CONTINUED PG 14

INDUSTRY NEWS CONTINUED PG 10 9 BAD LISTENING HABITS CONTINUED PG 14 SOCIAL MEDIA BEST PRACTICES BY THE NUMBERS

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22

WEARABLES SHOWCASE

30

AD SPECIALTY SHOWCASE

33

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

CONTRIBUTORS

Mike Ukena, Edward D. Hess, Lowell Brown, Adriano Aldini

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

Tony Muccilli (Toronto) Tel: (905) 856-2600 Fax: (905) 856-2667 Imprint Canada is published six times per year by Tristan Communications Ltd. The contents of this publication may not be reproduced either in part or in whole without the consent of the copyright owner. The views expressed in this publication are not necessarily those of the publisher. Request for missing issues are not accepted after three months from the date of publication. TRISTAN COMMUNICATIONS LTD. Publications mail agreement no. 40025740 Return undeliverable mail to: 190 Marycroft Avenue, Unit 16, Woodbridge, Ontario, L4L 5Y2 Email: shows@imprintcanada.com ISSN: 1480-1884 GST Registration #: RT892913294 0D\ -XQH _

IMPRINT CANADA

Industry News Gildan appoints new Executive Vice-President, CFO

Ecorite announce new representation across Canada

Fiscal Q1 Printwear Sales Up 14% and Branded Apparel Sales Up 20% Gildan Activewear Inc. (TSX:GIL)(NYSE:GIL) announced the appointment of Rhodri J. Harries as Executive Vice-President, Chief Financial and Administrative Officer. Harries, 51, has been the Chief Financial Officer of Rio Tinto Alcan since 2014, where previously he held the position of Chief Commercial Officer from 2009 to 2013. Mr. Harries joined Alcan in Montreal in 2004 as the Vice President and Corporate Treasurer and remained with the company following its acquisition by Rio Tinto in 2007. Prior to joining Alcan, Mr. Harries spent 15 years in North America, Asia and Europe with General Motors, where he held successive positions of increasing responsibility in corporate finance, treasury and business development. Mr. Harries succeeds Laurence G. Sellyn, who will continue with Gildan as required in order to support Mr. Harries’ integration into the Company and ensure an orderly transfer of responsibilities. “We are extremely pleased that Rhodri is joining Gildan,� commented Glenn J. Chamandy, President and Chief Executive Officer. “With his strong experience in finance, commercial and operations leadership roles in major global corporations, Rhodri will be an important addition to our executive team as we continue to implement the next stage of our growth strategies.�

First Quarter Results Gildan Activewear reported net earnings of $56.0 million (all figures U.S.) or $0.23 per share on a diluted basis for the three months ended April 5, 2015. This was compared with net earnings of $79.2 million

or $0.32 per share in the corresponding quarter last year. Consolidated net sales in the first calendar quarter of 2015 amounted to $636.2 million, up 15.9 per cent from $548.8 million in the corresponding quarter of 2014, reflecting an increase of approximately 14 per cent in printwear sales and sales growth of approximately 20 per cent in Branded Apparel. Net sales for the printwear segment for the quarter amounted to $431.3 million, up from $378.5 million in the corresponding quarter of the prior year. The increase in printwear segment sales in the quarter was due to strong unit sales volume growth in U.S. and international printwear markets and more favourable product-mix. International printwear sales were up 25% due to continuing penetration in Europe and Asia and the Company’s recent entry into new markets in Latin America. Net sales for branded apparel were $204.9 million, up from $170.3 million in the same quarter of 2014. The increase in Branded Apparel sales was due to organic sales growth of GildanŽ and Gold ToeŽ branded programs, as well as licensed and global lifestyle brands and the acquisition of Doris, partially offset by lower sales of private label and retailer inventory destocking. Sales of GildanŽ branded products increased by approximately 20 per cent. During the three-month period ended March 31, 2015, the GildanŽ brand remained in the no. 3 position in men’s underwear and achieved a market share of 7.3%, according to the NPD Group’s Retail Tracking Service.

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 Ecorite is happy to announce that it has enhanced its local representation in the following Territories:

NE Ontario:Â Â Bell Marketing Bruno Bell - Tel: (613) 864-9939 Email: bruno@bellmarketing.ca Steve Shaw - Tel: (647) 987-4441 Email: steve@bellmarketing.ca

Maritimes (NS, NB, NFLD, PEI): Â DSA Agency Rick Boudreau, Tel: (506) 874-3040 Email: rboudhome@gmail.com

Manitoba/Saskatchewan: Tim Cameron Agency Tim Cameron, Tel: (204) 488-3340 Email : tjcameron@mts.net Ecorite is delighted to welcome the new representatives to the team and is looking forward to providing improved access to valued customers within their territory. For more information, please contact Ecorite directly at 416-636-2328 or toll free at 1-800-265-2740.

FIEL Introduces new Spec-Sample Program for distributors

FIEL - Fairdeal Import & Export Ltd. recently introduced their new Spec-sample program for distributors. ´Distributors just need to provide the artwork in vector format and we’ll take care of the rest,â€? says Arif Bandeali, Vice-President of Sales. “It’s a great way to see a completed sample before placing an order. No doubt will this be advantageous to our customers who now have something in hand to show to their clients.â€? A virtual proof will be sent two business days after receiving vector artwork and production time will be up to five business days after approval by the client. For more information, please visit: www.fiel.com/spec-sample

Polyconcept announces new CEO Polyconcept has announced that Michael Bernstein has stepped down as the company's CEO. Gene Colleran, formerly the CEO of Griffon Home and Building Products, a $900 million global division within the publicly-held Griffon Corp., will take over responsibilities for the organization, which includes Polyconcept North America (PCNA), PFConcept and Polyconcept International Markets (PCIM). The appointment is effective immediately. "We're fortunate to be able to make this transition on our own terms from a position of strength," said Bernstein. "We're growing and healthy with an exciting future ahead. After 10 years at Polyconcept, I'm personally ready to step aside and welcome Gene as our next group leader to continue our positive momentum. He has a proven track record of success and brings a diverse set of experience to our organization. I'm confident that his vision, leadership and expertise will contribute to our continued success." Bernstein – who started at Leed's, the company his father co-founded, in 1992 – will pursue interests completely outside of the industry, but will remain on Polyconcept's executive board of directors. "I'm an active investor through my family office that I established with my father and brother in 2004," he said. "In addition to my board responsibilities at Polyconcept, I'll be focusing my energies on some of our investments, as well as doing more nonprofit and other board work."

Superex hires multi-line representation Superex Promotional Products announced that it has appointed Halftime Holdings Ltd. as its multi-line representation in Alberta.

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I decided to undertake a practical test of dye migration on two of the most common “bleeders.� The shirts are from two of the largest mills; one promotional grade and one premium grade 50/50 cotton/polyester T-shirt. Both shirts chosen were, of course, red.

The Setup The test was conducted in the Specialty Graphic Imaging Foundation (SGIF) laboratory. The equipment used was: • M&R Gauntlet Revolver • M&R Infrared Flash • Lawson Omega Dryer Two different, major brand “low-bleedâ€? white inks were used. One was a brand new gallon bucket and the other was a three-year-old, half-empty bucket. In both cases, no modification was made to the ink, other than stirring it well before loading the screen. The screen was 49 threads per centimeter (125 threads per inch), 70 micron thread, monofilament stretched to 25 newtons per centimeter on a retensionable frame. The screen was coated with direct emulsion 2x2 coats and exposed properly. The squeegee used was a 70/90/70 dual-durometer laminated type set at an angle of 25 degrees from vertical. The ink was single stroked, flashed and printed a second time to duplicate the most common method of printing white on red fabrics. The individual parameters of temperature and dwell were the variables of the test. My goal was to answer the following questions:

The Test There were 12 shirts of each brand: “A� and “B.� Each shirt was numbered 1–12 on the right and left sides, then cut in half vertically. This was done so that each ink brand could be tested on each shirt without having to run the shirts through the dryer multiple times, which may have adversely affected the test. The goal was to use three different platen temperatures combined with two different temperatures and durations for both the flash and dryer. I also wanted to conduct the test with platens at room temperature, warm, and hot. I wanted each of these platen temperatures to have three samples that were flashed properly and three that were flashed excessively. And then, the finished shirts were either cured correctly or overcured. Chart A outlines the test temperatures and durations. Half of the samples were run with the first ink; then the ink was changed and the other half of the shirts were run with the second ink. Care was taken to make sure that the matching “halves� were subjected to the same conditions to

make any differences caused by the ink apparent. After this main test, samples #1 and #12 from each shirt type were used for a test of the practice of preheating the shirts before printing. The shirts were flipped to the unprinted side and run through the dryer at the “hot� settings from the previous test. These shirts were next printed on the second side with the same image, duplicating the previous conditions. Sample #1 was printed on a cold platen with proper flash and dryer settings, and sample #12 was printed on a hot platen with high flash and dryer settings.

Results The test results were not immediately apparent. As is the case in the real world, dye migration does not always happen immediately. The shirts were allowed to sit for two days and then examined. Visual inspection was followed by spectrophotometric analysis. Chart B shows the results of the visual test. The visual results show several things that can be valuable to screen printers. First, some inks perform better than others.

Chart A: Dye Migration Test Parameters Target

Actual Flash

Platen Sample

Dryer

Platen

Flash

Dryer

Temp

Temp

Dwell

Temp

Dwell

1

cold

correct

correct

21°C/70°F

510°C/950°F

6 sec.

171°C/340°F

38 sec.

1. Are flash temperature and dwell the keys to avoiding dye migration?

2

cold

correct

high

21°C/70°F

510°C/950°F

6 sec.

186°C/367°F

44 sec.

2. Are dryer temperature and dwell the keys to avoiding dye migration?

3

cold

high

correct

21°C/70°F

538°C/1000°F

9 sec.

171°C/340°F

38 sec.

4

cold

high

high

21°C/70°F

538°C/1000°F

9 sec.

186°C/367°F

44 sec.

5

warm

correct

correct

38°C/100°F

510°C/950°F

5 sec.

171°C/340°F

38 sec.

The Principle

6

warm

correct

high

38°C/100°F

538°C/1000°F

5 sec.

186°C/367°F

44 sec.

Dye migration occurs when the dye on the polyester threads is heated to a point where it sublimates — when the dye reaches a temperature high enough to cause it to go directly from its solid form to a gas. When it does, it becomes free to go somewhere else. It condenses back to a solid, but it is not bound to a fabric fiber. Unfortunately for textile printers, this free dye loves plastisol. Plastisol acts as a solvent through which the dye is free to move.

7

warm

high

correct

38°C/100°F

510°C/950°F

9 sec.

171°C/340°F

38 sec.

8

warm

high

high

38°C/100°F

538°C/1000°F

9 sec.

186°C/367°F

44 sec.

9

hot

correct

correct

49°C/121°F

510°C/950°F

4 sec.

171°C/340°F

38 sec.

10

hot

correct

high

49°C/121°F

538°C/1000°F

4 sec.

186°C/367°F

44 sec.

11

hot

high

correct

49°C/121°F

510°C/950°F

9 sec.

171°C/340°F

38 sec.

12

hot

high

high

49°C/121°F

538°C/1000°F

9 sec.

186°C/367°F

44 sec.

3. Is “pre-cooking� shirts in the dryer away to avoid dye migration? 4. Is the age of the low-bleed white ink a factor in dye migration?

In our test, we used two inks on the different halves of the same shirt. Each sample was subjected to identical conditions. Overall, one ink fared much better than the other. Ink X did a much better job of preventing dye migration — even when it was subjected to extremes of platen, flash, and dryer temperatures. Ink Y performed well when all temperature conditions were closely watched, but failed to block dye migration when the temperatures were pushed. An interesting note about the ink is that Brand X was the older, well-used container of ink. This fact would signify that the age of the ink may not be an important factor in preventing dye migration. The second thing that the results substantiate is that excessive dryer temperature and dwell are a more significant factor in dye migration than excessive flash temperature and dwell. That is not to say that excessive flash temperature and dwell are not important; it says, instead, that even if you have a flash set too high or too long, you are less likely to have severe dye migration than if you run your dryer too hot. The most dramatic result achieved was with the “preheat� test. It has long been supported by various people in the industry that dye sublimation and migration can be reduced — and even eliminated — by running shirts through a hot dryer before printing them to rid the excess dye. While this practice may release the dye from the polyester threads, it does not leave the garment. Its dye molecules are just unattached or unbound and even more readily available for migration. When this test was conducted on four of our ,WV\QV]ML WV XIOM !

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shirts, the colour shift in the white ink occurred very quickly. It was even detectable as the shirts exited the dryer. Even the shirt run at the proper settings for flashing and curing shifted in colour on the pre-cooked shirt.

Spectrophotometric Analysis

come difficulties in printing fabrics susceptible to dye sublimation and migration. No amount of effort on the part of ink manufacturers to make a foolproof white can compensate for a screen printer who does not pay attention to the proper way to print 50/50 fabric. The following practices will give any printer a better chance for printing without dye sublimation and migration.

To verify the visual analysis, selected samples were then tested using a spectrophotometer to actually measure the colour shift in the white ink. In the interest of time and to The Ink simplify the output, we only tested the best and worst samples Use a high-quality, low-bleed white. Do not modify the ink in each group. We used sample #1 from each set as the base without checking with the manufacturer. (If you modify an line, assuming that it looked the best and was the maximum ink, you run the risk of diluting its low-bleed characteristics.) achievable quality possible for each ink/shirt combination. Never use an ink that is new to you on a big job. When The spectrophotomettesting your whites, do ric results confirmed the Chart B so in a method simiInk X Ink Y visual analysis. In each lar to what I have done in this study. Subject a set of shirts, samples 11 Sample Shirt A Shirt B Shirt A Shirt B and 12 showed the greatfew of your samples to • • • • 1 est amount of colour shift. harsh conditions and Sample 8 was also tested make sure that the ink • • • •• 2 and showed a moderate holds up. Only when • • • • 3 amount of shift with Ink you are certain that you Y but very little with Ink are using a white that • • •• •• 4 X. Chart B is an example will allow for a certain of the results achieved. amount of variation • • • •• 5 Charts C and D represent in printing conditions • • • •• 6 the spectrophotometric should you use it on a results. Both charts are regular basis. • • • •• 7 a measure of per cent of The Flash • • ••• •••• 8 reflectance versus waveThe flash is a wonlength. The whiter the ink derful invention. It has • • • • • • 9 film, the higher the percent made printing on dark of reflectance. • •• • ••• 10 garments a lot easier. Chart C is for the proHowever, it is not a • • •• ••• 11 motional grade shirt using set-and-forget tool. Ink X. Chart D is for the •• ••• •••• ••••• 12 The flash will steadily premium weight shirt using warm the platens. As the same ink. The top line = no bleed = heavy bleeding it does, the ink film • • • • • on each chart is the baseline • • = minor bleeding • • • • • = extreme bleeding requires less energy sample #1. The other lines • • • = moderate bleeding from the flash to do its are for samples 8, 11, and 12 job because it is already (descending order). warmed by the platen. It can be ascertained from these charts that the colour Flashes should be adjusted throughout the course of a print shift was greater for the promotional grade shirt than for the run to ensure that you are using the minimum amount of premium grade one, even though the ink was the same. This energy necessary to surface cure the ink. result is not surprising. The better grade shirt has a smoother As you can see from this test, the flash dwell dropped and more consistent printing surface. The ink deposit is one second for each 11–17 degrees Celsius (20–30 degrees therefore better than that on the promotional grade shirt. Fahrenheit) increase in platen temperature. If you cannot This does not mean that the premium grade shirt will not change the dwell, you need to drop the temperature. bleed; it just means that you can achieve a better ink film If you are using quartz flashes instead of infrared, you consistency on a premium grade fabric. have the added flexibility of being able to adjust the dwell Now What? of the flash without having to adjust the dwell of the print Testing confirmed that proper ink and practices can over- cycle. Quartz flashes, when used properly, will also decrease Chart C

Chart D

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100.00% v

80.00%

80.00%

60.00%

60.00%

20.00%

20.00%

No. 1 No. 8 No. 11 No. 12

0.00%

0.00% 400

600 Wavelength (nm)

IMPRINT CANADA _ 0D\ -XQH

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0.00% 400

No. 1 No. 8 No. 11 No. 12

500

600 Wavelength (nm)

CWT PVT ^U cWT X]Z \Ph ]^c QT P] X\_^acP]c UPRc^a X] _aTeT]cX]V ShT \XVaPcX^] The Dryer The dryer needs to be set to cure the ink, not cook the shirt. The ink film needs to reach its optimal cure temperature (usually 166 degrees Celsius, or 330 degrees Fahrenheit) but no more. If you test your dryer and find that the surface of the shirt is exceeding 177 degrees Celsius (350 degrees Fahrenheit), you are asking for trouble. The polyester dyes begin to sublimate at approximately 182 degrees Celsius (360 degrees Fahrenheit). Once they do, you cannot reverse the process. If the dyes sublimate, they will migrate in the presence of plastisol ink.

Don’t Forget to Test Keep in mind that I always recommend that any new garment be tested before a production run to see if the garment quality is up to standards that will allow the printer to produce a quality product. I realize that time is always short when production is due. However, remember that old saying, "never enough time to do the job, but always enough time to do it over — at your expense." The procedure and care needed to print on 100 per cent polyester is the same as for blends. However, the inks used are even more capable of blocking dye. Polyester plastisols contain the maximum level of dye blockers that an ink can hold. Low-bleed blends tend to have about half that amount. To be safe, always make sure that you are using low-bleed blend inks on blends (60 per cent polyester or less) and poly inks on poly garments (greater than 60 per cent polyester content). Any job you print should be tested for quality. Quality is not just the image registration and appearance, but is also the colour fastness and ink film durability. In most cases, washing a sample from each run will give you a good indication of these factors. However, with polyester fabrics, it is a good idea to also test them by subjecting them to accelerated age testing. There are several ways to accomplish this aging. The most common method is to place a sample from the print run on top of a very warm dryer for 24 hours. A second method, one that I have used quite successfully, is to place a sample on the dashboard of a closed-up car on a sunny day. If, after a few hours, there is no dye migration, the likelihood is good that you will not get any.

Mike Ukena has 28 years of experience in the industry. He previously served as the Director of Education and as part of the Technical Services Department with SGIA. As a frequent speaker at many specialty imaging events, he is currently a member of the Academy of Screen Printing and Digital Technologies, and is the Regional Sales Manager for Union Ink Company.

0.00%

500

the amount of heat build up in the platens. Manual printers need to be even more watchful of their flashes. On the basic flash units, dwell times are controlled by the pace of the printer. As platens heat up, it is necessary for printers either to raise the flash, or work faster. Manual flashes that have an automatic rotation feature can be adjusted to shorten the dwell time — a big advantage.

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2014 Canadian Sporting Goods Market: Apparel Drives Market Growth The total Canadian sporting goods market grew by 3.3 per cent to $8.8 billion during 2014, according to Trendex North America’s Canadian Sports Vision service. The market’s growth was attributable to strong sales increases for sports footwear (+6.6 per cent) and sports apparel (+8.2 per cent). Sales of sporting goods equipment decreased by 0.1 per cent, even though the sales for both hockey/baseball equipment (+4.2 per cent) and exercise equipment (+12.7 per cent) were strong. The growth in sports footwear was due to higher prices rather than more units being sold. The growth, according to Trendex, in the Canadian sports apparel market was due to a number of factors, including: • An increase in the number of dedicated sports apparel retailers including Montreal-based Lole, which operates more than 17 stores in Canada; • The proliferation of new sports apparel brands such as Sears Canada’s Pure NRG Athletics, which was introduced in February 2014;

• The growth, specifically of Under Armour and other sports apparel performance brands; • The focus that Sport Chek, Canada’s largest sports apparel retailer, has given to the category. Without a doubt, sports apparel has been, for the past two years, the fastest growing segment of the Canadian apparel market. Trendex is forecasting that the total sporting goods market will increase by 3.8 per cent in 2015, driven by 7.3 per cent increase in sports apparel sales.

Canadian Sporting Goods Market Retail Dollar Sales (C$ Millions)

2013

2014

% Change

Sports Equipment

$4,673

$4,633

-0.1%

Sports Footwear

$2,237

$2,386

+6.7%

Sports Apparel

$1,678

$1,815

+8.2%

Total Market

$8,552

$8,834

+3.3%

Source: Trendex Sports Vision

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Nine Career-Damaging Bad Listening Habits and What You Can Do About Them Listening is the single most important job skill you can have in the 21st century By Edward D. Hess

Today, it seems "busyness" is the measure of success. quiet ego. Listening requires concentration: Be present, We power through our emails, conference calls, and in the moment, with an open mind. Take two minutes business lunches at breakneck speed. Unfortunately, all to get into the right frame of mind by taking some deep this frantic activity has taken a toll on our patience. breaths and saying to yourself: Listening is not about The result is that we no longer stop to listen to one me, slow down. Don't rush to conclusions. Seek to another—how can we when we're all so busy and understand. important? The trouble is that the ability that's getting lost in the shuffle is the very one you MUST HAVE to be a viable player in today's workforce: the ability to <P]h ^U db PaT cTaaXQ[T [XbcT]Tab truly listen. fW^ eT _XRZTS d_ QPS WPQXcb X] It used to be that the smartest guy in the room was the one who was constantly talking, but not anymore. ^aSTa c^ bcPh PU[^Pc X] c^SPh b UPbc Now, the smartest person in the room is usually the _PRTS QdbX]Tbb T]eXa^]\T]c one who asks the right questions and then truly listens to what others have to say. In other words, the ability to truly listen is the most 2. Finishing the speaker's sentence out loud or in your important 21st century job skill. In my new book, Learn or Die: Using Science to Build a Leading-Edge Learning head. Today, we live in a constant state of on-to-the-next Organization, I illustrate how listening is the core skill thing. Our schedules are jam-packed, and as a result, we needed for critical, innovative thinking, collaboraslip into survival mode, trying to move things along as tion, and real-time diagnosis and problem solving that quickly as posonly humans sible, regardless can do. And of how importthat's important the interant because it action is. We allows you to stop listening stay employed and instead finas technolish our converogy takes over sation partner's more and more sentences in our jobs that people heads. used to perOf course, form. the downside Whether you is we don't have a 'bluealways get it collar' or a right. Again, we 'w hite-collar' humans prefer job, the result to simply conis the same; if @PMV Q\ KWUM[ \W TQ[\MVQVO

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what you do already think, can be transand trying to complete someone's sentences is one way formed into a software algorithm, technology will be of doing that. able to do it faster and better than you. We start to think to ourselves, "Well, I've heard this What technology won't be able to do in the near a thousand times before and I know what he or she is future is think critically and innovatively, and emotiongoing to say." And as a result, we zone out (whether we ally relate to other humans. These abilities all require realize it or not). By doing this, you are missing importopen-minded, non-judgmental, and non-defensive lisant details when you allow yourself to do this. tening. Good listeners are people who actively listen with Unfortunately, many of us are terrible listeners the goal of truly trying to understand what the other who've picked up bad habits in order to stay afloat in person is saying. Only after understanding and reflecttoday's fast-paced business environment. ing does a good listener thoughtfully respond. Be aware This article highlights some of our worst listening that you're making assumptions and inferences. And habits and what can be done to fix them. fight it by using exploratory questions to gain a deeper 1. Thinking about your response before the speaker is understanding of what the person is saying.

finished. Most of us operate on autopilot much of the time. Our natural way of thinking is to confirm what we already believe, while our knee-jerk emotional reaction to new information is to engage in the three "Ds": Deny, Defend, and Deflect in order to protect our egos. When it comes to listening, here too our natural tendency is to confirm and defend; we focus more on ourselves than the person with whom we are speaking. Before the conversation begins, put yourself in a listening frame of mind with calmed emotions and a IMPRINT CANADA _ 0D\ -XQH

3. Interrupting the speaker. When I was in school, I would wave my hand ferociously while my teacher was still talking. I'd wave so wildly that eventually the teacher would stop talking just to call on me. I learned to interrupt my teachers in order to be the first to give the right answer; it was my way of showing others how smart I was. We interrupt one another for a lot of reasons, but many of these can be boiled down to our need to show how smart we are.

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Either we're interrupting to correct the speaker or we're interrupting to get to a key point before the speaker can. I had to work hard to change my behavior. I learned that others would not think less of me if I listened, waited until they were through talking, and reflected on what they said before responding. To the contrary, by listening, inquiring, and reflecting before responding, people saw that I respected them by listening. That made my meetings more productive and my relationships stronger.

4. Letting your mind wander to think about something you think is more important. Multitasking is simply a way of life for many of today's professionals. However, more and more studies are showing just how ineffective and unproductive multitasking makes us. Next time you're attempting to think through one problem while you're in a conversation about another one, try to remind yourself - Go slow and reflect. Intentionally think about what the other person is saying. Do you really understand? What did he or she really mean? Ask the speaker if what you believe you heard is what he or she meant. Listening is not a competitive process; it is a relational one. It requires exploring another's thinking with an open mind.

5. Interpreting the speaker's message in a way that makes you feel comfortable or smart.

This is another situation where well-timed questions will serve you much better than talking over someone or trying to interject your way into the conversation. An effective rule to follow for breaking this habit is to always inquire before advocating and to always inquire much more than you advocate.

8. Defending yourself when receiving feedback. In my book, I write about "Mr. Feedback," who was one of my early mentors. Mr. Feedback taught me how critical negative feedback can be if you want to become the best in your field as well as the importance of pausing and reflecting rather than automatically defending, deflecting, or denying when you receive feedback you may view as negative. As I progressed throughout my career, I realized how difficult it can be to get this kind of constructive feedback. Rather than getting the kind of specific, constructive feedback that can help us improve our skills, most of us will receive guarded or politically-correct feedback that is fairly useless in practice. Thoughtful and constructive feedback is a valuable thing - especially when you can foster your mindset to absorb and not deflect it - and it will only become more valuable as our workplaces become dominated by technology.

9. Critiquing the speaker instead of his or her idea.

Here's another reaction we use to try to make ourselves look smarter rather than give the other person Remember the three aforementioned Ds: Deny, their moment in the sun. Defend, and Deflect. Here again, they rear their ugly By critiquing a speaker instead of the idea, we're head. Good listening is not about you, rather it is really seeking to discredit them in order to invalidate about the speaker, and trying to understand and relate their idea hoping our own idea will, then, rise to the to him or her. top. Listening is NOT about you! It is not a competition. Of course, this can also be a natural defensive reacIt is not about you showing how smart you are. It is not tion; if someone disagrees with us, we attack them to about you winning. In try to even the playing fact, when you do make it about you, I think ;XbcT]X]V Xb ]^c P R^\_TcXcXeT field. But it's important that you always critique you'll find you achieve _a^RTbb* Xc Xb P aT[PcX^]P[ ^]T 8c the idea, not the person the opposite; instead of people thinking you're aT`dXaTb Tg_[^aX]V P]^cWTa b cWX]ZX]V giving it. Listening in a busismart, they think you're fXcW P] ^_T] \X]S ness context should rude, inconsiderate, and focus on the merit of pompous. the idea and the credListening is about you showing you care enough ibility of the data provided to support it. Th e person about the speaker to focus on trying to understand his presenting the idea should never be on trial. or her view or situation. Learning to listen and listen well takes a lot of prac6. Offering advice before being asked. tice. Try to grade yourself daily and hold yourself You might try to convince yourself that giving other accountable. If you are stuck on a bad behavior, seek people advice is a great way to show that you've heard out a good friend and ask them to help you uncover them out and want to help them. But in reality, this is why you are having difficulty changing. not true. When you work hard to improve your listening Giving advice is really another way for you to valid- skills, you'll become a better collaborator, which is a ate your own opinions and to make yourself feel smart. necessary skill for critical and innovative thinking and Maybe you think that a colleague or friend is sharing being successful in the 21st century. a story with you precisely because they want your advice, and while that might be the case, chances are what they need more is for someone to hear them out, *JW]\ .L_IZL - 1M[[#

to truly listen to what they have to say. In this regard, Edward D. Hess is a professor of business administration and Batten try to never offer advice before being asked.

7. Sharing your own experience before fully exploring the speaker's experience. Your experiences are your experiences; they do not match up to everyone's reality. In fact, often your view of the world will not even be accurate. Your view is skewed by your preconceived notions and everything that you don't know. IMPRINT CANADA _ 0D\ -XQH

Executive-in-Residence at the University of Virginia's Darden School of Business and the author of 11 books, including Learn or Die: Using Science to Build a Leading-Edge Learning Organization, by Columbia Business School Publishing (September 2014). About the Book: Learn or Die: Using Science to Build a LeadingEdge Learning Organization (Columbia Business School Publishing, 2014, ISBN: 978-0-231-17024-6, $29.95, www.EDHLTD.com) is available at Amazon.

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But if I told you they were all located in the Philippines, Russia or India while your target market was Toronto, Canada that would not help you at all. You’re not likely to get any sales generated from this market if you sell promotional products in Toronto as an example. One of most important goals you should have is to attract a fan base that’s interested in your products or services, in your target market and who are willing and able to engage with you. So here again is the most important question that I suggest you focus on: what are your social media marketing goals for the next 30 days? Think about what you want to accomplish. Be specific.

consider how your post calendar needs to include focused content and topics to help you meet or exceed your goals. Once you have your goals, strategy and content calendar organized, you’ll have something to track over the next 30 days. You can then review and evaluate what strategies worked and what changes you need to make in the next 30 days. If setting goals and tracking results is something you struggle with, I’d recommend considering contacting a social media expert. Look for someone who is able to understand your business and able to work with you one-one-one or in a group setting to help you in setting realistic goals and also

strategize ways to meet those goals. Even if you do set your own 30 day social goals, I hope this article has helped you consider other components of your strategy that you may want to focus on. Lowell Brown is the CEO and Social Media Marketing Advisor of Going Social (www. goingsocial.ca) and CEO of Insight Design & Communications Inc. (www.insightdesign.ca), a Toronto-based website design and digital marketing company. Going Social specializes in effective social media marketing for individuals, businesses, and organizations. Lowell also actively leads workshops, seminars and webinars on the latest social media marketing trends and strategies. For more information contact Lowell at www.goingsocial.ca.

Here are some additional questions that can help you set specific goals for your social media initiatives: • Do you want to attract a certain amount of new fans? How many did you attract last month? How many will you attract this month? • Do you want to increase the amount of likes, comments and shares to your various posts? How many on average per post? What can you do to encourage fans and followers to engage with you? • Do you want to collect email addresses from a promotional campaign you are running? How many email addresses will you collect this month? • Do you want to attract website traffic? How much traffic came from your social accounts last month? How much do you want to achieve this month? • Do you want to attract sales for a specific promotion you are running? How are you going to track sales from social specifically? • Are you trying to build engagement on a specific social platform? If yes, what are you going to do to attract more users to that account?

These are just some questions that I commonly ask my clients to help establish specific measurable 30 day goals. There are many different components to consider with your social marketing efforts. It’s key to think about what’s most important based on other marketing initiatives you may have for your organization. Once you have your goals set you can next look at what you can do to help achieve these goals. You can also start to

' ATPb^]b C^ DbT 4\PX[ <PaZTcX]V Lowell Brown, Going Social

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Best Social Media Practices for Small Businesses Try these guidelines when approaching your social media marketing endeavours By Adriano Aldini

If your business is like most small businesses, you're extremely busy tackling day-to-day tasks; hiring a social media specialist is probably not very high up on your to-do list. Tackling social media is no small task - leveraging it effectively for your business requires time, effort, and an understanding of the platforms - but it doesn't need to be overwhelming or be a crippling burden. In order to help give you a clearer picture of the social media landscape, here is a short list of best practices in developing an effective social media presence.

:] J]Yd2 The biggest asset your business has is you! Your social media presence is a extension of you, your business and it's culture, so it needs to reflect that. Being authentic is key in successful social media.

ImYdalq gn]j ImYflalq2 The clichĂŠ is true,

very good way for small businesses to try to harness the power of your local customer base without the large costs of other traditional marketing efforts.

8] ^da f^a[S ^U ^QbTbbXeT[h R^\_d[bX]V ^] A>8 b^RXP[ \TSXP \PaZTcX]V S^Tb] c ]TRTbbPaX[h _a^eXST X\\TSXPcT eP[dT fWXRW Xb fWh \P]h b\P[[ QdbX]TbbTb PQP]S^] Xc c^^ TPa[h ^a XV]^aT Xc P[[ c^^ ^UcT]

:] ;j]Ylan]2 Don't just post information, take some risks and try to switch things up. You can engage your audience with a quiz, or a poll. Think outside the box.

especially in social media. Fifty quality contacts far outweigh 10,000 poor ones. Instead of trying to go viral with your content, small businesses are far better served trying ;gfn]jl2 Here's where the beloved ROI comes in to interact and engage a small number of loyal followers. - once you've managed to build an audience and your In our world of obsessively-compulsing on ROI, followers respect your voice, this is when you can start to creating offers to turn social media marketing social media activity into doesn't necessarily proonline and offline sales. vide immediate value, which is why many small :] HjgY[lan]dq businesses abandon it J]Y[lan]2 If you are too early - or ignore it successful in getting your all too often - especially clients and followers to when coupled with the interact with you, now is time it takes. the time to stay on top of Try looking at social things. If you get feedback media relationships good or bad - it is vital like your real-life relathat you act quickly and tionships; both take a respond. Your audience long time to form and has taken their time to solidify. Invest small =IKSTQVO [WKQIT UMLQI Q[ VW [UITT \I[S TM^MZIOQVO Q\ MNNMK\Q^MTa NWZ aW]Z

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longer period than putby addressing or acknowting all your efforts into ledging their opinions in a timely manner. one huge campaign.

HdYf2 Here's another clichĂŠ for you - Those who fail to <YlY ak qgmj ^ja]f\2 Use the free analytic plan, plan to fail. Because social media success requires constant investment over a long period of time, setting up a content calendar - so that you're not scrambling to come up with content all the time - will help small business owners who are typically swamped each and every day.

:] J]kgmj[]^md2 My parents always taught me to use what I have before going out and spending money. This was a great tip that applies seamlessly in business; try redrafting the information and content you've already created. This will save time and money, which are two of your businesses' most important resources.

tools out there to help you to try to understand and gain as much information as possible about your business, your followers and the traffic you are generating. The key here is to understand who is posting comments about your business, who has a quality group of followers you can leverage, and who are past customers of yours that will benefit from an incentive to reorder. Try to utilize some or all of these best practices to help you in your ongoing social media efforts, and hopefully you will start reaping the rewards of this still relatively new area of business marketing. Good luck!

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:] FYjjgo%Eaf\]\2 Yes, the internet give you access to the world, but that's not always the best lens to use. Try narrowing your focus; if you have a physical location, use social media to reach nearby consumers with targeted content. A great resourceful tip would be rewarding customers who visit your shop and check in on social media. The buzzword for this is referred to as "Location-based marketing" and it's a IMPRINT CANADA _ 0D\ -XQH

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17th ANNUAL

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CANADIAN APPAREL MARKET OVERVIEW

IS ATTENDING

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3454 Oak Alley Court • Suite 303 • Toledo • Ohio • 43606 • (419) 724–4160

WILL YOU?

NORTH STAR SPORTS

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Red Deer, Alberta www.NorthStarSports.com • (403) 347-1000 North Star Sports is a Canadian-owned and operated retailer that provides its customers with a full-service operation, predicated on high inventory and excellent customer service. The Red Deer-based business offers a wide variety of sporting goods, custom apparel, promotional products and awards, along with screen printing and embroidery services. North Star Sports utilizes all resources to contribute to its success, including attending the Imprint Canada Shows.

- John Chin, Sales North Star Sports

Source: Statistics Canada

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The 17th annual Western Imprint Canada Show

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BMO Centre - Calgary, AB

FREE REGISTRATION NOW OPEN AT: www.ImprintCanada.com

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September 11 & 12, 2015

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How does attending the Imprint Canada Show benefit North Star Sports? “North Star has been attending the Show for years, but 2014 was my first Imprint Canada Show. It was an excellent experience! “I discovered a number of suppliers at the Show which I had never dealt with prior. I now buy from a handful of new suppliers that I had no relationship with previously. This means more options for me and my clients!�

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HANDS DOWN THE SMOOTHEST PRINT SURFACE 50% denser than comparable shirts, Heavy Cotton HD ® tees have a smoother print surface for maximum ink coverage and detail retention. And with more sizes, colors and styles than any other 8.3 oz t-shirt collection, you get more selection to tackle various print jobs. See the difference of 100% cotton high-density performance with the Heavy Cotton HD ® collection.

11 styles • Men’s, Ladies’ & Youth • Up to 51 Colors

NOW IN TODDLERS AND TALLS

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SanMar Canada 800-663-7965 sanmarcanada.com

www.canadasportswear.com

Lightweight polyester microfleece lined jacket Ladies L09206

Men’s L09205

Colours: Black, Navy, Red, Gunmetal, Cobalt Blue

A tradition for service, quality and value since 1954

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