Welcome to Kaspo

  • Keeping clients and employees engaged and making them feel appreciated builds brand loyalty. Kaspo strategically uses promotional items to create loyalty for our clients because that allows companies to thrive. Listening to our clients and treating them with honesty and integrity develops strong and loyal relationships. Applying creative and innovative strategies to drive results in tradeshows, appreciation gifts, and event marketing brands our clients effectively.

    Kaspo News

     

    A New Way to Sell: Influencing vs. Convincing

    kaspo : January 27, 2012 10:23 am : Kaspo News

    Influencing and convincing in comparison are both based in changing behaviors, but where they contrast is the topic of this post.

    In the promotions industry I have seen many distributors approach a potential sale as an opportunity to convince someone of their needs.

    This approach often leads to some uncomfortable arm-twisting which further down the line may lead to your client having regrets that they surrendered to your push to buy 5000 branded pens.

    Dale Carnige states that “if you want to influence people you have to talk about what they want and show them how to get it. “

    When I approach a sale I look at it as an opportunity to influence my potential client. Our process is focused on getting into the client. Before I step foot into a meeting I take time to figure out what is important to them; I want to know the vision behind their brand.

    I then show up to meetings not with a catalogue but with a blank sheet of paper and an unlimited amount of possibility.

    Influencing others is more about listening, where as convincing is more about broadcasting. My goal is to influence and empower my clients to accomplish their goals rather than convince them what their goals should be.

     

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    Kaspo Takes Home a Pyramid Award

    kaspo : January 19, 2012 10:09 pm : Kaspo News

    Las Vegas, NV- January 4, 2012- The winners of the 2012 Silver Pyramid Award For Health and Wellness Programs was announced this evening at the 2012 PPAI Expo.

    The Pyramid Award honors excellence in the creative use of promotional products in a campaign specifically designed to accomplish client objectives.

    Colorado based Kaspo, was awarded this year’s 2012 PPAI Silver Pyramid Award in the category of Health and Wellness. Brand Loyalist, Cameron Monaco designed The Grab-and-Go Workout Kit for his client, Wheeler Trigg O’Donell, for their annual employee appreciation day.

    The Kit included a branded water bottle, t-shirt, and pedometer. The pedometer was a part of the Move-It Challenge, which encouraged all employees to workout and record activity, which then qualified them to win other great prizes.

    CEO Matt Kaspari states,” As a young company we are honored to take home this award. I am so thankful to have Cameron as a part of my team. He knows his clients, his products, and how to build brand loyalty. This will not be the last you will hear of Kaspo as we continue to empower brand loyalty through creative promotional designs. Next year we’re going for the gold.”

     

     

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    Sweat Equity

    kaspo : January 13, 2012 9:22 am : Kaspo News

    As the creator of Kaspo I have learned that it takes 10 years to become an overnight success and not a day less.

    What separates the successful from the unsuccessful is Equity.

    Equity is what the firm has after all liabilities are subtracted from assets.

    The thing about is that sometimes no matter how much equity you have, your business lacks a soul. What puts a company highly in the consumers mind is not the amount of money they give to shareholders every year, but the amount of work they put back into the community.

    This is what I like to call a companie’s Sweat Equity. This is the in the trenches equity a company puts back into their community.

    This is where the successful companies succeed and the unsuccessful falter.

     

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    Relative vs. Absolute Returns

    kaspo : January 6, 2012 9:19 am : Kaspo News

    Being a mathematician I am logical. The thing about returns is that there is not always a 1:1 correlation. What you put in does not always equal what you receive.

    Most companies like to think in the mindset of 1:1 or absolute returns. They are continually concerned with the ROI, and what’s in it for them.

    This mindset kills innovation and hinders the company from thinking relatively.

    Relative returns are not as easy to justify and have more grey than black and white, but relative returns open the doors to possibility.

    Relative returns exist in a world of abundance: A world with room for discrepancy, room for discovery, and room to take a chance.

    As the creator of Kaspo I have learned that it takes 10 years to become an overnight success and not a day less.

    What separates the successful from the unsuccessful is Equity.

    Equity is what the firm has after all liabilities are subtracted from assets.

    The thing about is that sometimes no matter how much equity you have, your business lacks a soul. What puts a company highly in the consumers mind is not the amount of money they give to shareholders every year, but the amount of work they put back into the community.

    This is what I like to call a companie’s Sweat Equity. This is the in the trenches equity a company puts back into their community.

    This is where the successful companies succeed and the unsuccessful falter.

     

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    The 90/10 Rule

    kaspo : December 31, 2011 10:18 am : Kaspo News

    Most of you are probably familiar with the 80/20 rule. However, for those of you who aren’t the 80/20 rule states, “80 percent of production, income, or sales will come from a mere 20 percent of your total customer base.”

    As times continue to change so do the rules in which govern them. In this new economy it appears that now more than ever a larger number of profits are coming from an even more select customer base. The 80/20 rule is out and the 90/10 rule is becoming the governing power.

    The distribution of resources is changing. There is a finite amount of resources and only a select portion of clients are able to capitalize on the scarcity.

    In order to capitalize on this discrepancy a company must offer more than a good price, or a good product, they must offer the opportunity to build something bigger than the sum of its parts.

     

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