Women Take To Tools

Three-quarters of American women ages 25 to 49 say they are tackling more home-improvement projects than five years ago, and 80Vo plan to start at least one homerelated project in the next year.

"Women are very influential and powerful consumers when it comes to home improvement projects around the house," said Rob Cappiello, industry v.p. of the National Hardware Show.

One reason is the increasing number of homes purchased by single women, up from 606,000 in 1989 to 903,000 in 2003-a jump of 497o. Within the first year of ownership, single-women homeowners spend almost $9,000 on home improvement projects.

Planned projects range from simple paint touch-ups to replacing a door or installing a light fixture. The number one reason for doing it themselves, versus hiring a contractor, is saving money. Before they start a project, nearly half of these women seek assistance at a local home center or hardware store, or watch a home-improvement program on televison.

Retailers are paying attention to this trend. At Home Depot, both store displays and lighting have been improved. More than 200,000 women nationwide have attended the chain's free "Do It Herself' workshops.

"Our female participants are very interested in purchasing the products and services they saw demonstrated," said John Costello, executive. v.p. of merchandising and marketing at Home Depot.

Lowe's has made similar changes and also offers monthly how-to clinics that appeal mostly to women.

"Women like to feel they're given the same attention as a male customer," said Lowe's spokeperson Julie ValeantYenichek. Lowe's also has introduced "recipe cards" that explain projects that take just one weekend.

One word of caution for retailers: Don't overdo the gender angle. A quarter of sales at home-improvement retailers come from contractors, who are mostly male. The trick, experts note, is to strike a balance between men's and women's interests.

2004 Vendqr of the Year

WESTEEN distributor BMD, Galt, Ca., recently honored Johns Manville as its 2004 Vendor of the Year. On hand at the presentation (l-r): JM senior sales rep Sandi Black, JM western regional sales mgr. Robert Haupert, BMD president Steve Ellinwood, JM mgr.-retail national sales Lynn Barstad, BMD executive v.p. Garry Tabor, BMD purchasing Ben Campos, and JM director of marketing Baz Malik.

Itn coastal construction or when using pressureI treated wood, you need connectors, anchors and I fasteners with oreater resistance to corrosion.

For extra protection, Z-MAXrrv (G1 85) connectors have a zinc coating two times thicker than standard products. 0r, in severe exposure, choose Strong-Tie stainless stee (SST300) connectors for even longer life.

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tt's what y^u'd expect lrcn the leadet in connecto0 lot wood construction.

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# Tn, Wortd'r "ttlo-Equal" Structural Connector Company

Take responsibility for salessuccess

By Dave Kahle

rI-tHAT we live in a time of relentI- less and pervasive change is no longer news to anyone. But there is one important implication of this situation that continues to be a challenge: that our employees need to continually change their behavior to adapt to the world around them.

My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some employees must significantly change the ways that they think about, and do, theirjobs.

This is particularly true of the salespeople, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work ofevery executive, manager, consultant and trainer.

What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to implement change?

It is something that is becoming increasingly rare-a motivating sense of personal responsibility. That is, a deep and imbiding belief that one is responsible for one's own behavior as well as the consequences of that behavior. Over and over in my work in developing salespeople and their managers, I'm struck by how many people fail to accept responsibility for their own success or lack of it.

It's far more popular to be a victim. Yet as long as we view ourselves as victims, we're unable to change ourselves or our circumstances and achieve better results. It is not our fault that we're not doing better, we tell ourselves. Someone else caused it. And because it's someone else's doing, the power to fix it and make it better is with someone else. We're powerless to fix it.

This "victim attitude" is especially true of salespeople, who could always do better if only something were different-something that someone else controls. If only... we had lower prices... our quality was better... the boss was more understanding... customer service was more responsive...

you know the litany.

My wife is a crisis counselor. The biggest eye-openers for her occurred when she realized she was counseling the same people over and over again. You'd think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don't make the changes in their behavior and character that got them into the crises in the first place-because they have no sense of personal responsibility.

I had a personal experience that brought this lesson home to me in a way that I will never forget. I had been the number one salesperson in the nation for a company-my first full time professional sales job. I had it made: adequate salary, good benefits, company car, bonus potential, and the respect of my employer and colleagues. But the long-term opporlunities were limited, and I decided to move on to a job that was 180' different. I took a position selling surgical staplers to hospitals. It was a leap from the secure job I had to one that paid straight commission, required you to buy your own samples and literature from the company, and provided only six months of a draw to begin.

But I was cocky, filled with the success of my previous job, and sure that I could make this work also. It wasn't hasty. I looked at the amount of existing business in the territory I was slated to get, and determined that if I could double the business within six months -a doable task, I was assured-I'd be back making about what I was used to. Then, as I increased the business, my income and lifestyle would show the difference.

It all sounded good, so I left my old job and arrived in New York City for six weeks of intensive training on the new one. During the time that I was there, my district manager moved on and was replaced. When I arrived home after the training, he was anxious to meet with me. In our first meeting, before I had a chance to begin working, he informed me that he had revised the sales territories. The territory that I thought I had-the one I was hired for-was not the one I was going to get. Instead, I was going to receive just a fraction of that.

The new territory only contained about a third of the existing business of the previous one. This change meant my plans for making a living were shot. It now became an impossible task. I was upset and angry. How could they do that to me? I immediately began to look for another job, determined to quickly leave this unethical, uncaring company.

Things got worse. As I interviewed several companies, I discovered that they saw me as the problem. Instead of understanding what the company had done to me, they thought I was an opportunist who was looking for an easy way out. It became clear that no one else was going to hire me!

I grew angrier and more bitter. In addition, I had little success selling the staplers. After six months, my temporary draw came to an end. I owed the company $10,000, was making almost nothing, and had no prospects for another job. I felt squeezed between the proverbial rock and hard place. I was a victim of a dirty deal.

Then, out of the blue one day, I had an inspiration. It was me! The problem was me! Yes, the company had treated me poorly. Yes, they had been unethical and uncaring. But, the product was still exciting, and the opportunity still great. The real problem was my attitude-my bitterness and anger were getting in the way of everything.

I was responsible for my own behavior, thoughts and attitude. When I had the realization that it was me, I felt like a thousand pounds had been lifted from my shoulders. If the problem was me, then I could change! If the problem was somebody else, then I was a victim and powerless to do anything about it.

I began to work on my attitude. I began to take control of my thoughts. I looked up Bible verses that were very inspiring. Verses like, "If God is for you, who can be against you?" "If you have faith like a mustard seed..." I wrote them down on 3x5 cards. Then, as I drove into my territory every day along I-96 in Detroit, I held them in my hand on the steering wheel and read them over and over to myself. Slowly I began to do away with my bitter attitude and replace it with hope and expectation.

My results began to change also. Things began to go better. Six months later, I had paid off the debt to the company and was making more money then I thought possible. The job became more fun, more financially rewarding and more fulfilling then anything I ever expected.

Your struggle to bring about significant change in your organization will depend on the depth to which your employees embrace their responsibility to make personal changes. Your efforts to improve the productivity of your sales force will ultimately depend on the degree to which your sales force accepts personal responsibility to make the changes in behavior that will improve their results.

Can you instill a sense of personal responsibility if it is lacking? This is one aspect of character that is always easier to hire then to instill. In other words, if you hire people who already have a sense of personal responsibility, your job will be much easier.

However, if some of your current employees lack this characteristic in sufficient quantity, it is not hopeless. By understanding the importance of this quality of character, and regularly making it a part of your conversations, you can raise the awareness of this fundamental building block for implementing change. Talk about it, write about it, and preach it in company meetings in the hope that many of your employees will see the light, in the same way that I did.

- Dave Kahle, "The Growth Coach," is a sales consultant, trainer and author of six books, including Ten Secrets of Time Management for Salespeople. Reach him at ( 800) 3 3 1 - I 287 ; www.davekahle.com.

OPEN HOUSE at Capital Lumber, Healsburg, Ca. (continued from previous page), was followed by dinner and a show, and the next day attending the annual Barrel Tasting event in Sonoma, Ca. (1) Millard & Sue Meeks. (2) Tracey Yates, Sam Sanregret. (3) Shiela Johnson, Meeks Yreka. (4) Kristie Elsmore, Ron Haskett. (5) Brian Zambor, Sandra Queen. (6) Dan & Dixie Hopple. (7) Jerry & Linda Hurst. (8) Amandine & John Dearcos. Bob Brown, Christie Fain. (9) Scott & Melissa Kassahn. (10) Theresa & Ron Horton. (11) Rob & Tracy Roberts. (12) Leanne & Anthony Sparvel. (13) PhiiBianco, Christinl Hartley. (14) Todd Petersen, Lindsey Brant. (15) Bruce Meinberger, Mike Rivara, Carl Widder.

Susan Mosby, Dann6 & Jack Greene. (2) Jon Howard, Jim Enright. (3) Mickee & James Rarick. (4) Mike Phillips, Butch Sager, Wayne Miller. (5) Mona & Jerry Johnson. (6) Russ Tuvey, John Malloy. (7) Ava Chapman, Janet Corbetl. (8) Chris Ketcham, Larana Stevens, Sheldon Howell. (9) Barbara & John Ferguson. (10) Kim Trenter, Cindy North, Lilian Mosher. (1'l) Dee Shaffer, Renee Wilson, Rick Palmiler, Russ & Cristi Vaagen. (12)Cherie & Doug Hanson. {13) Julie Longanecker, Greg & Judy Ryback.

(More photos on nextpage) t${PA in San Diego (continued from previous page)'. (1) Denny & Linda McEntire. (2)Jill&Jerry Davis. (3) Kip Bums, Sco-n fttis. (4) Rcib Brown, Allan Hurd. (5) Joshua Tyler, Terry Kuehl. (6) Fernanda Vale, Karen & Lionel Landry. fi) Laurie Creech, Jim & Linda Scharnhorst. (8) Joanna Ward, Rich Geary. (9) Robert West, Kent Duysen, Gayia& Rock Belden. (10) Sally & Loren lrving. (11) PaulJorgirnsen, Cal Camarda. ilOUNTAIi{ STATES dealer associalion held its annual buying show recently in Denver, (1) Jason Duffy, Geri Adams, Jessica Duffy, Kimberly & Jacob Kent. (2) Kevin Daugherty, Mike Young, Bob Mauer. (3) Troy Mason, Dan Sleiner. (4) Bob East, Phil Schumock, Roy Zimmerman. (5) Curt Piper. Brent Gwatney, Gary Roth- {6) Shirmin Evans, Mark Conklin, Allison Swope. (7) Larry Slonum, Steve Page. (8) Rick Hogue, Jetf Scherr. (9) Robert Hulson, John Powell. (10) Dave Bueche, Chris Jennings. ('11) Keih Simpson, Stacy Baldzicki, Tim Gleason. (12) Pete & Whilney Hawkins. {13) Jared Melocco, Jon Murphy, Bryan Peterson. (14) Charlie Schadewald, Debbje Gamer. {15) Kent Bond, Chad Fowler, Jeff Mclaughlin. (16) ScottBecker,SharonJensen. (Morephotosonnertpage)

(12) Casey Dean, Janet & lke Anttila. (13) Craig & Janice Larsen, Kevin Cheung. (14) Wes Bush, Tom Love, Tom Shatfer. (15) Jim Pepple, John Branstetter. (16)Jheri Ketcham, Judy Lockey. (17) Kevin Binam, Steve Cole, Bob Shepherd, Tim Cornwell. (18) Bob & Margaret Bretz. (19) Mike & Gretchen O'Halloran.

Mike Bland, Lance Devol, Terry Ganett. (6) Hugo DelCid, Jean Brunton. (7)Chris Freeman, Rex Klopfer, Jim Burns, Mark Kleps. (8) Mark Ganahl, Scott Whitman. (9) Nick Lan, Jacquie Castrorao, Joe Allotta. (10)Banett Burt, John Neel. (11) Johnny Pringle, Chris Huntington. (12) Chad Barclay, Pete Ganahl, Tom Barclay, Dave Temple. (13) Scott Durham, Manuel Alvarado. (14) Chris McDonough, Steve

Zanco. (15) Mike Born, Gerry Perez. (16) Brandon Bonzoumet, Hines. (17) 18) Craio Larson. Looez. {19) Mike

Brandon Bonzoumet. Daniel Hines

Greg Stout, Deonn DeFord. (18) Craig Larson, John Lopez. (19) Muzzy,

(20) Kristin Bucy, Ar

LUMBER INDUSTRY veterans hit the streets of San Francisco March 9 lor the 32nd "Good Guys" lunch at Johnny Foley's lrish House (formerly Bardelli's). (1)

Kevin Paldino, John

Helela, Dan Kepon. (2)Jim

Lewman, Rick Hogue. (3)

John Reger, Richard

Higgenbottom, John

Russell. (4) Douo Willis.

Ted Gilbert. David Cutter.

(5) Len Viale, Joe

Bowman. (6) Jim Ramsev.

Gil Sissons, Clifl Smooi.

(7) Pete Kepon, Andy

Ersek. Dennis Richardson.

Paul Ward. (8) Roqer Burch, Chris.tepsen. jg)

Will Riegel, Marty Olhiser.

(10) Bill Gittings, Keith Kersell. (11) Sean Burch, John Loftus.

Rates: 25 words for $25, additional words 700 each. Phone number counts as one word, address as six. Headline or centered copy, $6 per line. Private box or special border, $6 each. Column inch rate: $45 camera-ready, $55 if we set the type. Send ad copy to The Merchant Magazine, 4500 Campus Dr., Ste. 480, Newport Beach, Ca. 92660,Fax949-852-0231, or call (949) 852-

Engineered Wood Sales Rep

Northern California Wholesale Distributor is seeking an experienced salespenon in EWP. Must be strong technically, self-motivated and have a strong belief in customer service. This is an outside sales position working with retail lumberyards, architects, engineers and framers in the North Bay and South Bay area territories. We offer an excellent compensation and benefits package. Salary + commission. Please send your resume to All-Coast Forest Products, P.O. Box 9. Cfoverdale. Ca. 95425.

Ju$ 515 for l2 monthly issues

Coll pf9) t5t-ltt0 . tfl( 949-852-0231

1990. Make checks payable to Cutler Publishing. Deadline for copy: l8th ofthe previous month.

To reply to ads with private box numbers, mail or Fax correspondence to box number shown, c/o The Merchant. Names of advertisers usins a box number cannot be released.

Industrial Wood Products Sales

Universal Forest Products is seeking an experienced industrial salesperson for the company's Riverside, Ca., facility. Candidates must have comprehensive knowledge of industrial sales processes. We need a highly motivated, selfstarter, willing to do what it takes to land new business in a fast-paced competitive environment. Generous salary and benefit package commensurate with knowledge, experience and ability. If you are interested in joining what Forbes magazine calls "One of America's best managed companies," please e-mail your resume to Tim Gaffney at tgaffney@ufpi.com or Fax to 951-826-3013. All replies will be kept strictly confidential. Universal is an equal opportunity employer.

Northern California, 5 acres or more, plus rail. Long-term business, established customer base. Great opportunity to expand and/or diversify. Owner retiring. Reolies held confidential. Email fellowlumbermen @ aol.com.