May/June 2019

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A Tristan Communications Ltd. Publication

Volume 26, Issue 3

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A three-part feature series written by Garry Bell, industry veteran, sustainability advocate and VP Corporate Communications at Gildan Activewear Inc.

Retail headlines from global markets are highlighted.

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MF<=JKL9F<AF? L@= AEH9;L G> QGMJ HJG>AL H=J K9D= Management consultant and author Jill J. Johnson outlines how and why it’s critical for businesses to assess what their profit per sale is. 6

>AN= :9< KG;A9D E=<A9 @9:ALK L@9L OADD JMAF QGMJ :MKAF=KK Customer service and marketing expert Marc Gordon explains common social media behaviours that businesses should stay away from . 8

LGH L=D=H@GF= LMJFG>>K Customer service and sales specialist Jeff Mowatt outlines how to improve your telephone communication with clients. 16

Each and every day you see stories about another 100-year storm, 500-year flood or some other extreme weather event. Our news feeds tell us about micro-plastic fibres finding their way into the fish we eat and the water we drink. ‘Sustainability’ is relevant to us all and the global challenges we face as a result of climate change are very real, both in the risks they create to our business/personal lives but also in the opportunities they present to us. This three-part series offers an industry veteran’s perspective on the complex topics covered under the banner called ‘Sustainability’, sharing insights into the tremendous opportunities for your businesses (and you!) that are being created along the way. It is our hope that these articles will inform you in running a better business, in creating a better solution for your clients, and in making informed choices that drive positive impacts. While many of the articles you will read on ‘climate change’ and ‘sustainability’ depict gloomy scenarios and outcomes, Garry’s belief is that we are at a great moment in this journey right now, where a convergence of forces is driving real change towards a more positive future. We actively encourage you to share your thoughts and perspectives with us on these important topics by emailing us at news@imprintcanada.com. <][\IQVIJQTQ\a ;]VVQVO I +M\\MZ +][QVM[[ NMI\]ZML WV 9IOM

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Not a week goes by that I don’t hear from a frustrated printer trying to figure out why their previously successful sales and marketing campaigns just don’t seem to be working as well as they used to. Conversely, I speak with the new generation of millennial business owners, who have grown their businesses to the $3 million annual revenue range in just a few short years. On the surface, it would be easy to identify the use of digital marketing methods and tactics like content marketing, email campaigns, Google AdWords, Facebook advertising or search engine optimization. They certainly play a role, but they aren’t the main factors in what will prove to be the successful components for marketing =PM SMa LQNNMZMVKM JM\_MMV \PM WTL QVL][\ZQIT MKWVWUa IVL

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L@X.ITMD 1/08 People love to tell stories as much as people love to listen to them. Stories provide valuable opportunities to establish a connection; one than can convince someone to become a customer.

unique; it facilitates an emotional buy-in and allows the reader to imagine what it would be like to do business with you.

0 ,3 )'* (3 &&- à .),3 The lines are becoming increasingly blurred for buyers when trying to differentiate between our industry’s product offerings. Similar styles, colours, models and pricing are only a few components considered when a decision to buy is being made. One key area that businesses do not often appreciate and focus is on is their own story; one that tells prospective clients what makes them who they are and why. A good business story takes readers on your journey, while giving them a glimpse of what makes you

The story becomes your company’s personality and vice versa. Whether you are new to the industry or have been thriving for years, it is never to late to develop and share your story.

Having a great story to tell does not guarantee loyalty -- your product offerings and service will ultimately determine that. But a great story will create awareness and excitement which is critical to standing out in today’s crowded marketplace. And just like any good movie or song, a story will have a beginning, some conflict and a resolution.

Everything from the company’s beginnings, to struggles and successes, to obstacles and achievements - as well as how the company and staff approached these elements - is all content you can and should include.

If every picture tells a story, then every story tells an experience. Make it easy for your clients to become a part of your company’s experience.

You have probably seen the photo of Amazon’s humble beginnings: Jeff Bezos typing away at a computer in a barren office with a crooked company sign hanging above a desk that looks like it was built in his garage. That famous photo tells a story in itself: a story of a commitment to a goal and the ultimate success Bezos and Amazon now enjoy.

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IMPRINT CANADA May/June 2019 - Volume 26, Issue 3

Source: Fibre2Fashion.com

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PUBLISHER

Tony Muccilli : tony@imprintcanada.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

Garry Bell, Mark A. Coudray, Marc Gordon, Jill J. Johnson, Jeff Mowatt

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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( ,-. ( ." '* . ) )/, ,)Ă› . , & Make Sure You’re Dedicating Your Resources to the Right Clients 3 #&& 5 )"(-)(@ Ă

Few companies truly understand the actual profits generated by the individual sales they make. Most metrics for sales effectiveness are monitored by reviewing top line revenue results. Yet, the most critical determinant of on-going business viability is understanding what revenue actually drops to the bottom line after all costs have been taken into account. You must understand what profit is generated by sales to each of your clients. Then consider the benefits and vulnerabilities the cumulative impact these sales mean to your business. Knowing the breakdown of the profitability by the individual sales to your clients can have a significant impact on your ability to achieve your business goals.

1. Understand the Impact of the Profit Per Sale There are many expenses that go into determining profitability for a company. The same is true for determining the profitability of a sale. Each sale has multiple components impacting its final profit. You should consider your total cost of goods sold, including investments in promotion and delivery expenses. Factoring in the costs associated with the staff time required to generate a sale is a must, too. Unfortunately, few companies consider all these expenses when developing their marketing and sales strategies. Whether you are working on growing your business or you are struggling financially, the impact of the true profits generated by each individual sale takes on greater importance.

2. Know Your Profit Per Client Frankly, not all clients are worth the effort to generate the sale. Sometimes your growth goals for your business mean you also are growing beyond clients you have historically served. This transition period is a very vulnerable point for any enterprise. It is also very stressful because you might be wrong and wind up losing a client that could have provided even revenue value if you have not been afraid to maximize your relationship. Carefully study the costs associated with serving each client. Perhaps you have long-term clients you like personally, but if you have not taken the time to explore the costs of the sale, their value to your business may have changed dramatically over the years. Before abandoning these clients, try to identify options to trim your expenses without jeopardizing your quality. But it may be time to move on if they are not generating any real profit to your company.

3. Review Your Customer Segments’ Revenue Using a target marketing approach to grouping your customers into similar client segments provides you with a more detailed understanding of what is working and what is not. The key to effective target marketing is to focus your sales activities and expenditures toward those type of customers who can best be served by your enterprise, who will stay with you over the long-term and who will generate solid profitability.

industry sector, number of employees, location, et cetera. For a B2C customer, you could group them by where they live, age, family size, income level, et cetera. If Client Segment A generates solid profits for you, but all of your marketing efforts are being devoted to Client Segment B, who are barely break-even, the choice is obvious. You must retool your marketing and sales activity to attract more prospects from Client Segment A.

;5 )(#.), ( #0# / & &# (. ,)Û . #&#.3 A complete review of the mix of your customers and sources of sales will reveal your potential vulnerabilities if market conditions change. It is not enough in today’s complex and competitive marketplace to look only at your total overall sales. If you have one customer that generates more than one-third of your sales, you are in an extremely vulnerable position if you lose that client to a merger, change of staff or if it goes out of business. Controlling and monitoring your client profitability and cost of sales allows you to take corrective action before your business’s survival is at risk. This takes on even greater importance if you are overly dependent key clients for your profitability.

6. The Impact of Pricing on Profitability A close companion to client profitability is understanding the impact of various pricing strategies on the perceived value of your goods and services, and how they intertwine in attracting the customers who will buy from you. Engaging in discounted pricing strategies often attracts customers who are buying from you based on price, not your value. If you are in a service-oriented business, this can be a slippery slope. You may get clients who keep you busy, but who do not generate the profits you need to build a sustainable enterprise or build your net worth. It is a delicate balancing act, but one you must realistically consider given your business objectives.

7. The Impact of Strategy on Profits You must also consider the financial consequences of your business direction and your vulnerability to setbacks. This assessment allows you to make better business decisions and to set a more realistic strategic vision for your organization. “Finding a lane� or picking your niche through target marketing must also incorporate a true understanding of the costs of reaching them, as well as their ability to add to your bottom line in a meaningful way.

Final Thoughts: Reviewing the trends for each of your major client segments is a highly impactful approach to revaluating the effectiveness of your sales and marketing efforts. It removes your emotions and relationships with your clients and allows you to objectively consider their impact on your business. If you are not attracting the kinds of clients generating the profitability to move your enterprise forward, it is time to reconsider your sales and marketing efforts.

4. Evaluate Individual Sales Profitability

There are two ways of looking at your sales profitability data. One is by the individual clients. The other is by combining clients using some specific target marketing components. Grouping clients by similar characteristics makes it easier to identify trends in the data that you can use to assess the profitability of each of these major segments. There are many options for grouping your customers into segments. For a B2B client, you could group them by their

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Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book, Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than $4 billion worth of decisions. She has a proven track record of dealing with complex business issues and getting results.

For more information on Jill J. Johnson, please visit www.jcs-usa.com.

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After more than 10 years of social media existence, one could argue that companies and their owners are still shouting instead of listening, promoting instead of educating, or following company policies instead of customer needs. This kind of behaviour will only lead to less interest, less loyalty and fewer sales. So to keep your company in the minds and hearts of your market, make sure you break – or better yet,

never start – these five bad social media habits.

1. Never responding to your audience.

This one is truly baffling. Too often companies will choose to go silent after posting something they know will attract a significant response. This clearly demonstrates a lack of interest or caring towards their followers. If you’re not prepared to respond to feedback from your own posts, perhaps you should stop posting altogether.

2. Only self-promoting your company.

There are many in our industry that are guilty of this faux-pas. Yes, we know you’re having a sale, releasing a new product, and just closed a huge deal. After a while though, it all gets a little boring. Instead of only promoting your company, how about sharing some fun stuff. Pull back the curtain once in a while and show the world what makes you unique. Share some stories of both your success, failures, and the people that make your company awesome.

=^c dbX]V b^RXP[ \TSXP Pb P Rdbc^\Ta bTaeXRT VPcTfPh Xb P WdVT \XbbTS ^__^acd]Xch c^ ST\^]bcaPcT W^f \dRW h^d eP[dT h^da Rdbc^\Tab This content will engage and resonate with your audience in a way that constant self promotion never will.

3. Being passive.

I recently reached out to an airline through Twitter about being overcharged. After asking me for all the details, they gave me the link to their website’s customer inquiry form. They should have proactively taken the matter to the right department and had someone get back to me. Not using social media as a customer service gateway is a huge missed opportunity to demonstrate how much you value your customers.

4. #Hashtagging everything.

Companies will often use hashtags in an attempt to get greater exposure or to be cute and funny. The fact is, they are distracting when inserted too often and inauthentic when used to ride the coattails of a trending topic. If a hashtag does not add value to the post, leave it out.

5. Not sharing relevant content.

For some, the very thought of posting another company’s content on their social platform could get them fired. But what’s the issue? If a non-competing company has something that you think your audience would appreciate and learn from, then don’t be scared to share it! Sharing pertinent content to your audience - regardless if that content was posted by another company - will help make your company look wise, confident and secure. All traits your customers will be attracted to.

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Marc Gordon is an internationally recognized marketing and customer experience expert. In addition to speaking and consulting, he regularly appears on television and radio.

His articles appear in over 200 publications worldwide. Visit marcgordon.ca or his online show at marctv.net for more business tips.

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What does the word Sustainability even mean? The textbook definition is simply: the ability to be maintained at a certain rate or level, while Environmental Sustainability is defined as: the quality of not being harmful to the environment or depleting natural resources, and thereby supporting long-term balance in the ecosystems of the earth. If you asked 25 people for their own definition, I am certain you would get at least 15 different responses. Recent surveys show an interesting perspective around sustainability:

• 54% of people feel the word ‘sustainable’ conveys something important • 59% claim to not understand what ‘sustainable’ actually means • 76% consider it to be expensive It’s no wonder such a high percentage of people have a hard time understanding the subject. From a business point of view, I believe that running a sustainable business means operating a business that considers economic, social and environmental impacts in every decision. This is often referred to as the Triple Bottom Line, as shown here:

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While some would argue that including economic benefits in these assessments clouds the picture, as experience has shown that without delivering economic benefits, many solutions risk being underfinanced or shelved depending upon the economic cycles we may be in. I remember asking a large U.S. printer in 2010, right after the economic collapse in North America, about sustainability at their company and he told me it meant being able to keep the lights turned on. In reply to this, I asked him if he really needed to have them ALL turned on to effectively run his business. The reality is that these topics are complicated and, sadly, for many people that complexity has created ambivalence and confusion about where to start. It is also not surprising that many people are intimidated and overwhelmed by the subject, given that the topics are almost always spoken about in grand terms and at large global scale. My past 25 years of working in the industry, with strong focus on these issues, has shown me that running a more sustainable business can most certainly drive bottom line profitability. I believe that the solutions to many of the challenges we face are usually quite simple and within our reach. One underlying element of almost every truly sustainable practice that I have seen is a keen focus on optimizing the use of resources, including natural resources, capital resources and human resources. One of the keys to the success of Gildan is our attention to detail, embedded throughout the company by our founder, which drives us to scrutinize every drop of water, kilowatt of energy, pound of cotton and hour of the day with the goal of optimizing them. This vision has led to almost every one of the efficiency gains and sustainable solutions that we have implemented, unequivocally driving bottom line profitability, positive social impacts and reductions of our environmental footprint. I will acknowledge that not every initiative we have tried delivered expected results, but I think that’s okay too. The key within any good organization is to have the vision to NOT stifle creative solutions and innovation through a fear of failing. When it comes to being more sustainable, as long as choices are being evaluated against the three considerations, the impacts will almost always be more positive than negative overall.

I would therefore challenge you to take a step back and carefully dive into every aspect of your business, looking for places where waste may occur, or areas where complacency has driven inefficiencies. Challenge any process being done in your business that fits the description of ‘it has always been done that way’. Ask yourself if you’ve really optimized everything to its best level or whether improvements are still possible. In this process it is important to remember the expression, ‘only that which is measured can be improved’, as it is very applicable to running a better business. From the onset of my time at Gildan, we have always invested in systems and practices that allow us to measure almost every process within our operations.

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Once we acknowledge and accept the trend, it becomes possible to concern ourselves with the bigger macro principles. These key factors will determine our ongoing business success in the new economy, regardless of the technological tactics and implementations around them.

Key Factors as Easy as A-B-C-D There are four independent - albeit related - factors to be considered for long-term consistent success. They can be easily categorized and follow an A-B-C-D pattern:

A. Accelerated Sales Pipeline B. Buying Pattern Changes C. Connecting Communities D. Data Analytics & Prediction

Accelerated Sales Pipeline Accelerated sales have always been an objective for any business. With the trend toward shorter lead time frames and smaller order quantities, the need for a reliable accelerated sales pipeline is essential for several reasons. Think of the sales cycle as a spinning flywheel. To keep it running smoothly, there must be a steady flow of orders lined up. The challenge arises when the lead time for an order drops to less than five days. Thanks to Amazon, and the one-click order mentality they have conditioned with Amazon Prime, our customers have become accustomed to instant ordering and instant turn times. This negatively impacts our ability to forecast much beyond a week or two of production. This necessitates a reliable lead generation, lead scoring and order conversion mechanism. The ability to constantly assess and convert is an underdeveloped skill in most companies in our industry. It is certainly a problem for any company that has been in business for more than 10 years. The reason is simple: the tools and technologies necessary to be great at this have only been accessible for the last five years or so.

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Another reason why the sales cycle must be accelerated is the lifespan of digital imaging technologies. We are all familiar with Moore’s Law and how it affects processing speed and the capital cost of equipment. To realize our target return on investment on equipment purchases, it is necessary to be immediately productive as soon as the equipment is installed. It is no longer possible to purchase the equipment and then develop the market around the increased capabilities. While this was fine in the days of lithographic presses with a 20-to-30-year life, we are lucky now if we have a 30-month life before we are no longer competitive. Given these factors, a new strategy is necessary. To be effective, it’s essential to understand the capability and capacity of the buyer to purchase. There is science and statistics at work here, but for most companies, it comes down to how well connected and engaged they are with their client base. The starting point is called RFM, which stands for recency, frequency and monetization. Recency is the time between orders (the magic number is 30 days or less from the previous order). Frequency is how many times per year, quarter or month the client is purchasing from you. Monetization is how much the average order is worth. When you cultivate RFM maximization, the average order increases in value, as does the gross margin. This is very important since gross margin is what pays the bills, not top line sales. The more we know about our customers, their needs and how much they trust us, the greater the chance of doing high-value RFM work.

Buying Habits Changing Client buying habits have definitely changed in the digital economy. In the past, the buyer would get about 15 per cent of product information from trade magazines, trade shows, direct mail and direct sales calls. The remaining 85 per cent of the sales cycle consisted of salesperson follow-ups, pitches and trial closings. Today, it is the exact reverse. There have been many studies conclusively showing that 98 per cent of buyers start the purchasing process with an internet Google search. They follow up with vendors based on information gathered from websites and online reviews. They are factoring negative and positive reviews, and they definitely know what the lowest price on the internet is. By the time the buyer contacts the prospective vendor, they are negotiating terms, price and delivery dates. To make matters worse, you only get one shot at closing. Very complex, custom work is the exception, but not by much.

The rise of directory sites - now the channel for former Yellow Pages advertising - makes it easy for buyers to find anything they want, anywhere in the world. You no longer have a geographic advantage. Today, there are sophisticated digital tools that allow for immediate tracking of buyer behavior without them even knowing. It is possible to access their search history as soon as they hit your site. While this may be the new reality of how buyers go about the process, the one major advantage you have is trust. Trust is built-up experience and reputation. To get in front of the buyer’s purchase, you must be there before they are ready to buy. The more touches you have, the higher the perceived and actual trust. Precisely knowing and defining your ideal client is essential. You need to know where they are, what sites they frequent, their social media profiles and any and all points of contact you can interface with. Most businesses today have a Facebook presence - at least at the brand level. Their key management will be on LinkedIn. You will need to gather intel from their website and input it into your customer relationship management (CRM) system. A robust CRM system is no longer a novelty - it is essential. This is where you will generate leads, score them and then track to conversion. The CRM is essential in reducing the time in your pipeline as well as creating pre-sale and post-sale nurturing campaigns. It is key in maximizing RFM performance.

Connecting with Communities The third component is new, and not frequently discussed. It is an incredibly powerful approach that can elevate you above your competition. The concept is to connect to the community of users that consume your product. This may not seem obvious, but it is one of the unintended consequences of the web-to-print business model. Here is how it works: many clients today are requesting vendors offer a storefront where employees, their customers and the general public can either purchase or access the work you provide for them. For example, suppose you are printing garments for a 5K,10K and half-marathon race event. The organizers want the vendor to take registrations and fulfill orders directly with the registered runners. As the vendor, you build a database of runners for that event. You can also tag those runners geographically, by interest, time of year, skill level, and so on. -QOQ\IT .KWVWUa KWV\QV]ML WV 9IOM

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A typical 5K, 10K, half-marathon event can generate 1,000–5,000 participants and volunteers. Imagine doing that for 20 events in a year. Now, you have a database of runners that is somewhere between 20,000 and 100,000. This becomes a powerful tool when a new client requests an RFP for their upcoming fun run. Not only can you provide the registration service, but you can offer to promote the run to your connected community of runners. You can do this in any number of ways. The key is to look beyond your current clients and connect to their end users. This works fantastically well for events, special interests, niches and educational institution markets. The power of connecting your communities cannot be overstated.

To illustrate a familiar situation, let’s consider Amazon again. When you add an item to your cart, you are immediately shown a screen that tells you: “People that bought this, also bought [blank].� This is called predictive analytics, and it is incredibly powerful for creating cross-sells and upsells.

Data Analytics The best has been saved for last. The digital economy is generating enormous amounts of data. We hear about it in the news every day: our social media is heavily driven by data acquisition and analysis. Google, Facebook and many others have recently found themselves in trouble over privacy missteps and the sharing of unauthorized access to collected data. As troubling as this may be, our world today is driven by data collection and analysis. The tools and technology to use the data to our advantage are readily available and are very inexpensive. The fastest-growing and most promising career today is the data scientist who is discovering and making sense of what lies within this information. That is the problem and the opportunity. There are such massive volumes of collected data that it is impossible to keep track of it. This means it is also nearly impossible for your competition to know what you are analyzing or what insights you’ve discovered. Even better is these insights gathered from collected data are not intuitive or visible to the natural observer.

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Even more powerful than predictive analytics is machine learning. This is where artificial intelligence is used to learn from behaviors of web visitors, shoppers, those who abandon their cart on checkout, and so on. This is only the beginning. Netflix offered the $1 million Netflix Prize to any data scientist that could learn from what people chose and create an algorithm that would predict shows or movies they would like to watch. This radically reduced their data overhead and maximized customer satisfaction and user experience. The future is in the data. The more you know and can learn from your customers’ and your connected community’s behavior, the higher your trust and satisfaction. Consequently, the sales cycle is shorter and the average

order value and gross margins are higher. When buyers know and trust you, they come to you first, bypassing the general internet search.

Work Smarter, Not Harder While temptation tends to draw us to individual technologies and techniques to improve sales and marketing in the new economy, this can be overwhelming, and you can never be sure you’re making the right decisions. The beauty of the digital economy is that everything can be measured and interrelated. Advertising and marketing are no longer a mysterious expense you’d like to cut but can’t. Now, we can track everything and maximize each piece. It’s even possible to leverage behaviours for compound results. It leads to a whole new meaning of working smarter, not harder. If you happen to be a Gen Xer or baby boomer, there is no need to feel overwhelmed or lost in all the buzz words and tech terms. On your search for a competent guide, make sure you talk to actual people who have succeeded using the methods and technology they are selling. Follow the A-BC-D outline, and you will do just fine. This article originally appeared in the SGIA Journal Garment Edition, Fall 2018.

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Mark A. Coudray is a respected and well-known industry pioneer, innovator and strategist. His works have been published in more than 500 papers, columns, features, and a rticles in every major graphics publication in the United States and abroad, in addition to hundreds of blog and forum posts.

Coudray has been an active member of the Academy of Screen and Digital Printing Technologies since 1989. He has served as Chairman of the Board of SGIA and has received the organization’s highest award, The Parmele. You can contact him directly at coudray@coudray.com, Facebook, LinkedIn. com or Twitter (@markcoudray).

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With all the ways to connect with clients and customers nowadays, it’s important to remember than nothing can replace talking to someone directly. While face-to-face interaction is still the “gold standard,� talking to clients over the phone and having a real conversation is a close second. In my case, when I’m preparing for a training session or to speak at a conference that requires interviewing senior managers and key employees, I’ve had to make literally thousands of calls over the years. Since I pay particular attention to customer communication, I’ve created a list of Top 10 Telephone Turnoffs. See if you can relate to them, which I’ve rated from least annoying to most frustrating. More importantly, read the accompanying tips to ensure you and your team members aren’t committing the same offenses.

so adding that statement essentially steps all over your name by following it with words that make it less memorable.

9. Short, abrupt or truncated greetings While, turnoff #10 was too long, this greeting doesn’t offer enough information. If a call is transferred to you from a switchboard, just say, “Good morning (or afternoon) this is Jeff.�

8. Asking “How are you?�

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Asking this question to someone you’ve never met has two unintended consequences: first, it comes off as insincere because you don’t know the person, and secondly, it wastes the person’s time. This is not the ideal start to a productive conversation, especially when the most important thing you’re trying to establish is trust. Instead of asking, “How are you?â€?, simply introduce yourself, then explain, “We’ve never met. The reason I’m calling is‌â€?

10. Overly long-winded greetings

7. Abruptly putting a caller on hold

“Good afternoon, thank you for calling ABC company, Ralph speaking. How can I help you on this wonderful day today?â€? Long greetings waste the caller’s time and can easily become annoying. Instead, just open with, “Thank you for calling ABC company, this is Ralph.â€? It’s concise and finishes with the employee’s name which is a big plus because people remember the last spoken word, and one of the most important words is your name. It also gives more credence to the personal touch your company is trying to convey. While you’re at it, you may want to avoid asking, “How can I help you?â€? The caller will tell you what they need help with,

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If your office is busy with heavy call volume, you may often need to put callers on hold, which is fine. The problems arise when you don’t ask the caller’s permission. This is rude and it leaves the caller abruptly by themselves holding the line; it’s hardly endearing. Instead, simply ask the caller’s permission and thank them: “May I put you on hold for a moment? Thank you.� This gives the caller the impression that you care about them and that they are in control because you are asking for their permission.

6. Long Voice mail greetings “Thanks for calling John Doe and ABC Company, I’m

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either on the phone or away from my desk right now. If you wish to leave me a message‌â€? Callers understand that they’ve reached your voice mail, they don’t really need to sit through a recording of you explaining why they reached your voice mail. If you’re out of the office for several days mention that. Otherwise, just state, “You’ve reached the voice mail of Jeff Mowatt. Please leave a message.â€? Enough said! (Also, please don’t tell me to have a great day; just stop talking so I can leave a message).

5. Not Being Honest When you call a company and the line goes straight to a recorded message that begins with: “Your call is important to us,� it’s hard to believe that statement as true because it’s the default recorded message you often hear when reaching a call centre. =MTMXPWVM =]ZVWNN[ KWV\QV]ML WV 9IOM

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The most important thing to establish with customers is trust. It doesn’t help when the record message tells a lie; if our call was really that important to the organization, they’d have a live person taking it. At the end of the day, this statement insults caller’s intelligence. Instead, opt for, “Your call will be answered in approximately “X� minutes. Thank you for your patience.�

demonstrate a complete lack of focus and you undermine trust. It’s just not worth it.

1. Talking on a cell phone around others

4. Deferring irate calls I am sure this scenario has happened to you: You call in to a company to resolve about an issue, and you’re met with the response, “You need to speak with “X� department�. The last thing a customer wants or needs is to be given the runaround when having to spend time to call to express a concern with your company. If a customer is unhappy, rather than foisting them on another department, ask permission to put the caller on hold. Then you call the department to brief them about the customer’s concern and their state of mind, and then connect them directly to the caller thereby facilitating resolution. This point leads us to turnoff #3.

3. Unknowing department handles conflict calls “Hi this is the ___ department, how can I help you?� (When picking up a transferred call after you’ve been briefed about their complaint). Forcing unhappy customers to repeat themselves does nothing to diffuse the situation, but rather only elevates frustration.

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Instead, if you’ve been briefed on the caller’s concern, answer the call by introducing yourself with your first and last name, explaining that your colleague briefed you, and paraphrase that you understand the situation at hand. It’s important to express some empathy here and to put on your active listening cap. By doing this, you’re not starting back at square one, and the customer can simply correct or confirm the details so that you can move forward toward a resolution.

While this last turnoff unrelated to the others - in that it doesn’t centre around speaking to strictly to clients - the fact remains that telephone etiquette of any kind is paramount; no one wants to hear a half of a phone conversation from a bystander. Not anywhere, not anytime. Most people would rather listen to cats scream than be subjected to someone else’s stream of consciousness. If you must make a phone call while others are within earshot, keep it short or go elsewhere to make the call. Even worse, do not be the person that puts calls on speakerphone while in public. This shows a complete lack of respect for those around you, as well as the person on the other line.

Bottom Line: The good news about these telephone turnoffs is they are relatively easy to avoid and/or correct. As I teach in my seminars, it’s important to ask yourself: is what I am doing and saying enhancing or diminishing trust with my client? When you demonstrate your respect for your customers’ time and intelligence, chances are you will be rewarded with their loyalty.

2. Getting distracted during conversations One of the most frustrating things can be when you can tell that the person on the other line is distracted. This is especially infuriating if you’re calling to have a problem or complaint resolved. Nothing says you couldn’t care less than by being distracted. Whether it’s because you peeked at your phone during the call or because a coworker is taking your attention away, there is no excuse for not being completely engaged with your caller. When you check your phone while speaking with others, you

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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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5^a TeTah ^]T _Ta RT]c aTSdRcX^] X] h^da STUTRc aPcT h^d f^d[S SaXeT P " #$ _Ta RT]c X]RaTPbT X] h^da \PaVX] fWX[T bX\d[cP] T^db[h [^fTaX]V h^da fPbcT P]S ^_TaPcX^]P[ U^^c_aX]c One of the most obvious places to look as well is in the area of quality. In a margin-constrained business, the impacts of non-quality can be staggering. If you currently run five per cent defects in your print shop and print 35,000 units in a year, that translates into 1,750 shirts you are likely tossing into a landfill and absorbing in your margin. For every one per cent reduction in your defect rate, you would drive a 3.45 per cent increase in your margin, while simultaneously lowering your waste and operational footprint.

à We did an interesting exercise across the company three years ago where we surveyed several thousand of our employees to ask them what it meant to be part of Gildan and the results were staggering to us, but a strong testimony to the culture we have built across our 50,000+ employees. One of the three common themes that came out of this survey, which included every level of the organization, spoke of a strong entrepreneurial spirit. Further digging revealed some of the strong traits of entrepreneurs, namely;

• Entrepreneurs keenly understand that the customer is king. • Entrepreneurs rarely look back and are constantly looking to find the next ‘great thing’. • Entrepreneurs make every decision as if each dollar comes directly out of their own pocket. • Entrepreneurs understand that they are accountable for their decisions.

In no way am I saying that everyone should be an entrepreneur, rather my recommendation is that you find ways to inspire the people in your organization to act like entrepreneurs. Taking this approach will allow you to tap into the collective skills and strengths of your people. It will also create a sense of empowerment in them, which is also one of the best retention tools you can deploy in keeping people motivated and loyal to your business. At the end of the day, irrelevant of the size or type of business you have, sustainability should be something you are incorporating into the strategies you develop and decisions you make. Not because it is the right thing to do, but rather because it is the best way to run a better business.

We would love your feedback on this article and look forward to sharing the next in the series that will speak to how sustainability can be built into the relationships with your customers to your mutual benefit.

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YOUR DIRECT TO GARMENT EXPERTS The GTX Direct to Garment printer puts more features, more flexibility and more capabilities into your bag of printing and decorating tricks. Just like RB Digital, it works harder for you, so you can work harder on growing your business and tapping into new markets.

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IMPRINT CANADA _ 0D\ -XQH

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Atlantic 1-877-928-3354

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EMBROIDERY THREAD

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0D\ -XQH _ IMPRINT CANADA

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0D\ -XQH _ IMPRINT CANADA

5

The Power of Partnerships

PPPC’S NATIONAL CONVENTION IS AN ANNUAL EVENT LIKE NO OTHER!

INTERNATIONAL CENTRE TORONTO, ON

SEPTEMBER 10 -12, 2019

Sept 10: Education Sessions Sept 11-12: Trade Show Sept 11: Image Awards

This event lasts three days and includes a two-day trade show, professional development sessions, networking events, and the industry’s most-anticipated ceremony of the year, The Image Awards. You won’t want to miss this exciting event!

natcon.pppc.ca

The Promotional Product Professionals of Canada (PPPC) is the national trade association for promotional product suppliers, distributor and multi-line representatives across Canada. With over 1,300 members, PPPC strives to lead, inspire and advance the promotional products industry through the strength of its participants. IMPRINT CANADA _ 0D\ -XQH

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