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IMPRINT CANADA THE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS

A Tristan Communications Ltd. Publication

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Volume 22, Issue 5

The Complete Guide to Equipment Leasing

Uncorking the Bottleneck: Managing Capacity

By: Jenny O’Callaghan, National Leasing

By Richard Romano, Industry author

Let’s say you own a business, and like any good business owner, you want your business to grow. One way to do that is by buying the latest toys‌or, I mean equipment. You know – the shiny, new, does-everything-you-want-it-do-and-thensome equipment. Equipment like that will boost your efficiency and let your company make a lot more money 5MI[QVO Q[ IV IT\MZVI\Q^M \W X]ZKPI[QVO WZ

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on a daily IKKW]V\IV\ NWZ JM[\ XZIK\QKM[ IVL WX\QWV[ I^IQTIJTM bais. However equipment is expensive; even if business is booming, you may not want to burn through your company’s cash to pay for it. You could go to traditional lenders and get a loan, but the process can be tedious and time consuming with all the meetings and paperwork involved. The fact of the matter also may be that you’d really rather not tie up your lines of credit. After all, you never know what might come up.

About five years ago, a small digital print shop based in the UK began offering customized photo books. They ran a Facebook promotion, and, expecting a modest bump in volume, the shop was shocked when the promotion went 6IVIOQVO KIXIKQ\a PI[ [MZQW][ QUXTQKI\QWV[ NWZ

viral and orders poured in by the K][\WUMZ [I\Q[NIK\QWV IVL ]T\QUI\MTa ZM\MV\QWV bucketload. The small staff - and limited equipment - had to work around the clock and on weekends to keep up with the demand — after all, criticism of the shop’s service could just as easily go viral. Although it’s been said, "that’s a good problem to have," it wasn’t really. The company did manage to fill all of its orders in a timely manner, and learned a valuable lesson - not only in the power of social media management - but in capacity management as well. ,IXIKQ\a KWV\QV]ML WV 9IOM !

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So what do you do? Your business can’t grow without better equipment, but you can’t get better equipment without paying for it. But don’t worry, there’s another way to get the equipment you need now. A better way: leasing.

WHAT'S INSIDE

Where the Brands Are

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Author Jeff Sauro outlines six tips for breaking down this critical growth predictor 12 >E4A2><8=6 CF8CC4A 7DA3;4B

Mike Thimmesch debunks common hurdles that newcomers to Twitter complain about 16 B4E4= F0HB C> B?>C 4=CA4?A4=4DA80; 3=0

New York Times best-selling authors, Michael Houlihan and Bonnie Harvey, highlight the benefits of hiring entrepreneurial candidates 18

new season. new styles. Take a look at all

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IMPRINT CANADA September/October 2015 - Volume 22, Issue 5

SEPTEMBER/OCTOBER 2015 Americans are when they do not get said order. They tend not to take a "no" from buyers personally as a reflection on their own individual character. Nor do they become standoffish. Generally, if they cannot get the deal done, their tone reflects an even higher level of confidence that makes you think that the deal will get done - if not with you, then with the next person. This tone can sometimes make the customer re-think their position to participate in the transaction.

Asking For The Order I just spent a few weeks south of the border on a road trip. Throughout my stay, I was continually floored by the inspirational confidence levels with which Americans typically do business. I was eventually able to put my finger on the key component of this self-bolstering attitude: in general, Americans are not shy to just ask for the order, plain and simple. When they show up to do business, there is no tap dancing around the issue; no beating around the bush; no irrelevant small talk. Once a discussion turns from sports scores of the day to the business at hand, the full throttle button is activated and conversations become generally straight forward. Aside from the fearless confidence level to ask for the order, I also noted how thick-skinned and resilient

I also realized that salespeople appear to have more leverage and more influence in the seller/buyer relationship. Buyers tend to be careful in choosing their words when speaking with sellers in order to keep talks productive and from going off track. Call it swagger, call it being direct, call it whatever, but it seems to work and work well.

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MANAGING PRODUCTION CAPACITY CONTINUED PG 8 & 10

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COMPLETE GUIDE TO LEASING EQUIPMENT

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INDUSTRY NEWS HOW LOYAL ARE YOUR CUSTOMERS?

CONTINUED PG 6

CONTINUED PG 14

16 18 34

COMMON HURDLES USING TWITTER HOW TO SPOT ENTREPRENEURIAL DNA BY THE NUMBERS

When I first began as a salesperson some 30 years ago, I would kick myself  when a potential client said no to me. I tended to take it personal and look at the situation as if it was some flaw in my character, not realizing at the time perhaps I missed my opportunity to ask for the order and walk away with it.

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When looking for the order, don't be shy to just ask for it. If they say no, don't be shy to ask why, because you will miss your second chance to ask for the order again.

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WEARABLES SHOWCASE

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AD SPECIALTY SHOWCASE

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SUPPLIES & EQUIPMENT SHOWCASE

Should the deal not get done, don't forget to reflect - Next!

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PUBLISHER Tony Muccilli : tony@imprintcanada.com PRODUCTION MANAGEMENT Adriano Aldini : news@imprintcanada.com

CONTRIBUTORS

Jeff Sauro, Richard Romano, Michael Houlihan & Bonnie Harvey, Mike Thimmesch, Jenny O'Callaghan

MARKETING COORDINATOR Steve Silva : feedback@imprintcanada.com OFFICE ADMINISTRATOR Maria Natale : shows@imprintcanada.com

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

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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 6HSWHPEHU 2FWREHU _

IMPRINT CANADA

Industry News Gildan Activewear Announces Q2 2015 Results

Technosport Canada appoints new Alberta Account Manager

Gildan Activewear Inc. (GIL; TSX and NYSE) reported net earnings of $99.4 million or $0.41 per share (all figures U.S.) on a diluted basis for the three months ended July 5, 2015, compared with net earnings of $116.0 million or $0.47 per share on a diluted basis for the same period Q2 2014. Consolidated net sales in the second calendar quarter of 2015 amounted to $714.2 million, up 2.9 per cent from the corresponding quarter of the prior year. This reflected an increase of 12.3 per cent in sales for Branded Apparel, partially offset by a 1.2 per cent decline in Printwear sales largely due to the selling price reductions implemented in December of 2014 and the lower number of shipping days compared to the corresponding quarter of last year.

Technosport is very excited to introduce Jean-François Collin as the new Account Manager for the Alberta territory. "We are thrilled to have JeanFrançois join the Technosport family. He shares the same vision when it comes to providing a superior level of service and support to our customers. We feel strongly that he will help strengthen our presence in the Alberta market" said Peter Herzog, Director of Sales for Western Canada. Jean-François, along with his family, have resided in Calgary for the past 3 years. In addition to his energy and enthusiasm, Collin also brings many years of experience as a successful Account Manager from the Radio and Print industry in Montreal. Jean-François can be reached by e-mail at jfcollin@technosport.com.

Gildan’s President and Chief Executive Officer initiates share disposition plan CEO Initiates Share Disposition Plan

Glenn J. Chamandy, President and CEO, has entered into a pre-arranged share disposition plan, under which he has authorized and directed a Canadian financial institution to sell up to 4 million of his common shares of Gildan over a maximum twelve-month period beginning on September 1, 2015. Subsequent to the sale of shares under the 10b5-1 plan, Mr. Chamandy will continue to be one of the largest investors in Gildan, with over 8.4 million remaining shares representing approximately 3 per cent of the Company’s outstanding shares on a fully diluted basis.

PCNA announces new shipping relationship with purolator Polyconcept North America has entered into a new Canadian primary shipper relationship with Purolator. All product lines, including Leed’s, Bullet, Trimark and JournalBooks, will begin using Purolator for new shipments within Canada. This relationship will replace UPS as PCNA’s private service, though all product lines will continue to accept third party account numbers.

In addition, Polyconcept has launched a new corporate identity, which includes its Polyconcept North America (PCNA), Polyconcept International Markets (PCIM) and Global Buying Services (GBS) divisions. PF Concept in Europe will retain its existing brand mark. The new logo will begin to appear on Polyconcept’s websites, marketing collateral and corporate communications over the next several weeks. Head to www.polyconcept.com for additional details.

alphabroder Canada launches 'Office Hero' Sweepstakes The five-month contest (running from August 2nd alphabroder is pleased to announce its exciting new contest, where Canadian customers can earn the chance -December 31st) will have a total of 71 winners (with three to be their office’s hero. Each week across Canada, three random weekly winners, and five monthly winners). "We would like to thank our valued customers for their prizes (valued at $500, $1000, $2000) will be drawn, and support over the years – our hope is to continue driving each month, there will be a draw valued at $5000. Prize options include an office party with colleagues, office partnership with contests like these, and overall excitement technology, team-building events, retreats and more. For for our Premier Brand collections," said Laura Turner, VP orders to qualify, customers must register or opt-in to the of Marketing, alphabroder. For more information on the ‘Office Hero’ contest, online contest, where each invoiced Premier Brand order over $500 gets you one ballot in the weekly and monthly draw. please contact the alphabroder Canada Customer Service Emblemtek_Imprint_2015-06_FullSet_1-4SQ.pdf 1 08-13-15 11:32 at AM 1-866-274-2489. Department As a bonus, decorated orders receive an additional ballot.

Fashion Biz Canada appoints new Sales Representative Fashion Biz Canada Ltd. announced that Mark Post has joined its Ontario Sales Team and will look after GTA West, Central and Northern Ontario. Mark is very pleased to return to the industry after a ten year senior marketing position with Saucony Athletic Wearables and Footwear. Mark can be reached at mark@fashionbiz.ca or by phone at (416)671-6512. In addition, Fashion Biz has announced that George Cooper has been promoted to vice president of sales – Canada/USA. Cooper joined the company in January 2012 as national sales manager – Canada, and has since built and led the sales team to excellent results. George Cooper can be reached at george@fashionbiz.ca.

FIEL announces new online heat transfer pricing calculator FIEL - Fairdeal Import & Export Ltd. has announced a new website feature to calculate heat transfer pricing for its products. "Distributors are now able to get the heat transfer pricing directly from the website," says Arif Bandeali, Vice President of Sales. "All you need are the dimensions of the artwork design and the quantity you want. The calculator will do the rest." To use the heat transfer calculator, please visit www. fiel.com/heat-transfer

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Sawgrass Industrial joins forces with Kiian Digital and J-Teck

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IMPRINT CANADA | September/October 2015

Sawgrass Industrial, the business division of Sawgrass Technologies, is joining the JK Group, the company which includes the brands Kiian Digital and J-Teck, to extend the group’s technology capabilities. The Sawgrass Industrial acquisition creates the largest industrial digital sublimation group and further enlarges JK Group’s portfolio of advanced inks. "Following the combination of Kiian Digital and J-Teck3 last year, the addition of Sawgrass Industrial takes the JK Group into a global leadership position in the digital sublimation sector and at the forefront of the textile pigment inks market development,"said JK Group President, Dennis Wilby. "We believe that the synergies will add significant value to the three brands while retaining their independence with separate sales, customer service and product development." added JK Group CEO, Alberto De Matthaeis.

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What is equipment leasing?

How will my payments work?

Leasing is an alternative to purchasing or traditional lending. The leasing company purchases the equipment you need from your chosen equipment dealer and then lends it to you in exchange for payments determined between you (the lessee) and the leasing company (the lessor).

Before the lease, you and the lessor will structure payments to match your company’s needs. Payments are flexible and can be scheduled in monthly, semi-annual or annual installments.

How does it work?

Generally, no down payment is required. But making one will lower the cost of your payments and may be necessary depending on your company's credit.

First, you’ll shop around and find the equipment your business needs. Almost any type of equipment is available to lease with some dealers even offering in-house leasing for their equipment. If leasing isn’t offered, you can contact your leasing company. They’ll work with you to structure a lease for your business and then work with the equipment dealer to get the equipment in your possession.

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Do I need to make a down payment?

Are there any tax benefits from leasing? You can potentially claim your lease payments as a tax-deductible expense, however it is strongly advised to always consult your accountant for best practices and options available.

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What if I’ve already purchased my equipment but still want to free up my cash? Some leasing companies offer sale-leasebacks. The leasing company will buy your equipment and lease it back to you so you have cash for other business expenses. Some conditions apply so make sure you speak with your lessor to see if you qualify.

What happens at the end of my lease? You can choose from a number of “end of lease� options, but don’t let the end of lease part fool you. You’ll determine your end of lease option at the beginning of your lease before you get your equipment. These options most commonly involve trading up, purchasing, renting or returning your equipment.

What are some advantages of leasing over traditional financing or buying?

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There's no consensus; instead, the optimal choice will depend on your business. You should answer some important questions about your business before making your financial decision. Ask yourself these questions: how sensitive is your cash flow or line of credit for equipment purchases? Does your desired equipment have a high rate of obsolescence? Do you want to possibly claim your tax benefit in the short term through leasing or long term through depreciation? If you prefer to keep your cash for other business expenses and potentially claim your tax benefits in the short term, leasing may be more optimal for your business. Your best bet is to speak with your accountant and explore your options. For more information on this topic, you can refer to the Leasing vs. Buying article which was published the January/February 2015 edition of Imprint Canada magazine.

What can I expect from a leasing company? Service standards vary, but lessors generally try and keep their applications short and easy to complete. For example, National Leasing’s application takes five minutes to complete and a two-hour response time is guaranteed for general inquiries and a four-hour response time for customer service needs.

So how do I start my first lease? Great question! You can stop by and say hi at the Calgary Imprint Canada Show in the RB Digital booth on September 11 - 12. You can also reach me at 1-877735-6020 or at Jenny.OCallaghan@nationalleasing.com.

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Jenny O’Callaghan has been with National Leasing since 2008 but sharpened her incomparable customer service skills through a sales career spanning nearly 25 years. With her history as an elite-level gymnast, she’ll quite literally bend over backwards to get your business the equipment it needs.

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when volume remains at an average level, managing capacity makes the shop less inclined to have to turn jobs down — which What is capacity management? Wikipedia isn’t much help for can still be a challenge, particularly if certain equipment can no one likes to do. At the same time, capacity management is not just about equipment capacity; it’s also about workforce our purposes: "A process used to manage information technology only handle certain types of applications. This is why many shops identify capacity management as a capacity, which may not be as flexible. (IT). Its primary goal is to ensure that IT capacity meets current Especially in decorating, and where virtually every job is a and future business requirements in a cost-effective manner." A primary "pain point." Managing a shop’s volume of work can take bit tautological, but we can use that as a jumping-off point and any of a wide variety of strategies, from buying equipment, to custom job, the usual workflow efficiencies don’t always apply define capacity management as "effectively managing resources." buying very flexible equipment, to outsourcing work, to investing — and the bottleneck may not be in production at all, but in While that can apply to all aspects and departments of the in workflow software, to adjusting the workforce — or even just capturing the job specs themselves. That’s the rub: The bottleneck. Capacity management is largely enterprise, in the specialty decorating industry it refers to the spec’ing jobs correctly during the sales process. about finding and unclogging bottlenecks, and more ability to respond to changes in work volume. If a shop is said to "run at full capacity," that means that all 0]h STR^aPcX]V QdbX]Tbb WPb c^ TUUTRcXeT[h often than not, that’s a moving target. equipment is running productively for all available shifts. Peak-a-Boo This is good and bad; it’s good in that the company is \P]PVT cWT e^[d\T ^U f^aZ cWPc R^\Tb X]c^ Holland & Crosby Ltd. is an 82-year-old shop that not paying equipment costs for gear that is sitting idle Xcb bW^_ P]S YdVV[T cWT ePaX^db aTb^daRTb c^ focuses on point-of-purchase (POP) displays for retailsome of the time. It’s bad, though, in that the company STP[ fXcW P]h RWP]VTb X] cWPc e^[d\T ers across Canada — names that include Reebok, Toys may not be able to handle any significant increase in R Us, Foot Locker, and Lowe’s. The company offers volume, even a temporary one. complete "soup-to-nuts" services for clients, from conManaging capacity is not an academic issue; for years, industry Decorating companies have three options when their capacity ceptualization and design, to production printing, to finishing, is maxed out: They can buy new equipment; they can outsource statisticians have pored over capacity utilization data, and "do to collating/packing, to assembly and installation. we have overcapacity in the commercial printing industry?" was the work, or they can turn jobs down. They began in screen printing, but started down a digitSo any decorating business has to effectively manage the an oft-discussed topic. For the shop itself, however, managing al road for a unique reason: In parts of Canada, signs, disvolume of work that comes into its shop, and juggle the vari- capacity has serious implications for customer satisfaction and, plays, and other materials need to be in both English and ous resources to deal with any changes in that volume. While ultimately, retention. Can a customer’s job get turned around in French, and digital printing became a more cost-effective deluges like the one that the British photo book producer had a timely manner? Is the job correct? Is the quality up to snuff ? At way of handling the shorter-run French-language versions. to contend with are not the norm, most decorating businesses the same time, managing capacity effectively also affects the shop’s However, "as [digital] became bigger, faster and better, it startbottom line. Are jobs moving through the workflow efficiently? do have peaks and valleys. ed to become a more viable print option for all our work," You would think that the goal of any decorating business is Those companies that have been in business for any length said Scott Crosby, vice president of sales and marketing. of time and serve a small number of vertical markets have, over to operate at maximum capacity, but not all shops max out their The company began investing in digital equipment in 2004, time and with experience, come to anticipate where those fast available equipment, either by choice or by chance. There is a term and by 2010 had transitioned completely to digital. Today, the and slow times occur, and can plan accordingly. But there are called "burst capacity," where the shop keeps some percentage of company’s arsenal comprises an Inca Onset S70 — they were always surprises, and sometimes the peaks reach Himalayan its overall capacity in reserve in order to handle short "bursts" of first in North America to install this machine — an Inca Onset heights, and the troughs plunge to Death Valley depths. Even volume, such as high-volume and/or short-turnaround jobs. It

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S20, a Durst Rho 320R, and a smattering of cutting and investment in workflow software to resolve that bottleneck. finishing equipment. But "now the bottleneck has moved to the front office and Holland and Crosby’s busy periods are aligned with retail’s our ability to input all of the data to get the job up and runpeak seasons — spring and fall, as well as Christmas and ning." Virtually all the work Holland and Crosby takes on is back-to-school time. Valleys also tend to come at predictable custom, and the amount of information and detail required times, but, said Crosby, "there have been some surprises." to make sure a job flows seamlessly through the system can The downtimes give the staff a needed breather to regroup be tough to capture correctly and manage efficiently. The and reorganize. "Going at 110 per cent 52 weeks of the year company is in the process of investigating Management would be a bit much, but you don’t want those valleys to be Information Systems (MIS) to help unclog that bottleneck. At which point it may cycle back to print production... too deep or too wide." As it is for most decorators, managing capacity has been Improving Communication a challenge for Holland and Crosby, but one solution has Like Holland and Crosby — and indeed most shops come thanks to the ability of the equipment to handle a wide — FastSigns of Erie-Pa. has its own peaks and valleys. variety of different applications. "Most of our print technolFastSigns-Erie, Pa. started as a small family business in 1993, ogy is pretty versatile," said Crosby. "If it’s a rigid substrate it and became a FastSigns franchise in 2007. The coldest and has to go on one snowiest days of the Onsets, of intense Great because that’s a =^c P[[ bW^_b \Pg ^dc cWTXa PePX[PQ[T T`dX_ Lakes winters flatbed machine, \T]c TXcWTa Qh RW^XRT ^a Qh RWP]RT CWTaT can be slow perbut if it’s a flexible iods for the comXb P cTa\ RP[[TS Qdabc RP_PRXch fWTaT cWT substrate it can pany (They had go on any of the bW^_ ZTT_b b^\T _TaRT]cPVT ^U Xcb ^eTaP[[ 140 inches of three machines." RP_PRXch X] aTbTaeT X] ^aSTa c^ WP]S[T bW^ac snow in 2012.), The only limitaand like many tion is size; any- Qdabcb ^U e^[d\T bdRW Pb WXVW e^[d\T P]S companies that thing over five ^a bW^ac cda]Pa^d]S Y^Qb 8c \PZTb cWT bW^_ serve the retail feet has to go on [Tbb X]R[X]TS c^ WPeT c^ cda] Y^Qb S^f] industry, the the Durst Rho. period leading But generally, up to the holi"[they] manage capacity by moving the work around three days is a very high peak. The company serves primarily different machines." retail and food franchises, as well as other small businesses More important than the equipment, however, is the staff. in their local region. They have a flatbed printer, vinyl plot"The biggest challenge for small to mid-size companies like ters, solvent printers, a flatbed digital cutter, and traditional ours is the ability to manage our manpower," he said. "You signmaking equipment — CNC routers and channel letter can’t get inexperienced temporary people in, and you can’t benders. afford to hire full-time people and increase your staff for Their biggest capacity management challenge, at least in the few peaks there are, because then it’s a huge burden terms of digital printing equipment, is aggregating enough during the valleys." jobs to justify firing up the flatbed. "We try to nest jobs if we’re So Holland and Crosby takes advantage of what Crosby going to start up the flatbed printer," said Levi Stutzman, refers to as an "expandable workforce," or staggering the consultant and digital signage specialist for FastSigns-Erie, start times of existing staff. "Parts of our workforce start at Pa., and scion of the company’s founders. "We want to make six, some at seven, and some at eight, so we have coverage sure we have X amount of jobs to justify starting it up." on the floor from six in the morning until six at night," However, the primary strategy in managing capacity has he said. That way, they are already operating in a 12-hour been improved communication. "The better communicawindow, and since the company is not running at 100 per tion you have between sales and production, the better," cent capacity anyway, they can expand and contract the said Stutzman. "If there are any hang-ups in production, it’s day — or even add weekend time — as necessary. usually a lack of communication, where something wasn’t Crosby is quick to add that the biggest advantage the specified that needed to be." company has in managing its workload is the quality of the employees. "You need people that understand your Straining the Limits of Machine and Man business and understand the importance of every step. Solace comes in the form of more versatile equipment We’re fortunate enough to have a team of people here that and staff, so work can easily be moved around the shop. is really committed to our goal, to service our clients, and Improved MIS and workflow management systems can really understand the retail business. It has enabled us to automatically schedule and route jobs to where there is be very flexible and responsive to the needs of our clients." available equipment. Then again, given the highly customizable nature of much specialty printing, capacity manageThe Bouncing Bottleneck ment may very well remain a pain point for the foreseeable A substantial part of capacity management is unclogging future — especially, as one British photo book printer can bottlenecks. However, Crosby’s experience in what he calls tell you, when the company’s marketing and promotion "chasing the bouncing bottleneck" is a very familiar one for efforts work too well. many shops: As one part of the workflow is upgraded, the bottleneck moves elsewhere, and becomes a moving target. *JW]\ \PM *]\PWZ#

"When we were screen printers, the bottleneck was defRichard Romano has been writing about initely in print production," he said. File intake, film and the graphic communications industry screen preparation, getting the press running and up to for almost 20 years, and covering widecolour all took time, and the amount of time those various format printing since 1998. He is a senior processes took could be highly variable and unpredictable. analyst for the news and information portal WhatTheyThink.com, covering The transition to digital sped up the actual print producwide-format, production inkjet, and environmental sustainability. tion process, but then "the bottleneck moved to finishing." He is the author or co-author of more than half a dozen books. His Digital cutters operate at half the speed the printers do. most recent book is The Home Office That Works! Make Working at So they invested in faster digital-ready finishing equipment, Home a Success — A Guide for Entrepreneurs and Telecommuters, and solved that issue. But then, "the bottleneck moved to www.homeofficeworks.com. prepress to keep up with the speed of the press." That led to IMPRINT CANADA _ 6HSWHPEHU 2FWREHU

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How Loyal Are Your Customers? Six Tips for Measuring This Crucial "Growth Predictor" By Jeff Sauro

Sure, your company has satisfied customers. If you didn't, you wouldn't be in business (at least not for long). But here's a few questions you should be asking yourself: How loyal are your customers? Will they recommend your products and services to others? Will they stick with you through thick and thin? Or will they run at the first sign of a price increase or some other change that rubs them the wrong way? You need to be able to measure their loyalty so that you can use it to predict the health of your company. Many companies spend a far too much time and effort getting a customer to make a purchase, and then they just hope for the best. In my book, Customer Analytics For DummiesÂŽ, I explain that the problem with this approach is that operating in the blind in terms of loyalty makes it likely you'll make illadvised decisions that come back to burn you. When you measure customer loyalty, you'll be able to not only make the most of that loyalty but also to make better strategic decisions for your company. Customer loyalty is just one of the analytics that I highlight in my new book (which is relevant for almost all leaders, considering the extent to which metrics have crept into almost every aspect of doing business).

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My book provides working knowledge of how to measure each stage of the customer journey and use the right analytics to understand customer behaviour and make key business decisions. Good customer management comes from good customer measurement. Customer loyalty is an important analytic for determining how well a company or product is positioned to grow or shrink based on future earnings. The 'best' metric for determining customer loyalty depends on the industry, company, and type of product or service, but for most organizations, measuring customers' intent to repurchase your product or service and their willingness to recommend your company to others provides a solid base. Here are several methods I recommend to gauge customer loyalty:

• Find out if customers are likely to buy from you again: The first way to gauge customer loyalty is to compute the percentage of customers who are repurchasing, reusing, or returning to a product or service. This data can be collected from past sales or from surveying customers about their past or future intent. Repurchase habits are measured differently, depending on the type of product or service offered. For example, for rental car companies, the repurchase rate is a good indicator of loyalty as certain customer segments rent multiple times per year and have many companies to choose from. For software companies, a similar measure of repurchase loyalty is the maintenance contract renewal rates. Collecting actual repurchase rates and building a repurchase matrix can be a daunting and ongoing task which can take up to several years, especially for products that aren't purchased frequently. To speed up the process and gauge your customers' loyalty before they defect, survey your customers and ask their intent to repurchase. For best results, keep the surveys short.

•

Gauge word-of-mouth promotion with the Net Promoter Score: The Net Promoter Score (NPS) is a popular way of measuring customer loyalty through understanding wordof-mouth marketing. It is based on a single question: "How likely are you to recommend [product or service] to a friend or colleague?" NPS is calculated by following a three-step process. First, ask your customers how likely they are to recommend your product or service to a friend or colleague. Next, compute the proportions of promoters, passives, and detractors. Promoters are customers who are most likely to speak about and recommend your product or service. Passives are generally satisfied with your product or service but are less likely to recommend it to others. Detractors are not only the least loyal, but also the most likely to actually discourage friends and colleagues from purchasing or using your product. And finally, compute NPS by subtracting the percentage of detractors from the percentage of promoters. Getting access to competitive data can be difficult for some industries and products. Even without competitive data, though, the best comparison is often measuring the same product, service, or company over time. Netflix is a great example; in February 2011, the company's NPS was very high at 73 percent. Then, in the fall of 2011, the company decided to split off its home delivery of DVDs and the streaming service into two companies, which angered customers. My company surveyed Netflix customers a month after the change and found the NPS had plummeted to negative 7 percent. Perhaps Netflix did perform such testing and anticipated losing customers. The much larger loss is likely due to other factors and perhaps to untested customer correspondence and the geometric effect of negative word of mouth. But using the Net Promoter Score as a predictive analytic tool can help prevent disasters and identify winners early.

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• Be aware of bad profits: How does it feel to pay the bill at a restaurant where you had terrible service and bad food? Or how about paying $150 to change your airline ticket reservation? Obviously, nobody likes to pay for a subpar or overpriced product or for bad service. Yet, in these examples, companies financially benefit from a customer's negative experiences. However, it's a short-term benefit. Those are bad profits, and they're a ticking time bomb. They lead to customer resentment and a decrease in customer loyalty, and they eventually impact profits negatively. By combining Net Promoter Score data with customer-by-customer revenue data, you can estimate the amount of revenue derived from bad profits. Even if you don't have access to financial data for your company or a competitor, you usually can estimate the percentage of bad profit revenue. For example, KWV\QV]ML WV XIOM

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when my company measured customers of consumer software products a couple years ago, we found that about 17 per cent of Adobe Photoshop users were detractors. Assuming everyone pays around the same price for a Photoshop license, some 17 per cent of Adobe's revenue from Photoshop comes from detractors. While it's bad to generate revenue from dissatisfied customers, it's worse if a large proportion of your revenue comes from detractors. With too much detractor revenue for a product or entire company, you are more susceptible to new competition, alternatives, or abandonment. If more than 10 per cent of company or product revenue comes from detractors, there are two things you can probably do: stop selling to those customers or - attempt to fix the problems that are making your detractors unhappy. Making the adjustments to price, quality, and features to meet those customers' expectations can be a huge challenge, but that's usually what separates the best-in-class companies from the rest.

• Find out what customers like most about your product/ service: One of the most effective ways to understand what drives customer loyalty is to conduct a key driver analysis. Key drivers are things like: • Quality - (Are your products reliable? Do they work as described?) • Value - (Does your product give buyers the best bang for their buck?) • Utility - (Does your product offer essential features?) • Ease of Use - (Can customers use your features without frustration?) A key driver analysis tells you which features or aspects of a product or service have the largest statistical impact on customer loyalty. It can be conducted for all customers but also for each of your different customer segments. At the end, you'll be able to identify the most popular or unpopular features or aspects of your product or service and have customers rate that experience as well.

• Pinpoint your Detractors: While companies should strive for more promoters, it's often the customers who are least satisfied with their experience who have a much larger impact on referrals and the brand. Research supports that customers who are dissatisfied with a product or service experience are actually more likely to be vocal and tell more friends and colleagues about their bad experience than generally satisfied customers. For example, I've used a business website that allows you to see your personal and small business finances, expenses, and investments all in one place. Unfortunately, the product team recently turned off the small business categorization feature with no notice to customers. This meant hundreds of hours of logging small business expenses were lost and unrecoverable. Understandably, many loyal customers were upset and let the company know out it. While it's unclear what will happen to the product, the experience has been so frustrating that I've shared it with at least a dozen close friends who manage small businesses and track their personal finances using this same site. This one change turned a promoter into a detractor. The negative effects of detractors can outweigh the positive effects of promoters. Again, once you've identified your detractors, you'll have some decisions to make. If you want to win them over, you'll have to find out what will make them happy and loyal, and then decide whether it is worth it to spend the resources to make those changes or whether it's more cost efficient simply to go after new customers who will be happy with the way your company currently operates.

• Make sure you're deriving value from promoters: Generally speaking, promoters are a positive asset to your company. But before going all-out to attract as many as possible, I advise taking the time to understand how valuable a promoter is, both in terms of revenue and in how many new customers a promoter brings to a company.

0 ZTh SaXeTa P]P[hbXb cT[[b h^d fWXRW UTPcdaTb ^a Pb_TRcb ^U P _a^SdRc ^a bTaeXRT WPeT cWT [PaVTbc bcPcXbcXRP[ X\_PRc ^] Rdbc^\Ta [^hP[ch 8c RP] QT R^]SdRcTS U^a P[[ Rdbc^\Tab Qdc P[b^ U^a TPRW ^U h^da SXUUTaT]c Rdbc^\Ta bTV\T]cb The best way to understand how much revenue a promoter generates is to tie actual sales to survey responses to see how many promoters actually recommended someone, and how many of those people who heard the recommendation actually became customers. With some estimate of the number of promoters you need to gain a new customer, you can then weigh the cost of new programs, features, pricing, and promotions to determine if the benefit from new customers outweighs the cost. For example, if you have to reduce the price of your product to turn customers into promoters, gaining those promoters might not be financially sustainable. Or you might find that it would cost close to a quarter of a million dollars to add a new feature to a product, while that new feature would generate only 10 new promoters, it's obviously not worth it. And for websites, a new 'customer' might just be a new visitor or subscriber, so the cost of gaining new promoters can be important. Oh, and one more point: If you use a particular price, deal, or feature to gain promoters, think twice before changing it after those people have begun singing your praises. Remember my experience with the business website: the removal of a feature turned me from a promoter to a detractor. Nobody likes to experience a bait-and-switch! Customer loyalty isn't black and white. When you can use analytics to dig into why customers buy from you, how often they do or don't recommend you to others, and so on, it becomes very beneficial for your business. You can make better product decisions, provide better service, and make changes to ensure you can create many more loyal customers. Â *JW]\ \PM *]\PWZ#

Jeff Sauro is a Six Sigma-trained statistical analyst and pioneer in quantifying the customer experience. He specializes in making statistical concepts understandable and actionable. He is the founding principal of MeasuringU, a customer experience and quantitative research firm based in Denver, Colorado, USA. Clients include Walmart, PayPal, eBay, Lenovo, Google, and Charter Communications. Jeff has published over 20 peer-reviewed research articles on statistics and the user experience. He has written four books, including Quantifying the User Experience: Practical Statistics for User Research and A Practical Guide to the System Usability Scale. Jeff is completing his PhD in research methods & statistics from the University of Denver. Prior to DU, Jeff received his master's in learning, design, and technology from Stanford University, and bachelor's in TV, radio & film and information technology from Syracuse University. Prior to starting his own company, he worked for Oracle, PeopleSoft, Intuit, and General Electric. Jeff publishes weekly articles online at www.measuringu.com and daily updates on Twitter (@MeasuringU).

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Overcoming the 3 Biggest Hurdles To Using Twitter By Mike Thimmesch , Skyline Exhibits

Do you like Twitter? I sure do, along with almost 500 million people and businesses around the world. If your business presence on Twitter is dormant or non-existent altogether, here are some great reasons to engage with Twitter: Relationships: Twitter may have started as a way to follow people you know, but it’s blossomed into a great way to engage in strategic relationships with some of the most interesting people and business you were not aware of. News: Twitter is a non-stop headline machine. It’s an endless flow from news sources you didn’t know existed. News that is specific to your industry, expertise, and hobbies. Learning: People on Twitter share links to many how-to articles and blogs that sharpen your skills and widen your knowledge. Business: As you deepen relationships on Twitter and publish content that brings visitors to your website, the sales will come. Fun: On Twitter you can find interesting people, new ideas, and even a great community. It’s great fun to participate in all three at once. Yet, despite all these advantages to being on Twitter, many business and business owners are hesitant. These are the three objections I hear the most: 1. I don’t understand Twitter. 2. I don’t know how to get started on Twitter. 3. I don’t have the time for Twitter. Let’s look at these three reasons for not getting on Twitter, and how to overcome them.

EXCUSE #1: I don’t understand Twitter: Unlike other social media sites, when people first visit Twitter they are bewildered. I believe that’s because, in order to keep messages within 140 characters, there is so much shorthand going on that newbies don’t understand. And I’m not talking about texting abbreviations, like "How R U?" or "LMAO!" Twitter has shortcuts which users have developed to get more said in fewer characters: • @name: The @ sign has been very elegantly used for email. In Twitter, it’s called the Twitter handle, and is similar to an email address. My Twitter handle is @SkylineExhibits as that’s the company I work for. Many Twitter handles are odd looking because users have shortened their name to fit in the 20-character limit, or because their name was already taken they had to invent a new one. Also, Twitter is like email, except in that it is public, and for some that’s a big shift. The @name confuses new Twitter visitors because not only do you have to know that it’s someone’s handle, but that the @name gets used in several different contexts. Here are some examples: • Replies to an unseen earlier message: Rather than type out a longer reply, people just give a short reply, much like they would in email. But when you don’t see the previous message, you see something like this that makes no sense:

• Multiple people referenced: Like email, you can send messages to more than one person at a time. If you don’t know what’s going on, it can look like just nonsense:

• Mention someone without writing directly to them: Here @3deventplanning mentioned Skyline in their tweet by including @SkylineExhibits. But they weren’t sending me a message; they were just referring to the company Skyline.

• Shortened URLs: The URL is the "address" of a web page. An average URL length leaves little room for a message, and some URLs are so long they wouldn’t even fit in within the 140-character Twitter limit. So most Twitter users shorten the length of the URLs they share by using free websites like http://bit.ly or http://ow.ly. However, when a person first views Twitter, they may not know about URL shorteners. So they see something like this: http://bit.ly/cE5E3w and have no idea it’s a link to a webpage (no .com ending) and plus it’s in blue text while the message is in black. That can be confusing at first. • #Hashtags: Hashtags let Twitter users include in their tweets a shortcut that tells readers their tweet is about that subject. For example, if I want people to know that I am directing my tweets at people who are attending or interested in a trade show, such as Blogworld, I can include that show’s hashtag, which was #bwe. When online, the hashtag then becomes a live link (again, with blue text). Users can click on the hashtag and get updated to a continuously-updating Twitter page with all the recent tweets about that subject. And it does shorten the tweet. Instead of including "this message is for attendees or exhibitors going to Blogworld" I just say #bwe. So 67 characters becomes only 6. But to a newcomer to Twitter, it can look like gibberish. Also, some Twitter users include hashtags to make a tongue-in-cheek joke or statement, ending their tweet with phrases such as #thatisall or #imjustsaying. Once you’ve seen enough of these, it’s no big deal. But to a newbie, it’s another incomprehensible aspect to be deciphered. So based on the points above, let’s look at a single tweet and "translate it" to the longer text it represents: The text is written in these 135 characters: RT @moonlightbasin: Booths at the 2015 @siasnowsports show are already sold out. Highest attendance in 8 years?http://ow.ly/3brkK #snow But it really means, and what a more experienced Twitter reader understands, can be translated as these 364 characters: I am sharing this previously tweeted message from Moonlight Basin (of Big Sky, Montana): Booths at the 2015 SIA Snow Sports Show (whose Twitter handle is @ siasnowsports) are already sold out. Highest attendance in 8 years? Click on the hyperlink to read the story at (the link given) and click on the blue #snow to see all recent tweets about snow. That’s the first big hurdle; just understanding what is being tweeted. Once people understand the lingo, they get caught up on the next big hurdle, how to get started.

EXCUSE #2: I don’t know how to get started on Twitter. When people say they don’t know how to get started on Twitter, they actually have two problems: They don’t know who to follow, and they don’t know what to say. WHO TO FOLLOW: Twitter makes it easy to follow celebrities, yet that’s not going to help you find businesses and people you can truly network with or drive future business. What Twitter has is an advanced search that lets you sift through its users like a database to more precisely find people who care about what you care about. To find it, go to https://twitter.com/search-advanced. There you can search on words people put in their tweets, or the hashtags they use, and even where they are located. Before I follow someone, I click through to their Twitter page. I read their most recent tweets (interesting content, good conversations?) and their biography. I also check

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News JB^RXP[ <TSXPL the ratio of their followers to people they follow, looking to avoid people who follow 10 but have 10,000 followers. If they pass the smell test, then I click on the “followâ€? button. And then I will see all their future tweets in my Twitter stream. You can duplicate this process for yourself, searching on words that matter most to you, such as your job title, your industry, your product, your clients’ titles, the hashtag or name of your biggest trade show, your hobby, and more. You’ll find great people to follow that, after “listeningâ€? to for a while, you can send messages to. And if they follow you back and then you write about similar things yourself, they may reach out to you first. You will have a Twitter stream that is much more interesting to you. NOT KNOWING WHAT TO SAY: At first you don’t have to say anything at all. Just listen...then listen some more. Listen to what people are talking about, and how they are talking about it. Get comfortable with the lingo. But when you read something you like, go ahead and retweet it. Better yet, add a few words on why you like it. That will help get a dialog between you and the tweet’s author started. Retweeting is the easiest of the three-step EIR formula invented by Jenise Fryatt, one of the most respected and followed members of the Event Profs community on Twitter. EIR stands for Engage, Inform, Retweet. Here’s what she wrote in her blog about EIR: ENGAGE: This just boils down to talking to people. If you’re shy, remember people are on Twitter to connect. If they post something, it’s an invitation to respond. They want to hear from you. It’s not too fun to spend your time and energy posting things that never get responses. If they post a link that you enjoyed, reply to them, thank them and tell them why you enjoyed it. If they make a comment you find funny, reply and tell them. If they post a picture you liked, reply and tell them why. You can also just post a comment yourself about what you are doing or what you thinking, but please try to make it interesting. Nobody wants to know that you’re rushing off to take little Johnny to soccer practice. But if you just got back from the U2 concert and Bono crowd surfed right over you, by all means tweet! Inquiring minds want to know! INFORM: Twitterers tend to be information junkies. We can’t get enough! So, if you want people to take notice of you on Twitter, there’s no better way than to tweet links to information that is useful to them. It’s very likely that

anything you find useful, your followers will find useful too. But if you want to be more specific about the type of followers you attract, make sure you are tweeting information that’s useful to them. For instance, I’m particularly interested in connecting with people in the events industry, so most of the information that I tweet is about that. I subscribe to the RSS feeds of events industry related blogs, and follow Twitter searches and Google news alerts on events industry keywords, so that I can find the most up to date information that my followers (and I) will find useful. I tweet between 10 and 20 links (on events news, social media, self improvement and things I just find interesting) per day. RETWEET: This might be the easiest yet the most important thing you can do on Twitter. One click, and you’ve forwarded useful information to your followers while at the same time supporting and publicizing a fellow tweeter. Remember when you retweet, you are saying that you think what this person tweeted has value, thus implying that the person himself may be good to follow. Retweeting allows you to promote someone and inform in one click! So don’t be stingy. If you see anything that you think your followers would appreciate, retweet it. The good turn you do someone today, will likely come back to you tomorrow. After learning the lingo, then figuring out how to do it, people still toss back the final objection: Time.

EXCUSE #3: “I don’t have the time for Twitter.â€? This is the toughest objection of all.  I can offer a few ideas on how to make it easier than you think to use Twitter. But most of all, I can offer the perspective of the converted. At first I signed up and did little with my Twitter account, and much like I’ve written above, I didn’t really understand Twitter, nor did I know what to do.  But I kept after it for a while, getting more comfortable with the hashtags, the shortened links, the @name handles. Eventually I reached a tipping point, where the unknowns were gone, and all that was left was the value.  The biggest help was finding the Event Profs group which is a community of energetic, supportive, informative, innovative and fun people. And so Twitter is no longer something I have no time for, it’s something I make time for. So that’s what I suggest to you: keep at it for a while, and when you get frustrated, keep at it some more. I hope you have that same “a-ha!â€? moment, but even sooner.

While you are persevering through the learning curve, consider these tips to save you time: Easier access: Don’t try to use only your phone to access Twitter. Use www.twitter.com, or even better, use a free website like www.hootsuite.com or www.tweetdeck.com to make it easier for you to read your Twitter stream and track tweets using keywords that matter to you (such as what helped you find good people to follow in the advanced search above). Pre-Schedule Tweets: Sites like Hootsuite or Tweetdeck also save time because they let you pre-schedule your outgoing tweets. For example, if I want to tell people about a blog post I put out on Monday, I may pre-schedule tweets about that post to go out on Tuesday, Wednesday and Thursday. So I only have to think about it that one time. Take it easy on yourself: You don’t have to keep up with every message on your Twitter stream. It’s like a river next door that you can wade in every once in a while, not a river you have to drink in its entirety. Don’t worry about missing something important. If someone sends a message directly to you (called a Direct Message) then Twitter will email you the message. But you will find that you want to return to Twitter more often to see if someone mentioned you or retweets your tweets. Twitter will save you time outside of Twitter: Because of the great new ideas and up-to-date news you can funnel your way once you’ve followed the right people on Twitter, you will end up saving time by acting on the latest information and knowing where the trends are. Remember, Twitter boasts more than 315 million active monthly users, so your clients are likely already on Twitter and you can bet your competition is too. So it’s worth your time to get there, too, and engage in the dialog they are might be having about your industry, your products, and your company. I hope this article has helped you better crack the Twitter code, showed you how to get started, and given you more motivation to do so. I hope to “hearâ€? from you on Twitter in the near future! *JW]\ \PM *]\PWZ#

Mike Thimmesch is the Director of Customer Engagement at Skyline Exhibits, with over 25 years of Marketing and Trade Show Display Marketing experience. For more information, please visit www.skyline.com and www.skylinetradeshowtips.com

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Hiring New Talent? Seven Ways to Spot Entrepreneurial DNA By Michael Houlihan and Bonnie Harvey

As the market continues to improve, your organization they know that they must build, depend on, and be an may need to plug holes in the workforce and even creating essential part of a team. This requires respect for how each new positions. But as you shuffle through rĂŠsumĂŠs, don't get player contributes to the overall success of the company. too hung up on finding the perfect mixture of background Look for candidates who show an interest in underand technical skills; the most important qualification a job standing all the jobs, procedures, outsourced services, seeker can possess isn't always evident on paper. and suppliers that keep the customer loyal. Be sure your new hires have entreAsk them how their last job fit preneurial DNA. Identifying and into their company's big picture. hiring entrepreneurial candidates Ask them how they worked with is one of the best things you can their teammates and improved comdo for your bottom line, because munication both inside and outside these individuals will be self-reliant, their previous company. engaged, empowered, and innovative 7. See how they perform under problem solvers. pressure. During the final portion In today's ever-changing business of the interview process, tell the world, adaptable and entrepreneurial candidate more about what the job employees are your most valuable entails, who they will be working competitive advantage. Remember that with and why, how the job supports you can teach plenty of new skills to a the customer experience, how your self-starter, but it's not so easy to teach company is organized, and what clock punchers to think like owners. performance expectations are. Be 2LMV\QNaQVO MV\ZMXZMVM]ZQIT -7* NZWU aW]Z

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DNA you want: company to cover their paycheck. QVVW^I\Q^M XZWJTMU [WT^MZ[ 1. Ask them if they're willing to bet If this sounds like a large chunk of on themselves. Entrepreneurs are constantly looking for information to convey, well, that's the point! After your ways to increase income, profits, and growth. Try asking explanation, ask the candidate to write a one-page sumcandidates if they want to get paid on attendance (e.g., mary of your company and why they qualify for the job. receive a salary), or if they're willing to bet a portion of Then, tell them it's due by 5 p.m. the next day. their compensation on their own performance. This summary will tell you volumes about the candiSeek out someone with self-confidence and demon- date's comprehension, organization, communication, strable self-reliance who knows they can add significant and ability to hit a deadline. These are all attributes of value to your bottom line. an entrepreneur. 2. Pay attention to body language. Watch how each candidate moves. Entrepreneurs' confidence is displayed in posture and body language. These 'tells' are physical evidence of your candidate's attitude and self-esteem. You can do this unobtrusively by asking them to get a file from the next office or a cup of water from a nearby table. 3. Talk about their mistakes. Ask candidates to describe the biggest professional mistake they ever made, and more importantly, what they did about it. In particular, discover whether they took responsibility, fixed the mistake quickly, and went on with their project, or if they blamed others and were "victimized." Successful entrepreneurs know that blame is disempowering; they can't afford to make the same mistake twice and they build their successes on the backs of their mistakes. 4. Look for evidence of resourcefulness. Ask job seekers how they solved a professional problem when they lacked the time, support, or funds they needed. Listen for evidence of how they used their imagination, asked for help, and thought outside the box. Take note of how they rephrased the problem, saw the bigger picture, and enlisted the help of strategic allies who would also benefit from the solution. 5. Gauge their preparedness. Does the candidate expect you to ask all the questions? Do they react to your initiatives? Do they wait for you to tell them about your company, its goals, its successes, and its challenges? Or do they ask you questions? Candidates with entrepreneurial DNA will treat you like a prospect for their services. They think of everyone as a customer for them, their service, or their product. They know that the best sales pitch is, 'I can help you sell your product,' and they can't do that unless they have thoroughly researched your company in preparation for the interview. 6. Figure out how they work on a team. Contrary to popular opinion, entrepreneurs are not loners. Realistically,

There are other key 'tells' that can help you spot entrepreneurial DNA, such as assertiveness, dependability, sociability, humility, practicality, tenacity, empathy, and humour. If a candidate possesses them, many of these attributes will be evident in their responses to the questions shared above. Lastly, remember, it's not enough to say you want for entrepreneurial DNA in your candidates. The decision makers at your company need to walk the talk. You must build a culture of permission, enthusiasm, inclusiveness, recognition, and acknowledgment, and have a performance-based compensation plan. If you want your employees to be more entrepreneurial, create the fertile ground in which they will bloom; both your bottom line and your company culture will be better for it. *JW]\ \PM *]\PWZ[#

Michael Houlihan and Bonnie Harvey are coauthors of The Entrepreneurial Culture: 23 Ways to Engage and Empower Your People, the companion to the New York Times best-selling business book The Barefoot Spirit: How Hardship, Hustle, and Heart Built America's #1 Wine Brand. The Barefoot Spirit was selected as recommended reading in the CEO Library for CEO Forum and the C-Suite Book Club. It chronicles Barefoot's journey from its humble beginnings in the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, where the brand was successfully sold. Barefoot is now the largest bottled wine brand in the world. From the start, with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles and create new markets and strategic alliances, while also pioneering worthy cause marketing and performance-based compensation. Since selling the brand to E&J Gallo, they consult with Fortune 500s and other companies, helping them establish and strengthen entrepreneurial company cultures through seminars, webinars, and onsite training, and travel the world speaking to corporations, conferences, symposiums, and universities. They are regular media guests and contributors to international publications and professional journals, along with being regular guests on Bloomberg and FOX News Radio Network's Workplace Culture Experts. Widely used as a case study in schools of entrepreneurship, Houlihan and Harvey were the keynote speakers at the 2014 World Conference on Entrepreneurship in Dublin, Ireland, and recipients of the 2014 Distinguished Entrepreneurship Speaker Award from the Turner School of Entrepreneurship and Innovation at Bradley University. The Entrepreneurial Culture: 23 Ways to Engage and Empower Your People is a companion to The Barefoot Spirit, written specifically for the C-Suite. Both books were featured in the premiere and network launch of Jeff Hayzlett's C-Suite TV and C-Suite Book Club in September 2014. Michael and Bonnie coauthor weekly no-nonsense business blogs at www. TheBarefootSpirit.com and www.TheBrandAuthority.net. For more information, contact Info@TheBarefootSpirit.com.

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IMPRINT CANADA _ 6HSWHPEHU 2FWREHU

Š 2015 Fruit of the Loom Canada, Inc.

OUTSTANDING SELECTION OF

STYLES

& COLORS With a heritage built on eece, our 13.3 oz eece collection includes a broad selection of styles – all made with NuBlendŽ PILL-RESISTANT TECHNOLOGY that yields a higher stitch density for an extra smooth print surface. Plus, with COLOR CONSISTENCY across various styles and sizes, our NuBlendŽ eece selection is unmatched. *%2:%%3 COM s Join our community Facebook.com/JerzeesActivewear @JERZEESApparel

Zippered Styles — $&!& bm (#"(# 5_XaW — $* fgl_Xf — Hc gb '% Vb_bef — F\mXf eTaZX hc gb (K? c_hf GT__f

Various Hoodies

Alternative Styles

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FIND A VARIETY OF JERZEESÂŽ NuBLENDÂŽ STYLES AT THESE PARTICIPATING DISTRIBUTORS: BMQIBCSPEFS t "4) $*5: t BTIDJUZ DPN ] #VZ #MBOLT *OD t t CVZCMBOLT DPN ] 2VBMJUZ 4QPSUTXFBS t t RVBMJUZTQPSUTXFBS DB

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REGISTRATION OPENS AT 9 A.M. EACH DAY IMPRINT CANADA _ 6HSWHPEHU 2FWREHU

Designed, cut, sewn, packed and shipped from Los Angeles.

New Style —HJ402 Unisex Box Hammer Tee

Our Hammer Tee with drop shoulders and a relaxed fit.

You Can Order Mill Direct! —Canada Wholesale Imprintable Division Tel: +1 (514) 940 1301 canadacsr@americanapparel.net www.americanapparel.net/wholesale

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CANADIAN RETAIL TRADE MAY 2015 Retail Sales Rebound to New Highs Following Steep Declines in December and January Retail sales rose 1.0 per cent to $43.0 billion in May. After steep declines in December and January, retail sales increased for the third time in four months to reach a new high. $43 billion Sales were up in nine of 11 subsectors, May 2015 representing 92 per cent of retail trade. After removing the effects of price changes, retail 1.0% sales in volume terms were up 0.4 per cent. (monthly change) Motor vehicle and parts dealer sales rose 1.3 per cent in May. This was entirely due to a 2.0 per cent increase at new car dealers, the fourth consecutive gain for this store type. Used car dealers (-1.2 per cent) reported lower sales for the first time in seven months. Sales at gasoline stations increased 1.9 per cent, marking the subsector’s second gain since June 2014. Receipts advanced 6.1 per cent at electronics and appliance stores in May, but did not offset the decrease in April. Higher sales were reported at food and beverage stores (+0.6 per cent). Both supermarkets and other grocery stores and specialty food stores posted 1.0 per cent gains. Sales at beer, wine and liquor stores (-0.7 per cent) decreased for the second month in a row. After declining the CWT >UUXRXP[ 7^cT[ 7TPS`dPacTab ^U previous two months, CWT FTbcTa] 8\_aX]c 2P]PSP BW^f sales at general merchandise stores were up 0.7 per cent. Store types traditionally associated with housing purchases and home renovation showed continued CWT 1Tbc FTbcTa] ?[db 2P[VPah 2T]caT 8]] ^UUTab PRR^\\^SPcX^]b cWPc PaT cad[h Pc cWT RT]caT ^U Xc P[[ >da [^RPcX^] Xb ^][h \X]dcTb Ua^\ CWT FTbcTa] growth in May. 8\_aX]c 2P]PSP BW^f Pb fT[[ Pb S^f]c^f] QdbX]TbbTb P]S bW^__X]V Receipts at furniture cWT f^a[S UP\^db 2P[VPah BcP\_TST P]S R^d]c[Tbb ^cWTa PccaPRcX^]b and home furnishings stores (+ 0.3 per cent) rose for the fourth conH^d PaT cWT RT]caT ^U ^da PccT]cX^] fWX[T h^d T]Y^h W^cT[ P\T]XcXTb bdRW secutive month. Sales at Pb ^eTabXiT a^^\b UaTT WXVW b_TTS 8]cTa]Tc UaTT _PaZX]V [PaVT X]S^^a _^^[ building material and fWXa[_^^[ P]S UXc]Tbb RT]caT garden equipment and %(67 :(67(51 3/86 &$/*$5< &(175( ,11 supplies dealers (+1.9 0DFOHRG 7UDLO 6RXWK &DOJDU\ $OEHUWD 7 * 3 per cent) increased ZZZ EZFDOJDU\FHQWUH FRP for the sixth straight )RU UHVHUYDWLRQV FDOO month.

Retail Sales

IMPRINT CANADA

_ 6HSWHPEHU 2FWREHU

Sporting goods, hobby, book and music stores (-1.8 per cent) and clothing and clothing accessories stores (-0.5 per cent) were the only subsectors to decline in May from the month prior.

Sales up in nine Provinces

Billions of Dollars 44

SOURCE: STATISTICS CANADA

RETAIL SALES

43 42 41 40 39 38

Retail sales were up in nine 37 provinces in May. Higher sales in Ontario, Nova Scotia 36 and, to a lesser extent, British 35 Columbia accounted for most May 2011 2012 2013 2014 May 2010 2015 of the increase. Current Dollars 2007 Chained Dollars Sales in Ontario (+1.2 per cent) rose for the fourth consecutive month. Nova Scotia (+7.3 per cent) posted its largest monthly increase on record. Gains were reported across most store types in May, as prolonged winter weather in March and April may have in part delayed purchases. Retail sales in British Columbia $ advanced 1.0 per Billions April 2014 - May 2015 cent in May. The of dollars main contributors 45 were higher sales at general merchandise stores and clothing stores. 30 $42.97 Receipts in billion $42.55 Alberta rose 0.4 billion per cent as a result 15 of higher sales at electronics and $2.47 $2.31 $1.94 $1.81 appliance stores billion billion billion billion and supermarkets 0 April 2014 May 2015 April 2014 May 2015 April 2014 May 2015 and other grocery TOTAL RETAIL CLOTHING & CLOTHING CLOTHING STORES stores. TRADE ACCESSORIES Source: Stats Canada New Brunswick (+2.7 per cent) reported higher retail sales for the fourth month in a row as a result of stronger sales at new car dealers. Sales edged up 0.1 per cent in Quebec. Saskatchewan was the lone province to post weaker sales in May, edging down 0.1 per cent following three straight monthly gains.

RETAIL SALES

Source: Statistics Canada

Š 2015 Fruit of the Loom Canada, Inc.

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