Useful wins more often than clever.

ASI found 78% of consumers keep a promotional item because it is useful to have. That should shape what you recommend. If the product has no real place in somebody's life, the campaign has to work much harder.

This is one reason apparel, bags, and other visible items keep doing well. ASI estimates fleece and jackets generate about 9,000 impressions over their lifetime, while bags generate 4,900 and caps 4,000. People wear them. Carry them. Set them down in front of other people. The product keeps doing work after the invoice is paid.

Promo also moves perception. ASI found 76% of U.S. consumers said they would be more likely to do business with an advertiser after receiving a promotional item, and 78% said they would have a more favorable view of that advertiser. Those are not small numbers.

The item should create a moment. As your client's merch expert, you have the opportunity to help that moment continue.

That matters a lot at events. PPAI says 75% of consumers agree promotional products received at events make the experience more memorable. Great. Now give that memory a next step. Send them somewhere. Ask for something simple. Offer something useful. Capture the engagement.

The same logic applies to direct mail. USPS found advertising mail sent to existing customers was 64% likely to be read and had a 25% "very likely to respond" rate. If your client is mailing current customers, that is a real opportunity. Tie the piece to a tracked landing page or pURL, or a digital destination and you have a much stronger story to tell.

A lot of discovery in promo starts too low. People jump straight to the product. They ask about budget, timeline, and colors before they ask what the client is actually trying to make happen.

I would start higher.

Ask what the recipient should do next. Ask what behavior the client wants. Ask what would make the campaign feel successful three weeks later. If you start there, product choice gets easier and the digital pieces make more sense.

If the goal is employee onboarding, the next step may be a repeatable onboarding experience tied to new hires. If the goal is event follow-up, the next step may be a landing page with a clear call to action. If the goal is awareness with proof, the next step may be a tracked QR code that shows traffic and conversion.

You do not need technical jargon to sell any of this.

If you are talking to HR, say, "We can make it easy for your team to send store credit without emailing us every time." If you are talking to marketing, say, "We can give you a simple scan so you can see who engaged and what they did next."

Focus on the outcome. If they ask about a feature, then map a solution you already know and solve for to an outcome. That keeps the conversation clear.

I also think reps can hurt themselves when they rush discovery. When that happens, you risk misalignment between what the client expects and what you're really offering. That is how uncomfortable conversations show up later. I would much rather slow down the sales process, but be aligned with what the customer is expecting and what we can deliver, than quickly jump to a contract that we can't fulfill.

This is one of the biggest misses I see in our industry.

Reps will work hard to win the merchandise order, then give away the service side to make the deal feel easier. They toss in the company store. They toss in the redemption site. They toss in reporting. Then the team spends a lot of time building and running all of that work for free.

That creates two problems. You train the customer to think the service has no value. And you leave real revenue on the table.

I have spent years building company stores and e-commerce programs. They take planning, setup, content, testing, and maintenance. There is real work there. The same goes for digital asset services and campaign reporting. If you bury all of that effort inside the product margin, you create an operational margin drain.

A lot of reps are comfortable selling products because the pricing is coded and familiar. There is a margin. There is a process.

Service work is different. There is no coded pricing for many service-related SKUs.

I felt that myself early in my career when I was working on a direct mail campaign with an augmented reality component. The physical item was simple. The heavier lift was the digital experience behind it. There was no clean industry formula telling me what that service should cost. I did some research, then came up with a number that sounded right.

That discomfort is one reason reps underprice service or give it away. Sometimes there is also fear that if the service price feels too high, the client will walk away from the product order too. In some shops, reps also are not commissioned on services the same way they are on products. I understand why that creates hesitation. It still does not make the free labor any healthier.

My advice is simple. If an off-the-shelf solution exists, you should prioritize it.

Most promo shops shouldn't build custom software. You will face high costs and constant headaches. That excitement over a custom system fades fast.

It is easier to sell a solution that has been well-defined than something fully custom. If you have the right tools and partners, you can explain the offer clearly. Your team knows how to deliver it. Your client knows what they are buying.

Bring your operations and e-commerce people into discovery early. They need to be in the room. They help you define what is realistic before the promise gets made.

Turn the Product Into a Digital Next Step

I know "phygital" sounds like industry jargon. Let's keep it simple: a physical product triggers a digital action.

That next step might be a landing page, a company store, a video, a redemption page, or a form. The point is simple. The product starts the interaction, then something measurable happens after it. This does two things for you and your customer:

1. It proves that branded merch can drive behavior.
2. It provides the brand with an opportunity to extend the brand experience from the physical realm into the digital.

This is where a lot of reps leave value on the table.

A QR code that goes to the homepage is fine. It is better than nothing. But you can get much more useful information if you add tracking to the link.

Google's own guidance says to always use utm_source, utm_medium, and utm_campaign. In normal language, that means the client can look at their website data and tie the visit back to the exact item or campaign that drove it.

Now the postcard, kit insert, event badge, catalog, or giveaway is not just a nice touch. It becomes part of a measurable campaign. And when you help the client do that, you position yourself as a solution partner who is outcome-oriented and not solely focused on the product itself.

If this sounds technical, don't worry. Your client's marketing team should be able to simply provide you with the URL the QR code should link to. All you should need to do is bring it up if your buyer doesn't. Worse case scenario, they have no idea what you're talking about but you've proven that you think beyond the product sale.

Once the campaign is live, bring back something useful.

Show traffic to the digital destination (if your team built it). Show how often the call to action converted. Show heat maps if you have them. Show top-moving products, bottom-moving products, and categories that are underserved. That review changes the whole tone of the conversation. You are not guessing whether the campaign worked. You are reviewing what actually happened.

If you are selling your first tech-enabled experience and you want a safer starting point, I like partners like Outgage. They can help reps with both the digital destination and the reporting. That lowers the risk and makes the offer easier to explain.

The best service offerings are the ones clients immediately understand.

A company store that lets HR send onboarding gifts without emailing customer service every time solves a real problem. A redemption experience tied to an event creates measurable engagement. Reporting that shows what happened after a campaign gives the client something useful to act on.

Your operations and e-commerce teams matter here. Don't forget to bring them into discovery early so the promise matches what can realistically be supported.

The goal is not to become a software company. The goal is to make branded merch easier to execute, easier to measure, and more connected to business outcomes.

Promotional products still earn attention because they are useful, visible, and memorable. That part is not going away.

What changes now is the layer you put around the product. Sell the outcome. Charge for the service work. Give the item a digital next step. Track what happens. Keep the offer simple enough for your team to support. Bring operations in early. Use simple workflows that your team can actually support.

The future belongs to the operators. I believe that more every year.

And if you are a sales rep, that should encourage you. Better systems do not take away your human touch. They give you more time to use it. Let the tools handle the repetitive and frequent or annoying work. You go build trust, solve problems, and sell more. 😊

For a long time, company stores have done a pretty narrow job. They help clients buy branded merch, apparel, and printcollateral. They support uniform programs, safety programs, employee recognition, and basic purchase control.

That job still matters. I'm not dismissing it. But I do think the definition is already too small for where clients are headed.

I spent 13 years on the distributor side building e-commerce and company store programs. Most of them looked the same. Then one enterprise client forced us to rethink what a company store could actually be.

Modern clients are moving away from fragmented vendors, seeking instead a centralized, frictionless brand management portal that integrates physical swag with digital assets and marketing collateral to ensure a unified presence.

If your store only handles the mug and the polo, the client still has to leave that environment every time they need something more strategic. There's an opportunity here for promo distributors to offer something powerful and unique.

The market is telling us this shift is real. Cloudinary cites research showing that 93% of B2B marketers use content marketing as a core strategy and about 39% of marketing budgets go to content creation. Capture a slice of that budget to unlock a fresh revenue stream.

Demand for asset management is growing fast too. The global DAM market is projected to reach $10.9 billion by 2029. That tells me clients want one place to control brand assets, approvals, and distribution. They do not want brand files floating around in five systems and fifteen inboxes.

This is not a future trend. Clients are already reorganizing how brand work gets done.

We were trained to think like sellers. Win the account. Pitch the product. Fill the order. Move to the next opportunity.

But the future company store is not a sale - it is a system that embeds itself inside your client's business.

That shift creates a real challenge for sales teams.

Most reps in this industry are trained to sell products with clear, coded pricing. A mug has a cost. A polo has a margin. You quote it, you move on.

Services do not work that way.

Digital asset management, media personalization, direct mail execution - these are not line items with standard pricing grids. They require scoping, judgment, and often ongoing support. That is uncomfortable if you are used to quoting from a catalog.

If you do not adapt to that shift, you will either avoid selling these services or give them away. The shift is simple: you are no longer selling products, you are selling outcomes.

I think the winning store program of the future becomes a front door for brand execution. It still handles merch, apparel, and print. But it also gives client employees a clean place to access approved digital assets, request direct mail, launch social campaigns, kick off advertising campaigns, media buying – whatever a marketer could need. A holistic brand management portal. In other words, the store becomes infrastructure.

What do your store users, especially marketing teams, need to do today? They may need to order tees for an event, grab approved social graphics for the event, execute a direct mail drop, and send a a gift to event speakers.

That is where the store gains massive utility by centralizing requests, enforcing standards, capturing data, and initiating workflows. The best stores stop being catalogs and start becoming systems.

Years ago, one of our largest clients invited us to a demo.

The problem was, it was not our platform. 😬

They were evaluating a platform that looked less like a traditional e-commerce store and more like a brand management and execution system. It handled digital asset management, personalization, and campaign execution - but it could also support e-commerce for physical products.

That was an "oh shit" moment.

It made one thing very clear: the client's expectations had already moved, and we were behind them.

Inviting us to that demo was their way of saying, "This is what we want." One place where their franchisees could get everything they needed to run the business - physical and digital.

We had two options. Defend what we had, or close the gap.

We closed the gap. We had to.

That same client pushed us into some of the most practical builds we ever did. They asked for dynamic video rendering that mirrored the logic we were already using for variable data print. Same idea, different medium. Our platform did not support it natively, but it was flexible enough that we could make it work.

We also built a social media asset customization and management workflow inside the store. At that point, the store was not just processing product orders. It was helping execute brand activity.

That is when it clicked. The store was no longer a catalog. It was infrastructure.

This shift changes the business in a few important ways.

First, it makes you harder to replace. If you are only fulfilling orders, you are easy to swap. If you are embedded in how the brand operates, you are not.

Second, it expands your revenue surface area. You are no longer limited to product margin. You can charge for access, support, and ongoing execution.

Third, it forces pricing discipline. Most distributors do not lose margin on product. They lose it on unscoped service work. This model forces you to define and price that work clearly.

Traditional promo sales teams are excellent at selling physical products. They know how to price the mug, the polo, and the banner.

Service work is different.

There is no standard grid for digital asset management, campaign execution, or workflow support. You cannot quote it the same way you quote a product.

That creates hesitation. Reps either avoid selling it altogether or treat it like a throw-in to win the deal.

That is where margin disappears.

If your store is helping manage assets, execute campaigns, or run workflows, you are delivering real operational value. That work should be priced accordingly.

There is no single formula, but there are a few practical models that work:

• Platform or access fee
  Charge for access to the system itself. If the store is acting as a brand portal, that has standalone value.
• Workflow or service fees
  Charge for specific capabilities like asset management, campaign execution, or direct mail coordination.
• Ongoing support or management fees
  If you are maintaining the system, supporting users, or managing requests, that is recurring work.

The mistake is trying to hide this inside product margin. That model breaks as soon as service work becomes a meaningful part of the offering.

Merch still matters. Apparel still matters. Print still matters.

But that is no longer the whole job.

The company store is evolving into the place where brand work actually happens. Where requests start, rules are enforced, and execution gets triggered across channels.

The distributors who win will not be the ones who sell the most products. They will be the ones who own the outcomes.