ChipKey® Core
Duplicates Keys In-Store
Edge-Cut ChipKey Cloning with the Mega I-Tool
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Sidewinder ChipKey Cloning with the Mega I-Tool
Covers Late Model Vehicles
Sidewinder key scanning with New ChipKey Decoder
ChipKey® Pro
High-Tech, OEM Style Keys
On-Board-Diagnostic Programming with the AutoX Tool Programs Keys at the Customer’s Vehicle Pro Level Service
1025 East 54th St. Indianapolis, Indiana 317-275-9400
NHPA@YourNHPA.org YourNHPA.org
OUR MISSION
The North American Hardware and Paint Association (NHPA) helps independent home improvement and paint and decorating retailers, regardless of affiliations, become better and more profitable retailers.
NHPA BOARD OF DIRECTORS
CHAIRMAN OF THE BOARD
Jared Smith, Jared’s Ace Hardware, Bishopville, South Carolina
EXECUTIVE VICE CHAIRMAN
Craig Bond, Tommy’s Paint Pot, Eugene, Oregon
DIRECTORS
Alesia Anderson, Handy Ace Hardware, Tucker, Georgia
Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri
Ned Green, Weiders Paint & Hardware, Rochester, New York
Scott Jerousek, Farm and Home Hardware, Wellington, Ohio
Ryan Ringer, Gold Beach Lumber Yard Inc., Gold Beach, Oregon
Jackie Sacks, Round Top Mercantile Co., Round Top, Texas
SECRETARY-TREASURER
Bob Cutter, NHPA President and CEO
STATE & REGIONAL ASSOCIATIONS
MIDWEST HARDWARE ASSOCIATION
Jody Kohl, 201 Frontenac Ave., P.O. Box 8033 Stevens Point, WI 54481-8033
800-888-1817; Fax: 715-341-4080
NHPA CANADA
NHPA CANADA
Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8
CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES
CIRCULATION DIRECTOR
Richard Jarrett, 314-432-7511, Fax: 314-432-7665
You combed through countless resumes, held numerous interviews and hired the ideal candidate, but your work isn’t done. To help your operation grow and succeed, regular employee training opportunities should be an integral part of your business. In the June issue, Hardware Retailing shares employee development best practices to help your staff improve specific job skills, provide better customer service and grow within the company.
Hardware Retailing (ISSN0889-2989) is published monthly by the North American Paint and Hardware Association, 1025 East 54th St., Indianapolis, IN 46220. Subscription rates: Hardware Retailing (Payable in advance): U.S. & possessions $50/year. Canada $75/year. All other countries $110/year. Single copy $7. The Annual Report issue can be purchased for $30.
Periodical postage paid at Indianapolis, Indiana, and additional mailing offices.
POSTMASTER: Send address changes to Hardware Retailing, P.O. Box 16709, St. Louis, MO 63105-1209.
All editorial contents © 2022 North American Paint and Hardware Association. No editorial may be reproduced without prior permission of the publisher.
REPRINTS: For price quotations, contact the Editorial Department at editorial@YourNHPA.org. Printed in the U.S.
EDITORIAL, DESIGN & PRODUCTION 317-275-9400, editorial@YourNHPA.org
MANAGING EDITOR
Melanie Moul, mmoul@YourNHPA.org
PRODUCTS & DIGITAL EDITOR
Hans Cummings, hcummings@YourNHPA.org
ASSOCIATE EDITOR
Lindsey Thompson, lthompson@YourNHPA.org
ASSOCIATE EDITOR
Carly Froderman, cfroderman@YourNHPA.org
SENIOR DESIGNER
Aubrey Smith
GRAPHIC DESIGNER
Autumn Ricketts
DIGITAL MEDIA SPECIALIST
Kevin Trehan
PRODUCTION MANAGER
Austin Vance
SALES & PRODUCTION ASSISTANT
Freda Creech
MARKETING & COMMUNICATIONS
EXECUTIVE DIRECTOR, MARKETING & COMMUNICATIONS
Whitney Daulton
CORPORATE COMMUNICATIONS MANAGER & EDITOR
Julie Leinwand
NHPA SALES
FIELD SALES MANAGER & SOUTHERN SALES DIRECTOR
Scott Gilcrest, sgilcrest@YourNHPA.org, 317-508-7680
MIDWEST SALES DIRECTOR
David Brodowski, dbrodowski@YourNHPA.org, 440-520-9551
NORTHEAST, NORTHWEST & CANADA SALES DIRECTOR
Jordan Rice, jrice@YourNHPA.org, 217-808-1641
EXECUTIVE STAFF
PRESIDENT & CEO
Bob Cutter
CHIEF OPERATING OFFICER & PUBLISHER
Dan Tratensek
CHIEF FINANCIAL OFFICER & EXECUTIVE VICE PRESIDENT, BUSINESS SERVICES David Gowan
MEMBER SERVICES & TRAINING 800-772-4424, NHPA@YourNHPA.org
DIRECTOR OF MEMBER SERVICES & EVENTS Katie McHone-Jones, kmchone-jones@YourNHPA.org
TRAINING MANAGER & EDITOR Jesse Carleton, jcarleton@YourNHPA.org
RETAIL ENGAGEMENT SPECIALIST Renee Changnon, rchangnon@YourNHPA.org
DATA & INFORMATION COORDINATOR Natalie Harris
EXECUTIVE DIRECTOR, PAINT & DECORATING PROGRAMS
LeAnn Day, lday@YourNHPA.org
EXECUTIVE DIRECTOR, ADVANCED RETAIL EDUCATION PROGRAMS Scott Wright, swright@YourNHPA.org
DIRECTOR, ORGANIZATIONAL DEVELOPMENT & CONSULTING Kim Peffley, kpeffley@YourNHPA.org
No matter which growth strategy is right for you, Do it Best stands ready with the resources, support, and guidance of the only total solution in the independent home improvement industry.
Pat Sullivan President
Sullivan Hardware & Garden
Indianapolis
Stacy Bivona Vice President, Nebraska & Marketing
Builders Nebraska & Colorado
Elliot Greenberg President & CEO
JC Licht Illinois & Wisconsin
Becoming
Scan this QR code or visit hardwareretailing.com/may to read these stories and more resources for your operation.
It can be overwhelming to move into a managerial role, even if you come in with leadership experience. Fortunately, the home improvement industry is full of managers, new and experienced, who are willing to share their best practices.
There is no lack of advice out there for new managers coming into a leadership role. We’ve compiled our top 10 favorite tips for rookie leaders.
Discover the advice managers in the independent home improvement industry wished they knew before they became leaders.
Kevin Hancock, president and CEO of Hancock Lumber, shares why managers should adopt an employee-first mindset when leading their teams.
From crazy cat condos to distinctive dog houses, share these DIY pet projects with your pet-loving customers and help them spoil their furry friends.
Discover ways to make your outdoor power category a destination with insights from Penn Valley True Value, which caters to a unique customer base.
Kim Peffley, NHPA’s director of organizational development and consulting, shares insights on how hiring an outside consultant can benefit your operation.
This year’s Top Guns took part in the NHPA All-Industry Conference, sharing business best practices and how their operations stay involved in their communities.
Send Melanie a Message mmoul@YourNHPA.org
Melanie Moul
“Top Guns are leading operations that truly stand out from the crowd and are models of what independent retail means.”
THE LAST FEW WEEKS have been a whirlwind of travel, industry events and visiting retailers. We just returned from the NHPA All-Industry Conference at the National Hardware Show, and before that, I was traveling for work, at an event or in a store almost every week during the month of March.
It’s been a while since I’ve traveled so frequently. Getting into the groove of being back in airports, sleeping in a strange bed and being “on” for so long was challenging, I’ll admit. But these trips and events were so valuable because I had the opportunity for a lot of “firsts.”
I gave my first industry presentation at a wholesaler market. I saw Nebraska for the first time. I took our newest editor on her first industry trip, store visit and market.
And, for the first time in as long as I am aware, we were able to visit all of the Top Guns Award winners in their stores before we convened for the panel discussion at the conference.
For the last 16 years, the North American Hardware and Paint Association (NHPA) has been recognizing innovative retailers for the marks they’re making in their communities and on the independent channel at large. These retailers are called Top Guns, and they are leading operations that truly stand out from the crowd and are models of what independent retail means.
It was a privilege to be able to meet this year’s winners in their operations and to see business from their perspective.
In another first: We were able to get a group cover photo of the Top Guns this year at the conference. Being able to showcase this group—who represent distinct segments of the industry—is a great first that we hope to be able to make an annual tradition.
On Page 32, meet each Top Gun and learn about their unique operations, their insights on retailing and their thoughts on what it takes to be successful as an independent retailer. For more insights from each Top Gun and for a view inside each operation, head to YourNHPA.org/top-guns.
While you’re at it, think about the “firsts” you have left to check off, and make a plan to see it through. It’s worth it.
Melanie Moul Managing Editor
You need saws that don’t just get the job done, but get it done faster and safer. New Fiskars Pro saws were designed by pros for pros to eliminate frustrations and add efficiency, with innovative technologies and real ergonomics. In short, they’re saws that work for you.
Learn more at fiskarspro.com
Dan Tratensek
TAKING CARE OF BUSINESS
“Identifying and nurturing new leaders can be the difference between success and failure for a business.”
SOME TIME BACK, I was talking to a friend who owns a garage. He told me a story about how he had recently lost one of his better mechanics. It seems this guy, let’s call him John, was really good at his job. He was familiar with just about any car, worked quickly and was a good problem solver.
Well, John decided that he wanted to take his skills and open his own shop.
My friend was very supportive of this decision and wished John the best.
Within a short while though, John reached back out to my friend asking if he would consider re-hiring him. When my friend asked John why, his former employee explained, “I loved working on cars. But when I had to manage the business and manage people working for me, I found out it just wasn’t for me.”
My friend let John know that he was welcome to return to his garage and step back into his old position.
This wasn’t the first time I had heard this same type of story; in fact, I lived it. I started my career as a journalist. I was apparently good at what I did, and over time, I was moved into a leadership position.
I wasn’t given any leadership training or much in the way of guidance. Supposedly, my bosses at the time assumed, “This guy seems good at his job, let’s promote him.” I struggled. Some may say I am still struggling with leadership.
So often we assume that just because someone is eager and determined and has an aptitude for the work they are asked to do, they will make a good leader.
A lot of times these assumptions prove to be true. On the other hand, I have seen instances (like in John’s case) where aptitude doesn’t equal leadership abilities.
Unfortunately, in these cases, promoting someone to a leadership position based on aptitude and not providing the kind of mentoring and training they need to be a good leader can be disastrous. The people reporting to the new leader get frustrated, the person who you’ve promoted gets frustrated and oftentimes it can put an end to an otherwise promising career.
In today’s world, identifying and nurturing new leaders can be the difference between success and failure for a business. That’s why this magazine and the North American Hardware and Paint Association (NHPA) dedicate so much energy toward developing resources to help along this leadership journey.
From online classes to roundtable groups and in-person training, we have a variety of tools to help you transition your quality employees into leadership roles and put them in the best position for success. Turn to Page 54 for more strategies to grow leaders in your operation.
To learn more, I’d encourage you to visit YourNHPA.org. And, if you ever need a great place to have your brakes done, I’ve got just the guy.
Dan M. Tratensek Chief Operating Officer & Publisher
Phifer
Independent businesses are vital; to the economy, to communities and to the American way of life. The PRO Hardware and FARM MART retail programs support you as an independent retailer by providing all of the customizable pieces you need to build your success while maintaining the individuality that benefits your community.
As a member of the PRO Hardware and FARM MART programs, you have access to a $7 billion national network of hardware, farm, and lawn and garden distributors. Additionally, dedicated merchandising and marketing teams create innovative and creative advertising materials to help you promote your unique story and manufacturer programs designed to help independent retailers succeed.
The
PRO Hardware and FARM MART are a national network of successful, independently-owned home improvement and farm and ag supply stores. With a national brand presence, you will have all the resources you need to grow your success within your community.
• Customizable resources that allow you to maintain your independence and meet the needs of your local market
• A $7 billion network of hardware, lawn and garden, and farm distributors
• Marketing and advertising resources including fully customizable circulars, store signage and endcaps, Value of the Month promotions, email marketing, social media and the PRO Hardware and FARM MART websites. It also includes digital tools such as mobile coupons and giveaways, social media and email marketing
• Merchandising tools including store signage, endcaps and visual merchandising resources directly from manufacturer partners
• Value-added services that provide programs to help your store run smoothly including credit card processing, neighbor welcome packages, SEO and more
• Recognition of excellent retailers with the Achiever’s Club and the Paul L. Cosgrave Memorial Award each year
NHPA NEWS
EDUCATION
Apply by June 1
Visit YourNHPA.org/rmcp to apply or learn more about the Retail Management Certification Program.
THE RETAIL MANAGEMENT CERTIFICATION PROGRAM was created by the North American Hardware and Paint Association (NHPA) for owners and managers in the home improvement industry. The program focuses on learning skills to grow store sales and profits in today’s changing retail landscape. So what is it like to attend the industry’s most comprehensive retail management program? Here’s a closer look at what more than 250 program graduates have experienced—and what you can take away—as part of the program.
Gain new perspectives. Learn about business strategy, operations management, company culture, leadership and more from college-level instructors.
Engage with 13 faculty members, including successful retailers. Master key topics like benchmarking, store design, loss prevention and more with the help of industry leaders.
Join 20 to 30 of your peers for three visits to Indianapolis. Build a network of ambitious and forwardthinking retailers you can connect with for years to come.
Request the Learning Guide
Immediately put into practice what you learn in class. Develop and present a business improvement project that you’ll implement at your operation.
Get hands-on learning during workshops. Master exercises and best practices for running a successful retail operation.
For more details on the curriculum, faculty, projects and more, email Scott Wright, executive director of advanced retail education programs for NHPA, at swright@YourNHPA.org. Don’t forget to also ask him about the more than 20 scholarships available! The deadline to apply for the 2022 course is June 1.
DATA
Benchmark Your Business
Visit YourNHPA.org/codb to participate in the 2022 Cost of Doing Business Study
Participate in the 2022 Cost of Doing Business Study
EACH YEAR, NHPA’s Cost of Doing Business Study delivers data and insights that allow retailers to increase their profits and strategize for the future. NHPA is now inviting hardware store, home center, lumberyard and paint and decorating outlet retailers to participate in the 2022 Cost of Doing Business Study. The final day to submit your operation’s financial data is June 30. Survey participants will receive a free copy of the study ($499 value), a personalized financial analysis with
their company’s financial results compared to industry averages, a what-if scenario generator to calculate how small changes can make a big impact and their company’s financial ratios and other financial metrics.
For more than 100 years, NHPA has collected information from independent retailers for the study. Individual financial data is held in strict confidentiality, and financial and operational data will only be published in aggregate.
Participate in the 2022 Cost of Doing Business Study to receive free access to the study’s results and a personalized financial analysis and to help other retailers like you. Choose from one of four easy ways listed below to share your information.
Complete the online Cost of Doing Business Study form and upload your 2021 yearend financial documents at YourNHPA.org/codb UPLOAD IT
Send your company information and 2021 yearend financial statements to NHPA CFO David Gowan at dgowan@YourNHPA.org EMAIL IT
Print and complete the survey using your 2021 year-end financial data and mail it to NHPA. MAIL THE SURVEY
Fill out the company information section of the survey, attach a copy of your 2021 year-end financial statements and mail them to NHPA.
NHPA’s Mailing Address
Attn: CODB Coordinator NHPA 1025 E. 54th St. Indianapolis, IN 46220
Stay aware of dangers on the jobsite and help protect your hearing from hazardous noises. This electronic hearing protector allows you to communicate in low-noise environments and enhances your situational awareness. Bluetooth® Wireless Technology seamlessly syncs with your mobile devices, so you can make and receive phone calls through the headset. And soft, conformable ear cushions provide all-day comfort.
built to perform
CATEGORY
Color Coordinated
Discover the hottest paint color trends for 2022 at hardwareretailing.com/color-2022
PREPARE YOUR BUSINESS for customers to come calling for fashionable wallcovering and window treatment solutions. According to the most recent Window Coverings Market Report from Mordor Intelligence, the window coverings market is expected to grow 4.42 percent over the next five years, while the Wall Covering Market Report is projecting 4.99 percent growth over the same time period. The projected value of the wallcoverings market by 2026 is $39.41
Fixr.com, a remodeling research organization, consults with top interior design experts annually to learn more about the latest decor trends. Here are some insights from this year’s research.
56 percent of designers say that green, nature-inspired wallpaper will be the most popular pattern for this year.
88 percent of designers say that powder rooms will be the most popular place to introduce wallpaper in 2022.
Window treatments will not be left out of the smart technology movement. The adoption of smart window solutions will bring motorized and automated window coverings controlled by one touch on a smartphone, a remote control or voice command.
Green and nature-inspired window coverings will be popular this year. Blinds are expected to hold a significant share of the market, and there will be a focus on organic and eco-friendly materials, energy-efficient insulation products, energy-saving solutions and overall sustainability.
Sources: Window Coverings Market Report (2022-2027) and Wall Covering Market Report (2022-2027), Mordor Intelligence; 2022 Paint & Color Trends Report, Fixr.com
Send a note to editorial@YourNHPA.org about products you can’t keep on the shelf. Include your name, your business name and reasons why you love it.
Miles Kimball Lawn Aerator Sandals strap on over shoes, allowing users to aerate their lawn while walking on it. Spikes are attached to the molded base, and the shoes are one-size-fits-most.
MILES KIMBALL
mileskimball.com or 855-202-7394
MARSHALLTOWN’s 17-inch Tile Cutter cuts ceramic, porcelain and mosaic tile up to 17 inches long and ½ inch (12 mm) thick. It can cut tile up to 12 inches by 12 inches at a 45-degree angle and features a two-rod rail system for smooth operation. It includes a ⅝-inch (15 mm) tungsten carbide scoring wheel and adjustable measuring guide.
MARSHALLTOWN marshalltown.com or 800-888-0127
The RemoPlus DoorCam™ 2 is a wireless, over-the-door smart camera that features full HD, two built-in motion sensors, two-way talk and enhanced night vision. It mounts in seconds over the top of push- or pull-to-open doors, is weather-resistant (IPX4 rated) and has a 4-month battery life.
REMO+ | remoplus.co or 609-819-4747
GadgetKlip’s unique design hugs cables, not pinching them, keeping them wrapped tightly for safe, secure organization. They are patent-pending, made in the U.S. and available in three sizes.
GCK PRODUCTS | gadgetklip.com/retail
“Everybody buys clothes, so we try to go toward more of a rugged style of clothing that can hold up. It’s been a very good line with our workwear and our footwear.”
—Adam Daugharty, General Manager, Vassar Building Center
The Rebar DuraCanvas Jacket by Ariat® is wind- and water-resistant and features ribbed cuffs and hems. It includes a Sherpa lining, zippered hand and chest pockets and an interior chest pocket. The ToughMax™ flexible stretch canvas provides comfort and durability and the right amount of flex for increased mobility and all-day performance.
ARIAT ariat.com
Klein Tools’ Cooling Fan for hard hats and safety helmets features a powerful dual-fan design for directing airflow onto the wearer’s head, neck or face. Its low profile conforms to the helmet’s shell, minimizing bumps and snags. It has up to six hours of continuous runtime on a modular rechargeable battery.
KLEIN TOOLS kleintools.com or 847-821-5500
BUSINESS FOR SALE
Hoosick True Value
Location: Hoosick Falls, New York
Gross Revenue: $1.26 million
Price: $1.875 million
JOB POSTING
Busy Beaver Building Centers, Inc .
Job Title: Inventory Analyst
Location: Pittsburgh, Pennsylvania
Salary : $60,000-$80,000
SEEKING BUSINESSES
The Aubuchon Company
For our next acquisition, we are looking for:
• Single-store and multi-store hardware operations
• Located in northeast and southeast United States
• Store size of 5,000-30,000 ft2
• At least $3 million in average store sales
SE EKING BUSINESSES Bolster Hardware
We are looking for:
• Geography agnostic
• With or without real estate
• Store revenues of $1.5M+
• We prefer to honor the family name and heritage in the local community by not changing the name
• We prefer to keep all employees as part of the acquisition
Jealous Devil Jax Hardwood BBQ Pellets are made from virgin, bark-free hardwoods—cherry, maple and hickory—with no fillers, chemicals or binders. They’re optimized for pellet smokers to provide a longer and cleaner burn, exceed PFI standards and are made in the U.S. They come packaged in an innovative box with a built-in carrying handle and resealable pour spout.
JEALOUS DEVIL
jealousdevil.com or 661-532-8767
To stay informed about new innovations and trends, subscribe to the twice monthly Hot Products newsletter at hardwareretailing.com/subscribe
Bring the comfort of the indoors to your next outdoor adventure with the Freestyle Rocker™ with Side Table. The Freestyle Rocker with Side Table is designed with patented Spring-Action Rocking Technology™, so you’ll be rocking smoothly on just about any flat surface, including grass, gravel, sand and more. The side table has a phone holder and deep cup holders in two different sizes to keep your beverage in place while gently rocking. The Freestyle Rocker also includes a convenient carry handle, mesh backrest and patented Eazy-Fold™ Technology.
GCI OUTDOOR | gcioutdoor.com
BEAN•e•doo is made with soy, rather than mineral spirits, petroleum distillates or other harsh chemicals. Soy-based solvents are an affordable, superior alternative because they easily penetrate adhesives, without noxious odors or side effects.
BEAN•e•doo quickly softens the toughest tile and carpet adhesivesincluding glue that’s decades old. It also safely removes black mastics with asbestos.
BEAN•e•doo is simple to use! Just apply to concrete surface wait for mastic to soften, remove with floor squeegee, apply degreaser and rinse with water. No hazmat suit needed!
Because BEAN•e•doo’s eco-friendly formula is free from harmful fumes and smell it is ideal for use indoors or outdoors. apply surface,
from harmful fumes and smells,
Barrette Outdoor Living’s aluminum pergola features a durable matte black powder coat that requires minimal maintenance. It offers DIY-friendly assembly and installation and can be customized with decorative screen panels as a roof or sidewalls. It includes a transferable limited lifetime warranty.
BARRETTE OUTDOOR LIVING
barretteoutdoorliving.com or 800-866-8101
Leviton’s Type-1 Surge Protective Circuit Breakers provide surge protection for an entire home using a plug-on solution. Available in both 15A and 20A models and either hydraulic-magnetic or thermal-magnetic platforms, the surge protective breakers include an LED indicator light to display protective status. They fit in standard load center panels and meet article 230.67 of the 2020 National Electrical Code®
LEVITON
leviton.com or 800-323-8920
Carmie’s Kitchen Cheesecake Dips are all-natural mixes that come in a variety of natural flavors, including strawberries and cream, key lime, pumpkin spice, cinnamon apple swirl, chocolate lovers and more. These versatile mixes can be used for cheesecake, dips, pies and other recipes.
CARMIE’S KITCHEN carmieskitchen.com or 972-442-1337
The innovative design and reliable performance of our Ketch-All® live catch mouse trap have earned it the title of the “World’s Best Mousetrap.”
Once a mouse enters either side of the tunnel opening, the hair-trigger activates the paddlewheel, and the mouse is “spanked” into the cage compartment. Trapped mice attract other mice to the trap, and soon, the whole family of mice will be trapped with no bait, no mess, and no poisonous chemicals, thanks to this simple catch-and-release trap.
Avoir™ Comfort Height™ by Kohler is a one-piece, chair-height, elongated tankless toilet. It includes a Quiet-Close™ seat, cover and supply line and uses 1.28 gallons per flush (4.8 liters per flush).
KOHLER kohler.com or 800-456-4537
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PawScoutQR was created to address one of the greatest pet parent fears: losing a pet. Each PawscoutQR tag has a unique code, and with a simple scan using any smartphone, it reveals critical owner and medical information to reunite furry friends with their pet parents. The Pawscout app is a free service that works with the tags, and the tags are designed to replace the traditional metal pet tags.
PAWSCOUT INC. | pawscout.com
At Mi-T-M, we pride ourselves on building mighty, damn good equipment. It’s what sets us apart from our competition. When you purchase equipment with the Mi-T-M name on it, you are buying dependable equipment that is designed, built, and tested by good people. Mighty. Damn. Good.
To hear additional insights from this year’s Top Guns Award winners in their panel discussion at the NHPA All-Industry Conference, visit YourNHPA.org/tcb-pod
THE 2022 NHPA TOP GUNS ON STRATEGIC INVESTMENTS FOR THEIR BUSINESSES AND THEIR PEOPLE
BY MELANIE MOUL
For 16 years, the North American Hardware and Paint Association (NHPA) has recognized key home improvement operators for their successes and strategic innovations with the Top Guns Award. This award highlights innovative retailers who are setting their operations up for growth and success for generations to come.
On the following pages, meet this year’s honorees, three retailers who represent distinct operations, and who are all
committed to making the independent channel a place where people want to work and want to shop. Learn about their strategies for finding and keeping key talent, their plans for investing in their companies after record-breaking years and how they see independents competing in the channel and the industry.
For more, listen to the Top Guns episode of the “Taking Care of Business” podcast and see inside their operations at YourNHPA.org/top-guns
In 1977, Myron Andersen started Builders, and in its first year, the company did $155,000 in sales. Today, Builders serves contractors and home builders from coast to coast from its retail lumberyards, design centers, installed sales services and truss manufacturing and countertop fabrication operations in Nebraska and Colorado.
“We want our team, our family members and all of our customers to be very proud of the work we do collectively.”
Stacy Bivona is Andersen’s daughter and current vice president of Nebraska operations and marketing for Builders. She says her parents always encouraged her and her brother, Chad, to explore their passions.
“Chad and I both went to college, and our parents made it very clear that we should do whatever made us happy,” Stacy says. “It was never a requirement that we come into the family business.”
After college, Chad pursued construction, and he eventually returned to Builders to help launch and lead operations in Colorado.
Stacy earned degrees in design and marketing, and after graduating, she joined a fashion clothing company headquartered in Kearney, Nebraska, working as a women’s apparel buyer and in product development.
“I had quite the learning experience with that company,” Stacy says. “I learned about the buying process, negotiating with vendors, company culture and working with management in a corporate environment. I’ve always been drawn to fashion and
pretty things, whether apparel or home design, so it came naturally to me.”
Stacy utilized the comprehensive services offered through Builders when she was building her first home, and she realized how much her passion overlapped with the family business.
“It was very exciting to see that process from the beginning to the final completion of the house. That’s where I found my love for it,” she says. “Then, around the dinner table with my family, my dad said if I was considering working in the business, we needed to have a serious conversation about it.”
Stacy came to Builders in 2009, and she had to prove she could contribute.
“While I eventually grew into a marketing role, I had to really earn it,” she says. “I worked on the floor, I worked in the design center, and in the cabinetry and countertop areas, and I worked with customers. Since I had a background in buying and marketing, I also worked on our vendor relationships and purchasing.”
Founded in 1977
90% contractor focused
2 retail stores; 2 design centers; 2 wall panel and truss manufacturing facilities; countertop fabrication
Headquartered in Kearney, Nebraska; operations in Nebraska and Colorado
As the landscape in the industry has changed, so has Builders to respond to the needs of its core customer base: contractors and home builders. Stacy has been a key part of the company’s growth over the last decade, relying on Builders’ loyal customer base and growing into new markets based on their requests and suggestions.
“From Day 1, we’ve been focused on providing top-tier customer service, and it’s because we talk to our customers to find out what their challenges are and what they want from us,” Stacy says.
“We’re honest and we walk them through a project, whether they’re a professional or a DIYer. We’ve spent decades forging strong relationships with our vendors, which has helped us earn the reputation of being able to source just about anything.”
Comprehensive customer service is a key part of the complete building solutions customers find when they walk into Builders. The Kearney location features 67,000 square feet of salesfloor, warehouse and design center space, and it also has a separate drive-through lumberyard. There is the main entrance for retail customers, as well as a separate entrance and grab-and-go area of the salesfloor that Builders’ professional contractor customers use for quick trips to grab a few boxes of nails or caulk.
“We have such fantastic relationships with our contractors here,” Stacy says. “We’ve been here for 45 years, so they rely on us and know what we are able to provide.”
And provide Builders does. Because of the company’s extensive manufacturing, fabrication and installation segments, Builders can provide everything someone needs for a new build or renovation project. To bolster this service, the Kearney location is currently undergoing a renovation of its design services center. When it’s complete, customers will have a separate entrance and spaces to meet with designers.
In addition to having established relationships with contractors, interior designers and consultants also rely on Builders. In the new space, independent consultants will have dedicated meeting rooms to meet with clients and show them the possibilities Builders has to offer. This renovation isn’t the last project the company has planned.
“We’re creating a replicable model to put in our other markets,” Stacy says.
“We’re already looking for acquisition opportunities, and we have growth plans for the Colorado market and new markets and segments on the horizon.”
Stacy says a key department is paint because so many projects start there.
“Any project someone is going to be doing on their home, paint is going to be involved,” Stacy says. “We like to focus on paint as the starting point to learn the scope of their project and capture the whole thing. If someone comes here to choose paint for their kitchen, it’s a great entry to talk about tile or flooring or appliances.”
Staff at Builders is more than a group of employees, Stacy says; they’re family. And each person on the team has a responsibility to deliver the high level of service that Builders has earned a reputation for over the last 45 years.
“We believe so deeply in the people who work for us. If we didn’t have this team, we wouldn’t have a business. It’s very important for us to continue to invest in our team and seek information,” Stacy says. “For example, our drivers who are out delivering materials are the last people to interact with our customers, so we empower them to seek feedback and continue that thread of high-quality service all the way until the end.”
Investing in the team is a key focus for the company for the foreseeable future, Stacy says, whether that’s offering additional training or creating opportunities for leadership development.
“With the labor market the way it is, we’ve been recruiting, but it’s certainly been challenging.
“We believe so deeply in the people who work for us. If we didn’t have this team, we wouldn’t have a business. It’s very important for us to continue to invest in our team.”
Our current team has been flexible, and they’ve all been willing to do jobs that are maybe outside their scope of responsibilities to keep things running,” she says. “Our culture here is very family-oriented. We encourage open conversations to find out what their passions are so we can put them on the right career path.”
With growth in the forecast, another space Builders is investing in is e-commerce and the company’s digital presence. The company website is undergoing a facelift that will better serve the needs of all the company’s customers, which shifted during the pandemic.
“Just like for the majority of the industry, our retail sales have picked up over the last few years as people were investing in their homes,” Stacy says. “To retain those customers, we need to be sure our online presence meets their needs.”
The website overhaul will feature different segments for each business division so each audience can better access the information they need.
“Our vision is that it will be for both retail and contractor audiences. The platform is about convenience,” Stacy says. “Contractors will be able to order online, and we’ll have options for delivery and pickup, and the retail customers will be able to access our full catalog of products so they can see everything we have to offer.”
Having the opportunity to make continued strategic investments in Builders and its people is something Stacy says she’s grateful to be able to be a part of.
“We are a servant-based company. That is our mission. We want our team, our family members and all of our customers to be very proud of the work we do collectively,” she says. “We’re excited to exist in this space. Not a day goes by that we aren’t counting our blessings.”
JC Licht was founded by the Licht family in Chicago in 1907, growing to dozens of locations over nearly the next century until 2000 when Benjamin Moore purchased the operation. A little over a decade later, the paint manufacturer decided to exit the retail business and sought a buyer for JC Licht, which at that time boasted 29 locations.
“We taught our people that they also have the authority to make quick decisions. So we came up with a slogan: Make it happen.”
Elliot Greenberg had spent over 30 years in the independent paint business, and at the time, he served as vice president of sales, operations and marketing for Ring’s End, a comprehensive home improvement business in Connecticut. Prior to that, he had spent 15 years in his family’s paint business, running a busy store serving contractors in New Jersey.
“I remember delivering paint to contractors with my mom in her station wagon when I was four years old and getting 10 cent tips. It was in my blood,” he says. “It was always something I cared for and loved, but it wasn’t always a goal for me. I thought I would go to law school or become a sports agent.”
The job at Ring’s End—helping the company start up its paint operations— was an opportunity Elliot couldn’t pass up. Elliot says his time there was a crucial part of his development as a leader and a businessman.
“I wanted to prove myself beyond the family. At Ring’s End, I had to learn from scratch how to do what I did,” he
says. “I was treated really well, and I learned so much. The owners gave me a lot of leeway to grow the business and we grew dramatically in every aspect. It was probably the greatest 20 years I’ve had in the business.”
Elliot spent time cultivating a relationship with Benjamin Moore during his time at Ring’s End, which is how he learned of the opportunity to buy JC Licht in 2014.
After spending two decades learning how to run a comprehensive operation, he saw the potential in JC Licht, and officially became the owner in January 2015. Over the last seven years, Elliot has put the company on an aggressive growth path, and he has focused on establishing a leadership team that is dedicated to the company’s core values.
“I look at this operation as an extension of Ring’s End. I was very experienced as an executive only because of my time there,” he says. “I learned a lot about core values there, and that helped inform so much of what we do here today at JC Licht.”
TEAM ORIENTED
JC Licht staff are passionate about the work they do, and each one is committed to serving customers and upholding the company’s core values.
Founded in 1907
57 locations, Chicago area and Wisconsin
Growing into hardware
70% contractor, 30% DIY
Engage customers with passion.
Respect one another.
Demonstrate openness and honesty.
Be energetic, be positive and win
We are all equally important.
In every one of the company’s 57 locations, the core values of JC Licht adorn the walls wherever employees gather and they guide every decision. As the company has grown, Elliot’s leadership team has played a key role in communicating the core values, ensuring each team member knows they are critical to JC Licht’s success.
Early on in his tenure, Elliot attended a CEO conference where he was introduced to the book “Traction” by Gino Wickman. The lessons he learned from the book, and the Entrepreneurial Operating System® (EOS) it introduces, have been an integral part of his strategy since.
“‘Traction’ helped us transition from a highly entrepreneurial company to a growth-oriented business,” Elliot says. “It encompasses how we operate our company on a weekly, quarterly and long-range basis, informing our three-, five-, and ten-year plans.”
Lessons from the book led the JC Licht leadership team to develop the company’s core values based on the characteristics of high-performing employees.
“Kim [Smuda], our senior office administrator, was the first person we named. She had it all,” Elliot says. “We continued naming other people with the traits we thought would take us to the next level. Looking back on that process, I wouldn’t change anything.”
With the core values established, the leadership team got to work further developing the culture of the business. Elliot says the biggest challenge for the staff was learning how to say yes.
“The people I inherited were afraid to say yes, and we had to change that dynamic,” Elliot says. “I met with all of our big customers, listening to them and learning their challenges. They quickly understood that I care about them, and I will come up with solutions.”
Elliot says the company’s flexibility as an independent business is a key part of how they can compete against national brands.
“I can make decisions on the spot, where national chains are limited,” he says. “We taught our people that they also have the authority to make those quick decisions. So we came up with a slogan: Make it happen.”
The “make it happen” philosophy is now a common sight throughout all JC Licht operations, seen on the back of company t-shirts and on shopping bags so every customer knows there is a solution available if they ask.
This strategy also paid off over the last two years as JC Licht staff adapted to changing customer demographics— and their vastly different needs—during the course of the pandemic.
JC Licht has had a strong contingent of DIY and retail customers, but its primary
customer base is about 70 percent contractor. The communication style needed for these two groups is completely different, and leadership identified an opportunity for improvement when homeowners started calling the stores for advice.
“When a homeowner calls and they start with, ‘I just have a quick question,’ I know that means it’s not quick,” Elliot says. “They need more dedicated guidance.”
The company developed a training program called Phone Excellence to address the different communication needs of retail customers. Every Tuesday, a communication consultant trains new staff members on how to answer the phone. Every associate is required to complete 16 hours of phone training to prepare them to serve any customer.
“The training has been game-changing, and it’s a great opportunity to grow our retail business,” Elliot says. “At the end of the day, we’re accomplishing our goal of treating all customers with the same love, attention and focus, and I think our people are doing a great job.”
“At the end of the day, we’re accomplishing our goal of treating all customers with the same love, attention and focus, and I think our people are doing agreat job.”
In addition to investing in people over the last seven years, JC Licht has been investing in store development and growth in new areas. When Elliot took ownership, the business had 29 stores. Today, the company is 57 locations strong, including entering a new state and foraying into hardware.
“I don’t have a goal of a certain number of stores by a certain time, but we evaluate our markets every three months,” Elliot says. “I think we have the pillars that we need to go forever. Individual paint stores, both commercial and industrial; wood coatings; home fashions, including wallcoverings and window treatments; and more JC Licht Ace stores. These are the things we know and do well.”
The company’s next step is further expansion into Wisconsin and entering the Indiana market. The growth strategy is as much about growing the brand as it is about creating job opportunities.
“We have about 575 associates, who we call family members,” Elliot says. “Especially during COVID, we’ve seen a lot of new people come from other jobs for better pay and more opportunities. They know we’re a growing company, and they can see all the pathways they have.”
JC Licht has a generous employee referral program that has led to strong recommendations. Employees receive $750 for each referral they make, and Elliot says that investment is worth it.
“It works. We’re getting high-quality people from referrals,” he says. “Because we’ve grown so much, we have 70 to 80 people who are somehow related to another employee.”
Elliot says he is energized by the opportunities that are around every corner, and he’s grateful for the opportunity to lead an organization like JC Licht.
“I wake up every morning, and I get excited,” he says. “I thank God every day for how lucky I am to be in such a great industry.”
Sullivan Hardware & Garden has been a part of the Indianapolis independent home improvement market for nearly 70 years.
Robert Sullivan founded a small hardware store in 1954, and then in 1963, the business moved to its flagship location where the company’s core business still operates today.
“As hardware stores, we have all hung our hat on good service, but everyone expects good service. So if you start there, you’re at zero, so now what do you have?”
One of seven children, Pat Sullivan says it was always his plan to take over. In 1989, at 29 years old, he bought the business from his father, who retired the following year. Over the last 30 years, Pat has made strategic investments in Sullivan Hardware & Garden. The business is not only a reliable place for people to buy core hardware needs, but it is a true destination for people throughout the state year-round.
“When I first took over from my father, I thought what we were doing would last forever,” he says. “We had some regional competition, but we always gave good service. Then when big-box stores came to town in the early 2000s—one within a mile of our flagship—we lost contractor business and some other bigger ticket business. We had to evolve.”
Pat says while they retained a core group of loyal customers, he wanted the store to be more than just a convenience hardware store.
“I want people to be excited about coming to our store,” he says.
Pat’s strategy to differentiate his operation came down to five product segments that he knew they could do better than the big-box stores: Green goods, fireplaces, mid-price patio furniture, grills and artificial Christmas trees.
“We failed at fireplaces,” Pat says. “I always tell that part of the story because it’s important for other retailers to know that not everything works out. But we’ve become the place to go for those products.”
Sullivan Hardware & Garden features four different locations, and all of them are distinct, which Pat says complicates marketing to a certain extent, but each business serves the immediate needs of the local communities.
The flagship store now occupies 5 acres and features a greenhouse and outdoor space, a full-service restaurant and a separate gift shop in addition to the core hardware store. The other locations include a smaller hardware store in a historic neighborhood less than 5 miles away, and another
Founded in 1954
4 locations serving primarily DIYer and retail Headquartered in the Indianapolis area
50,000 people attend the store’s annual Christmas event
hardware store about 40 miles north of Indianapolis that serves a town of just over 4,800 residents with a core hardlines store and a live goods space. The most recent addition to the Sullivan family of stores is a garden center Pat purchased in early 2020.
“I wasn’t necessarily looking at adding another location, but this garden center is a wonderful, 44-year-old business,” Pat says. “The owner was ready to retire, and I saw the potential there.”
He has invested about $3 million to make it consistent with the other locations, including adding 10,000 square feet of salesfloor space and opening another restaurant. The business previously only sold live goods, so now it features grills and a complete lawn and garden hard goods department.
“Instead of people going for plants and live goods and then going to a box store to get all the tools they need, they’re staying in that store,” Pat says.
In addition to identifying the core product areas that would help the business stand out in a crowded market, Pat’s strategy to bring customers to the stores has been all about entertainment.
The flagship store is known throughout the state as the place to go during the holiday season. The company’s focus on artificial Christmas tree sales is a standout;
the business sells more than 150 different styles of trees, and in 2021, sales totaled over $800,000. To further support the category, the company offers a unique service: Christmas tree storage. For $30 per foot, area residents can store their trees during the off-season in the warehouse, and then when they are ready, a team will deliver it and set it up. Hundreds of customers utilize the service, and Pat says it also keeps the warehouse staff busy during slower times of the year.
Christmas trees are just the tip of the holiday season iceberg at Sullivan’s. In fact, one attraction alone brings more than 50,000 visitors through the store from early November through Christmas Eve. The Sullivan Express is a holiday-themed train that takes children of all ages on a tour of the North Pole—an extravagantly decorated greenhouse—to meet Santa Claus. Demand is so strong that ticket sales are timed. They go on sale on the Sullivan Hardware website at precisely 4 p.m. on Nov 1. Last year, 1,700 tickets were sold in the first 3 minutes.
At the new garden center, a similar event is taking shape in celebration of Halloween, with Sullivan Express to Pumpkintown quickly becoming a tradition.
The restaurant is another unexpected draw that Pat says developed out of the company’s focus on another seasonal product: grills. To become a destination for
grills, first, the business stocked dozens of different grills and price points. Second, they established a commercial kitchen to host grilling classes. The kitchen became an attraction throughout the year for classes and when it was open during the Sullivan Express season.
Pat and his staff noticed that people would come to the store specifically to get food from the kitchen because they had loved it so much during the holidays, only to see it wasn’t open.
“Customers could get a sandwich, a glass of wine during Christmas, and then they would come back in the spring, maybe for plants, and they would be disappointed because it was closed,” Pat says. “So we realized, on one hand, we were telling everyone how cool we were and then we disappointed them. We realized we needed to be in the full-service restaurant business, so we’re open from lunch until dinner six days a week.”
Today, the restaurant and garden center also serve as a place for private parties, like wedding and baby showers, and even celebrations of life for beloved customers.
“No matter how small you are, you need to be a fun place to shop. We make people in their daily lives stop and say ‘Let’s go there,’ when maybe they don’t even have a reason to.”
Pat admits the business isn’t as strong as it should be in regard to e-commerce, but he says that side of retail is crowded, and it’s harder to compete. Instead, the Sullivan Hardware & Garden digital team focuses on transitioning the entertainment at the store to social media, where it’s easier to communicate with customers and lean into word-of-mouth marketing. The business currently has over 6,000 followers on Instagram and more than double that on Facebook.
“It’s harder for us to push out our products for sale because everyone does that,” Pat says. “But on the social media side, we’re showing off Slawfest, our annual celebration of coleslaw. That’s a lot easier for us to market than getting someone to buy a grill from us.”
Showing off the fun side of hardware retailing is part of Pat’s core strategy, and he says all hardware store operators should make their stores a destination.
“No matter how small you are, you need to be a fun place to shop,” he says. “As hardware stores, we have all hung our hat on good service, but everyone expects good service. So if you start there, you’re at zero, so now what do you have?”
There aren’t immediate plans to grow the footprint of Sullivan Hardware & Garden further, but Pat says the future is about continuing to enjoy the company’s niche business and treading the line between hardware, garden center and something else completely.
“People ask, ‘What are you?’ I always say the hardware industry doesn’t want to claim us, and the garden center industry doesn’t want to claim us, so we’re just kind of floating in the middle,” he says. “We make people in their daily lives stop and say ‘Let’s go there,’ when maybe they don’t even have a reason to.”
COMPANY LEADERS SHARE ADVICE FOR TAKING ON A MANAGERIAL ROLE
BY LINDSEY THOMPSON
Discover more insights from independent home improvement store managers at hardwareretailing.com/new-managers
Before he even knew his nephew Peter Parker was Spider-Man, Uncle Ben shared a wise bit of advice with Peter, telling him, “With great power comes great responsibility.”
His words are great advice not only for someone starting out their superhero career, but also anyone taking on responsibilities as a new manager. Whether you come in with managerial experience or are a rookie to management, moving into a leadership role can be daunting.
Fortunately, the home improvement industry is full of managers, experienced and novice, who are willing to share insights into what it takes to be an effective and trustworthy leader.
One of these managers, Roman Chavez, shared with Hardware Retailing what he wished he knew before he started in his leadership role.
Chavez has been a part of the Bleyhl Co-op family since 2014. Bleyhl, a farmer-owned, agricultural cooperative serving the Yakima Valley, operates three retail locations and one convenience store in the state of Washington.
While he was attending college to become a school counselor, Chavez started at Bleyhl as a retail clerk to support his young family.
Chavez became a receiving clerk in 2017 and moved into a role in inventory control in 2018, where he became an expert in the operation’s point-of-sale software.
“I had no prior retail experience before I started at Bleyhl,” Chavez says. “Before I became a manager, I kept applying to positions within Bleyhl that opened up. I was always looking for the next position that would help me understand the retail business more.”
While he initially took that first role with Bleyhl to get him through college, he found that retail fit what he was looking for in a career and decided to stay with Bleyhl.
“Through my years at Bleyhl, I became passionate in retail and agriculture and invested in learning the business. Every year I stayed with Bleyhl, and the more opportunities I continued
to get, increased my desire to stay long term, grow in this company and become a standout employee and ultimately, a manager,” he says. “I am thankful I ended up pursuing a career in retail and staying with Bleyhl because I am connected to what I do. I feel that’s important when choosing a career path.”
His dedication to the company and moving up the ranks paid off. In 2019, he was promoted to the role of farm store manager at the company’s Sunnyside, Washington, location. Before he started in his new role, Chavez says he set high expectations for himself and wished he would have known that making the leap into management doesn’t have to equal perfection.
“You don’t have to have all the answers right away,” he says. “There is a lot of support if you’re willing to be open minded.”
When Chavez was offered the manager position, he had no specific training as a manager, but he says the management team believed in his abilities and skill set.
“I have realized as a manager that you never stop learning. That leap as manager is just the beginning of a prosperous career path if you are willing to put in the work every day.”
—Roman Chavez, Bleyhl Co-op
“I lacked confidence because it all felt so new, and I was a very young manager in comparison to my counterparts,” he says. “I have realized as a manager that you never stop learning. That leap as manager is just the beginning of a prosperous career path if you are willing to put in the work every day.”
“My expectations are focused on constant growth and learning so that my employees become more well-rounded in all skill sets. The time I have taken to teach my employees is how I have been able to gain their trust.”
—Roman Chavez, Bleyhl Co-op
When he stepped into a managerial role at the age of 25 with no previous experience, Chavez says some people did not take him seriously and undermined what he brought to the table
as a new manager. He worked hard to gain trust and confidence from his customers and fellow employees, and says being resilient is a major part of surviving and thriving as a new manager.
To earn that trust, Chavez asked questions to learn more about his customers’ needs and habits and earned their respect by going above basic retail customer service. He takes the time to listen to their suggestions or frustrations to come up with the best answer or option to help them.
“I not only listen to their needs, I take the time to learn where to find the product they are looking for,” he says. “Farmers’ needs often include the most minuscule parts or pieces, and being able to find that item for them and connect with them while understanding their urgency makes a huge difference in sustaining a bond with that farmer.”
Chavez says gaining the trust of the employees he leads starts with empowering them with all
NHPA offers three course options to help managers understand key concepts of leadership and personal development. Apply by May 6 at YourNHPA.org/fol
the right training and teaching them to step out of their comfort zones in the same ways he has through his career.
“My expectations are focused on constant growth and learning so that my employees become more well-rounded in all skill sets,” he says. “The time I have taken to teach my employees is how I have been able to gain their trust.”
One year after he became manager, Chavez was tasked with also managing the irrigation department, which functions as its own store and is located in a separate building within walking distance of the store.
“Historically, these locations have always had separate managers, but the company believed I could manage both places,” he says. “I overcame not knowing anything about agricultural irrigation by learning as much as I could, while also incorporating my technical and organizational skills into the department.”
While his journey as a new manager has included some speed bumps, it’s also come with many positive points. Chavez says the best part of being a manager is that no day is identical, and the
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There is no lack of advice out there for new managers coming into a leadership role. Here are some of the top tips managers can use to be successful.
Ask for help. No matter what industry you’re in, there are people who have been in your shoes before and want to see you succeed. Reach out to them for advice.
Be patient. Give yourself grace as you learn and grow in your new role. Be sure to also extend patience to your co-workers and your own managers.
Stay positive. As a manager, you’re viewed as a leader and set the tone for your business. Have a positive attitude and set a good example for your colleagues.
Embrace conflict. It is inevitable that you’ll run into conflict during your time as manager, so learn to handle issues with patience and diplomacy.
Delegate tasks. Don’t try to go it alone or do it all by yourself. Rely on your team members to get tasks done.
o Explore for New Managers More to
Discover five ways to motivate employees through positive affirmations. Scan the QR code to download the guide.
management team is always adjusting to the changes within the industry. He enjoys teaching his employees new skills that lead to new opportunities for them and the company, and he also participates in industry events and educational programs to continually learn and grow his own knowledge and skills.
One of the best parts of his job is making a positive impact on his customers, employees and the community, Chavez says.
“I take pride in the interactions I have with our customers,” he says. “The long-lasting impressions we leave on others motivates me to continually do better in this career.”
The year he became manager, Roman Chavez participated in the Retail Management Certification Program through the North American Hardware and Paint Association to enhance his industry knowledge and learn best practices he could use in his new managerial role.
“Learning from retail industry leaders and the other students’ experiences within their own stores was the best part of the program,” Chavez says. “There were so many perspectives shared; it made me understand that retail is infinite.”
Here are some key takeaways Chavez gained during his time in the program. The deadline to apply for the 2022 class is June 1. Learn more at YourNHPA.org/rmcp
01 | Product marketing tips.
“I discovered helpful tips for marketing products throughout the store and on social media.”
02 | Product placement and traffic flow strategy.
“I had never thought about how products are organized in a store, but RMCP showed me the psychological side of retail product placement and store layouts.”
03 | Retail finance principals.
“I now know how to positively affect our bottom line by better understanding retail finance.”
04 | Networking opportunities.
“RMCP and the networking opportunities gave me a confidence boost that I can make it in management and most importantly, that I don’t have to do it alone.”
Help Along the Way
Chavez says there have been many instrumental people at Bleyhl who have helped him develop into the manager he is today. From former employees to current staff, several people kindled Chavez’s desire to understand business and retail and advocated for him to become a manager.
He says Bleyhl’s director of retail Cody Goeppner was a key player in helping him learn, train and develop as a manager, and gave him a voice in the industry. Company CEO Joel Marcott believed in him from the day they met.
“Joel gave me the chance to make improvements at our local level and taught me that when envisioning the future to consider every angle of business, every pro and con and the long-term effect it can have,” Chavez says. “These people not only became my mentors, but also my friends. I know I can always reach out to them for advice.”
With a skewed work-life balance and no clear path for advancement in his career, Grant Umber was about to quit the home improvement industry when he was offered an opportunity he could not turn down.
For 75 years, his family owned Umber’s Do it Best, which had two locations in Fort Wayne, Indiana.
In 2020, the Umber family closed one store and sold the other store to Connolly’s Do it Best Hardware & Rental, which had recently been acquired by Nation’s Best Holdings.
Around that time, Matt Lambert, operations leader with Nation’s Best Holdings, offered Umber the position of division manager, overseeing all Connolly’s Do it Best locations. Umber jumped at the opportunity to advance his career in a direction that better suited his experience, abilities and priorities.
Since taking on his new management role, Umber has learned some key lessons in leadership. He’s discovered that when he worked in sales, it was all about productivity, while management requires working efficiently, but always through the lens of taking care of your team. He says good leadership requires self-motivation and building relationships.
If he could impart any advice to other new managers, Umber recommends maintaining a positive environment, which improves employee engagement and retention and leads to more positive customer interactions.
“Be intentional because your store will reflect who you are,” he says. “Think like a customer by walking around the store with fresh eyes each morning, paying close attention to what you see, hear and smell.”
Umber says leadership positions also come with changes in the way you can interact with other employees who might have previously been peers, so it’s important to maintain good communication.
Based on his previous work experience, he now prioritizes a team mentality and healthy work-life balance for his team and himself.
“I’ve tried to cultivate a democratic leadership style by surrounding myself with smart people and letting them shine,” he says. “And when they shine, I shine.”
Chavez is grateful for the guidance he has received along the way and appreciates sharing advice with other new managers. He says the first year as a new manager requires learning how to be a well-rounded leader and adjusting to new responsibilities. He also suggests that new managers take advantage of their professional networks to learn all they can.
“I would tell any new manager not to give up when you feel overwhelmed with the adversity faced in the new role. Ask lots of questions of your employees, other managers and those at every other level in your business,” he says. “There are so many moving pieces that you must take ownership of as a manager, but with time, the role becomes inherent.”
As Chavez continues to grow in his role as manager, he has set goals to better himself and his company.
“This company has believed in my skills and knows how dedicated I am to continued learning
“I would tell any new manager not to give up when you feel overwhelmed with the adversity faced in the new role. Ask lots of questions of your employees, other managers and every other level in your business.”
—Roman Chavez, Bleyhl Co-op
and overall growth. They invested in me and have given me so many opportunities to continue to learn,” Chavez says. “Hopefully one day I can become a director of retail and maybe even a general manager. I know I am still not anywhere close to that level yet, but I will get there.”
The deadline to apply for the 2022 Retail Management Certification Program is June 1. Invest in your leaders and enroll at YourNHPA.org/rmcp
BY CARLY FRODERMAN
Strong leadership is a vital component of a prosperous business because it provides an operation with direction and purpose while cultivating a positive, productive work culture. There are many ways to build and improve leadership in a company; successful strategies require meaningful
investments in employees and take your team and business to the next level.
Hardware Retailing spoke with the owner of Hoover Paint and the director of organizational development and consulting for the North American Hardware and Paint Association (NHPA) to gain insight into leadership development strategies.
and open communication.
Discover leadership skills that will improve your ability to work on a team at YourNHPA.org/leadership-skills
Tim Bowling, owner of Hoover Paint, which has eight locations near Nashville, Tennessee, realized the need for strong leadership in a company early in his life. Bowling watched his parents spend many hours running Hoover Paint, with most of the duties falling on their shoulders.
“I realized early on that if I didn’t want to do everything myself and have every little thing depend on me, I would need to focus on hiring quality employees who could be developed into leaders,” Bowling says.
As the business grew, the need for focused leadership development became more apparent. Bowling’s store managers had always had a lot of freedom, but more structure was required for them to succeed as a company.
“Once we added our fourth location in 2004, it became more critical to implement a system that would keep us all moving forward in the same direction,” Bowling says. “It was a pivotal point where I realized that we needed to start getting more organized.”
For Bowling, developing leaders starts at the ground level. Most of Hoover Paint’s managers started with the company as counter staff and were hired because they naturally possessed the businesses’ core values, Bowling says.
Those core values boil down to one golden rule.
“We endeavor to treat people the way we want to be treated,” Bowling says. “This applies inward, between our staff, and outward, to our customers. We strive to always provide honest answers and proper solutions.”
The second component of quality leadership is an open line of communication between Bowling and his team.
“I maintain an open-door policy, so my leadership team is comfortable asking questions,” Bowling says. “I am always willing to listen to others and make changes as needed. I also make an effort to explain any decision I make so that everybody understands and learns from it.”
Creating a free and innovative work culture is also an important aspect of Bowling’s leadership development strategy.
“I give my employees the freedom to make their own decisions without worrying about me micromanaging them,” Bowling says. “They won’t always make the decision I would make, but we try to learn from our mistakes and our victories to push our operating bar higher. When employees are not afraid of making the wrong choice, they will excel because they are not working in a constant state of fear.”
Bowling employs a standard operating procedure, a collection of written and documented processes, to guide his employees in leadership positions and keep everyone on the same page. He also holds an annual two-day leadership meeting with his sales managers, office managers and store managers.
NHPA staffers share two books on leadership and retail to help you strategize at hardwareretailing.com/leadership-books
Hardware Retailing spoke with Kim Peffley, the director of organizational development and consulting for the North American Hardware and Paint Association (NHPA), about her industry experience, consultant offerings and leadership insight.
Hardware Retailing (HR): What is your background and experience in the home improvement industry?
Kim Peffley (KP): Before I began working with NHPA, I worked for 25-plus years in the home improvement industry. My career started when my parents built a True Value store. I began as a part-time cashier working nights and weekends and then worked my way up through my parent’s store to management. When we sold our business to a family-owned group of Ace Hardware stores, I was invited to stay on board. I managed several locations and I ultimately became the general manager. I worked in all areas of the business, including frontline and manager development, merchandising, marketing and new store acquisitions, conversions and remodels. During that time, I worked with a consultant and completed the Vision Process. Through that, I became interested in DiSC personality assessments, and I eventually became an Everything DiSC®-certified facilitator.
HR: What’s involved with the DiSC personality assessment?
KP: DiSC is the leading personal assessment tool to understand and improve work productivity, teamwork and communication in your business. DiSC is a powerful tool that tells you more about who you are as an individual so that you can be more self-aware. It can also be used to improve communication ability, reduce conflict and ensure that you are taking full advantage of the strengths and opportunities of everyone on your team because we are all uniquely different.
HR: What are the benefits of using a consultant?
KP: A consultant is going to customize the experience to your business 100 percent. I can address your specific needs using my experience, as well as the experience of NHPA and the network of people we work with. It isn’t a cookie-cutter program—it truly focuses on you and your business. Additionally, a lot of people tell me, “I am paying you to hold me accountable.” When you run an independent business, managers and owners are at the top and can hold their teams accountable, but there are very few people holding them accountable. Working with a consultant provides direct, honest feedback, and if changes are made and operations are implemented, I can help hold you accountable.
HR: What types of consulting programs does NHPA offer?
KP: We offer Vision Process, Team Builder and hourly consulting at NHPA. Vision Process is a year-long program that includes four store visits and phases meant to strengthen your team, improve communication, define company values and goals and build processes and best
practices that fit your objectives. TeamBuilder is a comprehensive two-day analysis of the people side of your business. It fully analyzes your current organizational structure and the way your staff members interact. Hourly consulting is a chance for retailers to run ideas past me or ask for advice on any issues. These meetings are set up virtually, and retailers can decide how many sessions they want and how often they want to do them.
HR: What makes someone a good leader?
KP: I think you have to be able and willing to communicate effectively. That means you need to be able to listen, adapt and adjust depending on who you are talking to. I think you need to be humble and honest and admit that as a leader, you are human. People think that because they are in charge, they can’t make mistakes. The reality is that no one is perfect; mistakes should be looked at as an opportunity to learn new things. I also think a really strong leader has to be completely aware of who their team is. Leaders need to be open to learning new things and able to support and give their team all the development tools they need and the time to do it. When leaders don’t micromanage and allow their team to run with their ideas, it allows for creativity to come up the pipeline.
For more information about NHPA consulting, contact Kim Peffley at kpeffley@YourNHPA.org. Services may include:
• Communication training • Conflict resolution
Task management • Staff training • Operational efficiencies
• Implementing development plans
“I want to be surrounded by intelligent people who make our team better together than we would be if we were separate. When those are the people taking initiative in the business, everyone wins.”
—Tim Bowling, Hoover Paint
During these meetings, they review their core values and market niche and then dissect the prior year, address any issues and set plans for the coming year, Bowling says.
Smaller conversations occur more regularly between Bowling and his store managers and sales representatives. Once a month, he hosts meetings to keep everyone updated and moving in the same direction, Bowling says.
The third step is creating an environment where leaders are always learning.
“We aim to teach our leaders basic business principles and the technical product knowledge necessary to succeed,” Bowling says. “We do this by taking our managers to outside events like buying group shows and supplier markets.”
Like Galbreath at Delta Lumber, Bowling is no stranger to bringing in outside experts to develop his staff, and he has occasionally brought in guest presenters to speak on topics like operations, customer service and sales. Bowling also makes an effort to introduce his leadership team to other successful retailers, both inside and outside of their industry. During their meetings, they consider why these retailers are excelling and what can be learned from them, Bowling says.
Strong leaders do not always overtly show their success. Leadership skills are often displayed in subtle situations.
“I see leadership prevail in little ways,” Bowling says. “It could be offering extra time off to an employee going through a difficult time or a sales
representative taking the initiative to drive two hours to retrieve a specific gallon of paint for a customer.”
Providing advancement opportunities has allowed staff to grow and develop and still remain an integral part of the company’s growth. When Hoover Paint had an employee who had developed to the point that he was ready to run his own store, a third location was added, and he was given that opportunity to grow with the company, Bowling says.
These opportunities for leaders within the company have aided in the expansion of the business and helps the eight-store operation run smoothly today.
“At the end of the day, offering leadership development has led to my employees taking initiative in the business,” Bowling says. “I try to have leaders with unique abilities who can do a better job than me in certain areas. I want to be surrounded by intelligent people who make our team better together than we would be if we were separate. When those are the people taking initiative in the business, everyone wins.”
Do you know how your business stacks up?
When you participate in the Cost of Doing Business Study, it can help you to identify future financial opportunities and set goals for your business. It’s free, easy and confidential.
Participate by June 30 to get a free copy.
NHPA’s Retail Management Certification Program was built for owners and managers in the home improvement industry. The program focuses on learning skills to grow store sales and profits in today’s changing retail landscape.
The power of this program is its impact on the performance of participating companies. Course curriculum includes 25 modules covering all aspects of running a business, and its industry-specific nature allows the learning to be immediately applied to the business.
Length: 6 months
Format: 3 in-person visits with intersession assignments
Outcomes: ROI-focused business improvement projects
Application deadline: June 1, 2022
Starting date: July 2022
Scholarships available: 20+
Visit YourNHPA.org/rmcp to apply, download the learning guide or learn more about the program.
These companies are advocating for independent retailers by supporting this program.
CATEGORY SPOTLIGHT
RESOURCES
Engaging With Electric
Discover strategies for selling electric outdoor power equipment at hardwareretailing.com/electric-equipment
BY CARLY FRODERMAN
he outdoor power equipment category is important as customers continue to beautify their outdoor spaces.
Dave and Candy Gutierrez purchased Penn Valley True Value, which is located in Penn Valley, California, and reopened it in 2011 with the help of their son Scott Gutierrez. Gutierrez, who grew up working at his parent’s Placerville True Value store and spent 13 years working for a different hardware and lumber business, worked for his parents at
Penn Valley until 2017 when he purchased the store from them. In the same year, he opened a 1,600-square-foot outdoor power center that features a 1,000-square-foot show floor and an additional 10,000-square-foot outdoor selling space, which brought a 52 percent increase in sales the next year and an 80 percent increase the following year. Hardware Retailing spoke with Gutierrez about the outdoor power equipment category and what it takes to succeed.
CATEGORY Powerful Practices
Learn more ways to promote and market outdoor power equipment at hardwareretailing.com/selling-ope
A glass garage door was installed in the outdoor power center to connect the equipment sold outdoors with the product sold indoors, Gutierrez says. This modification enhances the customer experience and makes the store a destination.
Gutierrez has a floor cleaner come to the store twice a week.
“If you have clean floors the shelves don’t get as dusty, the products stay more faced and employees tend to take care of everything a little bit more,” Gutierrez says.
Spotlights shine on equipment in the outdoor power center.
“It makes the products pop and sparkle, and I think that it helps with sales,” Gutierrez says. “Customers want products that are aesthetically pleasing; the lighting enhances that.”
IMPRESSIVE PRODUCTS
Scott Gutierrez, owner of Penn Valley True Value, aspires to make his store a destination with a well-merchandised and wide selection of outdoor power equipment.
4 Reasons to Invest in Electric Outdoor Power Equipment
California’s new law, AB 1346, will require the state to adopt regulations around gas-powered tools by July 1, 2022, and ban their sale by the beginning of 2024 if the board determines it is feasible.
The electric-powered lawn equipment industry is expected to be worth $14.1 billion by the year 2024, according to market research from The Freedonia Group.
A new gas-powered mower running for just one hour produces similar emissions to the average car driving for 100 miles, according to the California Air Resources Board.
Globally, 85 percent of people have shifted to more sustainable purchasing habits in the past five years, and 42 percent of the U.S. population is willing to pay more for sustainable products or services.
Sources: California Air Resources Board; Simon-Kucher & Partners’ The Global Sustainability Study 2021; Freedonia
PROJECT POINT
TOOLS & GUIDES
Let Us Do It for You
Project Point is a one-stop department that offers project ideas and downloadable assets you can share with your DIY and crafty customers.
A DIY PET BOWL STAND THAT’S FUN AND FUNCTIONAL
While your customers’ pets are most likely already spoiled, show them how to take pampering to the next level with this pet bowl stand. Elevated bowls make it easier for pets of all sizes to eat and digest their food, and with this simple design, their pets can eat in style.
Discover how allowing pets in your store can connect you with customers and boost sales at hardwareretailing.com/pets-in-store
Visit YourNHPA.org/project-point to download your Project Point Package for this DIY today.
DIY Instructional Guide
This downloadable and printable PDF makes it easy to share this project with your customers. The guide includes step-by-step instructions, a supply list, necessary tools and color photos of each step. There is also a editable version to include your company’s logo and information. 01
Merchandise Planogram
The merchandise planogram lists all of the supplies and tools a customer would need to complete the project. It offers suggestions on how to display and merchandise the supplies and tools so you can easily promote and sell the project to your customers. 02
The social media posting guide provides everything you need to share this project on your own social media channels. The guide includes suggested copy for Facebook and Instagram, project photos and customizable posts to fit your company’s branding and needs.
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Send your merchandising tips, event recaps, employee morale boosters and other stories to editorial@YourNHPA.org CHECKOUTS
RANDY HAGEMAN was just doing what he does best—offering fantastic customer service—when his commitment to helping a customer led to a local sandwich being named after him. Hageman is the general manager of A&M Home Center in Bowling Green, Virginia, and had a friend of a friend in Florida reach out to him to help her find wind chimes. He looked online, found what she was looking for at his wholesaler’s warehouse and had the chimes shipped to her.
The customer was so appreciative of Hageman going above and beyond that she first tried to tip him. When Hageman politely declined, telling her it was just part of the store’s customer service, she offered to buy him lunch. She reached out to the Corner Store, a deli down the street from the store, and asked the owner to create a special sandwich for Hageman. They did, putting together an Italian meat sub and calling the sandwich The Hage. They even made The Hage part of their permanent menu. Hageman says he eats it at least once a week and sometimes a couple of times a week.
“They put the sandwich together and brought it down to me free of charge to try. It was a really good cold cut sandwich, I loved it!” Hageman says. “I’ve been in the business a long time, and this thank you means a lot to us. And it was all because of good customer service.”
When the dog days of summer set in, the staff at Ellettsville True Value Hardware steps up to help residents stay cool. The store sponsors the Fan Club, where customers can purchase fans to donate to the local nonprofit, Area 10 on Aging, which provides housing options at three affordable apartment complexes in the Bloomington, Indiana, area.
Wade Martz, one of the store managers, says the Fan Club started with the store’s previous owner but ended when that owner sold the store. Martz and the team at Ellettsville began their own iteration of the program three years ago at the request of the new manager of Area 10 on Aging.
Senior citizens and people with disabilities who don’t have air conditioning in their homes can register with Area 10 on Aging and be added to the list to receive a free fan. Customers of Ellettsville True Value come into the store and purchase a fan at a discounted price to be donated to the organization or can donate money directly to Area 10 on Aging.
Martz says the Fan Club normally runs from Memorial Day to Labor Day, but if the weather stays warm in Indiana longer, they will extend the program.
“We value our customers and our community, and we feel this is one way we can help out.”
—Wade Martz, Ellettsville True Value Hardware
Tanis Hardware owner Skip Tanis has an unusual hobby—restoring carousel horses. Tanis combined his love for carousels with his skills in woodworking to restore a collection of wooden horses the Seaside Heights Historical Society in Seaside Heights, New Jersey, had acquired. The horses will be part of an antique carousel that is also being fully restored, a three-year process slated to be completed this fall.
While he’s helping the community, Tanis is also preserving history, as only about 150 wooden carousels still exist in the U.S. He puts anywhere from 100 to 200 hours of work into each horse.
“Being a business owner myself, I love the business side of carousels, as well as the art side,” he says.
Akridge Farm Supply & Ace Hardware in Eddyville, Kentucky, hosts two fun family-friendly events where kids come into the store to make a flower pot for mom and tool box for dad. Owner Paul Akridge says last year the Mother’s Day event brought in over 150 kids and the Father’s Day event had over 250 kids. They gave away a themed gift basket at each event. “Both events were fun for the kids and our employees,” he says.
PODCAST Panel on the Pod
If you missed the 2022 Top Guns panel at the NHPA All-Industry Conference, head to YourNHPA.org/tcb-pod to listen now.
AWARDS
LISTEN TO THE INDUSTRY’S 2022 TOP GUN AWARD WINNERS
THE 2022 NHPA TOP GUNS WINNERS participated in a panel discussion at the NHPA All-Industry Conference last month. The conversation centered around their operations—how they differentiate, how they excite and retain customers and employees and what’s in store for growth. Read highlights here from each winner.
Stacy Bivona Vice President
“You need to create an enjoyable experience for customers when they’re shopping with you, on the telephone, meeting with a designer. We want to build customers for life, and experience is how we do that.”
Elliot Greenberg President & CEO
JC LICHT
“You have to love what you do to be good at this business. I love getting to know contractors and trying to fulfill their needs. I love the people I work with. We come together to serve customers and serve each other.”
Pat Sullivan President
SULLIVAN HARDWARE & GARDEN
“It’s really important to have unique items. I think sometimes retailers are afraid to buy oddball things. What’s your core? Hardware store. What else are you? You need to have a few things that you’re the very best at.”
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