january/february 2016
DESCRIPTION
Volume 23 Issue 1TRANSCRIPT
Get caught up on the latest industry news. 4
Client service specialist Gavin Rouble explains why your
customer service training may be failing your employees
while outlining simple steps to arm your front line staff . 10
Renowned industry expert Ted Stahl highlights key trends and
decorating opportunities for the coming year which could
help make 2016 your business’ most profi table one yet. 12
Author James Pooley shares his tips for guarding sensitive
company information and preventing it from making its
way online in today’s digital culture of sharing. 14
Follow these 11 networking tips to break out of your shell
and help build your business and your brand. 16
See the latest wearable, advertising specialty, and decorating
supplies & equipment off erings from industry suppliers. 22
A Tristan Communications Ltd. Publication Volume 23, Issue 1
IMPRINT CANADATHE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS
To some, colour management seems like a mystical practice too diffi cult to under-
stand, but for any print professional this shouldn’t be the case. Understanding a
few basic colour principles and what
colour management tools are avail-
able, will remove some of the mys-
tery and help you produce quality
prints in a timely fashion.
Colour management profession-
als use hardware and soft ware tools
to determine how much ink your
substrate can hold and the correct
percentages of each channel to pro-
duce accurate colour.
Th e hardware tools are called
densitometers or spectrophotom-
eters and the soft ware tools are most commonly ICC profi ling soft ware and rip
soft ware. Each piece plays its part.
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Th e garment decoration industry is in a period of rapid technological innovation. Organizations are quickly
adopting new technologies and business practices to improve productivity and profi tability.
One such change is the movement toward garment personalization and the automation of this process. It
is now becoming more and more diffi cult for digital print and embroidery businesses to remain competitive
without off ering a mass personalization solution to their customer base.
Personalization is a segment of the business that provides a very high profi t margin when managed eff ect-
ively. Th e automation process builds upon this, allowing you to keep costs low while maximizing productiv-
ity. Together, personalization and automation are making a large impact across both the digital print and
embroidery worlds.
Personalization is great for building a customer base in sports teams, clubs and events because a single
template can serve as the basis for hundreds of designs. Automation makes the personalization process very
straightforward:
1. Your customer creates their design from scratch or based on a pre-defi ned template, adding their name, initials or a personalized message to the garment. 2. Th e soft ware gives the customer the opportunity to see a rendering of the design and check for any mistakes before approving it and submitting for production. 3. Once submitted, your ordering system automatically receives the design and your operator will be able to load it directly onto the machine for production using a barcode scanner.
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When Bank of Canada governor Stephen Poloz
addressed the Empire Business Club in Toronto in
early December, few were expecting him to mention
that adopting a negative interest rate would be one of
the tools the Central Bank would consider utilizing
during an economic crisis.
When a bank adopts a negative interest rate, deposit-
ors are actually charged to keep their money in an
account. Negative interest rates are a strong signal
that traditional policy options have not produced
the anticipated stimulus results.
In a negative interest rate environment, banks that
are holding vast sums of cash are punished for doing
so and are somewhat leveraged by the negative rate
to be more encouraged to lend out money to busi-
nesses. Th e thinking is that rather than holding excess
reserves with the Central Bank, banks could stimu-
late economic activity by lending these reserves out.
If the Bank of Canada were to set a negative interest
rate, Canada’s chartered banks would have much to
consider before deciding to pass on the costs to the
public for keeping cash deposited in bank accounts.
In a 2013 Master Card report, Canadians ranked third
behind only Belgium and France when it came to pay-
ing for purchases digitally (Interac) or by credit card.
If Canadian banks began charging consumers for keep-
ing cash balances in accounts, the logic follows that
consumers would fl ock to the bank to withdraw their
cash to avoid holding costs. How would consumers
then support their credit card and digital payments
with no cash in the bank? How soon before rules and
possibly even government policies are introduced
limiting cash withdraws? How willing would con-
sumers withdrawing their hard-earned money be
to incur security and insurance costs to protect it?
Before the Bank of Canada implements never-before-
used economic tools like negative interest rates, I
sincerely hope that consumers will be educated on
the pros and cons of such policies.
Somehow I fi gure that we will be scrutinized and
monitored more than ever before over bank balances
and economic transactions.
Th e hand in our pockets keeps getting bigger and
stronger!
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Industry News
alphabroder has announced that it has completed a
deal to merge with fellow supplier Bodek and Rhodes.
Financial terms of the deal were not released, but the
transaction brings together two large suppliers; com-
bined, the two companies’ annual North American ad
specialty sales will surpass $1 billion.
“Th e combination of these companies was born out
of input from our customers, so we will honour this by
continuing our sharp focus on their businesses,” said
Norm Hullinger, CEO of alphabroder.
“Bringing our organizations together will provide
us with the fl exibility and agility to focus 100 per cent
on our customers – to deliver best- in-class solutions
to help their businesses succeed,” he added.
Following the transaction, the companies will main-
tain separate identities, and Bodek and Rhodes will
have a distinct website and customer-facing operation.
“As a family business, Bodek and Rhodes gave care-
ful consideration to our customers and employees and
we feel that we have chosen a partner that matches our
values and commitment,” said Mike Rhodes, CEO of
Bodek and Rhodes. Mike and members of his family
will continue as owners in the combined company and
Mike will serve on the Board of Directors.
Gildan Activewear Inc. (TSX:GIL)(NYSE:GIL)
announced that Glenn J. Chamandy, its President
and Chief Executive Offi cer, has transferred 3,000,000
Gildan common shares to a family foundation estab-
lished for philanthropic purposes.
In addition, Mr. Chamandy plans to transfer
5,000,000 common shares to an independent trust for
the benefi t of his family for estate planning purposes.
IMPRINT CANADA
Imprint Canada is published six times per year by Tristan
Communications Ltd. Th e contents of this publication may
not be reproduced either in part or in whole without the
consent of the copyright owner. Th e views expressed in this
publication are not necessarily those of the publisher. Request
for missing issues are not accepted aft er three months from the
date of publication.
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ISSN: 1480-1884 GST Registration #: RT892913294
IMPRINT CANADA
PUBLISHER Tony Muccilli : [email protected]
PRODUCTION MANAGEMENTAdriano Aldini : [email protected]
CONTRIBUTORSRyan Lee, Jamie Kiekebelt, Ted Stahl, Gavin Rouble,
Alaina G. Levine, James Pooley
MARKETING COORDINATORSteve Silva : [email protected]
OFFICE ADMINISTRATORMaria Natale : [email protected]
GENERAL [email protected], (905)856-2600
ADVERTISING SALESTony Muccilli (Toronto)
Tel: (905) 856-2600 Fax: (905) 856-2667
November/December 2016 - Volume 23, Issue 1
Source: Fibre2Fashion
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Automation solutions will seamlessly integrate into your current production processes, no matter how large or small your apparel decoration business is.
An automation solution will save you time and labour costs, improving delivery times and eliminating costly errors associated with manual input. Th is new technology also ensures consistent, high quality stitch-ing and inputs a networking system for your machines to streamline production.
Automating your business maximizes the produc-tivity of your employees, as your machine operators will be able to manage multiple machines simultan-eously. Instead of an operator taking the design manu-ally from the order and inputting to the machine, the process is now as simple as scanning a barcode and readying the garment for production.
It is important that an automation solution be tailored specifi cally to your organization’s needs and strengths. Designs can be created automatically accord-ing to your company’s guidelines and text generation rules, and can be downloaded almost instantly to your production machines once confi rmed. Th e automation process runs through a text and design creation engine that generates designs based on orders created online
or in-house. Th is part of the process is completed with-out any user intervention and allows you to maximize the effi ciency of your business and employees. It frees you from tedious tasks such as order processing and manual entry, creating more time for you to focus on other aspects of the business.
Automation will help your bottom line in several ways. For one, it eliminates production errors, thus eliminat-
ing the cost of lost products and unhappy customers. With an automated solution in place there’s no need to worry about spelling errors, spacing issues or crude lan-guage appearing in any of your designs. Embroidery fi les are generated automatically from the order information and by consulting your own product-specifi c param-eters, such as the size of the design and font selection. Th e entire process becomes streamlined.
You can also gain valuable insight into your organ-ization with automated reporting tools. Th is will give you information about both operator and machine effi ciency, as well as information on specifi c designs. You can eff ectively manage production schedules and re-evaluate staffi ng based on the report’s fi ndings. Th ese reporting tools can be accessed from any desk-top computer, phone or tablet with an internet con-nection, enabling you to keep an eye on the progress of your production fl oor from home or from the road.
When you are ready to automate your business, it is important to look toward an organization with experi-ence and a reputation for quality. Companies that imple-ment both personalization and automation are sure to see a boom in businesses. When a company experiences this type of phenomenal growth, it must have the equip-ment and systems in place to keep up with demand. A great automation solution is one that is scalable, growing alongside your organization and increasing the rate at which orders can be handled and processed.
To learn more, be sure to attend the seminar: AUTOMATION AND PERSONALIZATION FOR PRINT AND VECTORS IN EMBROIDERY presented by RB Digital featuring Jamie Kiekebelt, Product Manager for Pulse Microsystems Ltd. The seminar takes place at the Toronto Imprint Canada Show on January 8th from 11 a.m. - 12:30 p.m.
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Th e densitometer reads colour to give the user infor-
mation that the naked eye can’t see. Th e profi ling soft -
ware uses a few colour readings and makes calculations
to reproduce the potential thousands of colours in your
fi les. Th e rip soft ware helps control the entire colour
management process from interpreting fi les to control-
ling the actual printer.
Th e goal of a good colour management expert should
be to fi nd appropriate combinations of settings to pro-
duce a large colour gamut and neutral grays while main-
taining clean lines in your graphics.
Th is combination of settings is commonly called a
colour profi le. Realize however that these settings are
specifi c to the combination of ink, fabric, paper, soft ware
and printers. If you change any of these variables then
expect your colour output to change. Using one profi le
for everything you print on will result in diff erent colour
on each fabric.
Unless you have mastered the colour management
steps you might be asking your supplier for profi les.
Make sure this supplier understands what you are print-
ing on so the profi les they provide match.
To verify if you have a good profi le, print images with
memory colours like faces, fruits and vegetables.
If you can print good skin tones, solid blacks without
bleeding and neutral grays then you have a great start-
ing point. Most of the fi les you print will be reproduced
accurately. Realize that some colours can’t be reached
with the particular ink and fabric you are using. Th ese
colours are considered out of gamut. Rip soft ware can
help determine if you can possibly achieve that fl uores-
cent colour you’re targeting before you ever print. How
this is done will vary depending on the rip brand but
look for this feature.
In the real world the Pantone or spot colour in your
fi le may be within your ink’s colour gamut and may print
‘accurately’ to ICC standards but the colour you are print-
ing still isn’t what you want to see.
Rather than endlessly editing the colour values in
Adobe Illustrator or Corel Draw, rip soft ware can help
you do a spot colour replacement with colour values from
actual prints you choose. Some rips will quickly generate
a set of patches similar to the colour you are trying to
print allowing you to do a visual match. Once the visual
match is decided on use the correlating colour values
printed next to the patch to force the rip and printer
to replace the Pantone’s colour values with the ones of
your choosing. Th is replacement can be saved and used
automatically whenever the same Pantone is found in a
future fi le. For this method to function most effi ciently,
preserve solid colours as vector. If you rasterize, causing
the colour values to change from pixel to pixel, then the
replacement won’t be useful.
As mentioned doing spot colour replacements isn’t a
useful tool for manipulating fully rasterized data such as a
photo. Some customers prefer a warmer or cooler looking
print than what the provided profi le is giving. To aff ect a
global colour change in all raster data apply a correction
curve in the rip soft ware. Th is method does require some
experience, however it can be a powerful colour tool and
save you from opening each fi le in your design application
to apply the curve before sending to print.
Returning to the issue of changing variables such as ink
or transfer paper and the eff ect it will have on your colour.
Th e same truth holds to your fi nishing process control. Any
change in humidity, heat press pressure, temperature or time
can change the fi nal product. If you want consistent colour
then your process must be consistent.
For each type of fabric document the correct heat press
settings and keep them visible at the press. Th is can help
prevent wasted time and materials.
With diligent attention to detail and full utilization of
colour management soft ware you can provide excellent
quality colour your customers will appreciate while doing
so effi ciently to improve your bottom line.
This article was provided courtesy of Ryan Lee, Colour Specialist at Wasatch & Pablo Gomez, Colour Management Specialist at Value-Rite Business Products Inc.To learn more, be sure to attend : UNDERSTANDING COLOUR TO MAXIMIZE EFFICIENCY AND PRODUCTIVITY presented by Value-Rite Business Products Inc. and hosted by Ryan Lee. The seminar takes place at the Toronto Imprint Canada Show on January 8th from 9 a.m. - 10:30 a.m.
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IMPRINT CANADA
News
Growing up in Niagara Falls, Ontario, I spent most of the summers of my later teenage years working in various jobs within the tourism industry. It seemed like each year I was subjected to “fl avour of the day” customer service training that, in hindsight, should have been called “suck it up and take it” training. I call it that because all of the training seemed to be the same: when an upset or angry custom-er is standing in front of me, screaming at me for something I had no part in (but was none-the-less guilty by association of), I am to “listen” in order to identify the problem, determine what their needs are, and fi nd a solution that meets their needs if that solution is in alignment with company policy...and if no such solution exists, I am to “suck it up and take it” while the customer con-tinues to scream at me (this latter part was inferred, not taught!). So, my main take away from all of this customer service training, looking back, was that I was cannon fodder.
Th e training I experienced, while not identical, is quite similar to much of the “customer service” train-ing out there. Sure, diff erent trainers and consultants will endorse diff erent ways to “listen” and “problem-solve”. Some even off er ideas on how to “defuse” the situation and calm the angry customer down. While none of these methods are bad or wrong, they all have one thing in common. Th ey still result in the employee walking away feeling like they just went three rounds with Manny Pacquiao (he’s a boxer, in case you aren’t sure.) Th e employee walks away emotionally battered and bruised. Some will become angry, others burnt out, and some may even, even-tually, quit or go on stress leave. But the customer
walks away happy (at the expense of the employee.Why? Because under these “customer service”
approaches, the focus of the employee-customer interaction is solely on the well-being of the customer while completely ignoring the eff ects of the inter-action on the employee. Yet, no matter how thick your skin is, constant verbal abuse will wear down even the most experienced front-line professional. So, is there a solution that will appease and satisfy the upset customer while allowing the customer service employee to still experience a high level of job satis-faction? Absolutely. Here it is.
Th e secret to developing a rock-star customer
service team that is able to satisfy even the toughest of customer concerns or complaints without getting thrown under the proverbial bus is to train employ-
ees to neutralize the behaviour of the upset customer.
When this is success-fully accomplished, the employee never lets the initial anger, frus-tration, and negativ-ity spewing from the customer aff ect their own sense of “self ”. Fortunately, this occurs completely within the employee and doesn’t
even require the customer to know what is happen-ing! Th is can be accomplished by teaching employees to:
1. Understand that the person has a problem and may be upset as a result. Th at is why they are speaking to you in the fi rst place. Don’t become defensive.2. Accept that the customer may not have the com-munication skills to articulate what exactly it is they need and may come across poorly. Don’t take off ense.3. Remember the customer’s issue is huge to them. Th ey purchased a product or service in good faith that didn’t work for them and now they want some sort of satisfaction, which they are entitled to. Most of us have, at some time, been in that cus-tomer’s shoes. Understand them.It is critical for front-line employees to understand
the interaction and where the upset customer is com-ing from. Th is will allow the employee to always speak to the customer respectfully and with honesty. Lastly, the employee must be empowered to say to every upset customer, “if I can, I will”. Th at way, if the employee is unable to provide the solution that the customer wants due to industry regulations, company policies, business ethics, etc., the employee can walk away from the interaction knowing they did every-thing in their power to solve the problem and that any failure to resolve was on the part of the customer.
Th ese simple tips will allow front-line employees to always serve customers with respect, honesty, and the knowledge that they have the freedom to go as far as management will let them to solve any customer complaint. Best of all, when a customer approaches them with a bad attitude, the employee is able to walk away from that interaction without the psychological and emotional drain that seems so common amongst customer service employees today.
Gavin Rouble is co-founder of The 2% Factor, which works with companies around the world to neutralize the disruptive and dysfunctional behaviour of the 2% of their employees so that it doesn’t adversely aff ect the other 98%.
For more information, go to www.the2percentfactor.com.
News {Business Development}
| January/February 2016 12 IMPRINT CANADA
News
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With the imprinted sportswear marketplace continuing to explode, it seems almost impossible to fail when selling custom apparel these days. However, with more and more competitors jumping on the garment decoration band-wagon, it’s necessary to go outside your comfort zone in order to thrive.
For some this might mean expanding by o� ering new services—screen print-ing and embroidery aren’t always the best options on today’s popular technological fabrics. For others, it might mean being open to the newest trends and showing your customers that you o� er more than one type of decorating. You also need to adapt to the demands of a culture that is increasingly demanding faster service, lower minimums and higher quality. Let’s take a look at some of the heat printing trends upon which you can capitalize on in 2016 and beyond. More than just “over-night sensations”, these trends are actually solid opportunities upon which to build your business.
Trends in Colours: Getting Re� ective� ere’s no doubt that the trend for metallic numbers is still
going to be strong for sports uniforms, especially football, hockey and even soccer. If college football in the U.S. is any indication, you can’t help but notice the “fashion show” that is going on with some of them, as each try to outdo one another with more spectacular and eye-catching uniform presentations. Metallic numbers can be purchased as pre-cuts or you can cut your own custom numbers and player names with metallic heat transfer � lms.
We don’t expect the demand for metallic to drop o� any time soon, but it makes one wonder what’s next for the teams that really want to stand out.
Re� ective is one answer. We predict that teams will be fea-turing re� ective numbers and other elements, even if they are
only using it as a background or accent. It is extremely easy to add re� ective elements to any garment using a heat press. � ere are also number and lettering styles available in re� ective options, as well as custom logos that can be produced. Re� ective materials are also available in a range of colours, and printable � lms can be used to combine full colour printing and metallic e� ects.
O� ering re� ective printing services is also an excellent way to get customers in the door. It’s perfect for adding onto youth backpacks or outerwear, as well as an addition to most running wear items. Businesses that have employees who deliver products in the dark or that need an extra bit of safety can also con-sider it for corporate wear.
Trends in Decorating: Full Colour� is Spring season, don’t underestimate the importance of
full colour logos and your ability to o� er this service to your customers. If you are still in the dark about the importance of full colour, this is the year to let the colour shine in.
One reason you may not currently have customers who purchase full colour logos is because they may have been priced out of reach, or your customers may not have real-ized that they were an option.
Today’s consumers are becoming increasingly aware of the
a� ordability and availability of full colour, even in smaller quantities. With so many full colour technologies available - from digital transfers, litho transfers, direct to garment, sublimation and ink jet printing - there are more options than ever when it comes to full colour printing.
Don’t be afraid to say “We can print that in full colour.” If you own an eco-solvent ink jet printer, you can print your own full colour logos in house using digital media designed speci� cally for apparel. � ere are also printable � lms with low-temperature adhesives for application on performance wear. Just print, cut and heat apply. If you don’t want to invest in new equipment, � nd a service provider that can o� er full colour custom transfers–even if you only need just small quantities.
Mixed MediaYou will also see more people using mixed-media or
“mixology” techniques. � is can include combining embroidery with screen printing or heat printing, or digital transfers with heat transfer � lms and � ocks, or Direct-to-Garment with embroidery…the list is plentiful.
Just visit any professional sports stadium and you’ll see bling elements, such as Glitter Flake materials or some rhinestone bling. Don’t turn your nose up at this trend, it’s here to stay. And even if your teams don’t seem interested in having their jerseys sparkle, don’t forget about fan apparel and spirit wear.
Performance WearIf you’re currently not o� ering custom perform-
ance wear, this is an opportunity you are missing out on. It’s rare to � nd a team that’s happy with a plain old cotton T-shirt anymore. More o� en than not, it has to be polyester or some other wicking, stretchy, sporty fabric. � ese new fabrics are more di� cult to decorate than cotton or cotton/poly but it can easily be embellished using a heat press. With dozens of new low-temperature heat printing methods available for creating custom logos on stretch fabrics, you can service this sought a� er market. � ere are also heat print materials available with sublimation blocking properties, so you can add custom names, numbers and logos without worrying about dye migration.
All You Need is a Heat PressInvesting in expensive equipment to take advantage
of these apparel decorating trends is not necessary. It’s possible for you to o� er your customers metallic logos, names and numbers, re� ective logos, glitter logos and names and even full colour digital printing on perform-ance wear in 2016. Take your apparel decorating services to the next level in 2016. All you need is a heat press and you are ready to say YES to just about any kind of cus-tomization, in any quantity, on any fabric.
Build Your Business in 2016Heat Printing Trends Are Opportunities By Ted Stahl, Executive Chairman and Founder, GroupeSTAHL
About The Author Ted Stahl is the Executive Chairman of the Board of GroupeSTAHL, an international group of companies specializing in heat printing methods. Highly regarded by his peers as an industry pioneer, visionary and in� uential person in the decoration industry, in 2010 Ted Stahl was inducted into the National Sporting Goods Association Hall of Fame.
Reflective names and numbers continue to trend in 2016. You can create these sought
after designs with a heat press and heat transfer materials.
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News {Social Media}
| November/December 201514 IMPRINT CANADA
You can be sure that most of your employees are active on social media. For younger ones, in fact, Facebooking, Instagramming, and Tweeting are as natural as breathing. But suppose an employee shared pictures of your product prototype? Posted a dra� patent application your com-pany was about to � le? Messaged a Dropbox link with con� dential infor-mation (even if only to a fellow employee) over an insecure connection? Crowdsourced a question about a sensitive issue she was handling for a cus-tomer?
Do scenarios like these keep you up at night? � ey should. Social media and the “sharing” culture it has sparked are very real threats to your organization.
� e Internet has changed the way we work and com-municate. � at change has profound implications for a trade secret system that relies largely on human trust.
I’m not saying openness is inherently bad. Obviously, a certain amount is needed if we’re to collaborate for innovation. Yet there’s a dark side to the comfort level that’s evolved around all this sharing. Companies need to acknowledge the risks of social media and work to prevent leaks by improving their employees’ knowledge and good judgment.
Having recently completed a � ve-year term as dep-uty director general at the World Intellectual Property Organization in Geneva, where I was responsible for management of the International Patent System (PCT), I am very familiar with the � elds of intellectual property, trade secrets, and data security.
My new book Secrets: Managing Information Assets in the Age of Cyberespionage, thoroughly explains how to recognize and mitigate the risk of information loss in today’s electronic business landscape.
Here are six tips to help you keep your company’s sensitive information o� social media feeds:1. Understand that you’re asking employees to go against their “digital instincts.” By their very nature, social media platforms encourage users to publicly disclose the minutiae of their lives (usually the more, the better). � e so-called Facebook generation is con-ditioned to casually communicate, swapping � les and using the Cloud to store and access photos, music, and more. � ey are experts at revealing a lot using only 140 characters.
Making sure that social media doesn’t become a hole through which your company’s secrets leak is an especially challenging task because you’re essentially asking employees to check their habits at the door. � ey’ll need to learn to operate based on a di� erent set of standards that o� en contradict how they deal with information in their private lives.2. Put social media policies in writing. Don’t assume
that a few informal warnings and cautionary tales will keep all your employees from tweeting and posting what they shouldn’t. If your company already has gen-
eral policies about the disclosure of informa-tion assets, make sure they become part of the o� cial set of rules that govern employees’ use of social media. � ese policies will reinforce the need to keep per-sonal and work issues separated and not to post about what is going on inside the company.
Larger companies need to have these poli-cies reviewed by legal counsel, since typically broad con� dentiality restrictions can violate labor laws that guaran-tee employees the right to discuss their work-
ing conditions. Additionally, companies need to decide if social
media business contacts belong to them or to their sta� . According to recent court decisions, if this isn’t clearly speci� ed in the company’s policies, those con-tacts and the social media account itself can be claimed by the employee when he leaves.
3. Train, train, and then train some more. In many organizations, a� er initial orientation, data protec-tion policies are le� on the shelf and more or less ignored. � at’s dangerous, because sta� can easily forget about the rules or lose respect for the dangers of noncompliance. Meanwhile, they may be work-ing on collaborative projects, examining acquisition possibilities, receiving development proposals, and more. All of these situations can lead to personal social media connections, where you will be relying on the knowledge and good judgment of your employees to control risks.
You can mitigate much of this risk by creating a quality training program that engages your employees as part of the security defense team.
� ey’ll make fewer mistakes themselves on social media (and elsewhere), and they’ll also be on the lookout for the mistakes of others. Keep in mind that the best training is continuous, careful, upbeat, and professional, and does not rely on threats.
And be sure to include everyone—not just key know-ledge workers—in social media security training. � at includes contractors, temporary employees, and interns.
Secrecy, continued on page 16
Secrecy in the Age of Social Media: Six Ways to Keep Trade Secrets and Sensitive Company Information OfflineBy James Pooley
In today’s “sharing” culture, your employees are used to posting about the minutiae of their lives on social media—and that can
mean bad news for your company.
The Internet has changed the way we work and communicate. That change has profound implications for a trade secret system that relies largely on human trust.
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4. Know which devices might represent a risk. Th e growing popularity of “BYOD” policies means that many of your employees may well be storing sensi-tive information on the same laptops, smartphones, and tablets they use to scroll through status updates in the evenings.
Th at’s cause for concern, because cyberthieves can gain access to these devices’ contents and your company’s systems through relatively easy-to-hack social media accounts and apps.
In addition to establishing clear policies on social media use and providing continuing training, con-sider technical mitigation measures. Mobile Device Management (MDM) tools can remotely confi gure devices, monitor what’s on them, and even erase their data if lost. MDM techniques can also include encryption for data stored on or communicated from the device. 5. Teach your employees to spot social media scams. In addition to using MDM tools, training employees on methods that information thieves oft en use can help them avoid falling prey to traps on social media. For instance, social media profi les give hackers a lot of information that they can use to compose realistic-looking, customized email phishing messages.
But beyond that, websites themselves can be used directly to fool people into joining a fake group, survey, or event, sometimes using a money coupon as a lure. Other traps involve fake “like” buttons, browser extensions off ered for download, or compel-ling off ers designed to make the viewer want to share them with friends. All of these social network scams are grounded on the idea that we are all so used to rapidly connecting, sharing, and exposing that we’ll do it more or less automatically with anything that looks attractive. Teaching employees to think twice before clicking can help secrets stay secret.6. Be aware of your offi cial social media presence. While you may not be able to fully control what
your employees post on their personal social media accounts, you can certainly keep a close eye on offi -cial company Twitter, Facebook, and other social media pages.
Have a safety net of trusted employees monitor-ing and maintaining your company’s presence on social media to stop potentially revealing posts from ever reaching the public eye. Also, regularly change passwords to lock out account thieves who may have successfully procured your company’s login information.
Social networking has become a fi xture of modern personal and professional life, so embrace its many benefi ts. Just be aware of the security concerns social media represent and proactively work to prevent breaches, whether they come from employee use or offi cial company activity.
James Pooley is the author of Secrets: Managing Information Assets in the
Age of Cyberespionage, a must-have guide for executives and managers,
knowledge workers, consultants, security professionals, entrepreneurs,
investors, lawyers, accountants, and anyone who works with information.
Pooley provides international strategic and management advice in patent
and trade secret matters, performs pre-litigation investigation and analysis,
and consults on information security programs.
Mr. Pooley recently completed a fi ve-year term as deputy director general
at the World Intellectual Property Organization in Geneva, where he was
responsible for management of the international patent system (PCT). Before
his service at WIPO, Mr. Pooley was a successful trial lawyer in Silicon Valley
for over 35 years, representing clients in patent, trade secret, and technology
litigation. He has also taught trade secret law at the University of California,
Berkeley, and has served as president of the American Intellectual Property
Law Association and of the National Inventors Hall of Fame, where he cur-
rently serves as chairman of the board.
Mr. Pooley is an author or coauthor of several major works in the IP fi eld,
including his treatise Trade Secrets (Law Journal Press) and the Patent Case
Management Judicial Guide (Federal Judicial Center). He graduated from
Columbia University Law School as a Harlan Fiske Stone Scholar in 1973 and
holds a bachelor of arts, with honours, from Lafayette College.
We all know people who can walk into a room full of total strangers and walk back out with a group of new best friends. Th ey’re the kings and queens of confer-ences and mixers. At every networking event, they make small talk and introductions look easy…while you nurse a drink in the corner and limit your conversations to people you already know. (Frankly, you’d rather visit the dentist or fi le your taxes than approach a total stranger to promote yourself and your brand!)
If this sounds all too familiar, you aren’t alone. And better yet, there is a way for you to confi dently step out from behind the potted plant you’ve been hid-ing behind. Networking is a part of professional life at which many introverts from all industries tend to stall, and I’m here with a plan to help you navigate those uncharted social waters.
In today’s connected world, the ability to collab-orate and innovate with others isn’t a nice skill to have—it’s a must-have. No matter how experienced or talented you may be, you’ll never be able to fully leverage your technical expertise if you are unable or unwilling to make mutually benefi cial connections with other professionals.
In my book Networking for Nerds, I share concrete insight and step-by-step instructions to help even the most hesitant connector craft professional networks that are mutually benefi cial and that support the advancement of career goals. Here are 11 networking principles that will help you to network productively and (relatively) painlessly:1. Look for positive partnerships. Don’t think of networking as schmoozing or something slightly sleazy (like selling a used car). Successful network-ing is about craft ing win-win partnerships that bring value to both parties—it is never about trying to extract something from someone.
So approach networking with the fundamental idea that you are seeking to fi nd out what people need or what problems they have that you can help them with. Right off the bat, this will help you shed your reluctance to approach others with your projects and ideas.2. Look at networking through a new lens. For many people, networking has a place on the “dreaded chore” list right up there with cleaning out the gutters.
Others erroneously think that networking takes time away from the outputs associated with success in
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your profession. But it’s important to see connecting
with others as a positive activity that advances your
success and that’s even (gasp!) enjoyable.
Th ink of it this way: It is always a privilege and an
honour to have the opportunity to discuss topics that
you and the other party are passionate about. So take
pleasure in the gift of meeting new people and seeing
what can come from the new exchange.
3. Keep the conversation positive. When you are
networking and you
meet someone for the
fi rst time, discuss only
positive topics and steer
clear of potentially con-
troversial topics like pol-
itics and religion. You
want to make a good
impression and ensure
that your new contact
equates you with happy
thoughts.
4. RSVP to professional events with a “Yes.” You might not always feel
like attending mixers,
receptions, and confer-
ences. (Let’s face it: Sometimes, your Netfl ix queue
and a bowl of popcorn seem much more enticing.)
But unless you have a compelling excuse to stay home,
go to these professional events anyway.
Don’t limit yourself to industry events, either.
Be on the lookout for get-togethers hosted by your
alumni association or regional chapter, local char-
ities, or other organizations for which you volunteer.
And don’t stress about having an opening line when
meeting new people. Just walk up to someone and
introduce yourself. Th e more you do this, the easier
it gets—I promise!
5. Keep business cards in your wallet at all times. Why? You never know who you might meet at your
friend’s birthday party, the neighborhood potluck,
or your cousin’s wedding. For that matter, you never
know who you might sit next to on your next fl ight!
While the focus of social events and everyday inter-
actions isn’t usually on business, it’s always wise to be
prepared in case the conversation does veer in that
direction. And on a similar note, do carefully con-
sider the way you dress and behave when you’re off
the clock, as people are always watching and making
decisions about your brand. Perception equals truth
in the minds of the public.
6. Don’t be afraid to make fellow networkers come to you. If you’re really feeling adventurous, be entre-
preneurial and throw a “meet up” for people in your
industry. Use Meetup.com and LinkedIn to promote
the gathering.
You’ll get a chance to make new contacts and hone
your skills in event planning and marketing. In addi-
tion, people will truly appreciate your initiative to bring
everyone together and will take note of your expertise.
7. Enjoy yourself—to a point. Yes, there’s a reason
why alcohol has a reputation as a “social lubricant.”
It can help take the edge off your nerves, which oft en
comes as a welcome relief at networking events.
Just watch your intake—limit yourself to one small
drink, or only a few sips. Remember your ultimate
purpose. You are there to network, not to get drunk.
8. Find a fun new group—and keep your eyes peeled for opportunities. Are you feeling a bit bored by your
regular routine? Consider joining new clubs or taking
classes in subjects that interest you.
Any aggregation of people presents an opportunity
to make new friends and to network. And since you
are all engaged in an activity that you enjoy, everyone
will be in a good mood and more open to making and
solidifying connections.
9. Use social media to be social…and to network.In between posting pictures of your family’s activities
and sharing interesting
articles, don’t forget to
keep up your networking
momentum by contrib-
uting value to profes-
sional conversations on
social media sites like
LinkedIn, Facebook, and
Twitter.
Explore these sites in
depth and unlock their
hidden potential. For
example, take a tour of
the underused “Find
Alumni” feature on
LinkedIn. You might be
surprised by how many
alumni are in your region
or industry. Sharing an alma mater will likely make
these individuals more willing to connect with you.
10. Be open to connecting with friends of friends…and their friends, too! As you network, be open to
connecting with people who are not in your industry
or who seemingly don’t have anything in common with
you. Remember, the six degrees of separation theory
says that we are connected to every other person on
the planet by no more than six degrees—and it’s sur-
prising how oft en it’s proven to be true!
So, for instance, there’s a very large chance that you know
someone who knows someone who knows the head of
HR at a company in which you’re interested. Additionally,
you never know what information you are going to learn
until you engage someone in conversation. By networking,
chances are you will leave with ideas and inspiration to solve
your problems or navigate your career in novel ways. Th is
has happened to me many times!
11. Give yourself a goal. If the very thought of net-
working makes you want to crawl under a rock and
stay there (hello, introverts!), make it your goal to
reach out to just 5 or 10 people a month with whom
you would like to build a partnership.
Whether you’re reaching out via email, LinkedIn,
or in person at an event, introduce yourself and ask
for an “informal discussion.” Let them know why
you want to meet with them—namely, that you are
interested in exploring the opportunity to collaborate
and contribute to their team. Th at’s all you have to
do—and you’ll be amazed at your success!
Hidden, game-changing career opportunities are
everywhere, but they won’t magically reveal them-
selves. Th e only way to access these clandestine gems
is via networking. Most people feel that they lack the
confi dence to network, which gives you a distinct
advantage if you do. And trust me—making fruit-
ful connections really does get easier with practice.
Alaina G. Levine is the author of Networking for Nerds as well as a celebrated and internationally known speaker, comedian, career consultant, writer, and entrepreneur. She is president of Quantum Success Solutions, an enterprise dedicated to advancing the professional expertise of both nerds and non-nerds alike. To learn more, visit www.alainalevine.com or follow @AlainaGLevine.
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SOURCE: STATISTICS CANADA
Real gross domestic product (GDP) rose 0.6 per cent in the third quarter, fol-lowing two consecutive quarterly declines.
Th e quarterly growth was driven by increased international demand for Canadian goods and services.
Expressed at an annualized rate, real GDP expanded 2.3 per cent in the third quarter. By comparison, real GDP in the United States rose 2.1 per cent.
Exports up, imports down as terms
of trade weakenTh e terms of trade fell for the fourth
quarter in a row, as rising import prices outpaced increasing export prices. Th e Canadian dollar depreciated against its American counterpart in the third quarter.
Exports of goods and services increased 2.3 per cent, following a 0.5 per cent gain in the second quarter. Exports of goods rose 2.7 per cent, following a 0.5 per cent increase in the second quarter.
Imports of goods and services fell 0.7 per cent in the third quarter, following a 0.5 per cent decline in the previous quarter.
Household spending on the rise
as national savings rate plunges
below 3 percentHousehold fi nal consumption expendi-
ture increased 0.4 per cent in the third quarter, following a 0.6 per cent gain in the second quarter.
Outlays on goods were up 0.8 per cent,
driven by durable goods (+2.3 per cent). Semi-durable (+0.2 per cent) and non-durable (+0.2 per cent) goods also contrib-uted to the increase. Outlays on services edged up 0.1 per cent.
Expenditures on transport rose 2.2 per cent, driven by purchases of vehicles (+3.5 per cent) and operation of transport equipment (+1.2 per cent). Recreation and culture (+1.1 per cent) and food and beverage services (+0.4 per cent) also contributed to the growth in household spending. Expenditures on clothing and footwear (-0.3 per cent) were lower.
Th e household saving rate decreased from 4.9 per cent in the second quarter to 4.2 per cent in the third quarter, as growth in household expenditure outpaced the growth in disposable income.
Th e household debt service ratio, defi ned as household mortgage and non-mortgage payments divided by disposable income, was 14.09 per cent, up slightly from 14.08 per cent in the second quarter.
Th e national saving rate plunged to 2.9 per cent in the third quarter, as national net saving fell 11.1 per cent from the previ-ous quarter.
National disposable income was up 0.5 per cent, aft er a 0.6 per cent increase in the second quarter.
Business investment down;
inventory accumulation slowsInvestment in non-residential structures
decreased 1.7 per cent, the fourth consecu-tive quarterly decline and the seventh in eight quarters. Engineering structures (-1.8 per cent) and non-residential buildings (-1.0 per cent) both decreased.
Investment in machinery and equip-ment fell 1.1 per cent, a third consecutive quarterly decline. Th e decrease was led by industrial machinery and equipment (-3.3 per cent). On the other hand, investment in communications and audio and video equipment grew 3.2 per cent.
Investment in intellectual property products fell 2.1 per cent, a third straight quarter of decline. Mineral exploration and evaluation (-9.3 per cent) and soft -ware (-2.0 per cent) were responsible for the decline.
Investment in research and development increased 1.3 per cent.
Manufacturing inventories were up by $1.8 billion, mainly in non-durable goods (+$1.5 billion). Retail inventories increased by $0.9 billion, also mainly in non-durable goods (+$0.8 billion). Motor vehicle inventories fell by $0.4 billion, as vehicles were liquidated following a $2.6 billion accumulation in the second quarter. Wholesalers drew down $2.6 bil-lion of inventory aft er three quarters of accumulation. Farm inventories were down by $2.1 billion, a seventh consecu-tive quarterly decline.
Th e stock-to-sales ratio edged down to 0.760 in the third quarter. Th is was the second highest stock-to-sales ratio since the second quarter of 2009.
Investment in housing picks upBusiness investment in residential struc-
tures grew 0.6 per cent following a fl at second quarter. Th e growth was driven by new construction (+3.2 per cent), which off set declines in renovations (-1.6 per cent) and ownership transfer costs (-0.7 per cent).
GDP - INCOME & EXPENDITURETHIRD QUARTER 2015
Exports rise on low dollar as terms of trade weaken; household spending on the riseNational net savings rate plunges more than 10 per cent in third quarter
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