Some Do's and Don'ts in Selling Home Remodeling

TYfHILE THE CUSTOMER is Rule One W in almost any businesso it is especially applicable in the home modernization department of a lumber and building supply dealer.

"The remodeling crew that least upsets the family's routines and does the neatest, most professional job wins not only a friend but a source of additional business," according to Richard J. Feight" DSC (Desigrr-Service-Counsel ) manager for Masonite Corporation, who has had first-hand experience as a head of a dealer's home improvement department.

"One of the most effective wavs to increase remodeling volume is through referrals of satisfied customers. After your business is established, referrals can amount to almost half the total volume of work you will be handling in the future.o'

Since referrals are so important, what must the lumber dealer in the remodeling business do to get this plus business? DSC manager Feight has this advice:

"Every attempt should be made to satisfy each customer. This is the prime thing and it can be accomplished by attention to detial in keeping the family happy from start to finish."

He suggests winning the confidence of the customer before the job starts.'Thus the production supervisor insures himself against many problems later.

First, he should brief the custpmer, explaining the schedule and working conditiong the schedule oI payments and the protection of the customer's property.

He should obtain permission and ar. range for storage of materials needed on the job, get permission to put up a sign in front of the house, and stress the impor. tance of safety for members of the family. He should leave his phone number so that complaints can be handled immediately.

"Ary complaints should be hanil"d promptlS efficiently and satisfactorily," Feight says. "Record the complaint, go to the job site if possible to determine the exact nature and take immediate steps to remove the cause. Failure to act and act guickly magaifies the original complaint and makes it harder to satisfy the customer. A record of unsatisfied complaints also damages your firmts reputation in the communitv."

Crews and sub-contractors should have instructions on how to conduct themselves on the job, he continued.

"They are the lumber dealer's second most valuable asset, next to a first-rate production supervisor. A good set of rules should require therr to be on time and be neat in appearance. They always should be polite to members of the family, and not kid anyone about the work that's being done.

"Workmen must be required to do a skillful job. Slipshod work should bring dismissal or a quick remedy. A customer will back up a good job wen if it costs a little more, and the knowing lumber dealer will pay good wages to keep the quality of his work at a peak. This is true also of materials.

"Customers appreciate having quality materials used if it's within their budget.

Where Will We Find the Lumbermenof Tomorrow?

While many referrals are spontan@us, the dealer should not hesitate to ask a satisfied customer for the names of friends and relatives who may be in the market for a home modernization project.

There are various ways, too, for letting people know you're adding a room or a dormer on the Smith residencg he adds.

"Thereos the sigrr in front. Alsq dealers havo found it effective to distribute a mimeographed sheet to the neighbors. It might say: "Early tomorrow we'll be starting an addition on the Smith home at 698 Birch street. We're sorry, but there'll be some noise for a few daysl If we can help you in any remodeling project, let us know."

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