Our one gigantic failure.

This one we just couldn't quite handle.

A 110-ft piece of 2 x 10 redwood requested by a lady, who, although very nice, we think stricken with slight delusions of grandeur.

Actually, we never did find out what she wanted it for (maybe her husband could tell us), we just had to say, sadly, we couldn't fill the order.

Happily, that's something we don't have to do very often at Rounds. Because over the vears we've built up quite a business with a very simple strategy. Find things other people can't find. Or won't take the time to find. n NE of Ron Foreman's proudL,l est possessions is a trophy topped by the figure of Paul Bunyan and fronted by a brass plaque. The O'Malley Companies of Phoenix, Az., seeking to recognize their best store each year, began a competition 10 years ago. The plaque on the front tells the story; in 10 years, Ron and his team won it four times and were runners up twice. When they won it the last three years in a row, it was retired and now sits prominently near the front of the new O'Malley BMC that Ron manages.

Like odd lots and mixed batches. Or the too small, the unusual, and the hard-to-find. Quite frankly, our strategy has been very successful.

It's built us a coast-to-coast reputation.

Yes at times, too good a reputation.

A look around the store quickly confirms what the plaque says. It is big, bright, inviting, well-signed, with excellent color coordination and is well laid out. In fact, it is the kind of store that is difficult to fault.

Opened this past November, it sits on 12 acres, has parking for 300 cars and is on the main thoroughfare of Tempe, near the center of the city, which has a population of about 100,000.

The store has 25,000 sq. ft., with a 15,000 sq. ft. nursery department that is composed of about one-third heavy building materials with the balance in nursery and nursery-related items. A netting arrangement for that section of store provides a pleasant shade area for the high profit nursery items.

The present business mix is approximately 60% contractor and 40% retail trade, which is the balance they intend to maintain. The contractor trade is served through a separate department at the rear of the store which has its own entrance. The store has approximately 60 full time employees and six part-timers. They work an open week, between 40-44 hours per week, rotating so most work varying hours.

Manager Foreman says that he hires "by people who come in." They have advertised for help only once and have very little employee turnover.

The new yard was in the planning stage for two years, probably a longer than normal time as a sister yard in Mesa burned during this period. Once construction began on the new Tempe yard, it took eight months to complete.

A rail spur behind the yard holds 12 cards and is used to unload both