WbVesotthesoods onthe-Golden State!

With sheathittg and studs to go.

If you're a wholesaler or distributor in the Los Angeles basin, Willamette's ready to fill your orders for top quality sheathing at Berth 177 in Wilmington. Located in the Bay Areal You'll also-find u, "i2800 Alvarado Street in San Leandro, where we have the finest sheathing as well as studs' t07e do all the warehousing so you won't have to. From a few units, to a truckload, just call us for a quote, then give us the specs. We'll have the goods on our dock, ready for your prompt pick-up. What a way to save time and save some green in the Golden Statel

Phone us todav at 503.926-7771.

Willamette Industries, Inc.

Lumber and Plywood Sales Division Albany, Oregon 97321 503-926-7771 will continue to offer employees the opportunity for individual growth and development as L-P expands into new fields and strengthens its position in existing successful product lines. This important 'people contribution' will make the difference in achieving our future successes."

Tom Clephane, forest product analyst, Morgan Stanley Co.-"The lumber industry will have many fewer players. I expect LouisianaPacific to be one of the very major companies."

Lee C. Simpson, vice president, operations-"You'll see our organization move into areas that we're not now in, bringing profits and productivity and opportunities for our people. "

Chris Paulson, plant manager, Intermountain Division- " LouisianaPacific will be number one in lumber. Certainly number one in Waferwood. We're going to be the standard bearer of the forest products industry. "

Harry A. Merlo, chairman and president-"In the next ten Years, for example, we conceivably could have at least 25 Waferwood Plants. These would be small close to the raw material and close to the market. "

These opinions represent a samPling of those they received. What do you think? What lies ahead in the future for both L-P and the industry?

HARRY

MENDENHALL

executive

vice president

This is the second installment of a discussion on the value of a company image and ways in which it can be threotened by employee carelessness. Last month's article stressed the importance of employee education, citing examples observed during visits to retail stores.

Since every dealer would like to be known for his service, quality ond availability of moteriols, foirness to customers, knowledgeable and helpful employees and competitive prices, it is important the employees develop positive at titudes towa rds t he cus t ome rs-ed.

I recognize that some managers may say that the employee had better be looking out for the company first, but I think what that manager means is for the employee to watch for shoplifting, tag switching, invoice alterations, etc. I don't think he means for the employee to treat each customer as a second class citizen to be barked at when a dumb question is asked or to be ignored when he is looking at materials.

It is necessary to repeat that the attitude of the employee is a reflection of his leaders. If you don't want the employee to bad mouth customers, then your management must refrain from doing it in the presence of the employee. The longer an employee has been with the company, the more experiences he has had with customers and the more customer problems he has witnessed. Unless the older employee understands that there have been hundreds of honest and satisfied customers for each bad experience, the employee will group all the bad experiences together and will soon have a big problem with anti-customer attitude. A retail store is a profit making organization (although recently that is hard to believe) and the single purpose of its existence is to sell merchandise to the consumer.

You can sell merchandise from a parking lot, excluding a need for a building. You can sell from a catalog, excluding stocking of merchandise. You can sell with just one salesman, but you can't do any of this unless you have some one to sell to-the customer. The customer is really the boss. The customer is the person with the money for pay checks and operating expenses.

Employees relate to experiences more easily than they do lectures or reading text. Every employee should be asked to recall the most pleasant shopping experience he or she has had, where the sales person has been most helpful and pleasant, where the merchandise has been attractively presented, where the price was right and where he or she was confident that should anything be wrong they would be welcomed back with no hassle. Then this employee should be asked to be certain that he or she attempts to set the same stage for your customers to make each of their shopping experiences a pleasant one.

The attitude of the employee is a direct reflection of management. ls your image showing?