Get caught up on all the latest industry news 4

14

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stylish wearable off erings from the industry's

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retail sales fi gures for period ended May'14 36

WHAT'S INSIDE

How eff ective is your company's Performance Managment System?By Gavin Rouble, MA CMA

A Tristan Communications Ltd. Publication Volume 21, Issue 6

IMPRINT CANADATHE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS

Cracking the Code to InnovationThe 7-Step Template That Can Help Bring Success By Neal Thornberry, Ph.D

Many business owners and executives will tell you that they want innovation within their organization, but when an ambitious employee off ers up an outside-the-box solution to a CEO, manager or decision maker, the idea is oft en shot down or ignored altogether.

Senior leaders oft en miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way.

Dr. Neal Th ornberry, faculty director for Innovation Initiatives at the Naval Postgraduate School in California, recently published his book Innovation Judo, which is based on his years of experience teaching innovation at Babson College in Massachusetts, and advising an array of corporate clients, from the Ford Co. and IBM to Cisco Systems. 

Toronto Congress Centre, North Building650 Dixon Rd, Toronto, ON M9W 1J1

January 9-10, 2015

Consider the time, eff ort, money, and (sometimes) frustra-tion that can go into recruiting new employees.

Whether you manage a department or are a member of your company's senior leadership team, you have likely experienced fi rst hand how important it is to fi nd the right person for the job the fi rst time and then to retain them to avoid having to repeat the process.

One of the most eff ective tools that management has to retain its best employees is a comprehensive employee performance management system.

Whether consisting of a simple performance review or a more complex monitoring and reporting system, employee performance management can be used to keep employees engaged and motivated, leverage employee strengths, and help good employees to become great.

Conversely, employee performance management is also used less eff ectively, as more of an “employee policing” tool to ensure employees are actually fulfi lling their basic obliga-tions and duties.

Regardless of the focus of employee performance man-agement in your organization, it is highly probable that the performance being "managed" is centred on task- or project-related results and outcomes as defi ned by an employee's job description.

However, by restricting the defi nition of "employee perform-ance" to how well an employee performs as a contributing member of the company based solely on outcomes, exposes a giant fl aw in the process.

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Tumbling LoonieOur sub-par Canadian dollar has been a catalyst for Canadian

manufacturing throughout the course of 2014 and several recent

economic reports indicate 2015 will bring more of the same.

Th is past October, TD Economics released their provincial

forecast for 2015.

Highlights of the report were as follows:• Canadian provincial exports remain dependent on a U.S. economy

that continues to show momentum. Rising U.S. demand, combined

with continued downward pressure on the Canadian dollar during

the fi rst half of 2015, are poised to drive provincial export sectors

forward. Better export fortunes are expected to lift investment

spending and boost job markets across the country.

• Alberta’s economy has managed to outperform already-high

expectations for 2014. While a signifi cant downgrade in the near-

term outlook for crude oil prices will take some wind from the sails

of that economy, the solid momentum from 2014 will help to keep

economic growth elevated in 2015.

• Near(short)-term economic outlooks have improved meaning-

fully for Ontario, British Columbia and Nova Scotia, which are

all forecast to expand above 2.6% in 2015 – marking their fastest

rates in several years.

• In other provinces, the pace of economic expansion is expected

to pick up modestly, with real GDP growth ranging from 1.4%-

2.5% in 2015

Also in October, CIBC predicted in its Monthly FX Outlook

that the Canadian loonie will continue its long, slow slide from

parity with the U.S. dollar and will fall below 85 cents U.S. in

the third quarter of 2015. Th at would mark the lowest point for

the loonie since the fi nancial crisis of 2008-09, when it briefl y

fell below 80 cents U.S. Th e loonie hasn't regularly traded at

levels that low since around 2006.

Also that month, the Globe and Mail reported that Peter

Hall, chief economist at Export Development Canada (EDC),

announced that suddenly surging U.S. economy had more

than enough momentum to lift Canada and much of the rest

of the world out of its funk. Mr. Hall said forestry and primary

metal producers were already benefi ting from higher exports.

Higher valued-added manufacturers, including makers of

machinery and equipment, were are also exporting more, he

was reported to have said.

   All three reports shed some

optimistic light on what is

expected from the Canadian

economy over the next year.

Trickle down economics

dictates that the continued

growth of Canada's manu-

facturing sector will benefi t

employment and consumer

spending. Th e more consum-

ers spend the happier all sec-

tors of the economy will be.

And with that, the more likely

end-buyers are more apt to

purchase promotional prod-

ucts. And a Happy New Year

to All!

NOVEMBER/DECEMBER 2014Follow us: twitter.com/imprint_canada

1 CRACKING THE CODE TO INNOVATION CONTINUED PG 10

1 IMPROVING YOUR PERFORMANCE MANAGEMENT SYSTEM CONTINUED PG 12

4 INDUSTRY NEWS 8 WESTERN IMPRINT CANADA SHOW

14 TORONTO IMPRINT CANADA SHOW

34 BY THE NUMBERS

20 WEARABLES SHOWCASE

28 AD SPECIALTY SHOWCASE

30 SUPPLIES & EQUIPMENT SHOWCASE

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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Email: shows@imprintcanada.com

ISSN: 1480-1884 GST Registration #: RT892913294

IMPRINT CANADA

PUBLISHER Tony Muccilli : tony@imprintcanada.com

PRODUCTION MANAGEMENTAdriano Aldini : news@imprintcanada.com

CONTRIBUTORS Neal Thornberry, Gavin Rouble

MARKETING COORDINATORSteve Silva : feedback@imprintcanada.com

OFFICE ADMINISTRATORMaria Natale : shows@imprintcanada.com

GENERAL INQUIRIESfeedback@imprintcanada.com, (905)856-2600

ADVERTISING SALESTony Muccilli (Toronto)

Tel: (905) 856-2600 Fax: (905) 856-2667

November/December 2014 - Volume 21, Number 6

IMPRINT CANADA

TM

Epson SureColor F2000

IMPRINT CANADA

Industry News

alphabroder’s Vice President of Portfolio & Supplier Management,

Andrea L. Routzahn, recognized as a 2014 TrendsetterIntroduces Devon & Jones® DRYTEC20™ Polos and the Crown Woven Collection™

alphabroder is proud to announce that Andrea L.

Routzahn (Engel) has been acknowledged as one of this

year’s Wearables Trendsetters.

In the feature story, Andrea is considered an apparel

authority, responsible for blazing new trails and changing

the way business is done.

As the Vice President of Portfolio & Supplier Management,

Andrea oversees the creative direction and business man-

agement of alphabroder’s private label, retail and industry

trade brands. Andrea’s innovative thinking defi nitely sets her

apart from the rest, and it’s what enables her to recognize

and capture new opportunities on a consistent basis. Andrea

joined what was then Alpha Shirt Company in November

2003, left in March 2009 to lead product development for an

elite team brand, then very happily rejoined alphabroder in

May 2013. Her depth of knowledge in the industry further

enhances Andrea’s ability to analyze and dissect data, and

to stay on top of upcoming fashion trends/opportunities

that are best suited for the promotional apparel market.

Everyone on Andrea’s team can also agree that her leader-

ship skills are second to none: “Andrea highly values the

team’s input and continuously encourages an open dialogue

of ideas on a day-to-day basis,” said Elson Yeung, Director

of Private Label Design & Merchandising, alphabroder.

“Andrea has an innate ability to recognize the strengths

of those on her team, and her philosophy aligns perfectly

with this ability, as she is a strong believer of collaboratively

working together to make well thought-out decisions.”

Devon & Jones®alphabroder is pleased to announce the launch of Fall

2014 styles from Devon & Jones®. With 20 new designs

from the DRYTEC20™ Polo Collection and Crown Woven

Collection™, alphabroder is off ering the next generation of

polo performance, as well as meticulously-designed woven

apparel for outfi tting and uniform programs. Th ese new

collections complement alphabroder’s focus of continuing

to provide customers with unparalleled product, exceptional

service, and accurate delivery.

"By positioning Devon & Jones® as the premier corporate

outfi tting brand, it is our intention to continue our eff ort in

off ering our customers the best shopping experience within

the promotional apparel industry," said Yeung.

"Our various private label brands are intended to hit dif-

ferent segments of the market, and these two collections

within the Devon and Jones® brand are ideal for profession-

als in today’s active business lifestyle. While DRYTEC20™

off ers updated performance and classic styling in a wide

range of colors and sizes, the Crown Woven Collection™

provides quality fabrics and patterns ideal for any profes-

sional environment,"added Yeung.

Ecorite (Now a division of Canada Sportswear Corp.)

is happy to announce the return of Michael DiRezze as

Director of Sales & Marketing.

DiRezze had previously held the position with Ecorite

for 6 years and brings great enthusiasm and passion along

with in depth product knowledge for the entire line to help

lend expertise to clients immediately.

He can be reached by email at Michael@ecorite.com or

by phone at 416-626-2328, xtn: 225.

Ecorite adds DiRezze as Director of Sales & Marketing

Polyconcept North America is excited to announce

the addition of HumphreyLine to its company – and

with it, category expansions into USA Made plastic prod-

ucts and personal care amenities.

As a premier manufacturer of American made prod-

ucts in the industry, HumphreyLine specializes in pro-

viding high-quality products such as hand sanitizers, lip

balms, insect repellents, sunscreens, stadium cups, sand

pails and toothbrushes among others.

For information, please visit www.humphreyline.com

Polyconcept acquires HumphreyLine

2014 SGIA Expo in Vegas was a

resounding successSGIA

GIA Expo (October 22 –24, Las Vegas) at the Las Vegas

Convention Center — largest attended SGIA Expo, and

most exhibitors on the fl oor.

With 25,500 registered attendees and 541 exhibitors

fi lling 223,000 square feet, the show promised to be an

inspiring and eye-opening event — and it was.

From the moment the doors opened on Wednesday

morning, attendees were buzzing from exhibitor to exhib-

itor, where they witnessed the latest printers in action,

viewed the most vivid new inks, and marvelled at innova-

tive technologies for faster and bigger prints, combined

with  smoother

workfl ow. Industry

veterans reunited

with old friends

and made new

ones as they fi lled

the show fl oor, and

the electricity of the excitement was evident until the fi nal

moments on Friday evening.

Th is year, SGIA's Expo-exclusive Zones off ered a free

learning experience unlike any other - and nearly all of

them were standing room only. Back-to-back presenta-

tions over three days provided a closer look at the indus-

try, and gave attendees the chance to ask the experts

specifi c questions about their imaging niche.

Attendees had the ability to choose from:

· SGIA's Professional Decal Application Alliance (PDAA) Graphics Application Zone — Among the many presentations,

attendees could watch the Wrap Training sessions, as well as

partake in a few free presentations.

· Color Management & Workfl ow Solutions Zone — Th is Zone

off ered attendees a chance to swing by for presentations by the

industry's great colour experts, all while perusing equipment

and solutions on the show fl oor.

·Sustainability Zone - Th e Sustainability Zone highlighted the

many ways to become energy effi cient, and off ered presentations

specifi c to the industry's eff orts to become sustainable.

· Digital Textile Printing Zone — At almost all times, this Zone,

which featured textiles and equipment managed by Philadelphia

University's Surface Decoration team, was hopping with panels,

Q&As and how-tos.

· Th e Garment Zone — At the Garment Zone, attendees could

see cut and sew workfl ows in action, including dye-sub transfer

to fi nished product, managed by Axiom America.

Th e 2015 SGIA Expo returns to the Georgia World

Congress Center, Atlanta GA, November 4-6, 2015.

American Apparel appoints interim CEO American Apparel

Brubaker is a managing director at consulting fi rm Alvarez & Marsal,

and he has served in interim offi cer and other advisory roles for several

specialty retailers and manufacturers. Natha has more than 20 years

of experience in fi nance with both public and private companies,

including service as CFO at Fisher Communications Inc. and Jones

Soda Company.

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Innovative concepts and solutions should be pre-sented as opportunities rather than ideas because the former have gravitas while the latter do not.

Th e following template for innovation which is out-lined below, is tried, tested and true to success.

1. Intention: Once the "why" is answered, leaders have the beginnings of a legitimate road map to innovation’s frui-tion. Th is is no small task and requires some soul searching.

I once worked with an execu-tive committee, and I received six diff erent ideas for what ‘innovation’ meant; one wanted new products, another focused on creative cost-cutting, and the president wanted a more innovative culture. Th e group needed to agree on their intention before anything else.

2.  Infrastructure: Th is is where you designate who is responsible for what. It’s tough, because the average employee will not likely subject themselves to new responsibility and potential risk without any tangible incentive.

Some companies create business units specifi cally focused on innovation, while others try to change the company culture in order to foster innovation throughout.  Creating a culture of any kind takes a very long time; I recom-mend not waiting for that in order to execute.

3. Investigation: What do you know about the problem you - as an organization - are trying to solve or innovate?

IDEO may be one of the world’s premier organiza-tions for investigating innovative solutions; suffi ce to say that the organization doesn’t skimp on collecting and analyzing data.

When you have arrived at this point in the innovation template, data collection is absolutely crucial.

Brainstorming is a popular exercise, however this can oft entimes result in futility, especially if participants come to the table with the similar ideas, knowledge and opinions that they had in prior meetings , and with no new data at their disposal.

4.  Ideation: Th e fourth step happens to be the most creative and fun. Unfortunately, it also happens to be the part that many companies jump to fi rst.

Th is is dangerous because you may uncover many exciting, creatively good ideas, but if the right context and focus aren’t provided up front - and team members cannot get on the same page - then a company is likely wasting its time.

Th is is why intent must be the fi rst step for any company seeking to increase its innovative prowess. Innovation should be viewed as a set of tools or pro-cesses, and not a destination.

5.  Identifi cation: Here’s where the rubber meets the road on innovation. Whereas the previous step was

creative, now logic and subtraction must be applied to focus on a result. Again, ideas are great, but they must be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of

ideas, leaving only those with real value-creating potential.

Innovation without the entre-preneurial mindset is fun, but ultimately folly.

6. Infection: Does anyone care about what you’ve come up with? Will excitement spread during this infection phase? Now is the time to fi nd out.

Pilot testing, experimenta-tion and speaking directly with potential customers will begin to give you an idea of how innov-ative and valuable an idea is. Th is phase is part selling, part

research and part science. If people can’t feel, touch or experience your new idea in part or in whole, they probably won’t get it.

Th is is where the innovator has a chance to reshape their idea into an opportunity, mitigate risk, assess resistance and build allies for their endeavor.

7.  Implementation/Integration: While many talk about this fi nal phase, they oft en fail to address

the integration part. Implementation refers to tactics that are employed in order to put an idea into practice. Th is is actually a perilous phase because, in order for implementation to be successful, the idea must fi rst be successfully inte-

grated with other activities in the business and aligned with strategy.

Innovation solutions, even if they do receive support from top management, can still fail if a department doesn't understand how to work with it or make it work.

News

Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting fi rm that specializes in helping private and public sector organizations develop innovation strategies that create economic value by increasing an organization’s eff ectiveness and effi ciency.

A respected thought leader in innovation, Thornberry is a sought-after international speaker and consultant. He  also serves as the faculty director for innovation initiatives at the Center for Executive Education at the Naval Postgraduate School in Monterey, California and is the author of the book Innovation Judo: Disarming Roadblocks & Blockheads on the Path to Creativity.

Thronberry holds a doctorate in organizational psychology and specializes in innovation, corporate entrepreneurship, leader-ship and organizational transformation.

For more information, please visit www.NealThornberry.com.

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Th is fl aw comes back to the cause and eff ect rela-

tionship between an employee's inputs into their work

(eff ort, commitment, initiative, et

cetera.), and the outcomes of those

inputs (completed tasks and pro-

jects). Th is relationship between

input (cause) and outcome (eff ect)

implies that even the best employ-

ees will simply not perform well,

based on this restrictive defi nition,

if their inputs are impeded in any

way.

In many work environments

- especially those with no com-

prehensive confl ict management

system in place - a common factor

that impedes an employee's inputs

(e.g. eff ort, attention to detail, et

cetera) is employee incivility.

Employee incivility can be defi ned as the follow-

ing: any behaviour exhibited by an employee that is intended to be, or perceived as intended to be, rude, off ensive, discourteous, or harmful to another employee.

Th is can quickly cause the performance levels of your

top-performers to plummet in no time.

Consider this real-world example that was recently

dealt with: A manufacturer had created a culture of "healthy

competition" amongst its sales people. Th e idea was

that individual sales people would compete, in a

friendly and sportsman-like manner, to achieve "top

spot" each month and win bragging rights.

Unfortunately, this competition brought out the

worst in a couple of the sales people and this became

apparent when the elderly parent of one of the top

sales people unexpectedly had some medical issues

that needed attention requiring the salesperson to be

absent from work at odd times throughout the day.

Two other salespeople, both of who allowed their

desire to win cloud their judgment and aff ect their

workplace behav-

iour, quickly noticed

these absences. Th ey

began spreading false

rumours about their

colleague to "explain"

his absences in the

hopes the rumours

would "throw him off

his game" enough that

they could each move

up in the standings for that month.

Unfortunately, their behaviour achieved its desired

eff ect as the rumours gained a life of their own to the

point where other employees in the company who

believed the rumours to be true were harassing the

targeted salesperson.

As a result, the sales of the top performer fell steadily

to the point that he received a written warning from his

manager that he needed to improve his results. Despite

this salesperson having the proven skills, desire, and

commitment to perform at a high level, he was unable

to do so because of the harassment he was receiving.

His head was no longer in the game, as it were.

Under the company’s existing performance man-

agement guidelines, focusing only on outcomes, the

two antagonists would have been rewarded for their

sales performance (and their inappropriate behav-

iour towards their coworker). Fortunately this was

prevented as management took action to investigate

the matter in more depth.

Six weeks aft er this event - and a few long discus-

sions about maximizing employee performance later

– employee civility was incor-

porated into this company’s

performance management sys-

tem to prevent a reoccurrence

of this type of behaviour.

A criticism to the inclusion of

employees' behaviour towards

one another in a performance

management system, is that its

measurement is too subject-

ive, diffi cult, or unreliable. In

response to this most common

criticism, we answer this is not

the case.

With suffi cient training and

the selection of performance

metrics based on quantifi able

evidence and observable behaviours, managers can

incorporate employee behaviour into their evaluation

of employee performance in a defensible, objective

way.

A few easy to monitor suggestions are:1. Th e number of complaints against an employee (or complaints regarding their behaviour).2. Th e number of instances an employee has aided a colleague when they were not required to do so (based on specifi c observed or reported examples).3. An employee’s participation in offi ce gossip or the rumour mill (yes or no).4. Th e number of times an employee is observed or reported acting out of alignment with the company's key values.For a more complex performance metric, a short,

simple survey can be created that asks employees to

rank their colleagues' specifi c behaviours. Each ranking

can have a score attached

to it and an employee's

overall score will deter-

mine their “behavioural”

performance.

Regardless of which

method is used, it is

critical to treat behav-

iour-based perform-

ance metrics like all of

the others; this means it

may have an impact on an employee's compensation,

bonuses, job progression, et cetera.

Many companies talk about creating a high per-

forming workplace culture but few have woven

employee civility and behaviour into the fabric of their

culture through the use of their employee performance

management system.

By formalizing the relationship between overall

employee performance and how civil they behave

towards their fellow employees, management can take

a signifi cant step towards creating the productive, high

performing teams that are the foundation of profi table

companies today.

Gavin Rouble is VP, Finance & Operations for The 2% Factor, a

global workplace confl ict management training and consulting

company headquartered in St. Catharines, Ontario.

Gavin can be reached at gavin@the2percentfactor.com.

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Toronto Congress Centre, North Building - 650 Dixon Road, Toronto, ON

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January 9 & 10, 2015

SPECIAL TWO-PART PRESENTATIONS1 & S2: SOS – SAVE OUR SEWING (sh** or ship)Oops! Now what? Forgot to dot the ‘i’? Fran & Bev have a

solution for that! Can’t get that design to run well? Th ey

have a solution for that! Is there something that your stitch

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merrow, and so much more in this fun and interactive

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Fran McAvity, Gunold Canada& Beverly Field, Artistic Digitizing

S3: HOW TO MAXIMIZE PROFITS WITH HEAT PRINTINGCome and learn the diff erence between screen printing,

embroidery and Heat Printing and the value in each of

them. Learn how to decide what is right for you and how

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Rob GardinerStahls’ Canada

S4: HOW TO CREATE AN EFFECTIVE SOCIAL MEDIA MARKET STRATEGYIf you fail to plan. You plan to fail.

Th is common phrase apply’s to your social media market-

ing eff orts. In this session Social Media Marketing expert,

Lowell Brown, will outline how to ensure you will succeed

in your social marketing eff orts.

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strategy & how to measure what’s working and what’s not

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ing. Th e end result…you will learn how to eff ectively plan

for social media success.

Lowell BrownInsight Design & Communications Inc.

S5: HOW TO USE FACEBOOK TO BUILD RELATIONSHIPS AND INCREASE BUSINESS LEADSAre you struggling to increase your Facebook Following?

Do you fi nd it hard to reach new prospects with Facebook?

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reveals tips and techniques to create a plan that will pro-

duce more exposure, leads, traffi c and sales for your busi-

ness with Facebook.

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NEW SEMINAR!Lowell Brown is a veteran in the

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years experience advising busi-

nesses and organization on their

digital marketing and web-based

strategies.

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Toronto Congress Centre, North Building - 650 Dixon Road, Toronto, ON

REGISTER ONLINE FOR FREE - www.imprintcanada.com

January 9 & 10, 2015

WIN A CATERED OFFICE STAFF PARTY !

courtesy of

The company with the most qualifi ed buyers at the Show will win a privately catered party at their offi ce,

courtesy of Imprint Canada and North American Logistics

RADISSON SUITE HOTEL TORONTO AIRPORT

640 Dixon Road, Toronto, ON M9W 1J1

www.radisson.com/imprint or call: (416) 242-7400 or 1-800-333-3333

(Quote “Imprint Show” when making phone reservation)Deluxe Suite: $119

Executive Deluxe Suite: $129.00

Business Class Suite: $149.00

Deadline: December 17th, 2014

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or call: (416) 240-7511 or 1-800-491-4656

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Deadline: December 17th, 2014

INTERNATIONAL PLAZA HOTEL

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Rates are available from January 2 – January 17, 2015.

Toronto Congress Centre, North Building - 650 Dixon Road, Toronto, ON

REGISTER ONLINE FOR FREE - www.imprintcanada.com

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Manufacturing Sales Rise Again in SeptemberCanadian manufacturing sales rose 2.1 per cent in September to $53.0 billion, the

eighth gain in nine months. Th e increase follows a 3.5 per cent decline in August.Most of the increase in September stemmed from higher sales in the transporta-

tion equipment industry. Excluding transportation equipment, manufacturing sales rose 0.6 per cent. Th e primary metal and food industries also posted sales gains.

Constant dollar sales rose 2.3 per cent, indicating that a higher volume of products was sold.Ontario & Quebec Lead Increases

Manufacturing sales rose in eight provinces in September, led by Quebec and Ontario, see Figure 1.

In Quebec, sales advanced to $12.9 bil-lion, the sixth rise in nine months, and a 11.5 per cent increase from same period last year. With this advance, the sales level for the province was the highest since July 2008.

Th e gain in September was mostly attributable to increases in the aerospace product and parts industry (+38.3 per cent) and the primary metal industry (+10.7 per cent).

Sales in Ontario rose 8.2 per cent from 2013 to $24.5 billion in September. Th e increase was mostly due to higher sales of transportation equipment. In particular, motor vehicle sales rose 4.6 per cent and motor vehicle parts sales were up 7.7 per cent.

Alberta manufacturing sales increased 9.0 per cent from the same period last year to $6.7 billion in September. Th e increase stemmed from higher sales in the petroleum and coal product (+2.8 per cent) and the food (+5.0 per cent) industries.

Sales in British Columbia also rose 9.0 per cent from September 2013 to $3.7 bil-lion. Th e increase was led by higher sales in the wood product, transportation equipment, and paper industries.

Th e maritime provinces experienced drops in sales, with Newfoundland and Labrador and New Brunswick off set a portion of the gains in September. In Newfoundland and Labrador, sales were down 30.7 per cent from September 2013, down to $315 million. While this decrease is relatively large, it is import-ant to note that manufacturing sales for Newfoundland and Labrador are volatile compared with the other provinces.

New Brunswick’s manufacturing sector posted a decrease of 14.0 per cent from the same period last year to $1.5 billion in September. For both provinces, lower non-durable goods sales were responsible for the declines.

Sales of Clothing, Textiles and Textile Products see notable increasesSales from Canadian textile mills in September 2014 amounted to $128 million,

an increase of 9 per cent from the same period last year, and up slightly from the previous month, see Figure 2.

Clothing manufacturing sales also increased with $226 million in sales for the month of September 2014, which is up almost 20 per cent from the same period last year and up slightly from the prior month.

Sales advance in other key industries

Sales advanced 9.5 per cent in the transporta-tion equipment indus-try, reaching $9.9 bil-lion in September. Notwithstanding a 12.1 per cent decline in August, sales have been on an overall rise in 2014. On a year-to-date basis, sales for the industry were 8.8 per cent higher than the same period in 2013.

Production in the aerospace product and parts industry rose 22.0 per cent to $1.9 billion in September. Th e gain was the largest since September 2012 and partly refl ected an appreciation of the US dollar relative to the Canadian dollar. Much of the data in the aerospace industry are reported in US dollars.

In the motor vehicle industry, sales rose 4.8 per cent to $4.8 billion in September. Th e increase refl ected some plants returning to normal production levels follow-ing partial shutdowns in August. Motor vehicle parts sales also rose in September, up 7.5 per cent to $2.2 billion, the seventh increase in nine months.

Sales were also up in the primary metal and food industries. In the primary metal industry, sales rose 5.9 per cent to $4.4 billion, the sixth consecutive monthly gain. Food sales increased 2.1 per cent to $8.1 billion. In both industries, higher sales were widespread.

In the petroleum and coal products industry, sales declined 5.7 per cent in September, off setting some of the gains. Some refi neries were partly shutdown in September for maintenance and turnaround work. Although such work is typical, the shutdowns this September were more extensive than usual.

SOURCE: STATISTICS CANADA

MANUFACTURING SALESSeptember 2014

100.0

137.5

175.0

212.5

250.0

Manufacturing Sales

Clothing, Textile & Textile Products

($) millions $119

Million

$125

Million

$128

Million

$132

Million

$141

Million$141

Million

$192

Million

$220

Million

$226

Million

Source: Stats Canada

Textile Mills

Figure 2

Textile ProductMills

ClothingManufacturing

August 2014

September 2014

September 2013

0 2 4 6 8 10 12

Provincial Manufacturing Sales Inreases September 2013 - September 2014

(% change)

CANADA

PEI

QC

ON

MB

AB

SK

BC

Figure 1

Source: Statistics Canada

+7.3%

+8.5%

+11.5%

+8.2%

+2.1%

+1.5%

+9.0%

+9.0%

Total Sales for Sept 2014: $52.9 billion

$141 million

$12,851 million

$6,708 million

$24,451 million

$3,663 million

$1,345 million

$1,365 million

percentage (%)

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