October '16

For the Business of Apparel Decorating

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14 || P R I N T W E A R O C T O B E R 2 0 1 6 Vince DiCecco is a dynamic and sought-after seminar speaker and author with a unique perspective on busi- ness development and management subjects, primarily in the decorated and promotional apparel industries. With over 20 years of experience in sales, marketing, and training, he is presently an independent consultant to various apparel decorating businesses looking to im- prove profitability and sharpen their competitive edge. Visit his new website at, and send email to YOUR PERSONAL BUSINESS TRAINER B Y V I N C E D I C E C C O I s workplace trust an issue for you? Imagine yourself in the fol- lowing three situations and consider what you would do or how you would feel in each. Situation 1: You own a decorated apparel business, and you're in- troducing a new design line that, by all indications, will be a sure fire hit. It satisfies many of the wishes of your clientele and addresses many of the shortcomings you've heard about in other like products. Your intuition tells you to price the line higher than what is cur- rently in the marketplace for similar stuff because of its cleaner look and eye-catching quality. In addition, you believe your competitors have left money on the table by selling at low prices while the prod- uct's demand is high. However, your sales staff strongly objects. They want you to price the product at or below the market average to ensure its successful launch. What do you do? Situation 2: You've outgrown your present business location and plan to move to a larger one in a few months. You've discovered a much larger facility that is a 45-minute drive away, that the price is a steal. Everything about the place is perfect, except its location. The commute will add considerable driving time each day for most of your key personnel. When and how do you handle disclosing or discussing your intentions to relocate to the new facility with your multi-talented workforce, knowing that many of them may quit and find jobs closer to their homes? Situation 3: You have developed a comprehensive customer database, complete with names of key contacts, sales history, customer demographics, and profit data. To date, only you and your top managers have used the information. You are thinking of extending access of your files down to your sales people with the idea of having them make more informed decisions about prospecting, pricing, and territory manage- ment. You are keenly aware that many of your competitors have been trying to lure away your accomplished sales rep- resentatives with lofty salaries and generous bonus packages. How do you feel about making available such sensitive (and beneficial) market intelligence to people who may leave and use the information to sell against you? THE PARADOX OF TRUST About the only living beings that trust unconditionally from the outset are infants and dogs. We would all like to think in altruistic terms, but the reality is that others must first earn our trust rather than given it automatically. Carole Dudley and Dr. Colleen Cooper, organizational development consultants in Michigan, have studied and lec- tured on the phenomenon of building trust in the workplace. They believe trust is the foundation of a healthy business en- vironment. Conversely, the lack of trust is like a cancer that permeates the workplace causing productivity to deteriorate and people to suffer. The power of trust is pervasive, yet invis- ible. No one definition can describe it, but everyone knows when it is, or is not, present at a particular company. In business and in your shop, when should you say... Do You Trust Me?

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