Since its debut in 2023, PPAI 100 has always been more than a ranking. It is a holistic approach to tracking a healthy industry. As a result, it is a resource for businesses to see what goes into a balanced distributor or supplier and learn from no matter their placement.
The PPAI 100 ranking process reveals valuable data and insightful patterns. As part of the 2024 PPAI 100 rollout, PPAI Research has gathered distributor benchmarking data provided by companies that appear in this year’s ranking as reference for any interested industry members. Later, we will share benchmarks on the industry leaders’ innovation and responsibility practices.
Today we take a look at some key performance indicators of PPAI 100 distributors’ businesses.
While the averages determined in these statistics were heavily influenced by the industry’s largest distributors, it’s important to note that PPAI 100 isn’t just a ranking of the highest revenue companies. It considers eight distinct categories, meaning that small-to-mid-size companies are able to make the list, and in some cases, rank fairly high. In this way, the median of the KPI statistics is arguably more valuable.
Below is a breakdown of each benchmarking statistic, with insight and reaction from decision makers among the ranking suppliers.
It was technically a record-breaking year for promo revenue with the industry topping $26 billion for the first time ever. It was a muted celebration, however, as that growth was outpaced by inflation, which has not dipped below 3% since March 2021 according to the Consumer Price Index report.
For this year’s PPAI 100, the average and median revenue numbers are also lower last year due to expansion of the list, which led to more companies on the list with less revenue than their larger counterparts.
Average revenue was brought up by the performance of the largest distributors on the list as 4imprint, which repeated as the No. 1 distributor, once again surpassed a billion dollars in revenue. Each of the top 15 distributors earned at least $150 million in revenue in 2023.
The average and median are both large numbers considering it represents the revenue of 100 distributors, but many promo leaders see 2024 as an important year with growth tapering off in 2023.
“Promo’s revenue totals in 2023 show that the industry is healthy, but growth has tapered off since 2022’s explosive returns,” says Alok Bhat, market economist and research lead at PPAI.
Speaking of growth, in order to avoid being overly influenced by outlier years, PPAI 100 measures growth over a three-year period. Using that metric, distributors fared slightly better in both average and median growth over a tumultuous and unpredictable three years.
“I know that business leaders have been concerned about companies pulling back spending, thinking there was a recession around the corner,” says Amy Spychalla, VP of strategic operations support at American Solutions for Business, which ranked No. 10 and grew by 26.3% over the last three years. “In the past, marketing was the first area to cut.”
That concern has consistently seemed like it was on the precipice of becoming a reality over the past three years, but the effectiveness of promo and the efforts of promo companies has proven to provide a healthy bounce back from the obstacles of 2020.
Still, Jake Himelstein, president of BAMKO, the No. 6 distributor, which saw 69% growth, speculates that these numbers might suggest some imbalance among distributors.
“I’m surprised to see the mean growth rate so much higher than the median,” says Himelstein. “I suppose this means that there are a few distributors who have outsized growth which is skewing the mean higher.”
Double-digit percentages for average and median revenue from new clients suggests a promising outlook for promo according to Spychalla.
“It’s wonderful to see that organizations believe in promoting their brand and achieving their goals through the power of promotional products,” Spychalla says. “That says a lot about this amazing industry we’re in and what it could mean for potential growth and stability ahead.”
Still, new client revenue is a key factor in revenue growth, and Andrew Titus, president of Fully Promoted, which ranked as the No. 26 distributor, expected to see higher numbers coming from new clients.
“I was surprised that these percentages were not higher given that the average growth of industry-wide revenue is significantly higher,” Titus says.
It is important to note, however, that the average growth numbers are measured over a three-year period and the new client percentages are measured over 2023, which was a slowed down growth year for the industry. According to Titus, new clients were a big part of business for Fully Promoted last year.
“At Fully Promoted, we have been seeing new client growth and those new clients placing larger orders with us,” Titus says. “We believe this is because of our differentiators as a franchise system where our local owner-operators are very hands-on in their business and can provide a high-touch customer experience that many of our clients seek us out for.”
Gross Profit margins are crucial numbers for any business, and distributors reaching within the PPAI 100 healthily averaging over 30% is a positive sign.
“It’s good to see gross margins holding strong,” Himelstein says. “What we do is inherently difficult, and we (industrywide) should be compensated for the work we perform.”
Titus sees these numbers as an indicator of product trends in the promo market.
“These percentages tell me that our industry is heavily into hard good versus soft goods,” Titus says. “Items like bags and pens are popular hard goods for us, and we see a huge opportunity to grow that piece of our business as demand for hard goods holds strong. We are seeing gross profit steadily climb as our locations diversify their product mix and believe this will be an ongoing trend for us at Fully Promoted in the years to come.
This number is bound to vary from distributor to distributor.
On one hand, a significant percentage of revenue coming from a few clients is understandable considering how heavily distributors rely on the good relationships they work hard to form in which loyal clients reward that experience. This statistic and the new client percentage outlined above will always have a causal relationship, as new clients represent diversification.
Still, relying too much on particular companies poses an inherent risk to the industry, as it leaves large swaths of revenue to factors outside of the control of distributors and suppliers. Getting those percentages a bit lower would leave promo companies less vulnerable should they lose a large account for any reason.
This number can similarly fluctuate for different distributors and might skew lower for larger companies – which would explain why the percentage are bit higher than last year when the list only included 50 distributors.
It is a percentage that reflects a delicate balance. It is important to take care of top earners, but training and mentoring sales reps to create more balance is equally important, as any sales rep may have their own reasons for leaving a job based on retirement or personal circumstances.
These numbers being the same for average and median suggests that large companies and smaller ones are operating on the same plane in terms of how long it takes to receive payment. It is also promising that these numbers are down from last year’s benchmarking in which the average was 43 days, and the median was 45.
Strong partnerships with customers create trust and doing research before partnering with certain clients can have a large impact on this statistic. It’s also important for many distributors to consider controlled or responsible growth in order to be able to handle the processes in which payments can be made accurately and quickly.
This is a figure obviously impacted by financial resources, but it can be a helpful point of reference to know where other companies stand in this regard. The median number of six full-time finance employees is only one less than last year’s despite adding 50 distributors – many of them smaller – to the list.
We are seeing a drastic difference in this regard compared to last year as a result of expanding the list from 50 distributors to 100. Last year’s average customer service rep stood at 74 and the median was 25.
This suggests that the largest companies are able to combat or eliminate issues by having a well-sized team of employees who can address problems in the moment. But the fact that many companies are operating at a level worthy of PPAI 100 with access to far fewer customer service reps could be the product of savvy investments in technology and online orders that eliminate friction in the order process.
Graze Craze, the popular charcuterie concept specializing in hand-crafted grazing boards and boxes, recently opened its newest location at 16845 E. Ave. of the Fountains in Fountain Hills.
Graze Craze Fountain Hills is the first of three new stores that will open, followed by the North Phoenix and Northeast Phoenix locations.
The Fountain Hills store is led by local franchise owners, RuthAnn and Jeff James, who are excited to bring unique culinary offerings to the area with the support of their family.
At Graze Craze, charcuterie arrangements are created by a team of experts, known as “Grazologists.” These artisans carefully curate aesthetically pleasing food displays that incorporate a variety of flavors, colors and textures for the ultimate grazing experience. Each design features high-quality ingredients that complement one another, including premium meats and cheeses, fresh fruits, crisp veggies and house-made sauces, dips and jams.
The Jameses have been residents of Fountain Hills for over 27 years, raising two sons in the vibrant community that is now home to their new charcuterie venture. The pair is looking forward to sharing the innovative concept with locals and vacationers alike by providing a convenient and memorable culinary experience that wows.
“This is a fun, energetic town that loves to celebrate everything, so we know our charcuterie offerings will be the perfect centerpiece to elevate local celebrations,” said RuthAnn James. “We are located near Fountain Park, so clients can pick up Char-Cutie-Cups, Grab & Graze Boxes or our beautiful grazing boards to elevate picnics, parties and other meaningful gatherings.”
Graze Craze boards provide options for every lifestyle, dietary preference or palate and are available in various sizes to cater to any occasion, according to the company.
The artisan-inspired charcuterie offerings at Graze Craze are available in different size options, from Char-Cutie-Cups and Picnic Boxes for nibbling to sharing-size boards with enough fresh food to feed a large party. The food displays are ideal for elevating work meetings, family gatherings, lavish events and more, while they also make for memorable gifts that leave an impression, according to Graze Craze.
Graze Craze Fountain Hills is open Tuesday through Saturday from 10 a.m. to 6 p.m. and Sunday from 11 a.m. to 4 p.m. For more information, call 480-805-8651.
She is a small business advocate who understands what it’s like losing money selling a business. Jessica Fialkovich’s experience inspired her to create the company Exit Factor to help entrepreneurs avoid mistakes when buying, growing, and selling their business. In this guest post, Jessica shares five tips for a successful business exit plan.
Strategies for Making a Successful Exit from Your Business
It may seem unthinkable now, as you devote yourself to building a business you love, but one day, the company will no longer be yours. Whether you pass it on to your family or sell it to another party, the transition will be smoother for your successor and more profitable for you if you’ve been working on your exit long before you turn over the keys.
Every owner needs a plan for leaving behind a successful business. Profitability brings better purchase offers, creates a smoother transition for the new owner, and builds a legacy of which one can be proud. To maximize your business’ value for that inevitable day when you step aside and give the reins to someone else, there are several strategic moves you should begin making now.
First, understand that running a business with the end in mind is a very different strategy than working to maximize revenue day to day or year to year. It’s a long-range view that takes three to five years at a minimum and focuses on profitability and growth.
1. Set your exit goals
You can’t plan a journey without knowing where you’re going. When do you want to exit, and what kind of asking price do you want? Do you want to be out in three years and sell for $10 million? Two years for $20 million? Decide what you want and then devise a plan to make it happen.
2. Start tracking key indicators
The numbers are like your score, and it’s the final score, not the quarters, that counts. The top numerical indicator is your company’s EBITDA, its earnings before interest, taxes, depreciation and amortization; in a word, its profitability. A healthy company generally sees 15% growth year over year.
Some experts say 5% year-over-year growth is necessary, 10% is good and 15% or more is excellent. I believe in shooting for excellent.
3. Analyze long-term health
Revenue and expenses will tell you how you’re doing today, but other qualitative factors will tell you if you’re going in the right direction for a profitable exit ten years from now. One of the most telling qualitative indicators is the owner’s role in the business. A highly involved owner may make clients feel more confident and may, therefore, bring in more revenue today, but what happens when they step aside tomorrow? Will potential investors even be interested if the linchpin is gone?
The owner’s contribution to revenue should be less than 20%. If it’s higher, you should work to get it lower over time. If it stays constant, you’re not solving the problem of the owner being too involved in the business.
4. Diversify for the future
We’ve all heard that expression, “The riches are in the niches,” but as you look toward your future exit, be careful of too much specialization. Your successor will want to see growth opportunities, and if you’re too highly niched in your industry, you may be limiting or eliminating your prospects. For instance, if you’re in the energy sector, you might decide to develop your oil and gas business over the next twenty-four months but balance it with real estate over ten years.
Over-concentration in one area creates risk in a buyer or investor’s mind, and the one thing investors and buyers avoid is risk. You don’t have to be all things to all customers but leave some room for expansion within your field.
5. See it like a buyer
Today, you’re probably seeing your business through customers’ eyes. To plan smartly for your future exit, you must see it like a new buyer or new investor. Plan with profitability and growth in mind and you’ll make a smooth exit when the inevitable day when you must bid good-bye to the business you raised to maturity.
To learn more about strategizing for a profitable business exit and how Exit Factor helps business owners increase profits, streamline operations and boost business value, visit www.exitfactor.com.
Exit Factor™ offers a proven method that helps small to mid-size business owners maximize their company’s value. Logo used with Jessica Fialkovich’s permission.
About today’s writer
Jessica Fialkovich is a Business Exit Expert, Author, Speaker, and Small Business Advocate. When she sold her first business a decade ago, she had no idea where to start. Fortunately, she was able to exit successfully and then buy her next business — a business brokerage office. For ten years she has built her Transworld Business Advisors franchise to be the fastest growing and most successful business brokerage firm in the U.S. But she realized that most business owners that decide to sell are not prepared, and although hundreds of experts will teach you how to start a business, how to grow one — very few will teach you how to sell.
In founding her education firm, Exit Factor, she decided to pull back the curtain about how the business sales process works and give buyers and sellers the tools to successfully (and profitability) complete a transaction. She is an entrepreneur at heart and successfully built and sold two startups, along with my husband and business partner, Al. When not at work you her find in the mountains exploring with Al and our dogs (Sailor and Moose), spending time with her new son, Brix, or attending as many Springsteen shows as she possibly can.
When 2017-founded 7 Brew was named QSR’s Breakout Brand of the Year in January, there were about 150 locations, a 275 percent rise in less than a year. But it wasn’t so much the recent growth as it was 7 Brew’s ambition that stood out. The drive-thru concept had 2,000 store commitments listed on its FDD and public claims it was actually closer to 2,500, on track for 3,000.
While a multi-year path, 7 Brew continues to gain at historic rates. At the end of 2022, 7 Brew had 38 shops. By the close of 2023, there were 180, and the number was up to 217 by mid-April 2024. 7 Brew exited last year with average-unit volumes of $1.8 million and domestic systemwide sales of $191 million. Of those 180 locations, 161 were franchised.
For the first time, QSR is partnering with Datassential to share findings from the firm’s Top 500 report and to collaborate on the upcoming 2024 FSR 30 (slated for August).
Of the half-a-thousand brands measured in Datassential’s report—7 Brew posted the most-robust one-year unit growth of any brand by percentage (not total count).
7 Brew: 373.7 percent
The Peach Cobbler Factory: 358.3 percent
Hangy Joe’s Hot Chicken: 281.8 percent
KPOT Korean BBQ & Hot Pot: 275 percent
Foxtail Coffee Co.: 176.2 percent
Just Love Coffee Café: 136.8 percent
Cupbob: 134.8 percent
Swig: 130.4 percent
The Great Greek Mediterranean Grill: 130 percent
Nautical Bowls: 125 percent
And by one-year sales growth (percentage):
The Peach Cobbler Factory: 332.5 percent
Nick The Greek: 304.7 percent
7 Brew: 267.3 percent
Pizza King Inc.: 264.7 percent
Cupbob: 207.2 percent
Playa Bowls: 153.5 percent
Nautical Bowls: 152.2 percent
KPOT: 152 percent
Just Love Coffee Café: 140.5 percent
Datassential’s full report will arrive in early June. Here are some preview highlights:
The total U.S. units in 2023, counting the Top 500 brands, was 238,152—up 2.1 percent from 2022. Sales hiked to $417.13 billion, or a 7.5 percent, year-over-year rise.
The top five states per region with the most new openings in 2023 (among 7,000-plus new units from Top 500 chains with founded dates last year):
South (made up 43 percent of the Top 500)
Texas: 946
Florida: 599
Georgia: 277
North Carolina: 274
Virginia: 198
West (23 percent of the list)
California: 644
Arizona: 204
Colorado: 158
Utah: 109
Washington: 82
Midwest (22 percent)
Ohio: 277
Illinois: 254
Minnesota: 176
Indiana: 158
Wisconsin: 142
Northeast (12 percent)
New York: 397
Pennsylvania: 253
New Jersey: 186
Massachusetts: 90
Connecticut: 59
The limited-service sector anchored growth at 2.3 percent, rising to 212,469 total stores among the Top 500. It split 170,241 (1.9 percent higher) for quick service and 42,228 for fast casual (4 percent). Full-service eateries inched 0.3 percent to 25,683 as the category continues to work its way back from the pandemic’s long trail and the settling of off-premises business.
Fine dining accounted for 550 units (4.6 percent); casual dining 14,266 (0.5 percent); and midscale 10,867 (down 0.1 percent).
As for one-year sales growth by category, it broke down as follows:
Limited-service salad/healthful: 11.2 percent
Coffee: 5.9 percent
Limited-service other: 4.6 percent
Dessert/snack: 4.3 percent
Limited-service Mexican: 3 percent
Limited-service chicken: 2.9 percent
Limited-service pizza: 1.6 percent
Limited-service bakery-café: 0.8 percent
Limited-service sandwich: –0.4 percent
Limited-service burger: –0.4 percent
Full-service regional/ethnic: 7.6 percent
Full-service sports bar: 3.8 percent
Full-service midscale: 0.3 percent
Full-service seafood/steak: 0.1 percent
Full-service Italian/pizza: –0.9 percent
Full-service American: –2 percent
The limited-service umbrella, among the Top 500, also grew sales 8.1 percent to $338.18 billion. Quick service reached $263.48 billion, 8 percent above last year. Fast casual hiked 8.6 percent to $74.7 billion. Full service rose 5 percent to $78.95 billion; casual dining 4.8 percent to $55.57 billion; fine dining 10.7 percent to $3.33 billion; and midscale 4.5 percent to $20.05 billion.
By segment unit growth:
Limited-service salad/healthful: 17 percent
Limited-service chicken: 11.9 percent
Dessert/snack: 10.1 percent
Coffee: 9.8 percent
Limited-service other: 9.3 percent
Limited-service Mexican: 9.1 percent
Limited-service burger: 7.5 percent
Limited-service sandwich: 7.2 percent
Limited-service bakery-café: 1.8 percent
Limited-service pizza: 1.6 percent
Full-service regional/ethnic: 10.2 percent
Full-service seafood/steak: 6.7 percent
Full-service midscale: 5.2 percent
Full-service Italian/pizza: 4.2 percent
Full-service American: 3.8 percent
Full-service sports bar: 3.2 percent
Datassential’s Top 50 also tapped into consumer perceptions. An interesting point to emerge was full-service brands dominated “food quality.” However, a quick-service concept (which one won’t shock anybody) topped both service and experience.
Food quality:
Texas Roadhouse: 75 percent
Chick-fil-A: 74 percent
LongHorn: 74 percent
Cheesecake Factory: 73 percent
Ruth’s Chris Steak House: 71 percent
Largest year-over-year gains:
Miller’s Ale House: 6 percent
Rubio’s: 6 percent
La Madeleine: 5 percent
Cotton Patch Café: 5 percent
Service:
Chick-fil-A: 72 percent
Texas Roadhouse: 72 percent
Longhorn Steakhouse: 69 percent
Cheesecake Factory: 69 percent
In-N-Out Burger: 68 percent
Largest year-over-year gains:
Shari’s: 9 percent
Fuddruckers: 7 percent
La Madeleine: 6 percent
Chicken Express: 6 percent
The Capital Grille: 5 percent
Experience:
Chick-fil-A: 73 percent
Ruth’s Chris Steak House: 70 percent
Texas Roadhouse: 70 percent
Maggiano’s Little Italy: 69 percent
In-N-Out Burger: 69 percent
Largest gains in 2023:
Rita’s Ice: 7 percent
Maggiano’s Little Italy: 6 percent
Fleming’s Prime Steakhouse: 5 percent
Famous Dave’s: 5 percent
Fazoli’s: 5 percent
Affordability:
Little Caesars: 72 percent
Freshii: 65 percent
Papa Murphy’s: 64 percent
Cici’s Pizza: 62 percent
Pollo Tropical: 59 percent
Largest gains in 2023:
Cotton Patch Café: 10 percent
Freshii: 9 percent
Beef ‘O’ Brady’s: 9 percent
Corner Bakery: 7 percent
Uno Pizzeria & Grill: 7 percent
Value for the money:
Papa Murphy’s: 66 percent
Little Caesars: 65 percent
Cici’s Pizza: 63 percent
In-N-Out Burger: 63 percent
Del Taco: 62 percent
Largest gains in 2023:
Black Bear Diner: 11 percent
Café Rio: 10 percent
Pita Pit: 8 percent
Beef ‘O’ Brady’s: 8 percent
Corner Bakery: 7 percent
Net promoter scores
Chick-fil-A: Plus 43 (57 percent positive; 13 percent negative)
Texas Roadhouse: Plus 43 (56 percent positive; 12 percent negative)
In-N-Out Burger: Plus 42 (56 percent positive; 14 percent negative)
LongHorn: Plus 40 (53 percent positive; 13 percent negative)
Portillo’s: Plus 40 (54 percent positive; 14 percent negative)
Cheesecake Factory: Plus 37 (52 percent positive; 14 percent negative)
The Capital Grille: Plus 37 (54 percent positive; 17 percent negative)
Ruth’s Chris Steak House: Plus 35 (52 percent positive; 17 percent negative)
Maggiano’s: Plus 33 (49 percent positive; 16 percent negative)
Topgolf: Plus 32 (48 percent positive; 17 percent negative)
Once you’ve decided to buy, here are three steps for finding the franchise that’s right for you.
You’ve decided to take your career to the next level by investing in a franchise. Now what? With more than 800,000 franchise establishments in the United States, how do you find the one that’s right for you?
It’s a mix of objective performance indicators and gut-level instinct, in an ongoing balance until you purchase. First, list your wants and needs, your budget and the things you are good at and enjoy versus those you are not good at and hate doing. Friends and family are good sources for these insights; they know you best so they can tell you whether they think you’d be good at it.
You don’t have to do all of this alone; nor should you. Plan to have a team behind you: a broker if you’re buying an existing location, with a lawyer and an accountant when you’re in the final stages.
Once you’ve decided to buy, here are three steps for researching the perfect franchise for you.
Start with yourself
You will be one of your most critical resources when researching the franchise. Before you get to the financial or logistical aspects, you must be sure you’ve chosen the best industry and company for you – and if franchising itself is right for you.
Ask yourself the following questions:
Why do I want to own a franchise? Can I really see myself doing this? If you’re in this to get rich quick, better look elsewhere. Prosperity should be your goal (who goes into business to not make money?), but you should know it will take a lot of hard work to get there. If your goal is to have more control of your career by running your own business, consider if you’re ready to be the boss in difficult times, when sales are slow, or the team isn’t performing.
Do I know enough about this industry to buy into it? You don’t necessarily have to have run a restaurant, sign company or any business in the past to succeed in a franchise, but the more you know about the company and industry you’re eying, the more successful your investment will be. And the less experienced or knowledgeable you are, the more critical it will be to identify people you can turn to for answers you don’t have.
Research the company and its industry
You have a wide variety of resources: Publications like Entrepreneur‘s Franchise 500 can give you a sense of the industry as a whole. The brand’s website can help you analyze its products/services, history, mission and values; look at its social media and online reviews for customer feedback. Ask the franchise to connect you with a franchisee. Meet with a local representative and visit existing locations of the franchise and its competitors. Also, consider:
Does the franchise have a history of success and strategic growth? A franchise that isn’t adding locations and attracting new franchisees is just another business with multiple venues. Check out the market for the product or service, including growth opportunities. If the franchise brand doesn’t have a clear plan for where and where not to locate new franchise locations, it may not be the best choice for you. The brand should also be willing to share backup materials for its earnings claims.
Does the company have resources for training, setup and ongoing support? You should expect detailed help choosing and setting up your location, thorough training for your team and networking opportunities to learn from vendors and fellow franchisees. Initial training should last one to two weeks, followed by two to three weeks of set-up and periodic on-site visits for setting up technology and marketing.
Discovery Day is an exploration day for prospective franchisees to learn more about the brand. Prepare for it by getting the agenda and learning whom you’ll be meeting with. Prepare three to five questions for each person. Your goal should be to get a good feel for the company and its culture.
Franchisee feedback.The brand should be willing to let you speak to an owner without a corporate “chaperone.” Ask the owner about their experience with the brand. Has the company provided adequate training and support? Does it seem to care about its franchisees? And the bottom line: Would they do it again?
Be willing to walk away
Throughout your research, be alert to red flags, such as a lack of success in a flagship location, failure to provide manuals and reluctance to have a “discovery day.” You should be able to visit other franchisees on your own, outside the presence of a company representative.
Researching a franchise requires willingness to dive deep into the company you’re looking at and to keep asking questions until you understand and can accept the answers. You’ll be sinking a significant amount of your money, time and heart into this investment, so don’t rush into it – and don’t be afraid to walk away. It’s OK to drop a prospect that doesn’t look or feel right if you do so at the brand’s established “point of no return.” At United Franchise Group, we prepare for that possibility by making our deposit fully refundable before final signing, if the applicant isn’t comfortable with the marketing, location or lease before they commit to ownership. The last thing we want is a franchisee in a business they don’t like.
Of all the factors to look for as you research, the overarching one should be the franchise’s support and respect for you. You should get a sense that the brand is out for more than a cut of your revenue but is there to help you succeed. While you’re investing in the franchise, the franchise should be investing in you — setting you up for success, which creates their success.
St. Charles, IL – Fully Promoted®, a full-service promotional products franchise, is celebrating the recognition of its St. Charles, Illinois franchise as a winner of this year’s MarTech Awards, a program launched by Innovation in Business Magazine to shine a light on the latest developments, trends, and innovations across the marketing technology landscape.
Owned by Michelle Bottino, Fully Promoted of St. Charles was named Promotional Products & Apparel Company of the Year, an honor fueled by the franchise’s zest for creativity and unwavering efforts to help brands leave a lasting impression on their new customers and employees. With a commitment to quality, Fully Promoted of St. Charles provides ongoing training to further the professional and creative development of its team so they can best serve their clients. The business also regularly invests in its equipment to ensure they can produce the highest quality products in-house and at a lower price point than larger vendors, emphasizing its dedication to value.
“Our focus is on providing solutions for our clients including bulk orders, welcome and new hire kits, and online shopping portals,” said Bottino. “We want all of our clients to be successful and we work hard to make sure we can provide quality products and affordable prices.”
As stated byInnovation Business Magazine, the winners of the 2024 MarTech Awards are continually enriching modern digital marketing practices and providing advanced solutions. With new technologies emerging all the time, automation, data analytics, and AI – among others – are altering the way we find, handle, and process information. The next step is translating and harnessing the power of this uncovered data to tailor those all-important digital services to achieve the best results.
Recognizing their excellence, the 2024 MarTech Awards delve deeper into the unique offerings of those innovating and fueling their industry. MarTech Awards Coordinator Jack Ford commented on the achievements of the 2024 awardees, “This program marks milestones for our winners as we commemorate their success. I want to personally wish them all the best for the future ahead as we continue to see them nourish their teams, offerings, and clients.”
To learn more about the 2024 MarTech Award winners and to gain insight into the working practices of the “best of the best”, please visit www.innovationinbusiness.com.
About Fully Promoted
Fully Promoted® operates a full-service branded apparel, promotional products, and marketing service business with approximately 270 individually owned and operated locations around the world. It is an affiliated brand of United Franchise Group™, the global leader for entrepreneurs. Fully Promoted has established its reputation as a one-stop-shop for branded swag, merchandise, and apparel, perfect for business conferences, tradeshows, incentives, recognition and award programs, corporate gifts, and company stores, building brand recognition that can take your organization to the next level. To find the Fully Promoted nearest you, visit www.fullypromoted.com, and for franchising opportunities, visit www.fullypromotedfranchise.com. To shop Fully Promoted e-commerce, visit www.shop.fullypromoted.com.
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