Keeping compe g T I rii I t It ut the West's to

And 'Terry' is shorter and easier read.tt

Each Mullin-owned store used have a practically autonomous mana' ger at each location and the situation tended to create sonrc unnecessary competition between yards. Now, management is by an executive.com' mittee with Mullin as its chairman. Don Brown is the general manager of both locations and concentrates primarily on the movement of volume lumber. Greg Myle.s is the store manager of the Teny Building Centers and also the Burbank Lumber Co. The general manager of Burbank Lumber is Tom Jones. Myles's primary interest is in consumer trade as well as the repair and remodeling contractor. Virginia LaMonte is in charge of the accounting department and handles all financial, insurance and credit operations. Al Lewis supervises purchasing and pricing for all yards.

Mullin and his staff are concentr&ting on a new advertising campaign and a stepped-upo regular weekly employee training program. Advertising will now benefit both yards since the name change. Mullin believes advertising must be regular, not spasmodic.

The new training program will be geared to include:

(l) company orientation

(2) company policies

(3) product knowledge.

Training takes several forms. Procedures and systems (like writing tickets) are explained and product knowledge is particularly stressed.

Story dI q Glonce

Multi-unit operation in one of the West's most competitive markets changes some store names, streamlines operations, plans more stress on consumer selling and a new emphasis on advertising.

The company is also in the process of programrning a new electronic ma' chine that will be used in the figuring of their sales tickets and estimates. The machine is nicknamed "Morrie" after the firm's former pricing and figuring man, Morris Woods, who retired at 75.

The new showrooms stress turnover with greatest possible use of space. Neatness, Mullin believes, boosts efficiency. Seruice is stressed. Employ' ees strive to know their customers and extend personalized service.

All Mullin stores have adopted the policy of dividing their personnel and their operations between the two functions of "contractor" and "consumert' sales. Each store has two customer cgunters-one for contractorso and one for consumers.

The firm is now in the process of remodeJing and enlarging its third store at the Burbank Lumber Co. lo' cation. This yard is the firm's largest yard in the San Fernando ValleY. Since the Burbank Lumber Co. nanre is so well established in the commu'