ffiOftqE GENTER NflERGHANT

BILL FISHMAN

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MARCIN squeeze has taken a toll

I on the level of service that dealers can cffer. "Full service" stores have reformatted their store layouts and visual merchandising for more self-selection and reduced flooi coverage. It does work, but be careful!

D-i-y customers are telling us that they have stopped shopping in those stores where the salespersons are visible but inattentive, uncaring or downright impolite. They are finding that the price spread (shelf prices) from one dealer to the next is not great enough to subject themselves to a degrading experience.

While warehouse stores have been capturing segments of the market in metropolitan areas, there are many d-i-y customers who are intimidated by the warehouse's physical plant. Women, who are accustomed to shopping in decor'd surroundings, especially avoid the cave-like and dirty atmosphere of warehouse operations. While the black skid marks on the floor

But the conventional tlpe stores have their turn-offs too. Why, oh why, must the volume be up so loud on the store's intercom system? And it always appears harder to find help and get through the check out during "slow" hours than during high volume days.

Our industry today is contributing greatly to the wealth of the newspaper, and radio and TV stations. The ads shout lowest prices and friendly, knowledgeable salespeople. But many times it's easy to tell that the guy that wrote the ad is not the guy that's waiting on customers.

You and I have watched television programs in which the retail salesperson or service man is portrayed as a fumbling, clutzy idiot. We mimicked the laugh track because it's usually a funny routine. I'll agree it's funny on the tube, but when you're the customer in a real life situation, face-to-face with an individual spouting stupid comebacks instead of helpful suggestions, it's no laughing matter.

In 35 years of retailing, I've overheard some classics on the sales floor. Read them and laugh. Then worry just a little that one or two of these remarks in this collection came from your home center's Stupid Remarks Department. Could one of your salespeople be saying this to Your customers....

"...ya, we have it, if you want to pay $79."

."I just work here I don't make the rules. " o "No. it's not on sale." r "That's the last one, Mac. Take it or leave it." o "Oh, I believe you, that their price is lower, but just wait, they'll raise it. They can't afford to sell it at that price forever." r"I know you bought it here, but I can't tell you where to get replacement parts." o "SorrY, we sold out of the advertised item at $9.50 the first hour, but we have another one over here that will cost you $9.75." o "Yes we handle most batteries, but not the one for our remote door operator, try the hardware store down the street." o "lf you don't see it, we don't have it." r When the cashier is asked if she buys her material at the store. "I don't shop here, the merchandise is too shabby." r "I don't make it, I just sell it." o "What else can I sel/ you to finish the project?" o "So reDort it to the Better Business

Copy at the bottom of an ad. "Cash & Carry Only. We honor Visa and MasterCard."

June, 1985 e "No I didn't approach them. I can tell they're really not here to buY." j "Hardboard paneling doesn't sell in this market." r One employee to another loudly enough for customers to overhear: "They say it will be restocked in two weeks, but you know what that means at this outfit." o "You don't want to buy nothing do you?" r "Too bad you didn't buy it yesterday sir, it was on sale." r The movable sign on the home center front door unchanged at midday. "Closed." r "Here's my price, if it's too high I can shave it." r Overheard by customers nearby, one stock person to another: "l hate working on Saturdays when all these damn customers are in the store." o "Are you entitled to our builders discount?" o "I'll write up the order for the garage at this desk, but you will have to find someone else to sell you the nails and paint."

Bureau. I don't care."

. "That's your Problem, fella."

. "Why don't you wait a couple of weeks, the buyer usually puts it on sale that time of the year."

The retail sales floor is no place to play the game of one-upmanship. When a customer is on the receiving end of a stupid remark he may just make sure that your salesperson had the last word forever.

The Government vs. LUST

While underground storage tanks can be a convenience for both dealers and wholesalers, LUST can be a dangerous problem.

A Leaking Underground Storage Tank (LUST) not only wastes money in fuel losses, but also can be the cause of major health./communityrelated problems that could involve costly court procedures. Government agencies at all levels are taking an increasingly hard line in any instances where they feel underground contamination has occurred. Stored fuels may enter and contaminate groundwater and drinking water supplies, as well as damage such underground utilities as sewer lines and telephone cables.

The Environmental Protection Agency suggests checking a tank for fuel leaks with a daily review of the amount of fuel stored. If the fuel decreases by more than that used, testing the tank for leaks and monitoring the surrounding area for traces of fuel should be considered. For more information, the EPA has provided "More about kaking Underground Storage Tanks: A Background Booklet for the Chemical Advisory," free by calling (800) 424-9065.

FRED CARUSO executive secretary

IFHE recent Salary Survey conducted

I by the MSLBMDA indicates that salaries have risen only slightly over the past two years. Apparently in Wyoming and Utah salaries have shown a slight decline. In any case, many would agree that the salary level for certain yard and store occupations is very low, with opportunities limited.

Some would say that low salaries are characteristic of the retail lumber and building materials industry. Others would say that low salaries are a necessity in this industry plagued by high operating costs and low gross profit margins. Certainly without gross profits there can be no net proflrt and without profltt there can be no business. It is a difficult situation.

During the course of our survey, this question was raised:

"Are we (the industry) PaYing what we're paying because of what we are getting, or are we getting what we are getting (in terms of quality of labor) because of what we are paying?"

Obviously there is a little of both elements of that question. If there are five lumberyards in town and yours happens to offer the lowest salary, chances are very good, with all other things being equal, that you will have the lowest caliber of help. On the other hand, if there are five lumberyards in town and yours happens to pay the highest salaries, with all other things being equal, you can expect and demand the best level of help available in that market.

The next logical question might be, "What, then, is the highest caliber or level of help?" How would you even know if you were getting what you were paying for?

Productivity has to be the basic criteria for salary levels above what is available from routine operating budgets. Productivity has to be measured in terms of achievement of goals important to the organization. Profit is generally the key goal and most certainly the end result of doing other things properly and productively.

Salary surveys are a useful tool. Productivity bonuses can be the "frosting on the cake" to help management keep the best help available in the market.

If gross profit is the primary goal, and if an employee's efforts can be tied to gross profit, his or her total wages should be tied to gross profit. Ifit is agoal ofyour operation to show the cleanest. neatest and most professional image, the employees that contribute most to that image should be compensated accordingly (the cleanest trucks get rewarded, etc.).

The sad truth of human nature is You tend to get what you reward. If You reward mediocrity, you tend to get it. Reward timeliness and punctuality, you tend to get timeliness and punctuality. Reward productivity and you tend to get productivity...or can find someone who will fill the bi[.

The MSLBMDA is engaged in a very active and serious effort to study all forms of incentive programs aimed at increasing productivity and thus the compensation

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Wrapping up convenience, protection and profit all in one unit.

f n the lumber markets of today a

I vitally significant contribution to profit can be made through inventory control and protection of valuable inventory investment from mill to retail yard or the ultimate job site. Sim-Pak unit packaging on redwood lumber has been developed by Simpson in response to these needs.

Convenience

Sim-Pak units are designed in size, shape, and weight to accommodate forklift handling in single or multi-unit combinations. Both loading and unloading of trucks and rail cars are easier and faster with compact, high integrity units assembled with precision pressure strapping equipment at the mill. Mixed units of Architectural Finish grades and pattems are readily combined in the same shipment.

Protection

Smaller, lighter, protectively wrapped units, each containing 1,200 or 2,400 b.f. of Architectural Finish grades in random lengths are easy to handle, reducing damage in yard handling and transit. All units are totally wrapped in a combination of heavy duty cardboard and durable 6 mil poly coated paper. Designed to facilitate unit selling, the packaging provides improved protection from millto market.

Profit

With Sim-Pak random units you can order what you need when you need it and sell everything you order without throwing away profits in damaged stock. And since time is money, the savings in time in loading, unloading, handling and re-tallying plus the savings in actual shipping time all contribute very directly to your profits.

Ask about the Sim-Pak package deal for profit on your next redwood order. Simpson Timber Company, California Operations, P.O. Drawer V, Arcata, CA 95521.