Blair Klayman

Ever wondered what it takes to close deals like a pro, attract dream clients, and feel TRULY confident at the negotiation table? That’s exactly what I’ll be sharing this Friday at the Business Solutions Summit hosted by Halton Hills Chamber of Commerce! I’ll be unveiling my K.I.C.K. Framework 🥋—a simple, powerful approach to negotiating that’ll take your skills to a whole new level. From discovering your strengths to setting rock-solid boundaries, 'Negotiate Like A Ninja' is all about building confidence and value in your personal brand, knowing when to walk, and creating deals where everyone wins. It’s not just about closing; it’s about transforming how you do business. 🏆 💬 Got a go-to negotiation tip? Drop it in the comments—I’d love to hear your secret weapon! 💡 Interested in a talk like this? Let's connect - iamdaniel.ca Booking agent - Tami Adams - Founder, Speaker Strategist, Agent, Speaker Coach #iamdaniel #Keynotespeaker #Negotiation #Sales #SalesTraining #CorporateEvents #CorporateSpeaker #ConferenceSpeaker #MotivationalSpeaker #Storyteller #ProfessionalDevelopment #CorporateEventPlanner #EventPlanner #PublicSpeaker #Speaker #BusinessConference #SalesConference #EventProfessional

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Big shifts are coming to the Canadian media landscape with Rogers purchasing the Canada rights to several lifestyle brands such as HGTV, Food Network, and Discovery. Meanwhile, Corus’s CEO Troy Reeb shared that they will be debuting the Home Network and the Flavour Network to replace HGTV and Food Network respectively. Their release highlights the shift towards more local content, with another 110 hours of Canadian originals expected to land on their new channels. These changes were announced earlier this year, but the dust is still settling and we’re working closely with clients to identify what these changes mean for their Linear TV strategies. One discussion that came up recently involving a client targeting women in the Canadian market. They had previously focused on channels like the Oprah Winfrey Network and the Cooking Channel - both of which have been shut down. . There is a lot of complexity to break down, and we’re working to evaluate whether there are ROI positive opportunities in this new media landscape for their paid media strategy. For other paid media agencies - what do you think of these shifts?

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How to destroy a cult brand in 3 steps? 1. Spend 30 years building a category, teach the customers to refine their taste and expect more - then stop improving your products and allow small competitors to eat your lunch. 2. Spend 30 years building a narrative of being the third place for urban people - then close most of your urban stores and become a supermarket stand / drive-through brand. 3. Hire an out-of-touch CEO, panic at a really bad earnings call, ignore all the major brand issues - then promise to fix minuscule details, just so you can pretend to do something meaningful. People live in a narrative. It was true 2000 years ago, it was true in 1987, and it's true today. If the narrative is good, they'll keep engaging with you. If it's not, their wallets will start wandering around. This is the curse of all major brands. They mistake their product for the narrative.

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“We look at ourselves as a restaurant first that sells convenience store items” 7-Eleven is redefining its identity. This strategic shift comes as the chain expands its services to include alcohol sales for both takeout and in-store drinking. 🍻🏪 By integrating alcohol sales, 7-Eleven aims to attract more customers looking for a casual place to dine and shop, further blurring the lines between convenience stores and food service. This move could set a precedent for how convenience stores evolve to meet changing consumer preferences and lifestyle needs. How might this change the landscape of quick-service food and retail? https://lnkd.in/gkRr2pfn #RetailInnovation #FoodService #7Eleven #ConvenienceStore #FoodTrends

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Like beer drinkers in candy shops At 7AM this morning, those looking to buy beer before going fishing could do so in Ontario convenience stores. Ontario C-stores have officially joined the alcohol retail market, adding 4,000 new venues where locals can purchase beer, wine, cider, and ready-to-drink cocktails like hard seltzer. There's a legislative push to support local producers, mandating that at least 20% of beer and cider offerings and 40% for Ontario wines in these stores be locally sourced. While this provides an avenue for local brands, the selection process remains selective, likely favouring larger or more established local entities. C-store operators might want to keep an eye on the story of Tite Frette (a little cold one) in Quebec - a specialty chain that sells an exclusive range of Quebec-made microbrews, wines, and ciders. Starting in 2018 with a modest 200-square-foot shop in Granby, Quebec, the store quickly expanded through franchising. But it's now struggling, with half of its stores closing and multiple franchisees declaring bankruptcy. Amidst these challenges, Tite Frette has struck a partnership with the candy shop chain Sugar Daddy's. According to reporting in the Journal de Montreal last year, this collaboration aims to diversify the offerings at Tite Frette locations, thereby attracting a broader customer base. By combining the sale of craft beers with popular confections, Tite Frette hopes to increase foot traffic and sales, providing a lifeline to struggling franchises. The lesson? Steam Whistle Brewing president Bromlyn Bethune is quoted in the Toronto Star today. There are no guarantees about exactly which local brands get chosen as space is at even more of a premium than it is in any other retail setting: "They're pushing out Coke, Pepsi and Frito-Lay products to make room for beer and wine" Don't push them out too far. And leave space for candies. Kenny Shim Lisa (Phillips) Hutcheson Amanda (Mandie) Murphy Anne Kothawala https://lnkd.in/eARMNSDn https://lnkd.in/eazfeipU

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Build Something That Stands Tall Through Time When the CN Tower was built, it was more than just a radio tower. It was a statement. A beacon of innovation that transformed a practical necessity into a symbol of Toronto’s identity. What if we built our companies and brands with the same vision? Not just to solve today’s problems like ‘give me MORE PROTEIN’ … but to become timeless icons. To take what’s functional and turn it into something that is timeless. To inspire pride and identity. All of the world class brands do this. Just like the CN Tower wasn’t merely a structure but a revitalization for a city, our businesses can be more than products or services—they can redefine what it means to stand tall through time. So my question going into the weekend for all of us is … How will you build your legacy? #cultureFIRSTleadership 🎥 … running & exploring Toronto this morning. 👇🏼

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Do No Name Stores Make Sense? When I first heard about Loblaw's plan to launch a dedicated store for its No Name brand, I was intrigued. However, the more I think about it, the less the logic seems to hold up. Loblaw is essentially asking customers to accept less for less. The new No Name store will offer: - 1,300 No Name products (compared to over 2,900 in the full No Name line) - Shorter operating hours (10 am to 7 pm) - No dairy or fresh meat products - Fewer weekly deliveries (increasing the potential for stockouts) As Per Bank, President and CEO of Loblaw, stated in the news release: "Our goal is simple – providing food and essential household items across a limited range of national brands and no name brand products at our lowest possible price." While the intent sounds commendable, I can't help but wonder if there isn’t a simpler solution. Why not just lower the prices of No Name products already sold in their many existing stores? Canadians already visit about two grocery stores during their weekly shopping trips. Is Loblaw expecting customers to make an extra stop just for a limited selection of products they can already find in other Loblaw-owned stores? Asking customers to bypass the No Name products during their usual shopping trip, only to make a separate trip to pick up the exact same items elsewhere, seems redundant. This approach could also create competition between their own discount stores, like No Frills, and the new standalone No Name stores, both targeting the same budget-conscious consumers. What would make the extra trip worthwhile? Perhaps if customers could replace all their weekly groceries with No Name products, it might have appeal. Or, if Loblaw offered exclusive No Name products only available at the new stores, it could provide the differentiation needed to justify the additional stop. I also hope that Loblaw has done its homework to see if the No Name brand can stand alone without the brand equity it usually borrows from being a low-cost option within a store offering a broader range, such as Superstore or Shoppers Drug Mart. Given the potential risks and challenges, strengthening the No Name brand within existing stores (perhaps through a "store within a store" model) might have been a more strategic move. #retail #retailmarketing Loblaw Companies Limited Only time will tell if this new venture pays off. https://lnkd.in/gV4FfpkB

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I had a ton of fun digging into marketing, social media, and brand positioning. Finding your 'why' is more important than every in today's noisy landscape! #marketing #foodbusiness #cpg #cpg #foodbranding #marketing

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For the "go woke, go broke" crowd that permeates through many brands across North America and beyond... ...I'm happy to say that you're wrong. A whopping *75%* of consumers globally say that "diversity and inclusion – or a lack thereof – influence their purchase decisions." This comes from Kantar’s 2024 Brand Inclusion Index - a survey of more than 23,000 people in 18 countries. Valeria Piaggio, Global Head of Diversity, Equity and Inclusion at Kantar, expands on this: "It’s a myth that inclusion marketing is about marketing to minorities. Inclusion marketing is expansive marketing. One of the fundamental ways to grow your brand is to predispose more people to it. Yet when brands exclude consumers – whether that’s because people don’t feel welcomed when shopping in store or their advertising doesn’t reflect diverse communities – it’s an easy miss. Millennials and Gen Z prioritise diversity and inclusion even more than other groups, and as these populations grow in size and buying power these issues will carry more weight. Brands will be rewarded if they stand by their values – especially in the face of vocal communities which stoke the culture wars by pitting minority groups against one another.” So in the wake of so many brands cutting back on their #DEI staff and spend, treating inclusion like a checkbox that can be layered in whenever convenient, or just deprioritizing #DEI to pre-2020-like conditions, this is your wake-up call. It's time to get back on track. Your customers want it. Many are even demanding it. What are you waiting for? #JEDI #EDI #DEI #DEIA #InclusiveMarketing #InclusiveCommunications #InclusiveBranding #InclusiveAdvertising #InclusiveResearch #InclusionMatters #InclusiveWorkplace #InclusiveCulture

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First the Avenue Road store, and now this. Feeling the pinch from Eataly or is the splurge end of the market contracting? Pusateri’s Fine Foods has unexpectedly closed its doors at Bayview Village in Toronto, marking a significant shift for the high-end grocery store known for its gourmet offerings. This closure raises questions about luxury food retailers' challenges in adapting to changing market dynamics and consumer behaviours. 🏪🛑 #RetailTrends #LuxuryRetail #SpecialtyGrocery #TorontoBusiness

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As marketer, I couldn't help but notice the intriguing challenge Starbucks is currently navigating. In the article shared by Business Insider, Starbucks revealed that mornings are proving to be incredibly busy, leading to a concerning trend of abandoned orders. Now, why is this particularly fascinating? Well, consider this: Starbucks frequently employs marketing promotions on their mobile app, enticing customers with bonus rewards for orders placed during those very morning hours. So, what gives? This scenario highlights an opportunity for synergy between operations and marketing. There's a treasure trove of insights waiting to be uncovered here. How can they optimize operational efficiency to better handle the morning rush while simultaneously enhancing marketing strategies to ensure maximum engagement and conversion? It's a puzzle waiting to be solved, and I believe the solution lies in the collaborative efforts of both teams. By leveraging data analytics, consumer behavior patterns, and innovative marketing tactics, they can not only address the current challenges but also unlock new avenues for growth and customer satisfaction.  One recent promotion of theirs I've noticed focuses on Thursday afternoon. It would be interesting to know what the data for Thursdays is during this activation. Could this promotion be a response to address the morning rush predicament they're encountering? Let's all actively seize opportunities to align our efforts cross-functionality, break down silos, and drive impactful results. #Marketing #Operations #Collaboration #Innovation #CRM

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Knowing how your organization's reputation compares to others is a key piece of data that can help inform strategy. The good news is we already have the data for over 90 organizations. Reach out to find out more.

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Everything we do for our clients, we do for our own group of companies first. You’ve heard me talking about our Martial Arts School - Element YYC. Like many of our acquisitions (asset purchases) this was a ‘turnaround’. We are leveraging our Business Acquistion Team (SamurAI Capital), our Marketing Team (Stylelabs Inc. ) and our technology SamurAI CRM / CMS to incubate the new ElementYYC from the foundations of 5 Elements. Our goal is to transform from the inside out (systems, procedures, technology, curriculum, talent) while maximizing visibility on Google (like the example below) leveraging the Google, LinkedIn and Meta Ad Network. That said, all initiatives start with a good website. Any company we acquire / own MUST have been a Stylelabs Inc. client with a SamurAI site because it gives me the visibility and confidence of the organizations’ true potential. SamurAI is available for any organization, any size, any industry. We’ve also removed the barrier of expensive web design setup with our new and biggest release, SamurAI ZERO. Our goal is to give every organization, every entrepreneur, every startup access to our award winning tech. Now we have. Learn More 👇🏽 https://lnkd.in/gtzBBr-J

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There are tons of lessons to be learned with the Loblaws boycott, which I am happily participating in. I think it's a wake-up call that no store or brand deserves our undying loyalty. Frankly, it's good to break up our shopping habits. Assuming your customers will always come back rarely works out. This boycott has the potential to snowball – if enough people see others doing it, then it might get bigger than even organizers imagined (which is why I brought up my participation in the first sentence). The pandemic changed how we think about work in terms of commuting and 9-to-5 hours, and I think this boycott has the potential to do the same. Why do we need to buy our groceries in mega-sized stores with increasing security? It's a fair question. This boycott is different because the customer literally has nothing to lose. Loblaws isn't the most affordable, it's usually just the most convenient. So the customer can hold out as long as they want. I'll note, my engagement in taking about the boycott on my Instagram and Reddit is through the roof, so that in itself is a reward to keep talking about it. And given the accuracy of TikToks algorithms, my feed is now all about the Loblaws boycott, making me feel like I'm one of millions, even if I'm not. Again, that's not good for the PR team. You know how when you look at something, everyone else around you starts looking at it too. A crowd forms, just because they see a crowd forming. Thanks to social media algorithms, that's what is going to start happening with this boycott. So why Loblaws and not the others? Well, marketing. We have gotten very used to blaming politicians for everything, but it seems many Canadians have a new target, and he has no one to blame but himself. For years, Galen Weston Jr. was the face of the company. Canadians grew to like him, to trust him – he was essentially Canada's dad. So, when things started to get more and more expensive, there was only one person to blame: the one whose name everyone knew. Making yourself the face of a brand has many risks, and five days into the boycott, I think Weston is just now realizing that. Finally, I want to be clear: I don't think this boycott will have a big impact on Loblaws' profits. But making noise and breaking habits is addictive. Most importantly, a lot of Canadians are going to realize that with just a little bit of organization and an easy-to-understand message, their voice can have lasting impact. The Loblaws company is in a PR war, and it's not one I see them winning any time soon.

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In today's commerce, there's only ONE consumer. 👆 Takeaways from GroceryConnex & Digital Grocery Summit below! 2 incredible days of learning from brand & retail experts, 4 takeaways to make your 2025 a success! 𝟏) 🇨🇦 𝐢𝐬 𝐬𝐞𝐞𝐤𝐢𝐧𝐠 𝐯𝐚𝐥𝐮𝐞 35% of Canadians are vulnerable spenders while another 49% are planning their shopping to manage spending. 80% are shopping on promotions, 65% are buying larger format to stock up while 43% are buying smaller volumes to meet budgets. We actually outpace Americans in our use of promotions! Consumers are also making multiple trips to find best prices, resulting in smaller, more frequent baskets. It's critical to understand how your consumer defines value and to deliver it. 𝟐) 𝐎𝐦𝐧𝐢𝐜𝐡𝐚𝐧𝐧𝐞𝐥 𝐝𝐫𝐢𝐯𝐞𝐬 𝐑𝐎𝐈 Consumers are looking EVERYWHERE for deals and discoveries: 93% of shopping journeys start online 90% of online grocery shoppers are omnichannel 81% of Walmart shoppers often visit the website or app before buying in-store Despite our love of in-store shopping, 🇨🇦 leads globally for click-and-collect buyer growth. Each brand at the #digitalgrocerysummit saw substantially greater lift (1.5-3+ X) when using omnichannel campaigns compared to the individual efforts and against category. 𝟑) 𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐞 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡 𝐯𝐬 𝐞𝐂𝐨𝐦𝐦 & 𝐫𝐞𝐭𝐚𝐢𝐥 Omnichannel campaigns require integrated brand efforts. Every brand is on this journey - and nobody has it fully figured out. This was one of the biggest brand takeaways as many thought they were way behind. There's a range from testing retail media networks to creating commerce teams. 𝟒) 𝐋𝐞𝐯𝐞𝐫𝐚𝐠𝐞 𝐝𝐚𝐭𝐚 𝐭𝐨 𝐫𝐚𝐩𝐢𝐝𝐥𝐲 𝐭𝐞𝐬𝐭, 𝐨𝐩𝐭𝐢𝐦𝐢𝐳𝐞 𝐚𝐧𝐝 𝐢𝐧𝐯𝐞𝐬𝐭 Omni also requires leveraging data to identify pockets for growth opportunities in uncontested needs/audiences, ideas to anchor campaigns or tactics/channels are worth testing. Then you need to move quickly to test - if it works, invest more and if not, take the learnings and pivot. It's the startup mindset at scale! There were so many case studies and important stats shared at these events - wish I could share them all but these were my 4 big takeaways. What were yours? ------------------------------------------------------------- Get more product off shelves and into baskets with the latest in CPG, retail & consumer trends at 10:30am M, T, H & Sat by following Jared! I and Caddle have solutions to support your brand, big or small, in all of the above from research to providing promotion to increasing discovery with reviews - book a time with me to learn more: https://lnkd.in/gJnr2MAH Stats from Caddle, Mars, NielsenIQ #mydigitalshelf #digitalgrocerysummit #shoppermarketing #digitalmarketing #retailmarketing #omnichannelmarketing #CPG #ecommerce #omnichannel

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HMMMMMMMMMMM - you don't need to be a rocket scientist to have seen this one coming! Government and retailers have done such a great job removing single-use plastic bags from stores to help save our landfills they have inadvertently created another environmental problem --- a proliferation of reusable bags that are piling up in our homes and will eventually end up ... guess where (?)...in the same landfills. Could it be consumers are not programmed to remember to bring bags to stores when we go shopping so we purchase an endless number of reusable bags that are ... well...NOT reused? Focus group of one here, but YES I never remember to bring reusable bags to a store even when I leave them in my car! Well at least retailers like Walmart are stepping up to create a pilot recycling project to address the problem for unwanted blue store bags by having those in good condition be donated to the Food Banks of Canada. Of course, I am sure this program is bad for our carbon footprint or will lead to something bad for our environment too. #retail #shoppers #environment #bags #retailmarketing #omnichannel #CPG #shoppermarketing

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How do you tell consumers where to purchase a product at a new retail chain? Work with influencers to document their experience buying it in-store and then enjoying it at home! This is how the swerve team has been executing an incredibly successful PR and influencer campaign timed around long weekends this summer with client Shaw's Ice Cream. DM me if you want to learn more Thomas Hare, Kristine Hayes Madeline Jelsma Matt Semrau #influencer #PR #CPGmarketing

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As beer, wine and RTD's enter convenience stores. I would assume, dynamic pricing. When the LCBO/TBS are closed, c-stores will (or should) increase their retail pricing, taking advantage of their "only game in town" position. When the LCBO/TBS are open, price match and leverage ease of access. It will be important for them to test this and find the right model. Memo - this should not result in increased consumption - overall, there is no real access gap (other than, maybe, the extended hours element, which is likely a small benefit). Mostly, it will just move purchases from incumbent retailing to c-store (LCBO and TBS taking the biggest hit).

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The Battle of the Flyers - How the founder of Quebec's Glouton app helps grocery shoppers find great deals It’s always interesting to see how unique regional habits can shape an entire industry. Here’s a compelling insight—Quebeckers are more likely to do their grocery shopping on Thursdays and Fridays compared to other Canadians, according to data from Nielsen. Why is this significant? It shows a distinct consumer pattern that businesses can leverage. And speaking of leveraging, here's how technology is transforming the way Quebeckers shop. Glouton, founded by Jean-François Gagné Bérubé, has not only revolutionized the shopping experience but also provided invaluable insights with its application. Before heading out, many are turning to "Le combat des circulaires" on the Glouton app. This feature offers a robust analysis of weekly specials, available for free in the "Circulaires" section, helping consumers spot the best grocery deals and even find recipes to maximize their savings. Check it out here: https://lnkd.in/eh5r2rv9 From an initial project born out of pandemic-induced boredom to a thriving platform, Glouton marries Jean-François’s passion for food with AI, providing a tailored shopping guide that prioritizes quality and cost-effectiveness. Glouton uses AI to analyze deals, ensuring that consumers get the best value for seasonal products, especially local ones. Jean-François Gagné Bérubé also appears weekly on TV on LCN and TVA and writes a weekly column in the Journal de Montreal.

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