The challenge is in the design, development, communication, and collaborative execution.


Brand and Business Management in today’s business climate is not JUST about selecting the BEST component partners, but creating a communication process and detailed “plan” that integrates all partners (from Conceptual Development to Logistics/Fulfillment/Distribution) – thereby ensuring consistent communication throughout the lifetime of any campaign. Net, net – organization + streamlined communication + detailed integration process = greater profit margin and revenue!


The Financial Pro-forma:


In organizing and executing a well-planned Brand and Business Management structure – the first initiative is to develop a sound financial plan. Detailing a Breakeven and Cash Flow analysis will ensure that all components (i.e. Median Media expenditure, Upsell and Premium integration, Cost of Goods, Component partner cost, etc.) are evaluated, negotiated, and projected. The financial Pro-forma provides a working document of financial data that provides an opportunity to evaluate the viability of a business initiative while deciphering all cash flow and capital expenditures needed to initiate a realistic business. The Pro-forma also allows for the analysis of any potential media and inventory funding that might be necessary to either offset current cash flow or provide funding that would otherwise not exist.


Brand and Business Management – Gantt and PERT chart construction and ever-evolving analysis:


Since the essence of sound Brand and Business Management involves the consistent review of all component partners – from Manufacturing to Distribution – a well-designed and executed Gantt and/or PERT chart must be developed. Within this structure – all methodical steps in the process are outlined, projected date ranges are profiled, and partner accountability is measured (including client partner involvement). This evolving organization segments all component partners, by providing ongoing detail as to the “what”, “where”, “how”, “when” and even “why” of all task deliverables. The truest value – above and beyond the organization and detail – is in the constant communication that takes place between every component partner.


This organization provides for a NON-SILOED, collaborative campaign structure that promotes “shared knowledge” and the assurance that all partners will work together with commonality and client objectives at the forefront of all action. The design of the Gantt and/or PERT chart will always allow for adjustment and will provide all partners with a “view” of campaign progression and actual deadlines. This is critical in maintaining all client campaign “launch” objectives – while measuring all benchmarks and achieving milestones during a campaign. This evolving document is the architecture by which all collaboration and program measurements take place.


Communications Integration and Client Partner Care (CPC)


Above and beyond all process mapping, component integration and implementation, campaign management, and benchmarking – is the critical component of communication and Client Care. As all firms should be dedicated to the success of client partner programs – the consistent and accountable communication that takes place between all component partners is paramount in achieving all client partner goals and objectives. This – above all else – is vital in maintaining program performance and achieving anticipated projections. Simply, with the attention paid to astute, interactive client engagement, the opportunity for long term success is eminent.


Benchmarking and Measurement:


To qualify and quantify the actual results and ongoing measurement of any Brand and Business Management program -  Benchmarking must be instituted to ensure performance measurement and accurate review of all campaign components. Through all processes, procedures, service level review – the ability to benchmark both internal – and external – functions is necessary for providing consistent measurement during each phase of program development. As a periodic review of all operations process (i.e. inventory control, fulfillment accuracies, data and report analysis, program, and functional behavior, technology effectiveness, logistics and customer care cost assessment, etc.), setting benchmark standards will allow for accurate “reviews” of all components of the logistic and customer care mix. These processes will also provide a safeguard for continuous learning, continuous improvement, and program success.


Although benchmarking is a technique and application associated with “task” oriented issues – the challenge to benchmark internal functions is often satisfied by “employing” the services of external consultants, attending and exhibiting at trade events, involvement in educational seminars – and most important – LISTEN to your client partners!


As we have learned – the successful art of Brand and Business Management not only entails the thorough review of all best practice component partners but the astute execution of all communication and coordinated information sharing. As we start to evaluate each business initiative – it is critical to maintain organization, expert implementation, and multi-channel awareness in each facet of a program. The measure of a truly successful business is in the people involved in the brand, the expert process that is employed – and the calculated measurement that drives all sales!

What is ISO 9001 and 13485?

Tuesday, 13 October 2020

When a customer is vetting Complemar, how do they know that we are a viable and consistent option for their business needs? They usually start by looking at our certifications and do they align with Complemar competitors.  The industry standard for these certifications is ISO 9001 for manufacturing/warehousing and ISO 13485 for the assembly of medical devices.


Complemar is currently certified in ISO 9001 at all of our Fulfillment and Print locations, Rochester, Buffalo (Print), Oklahoma City, Sparks, and Middletown and 13485 at our Healthcare facility in Rochester, NY. This means that we have a robust quality system, and this system is audited yearly by an independent ISO auditor.

Every year an independent auditor enters our facilities and looks at our quality system, procedures, and interviews not only the quality team but the operators on the manufacturing floor, the project management team, and company leadership. Then they can audit any of the corresponding work orders and the quality documentation that is associated with those work orders, to make sure that we are following our procedures, are following good documentation practices, and doing what we say we are doing in our quality system.  The auditor also can look at the way we purchase material or train our staff, they have an open door to our company and how we do business.


First, what is ISO?

  • ISO (International Organization for Standardization) is an independent, non-governmental international organization with a membership of 162* national standards bodies. Through its members, it brings together experts to share knowledge and develop voluntary, consensus-based, market-relevant International Standards that support innovation and provide solutions to global challenges.


What is 9001?

  • A quality system needs to demonstrate its ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements
  • 9001 aims to enhance customer satisfaction through the effective application of the system, including processes for improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.


What is 13485?

  • This internationally agreed standard sets out the requirements for a quality management system specific to the medical devices industry.


What is a medical device?

  • A medical device is a product, such as an instrument, machine, implant, or in vitro reagent, that is intended for use in the diagnosis, prevention, and treatment of diseases or other medical conditions.


What does this mean to our customers?

  • Demonstrate compliance with regulatory and legal requirements
  • Ensure the establishment of QMS practices that consistently yield safe and effective medical devices
  • Manage risk effectively
  • Improve processes and efficiencies as necessary
  • Gain a competitive advantage


These standards are the backbone of how we do business at Complemar. It gives our customers the peace of mind that their experience at Complemar has been audited to a consistent standard that has crossed the industry. This also provides the customer the security to not only know that we have a robust quality system but that we also follow that system, giving the “peace of mind, delivered”.

In 1999, E-commerce sales accounted for only 1% of the total retail sales in the US. In 2017 it was more than 9% (a 3,000 percent increase). Over the last four years, the sales increased by 13 – 16%, which outpaced traditional retail sales, which are generally between 1% & 5%.   The industry has estimated that e-commerce sales will reach 17.5% of retail sales by 2021 for the entire world.


 So E-Commerce is on the upswing.  How has this affected transportation and logistics in the Fulfillment industry?


  • Many 3PL’s have adopted “Just-In-Time” Inventory Principles. Keeping the right amount of stock in the correct warehouse that is close to the destination.


  • Vendors will get fined if they cannot deliver in their promised window.


  • Carriers must deliver with faster turnaround times, even though they still have to deal with traffic, congestion, and weather.


  • Drivers and truckers are in high demand, with low availability. Outsourcing has helped to grow the delivery channels. For example, one company XPO has gone from grossing $175 million to the largest logistics provider in NA with revenue over 15 Billion


  • New Regional Hubs are emerging near airports, train depots, and interstates, to accommodate the higher demand.


  • New types of services have emerged, such as White Glove service for furniture and large items. The supplier will offer extra service add-ons such as Installation or Assembly.


  • The Majority of customers surveyed feel that delivery speed is the most crucial factor in choosing a product.


It can be hard to keep up with the constant changes in the Fulfillment Industry. The most important things to remember are:


  • Customer Loyalty – make sure you provide continuous improvement and invest in the equipment and technology as needed. This will ensure that your customers continue to use your services and recommend you to other companies.


  • Positive Customer Experience – meeting your SLA’s and quick response to customer communication will help to ensure your customers will stay happy.


  • Aligning Warehouse Space with Needs - Don’t overcommit to warehouse space. It will end up costing you your profit margins. Make do with less, and keep turning inventory rather than storing lots of pallets that don’t move.


  • Price Yourself Right - Know what your overhead and labor costs are, and make sure you are covering your expenses and charging your customers accordingly.


Follow these simple guidelines to help your company to stay on the right side of E-Commerce Growth.

Finding the Right Fit

Tuesday, 22 September 2020

I love shopping. When I tell people that shopping is one of my favorite things to do, they are under the impression that I must spend a lot of money. Not true. To me, “Shopping” does not mean “Buying”. For me, it means Searching, Evaluating, Comparing, Analyzing…., and yes, sometimes buying in the end. But I like to see what my options are, so I know that in the end I’ve made the right decision, and gotten the right style and fit. I’ve found that perfect item I was looking for and that I won’t regret that purchase later on. That is important. After all, who likes to have buyer’s remorse, or worse yet, have to return things to the store? And it's not fun to pack it up and ship it back. It causes a lot of extra work if you don’t do your homework on the front end. I’m not an impulse purchaser. I’m more like a “weigh my options” type of buyer. I rarely return things (unless I am buying for someone else and the size is wrong).


This same methodology can apply to a client relationship. All customers are not a good fit. We may want them to be. They may want to be. But sometimes, we should just politely decline to pursue that partnership. Is it disappointing? Yes. But the pain later on when they are disgruntled is much worse, and can cause future losses for your business. Ending on a sour note, or getting a bad review from this customer, is a terrible outcome - especially one that should never have been yours in the first place. This is not what you want to happen, and it can be avoided by some pre-planning (my version of shopping) upfront.

Find the Right Customer that Matches your Business Model


  • Search for clients that have needs that match with your strengths
  • Evaluate how you can help them grow, while still making a profit
  • Compare your competitors, and new technology to see where you have gaps & opportunities
  • Analyze whether the cost outweighs the benefit of taking on this customer


Following these guidelines will help you to avoid buyers’ remorse. More importantly, it will save you time and money. Wasting months vetting, onboarding, and executing your project plan just does not make monetary sense. If the relationship does not make both parties happy – then it is doomed from the beginning. (Customer is miserable and ends the contract = the dreaded store return)


  • You want to create a partnership that works for both parties.
  • One should not always be making concessions.
  • Clear Communication is the Key to Happiness – Discuss concerns and fears
  • Set realistic expectations for the relationship – no one is perfect and stuff happens
  • Have a contingency plan – plan for the unexpected


Finding the right customer that fits your needs while matching their own is not a perfect science. It is a combination of hard work and luck. It is akin to looking for the perfect handbag- just the right shade of tan. It matches most outfits but is not boring, dull, or dowdy. You can go to 20 stores and search 50 websites, and then, bam, you find it when you are not looking.

So keep looking for the right customer – you will find them eventually and the search will ultimately pay off.

Amazon dominates eCommerce. The selling platform makes up about 38 percent of online retail sales (eMarketer, May 2020). It allows companies of all sizes to reach customers while spending a fraction on marketing that they would otherwise need to spend to get that kind of traffic. But selling on Amazon does not come without serious challenges, as anyone who has sold on Amazon can tell you. The most important decisions to make involve:

  • When to sell Fulfilled by Amazon and when to sell Fulfilled by Merchant
  • Inventory management control
  • Development of advertising campaign strategies and tactics

In this article, we will discuss these challenges and the solutions for creating profitable, manageable expansion of your business on Amazon with Complemar and Thor and Company (T&C). Selling on Amazon can be fun and rewarding, so don’t give up on your Amazon store!


  1. When to sell Fulfilled by Amazon and when to sell Fulfilled by Merchant? Strategy Development.


It is important to have a strategy for selling on Amazon and weigh the options. Selling FBA only can be very costly, especially for small businesses. Selling Fulfilled by Merchant is often overlooked because it is time-consuming to pack and ship orders in house.

Actual screenshot of an Amazon account, August 2020


An FBA, FBM hybrid strategy is possible for your business.


  1. Inventory management control. Seller Account Management and Logistics


Most businesses have a hard time keeping up with the demands of managing an Amazon account.


There are dozens of companies out there who can help you manage your seller account, but not all of them are worth the high price. If you need help with your Brand Registry, don’t ever hand over control of it. Find out how they make their money. When choosing a seller account management service, make sure they do not have conflicts of interest.


  1. Development of advertising campaign strategies and tactics. Branding and advertising plan.


Coordinating campaigns with seasonal products, inventory levels, and Prime Day.


FBA works if you are comfortable letting Amazon handle your inventory. Selling FBM, you have the most control over your products. If your inventory is low, or you are not sure about inventory levels, you can prioritize where your products are shipped only with FBM. You can turn your FBM listings on and off whenever you want. Working with Complemar and T & C, you have control over your inventory and your promotions are managed for you.

No matter the circumstance, sales skills will always come in handy, whether you are a college student applying for your first internship or a creative director pitching a new marketing campaign to the executive team of a company. Sales skills will make you stand out in most interactive situations. These three qualities will make you a better salesperson and help you land your dream position or create a better relationship with your client.


  1. Confidence

It all starts with how you present yourself to the audience, first impressions do mean a lot and confidence is a great way to impress someone. It is also helpful when talking to a new client because it conveys that you know what you are doing, and you can then provide them with peace of mind. One way that you can express this through face to face interactions is eye contact, during a conversation it is important to meet the eyes of who you're speaking with so you seem genuine. Another way to convey it in an interview is your demeanor when answering questions. You have to be able to convey your knowledge in a short amount of time, so by doing research and giving concise and straight to the point answers you will seem like a good fit for any company.


  1. Be Relatable


When talking to a client for the first time, it is always important to get to know them on a personal level. You may want to ask questions that will lead the conversation where you want it to go, so bring up a quick story to show them that you are not just talking to them for their business. By finding a shared hobby or talking about past experiences they will be more likely to go with you. They'll feel more comfortable trusting you with their livelihood and you have to remember that at the end of the day, a large number of business decisions are emotionally driven. So the more you get to know someone and develop a friendship, the better the overall business relationship will be.


  1. Provide Solutions


When a client is coming to you or you are interviewing as a potential new employee, it is because there is a problem that needs to be solved. When a client outgrows their garage and does not have the time to pack and ship everything, we are there to make sure every one of their needs are fulfilled. Another example is when a company is starting to gain some traction and starts the hiring process, you need to make sure that your value proposition fits the company values. The solution selling process has been around for ages and has been proven successful. When you can help people with problems that they will face or you can lift a burden off of their back, you are a valuable asset to any team.


As a college student, I feel the need to use sales skills daily, and as I start my professional career, especially in an extremely social field like business. These skills can help anyone from the low-level salesperson to a CEO of a large organization. Every single one of us is a salesperson at one point in our lives, whether you are in the market for a new job or just trying to improve yourself as a whole, practicing these three skills will help set you apart from the pack.

Onboarding, where to start?

All puns aside, how you start the process sets the tone for the rest of the partnership. Whether you are moving from one 3PL to another or taking that first big step from your garage to the “big time”of outsourcing your fulfillment needs, there is more to onboarding than just moving the product to somewhere else.


Systems Integrations

Are orders flowing correctly? Are our shipping methods and services levels mapping properly? Is tracking information feeding back accurately and are orders closing promptly?

The software integrations, or communication between systems, should be top of the to-do list. If the information doesn’t flow from your shopping cart, ERP (Enterprise Resource Planning) system, or OMS (Order Management System) to your fulfillment house’s WMS (Warehouse Management System) your orders won’t get out the door. This is vital for third party integrations too; each marketplace or selling platform has its requirements and technicalities. It is crucial to take the time to properly understand the integration requirements of each system, to know the capabilities as well as the limitations, and to test, test, test.


Product Move

The most effective physical onboarding happens when there is clear communication around, and execution of, receiving requirements. The importance of having your product labeled and packaged as per your new 3PL’s Inbound Routing Guide cannot be understated. The receiving department will be able to process your inventory efficiently and accurately when the product arrives as expected. All requirements set by the 3PL serve a purpose: specific labeling enables receiving practices; carton contents and pallet stacking aid put away; barcoding enables verification at the pick and pack stations. Be sure to pass along the 3PL’s Inbound Routing Guide, or at the very least the relevant portions, to your freight forwarders and brokers, to your vendors, and insist your vendors share the information with their freight carriers so all can adhere to inbound product and dock appointment requirements.



Once the product is in house and the systems have been integrated the final step is training or communicating with all interested parties. Take the time to learn the systems and processes of your new 3PL. Request demos. Ask questions. Introduce all team members from both sides and get to know each other. Have clear conversations with your account manager to determine expectations, who will be doing what, when, how. What is the best way to communicate with the 3PL after you go live; how do you reach the Customer Service team? 

Internally, the 3PL will communicate all your account specifics and outbound expectations to Operations, Fulfillment, and Quality. Do the items ship as master cases or eaches? Is there any branded packaging or specific dunnage used? Is the product fragile, perishable, serialized? What is the order cut off times and priorities?


In a nutshell, good communication is the cornerstone of a successful onboarding process. From the start, expectations from all sides must be shared and understood. 3PL’s onboarding process will determine the success of the partnership.

In the past, when you had a large print project, you went to a commercial printer. When you needed to bulk mail the project, you went to a mail house. If you needed a short-run print, you went to a digital printer. If you need fulfillment, etc, etc, etc.


Printers who did not diversify themselves, are no longer. The average commercial printer can now take your product from design to mailing. The average printer also has you covered, if you want to print 100 catalogs or 10,000 catalogs. To make it cost-effective for the consumer. Printers today equip themselves with a combination of digital presses for short one specialty pieces to offset presses for long run projects.


The print industry has also become very “green”. Offset Inks are produced with vegetable oils, Digital press toners are plant-based biomass material to reduce environmental impact and paper trimmings are sent back to the paper mills for recycling. Also, the paper purchased is FSC certified. This certification ensures that products come from responsibly managed forests.


We believe that this market is ever-growing and if you do not change with the times you will get left in the past. That is why at Complemar we are growing with the competitive landscape to make sure we stay relevant and up to date with all of the new technology that is getting discovered.


At Complemar Print, we have you covered from all angles. From our high-end digital presses that can print up to 29”, to our high-speed Black & White printers to our offset multi-color press, we have you covered from the short run to long run projects. If it has to mail as either a standalone or inserted into an envelope and mailed, we have you covered. Need it die-cut, UV Coated, Shrinkwrapped, and much more; we have you covered.


 We are FSC Certified, G7 Master qualified and ISO 9001 Compliant

Workplace Safety

Tuesday, 18 August 2020

Workplace safety is an integral part of any business. Be it in hospitality, healthcare, public service, or warehousing/fulfillment, employees must be kept safe.


“The Occupational Safety and Health Administration was established in 1971. Since then, OSHA and our state partners, coupled with the efforts of employers, safety and health professionals, unions and advocates have had a dramatic effect on workplace safety. Fatality and injury rates have dropped drastically.


 Although accurate statistics were not kept at the time, it is estimated that in 1970 around 14,000 workers were killed on the job. That number fell to approximately 4,340 in 2009. At the same time, U.S. employment has almost doubled and now includes over 130 million workers at more than 7.2 million worksites. Since the passage of the OSH Act, the rate of reported serious workplace injuries and illnesses has declined from 11 per 100 workers in 1972 to 3.6 per 100 workers in 2009. OSHA safety and health standards, including those for trenching, machine guarding, asbestos, benzene, lead, and bloodborne pathogens have prevented countless work-related injuries, illnesses, and deaths. This timeline highlights key milestones in occupational safety and health history since the creation of OSHA.”


Keeping employees safe is paramount to the success of any operations. It goes without saying, but the safer the employees are, the happier they are. The happier they are, the more productive they will become. The more productive they become, the better it is for everyone involved. Employer profits go up when productivity increases and

workers become more secure in their jobs, it is a true trickle-down effect.


Most organizations have safety teams at their locations. Some call them teams, others call them committees, either way, these are groups of individuals guiding their organizations by establishing guidelines, policies, and procedures to ensure that

the employees know and are following the steps necessary to get home safely at the end of the day. These groups are occasionally composed of safety professionals, those whose primary function is workplace safety, and/or regular employees that have volunteered or have been selected to serve on these teams. These volunteers are usually the best candidates to be in these roles since they are the “boots on the ground” that work in these varying environments day and day out. They know not only how things should be done safely, but more than likely what unsafe conditions and practices can be present or worse yet, is being performed at that time.


Rotating these staff members in and out of these safety teams not only give these teams a new perspective from the different viewpoints of the individuals, but also gives these individuals a platform in which they can give their ideas, as well as giving them an insight of where they are in the organization.


At the end of the day, whatever your place is in your organization, be it owner, supervisor, or employee, it is everyone’s responsibility to be safe, work safely, and watch out for your co-workers. We are all in this together.

Print, Dead or Alive

Tuesday, 11 August 2020

With the progression of the digital age, the printing industry has undergone an evolution. For the past 25 years or more, the demise of printing has been predicted with the rise of the internet and a forecast of a paperless society. The reality is that the print industry is very much alive! While order quantities have gone down and some businesses have shifted their print collateral to online access only, there have been tremendous opportunities for printers to thrive. Companies with well-rounded marketing campaigns realize that multiple platforms are necessary to effectively interact with customers and prospective companies.


Print is a valuable tool in reaching those businesses. With email saturation, there’s no guarantee that the correspondence will be opened and read. A well-designed direct mail piece is highly effective in reaching the intended target and generating a response. Print literature can also be used to drive traffic to a company website for more information.


Complemar Print, the printing division of Complemar Partners, has successfully navigated the changing times. In addition to supporting our parent company’s core fulfillment efforts by producing related print items such as inserts, product cartons, instruction sheets, etc., Complemar Print is also a full-service commercial printer servicing clients such as advertising agencies, marketing firms, colleges, and private companies. We strive to become a true partner with our clients by understanding their business needs and developing print solutions that help them achieve their goals.


Through the years, Complemar Print has invested in technology and equipment to grow our business and become a leading printer. We are a G-7 master printer, ISO 9001 compliant, and FSC-certified. Complemar Print has augmented its traditional offset press equipment with state-of-the-art digital presses, offering clients a wide variety of print services including:


  • Traditional offset printing ( from 1 color to multi-color) for medium to long production runs
  • 4 color digital printing for shorter runs
  • On-demand printing
  • Personalization


Along with our press equipment, Complemar Print offers complete bindery, mailing, and fulfillment capabilities to handle projects, from simple to complex, for our clients such as:


  • Brochures
  • Catalogs
  • Newsletters
  • Presentation Folders
  • Product Sheets
  • Posters
  • Flyers
  • Postcards
  • Mailers
  • Manuals
  • Packaging
  • Kits
  • Letterhead
  • Envelopes
  • Business Cards


Please visit our website: for more information or contact us at 716-875-7238 if we can help with your next project!

Page 1 of 2

Complemar Locations

Rochester, NY (Headquarters)
Harrisburg, PA
Oklahoma City, OK
Reno, NV
Buffalo, NY (Complemar Print)

Bottom Logo