Sunday, December 16, 2012
Promotional Tissue Boxes
Friday, December 14, 2012
Just in time for the Holidays!
Sunday, December 9, 2012
Holiday Food Gifts
Friday, December 7, 2012
Recyclable Clicker pens
Sunday, December 2, 2012
Pocket Knife
Pocket Knife W/ Wooden Handle 20% Off Special
is only Valid for orders placed by December 7, 2012. So you only have 8
days to take advantage! This Pocket Knife features a beautiful Rosewood
handle with a locking 3" blade. We ship Nationwi
de!
A & J Graphics and Promotions Promotional Gift
products|promotional items|advertising products, we ship Nationwide! For
more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Friday, November 30, 2012
The Three Component Model of Commitment
The Three Component Model of CommitmentImproving Commitment and Engagement
Have you ever thought about why people might become emotionally committed to your organization?
Some people are committed to their jobs because they love what they
do, or because their goals align with those of the company. Others
might stay because they fear what they could lose if they leave. Still
others might stay because they feel obligated to the company, or to
their manager.
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
Sunday, November 25, 2012
Holiday Design Corporate Design
Our beautiful bottles are etched and painted by hand to create a one-of-a-kind keepsake your client will treasure. Choose from our selection of ready-to-personalize stock designs available for every occasion
or use your own company logo to
create a truley unique work of art."Please contact us for Current
Pricing" A & J Graphics and Promotions Promotional Gift
products|promotional items|advertising products, we ship Nationwide! For
more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Friday, November 23, 2012
The Two Most Important Words In Business
The Two Most Important Words In BusinessThere are two small words in the English language that are critical to business. These two words are important in bridging the gap with customer. They are vital to building strong bonds with team me
mbers.
They are essential to keeping communication channels open with vendors.
Promotional Consultant Today shares these two words with you.
Thank you.
Bridging the customer gap. First, showing gratitude to customers is essential for future business. If it wasn't for the customer supporting your products and services, where would your business be today? Take time to tell your customers thank you--and don't wait until the obligatory end-of-year holiday card to do so. Call your contacts today. Let them know the difference their business has made to your business. Tell them what it has meant for your team to provide their products or deliver a high-quality program for them. This article is from http://pubs.ppai.org/pct
Thank you.
Bridging the customer gap. First, showing gratitude to customers is essential for future business. If it wasn't for the customer supporting your products and services, where would your business be today? Take time to tell your customers thank you--and don't wait until the obligatory end-of-year holiday card to do so. Call your contacts today. Let them know the difference their business has made to your business. Tell them what it has meant for your team to provide their products or deliver a high-quality program for them. This article is from http://pubs.ppai.org/pct
Sunday, November 18, 2012
Windsor eTech Writing Pad
Windsor eTech Writing PadCombine traditional styling with the functionality needed for today's technology. Zippered Closure. Versatile tablet station accomodates iPad1, iPad2 and the iPad Mini, as well as Kindle and Kindle Fire. Pen loop.
Includes 5" x 8" writing pad.
Item Pricing
Price includes one color and one location
Quantity Price each
36 - 99 $14.74 US
100 - 149 $14.14 US
150 - 249 $12.31 US
250 - 399 $10.78 US
400 - 799 $9.98 US
Promotional products|promotional items|advertising products, we ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Item Pricing
Price includes one color and one location
Quantity Price each
36 - 99 $14.74 US
100 - 149 $14.14 US
150 - 249 $12.31 US
250 - 399 $10.78 US
400 - 799 $9.98 US
Promotional products|promotional items|advertising products, we ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Friday, November 16, 2012
The Three Component Model of Commitment
The Three Component Model of CommitmentHave you ever thought about why people might become emotionally committed to your organization?
Some people are committed to their jobs because they love what they do, or because their goals align w
ith
those of the company. Others might stay because they fear what they
could lose if they leave. Still others might stay because they feel
obligated to the company, or to their manager.
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
Note:
These three types of commitment are not mutually exclusive. You can experience all three, or two of the three, in varying degrees.
Applying the Model
By applying the Three Component Model, you can help your team develop greater positive, affective commitment. By doing this, your people are likely to feel an increased commitment to the team and organization, and they'll probably feel more positive and more motivated; and experience greater job satisfaction.
It's important to do your best to grow affective commitment, and reduce your team's reliance on continuance and normative commitment, so that you're leading a team of people who feel passionate for their roles.
Team members with only continuance and normative commitment may feel bored and unmotivated, and no leader wants a team with those attitudes! These team members might also block enthusiastic employees, or even lower the morale of the group.
To encourage positive changes, make sure that you're linking people's goals with those of the team or organization, using an approach like Management by Objectives. If appropriate, see whether you can better align your team's roles with their skills and interests, with techniques such as Job Crafting. It's important to help people find purpose in their work.
Remember that people are more likely to develop affective commitment if they experience positive emotions at work. Doing what you can to help people
flourish is a great way to encourage people to thrive, and to enjoy the work that they're doing. Make sure that you give praise regularly, and create a healthy workplace, so that people are happy and productive.
Managing Continuance and Normative Commitment
In addition to helping people experience greater affective commitment, you can also use the model to carefully manage the amount of continuance and normative commitment that people may feel.
You can reduce the dependency on continuance and normative commitments by being a better leader, by working on your general team management skills, and by thinking carefully about how your actions might influence your team members.
Clearly, it doesn't make sense to try to reduce continuance or normative commitment, however you should try not to rely on it, even if you're unable to achieve affective commitment at first. You should work on ways to ensure that team members become happy and enjoy their work, without making them feel uncomfortable during the process.
Bear in mind, however, that people will likely experience continuance commitment at some point in their careers, because they'll feel that they need to stay in their job to receive pay and benefits. And some people will likely feel a sense of normative commitment if their organization has invested a lot in their training and development, for example. It's nice to have these types of commitment, however, they're a bonus, not something you should seek to create!
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
Note:
These three types of commitment are not mutually exclusive. You can experience all three, or two of the three, in varying degrees.
Applying the Model
By applying the Three Component Model, you can help your team develop greater positive, affective commitment. By doing this, your people are likely to feel an increased commitment to the team and organization, and they'll probably feel more positive and more motivated; and experience greater job satisfaction.
It's important to do your best to grow affective commitment, and reduce your team's reliance on continuance and normative commitment, so that you're leading a team of people who feel passionate for their roles.
Team members with only continuance and normative commitment may feel bored and unmotivated, and no leader wants a team with those attitudes! These team members might also block enthusiastic employees, or even lower the morale of the group.
To encourage positive changes, make sure that you're linking people's goals with those of the team or organization, using an approach like Management by Objectives. If appropriate, see whether you can better align your team's roles with their skills and interests, with techniques such as Job Crafting. It's important to help people find purpose in their work.
Remember that people are more likely to develop affective commitment if they experience positive emotions at work. Doing what you can to help people
flourish is a great way to encourage people to thrive, and to enjoy the work that they're doing. Make sure that you give praise regularly, and create a healthy workplace, so that people are happy and productive.
Managing Continuance and Normative Commitment
In addition to helping people experience greater affective commitment, you can also use the model to carefully manage the amount of continuance and normative commitment that people may feel.
You can reduce the dependency on continuance and normative commitments by being a better leader, by working on your general team management skills, and by thinking carefully about how your actions might influence your team members.
Clearly, it doesn't make sense to try to reduce continuance or normative commitment, however you should try not to rely on it, even if you're unable to achieve affective commitment at first. You should work on ways to ensure that team members become happy and enjoy their work, without making them feel uncomfortable during the process.
Bear in mind, however, that people will likely experience continuance commitment at some point in their careers, because they'll feel that they need to stay in their job to receive pay and benefits. And some people will likely feel a sense of normative commitment if their organization has invested a lot in their training and development, for example. It's nice to have these types of commitment, however, they're a bonus, not something you should seek to create!
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
Sunday, November 11, 2012
Sticky Notes
Friday, November 9, 2012
All are 13 month (December to December) and stapled.
The back of the calendar features an area for emergency numbers,
notes and a year at a glance view.
Priced as low as .85 each and the prices includes a single color imprint of black, re
d,
navy blue or green. Promotional products|promotional items|advertising
products, we ship Nationwide! For more information, call (480)
830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Sunday, November 4, 2012
HOT DEAL!!!
Friday, November 2, 2012
This card is made
All of our cards can be personalized with your company or family name. Click the "Continue to Personalize" button below to check out the colors and lettering styles available, and view a proof of your selection.
Executive Promotional Greeting Cards|promotional items|advertising products, we ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Saturday, October 27, 2012
Halloween Promotional Special
Thursday, October 25, 2012
Nike Close Out Promotions! Unbelievably Low Price! Call for Pricing!
The Nike Golf Bag comes in the following Colors: BLACK, ROYAL BLUE, VARSITY RED, ACTION GREEN, SAFETY ORANGE OR MAGENTA. Promotional products|promotional items|advertising products, we ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net www.ajgraphicsandpromos.com
Sunday, October 21, 2012
Ladies Ledger Polo Shirt
Description: 5.6 Oz., 100% polyester. Moisture-wicking/UV protection. Anti-microbial/Anti-static. Self collar, three-button clean finished placket with hemmed sleeves with V notch. Side seams. Double-needle hemmed
bottom with clean finished side vents.
Colors: Black, Ivory White, Gunmetal Gray, Navy Blue
#PromotionalClothing
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Colors: Black, Ivory White, Gunmetal Gray, Navy Blue
#PromotionalClothing
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Friday, October 19, 2012
We did these recently for a client's wedding
Sunday, October 14, 2012
Promotional Sweatshirts Hooded
Promotional Sweatshirts Hooded, Crew Neck we
have them all. This is sure to be your favorite sweatshirt and best
seller! These top-quality comfortable garment dyed sweatshirts are
pre-shrunk and made of super-soft 100% ringspun cotton. Dis
tressed
embroidery gives these a great worn-in vintage look. Perfect for
schools, resorts, beach wear, sport teams, casinos, hotels, and much
more! Free Virtual Samples available.
Colors: Crimson Red, Mustard Yellow, Blue Jean Blue, Burnt Orange, Kiwi Green, Citrus Yellow, Light Green, Sandstone Beige, Gray, White
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Colors: Crimson Red, Mustard Yellow, Blue Jean Blue, Burnt Orange, Kiwi Green, Citrus Yellow, Light Green, Sandstone Beige, Gray, White
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Friday, October 12, 2012
Looking for a Promotional Products
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net
Saturday, October 6, 2012
Keep your message on course all year long!
2013 Calendar
13-Month calendar with Dec 2013 printed on backmount
Gloss Paper Stock with UV Coated Cover
High-quality Imagery
Top markets include: retail, manufacturing, genera
l services
Product Includes: Standard imprint color, black. Colors other than black, see additional product charges. A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Product Includes: Standard imprint color, black. Colors other than black, see additional product charges. A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net !
Thursday, October 4, 2012
The Million-Dollar Mentality
The Million-Dollar Mentality“Success seems to be connected with action. Successful people keep moving. They make mistakes but they never quit.”
Conrad Hilton, founder of one of the world’s leading hotel chains, was the bearer of this nugg
et
of truth. Hilton grew his empire out of a tiny hotel in even tinier
Cisco, Texas, after returning home from World War I. Determined to sell
each hotel as a unique destination rather than a carbon copy, Hilton was
able to cash in on the vacation dreams of road-weary travelers.
Many distributor sales professionals in promotional products mirror Hilton’s ever-forward, out-of-the-box approach to business, and a few of these have managed to turn this approach into a million dollars or more a year in sales. Those who haven’t yet are certainly on their way, thanks to some key traits that suppliers say make them million-dollar sales material.
Scott Thackston, president of supplier Aprons Etc (UPIC: APRONS) in Greenville, South Carolina, has been fortunate to see million-dollar distributor salespeople at work, up close and personal, in his interactions with what he calls “preferred accounts.” Whether individuals or teams, Thackston says these distributors take a service provider approach to sales , providing solutions rather than merely selling products.
“The million-dollar salesperson sits down with a client and listens to their needs, then comes back with a solution. We see that as a recipe for success,” Thackston says.
Habit No. 1: Love The Industry, Love The Customer
Kari Moravec, CAS, strategic account manager for Hixson, Tennessee-based Gold Bond, Inc. (UPIC: GOLD0008), says a high-performing salesperson cares first and foremost about the industry and the clients. Jerome Hoxton, executive vice president of Tru Art Advertising Calendars (UPIC: TRUART) in Iowa City, Iowa, agrees: “They truly believe in the value and effectiveness of promotional products. They like, respect and know their customers very well,” he says, adding that these types of sales professionals are by extension excellent communicators, not only with customers but also with suppliers in providing clear, detailed and complete orders.
Habit No. 2: Be A Problem Solver And A Solution Provider
“I think it takes many talents to be a multi-million-dollar distributor salesperson,” says Murray Siegel, marketing director of Towel Specialties (UPIC: TOWLSPEC) in Baltimore, Maryland. “The ability to multi-task is one of the most important ones, but a good [distributor] rep also needs to be a great listener and skilled problem solver. If the rep can demonstrate a history of success and strong ROI for other clients, then sales will follow. Understanding the products and how suppliers operate is important because it gives the distributor a competitive edge.”
Hoxton adds: “A million-dollar salesperson provides creative solutions to unique customer requests, such as designing or modifying available products. This salesperson is an excellent researcher, able to find the right products, sources, decorating and service times to meet customer preferences; they are very knowledgeable about product choices.”
Melinda Gleghorn, regional sales manager of Monroe, Connecticut-based Victorinox Swiss Army, Inc. (UPIC: swisarmy), says million-dollar salespeople are more likely to market themselves as branding specialists, acting as a creative resource. “They keep clients coming back by creating successful promotions and providing responsive customer service and support,” she says. “Rather than ask ‘What color mug do you want?’ Ask what their objectives are. You are the professional. Show clients what you can do to add to their bottom line. Be prepared with case histories in which you were able to add to the bottom line with creative solutions.”
Habit No. 3: Tap Into Supplier Resources
Moravec says almost all suppliers provide ready-made marketing materials targeting vertical markets, specials or other attractive selling points for distributors to place their logos on and blast out to customers. “The salesperson also knows how to work with suppliers to get the most for each client. They use their key supplier resources as an extended sales force, allowing them to make end-user calls, reaching out to them for ideas and case studies, and developing lasting, profitable relationships,” she says.
“If you’re going into a new industry, a good distributor really holds his ear to the wall on the supplier’s education and expertise,” adds Thackston. “These distributors give positive feedback of quotes and are receptive to education. We see them doing webinars and asking for more information.”
Habit No. 4: Partner With Suppliers
“It works well when you have a project to e-mail a select group of trusted suppliers soliciting ideas,” says Moravec. “This allows the distributor to go off and do other things while the ideas come back. This is better than doing it on their own, because it saves them time and comes from a rep who has seen these products work in similar situations and has case studies.
“By doing both of these things, as well as inviting [supplier] reps on end-user calls, you are using your suppliers as a free, extended sales force,” she says.
“Also important is asking key questions of the end user and then going to the supplier and asking how they can help. You’re learning how to make the connection between all three [roles],” Thackston says.
Gleghorn adds that having a core group of high-quality, dependable suppliers enables top-level sales professionals to provide a consistent caliber of products.
Habit No. 5: Focus On Growth
“Focus can be a challenge for any busy salesperson,” says Gleghorn. “Those who focus on a developing breadth within an account seem to have the most success. If there has been a successful promotion or program completed with one buyer, they should ask for referrals within the organization. If the salesperson is currently doing tradeshow giveaways for one department, they can ask who handles executive gifts.
“Taking suppliers on end-user calls is always effective in finding additional buyers,” Gleghorn says. “The buyer with whom the meeting is set invariably invites people from other departments to sit in.”
>>In Their Own Words: What It Takes To Hit A Million
Doug Lally, regional vice president for Sterling, Illinois, distributor HALO Branded Solutions (UPIC: HBS), is based in Houston, Texas. An industry professional for 24 years, Lally worked for another distributor then owned his own business before selling to HALO in 2006. He has met the million-dollar sales mark every year since 1997.
As a sales account executive for distributor Zebra Marketing Corporation (UPIC: ZEBRAMC) in Memphis, Tennessee, Kelly Ryan is highly regarded among supplier partners for her enthusiasm and professionalism, and the 20-year industry veteran is well on her way to meeting the million-dollar mark.
What business traits are vital in a salesperson in order to achieve high sales goals?
Doug Lally, HALO Branded Solutions:
“A chameleon-like personality, good organizational skills, a love for the product and the ability to utilize support as your sales grow.”
Kelly Ryan, Zebra Marketing:
“The most vital business trait for me is to ask for the sale. Or, my personal favorite, ‘Can I have the job?’ I have to ask—I can’t stand the suspense! Besides, the worst they can say is no.”
How does a million-dollar salesperson approach cold calling and referrals?
Lally: “Get away from pure cold-calling as soon as possible and live off of referrals. Respond quickly to the referral and close the loop with the referring friend or customer.”
Ryan: “Personally, I approach cold calls with enthusiasm and excitement. If I am nervous or a stick in the mud while cold calling, I will come across as boring, not creative and not liking what I do for a living. People do not want to deal with salespeople that are dull. I believe potential clients/prospects want to buy from people who really like what they do. This is a fun industry! Sales is a transfer of enthusiasm, especially in this industry.
“Referrals I approach with open arms. All of the hard work is done. All you have to do now is introduce yourself and show them why your client referred you in the first place.”
How do they handle rejection or, later in the process, problems with orders?
Lally: “Dating when I was single was real rejection, and personal. Sales rejection is rarely personal, and that mental frame of mind has served me well. Problems with orders are moved to the top of the list and dealt with very quickly. I have always lived with the belief that a happy customer will tell eight people and an unhappy one will tell 88 people. Keep ’em happy.”
Ryan: “Rejection is not fun for anybody. I have my good days with it and my bad days. On the bad days, my initial reaction is: I am quitting—I question why I am still in this industry. But then I calm down and say to myself, ‘I have invested 20 years in this industry, and just because one, two or five people, in one day, did not give me a chance out of the hundreds that already have, I am not giving up.’ I do make it a practice when I do have days like that to reach out to my clients who love me, and that makes it all better.
“Problems with orders? I deal with them as soon as they happen. I get in contact with the manager of production or the VP or president of sales at the factory to resolve the problem as quickly as possible. I can say I deal with great suppliers, so when problems occur, fixing them has never been a big issue.”
Is it possible to become a million-dollar salesperson by pursuing only large orders at the expense of smaller “gimme” orders?
Lally: “That is not my belief. We take all orders and look for customers with a potential of future growth. Treat everyone well and hope that a few of the minnows turn into whales. If the whale goes away, you better have a bunch of minnows to sustain you in the re-growth periods.”
Ryan: “Not only is it possible, it is a heck of a lot quicker. But, I do believe there is a balance to it as well. Sometimes—and this has personally happened to me—the “gimme” small orders lead to the larger orders with clients.
Is it better to focus on a single product or line or to be as diverse as possible in what you offer clients?
Lally: “Offer all categories of product. Demonstrate that you have ‘trimmed the herd’ and have preferred suppliers in each product category. Leverage successful projects and become a niche expert whenever possible.”
Ryan: “I believe in being as diverse as you possibly can. This does a lot for the client. It shows you are on top of your game. You know what is new and different. It shows creativity and gives them the confidence that you are the best at what you do.”
How does a million-dollar salesperson build strong relationships with supplier partners?
Lally: “Be open, direct and have a good sense of humor. Dial the supplier reps in on big projects early, and strongly support those who invest in our mutual business.”
Ryan: “I build strong relationships with suppliers by getting to know as many people at the company as possible, and treating them the same way I want to be treated. I want to be treated fairly, and I want to be able to make a profit. So do the suppliers. I have been dealing with suppliers for 20 years, and they have all been great to deal with. And they have been very good to me. Not only do I know the reps and people in customer service, I know presidents and VPs of the factories. It’s not any different than dealing with our clients; get to know as many people in the company as you can, not just the person who is buying from you. The more people you know, the more help you have when you need it.”
Is the million-dollar mark a concrete goal for you?
Lally: “(Early in my career), no. My first goal was to maximize my individual workload and then to develop a support team to grow my sales. I knew the millions would come with that approach.”
Ryan: “Every December I do goals for the upcoming year. I do strive to do better than the past year and make a plan to achieve this goal. I think reaching the million-dollar goal happens with staying focused and always striving for that mark. I believe if it happened naturally, by pursuing goals related to the way we do business, there would be a lot more million-dollar producers in the industry.”
http://pubs.ppai.org/2012/09/the-million-dollar-mentality/
Many distributor sales professionals in promotional products mirror Hilton’s ever-forward, out-of-the-box approach to business, and a few of these have managed to turn this approach into a million dollars or more a year in sales. Those who haven’t yet are certainly on their way, thanks to some key traits that suppliers say make them million-dollar sales material.
Scott Thackston, president of supplier Aprons Etc (UPIC: APRONS) in Greenville, South Carolina, has been fortunate to see million-dollar distributor salespeople at work, up close and personal, in his interactions with what he calls “preferred accounts.” Whether individuals or teams, Thackston says these distributors take a service provider approach to sales , providing solutions rather than merely selling products.
“The million-dollar salesperson sits down with a client and listens to their needs, then comes back with a solution. We see that as a recipe for success,” Thackston says.
Habit No. 1: Love The Industry, Love The Customer
Kari Moravec, CAS, strategic account manager for Hixson, Tennessee-based Gold Bond, Inc. (UPIC: GOLD0008), says a high-performing salesperson cares first and foremost about the industry and the clients. Jerome Hoxton, executive vice president of Tru Art Advertising Calendars (UPIC: TRUART) in Iowa City, Iowa, agrees: “They truly believe in the value and effectiveness of promotional products. They like, respect and know their customers very well,” he says, adding that these types of sales professionals are by extension excellent communicators, not only with customers but also with suppliers in providing clear, detailed and complete orders.
Habit No. 2: Be A Problem Solver And A Solution Provider
“I think it takes many talents to be a multi-million-dollar distributor salesperson,” says Murray Siegel, marketing director of Towel Specialties (UPIC: TOWLSPEC) in Baltimore, Maryland. “The ability to multi-task is one of the most important ones, but a good [distributor] rep also needs to be a great listener and skilled problem solver. If the rep can demonstrate a history of success and strong ROI for other clients, then sales will follow. Understanding the products and how suppliers operate is important because it gives the distributor a competitive edge.”
Hoxton adds: “A million-dollar salesperson provides creative solutions to unique customer requests, such as designing or modifying available products. This salesperson is an excellent researcher, able to find the right products, sources, decorating and service times to meet customer preferences; they are very knowledgeable about product choices.”
Melinda Gleghorn, regional sales manager of Monroe, Connecticut-based Victorinox Swiss Army, Inc. (UPIC: swisarmy), says million-dollar salespeople are more likely to market themselves as branding specialists, acting as a creative resource. “They keep clients coming back by creating successful promotions and providing responsive customer service and support,” she says. “Rather than ask ‘What color mug do you want?’ Ask what their objectives are. You are the professional. Show clients what you can do to add to their bottom line. Be prepared with case histories in which you were able to add to the bottom line with creative solutions.”
Habit No. 3: Tap Into Supplier Resources
Moravec says almost all suppliers provide ready-made marketing materials targeting vertical markets, specials or other attractive selling points for distributors to place their logos on and blast out to customers. “The salesperson also knows how to work with suppliers to get the most for each client. They use their key supplier resources as an extended sales force, allowing them to make end-user calls, reaching out to them for ideas and case studies, and developing lasting, profitable relationships,” she says.
“If you’re going into a new industry, a good distributor really holds his ear to the wall on the supplier’s education and expertise,” adds Thackston. “These distributors give positive feedback of quotes and are receptive to education. We see them doing webinars and asking for more information.”
Habit No. 4: Partner With Suppliers
“It works well when you have a project to e-mail a select group of trusted suppliers soliciting ideas,” says Moravec. “This allows the distributor to go off and do other things while the ideas come back. This is better than doing it on their own, because it saves them time and comes from a rep who has seen these products work in similar situations and has case studies.
“By doing both of these things, as well as inviting [supplier] reps on end-user calls, you are using your suppliers as a free, extended sales force,” she says.
“Also important is asking key questions of the end user and then going to the supplier and asking how they can help. You’re learning how to make the connection between all three [roles],” Thackston says.
Gleghorn adds that having a core group of high-quality, dependable suppliers enables top-level sales professionals to provide a consistent caliber of products.
Habit No. 5: Focus On Growth
“Focus can be a challenge for any busy salesperson,” says Gleghorn. “Those who focus on a developing breadth within an account seem to have the most success. If there has been a successful promotion or program completed with one buyer, they should ask for referrals within the organization. If the salesperson is currently doing tradeshow giveaways for one department, they can ask who handles executive gifts.
“Taking suppliers on end-user calls is always effective in finding additional buyers,” Gleghorn says. “The buyer with whom the meeting is set invariably invites people from other departments to sit in.”
>>In Their Own Words: What It Takes To Hit A Million
Doug Lally, regional vice president for Sterling, Illinois, distributor HALO Branded Solutions (UPIC: HBS), is based in Houston, Texas. An industry professional for 24 years, Lally worked for another distributor then owned his own business before selling to HALO in 2006. He has met the million-dollar sales mark every year since 1997.
As a sales account executive for distributor Zebra Marketing Corporation (UPIC: ZEBRAMC) in Memphis, Tennessee, Kelly Ryan is highly regarded among supplier partners for her enthusiasm and professionalism, and the 20-year industry veteran is well on her way to meeting the million-dollar mark.
What business traits are vital in a salesperson in order to achieve high sales goals?
Doug Lally, HALO Branded Solutions:
“A chameleon-like personality, good organizational skills, a love for the product and the ability to utilize support as your sales grow.”
Kelly Ryan, Zebra Marketing:
“The most vital business trait for me is to ask for the sale. Or, my personal favorite, ‘Can I have the job?’ I have to ask—I can’t stand the suspense! Besides, the worst they can say is no.”
How does a million-dollar salesperson approach cold calling and referrals?
Lally: “Get away from pure cold-calling as soon as possible and live off of referrals. Respond quickly to the referral and close the loop with the referring friend or customer.”
Ryan: “Personally, I approach cold calls with enthusiasm and excitement. If I am nervous or a stick in the mud while cold calling, I will come across as boring, not creative and not liking what I do for a living. People do not want to deal with salespeople that are dull. I believe potential clients/prospects want to buy from people who really like what they do. This is a fun industry! Sales is a transfer of enthusiasm, especially in this industry.
“Referrals I approach with open arms. All of the hard work is done. All you have to do now is introduce yourself and show them why your client referred you in the first place.”
How do they handle rejection or, later in the process, problems with orders?
Lally: “Dating when I was single was real rejection, and personal. Sales rejection is rarely personal, and that mental frame of mind has served me well. Problems with orders are moved to the top of the list and dealt with very quickly. I have always lived with the belief that a happy customer will tell eight people and an unhappy one will tell 88 people. Keep ’em happy.”
Ryan: “Rejection is not fun for anybody. I have my good days with it and my bad days. On the bad days, my initial reaction is: I am quitting—I question why I am still in this industry. But then I calm down and say to myself, ‘I have invested 20 years in this industry, and just because one, two or five people, in one day, did not give me a chance out of the hundreds that already have, I am not giving up.’ I do make it a practice when I do have days like that to reach out to my clients who love me, and that makes it all better.
“Problems with orders? I deal with them as soon as they happen. I get in contact with the manager of production or the VP or president of sales at the factory to resolve the problem as quickly as possible. I can say I deal with great suppliers, so when problems occur, fixing them has never been a big issue.”
Is it possible to become a million-dollar salesperson by pursuing only large orders at the expense of smaller “gimme” orders?
Lally: “That is not my belief. We take all orders and look for customers with a potential of future growth. Treat everyone well and hope that a few of the minnows turn into whales. If the whale goes away, you better have a bunch of minnows to sustain you in the re-growth periods.”
Ryan: “Not only is it possible, it is a heck of a lot quicker. But, I do believe there is a balance to it as well. Sometimes—and this has personally happened to me—the “gimme” small orders lead to the larger orders with clients.
Is it better to focus on a single product or line or to be as diverse as possible in what you offer clients?
Lally: “Offer all categories of product. Demonstrate that you have ‘trimmed the herd’ and have preferred suppliers in each product category. Leverage successful projects and become a niche expert whenever possible.”
Ryan: “I believe in being as diverse as you possibly can. This does a lot for the client. It shows you are on top of your game. You know what is new and different. It shows creativity and gives them the confidence that you are the best at what you do.”
How does a million-dollar salesperson build strong relationships with supplier partners?
Lally: “Be open, direct and have a good sense of humor. Dial the supplier reps in on big projects early, and strongly support those who invest in our mutual business.”
Ryan: “I build strong relationships with suppliers by getting to know as many people at the company as possible, and treating them the same way I want to be treated. I want to be treated fairly, and I want to be able to make a profit. So do the suppliers. I have been dealing with suppliers for 20 years, and they have all been great to deal with. And they have been very good to me. Not only do I know the reps and people in customer service, I know presidents and VPs of the factories. It’s not any different than dealing with our clients; get to know as many people in the company as you can, not just the person who is buying from you. The more people you know, the more help you have when you need it.”
Is the million-dollar mark a concrete goal for you?
Lally: “(Early in my career), no. My first goal was to maximize my individual workload and then to develop a support team to grow my sales. I knew the millions would come with that approach.”
Ryan: “Every December I do goals for the upcoming year. I do strive to do better than the past year and make a plan to achieve this goal. I think reaching the million-dollar goal happens with staying focused and always striving for that mark. I believe if it happened naturally, by pursuing goals related to the way we do business, there would be a lot more million-dollar producers in the industry.”
http://pubs.ppai.org/2012/09/the-million-dollar-mentality/
Saturday, September 29, 2012
It's the time of year
Thursday, September 27, 2012
Beautiful Rosewood and Decorative Metal Engraved Pocket Knives
Sunday, September 23, 2012
Be unique and first
Tuesday, September 18, 2012
The One Thing to Win at the Game of Business
Decision-making is one of the most important skills any entrepreneur needs to learn and adopt in order to achieve lasting success in business. When you look back at some of the most successfu
companies
in the world success can almost always be traced back to effective or
ineffective decision-making, yet it is a skillset that many
entrepreneurs have very little knowledge of.
We all are involved in the decision making process in our day-to-day life, whether in office or at home or elsewhere. We say good about those who can take quick decisions; we call them efficient and effective. One may feel it is futile to discuss about this topic stating that this trait is an innate part of our character and nothing much is possible to be done.
We see some people taking decisions and moving forward while some others stay put with the current situation due to indecision. Some make bold decisions, take risks and jump far ahead and out of reach of others while some exercise extreme caution and make little progress.
Just think of it for a moment:
What is it that made Microsoft a corporate superstar?
What is it that made Apple rise and fall and rise again?
What is it that transformed Facebook into a global phenomenon with over 800 million users?
What is it that make Google so popular and profitable?
What is it that led to the collapse of Bear Sterns?
The answer is always the same: the decisions that were made. Let’s just take one of these companies to illustrate the point. When Apple made a decision to have its own software for its computers it was a masterstroke that will continue to gain them a reputation for stability, simplicity and virus-free computing.
In addition this groundbreaking decision would enable them to generate significantly more revenue streams, and the ability to launch products with embedded software faster.
Yet despite the early success the business made a series of average decisions that saw the shares in the company stumble. And here the decisions started again – it was decided to bring back the founder and former CEO Steve Jobs to give them direction.
Since this decision Apple has again become a powerhouse in the IT industry and continues to outpace the competition.
Another great example of how powerful decision-making can impact the overall success of an organization is Creel Price. One of the world’s most dynamic entrepreneurs, Creel cofounded Blueprint Management Group with $5,000 in capital and later sold it for over $100 million dollars.
In his recent publication: The One Thing to Win at the Game of Business Creel attributes his success and journey as an entrepreneur to a methodology he calls: Decisionship, the ability to make faster, more effective decisions without the angst. A business formula that is now included in the curriculum in the Branson Centre of Entrepreneurship.
Since retiring from business Creel is on a mission to help more entrepreneurs achieve business success though his initiative decisionship.com. An online platform that offers decision making tools and programs for entrepreneurs. Decisionship have also launched a competition to find the worlds best business decisions with over $40,000 in prizes, including a Branson Centre Bootcamp in South Africa.
The resulting databank of decisions will be provided free of charge so that both budding and experienced entrepreneurs can tap into and learn from the hindsight of their peers before making important business decisions. To register go to www.decisionship.com
These are just two examples but if you look back at some of the most successful leaders, entrepreneurs and CEO’s you will soon find they all had the enact ability to make quick and fast decisions under any circumstance. Therefore the raison deter of any successful entrepreneur is to make and execute decisions. Thus, decision making is the heart of entrepreneurship. http://under30ceo.com/the-one-thing-to-win-at-the-game-of-business/
We all are involved in the decision making process in our day-to-day life, whether in office or at home or elsewhere. We say good about those who can take quick decisions; we call them efficient and effective. One may feel it is futile to discuss about this topic stating that this trait is an innate part of our character and nothing much is possible to be done.
We see some people taking decisions and moving forward while some others stay put with the current situation due to indecision. Some make bold decisions, take risks and jump far ahead and out of reach of others while some exercise extreme caution and make little progress.
Just think of it for a moment:
What is it that made Microsoft a corporate superstar?
What is it that made Apple rise and fall and rise again?
What is it that transformed Facebook into a global phenomenon with over 800 million users?
What is it that make Google so popular and profitable?
What is it that led to the collapse of Bear Sterns?
The answer is always the same: the decisions that were made. Let’s just take one of these companies to illustrate the point. When Apple made a decision to have its own software for its computers it was a masterstroke that will continue to gain them a reputation for stability, simplicity and virus-free computing.
In addition this groundbreaking decision would enable them to generate significantly more revenue streams, and the ability to launch products with embedded software faster.
Yet despite the early success the business made a series of average decisions that saw the shares in the company stumble. And here the decisions started again – it was decided to bring back the founder and former CEO Steve Jobs to give them direction.
Since this decision Apple has again become a powerhouse in the IT industry and continues to outpace the competition.
Another great example of how powerful decision-making can impact the overall success of an organization is Creel Price. One of the world’s most dynamic entrepreneurs, Creel cofounded Blueprint Management Group with $5,000 in capital and later sold it for over $100 million dollars.
In his recent publication: The One Thing to Win at the Game of Business Creel attributes his success and journey as an entrepreneur to a methodology he calls: Decisionship, the ability to make faster, more effective decisions without the angst. A business formula that is now included in the curriculum in the Branson Centre of Entrepreneurship.
Since retiring from business Creel is on a mission to help more entrepreneurs achieve business success though his initiative decisionship.com. An online platform that offers decision making tools and programs for entrepreneurs. Decisionship have also launched a competition to find the worlds best business decisions with over $40,000 in prizes, including a Branson Centre Bootcamp in South Africa.
The resulting databank of decisions will be provided free of charge so that both budding and experienced entrepreneurs can tap into and learn from the hindsight of their peers before making important business decisions. To register go to www.decisionship.com
These are just two examples but if you look back at some of the most successful leaders, entrepreneurs and CEO’s you will soon find they all had the enact ability to make quick and fast decisions under any circumstance. Therefore the raison deter of any successful entrepreneur is to make and execute decisions. Thus, decision making is the heart of entrepreneurship. http://under30ceo.com/the-one-thing-to-win-at-the-game-of-business/
Thursday, September 13, 2012
Do you give your clients a Calendars
Do you give your clients a Calendars at the end of the year? Don't wait till the last minute to order, at A & J Graphics and Promotions we have 100s of Designs you can pick from. Specifically designed for businesses that must do advance s
cheduling or planning, this large year-at-a-glance calendar has been a favorite of advertisers in a wide range of industries!
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile
ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile
ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
Tuesday, September 11, 2012
When it comes to printing
Whether the need is
for
25,000 full color two-sided Brochures with full bleed and a 3 day
turnaround, or for 500 one color Business Cards, A & J Graphics and
Promotions will treat it as our "most important job".
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile
ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile
ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
Thursday, September 6, 2012
What is the most Important Thing You Will Do Today?
What is the most Important Thing You Will Do Today?When is the last time you asked yourself that question? Ever? Start each day with at least one important question. Better yet, start each day by asking, thinking about and answering three questions.
What am I thankful for today? You don’t need to make this a complete list, but the more items you appreciate the fewer things you’ll take for grant
ed.
It’s hard to be in or stay in a bad mood when you start your day with
thanksgiving and appreciation. Some things are almost too easy but then
they too easily are ignored as well. I’m thankful for my wife and the love that surrounds my life. I’m thankful for my health and want to make sure I do some things today to ensure I’m treating my body right. I’m thankful that I get to do the things I love to do so that I’m not just making a living, but I’m making a life.
Where am I? Okay, many of us may wake up with this question but what I mean is “am I here, now?” If I wake up regretting something done or undone from the day before, I’m not present. I’m living in a past that no longer exists. If I wake up worrying about making a deadline and have moved my thoughts
to the fantasy of consequences that I make up for it, then I’m not present. I’m then living in a future which does not exist. Ask yourself, “Where am I?” and bring yourself to the present moment. This moment is the only reality that is. This moment is the important moment. It is your defining moment. Let go of regrets and let go of worry. Both are signposts for you that you have left the present moment and are living in a fantasy world of suffering. Live in the now in all of its perfection and in all of its delicious ambiguity.
What is the most important thing you will do today? Is it really checking your email? Watching the morning news show? Is updating your Facebook status and profile what you need to do right now? Are you vicariously living the lives of your friends online? If you are in sales, the most important thing may be solving your clients' problems or deepening and strengthening
relationships. It may be to grow your own professional knowledge and skills so that you can differentiate yourself from your competition. It may be to learn more about your customers' needs and figuring out ways to be more relevant and more valuable. Start each day by engaging the most important
activities first. Prioritize and remember — Do the important things before the urgent things. Be your best now. Right now. Written by Paul A. Kiewiet MAS CIP CPC
they too easily are ignored as well. I’m thankful for my wife and the love that surrounds my life. I’m thankful for my health and want to make sure I do some things today to ensure I’m treating my body right. I’m thankful that I get to do the things I love to do so that I’m not just making a living, but I’m making a life.
Where am I? Okay, many of us may wake up with this question but what I mean is “am I here, now?” If I wake up regretting something done or undone from the day before, I’m not present. I’m living in a past that no longer exists. If I wake up worrying about making a deadline and have moved my thoughts
to the fantasy of consequences that I make up for it, then I’m not present. I’m then living in a future which does not exist. Ask yourself, “Where am I?” and bring yourself to the present moment. This moment is the only reality that is. This moment is the important moment. It is your defining moment. Let go of regrets and let go of worry. Both are signposts for you that you have left the present moment and are living in a fantasy world of suffering. Live in the now in all of its perfection and in all of its delicious ambiguity.
What is the most important thing you will do today? Is it really checking your email? Watching the morning news show? Is updating your Facebook status and profile what you need to do right now? Are you vicariously living the lives of your friends online? If you are in sales, the most important thing may be solving your clients' problems or deepening and strengthening
relationships. It may be to grow your own professional knowledge and skills so that you can differentiate yourself from your competition. It may be to learn more about your customers' needs and figuring out ways to be more relevant and more valuable. Start each day by engaging the most important
activities first. Prioritize and remember — Do the important things before the urgent things. Be your best now. Right now. Written by Paul A. Kiewiet MAS CIP CPC
Thursday, August 30, 2012
Signature Desktop Clock
Description:Signature quartz desktop clock with glass base, rippled chrome trim, removable acrylic magnifier, scratch-free felt pad on bottom and a SR626SW button battery. 2 1/4" L x 2 1/8" W x 1 3/4" H
http://www.ajgraphicsandpromos.com/
Tuesday, August 28, 2012
Executive Jelly Bean Dispenser
This nostalgic dispenser evokes the childhood memories of the local candy store and their multi-colored array of delicious confections. Simply remove the cover, and fill the chamber with je
lly
beans. Turn the crank and feel like a kid again! We include a half-pound
of America's favorite jelly beans, the Jelly Belly in your custom
colors. Choose one, two, or three colors. Dispenser is imprinted with
your logo and packed in a navy gift box. Food gifts are great for
sharing!. 11" H x 6 3/4" W x 2 5/8" D
http://www.ajgraphicsandpromos.com/
http://www.ajgraphicsandpromos.com/
Wednesday, August 22, 2012
Code of Federal Regulations (CFR)
For example, you may find direction in the Code of Federal Regulations
(CFR), your product may have FDA requirements, and the chemicals in your
product could be on a California Prop. 65 or hazardous substance list,
or the product may be inc
luded in ASTM
standards, to name a few. It gets even more complex if state attorney
generals have determined state requirements for your products like some
have started to do with BPA.
While it’s advantageous for our industry to offer a wide range of products, it cuts both ways. We have endless options to advance a Fortune 1000 brand, but we also have endless complexity when it comes to ensuring these items are safe and compliant.
Distributors that can help their customers navigate this difficulty are rapidly growing their value. While hard pressed to be an expert on every product they show and sell to customers, distributors do play an invaluably critical role in vetting the suppliers that provide these products. This is especially important when it comes to core competency. See what I mean in this previous blog post. More and more, savvy distributors are turning to those expert suppliers that have established core competencies and have the ability to meet the end buyers’ needs.
Fortune 1000 companies are trying to do the morally and legally correct thing in order to protect their brands, with some even outsourcing the management of their compliance programs. Although well intentioned and perhaps less expensive than having their own internal team of experts, these outsourced compliance programs often result in operationally centric processes with an over reliance on testing and auditing. The result is a compliance program that isn’t comprehensive, which leaves the door open for risk.
Instead, many are finding that partnering with the right distributor that is, in turn, partnering with the right suppliers and then making sure the proper checks and balances are in place is the best path. These Fortune 1000 companies are finding that a new level of collaboration is the key, and partnering with strength not only improves their compliance results, but it can also do so in a timely and cost effective manner. http://qcalliance.org/2012/06/29/collaboration-always-delivers-the-best-solution/
While it’s advantageous for our industry to offer a wide range of products, it cuts both ways. We have endless options to advance a Fortune 1000 brand, but we also have endless complexity when it comes to ensuring these items are safe and compliant.
Distributors that can help their customers navigate this difficulty are rapidly growing their value. While hard pressed to be an expert on every product they show and sell to customers, distributors do play an invaluably critical role in vetting the suppliers that provide these products. This is especially important when it comes to core competency. See what I mean in this previous blog post. More and more, savvy distributors are turning to those expert suppliers that have established core competencies and have the ability to meet the end buyers’ needs.
Fortune 1000 companies are trying to do the morally and legally correct thing in order to protect their brands, with some even outsourcing the management of their compliance programs. Although well intentioned and perhaps less expensive than having their own internal team of experts, these outsourced compliance programs often result in operationally centric processes with an over reliance on testing and auditing. The result is a compliance program that isn’t comprehensive, which leaves the door open for risk.
Instead, many are finding that partnering with the right distributor that is, in turn, partnering with the right suppliers and then making sure the proper checks and balances are in place is the best path. These Fortune 1000 companies are finding that a new level of collaboration is the key, and partnering with strength not only improves their compliance results, but it can also do so in a timely and cost effective manner. http://qcalliance.org/2012/06/29/collaboration-always-delivers-the-best-solution/
Monday, August 20, 2012
Built Neoprene Messenger Bag For Ipad And Ipad2
Built Neoprene Messenger Bag For Ipad And Ipad2 Whether you're
commuting to work or touring the city on 2 wheels, the Neoprene
Messenger provides total protection for your iPad or iPad 2 on the go.
This slim, cross-body bag keeps your iPad
or iPad 2 100% covered in protective neoprene & has a plush-lined
front inner panel that helps safeguard the screen or the aluminum back. 2
interior pockets & 1 exterior pocket store keys, cables, a charger,
& other small accessories that simple cases can't accommodate.
Lifetime Guarantee.
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
http://www.ajgraphicsandpromos.com/bagscomputers.htm
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
http://www.ajgraphicsandpromos.com/bagscomputers.htm
Friday, August 17, 2012
Avoid Meeting Mishaps
Avoid Meeting Mishaps | PPAI Publications Listening To Unprepared Or
Ineffective Speakers. Nothing is worse than listening to a monotone
speaker who says “um” or “ah” every other word, or having someone start
their portion of the meeting by saying, “I really didn’t prepare anything for this, so let’s just wing it.”While everyone should speak and offer ideas at these meetings, some people may have to give more thoughtful, polished information. These people should be identified beforehand so they have time to prepare. This is crucial because in most organizations, to be promoted, you must have solid public speaking skills. Do your part to keep meetings focused, productive and informative.
Tuesday, August 14, 2012
AMAZING SUMMER OFFERS!
A & J Graphics and Promotions 480-830-1001 office* 480-236-6431 mobile ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
Friday, August 10, 2012
Branding YOUR Business
When you work with A & J Graphics and Promotions, you have an
“ADVOCATE” on your side to make sure we use only the most qualified
Suppliers for All of Your Imprinted Product Needs!!A & J Graphics and Promotions
480-830-1001 office* 480-236-6431 mobile
ajgraphics@cox.net www.ajgraphicsandpromos.com
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
What’s Your “Mobile Marketing Strategy”? I can help you answer that question! Text: BrandMyBiz to 90210
**Branding YOUR Business!!!
Wednesday, August 8, 2012
Beautiful Rosewood and Decorative Metal Engraved Pocket Knives
Thursday, August 2, 2012
Lapel Pins
Basic Emergency Cpr Keyring Kit
Tuesday, July 31, 2012
Unique and Inexpensive
Friday, July 27, 2012
5-in-1 Ipad Adapter
5-in-1 Ipad Adapter
| Item #: | JGDBJ-ILCKC |
| Category: | Kits-Travel, Cameras |
| Description: | The 5-in-1 iPad adapter is picture perfect! Import photos to your iPad straight from the camera itself, a micro SD card or a regular SD card. You can even send audio and video from the iPad to your tv! This function also applies to iPhone, I Touch, Nano and Classic. This product also comes with AV Cable and Mini USB Cable. 2.5" L x .5" W x 1.5" H |
| Colors: | White, Custom Available |
| Themes: | Business, Executive, Office, Television, Travel |
| Imprint: | Front: 25 x 10mm, back: 40 x 30mm. Silk screen |
| Packaging: | Cardboard box, also can be produced blank. |
| Production Time: | 10 to 14 working days |
| Zoom (+) |
Wednesday, July 25, 2012
Electronic Metal Lighter & Sterling Key Tag Gift Set
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Friday, July 20, 2012
This is a Perfect Promotional Product
Category: Utensils, Aprons
Description: 7 piece Bbq tools and apron set. This set includes 1 bbq fork, 1 tong, 1 burger flipper spatula, salt and pepper shaker, oven mitt and apron. All the tools except for the mitt have there own spot on the apron for quick access and easy storage. This set rolls up nicely in the apron.
Themes: Camping, Cooking, Outdoor, Patio http://www.ajgraphicsandpromos.com/outdoor.htm
We take Branding your Business seriously visit www.ajgraphicsandpromos.com We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net or Text: BrandMyBiz to 90210.
Wednesday, July 18, 2012
Specials
From time to time, we want to share our
Supplier's special offers with you. There's always something seasonal or
priced right for your budget. So check back often and look here for
ideas and great savings. We add new specials every week...and sometimes
every day...so feel free to bookmark our site! Call us anytime if you
have questions.
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Friday, July 13, 2012
A and J Graphics and Promotions: Apparel
Monday, July 9, 2012
This is a great deal
Thursday, July 5, 2012
16 OZ. DOUBLE WALL ECONOMY TUMBLERS
Colors- Blue, Clear, Dark Green, Green, Orange, Purple & Red
All with Matching Straws
Imprint Size 3.5” W x 3.25” H per side or 8.25” W x 3.25” H for Wrap.
A & J Graphics and Promotions is looking forward to helping you keep happy clients while Branding your Business. www.ajgraphicsandpromos.com/ A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net
The Brookhurst Cotton Cap
Item #: OBWZI-CMAIF
Category: Caps
Description: Brookhurst, Low Profile, Constructed, Brushed Cotton, Fused Buckram, Curved Bill, Velcro Fabric Strap, Combination, Headwear, Embroidered Combo
Colors: White, Navy Blue, Royal Blue, Light Blue, Khaki Beige, Red, Dark Green, Maroon Red, Pink, Brown, Hot Pink, Khaki Beige/Navy Blue, Khaki Beige/Black, Dark Green/Khaki Beige, Assorted
Themes: Headwear
Imprint: 2 1/2"x4 7/8". Embroidery,screen printed,4-color process. Price includes 5 colors/5000 stitches
A & J Graphics and Promotions We ship Nationwide! For more information, call (480) 830-1001, email ajgraphics@cox.net http://www.ajgraphicsandpromos.com/
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