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BedTimes JULY 2010


Improving energy efficiency

What to do when the wrong person is in the wrong job Crafting messages for social media

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he PowerStack is now available in a High Profile unit to meet the demands of todays taller boxspring configurations. T Hickory Springs patented PowerStack zero deflection box spring is engineered for extreme stability. A series of cupshaped internal supports are welded to the box springs’ border wire and cross-support grid, then secured at the base on two axes. This unique construction prevents head-to-foot and side-to-side sway and reduces pocketing as well. Assembly is quick and simple — just staple it in place and move it on down the line.









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• 10 gauge, extra-heavy grid wire for maximum support and durability.

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JULY 2010

InSide Feature

22 Energy efficiency = profitability

The return on investment for improving the energy efficiency of your facilities can, in some cases, be just a matter of months. BedTimes looks at cost-effective, environmentally friendly changes you can make to your overall structure.


9 Company Profile

Swedish bedding maker Hästens is taking its super-luxury bedding into new markets—with a promise of maintaining the quality that has earned it its reputation as a premier producer.

13 Management Issues

Even after following the best hiring and promotion practices, you can end up with an underperforming worker. Simply put: You’ve got the wrong person in the wrong job. A management expert explains how to address the problem.

17 Marketing Matters

If you’ve jumped into social media marketing—and BedTimes hopes you have—you need to make sure that all your employees who blog and tweet are sharing consistent, accurate, honest messages.

5 Editor’s Note 7 Front Matter 33 Industry News 45 Cost Management 48 Calendar 49 Newsmakers 50 Advertisers Index 51 Classifieds 52 Last Word

BedTimes | July 2010 |


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EDITOR IN CHIEF Julie A. Palm 336-727-1889 SENIOR WRITER Barbara Nelles 336-856-8973 CONTRIBUTORS J. Tol Broome Jr. Daniel Burrus Lee Froschheiser Dorothy Whitcomb ART DIRECTOR Stephanie Belcher 336-201-7475 Vice President of Sales Kerri Bellias 336-945-0265 Ad Production & CIRCULATION manager Debbie Robbins 336-342-4217 COPY EDITOR Margaret Talley-Seijn BedTimes deadlines Editorial deadlines for the Industry News and Newsmakers sections of the September issue of BedTimes are Thursday, July 29. Volume 138 Number 7 BedTimes (ISSN 0893-5556) is published monthly by the International Sleep Products Association. Periodicals postage paid at Alexandria, Va., and additional mailing offices. Editorial and advertising offices 126 Parkview Lane, Reidsville, NC 27320 Phone 703-683-8371; Fax 703-683-4503 Administrative and ISPA offices 501 Wythe St., Alexandria, Va. 22314-1917 Phone 703-683-8371; Fax 703-683-4503 Postmaster Send address changes to BedTimes, 501 Wythe St., Alexandria, Va. 22314-1917 Contents © 2010 by the International Sleep Products Association. Reprint permission obtainable through BedTimes.


Make sure you’re part of the Supplies Guide


t’s summertime and that means sunshine, swimming pools, stargazing and the Supplies Guide. Supplies Guide? Yes. The BedTimes Supplies Guide is the most comprehensive directory of suppliers of products and services to the bedding industry. MultiView, our partner in the online directory ( is contacting new companies about being included in the guide for the first time and already-participating companies about renewing and upgrading their listings. A complete online listing includes your company logo, company description, links to your Web site, email address and placement in as many as 10 predefined categories. It costs only $395 a year. Upgrade options include priority/premium placements and video enhancement, as well as online banner and product showcase ads. Once you’re part of the online BedTimes Supplies Guide, you can update your information anytime throughout the year. This is an opportunity you don’t want to miss. The Supplies Guide is the place the mattress industry turns to when seeking machinery, equipment, components, supplies—all that you need to produce mattresses and related sleep products. Looking for services? The guide includes everything from legal advisers to testing labs to logistics providers. The online Supplies Guide uses powerful search technology that continually indexes the content of participating supplier Web sites. Users have the option of keyword searches that mirror traditional search engines or a category-specific search. In addition, the directory has a request-for-information function,

allowing visitors to contact suppliers with the click of a button. The online guide can be accessed at or via the International Sleep Products Association site at There’s also a desktop search mechanism, allowing users to download a free application that makes the directory accessible from their computer desktop. Questions about the online guide? Contact MultiView directly at or 972-402-7000. We’re proud of the online version, but know that many people also like to have a print directory to keep on their desk for handy reference. That’s why we continue to publish it every year in the December issue of BedTimes. The online and print directories are linked: If you have a complete online listing, you’ll get a free listing in the print version. If you want to be included in the print BedTimes Supplies Guide, you must have an online listing by Sept. 17. Advertising in the print guide is handled through BedTimes. If you’re interested in advertising in the December issue, contact Kerri Bellias, ISPA vice president of sales, at 336-945-0265 or BT

Julie A. Palm BedTimes | July 2010 |



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FrontMatter Poll asks: To regulate or not to regulate? Americans favor more rules for big business, less restriction on small


new Harris Poll finds that among Americans who favor change, more people support stricter regulation of business rather than less. However, there are significantly different attitudes among Americans depending on what is being regulated. Overall, a 2-to-1 plurality of respondents favor more strict regulation of business and majorities or substantial pluralities favor stricter regulation in 12 out of 13 areas, from food safety to executive pay. The one important exception is that a 3-to-1 plurality (45% to 14%) favors less strict regulation of small businesses.   Specifically, 40% of respondents say they favor more strict regulation; 19% would prefer less strict regulation. Another 27% want no change in regulation and 14% say they don’t know, according to the online survey of 2,503 adults conducted in May by Harris Interactive. A 64% majority favors stricter regulation of big business, but 45% favor less regulation of small business.   In addition to big and small business, the survey asked people whether they’d like to see more or less regulation in the following areas: ➤ Air & water pollution ➤ Advertising claims ➤ Banks & financial services ➤ Consumer product safety ➤ Environmental safety ➤ Executive pay & bonuses ➤ Food safety ➤ Health & safety in the workplace ➤ Pharmaceutical safety ➤ Prices ➤ Profits

About three-quarters of Americans (70%) favor stricter regulation of food safety, pharmaceutical safety, and executive pay and bonuses. Only 40% favor more price regulation. A similar number (41%) want additional regulation of profits. The strongest support for stricter regulation relates to food safety (73%), executive pay and bonuses

➤ About the poll This Harris Poll was conducted online from May 10-17. Harris Interactive surveyed 2,503 U.S. adults. Age, sex, race/ethnicity, education, region and household income were weighted to reflect U.S. demographics. For complete poll results, check the News section of Harris Interactive’s Web site,

(70%), pharmaceutical safety (70%), banks and financial services (69%), air and water pollution (68%), consumer product safety (67%) and environmental safety (66%). Smaller majorities support tighter regulation of advertising claims (65%), big business (64%), and health and safety in the workplace (54%). Across the board, support for regulation is much stronger among Democrats than Republicans, with independents, perhaps predictably, in the middle. But even majorities of Republicans favor stricter regulation of food safety (64%), executive compensation (57%), pharmaceutical safety (61%), banks and financial services (56%), air and water pollution (52%), consumer product safety (56%) and advertising claims (56%). BT

BedTimes | July 2010 |


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CompanyProfile Hästens taking super luxury far beyond Sweden Bedding maker targeting North America, Asia By Dorothy Whitcomb


ästens, a Swedish manufacturer of handmade, standard-setting luxury beds, is aggressively positioning itself for global growth. With its sights set on North America and Asia, the company has placed business development teams in key regions, reinforcing its efforts with technological upgrades and a comprehensive marketing campaign. Jan Ryde, the company’s owner and chief executive officer, has been steering the family business for growth since taking the reins in 1989. Ryde believes that a reverence for quality and craftsmanship, combined with a passion for innovation and technology, set his company apart. “Hästens’ culture is very respectful of heritage, but is also dedicated to creating and developing innovative products,” Ryde says. “We are constantly striving to improve our product and to enhance people’s sleep.” “The Hästens story is an amazing one,” says Scott Link, Hästens managing director for the Americas and Asia. “Jan’s mission has always been to improve people’s lives by giving them the best night’s sleep possible. We’re all working hard toward that goal and we have a lot of wind in our sails right now.” From saddles to sleep Hästens was founded in 1852 in Köping by Ryde’s great-great-grandfather Pehr Adolf Janson. It initially was a saddlemaking enterprise. Horsehair mattresses were just a sideline of the business until 1917 when Ryde’s grandfather, David Janson, shifted the company’s focus to mattress production. Hästens became the official bedding supplier of Sweden’s royal court in 1953. From its inception, Hästens has been

committed to using natural ingredients. Frames are constructed from Swedish pine. Comfort layers include cotton, horsehair, flax and virgin wool. Springs are manufactured from heat-treated Swedish steel and then individually mounted in fabric pockets. Hästens’ product line includes frame, continental, adjustable and specialty beds. Frame models, which are most popular among European consumers, have a thick spring mattress for a base topped with a thinner, softer mattress. Suggested retail prices start at $5,750.

Family business Jan Ryde, Hästens owner and chief executive officer, took over the company in 1989. His great-great-grandfather founded the company in 1852.

‘We set out to create the ultimate bed— a bed with absolutely no compromises—and we have done so.’ The company offers four continental beds. The three-part construction more closely resembles traditional mattress sets in North America: A thick spring base, a supportive spring mattress, and then a soft, thinner TOP mattress for comfort. Beds in this group start at about $9,400. Hästens also manufacturers three adjustable beds (starting at $12,990) and two round specialty models (starting at $29,500). Until recently, Hästens focused U.S. marketing efforts on its continental beds. The company introduced a new collection of frame beds to the market during the High Point Market in April 2010. The company is positioning the beds, with their lower price points, as options for children’s rooms, guest rooms and second homes. “Business in the U.S. has been historically driven by continental beds, but in the next couple of months we

expect to see 25% of our unit sales come from frame beds,” says Janet Stein, Hästens U.S. country manager. New highs With the launch of the continental Vividus, Hästens ratcheted up its own commitment to craftsmanship and quality—and its own price ceiling. It took two years to develop the Vividus. It was released in 2006 and has a suggested retail price of about $69,950. Each is built to the individual specifications of the customer and requires as many as 160 hours to construct by hand. “With the Vividus, we take everything a step further,” Ryde says. “We set out to create the ultimate bed—a bed with absolutely no compromises—and we have done so.” The Vividus, like all Hästens beds, is covered with checked cotton ticking, usually in the company’s iconic

BedTimes | July 2010 |



training. Part of the initial visit includes direct experience handcrafting a bed in Hästens’ 54,000-square-foot manufacturing facility.

In no hurry It can take as many as 160 hours to handcraft a Hästens bed. Components include cotton, horsehair, flax and wool, all encased in an iconic checked ticking.

blue-and-white scheme, but also available in 20 other colorways. The checked motif embellishes Hästens other sleep accessories. Consumers can add headboards, mattress pads, linens, comforters and sleepwear to their collection. Hästens also offers a complete line of beds and sleep accessories for children. Although the Vividus has sold slowly in the United States, the company is enthusiastic about the positive effect the bed has had on overall sales. “Sales of the 2000T II, which used to be the most expensive bed, have dramatically increased in stores that have the Vividus,” Link says. Branching out Link is charged with creating business development strategies for the Americas and Asia. Hästens has been in both regions for about four years—long enough, he says, to be convinced that they offer strong potential for growth. The company sells its products at 15 locations in the United States, two in Canada, six in Asia and one in India. Link envisions as many as 125 additional stores in the United States and possibly far more in Asia and India. “We haven’t done a lot of long-term growth plans for Asia because we’re still

10 | BedTimes | July 2010

in the discovery stage, but we have no competition there,” Link says. “It’s clear that the potential is enormous and the possibilities endless.” Retail support But Hästens isn’t in a rush to open new dealers. The company is committed to ensuring that every new Hästens dealer is successful with the brand and it is willing to put time and resources behind that effort. Link and Stein vet potential retail partners against characteristics they believe foster success. A dealer’s location and experience with luxury brands are among the top criteria. “The most successful types of dealers are entrepreneurs in other business areas or high-end furniture store owners,” Stein says. Although Hästens will consider partnering with existing mattress retailers, it will do so in the form of a shop-in-shop concept. “We have a proven record of our brand succeeding adjacent to another mattress store, when we’ve presented in the Hästens-branded environment,” Stein explains. A design team from Sweden aids retailers in transferring the Hästens concept to new stores and a corporate advertising department helps develop local campaigns. Retailers are required to go to Sweden twice a year for sales

Undergirding growth In 2008, the company incorporated new business systems software to support its anticipated expansion. Hästens also revamped its advertising and marketing efforts to better reflect its global aspirations. Visitors to its Web site ( can request free copies of a 150-page catalog, as well as a DVD showing step-by-step construction of the beds. While on the site, visitors can download “Be Still,” an iPhone app using Hästens’ MindSpa, a tool that helps people achieve deeper relaxation and reduce stress so they can sleep better. As other mattress manufacturers have found, hotels also have proven to be potent marketing partners. Travelers can find Hästens beds in luxury hotels in Canada, the United Kingdom, the United States and 14 other countries. New global leadership In June, as this issue of BedTimes was going to press, Hästens announced that Nick Braden has been appointed global president of Hästens worldwide. “Nick Braden brings a breadth of brand development and operational skills that will be invaluable to Hästens as it focuses on growing its sales and profitability worldwide,” says Ryde, who will continue in his leadership role. In the new job, Braden focuses on creating strategic opportunities and oversees the centralized functions supporting the company’s worldwide operations. Braden will be based in Washington, D.C. Previously, he was general manager of Mars Drinks North America. He also has held posts with McKinsey & Co. in Europe, L’Occitane and Staples. BT

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ManagementIssues When the wrong person is in the wrong job How managers can quickly, effectively address the problem By Lee Froschheiser


ood business leaders often acknowledge that they’ve learned more from their failures than successes. Strong leaders have the confidence to know they can’t be right all the time and that mistakes come with the territory. For instance, there are times when they might fail to communicate effectively or delegate properly. But the biggest management failure of all—the one that harms company performance the most—is a people problem. Specifically, it’s hanging onto the wrong person in the wrong job for too long. Ironically, it’s often top managers who are the last to understand the impact of not dealing with an ineffective worker. Employees who work alongside the poor performer quickly recognize the problem, which hurts employee morale and productivity and erodes employee confidence in management. Even if team leaders are aware that there’s a performance problem, many do nothing about it or take far too long to tackle the problem. Why? Let’s start with loyalty. Loyalty is a laudable attribute—companies and managers encourage and value it. But there are times when a manager crosses a line and over-identifies with a particular employee. This can happen when a manager hires a friend, relative or someone she’s worked with in the past, but it can occur in other situations, as well. Regardless of the specifics of the relationship, the invisible line between the manager and employee becomes increasingly difficult to recognize. And the manager can have a tough time dealing with the poorly performing employee in an objective, constructive manner. Nobody likes to be wrong. When a

manager hires someone who is a bad fit for a position, letting that person go becomes a public admission that he made a mistake. Unfortunately, the fear of admitting the mistake often stalls or stops the termination process altogether. The manager just hopes the person’s performance will improve. Instead, the problems fester and everyone suffers. Another reason that managers often don’t oust a poor performer is they don’t have a backup plan. “At

least I have a warm body in the job,” they think. They accept mediocrity rather than take a risk that could improve the situation. The solution would be to recruit proactively, always looking out for someone who could be a better team player. Managers also are reluctant to deal with a poor employee because they think doing so can only lead to conflict. And most people don’t like conflict. Creating and implementing a good performance management system—

It’s often top managers who are the last to understand the impact of not dealing with an ineffective worker.

one with an ongoing method for evaluating performance—eliminates the potential for conflict by creating an objective process for communicating with employees about their strengths and shortcomings. Without a way to receive feedback, employees can be understandably angry if they are suddenly reprimanded or let go. It’s a recipe for conflict. And it could all be avoided with a good performance review procedure. Lastly, managers often keep the

BedTimes | July 2010 |



When a manager hires someone who is a bad fit for a position, letting that person go becomes a public admission that he made a mistake. wrong person in the wrong position for too long simply because they lack certain skills themselves. A good leader is able to not only use an established performance management system as a tool, but also creates a culture in which open, honest conversations about performance regularly take place. Strong leaders are candid. They don’t have a problem addressing poor performance and embrace the opportunity to make such conversations productive for both the company and the employee. They set clear expectations for their em-

14 | BedTimes | July 2010

ployees, measure their progress, coach them and offer formal training when necessary. Furthermore, effective leaders know when it’s time to draw a line. When they start hearing a little voice inside their head saying, “I hope he gets better,” they know it’s time to ask critical questions about the person’s performance and take immediate, appropriate action. If the No. 1 sin that managers commit is to keep the wrong person in the wrong position, there’s a good

chance that you’re guilty. If that’s the case, challenge yourself to uncover the reasons why you haven’t addressed the problem. Then develop a plan, follow your company’s performance management policy and take action now. BT Lee Froschheiser, president and chief executive officer of Management Actions Programs, works with business leaders and companies nationwide. He is co-author of the best-selling book, Vital Factors: The Secret to Transforming Your Business—And Your Life. In the course of 50 years, Management Actions Programs has helped 160,000 leaders and 13,000 organizations create sustainable results using the powerful combination of its unique program, business coaching and consulting services. For more information, call 888-834-3040 or check

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MarketingMatters Social media starts with specific message Create guidelines for your blogging, tweeting employees By Daniel Burrus


ocial media is not about the media. It’s about the social—getting people to talk about something important to them and to your business. In order to make the best business use of social media, your company needs to pinpoint the specific messages you want to convey so that all your employees involved in blogging, posting to social media sites and dealing with customers online know how they should shape their messages. Does your company want to improve customer service? Expand awareness of your products? Improve your brand reputation? One insurance company uses Twitter and Facebook to let people know about all the charitable activities it’s doing in the community. All its posts are about events the company sponsors and contributions it makes. Employees are encouraged to post information about their own philanthropic activities, such as volunteering at a local animal shelter or helping Habitat for Humanity. With a clear guideline that the company’s social media efforts are designed to increase awareness of its philanthropy, it’s easy for employees to know the kind of information and photos they should post on social media sites. They have a clear focus and a unified purpose. One retailer uses social media to improve customer service. All its posts highlight things the retailer is doing to improve the customer experience and make shopping easier. And it regularly asks customers how they’d like the company to improve customer service. With that as the key message, all company employees are focused on problem solving and on making customers happy.

So, a good social media strategy needs to focus on the core message your company wants to convey. Once you’ve determined that, you need to establish specific guidelines for employees—both those who are posting information on behalf of the company and those who use social networking for personal use. Creating social media guidelines for your company doesn’t have to be difficult. Here are some tips to get you started:


Build trust Your employees should use their posts to build a reputation of trust with customers, end-consumers and the media. When they are reaching out to others on social media sites, they should take every opportunity to establish themselves as credible, open and honest representatives of the company.


Be transparent While participating in any online community, your employees should disclose their identity and affiliation with your company, as well as any other relevant professional or personal interests. When posting to a blog, they should always use their real name, not an alias.


Self-edit Before posting any material online, your employees should always evaluate the information for accuracy and truthfulness. Make sure they check the spelling and grammar of everything they write. Remember, content never disappears entirely once it’s been posted. If someone finds an error, get it corrected promptly. Depending on the size and scope of the mistake, have the employee admit the error, apologize if necessary, correct it and then move on.


Take responsibility Make sure employees know they are responsible for what they post. Don’t tolerate negative or questionable messages. What your employees post on their personal social network pages outside of work is their business, but nothing they posts on those sites should be attributed to the company. If they choose to list their employer on a personal social network, then they should regard all communication on that network as they would in a professional network. Online lives are ultimately linked.


Be direct When creating posts and content, your employees should be direct, informative and brief. They should never use a customer or consumer’s name in a posting unless they have written permission to do so.


Give due credit If your employees post copyrighted materials, they should get permission and identify the original source. This includes sources of direct or paraphrased quotes, photos, videos and anything else they didn’t originally create.

BedTimes | July 2010 |



When creating posts and content, your employees should be direct, informative and brief.


Be professional When posting comments, employees shouldn’t tackle controversial or potentially inflammatory subjects. The tone of their comments should be respectful and informative. They should avoid personal attacks, online fights and hostile messages. If a blogger or other online influencer posts a statement with which your company disagrees, your employees can voice their opinions but they shouldn’t escalate the conversation into a heated argument. Instruct them on how to write reasonably, factually and with good humor.


Maintain privacy Employees should never disclose proprietary or confidential information. This includes product releases, service updates and other information not yet made public.


Obey the rules Employees should follow all local, state and federal laws; company policies; and the rules established by each social networking site. Ultimately their online activities will be a reflection on the company. Social media is great for building your business, provided that your employees know how to use it for the company’s ultimate benefit. Determine why your company is using social media sites and then give employees clear, easy-to-follow guidelines. By doing so, you’ll have the people, processes and tools you need to fulfill your company’s mission. BT

Daniel Burrus is one of the world’s leading technology forecasters and strategists. He is founder and chief executive officer of Burrus Research, a research and consulting firm that monitors global advancements in technology-driven trends to help clients better understand how technological, social and business forces are converging to create enormous, untapped opportunities. Burrus developed the Competitive Advantage Business Strategy Builder, the first mobile phone application that allows users to generate a business plan. For more information, check

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Energy efficiency Getting the most bang for your buck By Barbara Nelles ave you given thought to improving the energy efficiency and reducing the carbon footprint of your facilities? Are you concerned that new insulation, improved lighting or repairs to the aging heating and air conditioning system are simply not in the budget? Whether you’re an owner or a tenant, it makes dollars and sense to do some careful analysis of your building’s performance—and let the numbers be the judge. “In a sluggish economy, many companies are reluctant to invest in energy efficiency,” says Craig Whittaker, president of Greensboro, N.C.-based ESG Energy, a company that offers energy auditing services and sustainability consulting. “At many facilities, managers are just too busy putting out fires and no one is stepping back looking at equipment, looking at the building and thinking, ‘What should we replace?’ The fact is you can run your business much more profitability by being more efficient. And there are many incentives businesses can tap into at the federal and state level.” “One thing we are witnessing is that many of our clients are seeing a much higher ROI for renovations and retrofits than they are getting on capital expenditures, paying for new facilities and new lines of business,” says Randy Pool, managing partner at Stantec, an architectural and engineering firm with corporate headquarters in Edmonton, Alberta. “Much is being written and talked about regarding the ‘soft’ benefits of sustainable design,” Pool says. “To work for a company that takes it personally, that is modifying your work environment to make it healthier and less impactful on the environment, gives employees a sense of pride in their company. It has been shown to improve productivity and reduce turnover. From a PR and marketing standpoint, communicating your company’s sustainability goals is powerful both internally and externally.”


BedTimes | July 2010 |


Seal the envelope A good place to start is to conduct an energy audit. Public utilities generally offer a simple walk-through inspection. Or you can hire a qualified auditor to check the building envelope—walls, windows, roof and foundation—and assess the efficiency of the heating and cooling, lighting and mechanical systems. Private-sector companies provide a range of energy auditing services and use a variety of methods, such as blower door tests and thermographic scanning with infrared cameras. Many vendors of energyrelated products and services also offer energy audits. “Our customers receive a detailed report that includes a schedule or model of their projected return on investment for all recommended improvements,” Whittaker says. “We let them know this improvement will have a payback in one year or that one in five years. We encourage clients to invest in the rapid paybacks first in order to save for the longer paybacks.” A comprehensive audit of a standard, boxlike structure typically costs between $1,500 and $5,000, depending on building size, Whittaker says. “Repairing holes and adding insulation to the building envelope yield the fastest payback,” he says. “The roof is the No. 1 place to insulate—all of your heat seeps out through there. Make sure walls are insulated, as well. A spray-on foam insulation can be easily applied almost anywhere. Many older buildings from the 1960s have little or no insulation. Windows are a major cause of heat loss. It may make sense to add thin films to increase a window’s R-value.” R-value is a measure of thermal resistance. Manufacturers that use significant amounts of water may want to investigate water reuse systems. With water conservation a growing concern, low-water consuming devices such as low-flow and dual-flush toilets, touchless faucets and waterless urinals can reduce usage and save money. Bright lights, big savings According to the U.S. Department of Energy, 40% of energy use in the com-

24 | BedTimes | July 2010

mercial sector is for lighting. The typical commercial facility has a lighting system that is 15 to 25 years old, lighting experts say. Light quality degrades as systems age. Older systems also consume more electricity and generate more heat than newer bulbs and fixtures, causing the building’s cooling system to work harder. Lighting change-outs normally offer a rapid payback. When deciding which of your facilities to retrofit, choose the ones with the longest operating hours, the largest electric bill and highest electricity rates. (In the United States, cost per kilowatt hour varies widely from region to region, even within the same state.) For lighting upgrades, electric utilities often will issue a specified rebate amount per fixture.

Let the sun shine

Numerous studies show that “daylighting” improves worker well-being and productivity. “Daylighting is everything from solar tubes to additional windows to light “shelves” that reflect sunlight up to the ceiling. These allow you to reduce the amount of air conditioning you use by taking away the heat created by lighting,” says Randy Pool, managing partner at Stantec, an architectural and engineering firm with corporate headquarters in Edmonton, Alberta. Solar tubes, or tubular daylighting devices, are a newer technology. They use reflective optics to channel lighting into interior spaces. Daylighting devices can be paired with light sensors that automatically adjust artificial lighting on cloudy days.

“If your specific retrofit isn’t on the energy company’s list, don’t give up. See if they have a custom option,” says Madeline Fazzalari, a LEED-accredited professional and the director of business development for Progress Solar Solutions, a solar and energy-efficient lighting solutions company based in Apex, N.C. “Then get an approval from them in advance to receive a one-time rebate after your work is done.” (For more information about LEED, see story on Page 28.) “The newest fluorescent lighting offers much better efficiency, better light quality, better controls and longer life,” says Brad Salamone, vice president and general manager of energy services company Atlantic Energy Concepts, based in Reading, Pa. “It’s quite affordable to change out older T12 (linear tube fluorescent) bulbs for T8s, as well as switch from magnetic ballasts to more efficient electronic ballasts.” An incandescent bulb used for general space lighting will last between several hundred to 2,000 hours. Older generation T12 fluorescent lamps may last 10,000 to 15,000 hours. The newest T8 and T5 bulbs have a life of 30,000 to 50,000 hours. The longer lasting bulbs mean less frequent changes and lower maintenance costs for facilities with “high-bay” or ceiling fixtures. The payback on lighting upgrades depends on your operating hours, Salamone says. “If you’re running one shift, you may have a three-year payback, with two shifts two years and with three shifts, perhaps 15 months,” he says. “We do a lot of work where the savings from a lighting system upgrade are allocated to pay for other needed systems, such as a new boiler.” There are new light fixtures with light-emitting diodes, which use a fraction of the energy of fluorescent fixtures and have a far longer life “We view LED as an emerging technology,” Salamone says. “We’ve been doing “Exit” sign retrofits for 15 years. It’s making great strides in lumen-per-watt performance, but there’s no commonality between manufacturers yet. If you buy the bulbs













Take advantage of energy-saving incentives When you’re planning upgrades to your facility, investigate tax deductions and credits from federal, state and local authorities, as well as rebates from utilities for energy-efficient retrofits. ➤ The federal economic stimulus—the American Recovery and Reinvestment Act of 2009—included $40 billion for energy efficiency and renewable energy programs. Of that, $3.1 billion went to states to offer incentives for energy-efficient construction and retrofits. The law also funds a two-year, renewable energy grant program through the U.S. Department of Energy equal to 30% of the cost of a given solar project. In addition, the law finances low-cost loans to businesses pursuing efficiency projects. ➤ The Federal Energy Policy Act of 2005 created the Energy Efficient Commercial Buildings Tax Deduction, which has been extended to qualifying projects completed before Jan. 1, 2014. Under this provision, building owners or tenants can write off the complete cost of upgrading a building’s indoor lighting; heating, ventilation and air conditioning system; hot water; or building envelope. A combined upgrade is capped at $1.80 per square foot. An upgrade for just one of these systems is capped at $0.60 per square foot. ➤ Mattress manufacturers and industry suppliers may be eligible for free energy assessments through the U.S. Department of Energy’s voluntary Save Energy Now initiative. The program’s goal is to drive a 25% reduction in energy consumption and carbon emissions from U.S. industrial processes during the next 10 years. Depending on a manufacturer’s size and energy usage levels, a range of free assessments and consultations are available. For more information, check saveenergynow.

they’re not interchangeable on other fixtures.” “Outdoor lighting is ahead of indoor with LED,” Fazzalari says. “It’s still expensive technology for the interior, but the exterior payback is quite good due to reduced electricity, replacement and maintenance costs. LED is generally rated at 50,000 hours of life or more. At 12 hours a night, that’s more than 11 years of life. Compare that to highwattage parking lot or flood lights—and having to pay to frequently change out exterior bulbs using bucket trucks to reach 30-foot poles.” Harnessing sun & wind The technology to run a mattress factory on solar and wind power exists today, according to the experts. The sturdy roof of a large facility can hold a number of photovoltaic panels. And there are vertical-access

26 | BedTimes | July 2010

continues. “They have very elegant designs and are much smaller in scale so they can be placed on a rooftop.” Facilities that invest in solar and wind power can offset their electricity bills by selling “green” energy back to the power grid for a premium price. Manufacturing plants that use a lot of hot water can add solar thermal panels, which use a closed system and a heat-transfer fluid to produce hot water. There are a variety of new solar technologies—and government incentives to install them. In the United States, there is currently a 30% federal tax credit for installing solar photovoltaic and solar thermal systems. Many states offer additional tax incentives. “There are dozens of suppliers of solar panels,” Pool says. “They go from straightforward, fixed-plate panels to ones that pivot to follow the sun during the course of the day and the season. Those are a little more expensive

‘One thing we are witnessing is that many of our clients are seeing a much higher ROI for renovations and retrofits than they are getting on capital expenditures, paying for new facilities and new lines of business.’ wind turbines, “which, unlike propeller wind turbines, spin quietly, like a spool of thread,” Pool says. “They don’t injure birds,” he

and more maintenance intensive. So, you need to have a firm commitment to solar power.” “Typically photovoltaic is quoted

One ‘LEED-er’ in certifying ‘green’ buildings

There are a number of third-party “green” building rating systems around the world. One of the better known is the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) Green Building Rating System. The six pillars of LEED are sustainable site development, water savings, energy efficiency, materials selection, indoor environmental quality and design innovation. The council cites studies from the University of California Berkeley and the University of California San Diego that found the upfront costs of LEED certification range from no additional outlay to 6% of total construction costs, depending on the level of certification desired. A prerequisite to LEED for Existing Buildings: Operations & Maintenance certification is participation in the Energy Star Program run by the U.S. Environmental Protection Agency and U.S. Department of Energy. Buildings must achieve a score of at least 60 (out of 100) to be eligible to pursue LEED-EB OM. Higher scores earn points toward a building’s LEED certification level. LEED projects are certified according to the number of points achieved based on how green a building is—Certified (26-32 points), Silver (33-38), Gold (39-51) and Platinum (52-69). For more information, check

28 | BedTimes | July 2010

at $5 to $7 per watt installed. You look at your power bill and see how many kilowatts of power you’re using, then figure out how much you need to generate,” Pool says. “The payback is generally three to five years. The cost of photovoltaics is going down and their efficiency is improving.” “Relatively new and advancing rapidly is thin-film photovoltaic technology,” Pool says. “We’re just now seeing it become readily adapted. It’s integrated photovoltaic that can be molded onto the side of the building or on the roof. Or with photovoltaic roof tiles, you can have the entire roof be a solar panel.” “We are seeing a lot of solarpowered parking lot lights,” Pool says. “It’s not a big upfront cost.

More ways to conserve Building-control systems reduce energy consumption by ensuring that features are used only when necessary. For instance, occupancy sensors automatically dim and turn lights on and off, whether in conference rooms, hallways or the factory floor. “Lighting control systems can be really complex and centrally controlled from a computer or be very basic,” Salamone says. “A very simple system may cost as little as 50 cents per square foot. The typical range for a lighting upgrade or retrofit system is $1 to $3 a square foot.” Sensors also can monitor building temperature, humidity and carbon dioxide demand, telling the HVAC system exactly how to adjust the building climate. Payback on a full building control system is about two years, says T.J. Bell, sales engineer with Greensborobased energy services company Brady Trane. A building’s HVAC system “may be running 24/7, yet it’s little understood and often simply ignored as long as it keeps the space comfortable,” Bell says. “HVAC is the next largest user of energy after lighting. But often no one at a company ‘owns’ the controls.” Installing programmable thermostats and setting back temperatures 10 degrees when no shifts are working yield significant savings. “Smart” ther-

‘We encourage clients to invest in the rapid paybacks first in order to save for the longer paybacks.’ They’re self-contained, very user friendly and have an impressive payback for renovations and retrofits. With new construction, it’s actually cheaper to put in solar panels than use traditional electrical power— you don’t have the cost of trenching and laying electrical lines. And even on a cloudy day, a solar panel can produce 70% to 80% of needed power.”

mostats cost between $50 and $200. Choose models that are easy to override to ensure the building is comfortable during unscheduled events or late-night work, the experts say. “General preventive maintenance of HVAC equipment gets the most bang for your buck because you keep it operating at an optimal level, instead of repairing it or replacing it when it fails,” Bell says. “Get an annual

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According to the U.S. Department of Energy, 40% of energy use in the commercial sector is for lighting. lighting maintenance contract, plan on two to four equipment tuneups a year. Filters ought to be changed quarterly. Preseason tuneups prevent system breakdowns, help maintain a unit’s energy-efficiency level and lengthen the life of the equipment.” “If it’s an older building, have the system balanced and checked for duct leakage. As much as 15% to 50% of the output could be leaking,” he says. “Checking the system balance in large office buildings makes sense about every five to 10 years.” “It’s common right now to upgrade your HVAC to a higher SEER (seasonal energy efficiency ratio) rating,” Whittaker says. “We find lots of buildings with a SEER of 8 to 10. Now you can get an equipment rating of 20 and you qualify for government incentives at 15 SEER or higher. It’s a longer payback because these systems are more expensive. The expected payback is within five to 10 years, but it’s shorter with incentives.” If you need a new HVAC system, buy properly sized equipment, advises the nonprofit Consortium of Energy Efficiency in Boston. At least 25% of all rooftop units are oversized, resulting in dramatically increased energy costs and equipment wear. “As a general rule for AC, you double the equipment cost to come up with the total cost of the proj-

30 | BedTimes | July 2010

ect—the other half is installation, labor and permitting,” Bell says. “Check with your electric utility; many offer rebates on new equipment installations.” Wherever energy is consumed, there is an opportunity to reclaim it. According to the U.S. Environmental Protection Agency, heat recovery is one of the most effective ways to op-

timize a building’s energy efficiency. Using a heat exchanger to transfer energy from HVAC exhaust to condition incoming air can recover 50% to 80% of the energy used to heat or cool air coming from outdoors. Similarly, if your manufacturing process uses hot water, you can strip the heat out of the liquid and reuse that energy. Operating in a more sustainable fashion often requires a culture change at a company, building design and energy experts told BedTimes. “Does staff tend to leave lights on in unoccupied spaces?” Whittaker asks. “Are machines running even when not in use? Many draw significant power even in standby mode. Can existing equipment be modified to use less energy or can you do the same job on a smaller piece of equipment—one that isn’t an energy hog? I visited one plant during the night shift. It was running at one-third capacity, yet all the lights were on. ‘Why?’ I asked. The manager said, ‘We’ve always done it that way’. ” BT

Additional resources

➤ Alliance to Save Energy ➤ Association of Energy Engineers ➤ Canada Green Building Council ➤ Database of Incentives for Renewables and Efficiency ➤ Daylighting Collaborative ➤ Directory of Energy Efficiency and Alternative Energy Programs in Canada cfm?attr=0 ➤ Federal Energy Star program bus_bldgs (for buildings and manufacturing plants) or www.energystar. gov/ia/business/epa_bum_full.pdf (to download a free building upgrade manual) ➤ International Association of Lighting Maintenance Companies ➤ National Association of Energy Service Companies ➤ U.S. Department of Energy’s Energy Efficiency and Renewable Energy Building Technologies Program ➤ U.S. Department of Energy’s Save Energy Now Industrial Technologies Program ➤ U.S. Energy Information Administration or (for a state-by-state electricity rate chart) ➤ U.S. Green Building Council Leadership in Energy and Environmental Design (LEED) Green Building Rating System

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IndustryNews IKEA recalls 1,900 mattresses

Home furnishings retailer IKEA has voluntarily recalled about 1,900 spring mattresses because they fail to meet the federal open-flame mattress standard, 16 CFR Part 1633. The mattresses were manufactured in Mexico, distributed by IKEA Home Furnishings based in Conshohocken, Pa., and sold at IKEA stores nationwide from June 2007 through April 2010, according to the U.S. Consumer Product Safety Commission, which issued the recall notice on June 3. No accidents or injuries associated with the mattresses have been reported, the CPSC said. The recall applies to IKEA Sultan Heidal spring mat-

tresses sold in twin, full, queen and king sizes. They retailed for between $500 and $1,000. A date stamp, article number and supplier number are located on a label attached to each mattress. Recalled mattresses have date stamps of 0725 through 1014 and a supplier number of 20520. Article numbers include 701-095-77 (twin size), 301-109-60 (full), 501-109-73 (queen) and 901-109-71 (king). The CPSC said consumers should immediately stop using the mattress and contact their local IKEA store for instructions about returning the mattress for a replacement or full refund. Consumers can contact IKEA at 888-966-4532 or

Number of CertiPUR-US foamers expands A

number of foam producers have been added to the list of companies providing CertiPUR-US certified foams. They include Advanced Urethane Technologies/Sleep Innovations, Flexible Foam Products Inc., FXI Foamex Innovations, Premier Foam Inc. and Sinomax USA Inc. CertiPUR-US is an effort of the Alliance for Flexible Polyurethane Foam Inc., based in Loudon, Tenn. The voluntary foam certification and labeling program is modeled after the European CertiPUR program developed in 2002. CertiPUR-US is open to all producers of furniture and bedding foam products. Foams undergo third-party laboratory analysis that examines VOC emissions and foam chemistry. Products must be manufactured without the use of prohibited substances such as chlorofluorocarbons, methylene chloride, PBDE fire retardants, lead, mercury and other materials of concern. CertiPUR-US also sets baseline requirements for foam performance and durability.

“Retail interest is helping drive momentum,” said Robert Luedeka, Alliance for Flexible Polyurethane Foam executive director. “A number of retailers are specifying CertiPUR-US certified foams, including Nature’s Sleep and

We are also seeing CertiPUR-US used as a value-added marketing tool to answer the questions of a growing number of consumers who want a greater level of comfort and confidence in the furniture and mattresses they buy.”

Therapedic, Hollandia sign agreement Princeton, N.J.-based licensing group Therapedic International and mattress manufacturer Hollandia International, with headquarters in Sderot, Israel, have inked a licensing deal to make Hollandia the Therapedic license for Israel and Cyprus. Hollandia also plans to open Therapedic-branded retail outlets in Israel during the next year. “I think the brand will resonate exceptionally well here in Israel,” said Avi Barssessat, Hollandia chief executive officer. “Israelis love American brands and Therapedic is an outstanding sleep products company that offers a full range of product choices.” The two companies also are forming a joint research and development team that will create products leveraging Hollandia innovation to be sold throughout the world. “The growth of Hollandia over the past few years is incredibly impressive,” said Gerry Borreggine, Therapedic president and chief executive officer. “They make some of the most luxurious products in our industry and on the retail side of their business, they understand the importance of selling more than just mattresses to their customers—the benefits of a good night’s sleep.”

BedTimes | July 2010 |



Employee purchase of Southerland complete T

he purchase of Nashville, Tenn.based mattress producer Southerland through an employee stock ownership plan has been finalized. The management team includes David Corbin and Steve Russo, who serve as co-presidents. Bryan Smith is executive vice president and chief financial

officer. Marty and Trey Southerland, as well as other Southerland family members, remain with the company. Southerland operates more than 274,000 square feet of combined production and distribution facilities in Nashville, Oklahoma City and Phoenix. The move from family ownership

to an ESOP structure and recapitalization was led by the new executive team. Under the ESOP, employees own 100% of the company. Southerland will continue to develop its own brands, as well as private-label products for regional bedding retailers. The new management team will focus on innovative, consumer-focused product development; a diversified licensed brand portfolio; optimization of its cost structure through lean practices; strategic sourcing; and value-added sales efforts. Corbin and Russo have been working as consultants to Southerland since mid-2009. Corbin is a marketing and product development expert and brand management specialist with experience at Procter & Gamble, Pulaski Furniture Corp. and Chromcraft Revington. Russo is an operations specialist with experience running Latex International, Consolidated Bedding and Restonic. Smith is a finance and accounting specialist who has worked with Southerland for many years.

Short Bekaert adding jobs, space Bekaert Textiles USA is expanding its U.S. headquarters and production facility in Winston-Salem, N.C., adding about 60 jobs. About 40 workers already have been hired, bringing the work force to about 186 people. Another 20 people are expected to be hired during the coming year, according to Dirk Vandeplancke, Bekaert general manager for the Americas. Bekaert has completed the purchase of an 83,000-square-foot facility next door to its existing 232,000-square-foot headquarters and manufacturing plant.

34 | BedTimes | July 2010

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Englander expands its global presence Mattress licensing group Englander, with headquarters in Olive Branch, Miss., has signed a new international licensee, Samahn Living Co. Ltd., based in Seoul, South Korea. The Korean company has been manufacturing bedding and other home furnishings, primarily upholstery, for 30 years. It now has exclusive licensing rights for the Englander brand throughout South Korea. “Englander is the secondoldest brand in the United States and now we are well on our way to establishing Englander in the global bedding arena,” said Kevin Toman, Englander president.

36 | BedTimes | July 2010

L&P revamps racy campaign I n response to feedback, industry supplier Leggett & Platt announced in May that it would revise and re-release its “Virgin Mattress” Web video series and social media marketing campaign. The campaign was designed to support the launch of L&P’s VertiCoil Edge innerspring. “We received all kinds of feedback—positive and negative—from our employees, customers and partners. We’re going to take advantage of the ‘social’ part of social media and incorporate the insights shared with us,” said Mark Quinn, director of marketing for the Residential Furnishings Segment of the Carthage, Mo.-based company. “Anytime you push the envelope and try something new, you’re bound to generate discussion and make mistakes.

What matters is what you do with the feedback. We feel strongly that our industry needs to market directly to consumers in a way that makes them look at the mattress-buying experience in a new and more objective way. We plan to share the next webisode in a few months with a modified approach to appeal to our core audiences without losing the humor of the campaign.” The “Virgin Mattress” series features an engaged couple, Esha and Liam, searching for a new mattress for their life together. Both characters will participate in conversations with consumers through Twitter and Facebook accounts operated by the L&P communications team. The related Web site,, also is being relaunched.

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Culp sales up 20%, led by ticking Culp Inc. reports that net sales for its fiscal fourth quarter were $57.2 million, up 20% from the same period a year ago. Sales of mattress fabrics rose 26%. Upholstery sales increased 13%. Culp’s fiscal fourth-quarter 2010 ended May 2. The High Point, N.C.-based supplier’s net income was $5.4 million, or $0.41 per diluted share, compared with net income of $1.7 million, or $0.13 per diluted share, in the prior-year period. A tax benefit of $0.4 million was recorded in the fourth quarter due to various factors, according to the company. Specifically, in the mattress fabric segment, fourthquarter sales were $33.4 million, a 26% increase, compared with $26.6 million for the prior year period. “Our mattress fabrics business had a great fourth quarter, primarily driven by significant improvement in consumer demand in the bedding industry,” said Frank Saxon, Culp chief executive officer. “Additionally, we are

38 | BedTimes | July 2010

benefiting from the closure of a key competitor in late calendar 2009. …During the fourth quarter, we completed the installation of state-of-the-art finishing equipment for our growing knit business. We are also in the process of further expanding our capacity for both knit and woven product lines.” For fiscal 2010, Culp’s net sales were $206.4 million, up 1.2% over the prior year. Mattress fabric segment sales were even with the prior year while upholstery fabric sales were up 3.4%. Net income was $13.2 million, or $1.01 per diluted share, compared with a net loss of $38.8 million, or $3.07 per diluted share, in the prior year. In the first quarter of fiscal 2011, Culp projects overall sales will increase 11% to 16% over the same time in 2010. Mattress fabric sales are expected to be up 15% to 20% and upholstery fabrics sales are projected to rise 5% to 10%.

FEMA introduces, updates machinery M

achinery supplier FEMA Italian Cutting Systems Srl has introduced new foam-cutting machinery and updated other models. The Leonardo FBR and Leonardo STD are now available with a conveyor belt “bench” design that saves space and allows for “nesting of designs,” according to the company, which has headquarters in Gravina, Italy. The Leonardo FBR is an electronic cutting table for cutting single and multilayered polyester fibers and fabrics. The Leonardo STD is an automatic spreader for polyester fibers and fabrics. The Convoluter 80-220 is an allnew foam convoluting machine that FEMA says is simple to use and maintain, according to the company. The Giotto Super Cutting System,

Complete upgrade The Giotto Super Cutting System from FEMA Italian Cutting Systems Srl has been revamped to be faster and more accurate.

an electronic shaping and cutting machine for flexible polyurethane foam, has been updated. It now operates at a faster cutting speed, is more accurate, features improved operating software,

assembles products more quickly and is easier to maintain. FEMA machines are sold throughout Brazil, Canada, Europe and North Africa.

Catch your competitors napping. Some mattress manufacturers haven’t woken up yet to the fact that consumers want more than comfort and value… they want to feel they’re reducing waste and preserving our environment. That’s what SafeLeigh™ shoddy does. SafeLeigh is a unique blend of fire-retardant aramids, made with 100% recycled materials. It can differentiate your products and assure you of high quality and cost-effectiveness. SafeLeigh is another innovative solution from Leigh, the global leader in reprocessed fibers and textiles. Let’s catch your competitors napping — call (864) 439-4111 today.

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BedTimes | July 2010 |



is a

Eclipse & Eastman House honor troops


Why? Our readers say BedTimes is their source for

n May 21, employees of Eclipse International and Eastman House, the manufacturer and licensing group with headquarters in North Brunswick, N.J., wore red shirts to work to show solidarity with U.S. military personnel stationed around the world. The idea of wearing a red shirt on Fridays to honor troops began in the United States in 2005 and in Canada in 2006. According to the Web site, “We are not a political organization. …We need to let our servicemen and women know we support their sacrifice and we will not forget them.” In a memo to workers, Eclipse President Matt Connolly said, “We care only about making our support of our servicemen and women known to our fellow Americans and the world. We all have, or at least know someone who has, friends and/or relatives serving in the military. I ask that everyone participate in this gesture for the servicemen and woman and their families by showing that we are thinking of them.” The company provided red golf shirts for all employees to wear that day.

➤ New & innovative equipment

Simmons updates Beautyrest on the Web

for mattress manufacturers

➤ The latest research on consumers needs & wants ➤ Classified & product advertising ➤ Up-to-date news about the industry ➤ FR & regulatory information ➤ Coverage of suppliers & new products ➤ Mattress disposal & recycling ➤ Ideas & industry trends

Our readers are your customers. Advertise in BedTimes. Contact Kerri Bellias, 336-945-0265 or

40 | BedTimes | July 2010


o honor the 85th anniversary of Beautyrest, Atlanta-based mattress maker Simmons Bedding Co. has refreshed the brand’s portion of the company Web site to reflect the look and feel of the newest Beautyrest products. The splash page ( displays the new Beautyrest World Class bed on a black background. The Beautyrest home page offers an educational video about Super Pocketed Coil springs. The video links to a separate Web page highlighting the features of the Beautyrest World Class collection. Other tweaks to the Beautyrest Web pages include more videos, photos and tips, as well as links to special anniversary promotions. “We know that the Internet is a key research tool for consumers during the mattress-buying process,” said Tim Oakhill, Simmons executive vice president of marketing. “By explaining the collection’s new BeautyStyle aesthetics and BeautyFeel comfort construction, the new Beautyrest site helps consumers familiarize themselves with the line’s features before they ever step foot into a retail store. …Our goal for the site is to create brand preference, so when consumers go mattress shopping, it’s not a question of whether they buy a Beautyrest, it’s a matter of which Beautyrest model they buy.”

Simmons holds anniversary-themed contest A

tlanta-based mattress major Simmons Bedding Co. is running an online trivia contest to coincide with the 85th anniversary of the Beautyrest brand. Each week during the summer, Simmons will randomly select one contest winner to be entered into a final draw-

ing for a new Beautyrest mattress and top-of-bed ensemble. The manufacturer also is giving away free sheet sets. Consumers purchasing any Simmons mattress retailing for $997 and above will receive a redemption form for a set of 300-thread count, 100% cotton sheets.

“Our summer promotions offer consumers additional incentives for buying a new Beautyrest while reminding them that the brand has an 85-year tradition of providing superior sleep,” said Tim Oakhill, Simmons executive vice president of marketing.

Shorts Verlo sale supports animal charities

Serta to make official NSF mattress

Verlo Mattress Factory Stores of Grafton and West Bend, Wis., hosted Memorial Day tent sales that benefited animals. The stores donated 5% of Memorial Day sales to the Ozaukee Humane Society and the Washington County Humane Society. The tent sale included bargainpriced twin mattresses, close-outs and other special deals. Adel Salameh, owner of both franchises, said community involvement is an integral part of Verlo’s culture.

Mattress manufacturer Serta, based in Hoffman Estates, Ill., and the National Sleep Foundation have teamed up. As part of a new program, Serta’s flagship Perfect Sleeper will be redesigned with input from the Washington, D.C.-based nonprofit advocacy group and will be the NSF’s official mattress. The new Perfect Sleeper mattresses will come with an NSF educational “Guide to Sleeping Well” booklet.

BedTimes | July 2010 |



Sealy Posturepedic celebrates 60th anniversary T

o commemorate 60 years of the Posturepedic brand, mattress major Sealy introduced a special mattress collection and launched a diamond-themed anniversary promotion. The Trinity, N.C.-based company is giving away diamond jewelry; vacations to places like Diamond

Head, Hawaii, and black diamondrated ski slopes; Diamondback bicycles and more. The promotion runs through Labor Day weekend. “Sealy is proud of its orthopedic heritage and the Sealy Posturepedic,” said Jodi Allen, Sealy chief marketing officer and senior vice president of marketing. “The 60th anniversary is

Anatomic Global grows, expands factory Mattress maker Anatomic Global, based in Corona, Calif., is doubling the size of its manufacturing facility to 240,000 square feet and has added 30 new production jobs, bringing its total work force to 130. Work on the facility is expected to be finished by the end of the year. The expansion is in response to an 86% sales increase since October 2009, the company said. Anatomic Global attributes the growth to sales of its proprietary, plant-based EcoMemoryFoam Pure7 Series to a number of new retailers, including Beck’s Furniture, Linder’s Furniture and Mattress King. It also has grown its sales to existing customers Relax The Back and The Bed Store. “This has been a very exciting time of growth for our company,” said Jeff Scorziell, Anatomic Global president. “We believe that the additional manufacturing space and staff will enable us to continue our growth trajectory for many years to come.”

Natura adds silver technology to all beds


atura World, a mattress and sleep accessories producer with headquarters in Cambridge, Ontario, is now incorporating its Natural Silver Technology into its mattresses. The addition of the anti-bacterial, anti-viral barrier to mattresses provides “naturally healthy protection” for consumers, the company said. In 2009, Natura World introduced the technology in mattress protectors and pillowcases. “While our latex mattresses are naturally resistant to microbes, some mattresses are natural breeding grounds for microbes—and this is another level of protection our customers are telling us they want,” said Ralph Rossdeutscher, Natura World president and chief executive officer. “Wherever possible, we use what nature offers freely. And silver is the perfect blending of an age-old solution with modern technology.” The Natural Silver Technology is colorless, odorless, hypoallergenic and nontoxic, according to the company. It’s also bacteriostatic, which means it eliminates microbes on contact and inhibits future growth.

42 | BedTimes | July 2010

the perfect occasion to celebrate and say ‘thank you’ to our customers.” The anniversary mattress models feature elegant detailing, layers of specialty foams, a Pressure Relief Inlay, PostureTech Innerspring, and reinforced handles. They have suggested retail prices from $899 to $1,119 for a queen set.

Shorts Vi-Spring unveils ‘Excellence’

Bedding manufacturer Vi-Spring, which has headquarters in Plymouth, England, launched the Excellence bed as part of a collection sold exclusively at London retailer And So To Bed. The headboard and divan base are upholstered in a designer velvet fabric. The bed is handmade with more than 3,000 coils and natural materials, including cashmere, silk, alpaca, wool and cotton.

Hollandia opens new Philly store Mattress maker Hollandia International, with headquarters in Sderot, Israel, has opened a retail store in Philadelphia’s historic Old City District. The showroom displays Hollandia’s entire product line, from highend sleep systems with built-in retractable flat-screen televisions and massage features to sleep accessories. Hollandia has more than 120 locations in 12 countries. The company recently opened a store in Short Hills, N.J.

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Smart moves as the storm subsides Clearing the way to benefit from the economic recovery By J. Tol Broome Jr.


f you’ve been reading the business headlines, then you know that the Great Recession is officially over. In the United States, gross domestic product has grown by more than 3% for a couple of quarters. Other factors, including consumer sentiment, manufacturing capacity utilization and business inventories, have been trending in a positive direction. In the bedding business, the numbers also have been encouraging. In the first quarter of 2010, mattress unit sales were up 11.2% compared to the same period in 2009. The dollar value of those units increased 10.3%, according to the International Sleep Products Association. So why doesn’t it feel like the downturn is over? For one thing, even if your sales are up, your profits may remain below pre-recession levels. And the headlines contain troubling negative economic news—unemployment rates around 10%, a continued slide in housing prices and

record government deficits, among other things. Ranking the recession Recessions are a lot like hurricanes and vary widely in severity. With a Category 1 hurricane, there’s a lot of wind and rain, but the storm comes and goes and is soon forgotten after a week or two of cleanup. As a hurricane moves up the SaffirSimpson severity scale, the challenges become more daunting. The worst storms are rated Category 5 and carry winds in excess of 155 mph. The best-known, modern-day Category 5 storm was Hurricane Katrina, which hit the U.S. Gulf Coast in August 2005 as a Category 3 storm, after weakening from Category 5 in just a matter of hours. Category 5 hurricanes have life-threatening winds and flooding rains. Property destruction is usually widespread and the overwhelming amount of debris can take months or even years to clean up. Such storms have a life-changing impact on those caught in their path. The 2001-02 recession was a Category 1 storm. During the few months of the mild economic downturn, com-

panies felt the pinch. But after it came and went, most businesses moved on to even better results. In contrast, the Great Recession of 2007-09 was a Category 5 hurricane— severe and lengthy. Many companies didn’t survive. Those still standing are left with a daunting debris field. What should you do to clean up the mess and take part in the recovery? First, take a minute to celebrate the fact that you’re still in business. Congratulations! What should you do next? Look for the rainbow. It may seem elusive right now, but by taking several steps, you’ll greatly improve your chance of thriving during the period of revitalization that is emerging on the horizon.


Focus on quality customer service This is a great place to start because it’s something over which you have direct control. It might be difficult to bring in new customers but you can ensure that your current customers have a great experience. Maintain a positive attitude with your employees so they will want to come to work. And insist that they take the same approach with customers. If employees lack sufficient product knowledge, make sure they get up to speed. An added benefit of good customer service is the word-of-mouth advertising that will result, helping you draw in those new customers.


Replace employees If you have employees who aren’t getting the job done, now is the time to make a change. The job market is flooded with able, eager people looking for steady employment. Many have extensive experience in manufacturing and retail and will need minimal training. You might not feel comfortable firing workers during a period of such high unemployment, but you won’t succeed without the right people in place.

BedTimes | July 2010 |



Debt obligations remain—in good times & bad Recessions can be brutal when it comes to meeting debt obligations. Revenue and cash levels fall, but debt payments don’t. If it’s difficult for you to cover all your debt obligations, don’t panic. Instead, be proactive. If you communicate honestly and frequently with creditors, you’ll have a much better chance of keeping them off your back, allowing you to focus more on running your business. Here are some pointers to help you in dealing with creditors during the economic recovery: ➤ Keep your promises Try to under-promise and over-deliver. If you know you’ll be late, contact your creditor and let him know that you might be 10 days late. Then try to pay in five days. ➤ Ask for longer terms A supplier might be willing to give you 45-day terms instead of 30. And your bank might be willing to extend your three-year loan to five years. ➤ Rotate late payments If you have 20 creditors and you can’t pay everybody on time right now, pay 10 of them on time this month and the other 10 on time next month. ➤ Keep essential creditors current Every company has a few creditors that are essential to keeping the doors open. If you can’t keep those debts current, be sure to keep them well informed. I can tell you from my nearly three decades in banking that the thing bankers hate most is a surprise. We can deal with bad news as long as we have forewarning. ➤ Consider cash management services Cash management services such as lockbox, computer-based balance reporting and funds transfer, automated clearing house services and controlled disbursement can significantly improve your cash flow. Your creditors will like that! ➤ Keep your personal credit clean This is critical if you have a small business. Most creditors view the small business and the owner as essentially the same entity. It’s imperative to keep your personal credit clean, particularly if you think you’ll need to borrow money when a sustained expansion sets in. There are five key components of a personal credit rating: timeliness of bill payments (includes tax liens, bankruptcies and judgments), level of outstanding credit relative to lines available, length of time your credit has been active, types of credit and acquisition of new credit. There are three major credit-score sources: Equifax, Experian and Trans-Union. If you aren’t sure what your credit score is, go to the Web site of one of the bureaus and find out.


Assess your business model It’s likely that during the past few years you’ve been focused on survival. You need to resist the temptation to remain in that mode as the economic recovery (hopefully) continues. Review your business model. Are you still meeting the needs of your customers? Do you have the right product mix and price points? Should you consider other revenue sources, such as online sales? What should you be doing that you aren’t doing? What are you doing that you should stop doing? If you need

46 | BedTimes | July 2010

to make some changes, map out a plan and a timeline for implementation and then follow it.


Take advantage of your competitors’ challenges You’ve been dealing with a Category 5 economic storm in recent years, but so have your competitors. This is an excellent time to assess the competitive landscape and grab market share. Focus on two or three things you can do to improve your competitive position. They might include new product lines,

special services or a new advertising campaign. If you have access to capital, it could be the ideal time to buy out a competitor.


Manage expenses closely You’ve likely been in hunkerdown mode, keeping a tight hold on expenses during the recessionary period. This is no less important during a recovery. If there are areas that could generate additional savings, make changes now. One area you may have overlooked: supply management—not the vital components used in mattress construction but basic office supplies and other items. Some companies allow anyone to place orders, resulting in wasteful spending. If you haven’t already put in place strong controls, this can be a great way to reduce expenses.


Preserve working capital Working capital is the investment you have in accounts receivable and inventory, less accounts payable to creditors. You can generate significant cash by improving your working capital position. You can generate cash by collecting receivables faster or paying creditors slower. If you have customers who routinely pay you in 45 days when your terms are 30, ask them to start paying on time. Call late accounts when they become five days late and continue calling every few days until you’re paid. On the other end, pay your creditors when the bill is due, not early. Early payments tie up working capital, leaving you less cash to run your business. The Great Recession has left a lot of damage and debris in its wake, but the economic cleanup has begun. Follow these tips and you’ll increase the likelihood of finding the rainbow during the recovery. BT

J. Tol Broome Jr. has spent nearly 30 years working in commercial lending at various financial institutions and currently is an executive vice president and manager of the Specialized Lending Group at BB&T.

Find the Products and Services You Need in the

BEDTIMES SUPPLIES GUIDE ISPA’s online BedTimes Supplies Guide provides mattress industry professionals around the world with targeted and relevant search results in a comprehensive directory of industry-specific products and services. Search by keyword or category specific searches to find the products you need quickly and easily without the irrelevant clutter of general internet search engines.

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Calendar July

Sept. 3-5 Perfect Home & Interior Warsaw Centre EXPO XXI Warsaw, Poland Phone 48-22-649-76-69

July 20-23 Movinter Interior Eventos Mirassol, S達o Paulo, Brazil Phone 16-2132-8936

Sept. 3-6 China International Furniture Fair China Import & Export Fair Complex Guangzhou, China Phone 86-20-2608-0427 ciff@fairwindow.

July 15-18 Furnitex Melbourne Exhibition Centre Melbourne, Australia Phone 61-613-96547773


Aug. 2-6 Las Vegas Market World Market Center Las Vegas, U.S. Phone 888-416-8600 info@lasvegas www.worldmarket Aug. 20-22 Tupelo Furniture Market Mississippi & Tupelo complexes Tupelo, Miss., U.S. Phone 662-842-4442 tfm@tupelofurniture www.tupelofurniture


Sept. 1-5 Habitare Helsinki Exhibition & Convention Centre Helsinki, Finland Phone 358-9-150-91

Sept. 16-19 ZOW Istanbul: International Exhibition of Components & Accessories for the Furniture Industry Instanbul Expo Center Istanbul, Turkey Phone 90-212-3249610


Oct. 16-21 High Point Market International Home Furnishings Center & other locations High Point, N.C., U.S. Phone 336-869-1000 dawn@highpoint www.highpoint

Furnitex The trade show will be July 15-18 at the Melbourne Exhibition Centre in Melbourne, Australia.

48 | BedTimes | July 2010

NewsMakers Hagglund assumes Englander chairmanship M

attress licensing group Englander has named John Hagglund chairman. He is president of Tualatin Sleep Products, Englander’s licensee for the Northwest. The manufacturer has production facilities in Tualatin, Ore., and Stockton, Calif. It has been an Englander licensee since 1985.

“Under John’s leadership, Englander will continue its success in product development,” said Kevin Toman, Englander president. “Manufacturing in the Northwest has given John a great handle on ‘green’ and Englander will continue its dominance in that arena.” Hagglund replaces Chuck Warshav-

er, president of World Sleep Products in Billerica, Mass., which serves the Northeast for Englander. Englander’s seven U.S. licensees bought the brand from La-Z-Boy in 2005 and, at that time, established a management committee with a rotating chairmanship.

E.S. Kluft hires veteran Galant

Howard Galant has joined high-end bedding producer E.S. Kluft & Co. as senior vice president of sales, filling a position that has been vacant since November 2008. Galant focuses on strategic growth opportunities, oversees existing key accounts and manages the national sales team for the Rancho Cucamonga, Calif.-based manufacturer. He has more than 30 years of experience in the mattress industry, most recently as regional vice president of sales for licensing group Comfort Solutions. Prior to that, he held a number of executive sales positions at the former Spring Air Co. He began his career at Serta as a sales representative and Howard Galant then worked for Sealy as a key account manager. “As our brands grow, we continue to make investments in the sales organization to provide a new level of service to our retailers,” said Earl Kluft, president and chief executive officer. “Howard is one of the most respected sales executives in our business.” “I am very excited to work with Earl and his management team,” Galant said. “He has always been the design, performance and comfort leader in our business, particularly in the luxury sector. He is the person the industry has come to watch to tell us what the next luxury trend will be.”

Short Select Comfort names new board chairman Airbed maker and retailer Select Comfort has appointed Jean-Michel Valette as chairman of its board. He has been a member of the Minneapolis-based company’s board for more than 15 years and also serves in executive and director roles at several companies across a variety of industries. Valette succeeds Ervin R. Shames, who will continue as a member of Select Comfort’s board.

Quinn takes new role at Leggett & Platt I

ndustry supplier Leggett & Platt, which has headquarters in Carthage, Mo., has named Mark Quinn director of marketing for its Residential Furnishings Segment, a newly created post. The business unit accounts for more than half of the company’s total sales and includes a number of divisions: U.S. Spring, International Spring, Furniture Hardware, Seating and Dis-

tribution, Consumer Products, Fabric Converting, Carpet Underlay and Geo Components. Quinn previously was executive vice president of sales and marketing for the Bedding Group. Mark Quinn “In the past four years Mark has spent working for our company, he has demonstrated a unique understanding of not only

our direct customers, but also of what drives the ultimate consumer toward our products,” said Perry Davis, president of L&P’s Bedding Group. “His innovative approach to marketing continues to drive demand for both our products and services.” Prior to joining L&P, Quinn spent nine years at Serta where he rose to vice president of business development. Before that, he was an account representative and field sales manager for Sealy and Stearns & Foster.

BedTimes | July 2010 |


AdvertisersIndex A. Lava & Son Co. Steve Appelbaum 800-777-5282 (800-777-LAVA)


Amelco Industries Ltd. Andreas Georgallis 357-22-484444


Atlanta Attachment Co. Inc. Hank Little 770-963-7369

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Diamond Needle Corp. Abe Silberstein 800-221-5818


Dueffe SRL Francesco Arcangeli 39-071-7926054


Eclipse International/ 8 Eastman House Stuart Carlitz 800-634-8434

50 | BedTimes | July 2010

Edgewater Machine Co. Inc. Roy Schlegel 718-539-8200


Leigh Fibers Inc. Parris Hicks-Chernez 864-949-5615


Enriquez Materials & Quilting Inc. Silvia Enriquez 323-725-4955


MPT Group Ltd. Andrew Trickett 44-1706-878558



New England Needles Inc. Thomas Lees 800-243-3158


Global Systems Group Russ Bowman 954-846-0300


Pacific Spring Inc. Victor Nguyen 626-272-8882


Hengchang Machinery Factory Belinda Lau 86-769-83307931

P.T. RubberFoam Indonesia Andreas Janssen 62-21-53662190


Quilting Inc. Mark Gibney 800-358-0153


Hickory Springs Mfg. Co. Rick Anthony 828-328-2201


John Marshall & Co. Ltd. Peter Crone 64-3-341-2004


Kenn Spinrad Inc. Randy Weinstock 800-373-0944


Latex Systems Kitti Charoenpornpanichkul 66-2-326-0886, Ext. 204


Latexco U.S. LLC Kevin Callinan 866-528-3926


Lava USA Inc. Ann Weaver 864-998-4892


SABA North America LLC Jim Turner 810-824-4964


Simalfa Darren Gilmore 973-423-9266


Subinas Confort S.L. Javier Subinas 34-94-416-04-40


Therapedic Sleep Products Gerry Borreggine 800-314-4433


Tietex International Ltd. Wade Wallace 800-843-8390


Classifieds For Sale TAPE-EDGE MACHINES, MULTINEEDLE AND SINGLENEEDLE QUILTERS, long-arm label machines, sergers, etc. Contact Victor LeBron, American Plant and Equipment. Phone 864-574-0404; Fax 864-576-7204; Cell 864-590-1700; Email; Web REBUILT AND RECONDITIONED MULTINEEDLE QUILTING MACHINES. Specializing in PATHE precision parts and service. Technical consultants. SEDCO. Phone 201-567-7141; Fax 201-567-5515. TAPE-EDGE MACHINES, QUILTERS & MISCELLANEOUS SEWING MACHINES. Contact Frank Carlino, U.S. Mattress Machinery. Phone 815-795-6942; Fax 815-795-2178; Email EMCO 90-INCH HIGH-SPEED QUILTING MACHINE. Computerized 9000-plus series, 1994 model. For details, call Thomas at 601-693-3875.

For Sale Xsensor X2 Pressure-Mapping System. We have three of these systems in excellent condition. Get real data on your mattress designs. Only $1,500 each; $1,250 each if you buy all three. (MSRP around $12,000.) Call Gary at 801-358-0802. USED GRIBETZ RELIANCE M4+ 90-INCH COMPUTERIZED CHAIN-STITCH QUILTING MACHINE. Includes catwalk with material-handling pack, electronic thread-break detectors and 90-inch PCS standard panel cutter. Only 900 hours of use. Contact John Barbieri. Phone 905-238-5666, Ext.103; Fax 905-625-7907; Email

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Pacific Spring Inc. An American company importing springs from Cambodia 6.5” H 312 Bonnel units 7” H 336 Bonnel units 8” H pocket units

Pacific Spring Inc. Victor Nguyen, VP of Marketing & Sales 6418 E. Washington Blvd. Commerce Ca. 90040 Tel: (626) 272-8882 • Fax: (626) 226-4166 Email:

BedTimes | July 2010 |


TheLastWord Poll: Brits are bleary-eyed T

he average Brit is sleeping just six hours and 21 minutes a night, according to a poll of 6,000 people conducted for hotel chain Travelodge. That’s significantly less than the eight hours most sleep experts recommend and nearly an hour less than they were getting two years ago. The recession seems to be at least partially to blame. Among the things keeping Brits up are money worries, work stress, outside noise, watching TV and family troubles. More than a quarter (28%) of those surveyed said they’ve taken a day off work after not sleeping well and nearly half (45%) said it takes

them a couple of days to recover from a bad night’s sleep. Some 54% of respondents said a lack of sleep has made it difficult to concentrate at work. “Although we are coming out of recession, Brits are still worried about money and work issues, which is fueling this sleep disorder,” Stevie Williams of the Edinburgh Sleep Centre told The Daily Telegraph. “It’s a vicious circle. Although adults may fret about their job and have financial worries, they cannot afford to sacrifice their sleep quota. Having sleepless nights on a long-term basis can be very detrimental to your health.”

The long road home

One of the main things holding down the U.S. housing market is the number of people who owe more on their mortgages than their houses are worth. They call it being “underwater”—and areas with the fewest underwater homeowners are expected to see their housing markets recover most quickly, according to the May issue of Money magazine. In Montana, where 7% of mortgage holders are underwater, a recovery is forecast for 2012. In Arizona, a whopping 51% owe more than their houses are worth and the recovery could be more than two decades away. The best and worst markets, according to Moody’s Best markets Recovery year Montana 2012 North Dakota 2013 Alabama 2013 New York 2016

52 | BedTimes | July 2010

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BedTimes July 2010  

The Business Journal for the Sleep Products Industry

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