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  • August 25, 2021 6:29 AM | Dara Cormany (Administrator)

    Deciding to bring someone new onto your team is a big decision. Whether you’re adding to your existing sales team, or you’re hiring your first person as a solo business owner, you want to make sure you hire someone who can do the job well and will love what they do. You want this new employee to not only have all the right skills, but to be someone you enjoy working with.

    To help you find the perfect fit, it’s important to go beyond the usual job interview questions, says Barry Moltz, a small business speaker and a member of the Entrepreneurship Hall of Fame. Want some ideas on what to ask? Keep reading this issue of Promotional Consultant Today. We share eight questions Moltz recommends asking during the interview process.

    1. What do you hope to learn at this company in this position? The answer to this question provides insight into the candidate’s interest in growing and improving. It’s better to bring on someone who wants to learn and develop new skills than someone who is there to simply do their job and go home.

    2. Tell me about a time when … Moltz likes this statement because it requires a specific example. If you’re hiring for a sales role, candidates may have polished responses ready to go. This inquiry allows you to move past the generalities and learn about a candidate’s personality and skill set.

    3. What is your most significant career accomplishment? Some people may generalize and say they’re proud of many things in their career. Don’t settle for that answer, though, says Moltz. Their response can help you see what they value and determine if it aligns with your company’s values.

    4. If you could start your career over, what would you do differently? This question sheds light on the candidate’s career path. It also helps you see how well they adjust course. For example, are they still bitter over a job they didn’t get in the past, or have they moved forward toward another goal?

    5. What frustrates you the most (or really gets you mad)? Interviewees may hesitate to answer this question, but it’s a good one to ask. It helps you learn what irritates them and how they may channel that irritation into something positive.

    6. What do you know about the company? Make sure this is on your list of questions. If the candidate doesn’t know much about your company, they either haven’t done their homework or they’re not that interested in the job.

    7. Tell me about the worst relationship you had with the people you worked with in your last job. Listen closely to the candidate’s response—it will reveal how they handle conflict. You don’t want to work with someone who blames other people and doesn’t take ownership when difficulties arise.

    8. Is it better to be perfect and late on a task, or imperfect and on time? Moltz points out that most small businesses need things to be completed on time, but not necessarily perfect. Make sure the candidate’s response aligns with your needs.

    You can still ask the standard interview questions like “Where do you see yourself in five years?” and “Why should we hire you?” but consider mixing in some of the questions above. The answers will help you gauge whether the applicant is a good fit for you team.

    Compiled by Audrey Sellers

    Source: Barry Moltz is a small business speaker and a member of the Entrepreneurship Hall of Fame. He’s the author of six books and a radio talk show host in Chicago.

    Used with permission from PPAI Media

  • August 25, 2021 6:27 AM | Dara Cormany (Administrator)

    Success looks different for everyone. You might want to earn an advanced degree, while your colleague may aspire to a achieve a higher position. Everyone has a different perception on the exact meaning of success. However, people who succeed at what they set out to do often share a few similar characteristics.

    According to best-selling author and business trainer, Dean Graziosi, it comes down to consistently practicing strong daily habits. Good daily habits, he says, can help improve your self-confidence and move the needle to higher achievement.

    Want to invite more success into your life? Learn how some of the most successful people operate. We share Graziosi’s thoughts on the secrets of high-achievers in this issue of Promotional Consultant Today.

    1. They have a vision. You won’t catch successful people just wandering—they know where they want to go and they don’t waste time on tasks that won’t help them get there. Graziosi recommends looking at your life a year from now and asking yourself: If this was the best year of my life, what would it look like? Then, take steps to make it happen.

    2. They take ownership. Successful people are accountable to themselves and to others. When things don’t go as planned, they take responsibility. And when they commit to something, they follow through. Graziosi says the best way to keep yourself accountable is to focus on the collective “we” instead of the “I.”

    3. They show gratitude. Grateful people tend to look at life positively, notes Graziosi. If you want to be more successful, learn to look for the good in your life. Start at a base level, such as your morning cup of coffee or a cool breeze as you’re out walking. You could also start a gratitude journal and jot down a handful of things that you appreciate about your life.

    4. They radiate positivity. Graziosi says there are two types of people in the world: energy drainers and energy chargers. Strive to be a charger. These people bring an upbeat attitude and optimistic outlook to life. He adds that successful people practice positive thinking because they know how important it is for their overall well-being. When you look on the bright side, it’s easier to see all the possibilities.

    5. They adapt. The most successful people control what they can control and let go of the rest. They understand that things won’t be perfect every day. They know challenges will arise. But they keep going and look for ways to work smarter or more efficiently.

    6. They’re disciplined. Reaching your goals requires hard work. You can’t simply say you want to achieve something without putting in the necessary effort to make it happen. The people who thrive in life have clear, concise goals and obsess over how to achieve them, says Graziosi.

    Successful people do many things behind the scenes, but regardless of their path, most of them align with the points above. From maintaining a grateful attitude to committing to their vision, successful people stay consistent with how they live their lives. They know what they want to achieve—and they go for it.

    Compiled by Audrey Sellers

    Source: Dean Graziosi is a multiple New York Times best-selling author, entrepreneur, investor and business trainer.

    Used with permission from PPAI Media

  • August 25, 2021 6:27 AM | Dara Cormany (Administrator)

    What can we do to create a workplace that is more diverse, equitable and inclusive than the one we have today? Arlene Pace Green, PhD, founder of Dallas, Texas-based Enelra Talent Solutions, asked that question while speaking at PPAI Women’s Leadership Conference Direct-2-You in June. Her virtual presentation, “At The Intersection Of Diversity, Inclusion & Equity: What We Can Do To Advance Systemic Opportunity In Our Workplace,” was aimed at examining the key definitions of diversity, inclusion and equity, and how these definitions have changed over time, along with exploring what individuals can do to advance racial and gender equity in today’s organizations.

    Green’s data reported that only six percent of S&P 500 CEOs are women, even though women make up 52 percent of the U.S. workforce. Likewise, one percent of these CEOs are African-American, while about 15 percent of the population is African-American, and about two percent are Hispanic, although this group represents about 17 percent of the working population. 

    “We need strategies to bring a different approach, thinking and innovations to make a transformative change so, 20 or 30 years from now, we can look back and see that we’ve made a significant difference in the equity available in workplaces,” she said. 

    Green went on to explain that organizations have traditionally thought of diversity as a binary construct based on establishing white males as the foundation and, for diversity, to pivot from there. “That is inaccurate and problematic for so many reasons,” she explained. “Organizations are moving beyond this binary construct to building a definition and understanding of diversity based on a much more multi-faceted foundation, and it’s not centered by any one category. That new way of thinking is more in line with the reality that we are seeing in the U.S. and globally. Instead of talking about wanting diversity, organizations should focus on under-represented groups and bring in people who add to our culture and give us new ideas about how to approach problems.”

    But how do companies accomplish this and what is holding them back? To further the conversation, PPB spoke with Kathy Cheng, president of supplier Redwood Classics Apparel in Toronto, and Monique Erving, national account manager at distributor Bensussen Deutsch & Associates, Inc. in Woodinville, Washington (above, right)—both members of the PPAI Diversity, Equity and Inclusion Task Force—to provide commentary on some of the most commonly-asked questions on this issue.


    What are the issues that hold companies back from building more diverse teams?

    Kathy Cheng: I would say five things hold them back: lack of a healthy, diverse talent pipeline; lack of ownership of a DEI/supplier diversity strategy; lack of cultural intelligence, specifically cultural awareness, and experiences amongst teams have not been fostered, hence the abilities to see and relate to more perspectives and experiences are diminished; lack of communication (the value and importance of diversity has not been communicated top-down or bottom-up, and collective input, at all levels, is key); and resistance and fear of change.

    Monique Erving: There are numerous issues depending on the industry. One of the main reasons is their unwillingness to seek out candidates that are different from their ideal employee.

    What are some steps companies can take to begin to move toward diversity within their workforce?

    Cheng: Recognize and acknowledge that this is a business strategy. Internally, it’s with your staff and externally, it’s about your customers and supply-chain partners. Research has proven that diverse and inclusive organizations are more profitable. Adopt clear communication of intent and expectations. Be clear and concise of the intent and expectations around the organization’s goals and objectives. If the fear of change or the fear of the unknown is a potential hindrance of diversity concept adoption, organizations can communicate and define goals and objectives for staff. Define your “why.” Not understanding why the intentional efforts of diversity can contribute to the resistance to change, so by clearly defining the goals and objectives across the organization may encourage diversity concept adoption. Break your habits. Let’s face it. No one really likes to disrupt their habits and routines, so human nature dictates a most likely encounter to resistance. With clear communication of intent and expectations for establishing new routines, that may lend comfort to those who may resist the change, while also empowering those who may embrace the change. Anticipate and acknowledge that change is not going to happen without resistance. When you anticipate the resistance, you will be better prepared to work through it during the implementation of this change process toward a more inclusive and diverse culture. Recognize that what gets measured, gets done. And people want to know what’s in it for them. Regardless of position within the organization, the motivation to change will come from recognizing how this change management will and can benefit them personally. It’s important to recognize that the learning process not only benefits the organization, but by benefiting the organization, embracing a diverse strategy will positively affect all members of the organization. Finally, establish the key performance indicators for compensation.

    Erving: Organizations can start to invest in groups or organizations that are immersed in diverse communities in order to expand their net to capture a more diverse candidate pool.

    What challenges should company leaders be prepared to face when working to create diversity within their teams?

    Erving: Leaders should be prepared to face numerous roadblocks from employees, business partners and society as a whole. This is due to the fact that inequality in our nation has been driven by deep-rooted, long-term, unfair work practices.

    What does equality mean in terms of the workplace and what are some ways to achieve it? 

    Erving: Equality means to provide the same level of opportunity and pay for the entire workforce.

    In your experience, what do companies struggle the most with in terms of creating an inclusive workforce? 

    Erving: Companies struggle in creating an inclusive workforce because their HR leaders are not inclined or given the directive from the owners to be inclusive. Many of the corporate hiring directives are created to seek out candidates who resemble the owners. Because of these practices, most HR departments have very limited experience in building a diverse workforce.

    What is the most important lesson to remember when working toward DEI initiatives in the workplace?

    Erving: Always engage with an open mind. Be prepared to uncover the practices that are presented to be fair, but truly are unfair when you pull back the layers.  


    Kathy Cheng and Monique Erving serve on the PPAI Diversity, Equity and Inclusion Task Force, which partners with PPAI staff to expand diversity, equity and inclusion throughout the promotional products industry and its workforce by creating education and networking opportunities. The task force also strives to increase the visibility of underrepresented groups within the industry’s workforce and inspire industry business leaders to embrace inclusive, unbiased business practices. In June, the task force produced its latest educational effort, a webinar discussing critical questions related to DEI and the workplace with members of the DEI Task Force. Listen to “DEI: A Roundtable Discussion” on-demand at onlineeducation.ppai.org/on-demand-webinars.

    Task force members also include:
    Johanna Gottlieb, Axis Promotions, Chair
    Noah Lapine, Lapine Associates, Board Liaison
    Nenette Gray, Lemonade Creative Marketing
    Ed Hamner, Howling Print & Promo
    Hugh Lawson, Staples
    Joel Schaffer, Soundline, LLC
    Cindy Tsuji, Image Source
    Maurice Norris, PPAI Staff Liaison
    Pamela Brown-Matthis, PPAI Staff Liaison
    Bob McLean, CPA, CAE, CEM, PPAI Interim President


    • In 2020, PPAI produced The Diversity, Equity and Inclusion Playbook to guide member companies through the essentials of diversity, equity and inclusion, and help them identify areas for improvement and strategies for targeted initiatives. The book is free for download at ppai.org/advocacy/diversity-inclusion/diversity-equity-inclusion.

    • “A Look At Race And Diversity In The Promo Industry” is a PPAI PromoTalks podcast, presented by PPB, with guests Esmeralda Anaya, marketing manager at supplier Terry Town, and Bryan James, co-owner of distributor Corporate Specialty Insignia. This 50-minute episode, moderated by PPB Associate Editor Kristina Valdez, dives into what race and diversity look like in the promo industry. Anaya and James share their experiences with everyday discrimination and offer insights into how the promo industry can become more diverse.

    • Join PPAI’s ongoing DEI conversation by becoming part of the Diversity, Equity And Inclusion Promo Connect community. Designed to empower collaboration among industry professionals, this community is a place to connect with like-minded individuals, ask questions and share what you’re learning about the topic in the workplace. Find it at community.ppai.org/communities.

    • Find a full list of industry podcasts, articles and additional resources on DEI at ppai.org/advocacy/diversity-inclusion/diversity-equity-inclusion.

    Used with permission from PPAI

  • August 25, 2021 6:26 AM | Dara Cormany (Administrator)

    Third in a series 

    In this series, distributor owner and sales coach Josh Frey answers frequently asked questions on a wide range of sales topics.


    I am having a really difficult time getting prospects to return my emails and phone calls. I need more leads for my promo business, but I don’t know how to get them. Any ideas to help?  

    Yes! And by the way, who couldn’t use more leads in this highly competitive swag biz we are in? I know I sure can.

    But it’s not just any old lead … you want quality leads. Can you imagine quality prospects and clients who return your calls and emails, remain loyal to you, place repeat orders (without pricing you out each time) and give you referrals to other buyers? Sound too good to be true? 

    It is possible to get these types of buyers and leads but you have to be strategic. Repeat after me: STRATEGY. It’s something the majority of your competition is missing but it’s a huge opportunity if you can adopt one. 

    Specifically, what is your strategy when it comes to separating yourself from the competition, in the eyes of the buyer? Listen to those words; it’s not how you think you are different, it’s how the prospective buyer thinks you’re different.

    I want to dig into this a section because in coaching hundreds of reps over my career, and polling thousands of reps from our DHD webinar series at go.theswagcoach.com/dhdregistration, the focus tends to be on how distributors perceive ourselves competitively. More often than not, our goal is to deliver “superior customer service” or “unreal creativity.” These may be true, but if the majority of your competition is proclaiming those same things, does that really competitively differentiate you?

    With our Small Group Coaching community (www.theswagcoach.com/small-group-coaching-sessions), there is one proven, key strategy that we passionately promote because it’s so effective when it comes to separating ourselves from the competition. We call it targeting your “Million Dollar Niche (MDN).” In other words, focus on a vertical market, become an “expert” in how that market does business and craft your sales pitch so it aligns with your target buyers’ needs. Sound complicated? It’s not. But it does take discipline and focus. 

    Here’s how to find and go after your own Million Dollar Niche. These 10 steps can help you get strategic with your sales efforts. If you can successfully pull this off on your own, you will get more leads and sales than ever before. 



    Consider targeting an industry that genuinely interests you. Are you a sports fan? Maybe a real estate junkie? Health-care nut? There are lots of industries you can service. Take time to think about which would be the most fun and interesting for you.


    Narrow your target to one industry. Yes, I know it sounds scary, but to be able to successfully execute on this strategy, you must start off with one market to pursue and see this process through. Once you have success, and have built a million-dollar book, then of course consider the others. The reality is, if you choose correctly, all you need to build a multimillion-dollar book of swag biz is one million-dollar niche market.  

    Now that you have identified your MDN, it’s time to find the largest “players” in that market. Build a list of at least the 50 largest companies or organizations in your niche to give you a sense of the playing field. Knowing who these companies are will help you build out your target list of prospects (see step 5).

    Who are the decision-makers in your MDN? Are they the CEO, executive director or owner? Maybe the HR or marketing director? You need to identify who the key decision-makers are, by title, so you are targeting the right people. And the “right people” are those with budgets, who will buy your products and solutions. Identifying the right buyers, up front, will save you time and shorten your sales cycle.

    Now that you have completed steps three and four, it’s time to “build your list.” Aggregate the contact names by company/organization that you plan on contacting. Typically, companies will have multiple buyers within them, so if you’ve done your homework and identified at least 50 companies in your MDN, you will have a solid 100-plus leads to work from on this list.  

    Now that you have built your target list, go and connect with those buyers on LinkedIn, Twitter, Facebook and other social media platforms. You want to have an online network from your MDN to whom you can eventually share your expertise and contribute as a member of their online community.

    Your MDN will most likely have a trade association (just like the promo industry has PPAI), and that will help you get a clear picture of what local, regional and national events are scheduled at which you can possibly be an exhibitor or sponsor. Don’t have a ton of resources? No worries—volunteering is a great way to rub shoulders with decision-makers and build relationships with potential buyers in your MDN.  

    Now that you know who you are targeting and you have an industry focus, it’s time to position yourself as an expert. Once you learn their needs, their buzzwords and lingo, you can start to speak the same language as your buyer, and you can also present yourself as a marketing partner who can help them do their job better, faster and more effectively, because you know their market. 

    So what are you going to say, and what products are you going to offer to showcase your expertise when pitching to a MDN buyer? Write down your pitch and practice it. Aggregate a list of products into a “mini catalog” separated by categories that tie-in with the MDN. Let’s say you focus on associations as your MDN. You’re no longer selling pens, bags and polos. You’re selling speaker gifts, registration kits, volunteer uniforms, etc. See the difference? Your MDN pitch will speak their language and give you instant credibility. Share a few case studies on how you have successfully helped others in the MDN and boom! You’re off to the races.


    It’s time to execute. You have the target audience. You have the pitch and the products you’re going to talk about. You’ve identified the buyers and know where they “play ball,” online and offline. It’s time to get after it and start working those qualified leads.

    Good luck crushing your promo sales with this MDN strategy. It has worked really well for us and our clients, and no doubt can work for you and your promo sales. And get you more high-quality leads.  


    Josh Frey is founder of Falls Church, Virginia-based distributor On Sale Promos and the Swag Coach Program. He is a 25-year industry veteran and front-line sales coach. Josh@swagcoach.com. Visit TheSwagCoach.com to register for his next Distributors Helping Distributors show and learn more about his promo coaching programs offered.  

    Used with permission from PPAI Media

  • August 25, 2021 6:25 AM | Dara Cormany (Administrator)

    Promotional products businesses have learned to be on the lookout for scams and fraudulent orders. Industry professionals are generally quite vigilant, but scammers can slip through the tightest defenses. A recent example is distributor Promotional Marketing Services in Athens, Georgia, which unexpectedly fell victim to a sophisticated phishing email scam that took time, effort and money to resolve.

    In this case, hackers took over the company’s email system and sent out an email—with a staff member’s signature to give it more credibility—with a subject line requesting an RFP. The embedded link went to an Adobe Spark link that, while looking legitimate, contained a virus. The hackers used their email list to send out more than 1,600 messages and, to keep the company from being aware of the intrusion, added a rule to the email setting that automatically marked incoming messages as “read” and moved them to the “deleted” folder. This type of exploit escapes firewalls because it comes from a trusted email address and Adobe Spark is widely considered a trusted product. When email recipients began responding with questions, like “Is this a valid email?” the hackers would respond as if they were the company, assuring them it was valid.

    “It seems that the hackers want access to the email addresses although I'm not sure for what purpose,” says Lori Lord, president and owner of Promotional Marketing Services. “As a distributor already dealing with additional work with the supply chain issues, I spent two days and a great deal of money to deal with this.”

    Lord inadvertently discovered the scam when phone calls began coming in. “My team and I were meeting for our monthly luncheon and our office line began to ring a lot. The calls were coming in to ask about this email they had received. So, we immediately knew something was wrong. The first thing we did was change our voicemail message to explain what happened, and then we sent an eblast to our entire contact list letting them know we were hacked and not to open this email,” she says.

    “Next was the call to GoDaddy Office 365. They manage our Microsoft emails accounts, and I was lucky enough to get an awesome rep on the line who spent an hour and a half with me, walking me through the process of digging into the deep settings of our email accounts—we have four—and determining what was happening. Between the time on the phone and the cost of the additional protection we added to our accounts, it was approximately $1,000 to resolve. Then came the task of contacting all of the clients and suppliers whose systems had blocked our emails from coming into their servers. That was more time, energy and delays in getting orders processed. It was a domino effect of the hacking event, and we are still dealing with some of that now.”

    Lord also notes, “While I was talking to the GoDaddy rep, he asked me what industry I was in. When I told him, he said that he had just talked to another person in the same industry who had something similar happen. So, is the promo industry being targeted by these hackers?”

    A previous PPB article, “Scammers Vs. The Promo Industry,” outlined some of the ways scammers prey on promotional products companies and how industry businesses can respond. In general, here are a few things to look out for whenever doing business online:

    Look for poor spelling or grammar in emails.

    Notice whether they ask for personal details in an email; your bank will never ask for security information or account information in an email.

    Don’t open attachments or click links if the email is from someone you don’t know or if you are not expecting the email.

    Be wary of orders from new customers submitted through your website. Scams often start with asking for a quote on a large quantity of items, especially USB drives and blank t-shirts.

    Do not reply to spam. Educate your staff on this practice, too. Practice good security measures. For example, create a strong password and do not reuse your email password on other services. Enable encryption in your email settings. Use antivirus software and keep it updated, and set Windows to automatically update or install all security updates. Use a reputable company to host your email and ecommerce.

    When shipping offshore, be wary of a shipping address that is a private residence. Research the address on Google Maps, which often provides snapshots of what a building looks like. Sometimes this step can help filter out fraudulent orders.

    Check the company’s website to ensure that the address and phone number match the information on the order. Click links on the website to make sure it’s legitimate, too.

    Scammers almost always pay by credit card. Before you establish open credit for an unfamiliar company, look it up in Dun & Bradstreet.

    Be sure the company is legitimate by checking it out on Google and then calling to check.

    Generic domain email addresses such as @hotmail.com are often tip-offs to a scam. Check it out first.

    Use caution if the requester offers to pay immediately by credit card or requests immediate shipment.

    Know the person or company to whom you are selling. If you don’t know them, find someone you know who does.

    Used with permission from PPAI Media

  • August 25, 2021 6:24 AM | Dara Cormany (Administrator)

    After more than a year of virtual events and networking behind a computer screen, in-person trade shows are continuing to make a strong comeback this summer, and the promo industry has fully welcomed their return. On August 5-6, Specialty Advertising Association of California (SAAC) returned to in-person trade shows with the SAAC Expo 2021 at the Anaheim Convention Center in Anaheim, California. The event drew distributors from across the region to connect with peers, introduce their clients to the latest and greatest promotional products and be inspired about what’s to come.

    “It felt great to be at SAAC Expo,” says Stephen Ropfogel, MAS, SAAC’s 2021 board president. “While the show was not the largest in SAAC history, we had about an eight-to-one distributor/supplier ratio, which gave us time to stop and discuss projects and products. The best part of SAAC Expo for me has always been reconnecting with old friends and making new ones. We are a relationship industry and the best way to build on our relationships and start new ones is in person at Expo.”

    Alan Peterson, SAAC interim executive director, adds, “On behalf of the SAAC board, I’d first like to thank everyone who made SAAC Expo 2021 the resurgence of expos and promotional products sales in the Southern California region. It was the first trade show hosted by the Anaheim Convention Center since Spring 2020 and, by all accounts, for both attendees and exhibitors, was a resounding success.”

    During SAAC Expo’s two-day run, attendees met with exhibitors, joined a keynote presentation on the state of the industry given by Peterson and Ellen Tucker, CAE, PPAI director of business development and expositions, and sat in on the show’s “Insight On A Buyer’s Perspective” session, a panel discussion with distributors and end users. On the show’s second day, distributors accompanied their clients on the trade-show floor to give them a closer look at what exhibitors had to offer.

    Ropfogel adds, “While we did not have as many buyers attend as I had hoped, it is a good start. What a great way to educate your customers on all that we can do for them. We have all walked into a client’s office only to see a promotional product that they did not buy from us, and to have them say, ‘I did not know you sold coffee mugs, magnets or …’ you fill in the blank.”

    Mindful of the ongoing COVID-19 pandemic, SAAC Expo organizers took extra precautions to make the event as safe as possible.

    Peterson adds, “We kept health and safety at the forefront of the event. Though not required by the county or convention center, we made sure to have PPE readily available and kept an eye out for any changes to recommended guidelines.”

    The promotional products industry’s calendar has been full of regional trade shows and events since earlier this spring and at least 20 more in-person regional shows are planned through end of October.

    Used with permission from PPAI Media

  • July 14, 2021 5:53 AM | Dara Cormany (Administrator)

    The U.S. jobs outlook continued to improve in June, with The Conference Board’s Employment Trends Index following May’s growth with further increases. The Index reached 109.84 in June, up from 107.7 the previous month, and is now up 28.2 percent year-over-year compared to June 2020.

    The Employment Trends Index is a composite index for employment. Changes in the index indicate that a turning point in the number of jobs is about to occur in the coming months. It aggregates eight leading indicators of employment, each of which has proven accurate in its own area. The Conference Board notes that aggregating individual indicators into a composite index filters out “noise” to show underlying trends more clearly.

    The June increase in the Index came as the U.S. Bureau of Labor Statistics reported another significant month of growth. Total nonfarm payroll employment rose by 850,000 in June, with the unemployment rate slightly changed at 5.9 percent. It says that notable job gains occurred in leisure and hospitality, public and private education, professional and business services, retail trade and other services.

    “The very rapid improvement in the Employment Trends Index in June suggests that strong job growth will continue through the summer,” says Gad Levanon, head of The Conference Board Labor Markets Institute. “In the coming months, the U.S. labor market is likely to remain very tight. Recruiting and retention will remain extremely difficult, and wage growth will remain very high. Toward the end of 2021, labor shortages are likely to moderate as some of the labor supply constraints ease. But as the number of jobs in the U.S. economy continue to grow at an historically high rate, unemployment may again dip below four percent within the next 12 months. A tight labor market is likely to be the new normal until the next recession.”

    The tight labor market is being felt across the business landscape, including in the promotional product industry. Tom Goos, MAS, president of Kirkland, Washington-based distributor Image Source, says, “It is tight. We have four open positions currently and are having a much harder time attracting talent. Overall, the number of resumes we have received is down 50 percent from our normal number. Washington State just recently started requiring people who are out of work and receiving unemployment benefits to show proof they are actively looking for job opportunities. The second half of the year will be busy, and we are hoping to staff up to meet client needs.”

    Tamara Borello, MAS, chief operations officer at distributor EPromos Promotional Products in St. Cloud, Minnesota, adds, “The mid-high-level positions are easier to fill, but more competitive now. The entry-level and more administrative roles are challenging as people are not as willing to make a change as easily. Conversely, those in current management roles seem to be curious as to what other positions and alternatives may exist. Remote is absolutely preferred over mandatory in-office position requirements.”

    Kevin Nord, president of Pittsburgh, Pennsylvania-based Pro Towels, says, "The labor market is very tight and we are constantly looking at new ways to think out of the box to engage potential employees. There are challenges that fortunately we have been able to overcome with our leadership team."

    Used with permission from PPAI

  • July 14, 2021 5:52 AM | Dara Cormany (Administrator)

    You might want to consider a Plan B that relies less on imported product.

    6/28/2021 | Jeff Jacobs, The Brand Protector

    Like taking a hammer to an already fragile supply chain, recent COVID-19 spikes in Chinese ports may already be threatening your clients’ promotional holiday plans. You likely have already felt the pain of product delays or complete lack of availability due to the pandemic. But now, congestion at container shipping ports in southern China is making things worse as authorities step up disinfection measures due to a flare-up in COVID-19 cases. The shipping backlog right now is the largest since 2019.

    Since the end of May, more than 150 coronavirus cases have been reported in Guangdong province, a key manufacturing and exporting hub in southern China. That has triggered local governments to step up prevention and control efforts and have slowed port processing capacity. Ports in Guangdong, including Yantian, Shekou, Chiwan and Nansha have issued notices in the last two weeks suspending vessels from entering ports without advance reservations. Bookings for export-bound containers will only be accepted within three to seven days prior to the arrival of vessels. Major shipping companies have warned clients of vessel delays, changes to port call schedules, and the possibility of skipping some ports altogether.

    Yantian port was originally supposed to be back running at full capacity in just a few days after the outbreak was announced, and now it’s supposed to be open by the end of the month. Just as it took several weeks for shipping schedules and supply chains to recover from the vessel blocking the Suez Canal in March, it may take months for the cargo backlog in southern China to clear while the fallout ripples to ports worldwide.

    A.P. Moller-Maersk A/S, the world’s No. 1 container carrier, released a statement saying, in part, “The trend is worrying, and unceasing congestion is becoming a global problem.” The global shipping industry is already hamstrung by the pandemic hangover that adds inflation pressures and delivery delays. Now there’s an even bigger obstacle.

    The situation in South China is another “in a string of disasters we’ve seen plague the global supply chain,” according to Nerijus Poskus, vice president of ocean strategy and carrier development for Flexport Inc., which makes software that helps companies manage their supply chains. He estimated the congestion in Yantian will take six to eight weeks to clear.

    So, what does all this mean to you? To your sales and marketing efforts, the new timetable is a problem because it extends disruptions to the late-summer period of peak demand from the U.S. and Europe. Both the retail market and your suppliers/importers would normally be building inventory in warehouses ahead of the year-end holiday shopping and recognition sales rush.

    Usually cheap and nearly invisible to both distributors and consumers, ocean freight is now more expensive than ever. It has become double trouble for the world economy, acting as both a drag on commerce and a potential accelerant for inflation. Just last week, U.S. Federal Reserve policy makers raised inflation forecasts in part because of the shipping bottlenecks that have formed, and as supply fails to keep pace with demand. That’s where it could even get into your personal pocketbook.

    Even without the Suez blockage or port backlogs, the global transportation system would probably still be struggling with maxed-out capacity. Exports from China and other Asian nations are at record highs, as U.S. and European economies reopen and other markets such as India buy medical goods to help with their ongoing outbreaks.

    “There are still a number of problem spots that will pose challenges to global trade and logistics activities in the second half of 2021,” says Nick Marro, lead analyst for global trade at the Economist Intelligence Unit in Hong Kong. “The biggest risk will be recurring Covid-19 outbreaks, which we can probably see as inevitable owing to the new variants, but this will also include mismatched supply and demand for container space and existing logistical bottlenecks in major Western ports.”

    You may have already been planning ahead for the fourth quarter with the anticipation of a constrained supply chain. It might not be a bad idea to check to see if that plan still holds up, or it’s time to make a Plan B that relies less on imported product.

    Jeff Jacobs has been an expert in building brands and brand stewardship for 40 years, working in commercial television, Hollywood film and home video, publishing, and promotional brand merchandise. He’s a staunch advocate of consumer product safety and has a deep passion and belief regarding the issues surrounding compliance and corporate social responsibility. He retired as executive director of Quality Certification Alliance, the only non-profit dedicated to helping suppliers provide safe and compliant promotional products. Before that, he was director of brand merchandise for Michelin. Connect with Jeff on Twitter, LinkedIn, Instagram, or read his latest musings on food, travel and social media on his personal blog jeffreypjacobs.com. Email jacobs.jeffreyp@gmail.com.

  • July 12, 2021 5:36 PM | Dara Cormany (Administrator)

    By the end of this year, just over half (51 percent) of knowledge workers—i.e., those who are involved in knowledge-intensive occupations, such as writers, accountants or engineers—are expected to be working remotely. This projection from Gartner represents an upward shift from the 27 percent of knowledge workers working remotely in 2019.

    Gartner also estimates that remote workers—employees working away from their company, government or customer site at least one full day per week or who work fully from home—will represent 32 percent of all employees worldwide by the end of 2021. This is up from 17 percent of employees in 2019.

    “A hybrid workforce is the future of work, with both remote and on-site part of the same solution to optimize employers’ workforce needs,” says Ranjit Atwal, senior research director at Gartner.

    Remote working varies considerably around the world depending on IT adoption, culture and mix of industries. In 2022, 31 percent of all workers worldwide will be remote—a mix of hybrid and fully remote. The U.S. will lead in terms of remote workers in 2022, accounting for 53 percent of the U.S. workforce. Across Europe, U.K. remote workers will represent 52 percent of its workforce in 2022, while remote workers in Germany and France will account for 37 percent and 33 percent, respectively.

    Gartner notes that India and China will produce some of the largest numbers of remote workers, but their overall penetration rates will remain relatively low with 30 percent of workers in India being remote and 28 percent of workers in China working remote.

    The lasting impact of remote work is resulting in a reassessment of the IT infrastructure that shifts buyer requirements to demand work-anywhere capabilities. Atwal says, “Through 2024, organizations will be forced to bring forward digital business transformation plans by at least five years. Those plans will have to adapt to a post-COVID-19 world that involves permanently higher adoption of remote work and digital touchpoints.”

    A hybrid workforce will continue to increase the demand for PCs and tablets. In 2021, PC and tablet shipments will exceed 500 million units for the first time in history, highlighting the demand across both business and consumer markets. Organizations also deployed cloud services to quickly enable remote workers. Gartner forecasts worldwide end-user spending on public cloud services will grow 23.1 percent in 2021 as CIOs and IT leaders continue to prioritize cloud-delivered applications.

    Used with permission from PPAI

  • July 12, 2021 5:20 PM | Dara Cormany (Administrator)

    Sales leaders should be adaptable. Different circumstances call for different leadership styles. Some situations may call for quick action while others require more contemplative planning. Additionally, not all sales reps respond to the same kind of leadership approach. Highly skilled, experienced employees may need something totally different than sales reps who are brand new to the field.

    Fortunately, you can adapt your leadership style for the sales rep or the situation at hand, says Ben Brearley, the founder of Thoughtful Leader. In this issue of Promotional Consultant Today, we discuss Brearley’s thoughts on three basic leadership styles and when to use them.

    Style No. 1: Directive leadership. This leadership style involves assigning projects and directing employees what to do. Brearley sometimes calls it “old-school leadership” because most workplaces favor more collaborative leadership styles today. In the past, employees simply did what they were told and didn’t raise any questions.

    When to use it: Directive leadership still has its place, according to Brearley, especially in time-sensitive situations. When a decision must be made swiftly or a pressing issue needs to be resolved, directive leadership is often the best way to proceed. It’s quick and simple, he says.

    Style No. 2: Inclusive leadership. Unlike directive leadership, where you delegate and assign specific tasks, inclusive leadership involves asking for input. In your planning and decision-making, you take time to gather feedback from your sales reps and involve then in the process.

    When to use it: Brearley says inclusive leadership is valuable when you are working with an experienced and knowledgeable group. By requesting their feedback and insight, you can often improve a situation’s outcome. This leadership style is also helpful when you are not clear which direction you should take. By asking your team members for their thoughts and conversing with them, you can get a gauge on what they are thinking. When you want to motivate your sales team and show that you care about their opinions, tap into this leadership style.

    Style No. 3: Coaching leadership. With directive leadership, you tell people what to do. With coaching leadership, you provide the support and assistance to help your employees solve their own problems, says Brearley. This style promotes growth and development. Consider asking different kinds of prompting questions that encourage your sales reps to think about their work differently. The idea is not to do the work for someone, but to guide them to reach a desired outcome on their own.

    When to use it: A coaching leadership style is best when you have time to help train your sales reps. If you are fighting fires or under tight deadlines, it might not work so well. Keep in mind that this leadership style only works when sales reps want to learn. Otherwise, bosses and employees will only become frustrated.

    As a leader, you have the responsibility to adjust your leadership style to fit the occasion. Sometimes, your sales reps need quick and clear guidance. Other times they may benefit by being involved in big decisions. And sometimes one-on-one coaching is the best approach. Try different approaches and let go of what doesn’t work. When you approach leadership with a flexible mindset, your entire team will benefit.

    Source: Ben Brearley is the founder of Thoughtful Leader and is an experienced leader, AIPC and PRINT® certified coach and MBA passionate about developing thoughtful and effective leaders.

    Used with permission from PPAI

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