area annual cheon bash

M0ST RECENI winner of lumberman ol the year honors (ll John Casey, presenls award to the latest winner Fred Passmore [2] Bill Anders, Jim Hayes, Harry Lyon l3l Pete Griffiths.0ddie Dalen l4l Jim Grove. Bob Burger, Rick Kellso (5) Gordon Martin, John Souza 16) Ray Lizotte, J0e Bowman l7) Jack Powell (81 Les Doddington. Dennis Nelson. Rod Gasser [9] Drck Smallridge, Nancy Johnson. D ck Jackson. Tom Arsenau t (l0l Bud and Jeanie Moore, Gretchen Bryant {ll) Jim Fyfe, Bob Harvey, Steve J00s0n.

New Standards Use More Softwood

If energy performance standards for new buildings proposed by the Department of Energy are put into effect, a2OVo rise in softwood lumber demand is expected.

A shift to 2x6 framing members to allow greater thickness of insulation in colder climates would be responsible for much of this increase. Standards call for new structures to be 50Vo more energy efficient than those constructed before the oil embargo.

Other impacts forecast by DOE include increasing residential building costs $900 to $1,200, a 37o rise in onsite labor costs, and a 23Vo increase in window and glass sales.

EXCELLENT DESIGI{ and use of wood in residences and commercial buildings is recognized annually by W.0,0.D. Inc., a non-orofit association of lumber retailers and wholesalers based in Golden, Co. Devoted to furthering the use of America's renewable resource, wood, the organization presented awards to eight architects in this 13th year of competition including (top photo) the residence of Dr. Richard Klaas, Larkspur, Co., and (lower pholo) the Tedd Gatteau home, Fort Collins, Co.

G-P's new Wyoming Facility

Georgia-Pacific Corp. has opened a major new wholesale building materials distribution center in Cheyenne, Wy., reports Stanley S. Dennison, senior v.p., distribution div.

It will supply a variety of building materials to building supply dealers, industrial, and mobile home accounts in Wyoming, western Nebraska, and southwestern South Dakota. The new facility includes over 100,000 sq. ft. of warehouse, covered storage and office space. Branch manaqer is Ron Box.

Preventing Theft

(Continued from page 36) no substitute for rigid, well-implemented preventive measures and controls. o Pricing

In addition, the owner-manager should use a continuing program of investigation and training. He should train employees on ways to eliminate stock shortage and shrinkage. One small retailer, for example, trains his employees to record items, such as floor cleaner, which they take out of stock for use in the store. "Otherwise, it's an inventory loss," he says, "even though it'sa legitimate store expense." Above all, never stop letting your people know that you are always aware and that you always care.

In preventing theft, you should be aware of certain hazards. Some of them, along with antitheft pointers. are discussed in this section.

Loosely controlled pricing Procedures constitute a major cause of inventory "shrinkage. "

Case in Polnt: Items in a small hardware store were ticketed in pencil. Moreover, some tickets were unmarked. Since the store was inadequately staffed, many customers marked down prices, switched tickets, or wrote in their own prices.

Antitheft Pointers

Price items by machine or rubber stamp, not by handwriting.

Permit only authorized employees to set prices and mark merchandise.

Make unannounced spot checks to be sure that actual prices agree with authorized prices and pricecharge records.

o Refunds

Refunds provide the dishonest employee an easy means to ply his trade. There are more ways to lose money on returns or refunds than the average retailer dreams possible.

Case in Point:ln one store, many returned items were marked down to a fraction of cost because of damage. It was easy for clerks to get authorization to buy "as is" merchandise. When they were armed with an okay, they substituted firstgrade items for "as is" stock.

Antitheft Pointers

Insist on a merchandise inspection by someone other than the Person who made the sale.

Match items to the return vouchers and then return the merchandise back into stock as quickly as possible.

Keep a tight control on all credit documents. Spot check customers by mail or telephone to make sure they got their refunds.

. Popular Salespeople

The popular salesperson is a great asset - providing he is popular for the right reasons. However, many salespeople win "fans" because of the deals they swing and the favors they grant.

Case in Polnl: Customers stood in line to wait for one veteran saleswoman. They refused to be served by anyone else. And no wonder! She switched tickets for many "special" customers, giving them substantial markdowns. Store losses amounted to about $300 a week - not including $25 a week in increased commissions for the crook.

(Continued on next page)