PO Box 68 • Dublin OH 43017 • Ph: 800-606-6332 • Fax: 614-889-0463 • www.kiawa.org • info@amgllcusa.com

KIAW NEWSLETTER APRIL 2019

KIAW Kentucky-IndianaAutomotive Wholesalers

continues on page 3...

Look, it really only takes four things to be successful in sales and business. If you have all four, success is virtually guaranteed. If you are missing even one, eventual failure is guaranteed.

Item #1: Good people skills

If you’re good with people, in other words, people like you because they feel good around you and believe you care about them, you’re off to a good start. If people like you, they’ll buy from you. The best salespeople and business people always have great people skills. They can connect and carry on a conversation with anyone at any level or any age. They have a charisma about them and their conversions flow smoothly and easily. They are able to make people feel important by talking about what’s important to them, being a good listener, and focusing completely on the other person as if they are the only person in the world. Even in a crowd, they can make you feel as if the two of you are the only ones there. That relationship, that connection, is usually the most important aspect when selling most items.

Item #2: A great attitude

A great attitude includes: passion, confidence, conviction, commitment, and perseverance. It also includes being positive. The former attributes ensure you have the mental wherewithal to go out into the world with enthusiasm and remain that way while suffering the slings and arrows necessary to succeed in business and sales. The latter attribute, being positive, ensures that you present well to people. Your objective is to be a pleasure to interact with, to be the most pleasant person that people encounter during the day, and to be a joy to do business with. You want people to enjoy the experience of working with you. This means going above and beyond, doing more than people expect,

The Four Ingredients Needed for

Sales and Business Success

and always doing everything in your power to make sure the client feels important. You want to have a can-do, happy-to-help-you attitude.

Item #3: The right activities

Activity starts by having a plan which includes how much business you need, how many people you need to talk to, and where to find those people. In

addition, you need the self-discipline to stick to the plan and ensure that you spend your time and money on the right activities and resources.

The most important activities you spend time on during the day are the ones that bring money into the business. It isn’t working on your logo, driving to the post office, or entering information into the computer. During business hours 90+% of your time should be spent on activities that generate cash flow.

The fastest way to build business is by calling on people in-person or on the phone. Business is a contact sport and is all about relationships. In order to build relationships and connect with people, you need to be talking to them live, not sending spam e-mails, LinkedIn messages, or connecting on Face book. Also, your activities should be focused on meeting new people (strangers). Going to the same networking events and seeing the same person over and over again is a mistake.

Incidentally, discomfort and fear of calling on people, both strangers and people you know, is what stops most people and causes them to fail in sales and business. If you’re going to be successful, you need to get over that. Bottom line: focus

• Good people skills •

• A great attitude •

• The right activities •

• A good product and support •

2

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3

on meeting strangers and making lots of contacts. Business is a numbers game, if you talk to enough people during the day you will eventually run into someone who needs what you have or knows someone who needs what you have. So go out there and take massive action.

Item #4: A good product and support

This one goes without saying. If you have good people skills, a great attitude, and are focused on the right activities, you’ll make your share of one-time sales. But if you have a bad product, or are lacking support, the word will get out and any success will be short-lived.

continued from page 1...

John Chapin is a motivational sales speaker and trainer. For his free newsletter, go to: www.completeselling.com. John has over 29 years of sales experience as a number one sales rep and is the author of the 2010 sales book of the year: Sales Encyclopedia. Phone 508-243-7359; johnchapin@ completeselling.com – www.completeselling.com

Accepting checks is most likely a common part of your dealership’s daily operation. Accepting checks comes with risks, particularly when sales entail large amounts of money. There are steps that you can take to mitigate the risks associated with accepting customer checks. Following these simple steps can help avoid frequent issues.

First, ensure that your dealership’s check policy prohibits the acceptance of temporary checks or checks with low numbers. Opening new accounts with little funds is common among people committing fraud and low numbered checks can be a giveaway. In developing your policy, you may consider allowing exceptions to the general ban for long term customers with ongoing relationships who may have simply changed banks or the like. A second element of your dealership’s policy should be the prohibition of accepting checks in excess of the purchase. This tactic is also used to commit fraud and there is little upside to accepting a check over the purchase price. Dealerships may also consider prohibiting personal checks altogether in favor of requiring a cashier’s check. If not for all purchases, your policy may require a cashier’s check on purchases over a certain dollar amount to mitigate risks. In drafting your policy, you should make clear that third-party checks, where a customer has a check made out to them that they are attempting to sign over, are prohibited and will not be accepted. Checks should only be accepted directly from the customer. Your dealership’s policy should also include a zero-tolerance policy, meaning that checks will not be accepted from customers whose checks have bounced previously. In order to enforce such a policy, your dealership must develop a system of monitoring the status of checks accepted by the business on at least a weekly basis.

In addition to developing a thorough policy which establishes the risks your dealership finds to be acceptable, there are some employee practices that will also help prevent some common issues. Employees should watch the customer sign their name on the check and then confirm the identification of the person with an ID. Witnessing the signature and crosschecking identification are easy preventative measures to ensure the person whose name is on the check and the person signing it are actually the same. The employee should also check to make sure the check is dated as of the date of purchase and that the payee (your dealership) is the intended person or entity. Also, a quick verification that the written-out amount matches the numerical amount of the purchase price. Lastly, a general overview of the check to make sure it seems legitimate, has nothing crossed out or altered, and hasn’t already been endorsed should be done prior to acceptance. These policies and practices are easy ways to manage and mitigate your dealership’s risks in accepting checks. - Courtesy of Equipment Dealers Association

BEST PRACTICES FOR ACCEPTING CUSTOMER CHECKS

A new study finds that nearly nine in 10 doctors believe barriers set by insurance plans have created worse conditions for their patients.

Researchers with Aimed Alliance, a non-profit that seeks to protect and enhance the rights of health care consumers and providers, say that doctors are so frustrated by challenges with insurers that two-thirds would recommend against pursuing a career in medicine and nearly half (48%) are considering a career change.

The organization polled 600 physicians in the U.S. practicing either family medicine, internal medicine, pediatrics, or obstetrics/gynecology.

Researchers found that physicians said they believe health insurance companies are putting patients at risk with policies such as prior authorizations ahead of filling prescriptions. In fact, 87% of doctors say patients’ conditions have grown worse because of such red-tape regulations, and 83% worry the patients will suffer prolonged pain as a result.

Prior authorizations are especially bothersome for doctors. More than nine in 10 (91%) of those surveyed think the policy delays necessary care for patients. Similarly, the same number of doctors agree insurers engage in “non-medical switching,” which forces patients to take less costly—but potentially less effective —medicines.

Fifty-five percent of doctors said the thing they would most like to see change is insurers’ ability to override the professional judgment of physicians. -Courtesy of Shortliner

HALF OF DOCTORS WANT TO QUIT OVER INSURANCE FRUSTRATIONS

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Interviewing a job applicant can be one of the most important conversations you ever have. Keep these tips in mind:

Prescreen by phone. Some aspects of the job may be “deal breakers” for an applicant. Talk about these items upfront. Example: If salary is an issue, discuss it before the candidate comes in for an interview. It’s another waste of time to spend 40 minutes interviewing someone, only to find out that the salary in unacceptable.

Stick to the 80/20 rule. You should talk 20% of the time, and the candidate should talk 80%. So if the interview is an hour long, you should be talking for only 12 minutes.

Follow up with everyone. If you push back the decision to hire, inform each candidate. If you have good candidates to whom you couldn’t offer jobs, let them know you’d like to keep their names on file for future openings. Part of the interview process is to promote good will– follow up will help you do that. – Adapted from “Ten Tips for Interviewers”

TIPS FOR A BETTER INTERVIEW

Occasional workplace conflicts are inevitable, but they need not be destructive. Follow these basic tips to smooth confrontations:

When dealing with a grumbler, be honest and direct. Stick to the facts, and resist raising unrelated topics. If you stray from your main point, you may unintentionally signal that you don’t consider the core issue serious.

Caution: Don’t judge or speculate about the person’s motives. That indicates, you’re predisposed to opinion, not fact.

Act immediately. Confrontations aren’t pleasant, but don’t make excuses not to speak up. Example: “The end of the week is a better time to deal with it, after we meet this deadline.” Solution: Meet early to address problems, or you risk letting productivity suffer.

Choose the most appropriate moment to discuss issues with difficult employees. Example: If you’re upset, wait until you’re calm. Impulsive confrontations, often leave lasting scars. But if you’re criticizing someone for a specific action or behavior, it’s best to meet as soon as that behavior occurs.

Relax. A confrontation is just like any other important conversation. There’s no need to resort to threatening edicts or theatrical displays.

End your discussion on a positive note to stress that it’s professional, not personal. Say: “Thanks for listening and telling me your side. I’m sure we can get past this and work together productively.”

— Adapted from Coaching, Mentoring and Managing

TAKE THE PAIN OUT OF CONFRONTATIONS

You’ve written a press release. Now you’re ready to send it out to your carefully chosen list of media contacts. Before you send it out, double-check it against these guidelines.

� Is your release newsworthy? In other words, does it answer the question “Will this interest my readers?” Never forget that your media contacts are interested in one thing: keeping their readers happy.

� Is the headline compelling? If the headline doesn’t interest your contacts, they probably won’t take the time to read the rest of the release.

� Is the first sentence captivating? Like the headline, the lead sentence must grab their attention and persuade them to keep reading.

� Is it written in third person? Always write “he/she/they” rather than “you” or “we.”

� Is it less than a page? Your media contacts don’t have time to read long press releases.

� Does it contain grammatical or spelling errors? Those errors create a very poor impression.

� Do you have your contact information on the release? Your media contacts don’t have time to search for your contact info if they need clarification from you. Make it easy for them—place your phone number, street address and Web address prominently.

� Do you have any sales copy in there? Press releases aren’t advertising—they’re editorial. Nix the promotional copy, and focus on content.

— Adapted from “Are You Making These

Press Release Mistakes?”

PRESS RELEASE DO’s AND DON’Ts

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Every Tuesday, KIAW provides members with industry news and information that is important to equipment dealers. Here are just a few of the facts you have received in the last month. Check your email every Tuesday for the latest.

Weekly Bytes

In Review

Industry News

and Information

Advance talks Walmart partnership

Advance Auto Parts president and CEO Tom Greco expects the company’s new partnership with Walmart to significantly extend Advance’s reach to DIY customers and drive market share growth. “We are on track to begin rolling out our plans in the first half of this year. Customers will be able to have the part shipped to their home in the first phase of the rollout, while phase two will enable buy online/pickup today in an Advance store. At some point, we do plan to have it available to pick up at Walmart. -The GreenSheet

Right to Repair Coalition takes on vehicle data in Massachusetts

The Massachusetts Right to Repair Coalition has introduced legislation to protect consumers’ right to own and control the data generated by their vehicle. The bill would require new vehicle manufacturers to equip their vehicles with a standardized platform that is capable of securely communicating all telematics vehicle data, including through a mobile-based application. Upon the authorization of the vehicle owner or lessee, all mechanical data shall be directly accessible by an independent motor vehicle repair facility or franchised dealer. The proposed legislation seeks to respond to a growing number of vehicle manufacturers requiring their authorization in order to access a vehicle’s on-board diagnostic (OBD) system. While these measures seek to provide cybersecurity protections, each car company is pursuing its own proprietary system, thus threatening to significantly increase tooling costs and grant them significant control over access to vehicle repair information. The bill would prohibit the use of any system that restricts access to the OBD port unless the systems are standardized across all makes and models and administered by an entity unaffiliated with a manufacturer. -Auto Care Capital

Marijuana impairment emerges as safety issue for trucking

While it may be legal in some states to consume marijuana, research by the American Transportation Research Institute concludes the intoxicating effects of tetrahydrocannabinol, or THC, include poor judgment, decreased motor coordination and decreased reaction time. The key findings of research on marijuana’s impact on behavior and driving-related cognitive functions also include divided attention, inability to maintain lane position and attempts to compensate by increasing following distance and being less likely to pass other vehicles, the ATRI study said. Remember: Despite the conflicting legal status of the drug among states and the federal government, the use of marijuana by truck and bus drivers remains illegal, a violation of Federal Motor Carrier Safety Administration regulations. -Transport Topics

US DOL releases proposed Overtime Rule 2.0

On March 7, the USDOL released its long-awaited proposed rule which, if adopted, would raise the minimum salary threshold from $455 to $679 per week, annualizing to $35,308 per year. For now, the proposed rule does not include an automatic update provision (which many were concerned would simply serve to periodically inflate the threshold level), nor does it revise the duties test that accompanies the rule. Once published in the Federal Register, the public has 60 days for comments. -Fisher Phillips

Wayfair court decision throws wrench into drop-shipping

The impact of Wayfair can create significant issues for companies that provide or use drop shipment services, which are a fundamental aspect of the supply chain. Most states consider sales of tangible personal property to be taxable unless the seller obtains a valid exemption certificate, typically referred to as a resale exemption certificate, but there are many nuanced provisions. Sellers and suppliers alike are starting to see push back on exemption certificate acceptance and could be facing an increased registration obligation or an increased sales tax obligation as they engage in drop shipment relationships post-Wayfair. We are currently working through some of these “challenges” and will keep you posted. -HBK CPAs

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According to the Occupational Safety and Health Administration (OSHA), motor vehicle crashes cost employers $60 billion annually in medical care, legal expenses, property damage, and lost productivity. Motor vehicle crashes are responsible for more worker fatalities than any other cause, including machine guarding and lock-out tag-out violations.

Given these statistics, it should come as no surprise that OSHA will target and fine employers who permit or encourage distracted driving. The agency has taken the position that distracted driving is a recognized hazard under the General Duty Clause of the OSH Act, and, as of January 2019, penalties for willful violations of the General Duty Clause can range up to $132,598 per occurrence.

It should be noted that OSHA and the OSH Act may be preempted with respect to commercial carriers by the Federal Motor Carrier Safety Administration (FMCSA). OSHA and the FMSCA have issued guidance with respect to their respective responsibilities for transportation safety which employers should consult. Typically, however, OSHA claims jurisdiction over safety and health where the OSH Act is not preempted by another federal agency. Examples may include vehicles engaged exclusively in intrastate travel or those that do not meet the definition of a commercial carrier.

Technology And Distracted Driving

While distracted driving can result from multiple sources, hand-held and hands-free cellular technology have exacerbated the problem. National Highway Traffic Safety Administration (NHTSA) estimates that nearly one-quarter of all motor-vehicle crashes involve distracted driving. The NHTSA defines “distracted driving” as anything that diverts the driver’s attention from the primary focus of driving. This includes use of a cellular or smart phone, texting, watching a video, eating or drinking, changing the radio station, grooming, looking at a map or GPS, or talking to a passenger. Perhaps the most distracting activity was texting-while-driving.

A 2013 study by researchers from the University of Utah concluded that motorists distracted by a cell phone were as impaired as drunk drivers. Perhaps more surprising was that researchers concluded the hands-free use of cellular technology was not any less distracting than hand-held use. Researchers determined, in fact, that voice-to-text was potentially more distracting than physically texting-while-driving.

Sammy Hagar Says He Can’t Drive 55.

OSHA Says Your Workers Can’t Drive DistractedEmployers Must Implement Distracted-Driving Policies

Employers that require their employees to use mobile technology and require their employees to drive on company time (whether in a company vehicle or the employee’s own vehicle) will find themselves in OSHA’s crosshairs if they do not have competent distracted-driving policies. Even if you do not formally require texting or cellular usage, you may run afoul of the OSH Act if you organize work so that texting or distracted driving is essentially a necessity, or if you provide incentives that could foreseeably result in the employee texting or using hand-held devices while driving.

Effective distracted-driving policies should clearly set forth your expectations and should, at minimum, contemplate the following:

A prohibition on impaired driving or being under the influence of alcohol and/or drugs;

A requirement that employees use seatbelts while driving;

A prohibition on texting or emailing while driving;

A prohibition on the use of hand-held devices while driving; and

A prohibition on eating and drinking while driving.

Given the studies regarding hands-free devices being a distraction, you may wish to consider prohibiting employees from using hands-free mobile devices while driving. In crafting such policies, you should be aware of all state and local laws and regulations.

Employers Must Consistently Enforce Distracted-Driving

Policies

Even the best written policies are ineffective if employees are not properly trained on the policies and if you do not enforce your policies. The best practice is to train all employees on distracted-driving policies and the consequences for an employee’s failure to follow a particular policy. You should have employees sign a written acknowledgment proving they received the distracted-driving policy and were trained on your expectations. Requiring periodic refresher training on your distracted-driving policy can assist with enforcement and compliance.

Employees who fail to follow your policies should be disciplined. Discovering a violation of a distracted-driving

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ON THE FRONT LINES

OF WORKPLACE LAW

9

policy can be difficult because employees may often drive or travel alone and unsupervised. Some employers have implemented controls on company-issued mobile devices to prevent employees from texting or calling while a vehicle is in motion. Others have installed cameras or monitoring systems in vehicles to discourage distracted driving. Regardless of how you become aware of a violation of your distracted-driving policy, you must consistently audit your workplace for violations and discipline employees who fail to meet the policies’ requirements.

Conclusion

In our digitally connected world, you must be proactive in implementing and enforcing policies to keep your workers safe while they are driving on company time. A failure to do so will prove costly in terms of litigation costs, OSHA fines, medical expenses, and lost productivity. You should consult knowledgeable legal counsel when developing and implementing such distracted-driving policies to ensure that you are following the best practices and are protecting your employees and business in the best manner possible.

In the recently issued PLR (Private Letter Ruling), an employer sought confirmation from the IRS that its proposed Student Loan Benefit Program did not violate the “contingent benefit” rule found in the Tax Code which, prohibits employers from conditioning “other benefits” on an employee’s making (or not making) 401(k) contributions. Employer-matching contributions are specifically exempt from this requirement.

The employer explained to the IRS that its program would be part of its 401(k) plan, which provides for a regular employer-matching contribution equal to 5 percent of the employee’s compensation for each pay period that the employee contributes 2 percent or more of their compensation. Under the program, if an employee makes a student loan repayment equal to at least 2 percent of their eligible compensation for a pay period, the employer would make a contribution to the plan equal to 5 percent of the employee’s compensation for that period. This contribution would be made as soon as practicable after the end of the year, but only if the employee is still employed at the end of the year (unless termination was due to death or disability).

Further, employees enrolled in the program would not be required to make a student loan repayment each pay period and could opt out at any time. Enrolled employees who did not make a qualifying student loan repayment for a pay period, but who made an elective contribution to the plan equal to at least 2 percent of their compensation, would receive a “true-up” employer-matching contribution after the end of the year for that pay period if the employee is still employed at the end of the year.

The IRS ruled that the employer’s program did not violate the contingent benefit rule. It explained that employer contributions under the program were not conditioned on the employee making (or not making) elective contributions to the 401(k) plan because (1) the employer contributions

Employers Get (somewhat) Good News From IRS About Matching Contributions To Repay

Student Loan Debtwere conditioned on the employee making a student loan repayment, not plan contributions; and (2) employees participating in the program could still make elective contributions. However, this ruling was conditioned on the assumption that the plan sponsor will not extend any student loans to eligible employees.

Reactions To The IRS Ruling

The PLR triggered a sigh of relief for many employers utilizing similar programs, and an outbreak of interest from employers interested in establishing comparable arrangements. However, you should consider the risks associated with relying on the PLR before adding a similar program to your 401(k) plan.

Importantly, a PLR is only intended to provide guidance to the inquiring taxpayer. Unlike other IRS guidance, a PLR cannot be used or cited as precedent by other taxpayers or by IRS personnel. PLRs also are only intended to answer the narrow question presented by the taxpayer and not to comment generally on the plan’s compliance with the Tax Code.

What Does This Mean For You?

The PLR provides useful insight into the IRS’s thinking. However, because it is narrow in scope and cannot be relied on by other taxpayers, you should exercise some caution before diving into a similar arrangement. Additionally, the cost and administrative logistics associated with incorporating such a program can be troublesome and may be rejected by third-party administrators and document providers.

The renewed interest in student loan benefit programs will likely result in more plans adopting similar programs. Accordingly, we anticipate the IRS will eventually respond with more formal, broadly applicable guidance.

policy can be difficult because employees may often driveor travel alone and unsupervised. Some employers have implemented controls on company-issued mobile devicesto prevent employees from texting or calling while a vehicleis in motion. Others have installed cameras or monitoringsyystems in vehicles to discourage distracted driving. RReegag rdless off hhow yooy u u bebecocomeme aawawarere o off aa viviviolololatatatioioionnn ofof yy yyouoourr distracted-driving policy, you must consistently audit yourworkplace for violations and discipline employees who failto meet the policies’ requirements.

Conclusion

In our digitally connected world, you must be proactive inimplementing and enforcing policies to keep your workerssafe while they are driving on company time. A failure todo so will prove costly in terms of litigation costs, OSHAfines, medical expenses, and lost productivity. You shouldcoconsnsulultt knknowowlleleddgdggeaaeablblblee lelelegagagag lll cococounununseseselll whwhwhenenen dd devevevelelelopopopinininggg ananandddimplementing such distracted-driving policies to ensurethat you are following the best practices and are protectingyour employees and business in the best manner possible.

10

Truck Driver Drug Screening is mandatory for each driver of a vehicle with a gross vehicle weight of 26,001 pounds or more. Enrollment in your USDOT approved Association Drug

Screening Program will insure that you meet all drug screening requirements. Please call your Association office if

you have any questions.

800-606-6332

Your Association, working with International Testing, Inc., has established a driver’s pool to bring you a service that is tailored to your organization. Whether you prefer onsite collection or clinic collection, this service delivers. Once registered, we take on the responsibility of keeping your company in compliance so that you don’t have to. This service provides:

Pulling the random testing selection.• Notifying you in advance.• Performing the collections to ensure certified results.• Testing by a legally approved Laboratory.• Review of Test Results by our Licensed Physician.• Instant Online Results for those who qualify.• Records Retention• All required Annual and Biannual Reports•

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Advisory CouncilKevin Roppel

Roppel Industries • Louisville, KYPhone: 502-581-1004

Staff Kim Rominger Bill Garling Dennis Alford

Executive Director Chief Operating Officer Chief Marketing Officer

David Kahler Jenny Archibald Marti Smith Associate Director Administrative Asst. Marketing Asst.

PO Box 68 • 6124 Avery RoadDublin, Ohio 43017

Phone: 614-889-1309 Fax: 614-889-0463

MISSION STATEMENT: The mission of KIAW is to advance the interests of the automotive aftermarket industry by providing benefits and services that improve business prosperity and efficiency..

It’s nearly impossible these days for businesses to operate without the help of Internet-connected devices, which exposes them to cybercrime. It’s the small- to medium-sized businesses that are especially vulnerable. Hackers increasingly target small businesses because there is a low risk they will be caught and a high probability they will be successful.

Maintaining personally identifiable information (PII) on a computer connected to the Internet creates a nearly unavoidable risk. More than likely, names, addresses, and employment information are stored. If PII is acquired by someone without the authority to do so, that may result in a data breach.

Banking, credit, and vendor account information is also vulnerable. Even if that valuable information is not stored on an Internet-connected computer, employees who have access to it can be duped into handing it over to criminals.

Best Practices and Security Tips

Tip 1: Train Employees in Information Technology Security. Training should be offered, especially to those who are responsible for accounts payable, human resources records, and wire transfers. Training for all employees should be reinforced periodically.

Employees should be instructed to refrain from clicking links or attachments in e-mails, and not to pay an invoice until it’s confirmed that the sender actually sent it. Even if the e-mail appears to be from a trusted source, employees should learn to always copy and paste links or type URLs into a browser to see if the address is valid.

Tip 2: Funds Transfers. Put a policy in place to have an in-person or telephone conversation to confirm e-mail requests for funds or personal information. It can greatly reduce the likelihood of fraudulent transfers or information sharing.

Tip 3: E-mail Authentication. Phishing can be substantially reduced by verifying that the e-mail originated from the domain it is associated with. If your domain is hosted, it’s worth taking some time to look at how your e-mail is set up to ensure proper authentication schemes are used.

Tip 4: Change default passwords on your router and other Internet-connected devices.

Tip 5: Use a trusted VPN service when using Wi-Fi.

Tip 6: Back up your data regularly both to the cloud and to a removable device.

Tip 7: Update firmware and software regularly.

Tip 8: Provide firewall security for your Internet connection. Ensure your operating system’s firewall is enabled, especially if have employees working from home.

Tip 9: Limit employees’ authority to install software and their access to only necessary information and data.3

Tip 10: Require employees to update unique passwords every three months.3

Security professionals used to strive for perfect security, but today they accept that goal as unachievable. Instead, they strive for optimal security by combining best practices with a risk management program that considers purchasing data compromise and cyber coverage through a knowledgeable insurance provider.

Cyber Shield® from Federated Insurance is a two-part coverage program designed to help provide essential protection against many of the critical cyber and privacy exposures businesses face. Data Compromise Coverage and Cyber Coverage can help your company recover from intentional or accidental breaches.

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Stock Seals ........ $35.00/1 00Pre-numbered, available in yellow only

Custom Seals available in these colors:

RED, GREEN, BLUE, BROWN, ORANGE,

YELLOW, PINK, PURPLE, and GRAY.

Available Colors

yellow, red, green, white, blue, tan, grey, orange

A WEATHER-RESISTANTWAY TO PRICE

EQUIPMENT ON YOUR SALES LOT

WATER PROOF

FADE PROOF

TEAR PROOF

CHANGE YOUR OUTDOOR SALES AREA INTO AN OUTDOOR SHOWROOM

ARROW LOCK TAGSARROW LOCK TAGS

$37.15box

Each box contains:200 Arrow Lock Tags &

1 black permanent marking pen