Free Employee Swag Store
for Your Team

This page covers how a store works in practice, the difference between points and card payment, when a store is worth having and when it isn’t, and what it costs to run.

What Your Store Actually Contains

You approve a catalog once. That’s typically apparel in a full size range, a few desk and drinkware items, a bag, and whatever seasonal or event pieces you want available at a given time. Everything shown has been sourced, priced, and decorated to your specification before anyone can order it.

Because the catalog is fixed, nothing off-brand can be ordered. That’s the quiet benefit most companies notice second: not just that ordering got easier, but that the logo stopped appearing in four different treatments across three suppliers.

You can change the catalog whenever you like, run limited items for a season, and retire pieces that aren’t moving. There’s no penalty for holding a small catalog, and a store with eight well-chosen products usually outperforms one with forty.

Points, Budgets, or Card

There are three common ways to pay, and most companies end up using more than one.

Points suit recognition and reward programs. You issue points for anniversaries, achievements, or referrals, and the employee spends them on something they chose themselves. This solves the oldest problem in corporate gifting, which is that someone else picking the gift is usually worse than letting the recipient pick.

Departmental budgets suit operational ordering. A team lead has an allocation and pulls what the team needs against it, with spend visible to whoever needs to see it. Nobody raises a purchase order for six polos.

Card payment suits company stores that double as merchandise shops, where employees, alumni, or fans buy their own. Plenty of companies run all three at once with different groups seeing different pricing.

Who Can See It

Access control matters more than it sounds. A store can be open to anyone with a link, restricted to a verified email domain, or gated behind individual logins. Different groups can see different catalogs and different prices.

The common arrangements are a general store for all staff, a manager-only section holding higher-value recognition items, and a separate catalog for a specific office, region, or brand. For companies with sub-brands or acquired businesses, one account can hold several stores that look completely distinct to the people using them.

Inventory, and Why You Shouldn’t Hold It

The single biggest change a store makes is that your inventory stops being yours to manage. We produce and hold the stock, count it, and tell you when something is running low.

That removes three costs most companies never put a number against: the physical space, the staff time spent counting and packing, and the write-off when a rebrand or a size mix leaves you with product nobody wants. The last one is usually the largest and always the least visible.

For companies that genuinely need stock on hand, a hybrid works fine. We hold the bulk and ship a working quantity to your office on a schedule, so the front desk has hoodies for visitors without anyone owning a warehouse.

Shipping

Orders ship to whatever address the person entering the order gives us. That means an office, a home, a job site, an event venue, or a client. For distributed teams this is the feature that ends up mattering most, because the alternative is shipping everything to one office and then re-shipping it individually.

International shipping is available and worth planning around rather than assuming. Customs treatment of branded goods varies, and for teams with a real presence in another region it’s often cheaper to hold stock there than to ship every order across a border.

When a Store Isn’t the Right Answer

A store is not always worth it, and it’s worth saying so. If you order once a year for a single event and nothing else, a straightforward bulk order is simpler and there’s no reason to keep a storefront open.

The break-even in practice is roughly this: if more than one person requests swag, or requests arrive more than a few times a year, or you’re hiring steadily, the store pays for itself in recovered time almost immediately. Below that, it’s an unnecessary layer and we’ll tell you so rather than build one.

What It Costs

Nothing to set up, nothing to store, nothing monthly. You pay for the products and the decoration when an order is placed, and that’s the entire cost structure.

This is deliberately different from the platform model, where a subscription and a storage bill arrive whether you order or not. We would rather carry the inventory and the platform cost and earn the reorder, which also means we have a direct interest in your store being used rather than merely existing.

Launching It So People Actually Use It

A store that nobody knows about performs exactly as badly as no store. The launch matters more than most companies expect, and it is usually treated as an afterthought once the build is finished.

What works is a specific moment rather than a link buried in a handbook: an announcement with an allocation attached, so the first interaction is spending something rather than browsing. Pair it with a reason to visit again, whether that is a seasonal item or a recognition balance. Adoption in the first fortnight is a good predictor of whether the store gets used at all, so it is worth putting real effort behind.

Getting Started

Tell us who would order, how often, and what you buy today. We’ll propose a starting catalog with real pricing and build a sample store you can click through before anything is produced.

Nothing is committed until you’ve seen the store and approved the products. Request a demo and we’ll set one up for your company.