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Stanley Launches Apparel Line

Consumers can now proudly swear fealty with more than just the brand’s drinkware.

The Stanley Quencher gained unprecedented consumer loyalty throughout the past year, solidifying its status as the top-selling drinking vessel in the market.

Now, the company has launched an apparel line.

On offer for Stanley fans who want to “Wear the Bear” (the tagline for the collection, in a nod to the brand’s logo) are basics like T-shirts, caps, hoodies, sweatshirts and socks.

This crewneck sweatshirt features two embroidered Quencher tumblers on the left chest. Colors include black, rose quartz, cream and even Stanley green – in homage to the Hammertone green that Stanley, a brand that’s more than 100 years old, made popular with its classic vacuum bottle for many decades.

The Classic Patch corduroy cap in ginger has an embroidered patch.

Stanley also has T-shirt options for kids, with screen-printing in bright, eye-catching colors.

The Kids Roar Tee in cream has a playful imprint.

Stanley isn’t the first retail drinkware line to expand into clothing. Competitor YETI also has an apparel line with T-shirts, caps and beanies.

In recent weeks, shoppers stormed Target locations to snag a special-edition “Galentine’s Day” Stanley Quencher. Stanley also responded to consumer concerns about lead in the vessels, saying they’re “making progress on innovative, alternative materials for use in the sealing process.” Vacuum-insulated tumblers like the Quencher are often constructed with a small lead pellet in the bottom to seal the insulation. It’s encased in glass and therefore inaccessible by users unless the drinkware is badly damaged.

8 Ways To Deal With Rejection in Sales

Hearing “no” comes with the territory, but it doesn’t have to impact success. Check out these eight ways to contend with rejection constructively and move more sales to the close.

Rejection is never easy – particularly in sales, where a person’s response is directly tied to your livelihood. It can be tempting to let “no” poke holes in your confidence, which can lead to call reluctance. However, preparation and persistence are often rewarded. According to data collated by Peak Sales Recruiting, more than 40% of sales reps give up on a lead after one follow-up call, but six in 10 customers will say “no” four times before saying “yes.”

So, when rejection threatens to throw you off your game, remember these eight tips:

1. Expect rejection.

Being told “no thanks” is part of being a sales rep. Expecting it will mean you’re less surprised and caught off guard when you do hear it, and you’ll be less likely to take it personally. A “no” also gives you an opportunity to create responses to common objections. If that doesn’t work, practice picking yourself up, dusting yourself off and moving on to the next call.

2. Know your strengths.

Do you offer unparalleled customer service? Soup-to-nuts creative services? Always-met deadlines? Remind yourself consistently of the value you offer and the things that define you in an environment of uncertainty, which will help you psychologically withstand rejection.

3. Shift your mindset.

Look at every call or email as a learning opportunity: Track what works and what doesn’t, and make tweaks as you go. After each conversation, whether you get a “yes,” “no” or “maybe,” ask yourself what skills you used on the call and adjustments you could make.

4. Review your strategy.

If you’re hearing more “nos” than normal, analyze your strategy. Are you calling on the right people? Could the time of day be impacting their response? Are you communicating clearly what you offer and how it can help them? Take a good look at your process, and also ask for honest feedback from current clients, colleagues and your manager.

60%: The percentage of customers who say “no” at least four times before saying “yes”. (Peak Sales Recruiting)



5. Be persistent.

A lead or prospect may have said “no” last quarter, but try calling on them again. Data shows that it takes several “nos” before a “yes.” Maybe in the past three months, their circumstances have changed. You won’t know if you don’t ask, and they may have more of a listening ear the second time around.

6. Measure progress.

Track your “yeses,” “nos” and “maybes” – you might be hearing fewer straight-up rejections than you think. Monitoring responses will also help you gauge how tweaks to your strategy are impacting your success.

7. Listen to understand.

If the person you call on says “no,” ask questions to figure out why. It’s most likely a concern in one of four areas: time, money, authority or effort. See if you can find out where their concern lies, then fall back on the value you offer to counter that objection. A hard “no” could potentially turn into, “I’d like to know more.”

8. Shadow other sales reps.

Ask successful colleagues if you can sit in on their sales calls. Take note of the words they use, the questions they ask, their tone and how they respond to objections. Even if you’re a veteran, it’s a good idea to take some time for a fresh look on the process and dive into another rep’s strategy to find what works.

Your Path to Increased Profit: Take Care of Yourself First

Business owners who underpay themselves year after year are costing themselves in the long run.

Lots of business owners underpay or altogether forgo paying themselves in the interest of “investing” in their business and its needs. In the initial stages of a start-up or in tough times, one might have to make sacrifices, but doing so year after year points to a much bigger problem. To promote profitability, it may seem to make sense to habitually pay yourself less. In the long run, however, it will cost you and your business more than you might anticipate.

As the business takes off, it’s essential to start taking a decent salary for yourself and your partners. Whatever you pay yourself, it should be enough for you to live comfortably and allow you to save and invest for your future. Let the power of compounding work for you. If you own the building, make sure to charge the business a fair rent. You aren’t doing anybody any favors by hiding the actual expenses and giving yourself a false sense of profitability.

One of my consulting clients, let’s call him Steve, was in his 15th year in business but was paying himself barely enough to meet his household expenses. His wife also worked in his business. They hardly took any vacations or saved for their kids’ education or their own retirement. After I had a few meetings with him, he finally understood and realized the importance of taking care of themselves first. He gave his wife and himself a decent raise. They went on a family vacation that they thoroughly enjoyed, and came back rejuvenated with a new vigor. The following year, their business experienced a 10% growth in revenues and a 5% growth in profits.

Steve realized that he hadn’t performed at his best for several years. With the excessive number of hours he was putting into his business and the small return he was getting, he had lost the needed energy and motivation to think creatively and focus on profits. With the rotten mood he brough home at the end of the work day, his relationship with his family had also taken a hit. As a result of increased compensation, things were looking up. Not only could he pay for his immediate needs, but he could also sock away enough and invest for a comfortable life in his golden years.

How much should you pay? This question comes up all the time, and there is no one formula that fits all. It depends on variables such as type of business, legal structure, profitability percentage, tax bracket and others. Some possible solutions are:

  1. At least the pay needed to hire a manager to replace you in case you can’t work anymore
  2. Anywhere from 3% to 6% of your revenue
  3. A certain percentage of profits, leaving enough for reinvestment into the business, ensuring its continuous growth
  4. Enough to cover your necessary expenses plus maintain a rainy-day fund, among others

Family business dynamics. I have seen situations where the father, who has owned the business for years, hires children to management roles and pays them more than his own salary in order to “keep them motivated.” I find two issues with this situation. One, the children must earn their way up to management by proving their worth. Two, paying more than your own salary sends the wrong message of you being of less worth – it undermines your credibility as the leader.

Greed can kill the business. I have also seen the opposite happen. I knew an owner of a printing business who treated it as her ATM machine. She kept taking money out of her business to splurge on her luxurious lifestyle, including building a second house and taking multiple vacations a year. The number of employees went from seven to two. Sales kept shrinking. She lost most of her customers. The only reason she’s still in business is because of a contractual agreement with one large client.

You’re the one taking all the financial risks, having sleepless nights and making sacrifices; there’s nothing wrong with reaping the rewards. If you have managed your business with a focus on profits, you should not have to worry about finances after your exit – which, by the way, you get to decide, not your age, personal situation or circumstances.