llTestern Softwoods, Mouldings & Millwork A$crrltural

Wood

ProduGts, Pl5rwood, Particleboard

LT]MBER: Robert Glatt, division mgr.; Jim Haas, Bill Hanrahan

MILL\ilORK: Richard H. Mills

We are also pleased to be a West Coast area distributor for CF&I steel products as well.

BERGER & COMPAI\TY Ac,n, (a Conagra company) tAgfa IS AN INTERNATIONAL AlJ @MMODITIES TRADING

ORGANZATION WITH OFFICES IN: San Francisco, Ca. (headquarters); Chicago, Il.; Colfax, Wa.; Fargo, N.D.l Filer, Id.; Grand Cayman, British West Indiesl Santiago, Chile; London, England; Geneva, Switzerland: Nicosia, Cyprus; Buenos Aires, Argentina; Moose Jaw, Canada; and Taipei, Taiwan.

AUT0MATED checkout is part of Handyman's malor revamping plan lor its 44 California retail facilities. The program is already in effect at the Point Loma and La Mesa stores. The company, divested from its parent company, Edison Brothers Stores, Inc. of St. Louis, Mo., in June, has awaideri a multi-million dollar conlract t0 lCL, Inc. for installation 0f the latest automated checkout and in-store computer technology. Tighter inventory control, automatic pricing, taster checkout, detailed receipts and bett-er handling of payment options are among the benefits expected lrom implementatlon of the program, according to Harvey Rosen, president of Handyman, San Diego, Ca.

M0RE than a million feet ol Chemonite pressure treated Douglas fir was used in the walkways, piers, pavilion and restaurant structures at Coulan Park, Renton, Wa. wyikott cb., seattle, wa., and Mccormick & Baxter, San Francisco, Ca., and Portland, 0r., supplied pressure treated materials l0r the project which has won numerous awards.

Redwood lumber from garden gades and rustic sidings to architectural gades of Bee through clear-a11-heart. Delivered straight to you from Georgia-Pacific's Ft. Bragg Mill.

We're a member of the Califomia Redwood Association and the Redwood Inspection Service. Look for our gadestamp foryour assurance of quality.

Georgia-Pacific, your source

Wally Lynch

Builders Express, Inc.

11550 Plano Rd.

Dalf aS, Tx. 75243 contribution should be budgeted and measured to indicate average proficiencies.

(4) Sales people compensated upon bud- rhe fouowing materiot is a contin- uation of the analysis of retoil manogement skilh begun in September. Please refer to the chart * o*:.--2^!.,:! ,11, issueforbackgroundinformalion-ed.

Good Personnel Policies

(1) Without a written personnel policy, the very foundation for effective people utilization is lacking.

(2) People must be paid, have vacations and some benefits.

(3) Everyone should have a written position description, on-going training opportunity and a structured career path.

(4) Stock options, profit sharing and other similar opportunities for growth existing for all people are above average.

Ef fective Salesmanship

(l) Without published, agreed upon quotas and defined sales territories there is no structure for effective selling.

(2) Sales people should receive on-going sales and product training.

(3) Individual sales volume and margin

(1) Advertising is one way communication; without a marketing plan there is no script or scenario for effective advertising.

(2) Point of purchase signage shows some activity.

(3) Some sales promotion and advertising done seasonally or sporadically is okay.

(4) Sales promotion and advertising done consistently by plan, using major media (print, radio and tv) is better.

Effective Facilities Utilization

(l) Showroom, warehouse and yard schematics are the framework of facilities utilization, without pre-planning and updating, effectiveness is lost.

(2) Good housekeeping, traffic flow and easy customer access is important.

(3) Complete fixturing and equipping should be maintained in all areas.

(4) Complete cube use in all areas gives better than average effectiveness.

Effective Expense Control

(1) Without sales and expense budgets the foundation for expense control cannot exist.

(2) Operating statements should be issued periodically and consistently for expense control.

(3) An operations manual for the company can be the basis for average expense control.

(4) Segmented budgets and operating statements, developed and used, represent better than average expense control.

Unit Control

(l) A unit control system should exist.

(2) Inventory partially managed through a unit control system shows minimum participation.

(3) Inventory totally covered by a manual unit control system, shows average control of units.

(4) Inventory computerized to complete item control shows above averaqe handling.

Effective Buying

(l) It is almost impossible to buy effectively without some buying andlor group affiliation.

(2) A company buying policy is necessary for minimal buying ability.

(3) Constant availability of product, good quality, good value and competitive price indicate average capability.

(4) If the company successfully and consistently sells private label products profitably, better than average skills are indicated.

Pricing Know How

(1) A pricing policy must be maintained.

(2) Pricing based upon one mark up, indicates minimal pricing skill.

(3) Price lines established with variable mark-ups indicate average pricing performance.

(4) Cost effective or compensatory pricing indicates better than average pricing skills.

Like any composite evaluation, every detail will not fit every organization exactly. The range of capabilities described for each skill area is broadly and generally accepted and in place in lumber and building material operations throughout the country. If they do not exist in your trading area,they will.If they do not exist within your organization, you're playing the game without all of the tools or without the right ones.