Hardware Retailing June 2024

5 Ways Retailers Are Besting Obstacles to Progress Page 32

Top Guns Honoree Exceeds Goals

Page 42

Brush Up on Marketing for Paint & Sundries

Page 50

5 Ways Retailers Are Besting Obstacles to Progress Page 32

Top Guns Honoree Exceeds Goals

Page 42

Brush Up on Marketing for Paint & Sundries

Page 50

“The partnership that we have formed with their team from the first time we met, has been something special. The hours they spent listening to our needs and creating the ideal ‘stop in shop’ of fasteners was impressive. Their packaging, presentation and selection are the best, without comparison, so the choice was easy- Midwest Fastener”.

- Randy Saunders, Owner, Provision Ace Southern Pines

Exceeding Expectations. One Fastener Destination at a Time!

* Pictured, Store Manager Alex Wiseman

CONNECTIONS

HEADQUARTERS

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

Ned Green, Weider’s Paint & Hardware, Rochester, New York

EXECUTIVE VICE CHAIRMAN

Joanne Lawrie, Annapolis Home Hardware Building Centre, Annapolis Royal, Nova Scotia

DIRECTORS

Alesia Anderson, Handy Ace Hardware, Tucker, Georgia

Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri

Ash Ebbo, Clement’s Paint, Austin, Texas

Scott Jerousek, Farm and Home Hardware, Wellington, Ohio

Michelle Meny, Meny’s True Value, Jasper, Indiana

Michael Sacks, FLC Holdings, LaGrange, 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

COMING IN JULY

Beyond Brick & Mortar

In the July issue of Hardware Retailing, explore the data highlights and retailer stories about the independent channel’s approach to e-commerce. The data culminates in the 2024 Independent Home Improvement E-Commerce Study, the first measurement of the independent channel’s online strategy post-pandemic, published by the North American Hardware and Paint Association.

Hardware Retailing (ISSN0889-2989) is published monthly by the North American Hardware and Paint 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 © 2024 North American Hardware and Paint 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.

EXECUTIVE STAFF

PRESIDENT & CEO

Bob Cutter

CHIEF OPERATING OFFICER & PUBLISHER

Dan Tratensek

CHIEF FINANCIAL OFFICER & EXECUTIVE VICE PRESIDENT, BUSINESS SERVICES

David Gowan

EXECUTIVE DIRECTOR, ADVANCED RETAIL EDUCATION PROGRAMS

Scott Wright, swright@YourNHPA.org

EXECUTIVE DIRECTOR, MARKETING, SALES & PARTNERSHIPS

Whitney Mancuso

CONTENT AND PRODUCTION

317-275-9400, editorial@YourNHPA.org

SENIOR CONTENT MANAGER

Lindsey Thompson, lthompson@YourNHPA.org

RESEARCH & ENTERPRISE CONTENT MANAGER

Melanie Moul, mmoul@YourNHPA.org

CONTENT COORDINATOR

Jacob Musselman, jmusselman@YourNHPA.org

GRAPHIC DESIGNER

Autumn Ricketts

GRAPHIC DESIGNER

Olivia Shroyer

PRODUCTION MANAGER

Austin Vance

PRODUCTION & DESIGN ASSISTANT

Samantha Mitchell

SALES & PRODUCTION ASSISTANT

Freda Creech

MARKETING COORDINATOR

Nathan Piper

SALES

NATIONAL SALES MANAGER

Greg Cole gcole@YourNHPA.org | 317-775-2206

ASSOCIATION PROGRAMS

800-772-4424, NHPA@YourNHPA.org

DIRECTOR OF MEMBER OUTREACH & EVENTS

Katie McHone-Jones, kmchone-jones@YourNHPA.org

DIRECTOR OF ORGANIZATIONAL DEVELOPMENT & CONSULTING

Kim Peffley, kpeffley@YourNHPA.org

TRAINING MANAGER & EDITOR

Jesse Carleton, jcarleton@YourNHPA.org

RETAIL ENGAGEMENT SPECIALIST

Renee Changnon, rchangnon@YourNHPA.org

Goals to Grow

If you’re not actively growing, you’re likely diminishing. Hear from fellow retailers who bust common excuses for avoiding growth and share the ways they overcome the challenges of expansion.

With 50 years of experience in the independent paint industry, Ricciardi Brothers general manager and Top Guns honoree Glen Morosohk has focused on growth and has succeeded. Learn how he took the company from four locations to 47, and why he wants to continue growing.

From keynote speakers and retailer panels to breakout sessions with industry experts, learn more about the educational opportunities available to attendees of the Independent Home Improvement Conference in Marco Island, Florida.

BUSINESS STRATEGY

Thinking About Market Expansion? Jim Robisch

RETAIL OPERATIONS

Something’s Fishy

Jared Brown

RETAIL INNOVATION

Different Paths, Same End Goal Rob Mathews

MARKETING MINUTE

Validating Your Work Stacy Bivona

See how one operation uses social media to connect and engage with potential customers and share about the robust paint department the store offers as a complement to its other product categories.

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EDITORIALLY

SPEAKING Lindsey Thompson

“Growth can come quickly or be a longer process, but it’s crucial to continually evolve.”

FROM THE EDITOR

I Mustache You to Grow

AFTER FIVE SEASONS OF COACHING fifth through eighth grade girls basketball, this past season I shifted and coached sixth grade boys basketball. There were a lot of differences between coaching boys and girls, but a lot of similarities too—a love for the game, a desire to grow and learn and a wish to have fun with their friends.

One of the biggest differences was the wide range of growth—physical and emotional—among all the boys on my team and the teams we faced.

We showed up at one tournament and there was a sixth grader on one of those teams who was over 6 feet tall, and he had a mustache! Whether he was held back or they just grow them bigger in southern Indiana, he and his also-tall teammates were definitely the biggest opponents we faced all season. There were several times where the other team would literally reach over my boys for a rebound or to put back a shot.

During one timeout, when my boys were looking particularly defeated, I reminded them that even though they couldn’t out-height this team, they did have their own advantages, particularly speed and an intense defense. That reminder was what they needed to play to their strengths, and even though we didn’t end up winning, we were able to keep it close.

That whole experience got me thinking about growth in the independent channel. Growth looks different for everyone and every operation develops its strengths at different times, but you always have to continually desire to grow and do your best. Growth can come quickly or be a longer process, but it’s crucial to continually evolve.

In this issue, starting on Page 32, we hear from five retailers who share about the struggles and challenges they face in growing their operations. Each of their growth journeys looks a little different. Some are growing within the one or two stores they already have while others are aiming for a large chain of locations. Regardless, the goal is the same: Just keep growing.

It won’t be long before my team is taller than me, but as they grow at their own rates, I want to continue teaching them to lean on their strengths. The same should hold true for your operation too—grow at your own pace. What is important is that you are making progress.

The mustaches will come soon enough.

Lindsey Thompson Senior Content Manager

TAKING CARE OF BUSINESS

CONNECTIONS

Send Dan a Message dant@YourNHPA.org

Dan Tratensek

“Focus on what you do with the cards you’re dealt, not with the cards you wish you had.”

FROM THE PUBLISHER

Embracing Stoicism

OVER THE LAST SEVERAL YEARS, I’ve watched the world change around me, endured the loss of loved ones, suffered with everyone through a global pandemic and started feeling my age.

This has led me on a personal search for guidance, support and answers. It might sound odd, but one thing that I found comfort in was recognizing the fact that I’m not unique. Sure, the actual situations in my life are unique to me, but the emotions, questions and often the solutions to my problems aren’t.

The idea that none of us are truly unique is very apparent when you start examining different philosophies and religions. These concepts written about thousands of years ago are still relevant today, and over the past several years, I’ve focused a lot of my reading on one particular branch of philosophy—Stoicism.

One of the foundational principles of Stoicism is that we can’t control the conditions that surround us, we only control how we react to those conditions. A common example to explain this principle is to ask, “What makes a professional poker player better than your average Joe? Is it that he always gets the best cards or is it what he does with the cards he’s dealt?”

I think we all know the answer.

Whenever I talk to retailers about growing their business, I tell them to focus on the things they can control. You can’t control interest rates, and you can’t control whether they build that new strip mall on your side of town. But you can control your payroll, investment in training and your willingness to embrace technology, among many other topics.

Focus on what you do with the cards you’re dealt, not with the cards you wish you had. There’s something liberating about realizing that the questions you have about life or your business aren’t unique to you. I’ve found guidance in writings thousands of years old from people who were dealing with the same issues I am today. Running your business is no different. The challenges you face are likely not unique. So, to find answers to those challenges, try reaching out for guidance from others.

In a couple months, you will have a fantastic opportunity to do just that at the Independent Home Improvement Conference (IHI Conference) on Aug. 27-29 in Marco Island, Florida. More information can be found at ihiconference.org. There will be hundreds of other retailers, vendors and distributors at the event, all willing to discuss the cards they’ve been dealt and how they have worked to turn those into a winning hand.

While I cannot promise there will be men and women walking around the IHI Conference in togas—although it could happen—I can promise there will be retailers ready to share their experiences and wisdom, so please join us.

Dan M. Tratensek Chief Operating Officer & Publisher

Where You Stand

Take part in the 2024 Cost of Doing Business Study and see how your operation stacks up compared to other businesses. Learn more at YourNHPA.org/codb.

Meet Jim

Jim Robisch has been working in the home improvement channel for over 40 years. He recently retired from The Farnsworth Group, where he was a senior partner and adviser focusing on retail research and consulting. He directed retailer and wholesaler services activities for the firm, including customer intelligence, brand image and positioning, market expansion, customer satisfaction, growth and strategic planning. Jim has worked with more than 1,000 independent retailers and over 50 of the top industry chains and the largest wholesale groups. He has evaluated over 1,000 trading areas and visited over 10,000 stores. In retirement, Jim remains active with consulting work and serving on numerous industry and non-industry advisory boards.

EXPERT INSIGHTS

Thinking About Market Expansion?

Most independent home improvement retailers are continually pursuing growth. This growth is often related to some type of market expansion activity within the operation.

Market expansion can take on many dimensions. It can be expanding the size of an existing store, relocating a store, an acquisition, a new store, energizing a web presence and capabilities or adding services or products. The list can go on and on.

Let’s look at a process approach and considerations for independents contemplating a store expansion, a new store or an acquisition.

This process starts with objectively examining where and what you are. Establishing your current situation and capabilities are critical first steps in this approach. Going through a thorough self-evaluation enables you to clarify your needs and objectives. This evaluation should include a deep dive analysis of revenues, sales trends, category sales and profit performance. It should also assess your debt, organizational structure, the strengths and weaknesses of your team, your facilities and location.

Beyond just good or bad, you need to rate the quality of each. I prefer using a 1-10 rating scale because it shows the variance between the elements being rated. You also need to gauge your brand image and penetration. “Voice of the customer” feedback can be brutal. It can also be most invaluable when trying to pinpoint opportunities and shortcomings for your business.

Get assistance from outside experts to ensure objectivity. This could include your accountant, financial advisor, attorneys, suppliers and other dealers.

Overall, I recommend that companies look first at growth opportunities that exist within their current situation. Increasing traffic (both store and website), raising closure rate and increasing transaction and ticket size will be less costly than relocating, adding space or opening or acquiring a new store. These paths to growth are perhaps not as glamorous as a new store, but are typically a cheaper path. This is especially true with today’s high interest rates, impacting almost every aspect of doing business.

Following this process when you’re thinking about market expansion can be very enlightening. It shows you what you’re capable of doing today with what you already have. It also helps you determine whether it’s time to pursue growth outside of where you are today.

I’ve worked with many companies that for whatever reason were hellbent on adding space, whether a new store, better location or an acquisition. They weren’t optimizing what they already have (had). I caution against falling into that situation.

Until next time.

Jim Robisch Senior Partner & Adviser, Ret. The Farnsworth Group

RETAIL OPERATIONS

OPERATIONS

Find Financial Savvy

Build key financial management skills with NHPA’s Foundations of Financial Management program. Learn more at YourNHPA.org/foundations

Meet Jared

Jared Brown is the director of business intelligence for The Aubuchon Co. He has a degree in kinesiology and biomechanics from Miami University and came to Aubuchon in 2015 from the banking world. Jared grew up in Ohio and moved to Massachusetts in 2012, where he currently lives with his wife and daughter. At Aubuchon, he is involved in inventory planning and forecasting, margin management and retail pricing and process improvement and operations. Jared has been integral in streamlining and modernizing Aubuchon’s inventory management strategies after the company closed its distribution operations and transitioned to a supplier-based model.

CONNECT

Email jared.brown@aubuchon.com

LinkedIn Jared Brown

RETAILER INSIGHTS

Something’s Fishy

Good management of our inventory takes a lot of experience and focus. Behind our people and real estate, inventory is our next most precious asset. Taking care of our inventory is to take care of our customers, our margins and the heart of the business itself.

I attended my first full inventory count when I was around 14. My dad worked at a small manufacturing facility in Ohio. Since I was paid in pizza and largely a nuisance, they gave me the grimy task of counting a lot of dusty products in bins. I remember eating Donatos and asking my dad about the inventory tags from the prior year I found while counting.

“Son, you found fish. There’s LIFO, FIFO and FISH. Last in, first out. First in, first out. That’s first in, still here.”

In my time with The Aubuchon Co., and while working with acquired stores, I’ve had the privilege to peek in many different point-of-sale systems. I can’t tell you how many times I found product where the first delivery date is the same as the last delivery date. In fact, it’s one of the first things I look at when working in a new store. Sometimes this happens due to an ordering error or it was an overconfident buy. Maybe it was a case pack that exceeds your annual sales. Regardless of how it happened, it’s our responsibility to correct it.

Our business is full of necessary evils, some slow-turning inventory and challenges. However, every year we see new products, new opportunities and are given a chance to try new things. A strong case can be made for minimizing those unproductive areas to make room for new productive opportunities.

Old fish start to stink. It’s true of the animals and the inventory. Whether due to neglect, sunk cost fallacy or just pride, we all hold onto things that generate no value. There’s nothing to be ashamed of, but it does no one any good where it is today.

Don’t leave your fish to rot. Move it. Throw it in the dumpster. Give it away. Clean out your rusty and dusty. And to quote my dad one more time: “When in doubt, throw it out.”

Jared Brown Director of Business Intelligence The

Aubuchon Co.

RETAIL INNOVATION

EDUCATION

Leadership Know-How

NHPA’s Retail Management Certification Program focuses on learning skills to grow sales and profits. Learn more at YourNHPA.org/rmcp

Meet Rob

Dr. Rob Mathews specializes in how to build highly effective teams. His teaching style combines theory of human capital development mixed with practical knowledge that comes from previously owning a home center and growing up in his family’s chain of hardware and grocery stores. At Ball State, Mathews teaches a wide range of entrepreneurship courses, including business planning, decision-making, management ethics and finance. Mathews was part owner of San Marco Realty Inc., a retail home improvement business and real estate company, where he led a complete remodel that resulted in a more than 200% increase in revenue. Mathews was also owner and managing member of 67 Realty LLC, a retail home center and property management company, where he managed all strategic activities of the business.

Email rmathews@bsu.edu

LinkedIn Dr. Rob Mathews

EXPERT INSIGHTS

Different Paths, Same End Goal

Higher education is a heavily debated topic these days, as people question the ROI of a four-year degree and whether traditional paths are the right fit. I have a unique perspective. I grew up in the family home improvement retail business and went the traditional four-year university route because that was what I was “supposed” to do. After I graduated, I joined the family business. While I never thought I would pursue a graduate degree, a few years later I found myself leaving and enrolling in a MBA program while working for the university where I was pursuing my advanced degree. But something in me yearned to get back into home improvement retailing, so my wife and I launched a home center in 2006. Soon after, the university asked me to come back and teach, promising to work with my schedule as a business owner. I also pursued my doctorate at this time while working full-time at the university and running the store. Sounds like a lot, I know. On top of this, it was at this time 12 years ago when I became heavily involved teaching in the North American Hardware and Paint Association’s (NHPA) Retail Management Certification Program when it launched.

This experience, coupled with my higher education pursuits and love of home improvement retailing, has given me some unique perspectives on the different options available for continuing education.

As a business owner, when I first started my home center, the industry did not have the advanced training programs available today. We had to grind it out back then, learning things the hard way. Thanks to NHPA, the industry now has valuable educational tools and resources, like the Retail Management Certification Program and Foundations of Retail courses, that provide an industry-focused, college-level education, along with invaluable networking opportunities for students who attend.

As a professor, I know firsthand that a four-year college is not for everyone. I interact with students every day who are not oriented for higher education. From my own experience, I know that many college classes are not practical in stimulating and preparing you for the real world. While college does provide a chance to meet new people and gain new perspectives, it often comes at a high price and can delay the start of a career.

Finally, becoming a Retail Management Certification Program instructor has been one of the most impactful things I’ve ever done in my life—building and delivering programs that have a direct impact on students. I can’t express how highly beneficial this would have been when I was a retailer. The growth I see in students who participate is transformational. Many former students who went the four-year college route (some even had their MBA) have told us they got more out of attending the program because it was focused on their industry and what they need to know for their chosen career as a retailer.

The advice I would give to someone contemplating the pursuit of higher education is to consider your career goals and the different options available, including cost, time investment, career delay, networking opportunities and the applied learning potential of each. Education should be a personal choice guided by your goals and the obstacles and opportunities in front of you. But regardless of which path you choose, always remember that it’s never too late to engage in the learning process.

Dr. Rob Mathews

Assistant Teaching Professor of Management and Leadership

Executive Director of Entrepreneurship Center, Entrepreneurial Leader Institute Ball State University

Creative Marketing

NHPA offers a number of marketing resources to promote your operation at YourNHPA.org/marketing-guides

Meet Stacy

Builders was founded in 1977 by Stacy’s father Myron Andersen. Stacy serves the company as CCO and second generation owner, running the company alongside her brother Chad Andersen. Her vision and strategy while managing the business is winning customers, motivating team members and crucially, figuring out ways to remove the challenges that stand in the way of the company’s success. Stacy traded her career in fashion and design for a career in the home design and construction industry. Stacy has held roles in sales, design, purchasing, advertising, marketing and management at Builders. Her favorite part of the job is the people, both the customers and her Builders family.

RETAILER INSIGHTS

Stop, Collaborate and Listen

First off, for those of you reading who immediately heard Vanilla Ice lyrics going off in your head, congratulations. You are my people; we most likely are best friends and just don’t know it yet.

In this edition of deep thoughts by Stacy, I bring to you the reminder of validation. It’s important to validate that the products and services we are providing are relevant to our customers and is what they want and/or need from us. As we all know, consumer preferences can shift rapidly. Validating the demand for your offerings is not just a good idea—it’s imperative.

Understanding customers’ needs is critical. There are many ways we naturally understand these needs, including a long history of doing business, intuition, vendor feedback, etc. We tend to understand what the needs are of some of our longest customers before they even know it. Intuition tells us there may be additional products and services to add to our mix without a request to do so. And thank goodness for our incredible vendor partners who are consistently enhancing the product selections to the betterment of our industry standards. But, this is not the best way to validate that the potential products and services we bring into our stores will turn into a sale. Just because I like it, doesn’t mean it is right for our customers. In many situations, we would like to react quickly and make the decision now. However, we need to take a beat to “stop, collaborate and listen” to our customers. We’ve got a variety of customer segments at Builders to cater to, but there’s one golden rule that holds true for all: tapping into the feedback from each segment’s focus groups is paramount.

Let’s say we’ve got a category that’s not pulling its weight. Sure, we could crunch sales data and scope out the competition’s pricing, but those are just surface-level cues. What we really crave is the “why” straight from the horse’s mouth. Are we missing the mark on selection? Pricing? Maybe our inventory is not hitting the spot, or perhaps the product line itself just isn’t hitting home with our customers. Instead of cooking up our own theories, we cut to the chase and dial into our primary customer segments for some straight talk.

In today’s customer-centric world, validating products and services based on customer demand is non-negotiable. It’s all about understanding their needs, dodging bad inventory bullets and nurturing those trust-filled, loyal relationships. That’s the recipe for long-term success and profitability. By putting customer validation front and center, we ensure our offerings hit the mark for every segment, ramp up satisfaction and pave the way for even more growth and green in the bank.

Stacy Andersen-Bivona Chief Culture Officer Builders Warehouse

EDUCATION Communication Counts

The Everything DiSC® assessment measures your employees’ communication preferences so you can create a more cohesive work environment. Learn more at YourNHPA.org/disc

Learn From Customer Feedback

How do I get my team to consider customer complaints as an opportunity to improve?

—East Coast store owner with two stores

We all know that crushing feeling when you have helped so many people but then one person is upset—it can ruin your day. I have several memories etched in my head. I once couldn’t find a key for a customer, and they left my store upset. As the customer walked out, I found the key he needed and ran after them.

This incident still haunts me today—not because I was wildly running across the parking lot, but because I upset a customer, missed a sale and may have lost that customer for good. After that incident, I then focused on how to improve that process and worked with my team to improve on the successes we had.

Turning customer complaints into opportunities for improvement is a game changer for any business. Here are some tips to help your team embrace that mindset:

• Lead by example and openly discuss complaints as learning opportunities.

• Help your team understand the importance of addressing complaints positively, not just for customer satisfaction but for overall business success. The customer is giving us an opportunity to correct the mistake.

• Invest in training sessions focused on communication skills, problem-solving and empathy.

• Provide your team with the tools, resources and support they need to handle complaints effectively. Practice dealing with situations that might cause problems.

• Encourage open dialogue and brainstorming sessions where everyone has a voice in finding solutions.

• Share the complaint, what we learned from it and how we are going to make it right going forward.

• Recognize and reward positive behavior, celebrating any and all successes and milestones achieved through customer feedback.

• Encourage your team to make decisions—and give them the opportunity to do so. Some stores I have worked with give the employees a “make it right” budget.

• Create a culture that celebrates progress and encourages continuous learning and growth.

By implementing these strategies, you can create a team culture that sees customer complaints as valuable opportunities for learning, growth and ultimately, business success.

Getting your team involved in creating the solution to customer problems will enhance the employees’ engagement and drive customer satisfaction. It’s truly a win-win.

Now, let’s go out and make a difference in someone’s day today!

Kim Peffley Director of Organizational Development & Consulting North

Hardware and Paint Association

Kim Peffley is the director of organizational development and consulting with the North American Hardware and Paint Association (NHPA). With 30 years of retail experience, her management and leadership knowledge enables her to offer professional training covering many aspects related to effectively leading a team in a home improvement retailing environment. Peffley leads retailers through comprehensive organizational change to improve internal communications and create stronger teams.

Supply Chain and Inventory Management: A Growing But Addressable Problem

SURPASS INDUSTRY STANDARDS AND DRIVE PRODUCTIVITY AND PROFITABILITY

EVERY RETAILER WHO SURVIVED the pandemic knows how vulnerable they are to supply disruptions. And, those disruptions don’t just wreak havoc on inventory levels. They can change buying habits, brand preferences and loyalties.

Disruptions aside, smart retailers are looking for assistance in balancing inventory levels to meet fluctuating demand without overstocking or understocking. For those in the hardware and paint spaces, the absolute number of SKUs makes this even more challenging. Add the fact that customers in this space are coming to stores because they need products now, so out-of-stock means out-of-luck because they’ll go elsewhere to find it ‘in-stock.’

Can independent retailers improve forecasting,

Right Product

It’s not just about the top SKUs. It’s also about identifying suitable alternative brands and suppliers to ensure meeting customer needs. “We know what you need and make sure we have it.”

Yes, it’s possible to optimize inventory. 4R customers turn top-performing SKUs 5+ times/year versus the NHPA estimate of 2.7 times. They experience stockouts 3-5% of time versus industry standards of 10-20%. And, they do a better job of driving profitability and delighting customers.

replenishment and accuracy on their own? In our experience, no. Because the inventory analytics needed for demand forecasting for every SKU from every vendor considering lead and freight timing, changing customer demand, weather, economy, seasonality and more requires specialized skills. That’s why more independents are embracing Planning as a Service (PaaS) and why more are turning to 4R for inventory management.

The 4R principle focuses on the right product, in the right place, at the right time, in the right quantity. Combining artificial and human intelligence, retailers can to take control of demand streams, make better decisions and increase efficiencies and revenue. And, it enables them to improve customer satisfaction.

Right Place

Ensure the right flow to the right stores and in consideration of the buying patterns of that store’s customers and the socioeconomics of their locations. One-size-fits-all never delivers a custom fit.

Right Time

Utilize advanced planning and forecasting tools to enable retailers to anticipate patterns in demand, ensuring that inventory levels are optimized to avoid over/understocks.

Right Quantity

Too much or too little = too bad. Become more productive and profitable with a solution that utilizes real-time sales data, trend analysis and automated reordering processes, predicting demand with high accuracy, and optimizes stock levels within top moving and seasonal offerings.

Scan the QR code to learn more about 4R Systems

RESEARCH Plan for Tomorrow

The Cost of Doing Business Survey is now open. Participate today and receive a free copy of the 2024 edition of the study. Learn more at YourNHPA.org/codb

TRENDS

BENCHMARK YOUR BUSINESS

3 METRICS YOU SHOULD BE TRACKING

AS AN INDEPENDENT OPERATOR, you have the advantage of being able to make strategic changes more quickly than your big-box competitors. By tracking key performance indicators across your operation, you can be sure your operation is in peak performance—or you can quickly address shortcomings.

One tool that is invaluable for any independent retailer is the annual Cost of Doing Business Study, produced by the North American Hardware and Paint Association (NHPA). See three vital metrics below from the 2023 edition, and head to YourNHPA.org/codb to learn how you can access the 2024 study for free.

Transaction Size

This metric is one everyone in your business should understand because everyone can contribute to improving it. It’s one of the most effective ways to increase top-line sales. Incremental increases in transaction size can lead to better overall performance.

Sales Per Employee

One metric that can be tracked alongside transaction size is sales per employee. This metric is critical in determining the overall productivity of your team, and you can also compare it across departments to see which areas of your business may need more training or additional staff.

Payroll Expense

Payroll likely makes up one of your biggest expense items, and labor costs are becoming increasingly more difficult to control. Because of how big an expense payroll is, even small changes can have a major impact.

How does your operation stack up?

Typical hardware store: $33

High-profit hardware store: $38

How does your operation stack up?

Typical hardware store: $228,751

High-profit hardware store: $300,955

How does your operation stack up?

What’s the impact?

For a typical operation, increasing transaction size by just $1 represents an annual sales volume increase of over $120,000. For high-profit stores, the difference is about $77,000. Head to YourNHPA.org/transaction for tools to help improve this metric in your operation.

Note: High-profit companies are determined by ranking all participating operations based on net profit before taxes. High-profit companies represent the top 25%.

What’s the impact?

A point of interest with these metrics is that high-profit operations only had one more full-time employee on average than a typical hardware store, and yet sales per employee were nearly 32% higher. This suggests high-profit operations have a firm grasp on employee productivity and invest in selling skills training. Find resources at YourNHPA.org/academy

What’s the impact?

The difference between a typical operation and a high-profit one equals about $61,000 in profit. You can control payroll expenses by keeping a close eye on overtime and ensuring you align staff on the floor with store traffic needs. Learn more about ways to balance payroll at YourNHPA.org/payroll

Get an inside look at the 2024 Retailers’ Choice Awards at the National Hardware Show at hardwareretailing.com/retailers-choice

2024 Retailers’ Choice Awards

NEW INNOVATIONS FOR YEAR-ROUND PRODUCT MIXES

For the past 58 years, the Retailers’ Choice Awards, presented by the North American Hardware and Paint Association, have highlighted the best products on display at the National Hardware Show. The Retailers’ Choice Awards differ from most award programs as the judges’ panel is exclusively independent home improvement retailers who know best about what sells in the channel. The judges walk the show floor looking for those products they feel would be bestselling options in any independent operation.

This year’s panel included:

• Tiffany Baum, City Mill Hardware

• Jay Engler, Busy Beaver Building Centers

• Cody Goeppner, Valley Wide Cooperative

• Adam Gunnett, Busy Beaver Building Centers

• Karen Mayer, Busy Beaver Building Centers

• Helen McDaniel, B&B Hardware & Rental

• RJ McDaniel, B&B Hardware & Rental

• Dalton Meny, Meny’s True Value

On the following pages, discover the products retailers felt had the most potential to excite customers and boost sales in their operation.

Portable Grill

The Kenmore 2-Burner Portable Gas Grill is a compact and powerful grill with 343 square inches of grilling space, 14,000 BTUs and convenient features like a warming rack, temperature gauge and slide-out grease tray. Foldable legs, side latches and carrying handles make it easy to transport. It is compatible with 20-pound propane tanks and perfect for camping, road trips, tailgating, outdoor parties and more.

PERMASTEEL | permasteel.life

Shower Filter

The Voesh Vitamin C Shower Filter eliminates chlorine and water impurities. Infused with vitamin C, vegan probiotics, oatmeal powder, hyaluronic acid and an essential oil complex, it goes beyond purification to nourish and protect both skin and hair. The Vitamin C Shower Filter can be used up to 110 times, depending on shower length. It is available in five scents: Clean Ocean, Lavender Land, Citrus Crush, Blossom Bliss and Rainforest Mist.

VOESH NEW YORK | voesh.com

Leaf Blower

The SENIX X6 60-Volt Max 810CFM Blower goes from 0 to 170 miles per hour with the squeeze of a trigger. It has a powerful brushless motor, variable speed trigger and cruise control for precision and comfort. The blower comes with a 4.0Ah Lithium-ion battery and charger ready to work straight out of the box.

SENIX TOOLS | senixtools.com

Removable Paint

Unpaint by Glasst is a removable, versatile, eco-friendly and easy-to-use paint that comes in over 50 colors. No more committing to a paint color—simply peel off your paint and try a new color. Unpaint can be brushed, rolled or sprayed on.

GLASST | glasst.co

Photo courtesy of Permasteel

Photo courtesy of VOESH New York

Flashlight

Police Security’s Twin Power® is a patent-pending flashlight that allows users to toggle between primary rechargeable power and alkaline battery for backup power. The Twin Power flashlight operates with a single cartridge, housing both a built-in charger and alkaline batteries with level indicators on the handle showing how much power remains.

POLICE SECURITY FLASHLIGHTS | policesecurity.com

Illuminated Pavers

Through patented manufacturing techniques, Glow Path Pavers feature embedded Glow Stone aggregate, which is used to light pathways, driveways and sidewalks at nighttime. The textured surface resists deicing salt, chlorine, mild acids and gasoline or oil. These pavers are manufactured in various styles and sizes.

GLOW PATH TECHNOLOGY | glowpathtechnology.com

Misting Water Bottle

The ExtremeMist GoMist is a stainless steel water bottle with a battery-powered micro misting pump in the cap, providing ultra-fine mist at the touch of a button. The water bottle is available in three colors and the lid is compatible with other wide-mouth water bottles.

EXTREMEMIST | extrememist.com

Photo courtesy of Glow Path Technology

Mouse Trap

DoomBox® is an enclosed mouse trap made for campers, RVs, boats and other places where traps are not checked regularly. DoomBox is certified child resistant, helping to keep children and pets away from the trap or dead mice. It is also reusable, allowing for multiple catches, and is made in the U.S.

JAMESTOWN PLASTICS | doomboxtraps.com

Tool Belt Module

Handcrafted from full-grain leather, the EDC Tradesman Modular Tool Carrier System is designed with the end-user in mind, scaling with the end-user as the job evolves. The user has the option to mix and match attachments, and current options are designed for a variety of carpentry and electrical applications.

1791 GUNLEATHER | 1791gunleather.com

Edger Guard

The Cut-N-Edge Pro comes in bright orange or black and allows users to paint edges with precision by holding brush bristles in place and keeping them together. It can be hooked to paint cans for clean storage.

BOXTOWN TEAM | boxtownproducts.com

Photo courtesy of Boxtown Team

Electric Smoker Grill

The Bradley Electric Smoker Grill from Bradley Smoker is a versatile outdoor grill and smoker. This portable smoker grill requires only 15 amps of power, offering the same convenience and flavor of a full-size smoker or grill. It can be set up anywhere space is limited or open flames are not permitted, allowing grilling and smoking foods without any restrictions.

BRADLEY SMOKER | bradleysmoker.com

Paintbrush Cleaner

Simplify cleanup with the Brush Skrub cleaning tool. This tool not only keeps hands dry during cleanup but also acts as a self-contained, 3-in-1 solution—it conditions and preserves the brush while effectively removing residual paints. No more messy cleanups with an efficient painting experience.

BRUSH SKRUB | brushskrub.com

Paint Cap

Portable Battery

The Lion Prowler™ from Lion Energy is a portable power unit that provides wireless charging for many smart cell phones and USB devices and also has a flashlight and a lamp. It can be plugged into any USB device that needs power and is easy to transport, lightweight and fits in a back pocket, backpack, carry bag or clipped on with a carabiner.

LION ENERGY | lionenergy.com

The Easy Open is designed to simplify the opening and re-opening of screw caps for 5-gallon paint buckets. Made in the U.S. and engineered to fit securely around the 3-inch cap, it features user-friendly thumb tabs, eliminating the frustration of stuck or sealed caps. Place the Easy Open onto the cap and turn the opening using the finger tabs. The opening method ensures that both the cap and the seal’s threads remain intact, preventing damage and enabling continuous container use.

KRS CORPORATION | krscorporation.com

Double-Sided Square

The Rapid Rafter is a double-sided square that reduces the amount of time for measurements by allowing for simultaneous marking on both sides of the board, which increases accuracy. It also folds flat for easy storage.

RAPID RAFTER | rapidrafter.com

Bucket Organizer

Made in the U.S. using recycled post-consumer plastic, the Bucket Organizer from Pak1 Plastics fits all standard 3 ½- and 5-gallon buckets found at many home improvement stores. It features several slots and trays for holding tools, bolts and other job site necessities.

PAK1 PLASTICS | pak1plastics.com

Planting Pot

Smart Pot® Fabric Planters are a replacement for the traditional hard-side containers and help plants thrive, promoting root health and vigorous plant growth for bigger, more abundant vegetables, flowers, plants and herbs. Available in multiple sizes and colors.

HIGH CALIPER GROWING | smartpots.com

Portable Cooling System

The ExtremeMist 2-n-1 Portable Misting Fan allows users to continue their outdoor activities and beat the heat. The portable system can be plugged in, precharged or used with the included solar panel, no water spigot or electrical outlet required.

EXTREMEMIST | extrememist.com

Photo courtesy of Smart Pots

Rope Dispenser

Rapid Rope is a convenient and compact way to store and access rope when needed. The canister is weather-resistant and shatterproof and perfect for the car, boat or garage. The included rope can sustain up to 1,100 pounds.

RAPID ROPE LLC | rapidrope.com

Convertible Bench

The Convert A Bench is a versatile seating solution that transforms from a spacious bench to a three-person table in seconds. Crafted with rugged, all-weather and maintenance-free resin and vinyl, it’s exceptionally strong and durable for indoor and outdoor use. It is perfect for enhancing any space from patios and porches to balconies and RVs. With seven color options and various cushion and pillow styles available, it offers customizable comfort and style and a 1,400-pound weight limit.

Scented Candles

These licensed scented candles harness the brand equity from some of the most iconic baked goods and confection brands. These domestically sourced fragrances are created using state-of-the-art flavor matching technology. Some scents feature smells from Hostess Brands, Hershey Brands and Just Born Brands. Scents include Twizzlers, Twinkies, Mike & Ike, Reese’s Peanut Butter Cups and Hershey S’Mores.

INTERNATIONAL WHOLESALE | internationalwholesale.com

Grilling Bag

Egg Cleaning Kit

The Full Eggcellent Kit from GoodEgg Stuff features one small and one large GoodEgg Brush and a 12-ounce bottle of egg wash. The brush is designed with over 650 silicon nubs to scrub your eggs effectively and efficiently. The egg wash breaks down organic contaminants with naturally derived enzymes.

GOODEGG STUFF | goodeggstuff.co

The McCormick Grill Mates Foil Grilling Bags help season food easier and faster. Simply put what you want to season in the bag and set it on the grill. When the bag is sealed, the steam is trapped within the bag, keeping your meat juicy. The bags can also be used in the oven.

INTERNATIONAL WHOLESALE | internationalwholesale.com

Air Conditioner

The Cool Living Mini Split Air Conditioner offers cooling comfort without the bulkiness and noise of other larger units. This quiet unit has customizable settings, including a turbo mode to maximize your comfort. The air conditioner is energy efficient and features a dehumidifier and filtration. It is available in 9,000 to 24,000 BTUs.

COOL LIVING PRODUCTS | coollivingproducts.com

Portable Grill

The nomadiQ Grill weighs 12 ½ pounds and is the perfect grill to take anywhere, including picnics, road trips, camping and more. Each side features 110 square inches of grilling spaces with independent temperature controls, and when attached to a 16-ounce propane tank, can last up to three hours.

NOMADIQ PRODUCTS | nomadiqproducts.com

courtesy of CQ International

Photo

Fly Trap

The FlyPad from Rescue is a clean and simple way to attract and trap flies. FlyPad’s corrugated texture features glue-filled grooves designed to catch flies but the surface won’t stick to your fingers during setup and disposal. The FlyPad can be used both indoors and outdoors and is made in the U.S.

Plastic Barrier

ZipWall® is a reusable doorway barrier with a self-closing magnetic door that is made of high-tech fabric impervious to dust and has a clear plastic window. ZipWall covers a doorway up to 46- by 86-inches and the magnetic door can be placed to create an entry anywhere in the plastic barrier.

ZIPWALL | zipwall.com

Yard Trimmer

The Trimyxs offers a superior approach to traditional weed trimming and edging. It is the first-ever universal push lawn mower attachment that allows consumers to not only mow their lawn but also trim and edge at the same time.

TRIMYXS | trimyxs.com

Name: Brandon | Department: Managed Services | Years of Service: 7

"Brandon really went the extra mile and helped us resolve the server issues for our emails. Our purchase orders weren't going out. Brandon had an idea of what was going on and was able to x everything. I appreciate it." - Trish, Oregon Feed & Irrigation

With 44 years of experience supporting independent hardware stores, Paladin is an employee-owned company dedicated to making stores run better. Visit paladinpointofsale.com

Photo courtesy of ZipWall

Downspout Connector

TurnSpout is a residential downspout connector with a patented design that manages roof water drainage and makes landscaping, lawn work and contracting projects around your home efficient and easier. TurnSpout was designed to be installed once and to remain in place permanently, with the ability to rotate 360 degrees and be lifted or lowered 25 degrees, then back to its original position. It is made of durable, all-condition, weather-tested and high-density plastic.

TURNSPOUT | turnspout.net

Provides a game-changing solution for managing water drainage around homes, buildings and properties, a necessity today with the heightened concern over flooding and drainage in all communities.

Wall Organizer

OmniWall is a fully modular metal pegboard system.

The 18-gauge steel pegboard puts hammers, drivers, drills, wrenches and other hand tools within easy access on a wall. All the accessories were tested to ensure the user has a secure way to proudly display their tools. The OmniWall is available in six different colors.

OMNIWALL | omniwallusa.com

Modular Closet System

The Northern Kentucky Cedar modular closet system is an easy DIY project made from aromatic red cedar that adds natural scent to your space while maximizing storage and reducing clutter. The system is made in the U.S. from locally sourced lumber and includes shelving, organizers, wall paneling, shoe racks and cube storage. Originally designed for a closet, this system can go wherever organization is needed.

NORTHERN KENTUCKY CEDAR | northernkycedar.com

OPERATIONS

Growth Starts Here

There are steps you can take right now to get your operation on the path to growth. Learn more at hardwareretailing.com/grow-right-now

THRIVING, NOT JUST SURVIVING

5 Common Challenges to Growth and How to Overcome Them

BY LINDSEY THOMPSON

As the former college football coach and current sports analyst Lou Holtz once said, “In this world you’re either growing or dying, so get in motion and grow.”

The same adage holds true for the independent home improvement channel. If you’re not growing, you’re likely getting complacent or even worse, declining. But don’t panic—growth comes in different forms and methods, and one operation’s goals for growth do not have to match another’s objectives. What matters is that you are growing or making plans to grow.

According to projections from the North American Hardware and Paint Association’s 2024 Market Measure Report, the home improvement

1industry will experience a compound annual growth rate of just 1.3% through 2027. Organic growth will be harder to come by in the next few years, and retailers will need a growth mindset and ironclad growth plans to succeed.

Gathering input from around the industry and from retailers of all sizes and affiliations, Hardware Retailing compiled five common growth challenges retailers are facing and shares ways they are overcoming these obstacles to expand the channel. From not knowing where to start to not wanting to grow too fast, these retailers share how embracing what you know, creating scale and remaining committed to customers can help accomplish growth goals both big and small.

I don’t know where to start.

As you look to grow, start with the needs of your customers and your local market. Seek out opportunities to provide something others currently don’t offer. Rely on what you know and build on past successes in growth, no matter how small.

For Dave Ables—who owns Three Sons Hardware in Big Lake, Minnesota, with his wife Lori—the path of growth took on a decidedly nonlinear path, from Ohio to Minnesota, from selling only hardware to operating a store with hardware plus a lumberyard.

For the majority of his career, Dave was a corporate executive in transportation and moved the family frequently for jobs. By 2012, when the Ables’ sons were in grade school, they were looking for something to ground their family, so they purchased a hardware store in Minerva, Ohio.

Not long after, Dave was once again promoted and transferred to Arkansas. The family kept the store for a year after moving, but it ultimately became too much traveling back and forth, and they sold it to Busy Beaver Home Improvement Centers in 2019.

After selling the Ohio store, Dave and the family made another move, this time to Minneapolis. After the move, Lori was itching to get back into the hardware business, leading the couple to purchase a hardware store in 2022 in Big Lake, which became Three Sons Hardware. The couple immediately began looking for opportunities to buy more stores to expand their operation. Dave found Tri-County Lumber and saw a lucrative opportunity. It offered the Ables a chance to scale their business in a new way, provide products and offerings not currently available to their audience and bring in new customers.

“We sold our store in Ohio to Busy Beaver, which operates stores with a small hardware store footprint and building centers that have both hardware and lumber,” Dave says. “That concept intrigued me, and I thought it would be one we could make successful.”

Bringing a hardware and a lumber operation together has benefited both sides, Dave says. The Ables are working on adding a kiosk to the Three Sons Hardware location where customers will be able to see the lumber and building products and services available through Tri-County Lumber. Customers will be able to place orders through the kiosk and have everything directly shipped to their homes or to Three Sons Hardware from Tri-County Lumber.

For the Tri-County Lumber location, having access to hardware and home improvement products and services that lumberyards don’t typically carry helps the operation’s contractor customers. Dave says Tri-County Lumber has over 200 pro customers who can now shop on the Three Brothers Hardware e-commerce website and have products transferred to Tri-County for them to pick up there. This location also has a small section in the store stocked with power tools and other hardware items.

In terms of revenue and deliveries, Dave says the lumberyard does the same amount of sales in a week that the hardware store does in a quarter, but he appreciates the challenge.

“Having the partnership between the two stores is going to be an additional revenue stream for both operations,” Dave says. “We see good synergy there, and it will also give us a platform that as we grow and scale more smaller hardware stores, we can also provide building products and services.”

The Ables’ five-year goal is to operate 10 hardware stores that are 8,000 to 10,000 square feet and several 30,000 to 40,000-square-foot building centers to complement the hardware stores.

“We’re not going to play in the cities where there are big boxes but rather want to target those markets underserved by the big-box retailers,” Dave says. “When it comes to growth, we’re going to do it in a way that benefits our customers.”

A major contributor to the success of your growth strategy is building a team to support your goals. The Ables named their hardware operation Three Sons Hardware for their three sons, David, Sam and Nicholas, who they hope will one day take over the company. Currently, David works as a store manager at the Big Lake store, Sam is taking industry-related classes and working at Tri-County Lumber and Nicholas just graduated from high school.

Dave says he has identified several key players from Tri-County Lumber who he wants to tap into for leadership roles, and he will continue building his bench. Also key will be uniformity across all locations in terms of processes, employee compensation and benefits.

“Throughout my corporate career, I led teams at multiple facilities in varying regions of the country and have learned that communication and visibility are critical to ensuring team members working at off-site locations feel valued, informed and a critical part of the organization,” Dave says. “We’ll be sure our communication across all locations is the best it can be and we have leadership visibility across the board.”

Key Takeaways

Start with what you know and grow from there. 1

Lean into your customers’ needs to drive growth. 2

Put a team in place who believes in your growth. 3

Three Sons Hardware has grown thanks to owners Dave and Lori Ables leaning into what their customers need.

Wisdom Passed Along

Past Top Guns Award honorees share their insights and lessons learned for growing in the independent channel at hardwareretailing.com/top-guns-growth

2I am afraid to fail. Unfortunately, like any part of business, growth comes with risks and the possibility of failure. However, learning from those missteps is one of the best ways to grow.

A modern-day jack-of-all-trades, Isaac Weber has embraced growth and evolution to build not one but a handful of successful businesses—and he’s still growing. He’s grown through trial-and-error and a willingness to step out in faith. Plus, he’s not afraid to fail but rather learns from those experiences.

Weber started farming in 2015 in Archbold, Ohio, and added an excavation construction company in 2018. In 2020, another business opportunity came along, and Weber and his wife Leslie opened Temple Gym & Fitness, a 24/7 fitness center.

Not long after opening the gym, Weber joined a Bible study with the owner of Lugbill Supply Center, the local hardware store. At one of the meetings, the owner mentioned wanting to retire, and Weber told him he would be interested in buying the store.

“Later that day, he called me into his office and told me his wife had been praying that some local young guy would have interest in buying this place,” Weber says. “She was praying at the exact time Dave and I were talking. Some people might call that a coincidence, but I still get goosebumps when I think about it. I knew right then that was what I was going to do next.”

After that fateful meeting, for the next seven months, Weber worked on securing funding and closed on the deal in April 2022. From there it would be an uphill climb, but Weber was determined to succeed. Along with having no experience in hardware, Weber had to overcome the perceptions of the business. Lugbill Supply Center had been a part of the small town for over 50 years, but the physical building had never been updated inside or out, and the operation catered mainly to contractors with little DIY traffic. Immediately after he purchased the building, he was getting a haircut when his hairdresser, who had grown up in the town, told him she had never heard of the business.

“There are about 4,500 people in this town. I figured if she doesn’t know what this place is, I’m sure there are a lot more people who don’t know what the place is either,” Weber says. “That was a big motivating factor for me.”

He wasted no time remodeling the store in fall 2022, utilizing his wholesaler’s program that guides retailers in revamping stores.

“Our wholesaler had data showing how much we could increase foot traffic by undertaking a remodel,” Weber says. “I tried talking myself out of it because I knew it would be an expensive project, but I couldn’t get over how much it financially made sense.”

The remodel included replacing all the flooring and shelving, painting the ceiling and walls, updating the design center, refreshing the exterior and adding more space for lawn and garden.

Weber more than tripled the size of his fastener section and brought in software so his staff could do takeoffs more quickly for their pro customers. He is also planning on bringing in more outside sales reps to serve his contractors.

To bring DIYers into his store, Weber doubled the size of his lawn and garden department, added new product lines like knives and ammunition and revamped the store’s custom kitchen design center. He extended the store’s hours, advertised through radio ads, Facebook and Instagram and updated the store’s website, including adding e-commerce.

The lawn and garden center is now 3,000 square feet, offering additional space for new products, including electric mowers and outdoor power equipment, and providing more depth within those product categories.

The updates paid off. Weber says they have seen an average of 400 transactions a month and the average ticket has increased 39% since he bought the store. In his first six months of ownership, Isaac grew sales by 15%. In 2023, he grew sales an additional 20%.

“The renovation showed people that our store exists. It’s drawing them in, and they can see everything we have and that there’s no reason to travel to shop,” Weber says. “I’m pretty excited to see what happens going forward.”

Weber has his sights set on additional locations and building his DIY audience even more. Archbold is a small

Lugbill Supply Center owner Isaac Weber (left) takes a bold approach to growth, failing forward when necessary.

town in rural Ohio and residents often have to travel 50 to 60 miles to Toledo or Fort Wayne, Indiana, to shop. With the updated store and his plans for future locations, many of those customers can shop locally instead, Weber says.

In March 2024, Weber purchased a small lumberyard in a neighboring town and he wants to continue to serve pro customers in the best way possible.

“Our store is about halfway between Fort Wayne and Toledo,” he says. “I have a rail spur that runs here on our store property in Archbold. If I can add smaller facilities in the area, I can use our store here in Archbold as a hub. I can buy train cars of lumber at better prices and distribute them to smaller stores in the area. I can also sell big packages for building projects.”

The road to growth hasn’t been all smooth sailing. Weber says he struggled with staffing and having enough capital to fund all his ideas—but that hasn’t deterred his vision. He has focused on internal processes like pricing, margins and quality of product, and has made sure internal structures are in place for growth. Weber hired a full-time merchandiser and a yard manager and is building an outside sales team.

He also asks a lot of questions.

“I will ask a question 10 different ways to 10 different people until I’m comfortable with something and it makes sense,” he says.

Weber says you just have to step out and be fearless.

“You can’t base everything on the what-ifs,” Weber says. “I still want to know about the what-ifs, but if I hesitated every time I heard somebody say something about our economy collapsing or something else going wrong, I wouldn’t get anywhere. You can watch trends, and should be wise to that, but be bold in your decision-making.”

Key Takeaways

Rely

I don’t want to overextend myself or my operation. Growth can look like adding additional locations or simply increasing sales in your existing location; growth can include hiring new employees or adding new product categories. Whatever it looks like, growth should mean staying true to your operation’s values and committed to customers.

Brandon Donahue, owner of Westerly Paints Inc. in Westerly, Rhode Island, and Mystic Paints located in Mystic, Connecticut, began working in his father’s business

as a child. After graduating from Rhode Island College, he took over operations, and in July 2020, Donahue purchased a second location nine miles from the existing store. The additional location expanded his territory and increased profits by allowing for bulk purchases and the opportunity to join a buying group, making his stores more competitive and attractive to new customers.

“I always wanted to add another store, but what ultimately led me to the second location was how close it was to my first store,” Donahue says. “The strategy I had going into the multistore growth was to increase my territory to protect my store and expand to the neighboring communities.”

While Donahue has found success in adding an additional location, he is content with stopping there for now and growing in other ways. Adding more product lines and expanding existing ones has been one road to growth. He is also working on adding new accounts in their current territory.

“One lesson we’ve learned from growing in this way is not to sell against yourself,” Donahue says. “If you are making good margins and are familiar with the products you currently sell, there is no reason to start adding similar products to your store.”

Donahue is focusing on growing his staff and building a bench of employees so when the time comes to add another location, labor issues won’t hinder the growth.

When Donahue opened the second location, he moved one of his top employees at the first store to manage the second one and gave him autonomy to hire his own staff. He hopes to repeat that process as they open additional locations.

“In 10 years, I would like to see us with a strong staff that can operate without me needing to be as hands on,” he says. “If I can spend more time in the office, it would keep things more efficient, and we wouldn’t have to worry about being short staffed when someone called out.”

Donahue is also concentrating efforts on building company culture and leadership. Each of the store’s managers is given freedom to create the culture they want at their location that also includes elements of the overall company culture.

“This strategy involves constant communication between me and the managers from our two locations to be able to blend their vision with mine,” he says.

Westerly Paints owner Brandon Donahue (right) grows his operation by training the operation’s next leaders.

Growth by the Numbers

Financial expert Brian Misenheimer shares the ways retailers can finance growth for their operations at hardwareretailing.com/financing-growth

Keep It Flowing

NHPA’s Newest Educational Program Covers Cash Flow Conundrums

THIS FALL, the North American Hardware and Paint Association (NHPA) will launch a new educational program, which will guide retailers through managing cash flow to support growth and success. The classes will be led by Kim Peffley, NHPA’s director of organizational development and consulting, and Brian Young, small business consultant. Read their conversation here to learn what retailers will gain from the program.

Kim Peffley (KP): Tell us a little bit about your history in the hardware industry.

Brian Young (BY): My parents owned a small hardware and feed store in upstate New York. My grandpa bought the business in 1957, and my dad took it over in the 70s. When my family considered closing their business, I came back from college and took over.

In 2009, I won the NHPA Young Retailer of the Year award, which inspired me to open up more stores. In 2023, I sold my store to my family, retaining some stock in the company. I’m now consulting with small businesses, showing them how to Scale Up (their revenue) and Scale Out (cut their weekly hours) so they can reinvest their time into family, community and planning their operation’s future.

KP: Why is cash flow a big issue for retailers?

BY: We, as business owners, get all-consumed with the daily issues, problems, opportunities—the shiny things. Money doesn’t actually talk. It’s quiet. It’s not shouting at us and vying for our attention like our customers, employees, managers or others can be.

Cash flow will quietly shrink up on us and then when January, February or March rolls around, when our bank account is really bleeding, we notice. Here’s the problem—90% of small businesses that fail do so because of cash flow issues. When we have cash flow problems, not only can it be tough to pay bills, but we stop planning and expanding our businesses and go into survival mode.

We circle the wagons and focus on just the essentials, and this is never good. We then get stressed, pessimistic and can forget what we’re truly wanting to accomplish with our stores and our big goal of who we want to touch and how.

KP: What can an overwhelmed store owner do to manage cash flow for growth?

BY: Start with these three steps. First, recognize that cash flow is not a once a year issue. It culminates usually at one time (during the slow season), but it isn’t at that time only. It is an issue that can and should be looked at monthly or at least quarterly. The

Small business consultant Brian Young shares how retailers can better manage cash flow.

problem in most people’s minds is that there isn’t an easy way to keep an eye on cash flow.

Next, find someone to look over the cash flow numbers with you. Having another person who can hold you accountable will go a long way. They can be—but don’t have to be—good with numbers. Just giving attention to your cash flow at all will have a massive impact. Schedule your cash flow meetings for regular intervals, once a month for one hour. Make it a fun time; do it over coffee or a meal and away from the store. If you enjoy it, you’ll keep doing it.

Finally, set two goals. After you’ve had a few meetings with your CFC (Cash Flow Confidant), start setting a financial goal of where you want your numbers to be in three months, six months, one year and two years. Then—this is the really fun part—set one or two goals of what you want to do with your soon-to-be excess cash.

For more information on this program starting in October visit YourNHPA.org/cash-flow

No matter what growth looks like, Donahue says leading by example with hard work and an open line of communication between the store managers is key.

“Listening is important, but going a step further and implementing ideas from your staff and managers, even if you don’t fully agree with them, will help build trust and let your employees know you value their opinions,” he says. “Obviously, if you are really against an idea you need to do what is best, but sometimes if it is not going to harm the business, why not give it a try? Growth sometimes comes in surprising ways.”

Key Takeaways

1

2

3

Keep customers’ needs as a priority during growth.

Build a bench of leaders so you can focus on growth.

Bring employees in on your growth strategies.

I don’t think creating scale will work for my operation. One of the biggest benefits of physical growth and multiple locations is taking advantage of scale. Rather than linear growth, scaling your business allows you to expand without incurring significant additional costs. Scalable growth gives you the ability to spread out costs across your operation. As an additional bonus, additional locations and larger operations often lead to more buying power with wholesalers.

While the move from the West Coast to the Midwest may seem random, when approached with the opportunity to buy in Indiana, Tomasini did his research and liked what he saw. The community was growing rapidly, and there was potential in the nearby Ohio market, which fit into Tomasini’s growth strategy of operating several stores in a central area to help with scale and provide support to one another.

“The store in Bluffton is located next to a Lowe’s and a Walmart—I love that,” Tomasini says. “Those are major companies that don’t put in a store unless they know the parking lots are going to be full. All I have to do is get those customers to choose to come to my store instead.”

Once a new location works out, Tomasini says he searches within a 100-mile radius for two or three more locations so each location can support the other. The company wants to establish clusters all across the country and build a network of stores nationwide.

“Our philosophy for growth is that we want three or four stores in a cluster so those stores can feed off each other,” Tomasini says. “It’s easier to buy better deals on inventory when you’re buying for a cluster of three versus one.”

Key Takeaways

Take growth one step at a time. 1

Consider outside-the-box ideas or areas for growth. 2

Utilize scale to grow in a financially sound way. 3

Breaking the stereotypes of what makes an independent home improvement retailer successful, Darren Tomasini has built a successful career and continued the legacy of his operation, Dazey’s Supply, where he serves as president and CEO. His accomplishments have come from embracing scalable growth for the operation.

Stephen Dazey opened Dazey’s Supply in 1974 in Redway, California, when he saw an influx of residents to Humboldt County who were looking to live out their counterculture lifestyles and needed lumber and building supplies. He started milling lumber and selling refurbished windows, and with customer input, added hard-to-find and premium gardening tools and supplies.

In 2015, an independently owned hardware store three miles away in Garberville, California, went up for sale. Tomasini says they originally bought it so another competitor wouldn’t, but that purchase ended up being a springboard for expansion.

The operation has since grown from those two stores in Redway to three additional locations in California, two stores in Oregon and a new store in Bluffton, Indiana. 4

President and CEO Darren Tomasini takes advantage of scale in growing his operation, Dazey’s Supply

An Eye on Progress

Before you can grow, the entire operation needs to be in the right mindset. See six ways to get your team on a path to growth at hardwareretailing.com/growth-mindset

5I can’t control the economy, labor challenges or the weather.

The retail industry can sometimes feel like the wild west with constant changes, uncertainty and cutthroat competition. Rather than letting those fears get in the way of growth, retailers should look at the areas they can control.

Rocky’s Ace Hardware has been in business for nearly a century. In that time, it has remained family-owned and operated and expanded to 50 locations in nine states. President and CEO Rocco J. Falcone II says Rocky’s has always been a growth-oriented company since the first location opened in 1926 in Springfield, Massachusetts.

“We are fortunate to have a succession plan. The multistore strategy has allowed us to grow geographically and financially, both top and bottom line,” Falcone says. “As our footprint has grown, we are able to meet the needs of other existing owners, customers, our associates and our own needs for growth. It is a win-win-win-win situation.”

Like any retailer, Rocky’s Ace Hardware has faced its share of challenges that affect both sales and operational efficiencies, including external competition, economic uncertainty and changing weather patterns. Falcone says preserving consistency and controlling those areas they can control has been key to overcoming the challenges.

Another challenge during growth is maintaining a consistent roster of employees and assuring the company’s family values and helpful culture are seen across all locations, Falcone says. Finding quality employees isn’t something the company can always control, so it focuses on investing in people development, putting significant time and resources into finding, training and developing leaders in the organization who they empower and trust to

operate their business units. The company holds an annual Leadership Summit for all store and district leaders for nearly three days of learning, presentation and discussions.

For all employees, the company utilizes its wholesaler’s training platform and joins with brand partners to provide weekly virtual training, allowing them to discover more benefits on key products and services customers want.

“We are guided by our strategic plan, which is signed off by leadership and grounds all decision-making and actions across the organization,” Falcone says. “We want to develop our employees at all levels to grow and maximize their potential. Our leaders must own their culture and be totally accountable to our core values.”

Even when you can’t control everything and your growth leads to some failures, Falcone says those speed bumps can be excellent growth opportunities in themselves and a chance to learn. From adding product lines that have failed to opening stores that ended up closing, Rocky’s has seen numerous failures in its 98 years in business.

“Not all growth opportunities turn out to be financially successful, but they are always opportunities for learning,” Falcone says. “Whether it is a particular product or category expansion, or a new location that doesn’t meet expectations, we constantly review what our growth objectives are, where we achieved and where we fell short. This enables us to hopefully make smarter and more informed decisions as we continually evaluate opportunities for future growth.”

Leadership has learned to embrace failure as an opportunity to learn, grow and build a stronger foundation as a result of that failure, Falcone says.

“A lesson that we have learned is that success is not defined by your strengths, but rather how you are able to recover from your biggest failures,” he says. “We also learned that we should always be in a position to pivot, adapt and prepare to recover from failure. As a 98-year-old business, we have had to adjust our business model several times to continue to move forward.”

Key Takeaways

Concentrate on the areas of your business you can control. 1

Maintain your culture and values across all locations. 2

Learn from your growing pains. 3

At Rocky’s Ace Hardware, growth involves constantly evolving and learning from the past. Pictured from left to right, vice president of human resources Brant Fahle, director of IT Helder Lucas, director of merchandising John Falcone, president and CEO Rocco Falcone, COO Luis Pedro and VP of operations Steve Poul

Benchmark Your Business

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Participate in the 2024 Cost of Doing Business Study survey by June 30 and get a FREE copy of the 2024 Study and more. Participation is free, easy, and confidential.

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A VISION TO GROW

NHPA Top Guns Honoree Glen Morosohk

Exceeds Expansion Goals

BY LINDSEY THOMPSON

The paint industry is in Glen Morosohk’s DNA. His grandfather, David Morosohk, started as a painter in the 1920s and opened his own paint store. Norman Morosohk, Glen’s father, joined that paint store business in 1945 after returning from WWII and then opened his own paint sundry distribution company, Monroe Paint Distributors, in 1950.

Glen cut his industry teeth at his father’s distribution company and currently serves as general manager for Ricciardi Brothers, a multistore paint operation headquartered in New Jersey, where he forged his own career in the paint industry. As a result of his career achievements, he is a 2024 North American Hardware and Paint Association (NHPA) Top Guns Awards honoree.

For 18 years, the Top Guns Awards program has recognized innovative, passionate retailers who

are leading their operations and the independent home improvement industry at large with strategic investments focused on preserving independence and growing the channel. This award recognizes individuals as representatives of their operations who, through the work of engaged, dedicated staff, are making marks in their local communities.

Glen joined Ricciardi Brothers 30 years ago and was tasked with building the business. He succeeded, growing the operation’s store count from four to 47.

“When I started with Ricciardi Brothers, the operation had four very successful stores, and I was hired to expand the store footprint and build a business and modernize it,” Glen says. “Today we have 47 locations throughout New Jersey, Delaware and greater Philadelphia.”

GLEN MOROSOHK

RICCIARDI BROTHERS General Manager

A Family Legacy

Just like Glen’s path to success has a foundation built on family, Ricciardi Brothers also owes its growth to a focus on family. Joseph Ricciardi founded the company in 1929 in Newark, New Jersey. In 1970, business ownership transitioned to brothers Walter and Robert Ricciardi, and they opened their own paint store in Maplewood, New Jersey.

With the help of Glen, the brothers aggressively grew the company throughout three states over three decades. That rapid growth can be attributed to the family atmosphere present across the stores and the employees who are an extension of the Ricciardi family, Glen says.

“The key to our success is our people,” he says. “We have a lot of longevity with our staff. They are experts. We have thousands of years of combined experience behind our counters, and without our employees, growth and success don’t happen.”

Ricciardi Brothers is a family-owned business and not just in name—each and every employee is treated like a member of the family. Many of the employees have been with the company for 20, 25, 30 or more years.

“This type of longevity doesn’t happen by accident. If people aren’t treated well, they don’t stay,” Glen says.

One prime example of Ricciardi Brothers going above and beyond for its employees came after Hurricane Sandy devastated the East Coast in 2012. The operation had stores that were closed for weeks after the storm because of damage, no electricity or both. During that time, Glen says the company still paid all its employees whether they were actively working in a store or not.

“Our employees are our extended family, and we didn’t want them to suffer,” Glen says. “A lot of companies didn’t do that. Gestures like that have long memories and go a long way to build rapport with employees.”

The communities where Ricciardi Brothers have stores are also an extension of the Ricciardi family. The company supports those communities in various ways, from sponsoring local youth sports teams to nonprofit causes. But Glen says true community involvement comes at times of greatest need. Ricciardi Brothers has raised money for hurricane relief and donated thousands of blankets to residents who had no heat during winter storms. During 9/11, the company provided HEPA-filtered respirators to first responders at ground zero.

“When there’s a disaster, flood, hurricane or people without electricity from storms, we are there for them,” Glen says. “It’s when people really need us, that’s when we really show up.”

Open to Innovation

Ricciardi Brothers has thrived thanks to a willingness to evolve over nearly the last century of operations. Glen says he and the leadership team at Ricciardi Brothers are not afraid to embrace change or try new processes or systems. The company was an early adopter of e-commerce and has offered online sales for over 15 years.

“Our e-commerce served us well during the pandemic. While a lot of people were scrambling to set up websites

NHPATOP G U NS AWARDS Top Guns

THE INDUSTRY ' S BEST RETAILERS

because customers couldn’t get into stores, we had a robust system already working that absolutely exploded during that time,” Glen says. “It’s one area where being proactive rather than reactive really paid off.”

In recent years, many in the independent paint channel have turned to consolidation as a growth strategy, and Ricciardi Brothers is embracing consolidation for its expansion. Glen says he enjoys the challenges involved with acquisitions, including putting deals together and finding the right path that leads to the deal going through.

“We’re in active growth mode, and our growth plans are about opportunity more than geography,” he says. “While there are currently holes within the company’s existing footprint, there is also room for expansion beyond those boundaries. We’d like to grow within the reach of our distribution center, but nothing is off the table if it presents an opportunity for profitable growth.”

Maintaining a uniform company culture can be challenging when stores are separated by hundreds of miles. For Ricciardi Brothers, the operations team is a critical piece of imparting and maintaining company culture, and frequent visits from senior management also play an important role in promoting the family business culture, Glen says.

“Getting to know our team on a personal level helps nurture the culture,” he says. “Knowing their wives’ and children’s names and personal milestones such as weddings, additions to their families and more are crucial. Care about them and they will care about you.”

The ability to be nimble—a big opportunity for all independent retailers—is another key to success for Ricciardi Brothers. Glen leans into the company’s capacity to make decisions and change course quickly and efficiently, something the big-box competitors can’t do.

“Year after year, we have made those changes to stay agile and relevant,” Glen says. “During the pandemic, we probably reinvented our business at least once a day. You have to be able to react quickly if you’re going to make the proper decisions that solve your operation’s problems within the marketplace.”

Celebrate With Us

Meet the Top Guns Awards honorees at the Independent Home Improvement Conference. They will be recognized at a reception on Aug. 29, sponsored by the National Hardware Show. Learn more at ihiconference.org.

RICCIARDI BROTHERS

Established in 1929

47 locations in New Jersey, Pennsylvania and Delaware

“The best advice ever given to me was from my father. He taught me not to fear making decisions. He told me, ‘The only person who never makes a mistake is a person who never makes a decision. If you learn from your mistakes, you will make fewer of them.’ That axiom has served me well over my career.”

Glen Morosohk, Ricciardi

Brothers

Scrape Safely and without the cleanup

What the Future Holds

While Glen is proud of what he and Ricciardi Brothers have achieved in the last 30 years, he’s excited about the future of the company and the independent channel thanks to the next generation taking an interest in careers in the home improvement industry.

Glen says he and leadership at the company strive to develop people from within the organization. They have added middle management positions to offer additional growth opportunities and provide ways for employees to move into roles such as assistant store managers, store managers and operations.

“We’ve been able to develop young people who didn’t have a career—that’s our goal, we’re trying to create careers for people rather than jobs,” Glen says. “Because of the continuous growth Ricciardi Brothers has seen over the years, it’s been a good way for these young people to move into the business, and many of them are in leadership now.”

Glen is grateful for those people who built him up, challenged him and encouraged him throughout his career, including his father, Norman.

“I started working at our family’s paint sundry business, and my father was the one who really let me spread my wings,” Glen says. “I had ideas for the business, but he taught me the basics of good business strategies and let me run with it.”

Ricciardi Brothers senior partner Walter Ricciardi is another influential figure in Glen’s life.

“When I came into this company, there were a lot of things they were doing right, and there were a lot of things that could be improved,” he says. “Like my father, Walter gave me the runway to be able to make those improvements and grow the business. I’m forever grateful to him for that opportunity.”

Glen also thanks his peers for the successes in his career.

Throughout his career at Ricciardi Brothers and his time at ALLPRO as purchasing committee chairman, vice president and president, he says he has had the fortune to meet who he calls some of the most talented people in the industry.

Over the years, he has stayed in contact with many of these peers and they regularly share ideas, struggles and wins.

“Mistakes are expensive. You have to learn how to make decisions, but as you go along the line, hopefully your experience takes you to a point where you make fewer and fewer mistakes,” Glen says. “Having those discussions in advance with colleagues has been invaluable.”

Even after 50 years in the business, Glen still loves his job and can’t wait to get into work each day.

“I think this is a great way to live your life—where you spend the bulk of your waking hours during the day in something that’s pleasurable to you,” Glen says. “This business has been good to me and my family. It’s a great honor for me to be recognized for my work in the field for all those years, and I’m very proud to be picked as a Top Guns honoree.”

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INDUSTRY EVENTS

INDUSTRY EVENTS

Breakout Sessions Are Filling Up!

The IHI Conference keynotes, panels and breakout sessions will refresh, redesign and recharge how you think about retail operations and innovation (ROI)—learn more and register at ihiconference.org

Practical and Practically

MIND-BLOWING

Just like the Florida sunshine, the educational opportunities at the Independent Home Improvement Conference (IHI Conference) will shine bright. During the three-day event, taking place Aug. 27-29 at the gorgeous JW Marriott Marco Island Beach Resort in Marco Island, Florida, attendees will leave with practical takeaways, helpful insights and hopefully a little vitamin D.

Following the conference theme of retail operations and innovation (ROI) attendees can attend breakout sessions covering four tracks.

The Independent Home Improvement Conference Will Dive Deep Into Hot Topics

Each of the breakout tracks—technology; marketing, merchandising and advertising; retail operations; and employee engagement—include three sessions plus a “hackathon,” a collaborative event where individuals or teams work intensively to solve problems or create innovative projects within a set time frame.

Attendees will come together to brainstorm, strategize and prototype solutions, fostering creativity in a fast-paced environment to refresh, redesign and recharge the way you think about ROI.

DON'T MISS BREAKOUT SESSIONS

From These Companies

• ECI Software Solutions

• Watcher Total Protection

• Mountain Mojo Group

• National Cooperative Bank

• GMG EnviroSafe

• 4R Systems

• Pennsylvania Lumbermens Mutual Insurance Co.

• Epicor

• Rundoo

• Fluidmaster

EXPERT INSIGHTS RULE

The Main Stage

After the morning breakout sessions, the main stage will host three keynote speakers.

On Track for Education

Here’s a closer look at the topics that will be covered during the breakout sessions. Breakout sessions are filling up fast, so register soon to claim your spot!

Technology

• Behind the Screens: Taking on E-Commerce

• AI Unleashed: Supercharge Your Business

• From Clicks to Cash: Navigating E-Commerce Trends

• Hackathon: Unlocking the Secrets of Tech Investment ROI

Al Comeaux Change management expert and former executive at Travelocity, GE and American Airlines

Daniel “Rudy” Ruettiger Former Notre Dame football player and inspiration for the movie “Rudy”

Arthur Greeno Entrepreneur and owner/ operator of two Chick-fil-A restaurants in Tulsa, Oklahoma

Also on the main stage, three retailer and expert panels provide solutions to real-life challenges.

AUGUST 28 | 1:30 P.M.

Beyond Survival: Creating Growth in a Flat Economy

Hear from a dynamic group of retailers who make strategic choices to drive growth in their operations, regardless of what the economy has in store.

AUGUST 29 | 1:15 P.M.

Why Is This so Hard? Navigating the Labor Dilemma

This panel offers a platform for attendees to glean insights from industry leaders who are pioneering unconventional methods for sourcing, retaining, motivating and compensating their teams.

AUGUST 29 | 2:15 P.M.

Innovation Unleashed: Inspiring Stories From NHPA Top Guns Honorees

These industry luminaries share their remarkable stories of innovation, community stewardship and strategic vision that have shaped the landscape of independent home improvement retail.

Employee Engagement

• Not Another Pizza Party: Fresh Ideas to Boost Employee Engagement

• Dollars and Sense: Maximizing Productivity With Minimal Investment

• Mission Retention: Finding and Keeping 5-Star Staff

• Hackathon: Developing Solutions for Your Dream Team

Marketing, Merchandising and Advertising

• From Repeat Buyers to Raving Fans: Mastering Customer Loyalty

• Home Turf Advantage: Mastering Local Inventory Advertising

• Ad Wars: Balancing Traditional vs. Digital Advertising

• Hackathon: Creative Solutions to Make a Big Marketing Impact on a Shoestring Budget

Retail Operations

• Shrink Survival Guide: Strategies for Retail Resilience

• Navigating Cash Flow: The Roadmap to Retail Prosperity

• Cyberthreats to Severe Weather: Managing Risk Across Your Operation

• Hackathon: Using KPIs to Boost Success

Photo provided by JW Marriott Marco Island Beach Resort

Register Now + Save

General $749 until August 5

Last Chance $949 until August 26

Check out the May 2024 issue of Hardware Retailing for the Q&A with Al Comeaux and stay tuned for July’s issue to meet Daniel “Rudy” Ruettiger.

CULTURE Service Through

Despite facing numerous challenges as a child, Arthur Greeno has found success as an entrepreneur and philanthropist in Tulsa, Oklahoma. As a result of his investments in company culture and his dedication to his team, his two Chick-fil-A restaurants have an average staff tenure of six years, with some members having been with him for over 20 years. Hardware Retailing sat down with Arthur, who shared about his path to become an entrepreneur and how company culture is key to customer service.

Meet Keynote Speaker and Entrepreneur Arthur Greeno

won’t send you inferior employees; if they’re sending you someone, most likely they’re going to be someone they think would be a good fit. Look at those around you who could provide these recommendations—coaches, teachers, counselors, youth, ministers. I use my personal social media to recruit when I’m looking for people.

Arthur Greeno (AG): I came to be an entrepreneur by accident. I was working as a team member at Chick-fil-A trying to get through college. During a pivotal time in my life, I donned a chicken suit for a Chick-fil-A grand opening. That’s when I decided that Chick-fil-A was the direction I wanted to go.

Hardware Retailing (HR): Did you always want to be an entrepreneur?

HR: What does the hiring process look like to bring on people who have a heart to serve?

AG: I am very particular when it comes to interviewing. If I see someone has moved from job to job, I already know they are probably not a good fit for us. When interviewing, we will ask “What extracurricular activities are you involved in?” If a potential employee is involved with the band, on a sports team or volunteers at church, that is a good indication they are committed and reliable and can be counted on to show up for work and be willing to serve customers.

HR: What are some of the key tenets of your company culture?

AG: When we’re looking at the key concepts for culture, it’s actually pretty simple—we ask, “Are we serving and caring for our team?” If we are truly looking for opportunities to serve and care for our team, there’s no shortage of opportunities. When you strive toward this end, no matter how hard it may be or how much time it might take, you’ll find your culture will thrive.

HR: How do you maintain a heart to serve after an employee is hired?

AG: Once an employee is hired, our training program starts, which includes opportunities for employees to serve. Whether it is serving the guest or one another, we publicize when employees are “doing it right” through our televisions, social media and messaging system. We try to emphasize what “right” looks like. We hope that the recognition we give employees motivates them to continue doing right.

HR: You say the key to hiring is finding people who have a heart to serve. Where do you find employees who want to serve?

AG: We start by looking in the right places. We created a cheat sheet with 10 to 15 places we turn to when it’s time to recruit. I can reach out to connections there and ask if they have anyone who might want a job. Most people

HR: Tell us about your philanthropy work.

AG: My mission is to teach, inspire, serve and give generously. One thing I have learned is that I give to what I’m passionate about, it’s a good long-term tool to keep me engaged with organizations. Currently, I serve as president of Tulsa Pop Kids. Our mission is to support literacy through pop culture, which we achieve by providing graphic novels and comic books to children through a number of organizations. I am the chair for the Tulsa Christmas parade, an annual Christmas parade that excites the imagination of the entire city.

THANK YOU TO OUR CONFERENCE SPONSORS

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Meet Customers Where They Are

As social media continues to evolve, your own social media strategy needs to keep up. Learn how at hardwareretailing.com/embracing-social-media

Combine In-Store and Digital Marketing to Boost Paint Sales

BY JACOB MUSSELMAN

In the fourth quarter of 2023, e-commerce accounted for $324.8 billion in total retail sales. This amount is a 7% increase from the same period in 2022, according to the U.S. Census Bureau, indicating a shift in consumer behavior toward

online purchases. In this digital age, marketing your business online is more important than ever. Grabbing potential customers’ attention through social media posts and online ads should be a part of every operation’s overall marketing strategy.

Lumber King, which has four locations in southern Kentucky and one in Tennessee, relies on both digital and in-store marketing to drive business to its paint category. Sydney Hupp, Lumber King’s director of marketing, manages the operation’s social media and also plans events for the stores as part of her role.

Lumber King hosted its inaugural Home DIYers Night at each location in mid-April, extending the stores’ hours to accommodate customer schedules and offering a canvas bag that customers could fill with products for a 20% discount.

“It can sometimes be hard for DIYers to make it to the store, especially with jobs and family responsibilities,” Hupp says. “For the DIYer night, we wanted to be able to support our customers in the best way possible, and building in extra time was the most effective way to do so.”

In the Facebook post promoting the event, Hupp says she intentionally filmed the video at the paint counter and featured a brush, roller and a gallon of their premium paint to promote the paint aspect of the DIYer night.

“When I think of a home improvement project, the first thing that comes to mind is the color,” she says. “It’s a natural step in the DIY process. If it’s an interior project, it’s probably going to involve paint in some capacity.”

While preparing for the DIYer night, Hupp says employees spruced up every section of each store. Although she came up with the idea for the event, Hupp wanted to plan and host the events in partnership with the individual store managers.

“I relied heavily on the store managers because ultimately, it’s their store and it’s in their community,” she says. “Together, we made the atmosphere of each store more inviting and the events successful.”

Hupp says at Lumber King’s Oneida, Tennessee, location, the store manager reorganized the paint display and counter to enhance visibility and draw customers’ attention.

“Giving that extra punch helped bring more people to the counter and grabbed people’s attention,” Hupp says. “All of our managers went above and beyond, which helped them focus on selling.”

Along with organic Facebook posts, Hupp ran targeted Meta ads leading up to the events, complementing the in-store promotions and driving customer traffic both online and offline.

“Whenever we do an in-store promotion, we always partner it with Facebook ads,” Hupp says. “They work really well together and definitely help drive traffic to our site, then into our store.”

Social Media Starting Line

If you’re looking for an easier way to manage your social media and don’t have a large social media budget, Hupp recommends starting out with the Meta Business Suite, which is a free, user-friendly program available to anyone with a business page on Facebook and Instagram.

Hupp also says for any retailer interested in learning more about how to market their business, YouTube is their best friend.

“If you’re not familiar with Facebook ads or if there’s anything you want to learn about social media, YouTube is the place to go,” she says. “You don’t have to take a course or have a degree to use social media successfully. If you know your customers well, and you know your products well, you’ll be able to figure out how to use social media to your business’s greatest advantage relatively quickly.”

Lumber King director of marketing Sydney Hupp combines digital and traditional marketing to promote the operation's paint department.

Expand Your Digital Vocabulary

Whether you’re a seasoned social media user or just starting out, understanding these terms will help you navigate using social media to promote your business.

HASHTAG

The symbol formerly known as the pound sign is now used to categorize content and allow it to be discovered by users interested in a particular topic.

DM

Direct messages (DMs) are private conversations sent to your social media platform inbox. If you link your business accounts in Meta Business Suite, you can manage DMs from both platforms through one login. You can automate messages so when a customer sends a DM, they receive a message back immediately.

TAGGING

By tagging a page on social media, you are associating that person or page with your post. Tagging can be done by using the @ symbol.

ALGORITHM

The set of calculations used by social media platforms to push what shows up in your feed. Posting often is an easy way to get into your followers’ algorithm.

ENGAGEMENT

Interaction from your followers with your posts. Engagement is the holy grail of social media and comes in the form of likes, comments and shares or reposts.

When creating digital ads, Hupp says she focuses on having high-quality graphics, which they frequently receive from their wholesaler. She assures the graphics they receive and the ones she makes are as easy to digest as possible. Simplicity is key.

“With anything we publish on social media, we want to make sure it’s consistent with our brand, voice and image,” She says. “When we advertise paint products, our posts are mainly about showcasing our deals and letting customers know we have high-quality paint and that we stand by our product.”

To keep the momentum going from the event, Hupp says she ran social media advertisements with BOGO deals on paint so customers who couldn’t make it to the event were still able to get a discount.

“Running social media advertisements after the event is another way for the stores to connect with customers and bring in those who couldn’t attend,” Hupp says.

The Community Color Trends boards at the five Lumber King locations offer customers a view of what others are purchasing for their projects.

“With anything we publish on social media, we want to make sure it’s consistent with our brand, voice and image.”

—Sydney Hupp, Lumber King

Marketing Know-How

In addition to the special events, Hupp says to promote the paint department, each location’s paint counter has a board with popular colors they’ve sold in recent months.

“The trending colors board is different in each store, naturally,” Hupp says. “Our managers will look at their most popular colors every month and update their boards. It’s interesting to track from a psychological perspective and how throughout the year, customers’ color preferences will change.”

Hupp says the color boards show customers what other people are using for their projects and give them ideas of possible colors to incorporate into their own remodels.

From a marketing perspective, it can be challenging to remind familiar customers that Lumber King is more than a building materials supplier and offers paint and sundries as well, Hupp says.

“We’re actually full service for home improvement, and we want people to know we’re willing and able to do whatever they need us to do when they come in,” she says. “Primarily people associate us with lumber because it’s in our name, but by prioritizing other aspects of our business, we’re able to capitalize on our paint offerings.”

Another way Hupp educates herself on digital marketing topics is through her involvement in the local chambers of commerce in the counties where Lumber King has locations.

“The chamber of commerce locations that operate where our stores are located offer free workshops where business owners can learn about social media, SEO optimization, digital ads and how to market your business online,” she says “If I were a business owner and wasn’t educated on those topics, I’d definitely take advantage of those workshops.”

3 Ways to Connect With Next-Gen Consumers

Running a successful business requires forward-thinking and establishing relationships with the next generation of customers. Social media is a great place to begin developing those relationships. Hardware Retailing has gathered three tips to make your store relevant to the younger generations.

Showcase your personality.

Social media should be fun! Don’t be afraid to post with members of your team, customers and even their pets. Try to find a unique aspect of your store and showcase it.

Keep it local.

Work with social media influencers with shared interests for insights on home projects. Consider giving out gift cards or discount codes to companies in your community to help drive business.

Engage the community.

Your loyal customers are your best influencers. Partner with some of your best customers to support events, nonprofits and organizations important to them. Consider sponsoring a local sports team or advertising at local restaurants. Getting your name in front of as many people, both virtually and in person, is a great way to expand your brand.

Lumber King uses a mix of in-store and digital marketing strategies to promote its deals and discounts.

FOR EVERY STEP

Hardlines Distribution Alliance services and communications to help you make connections that lead to growth. With accounting, merchandising, marketing, and advertising services, our distributor members, vendor partners, and retailer customers know they will always have the resources they need, whenever they need them. And, with an ever expanding offering of value-added services, HDA offers a dependable source of tools to help successful businesses thrive, from everyday supplies to digital event management. We’re with you, HDA

Advertising & Communications Manager, at 303.792.3000 or katie.westervelt@hdaworks.com Find us online at www.hdaworks.com

Looking for one-on-one appointments with dozens of distributors in one location? Look no further than the EPC November 19-21 in Tucson, AZ. Contact Michele Simes at michele.simes@hdaworks.com for details.

INDUSTRY EVENTS

Home Hardware 2024 Homecoming

WHOLESALER

September 11-13, 2024 | Toronto, Canada

Home Hardware Stores Limited Celebrates

60 Years of Serving Communities Across Canada

OVER 60 YEARS AGO in St. Jacobs, Ontario, Walter J. Hachborn and Henry Sittler laid the groundwork for what would become Canada’s largest dealer-owned and operated home improvement retailer. Since then, Home Hardware Stores Limited has expanded to more than 1,000 stores operating under the Home Hardware, Home Building Centre, Home Hardware Building Centre and Home Furniture banners.

“This milestone is a testament to over six decades of dedication and hard work by our dealers and team members across the country,” says Kevin Macnab, president and CEO, Home Hardware Stores Limited. “While celebrating 60 years of rich history, we’re also focused on continued growth to ensure we keep delivering the exceptional customer service we’re known for in communities across Canada.”

Here are a few of the ways Home Hardware Stores Limited celebrated the milestone anniversary:

• Nostalgic brand campaign featuring Home’s evolution over the last 60 years.

• 60th Anniversary sale that featured 25% off BeautiTone Designer Interior & Exterior, 30% off Delta Faucets and 60% off Mosaic Cookware & Bakeware.

• National contest where customers could enter for a chance to win one of two $5,000 grand prizes or one of 50 $1,000 gift cards.

• Scene+ 60 Bonus Points Promotion where customers could earn 60 bonus points on purchases of $50 or more.

• Social media contests like the Home Hardware Trivia, which invited Canadians to share their Home Hardware core memories for the chance to win a prize.

INDUSTRY EVENTS

Orgill Fall Online Buying Event

WHOLESALER

August 5-18, 2024

OPERATIONS

Strategic Foresight & Fiscal Excellence

A DECADE OF FINANCIAL INNOVATION AT ORGILL

FOR ORGILL’S finance department, the last 10 years have been a journey of calculated risks, strategic foresight and commitment to fiscal excellence. Spearheaded by Orgill’s chief financial officer Eric Divelbiss, alongside senior vice president of accounting Jodi Fontana and vice president of accounting Erica Wilhite, the Orgill finance team has been navigating the ever-changing hardware and retail markets to secure Orgill’s position as a leader in the retail and distribution sectors.

“Our financial road map over the past decade was designed to fuel growth and innovation,” Divelbiss says.

“The strategic deployment of resources into technology and infrastructure has been pivotal. Investing in systems like the Salesforce customer relationship management product for our sales team and robotics at our distribution centers has not only enhanced our operational efficiency, but also has helped increase our market penetration.”

Orgill’s revenue growth, which includes the integration of new customers and markets, has been a highlight of the company’s collective effort, Fontana says.

“Expanding our customer base while enhancing value for our existing clients has been a cornerstone of our strategy,” Fontana says. “The implementation of programs like SmartStarts and the addition of new stores have been instrumental in driving our growth targets.”

Market expansions has been another focal point of Orgill’s financial strategy. The company has invested approximately $230 million in infrastructure, including the expansion of the Hurricane distribution center in Utah and the construction of the state-of-the-art Tifton distribution center in Georgia.

“These investments are not just about expanding our physical footprint,” Wilhite says. “They’re about embracing innovation and setting new benchmarks for efficiency and productivity throughout the company.”

Addressing financial challenges has been commonplace for the finance department. Fluctuating interest rates and rising fuel prices posed significant hurdles, but strategic financial hedging and an agile approach to capital allocation allowed the finance department to mitigate these impacts effectively, Divelbiss says.

“Our finance team’s ability to adapt and respond to these challenges has been key to maintaining our financial health and ensuring continuous growth,” Divelbiss says.

Strategic emphasis on performance metrics such as gross margin return, sales growth and inventory turnover has been critical in steering Orgill’s financial direction.

“These metrics are not just numbers,” Wilhite says. “They provide us a means to closely monitor our operational efficiency, market responsiveness and the hard work of every Orgill team member.”

Looking forward, goals include doubling industry growth annually and improving inventory turnover by the company.

“The expansion into new markets, like the farm and ranch sector, represents our commitment to growth and exploration,” Fontana says. “Leveraging our investments in infrastructure to reduce our cost structure further is also a key focus.”

Reflecting on the past decade, the lessons learned are clear: staying aligned with the mission to help customers succeed and fostering a culture of continuous improvement are paramount, Divelbiss says.

“These principles have guided our financial strategies and will continue to be our compass as we navigate the future,” he says.

INDUSTRY EVENTS

True Value 2024 Fall Reunion

September 9-11, 2024 | Orlando, Florida

INDUSTRY INSIGHTS

The Right Products With the Right Promotions Drive Growth

BY JAKE KALNITZ Chief Merchandising Officer, True Value

AS OUR CEO Chris Kempa said earlier this year at our Spring Reunion, the macroeconomic reality of this year has and will continue to present challenges for independent hardware retailers throughout 2024. But because we understand the market and the reasons why these are happening, stores can find and create opportunities to fight back by driving traffic to your store and delighting your customers with a unique and needs-meeting assortment at retail.

Start With Driving Traffic

First, use your resources wisely. When the market tightens, ensure every second and dollar count. You can’t just spray-and-pray with your marketing budget. Choose solutions that use those precious dollars to understand and target your audience. For us, that means leveraging technology to create hyper-local media campaigns. In the first month of the campaign that leverages this technology, our participating stores saw an average of more than 400 shoppers visit their local True Value after seeing a targeted ad. These are real, trackable and tangible returns on investment. Second, break through competitive noise and set yourself apart based on the strengths of your business in your specific market. This is the fun part. For example, True Value’s new brand campaign highlights the local expertise and best-in-class product assortments our retailers offer. By celebrating the “Hardware Heroes” of each store who enable local shoppers to become the heroes of their homes and job sites, we’re bringing a fun and catchy way to highlight the core values of independent retailers. This is different from what many DIYers see in ads, and it helps drive foot traffic into the doors of our stores.

We’ve also partnered with vendors to offer attractive, exclusive, differentiated promotions to drive interest in visiting the store and purchasing product.

Delight Customers at Retail

Have you ever walked into a hardware store and felt like a kid in a candy shop, just excited by possibility? That’s the vibe we’re going for. Our research tells us that DIYers want three things: expertise, convenience and a guarantee they’re getting the “right stuff.” And when we say “right stuff,” we mean the cream of the crop, the MVPs of the hardware world to help them get their job done right the first time.

The “right” part is also critical for you as a business owner. We’re not only talking about limited, precious retail space. We’re talking about making sure your inventory—cash—is working as efficiently as possible. You can’t afford aisles and aisles of endless consumer choices—and your consumers don’t want to have to navigate through that either. The “right” reinforces that you, their local hardware store, knows how to get the job done.

For example, for our recent power tools accessories program revamp, we found the best products in drill bits, specialty products, saw blades and more, and we built an entirely new planogram to help our retailers connect with their customers. There’s no redundancy. We took key consumer trends—the customer demand for more sets and kits—and partnered with vendors to make it happen. This is what having the “right” products looks like. Your customers can count on you to have what it takes to get the job done, from quality to price point to ease of choice.

This is where marketing and merchandising come together. Get your customer in the door, offer the products and solutions to drive purchases and make your cash work for you.

Jake Kalnitz True Value

The Retail Marketplace Can Help You

Buy a Store | Sell Your Business | Post a Job, Get a Business Valuation | Find a Lender and More

BUSINESS FOR SALE

Northwest Farm & Home Supply Co.

Location: Lemmon, SD

Gross Revenue: $3.21 million

The main building is a total 27,213 sq. ft. of retail and warehouse space on 4 acres. The main bldg. was constructed in 1994 with additions constructed in 2002 and 2004. Single story with 22’ clear height in 11,459 sq. ft. of lumber warehouse, three grade level doors and two dock height doors.

BUSINESS FOR SALE

Hoosick True Value

Location: Hoosick Falls, NY

Gross Revenue: $1.26 million

Price: $1.875 million

This opportunity offers a turnkey sale of a general hardware business located in northeastern Rensselaer Co., New York. The business serves five towns and southwestern Bennington Co., Vermont, and 25 miles east of Troy, New York.

BUSINESS FOR SALE

Home Improvement Supply Store

Location: Missouri

Gross Revenue: $1.04 million

This historic home improvement and hardware store is a staple of its community and operates from its headquarters in the Kansas City Metropolitan Area of Missouri. The Company is a long-standing retailer and installer of consumer and commercial improvement products.

BUSINESS FOR SALE

Albrights Hardware & Garden Center

Location: Allentown, PA

Gross Revenue: $1.9 million Price: $800,000

Albrights Hardware is an established hardware store with strong neighborhood ties and has been a Lehigh Valley staple for over 50 years. The current owners have owned the store since 1992. Albrights serves its loyal customer base by providing quality products and exceptional customer service.

BUSINESS FOR SALE

Central Vermont Paint, Flooring and Decorating Business

Location: Vermont

Gross Revenue: $2.82 million

Price: $1.1 million

Full-service decorating store providing flooring, paint, window treatments, kitchen/bathroom remodeling, cabinetry product offerings, design assistance, specialized service, and professional installation.

BUSINESS FOR SALE

Private Business

Location: Alabama

Gross Revenue: $2.21 million

Price: $649,000

BUSINESS FOR SALE

Private Business

Location: Pennsylvania

Gross Revenue: $1.6 million

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 ft 2

• At least $3 million in average store sales

SEEKING 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

SEEKING BUSINESSES

Gold Beach Lumber Yard

We are looking for:

• Single-store and multi-store hardware operations

• Located in the Pacific Northwest

• Store size of 5,000 ft2-30,000 ft2

RESOURCES News to You

Stay up to date on the latest industry news by subscribing to our newsletters at hardwareretailing.com/subscribe

What You Need to Know in June

Do it Best, United Merger Approved by Shareholders

United Hardware shareholders voted in favor of the previously announced merger with Do it Best. According to the co-ops, the merger will enhance efficiency, add buying power and drive store growth for previous United Hardware dealers and current Do it Best members alike.

spoga+gafa Launches New Online Magazine to Share Trends

With its new online magazine, spoga+gafa will highlight the developments, innovations and trends in the industry. The new magazine will include interviews with industry experts giving insights into developments and future visions of the gardening and barbecue industry.

Department of Labor Revises Fair Labor Standard Act

The Department of Labor announced it has raised the minimum salary threshold for overtime pay, allowing more workers to be paid overtime. The ruling was based on around 30 listening sessions across the country and over 33,000 written comments.

Get an Inside Look at the Canadian Retail Market With the Hardlines 2024 Retail Report

The Hardlines 2024 Retail Report offers a full analysis of the size and growth of the industry in 2023 and what Canadian retailers can expect in 2024 and beyond.

NRF Says Consumer Spending Persists Despite Slow Growth

The National Retail Federation shared data showing that economic growth slowed during the first three months of the year. Despite the slow down, consumers are still spending more than last year and prices for services are still increasing even as prices for goods level off.

To read these news stories and other news, visit hardwareretailing.com/industry-news

Research Fosters Growth

PAINT STORE OWNER SHARES HOW NHPA STUDY

STRENGTHENS HER BUSINESS

If someone asked you how your business was performing, could you answer them?

For Peggy Sue Wingard, owner of O-Gee Paint Co. in Miami, Florida, she easily paints a detailed picture of the company’s strengths and areas they are working on improving. Her secret to knowing the ins and outs of her business is participating in the North American Hardware and Paint Association’s (NHPA) annual Cost of Doing Business Study

“The Cost of Doing Business Study allows me to take a step away and look at the business as it compares to others in the industry,” Wingard says. “I enjoy the self-competition of the study because it’s not us against another retailer, it’s me against myself from year to year.”

Wingard, who has been a part of the study for a decade, shares the transformative power of participating in the study, highlighting how it equips independent home improvement retailers with a better understanding of how their operation is performing.

Hardware Retailing (HR): Why do you think it’s important for independent retailers to participate in the Cost of Doing Business Study?

Peggy Sue Wingard (PW): The more retailers who participate, the more robust the results will be and the more beneficial it will be for everyone. I tell every retailer I meet they need to participate to benefit the industry as a whole and to better understand and improve their own operation. With NHPA running the study, you save on needing to hire a consultant, too.

HR: What is all involved in the process for participating?

PW: Participating is very easy—there are a few simple ways to submit your data. Or, you can send NHPA your financials, and they’ll plug the date in for you. Plus, it is reassuring knowing that your data is secure and not shared with anyone else.

HR: How do you use the information in the study to better your operation?

PW: As soon as the completed study and my financial data are sent to me, I immediately get the information, print it out and start going line by line through it to see where I fit in. Overall, it helps you develop a plan each year after analyzing the data and seeing some areas where your expenses are higher and others where they are perhaps too low.

A &

The 2024 Cost of Doing Business Study survey is now open for retailer participation! When you participate in the study, it can help you identify future financial opportunities and set goals for your business. Participating is free, easy and confidential. Learn more at YourNHPA.org/codb

CALENDAR

NETWORK Make a Plan Visit YourNHPA.org/cal to find more industry events online.

House-Hasson Buying Market

June 13-15 | SEVIERVILLE, TN

spoga+gafa 2024

June 16-18 | COLOGNE, GERMANY

The Garden Center Show

August 6-7 | ROSEMONT, IL

Orgill Fall Online Buying Event

August 5-18 | VIRTUAL EVENT

Ace Hardware Fall Convention August 8-10 | CHICAGO, IL

Independent Home Improvement Conference

August 27-29 | MARCO ISLAND, FL

Do it Best Fall Market

September 6-9 | INDIANAPOLIS, IN

True Value Fall Reunion

September 9-11 | ORLANDO, FL

Home Hardware 2024 Homecoming

September 11-13 | TORONTO, CANADA

Blish-Mize Fall Market

September 12-14 | OVERLAND PARK, KS

Scan the QR code to see our full list of events.

*Events are current as of press day.

To add your event to the industry calendar, send an email to editorial@YourNHPA.org

4R Systems 15 4rsystems.com

Benjamin Moore 5 benjaminmoore.com

Great Northern Equipment Dist. 29 gnedi.com

Hardlines Distribution Alliance

hdaworks.com

House-Hasson 7 househasson.com

Howard Products 62 howardproducts.com Hyde Mfg. 44 hydetools.com

Intertape Polymer Group 45 itape.com Mars

coastair-ac.com

USA Corp.

maxusacorp.com Midwest Fastener Corp. IFC-1 fastenerconnection.com

RESOURCES

Learning to Lead

NHPA’s Retail Management Certification Program offers targeted education for retailers entering new leadership roles. Learn more at YourNHPA.org/rmcp

NHPA AMBASSADOR

REFINING HER SKILLS

Tina

What is your favorite part of your job?

Whether for a customer or for one of our associates, I get great satisfaction from being able to help people find solutions to their issues. Every day there is something new. Having the autonomy to make decisions and the support from my organization to take risks and try things I may not have tried before has been invaluable to me.

When you were a kid, what did you want to be when you grew up?

I wanted to be a singer. My parents had a band when I was growing up, and I loved listening to them and singing along with them.

How do you stay involved in the community?

We sponsor many fundraisers in the communities where we have stores, and we are very excited to now be offering scholarships for local high school students going into the trades or other construction-related fields through our Nation’s Best Cares program.

Why did you agree to become an NHPA Ambassador? What have you enjoyed the most in your relationship with the association? I agreed to become an NHPA Ambassador because working with NHPA truly has been a life-changing experience for me. There are so many great programs NHPA has to offer, and participating in its Retail Management Certification Program helped me refine my skills and become a stronger and more empathetic leader. I’ve continued to grow and be challenged at different levels and have been able to meet those challenges with more confidence and decisiveness than before.

What is the best piece of professional advice you’ve ever been given?

Be early and make sure your words and feet are going in the same direction.

What do you do for fun when you’re not working?

I love spending time on the lake boating with family and friends and am very passionate about metal detecting.

NHPA AMBASSADOR About the Program

Regional Vice President Nation’s Best Holdings 10 stores in TX, NM, AZ & CA

What kind of music do you like to play in the stores you support?

I like to play upbeat country and 80s music, anything with a good beat. I enjoy songs that people know the words to so we can all sing together.

What is your proudest moment as part of the independent channel?

The day I received the call to participate in the Retail Management Certification Program, I was so excited. It was, and still is, a great honor to represent Nation’s Best in that program, and I learned so much. My second proudest moment was when I was promoted to regional vice president. I was honored to be offered such an amazing opportunity with Nation’s Best.

The North American Hardware and Paint Association (NHPA) Ambassador Program brings together a small group of NHPA members from across the industry who are passionate about the independent home improvement channel and have a deep involvement with the association. NHPA Ambassadors help connect their retailer networks to NHPA, encouraging retailers to become more involved with the association’s offerings, like online training, consulting, college-level courses and more.

Tina Green

Green Takes on Challenges With Confidence

Efficient Service, Dedicated Operators

COMMITTED TO THE LAST MILE

TO THE LAST MILE

Our Fleet, Our Drivers

Orgill’s commitment to getting products into your store is paramount. Our modern, private fleet of 400+ trucks are all driven by Orgill employees. Not only do our drivers keep things running smoothly, but our operational model controls our expenses and we pass these savings along to our dealers.

things running smoothly, but our operational model controls our expenses and we pass

We’ll go the extra mile for you. Contact us today.

NHPA’s Retail Management Certification Program is built for owners, managers and key employees in the independent home improvement industry, with a focus on training to grow store sales and profits.

Follow in the footsteps of more than 300 retailers who have graduated from the program. Students on average have earned more than 5X the return on tuition paid after implementing their student projects and putting what they have learned into practice!

the QR code or visit the link below to apply.

These companies have advocated for independent retailers by supporting the program.