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THE INDUSTRY’S DIGITAL LEADER

BOLD MOVE

Bolster Hardware Hits the Ground Running

LBM Insider Shares Industry Insights

Stores Raise Awareness About Breast

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LBy Doug Donaldson

True Value Deal on the Horizon, Pumpkin Spice on the Menu

ooking at the cover of this issue of Hardware Connection, you might think something doesn’t quite jibe.

In big, bright letters we share the industry-shifting news about Do it Best to buy True Value. Along the bottom, we tease an article about how one retailer came up with a fun way to promote his business with a joke about the ubiquitous autumn return of pumpkin spice. These two stories represent the macro and the granular—the freedom and risk as well— of independent hardware retail.

On the macro side is the deal for True Value, which has been a champion of independent retailers for more than 75 years, enabling hardware store owners to set their own course while also being able to rely on the backing of a major national brand. Potential buyer Do it Best has also served independent store owners by making big technological strides in areas such as e-commerce and creative digital marketing initiatives.

When I talked with Dan Starr, president and CEO of Do it Best, for “Bold Move: Do it Best to Buy True Value,” the most important question he answered was about how this deal will affect retailers and, ultimately, their customers. His response was illuminating, regarding both his approach to this acquisition and

how Do it Best operates. After you read the piece, which includes comments from retailers, vendors and others within the industry, please share your thoughts on our social media channels.

On the more granular side, this issue of Hardware Connection shares the story of, yes, pumpkin spice propane. John Eddinger II, a fifth-generation hardware retailer, came up with this funny, smart way to market his Bally, Pa.–based family business, Eddinger Hardware. This kind of creative genius is possible because Eddinger is an independent retailer— able to think outside the box and take a risk that ends up paying off and capturing the attention of his customers and those even further afield.

Celebrating this creative spirit of independence and know-how is the reason Hardware Connection exists. Whether we’re analyzing one of the biggest acquisitions in hardware wholesaling history or providing tips to improve stores’ marketing, we tell the stories of hardware retailers and offer information and insights for running a better business—macro, granular and everywhere in between.

Somewhere in the middle of those two extremes is “Leading Lumber,” an interview with Russ Kathrein, Do it Best’s

vice president of lumber and building materials. Retailers who already sell lumber or are considering adding the category can take a deep dive as Kathrein shares his insights into LBM trends and thoughts on how to develop the next generation of leadership in the building materials sector.

This issue of Hardware Connection features the first profile in any industry publication of Bolster Hardware, an Ace retailer that has grown to 40 locations across nine states since its founding in 2021. The company is quickly becoming an industry force, and principal Ajay Amin tells us how it developed a corporate culture and technological savvy to support rapid, sustained growth.

This fall is a season of change for the hardware industry, and retailers are facing a landscape filled with opportunities and challenges. From True Value’s potential acquisition— an industry-shifting move that could redefine the independent hardware landscape—to creative marketing efforts like Eddinger Hardware’s playful pumpkin spice propane campaign, this issue of Hardware Connection provides insights at every level. It is my sincere hope that we are arming retailers with the information they need to navigate this transformation and continue to thrive, offering them the tools to move forward with confidence. n

• Industry leading

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TREND WATCH

Hurricanes Know No Boundaries: What Business Owners Must Learn

By Craig Cope

As of writing, Hurricane Milton’s outer bands are impacting the Southwest Florida coastline and the Keys, with landfall expected later this afternoon. Every hurricane tells a unique story, shaped by its wind strength, rainfall, and storm surges. While the outcome of Hurricane Milton remains uncertain, this article will focus on Hurricane Helene and the lessons it offers to business owners, regardless of their location.

Hurricane Helene made landfall near Perry, Florida, with winds reaching 140 mph, ranking as one of the most powerful Category 4 storms to hit the United States. The storm’s primary impacts were felt across Florida, Georgia, the Carolinas, Alabama, and Mississippi. These regions suffered from widespread flooding, wind damage, utility outages, and significant disruptions to infrastructure.

Shortly after Helene dissipated, our senior business advisor, John Hammond, who was vacationing in the mountains of Asheville, shared his first-hand experience near the storm’s effects. We all found it surprising that a hurricane could

cause such damage in a mountainous area, leaving John stranded due to flooding. Fortunately, he was able to return home safely after a few days, but more troubling stories soon emerged from local hardware store owners.

Several stores in the same region experienced complete losses due to flooding, and to make matters worse, these businesses did not carry flood insurance. As a fellow small business owner, I understand the reasoning behind that decision: “Why would I need flood insurance in the mountains?”

However, the landscape of natural disasters is changing, and areas once thought to be safe from hurricanes, floods, and other extreme weather events are now facing increasing risks. Whether it’s hurricanes reaching further inland, unexpected flooding in typically dry regions, or wildfires sweeping through temperate areas, no location is immune. These once-rare events are becoming more frequent and less predictable, forcing business owners to rethink their preparedness strategies.

In light of this, it’s crucial to understand that geographic location

TREND WATCH

alone is no longer a reliable indicator of safety when dealing with natural disaster threats. For small business owners, being proactive about disaster preparedness and recovery is vital. Fortunately, several resources are available to help navigate these challenges:

1. The U.S. Small Business Administration (SBA) provides low-interest disaster loans to businesses, homeowners, and renters in declared disaster zones.

2. FEMA’s Disaster Assistance Program is another crucial resource for business owners, offering grants, loans, and expert guidance on creating disaster response plans and securing aid after a natural event. Their website offers detailed instructions for preparing for specific types of disasters.

3. The Insurance Institute for Business & Home Safety (IBHS) provides research and tools for strengthening businesses against natural disasters. They offer practical, science-based guidelines to protect your business from wind, rain, floods, and other hazards.

Zillow and First Street Foundation recently partnered to provide insights into flood risks for properties across the United States. This collaboration allows homeowners and business owners to access detailed information on potential flooding risks in their area through Zillow’s online platform. First Street Foundation’s expertise in environmental risk data makes this an invaluable tool for business owners evaluating the long-term viability and safety of their locations. Knowing your property’s exposure to flood risks can help you make informed decisions on insurance coverage and disaster preparedness plans.

A newer resource available to everyone was announced when

As business owners, we can no longer rely on the assumption that our location will shield us from the devastation of natural disasters. Our best defenses against these increasing risks are preparedness, planning, and awareness. By utilizing available resources and tools, such as the SBA’s disaster loans, FEMA’s assistance programs, IBHS guidelines, and insights from the Zillow and First Street Foundation partnership, we can take proactive steps to safeguard our businesses and ensure a quicker recovery when disaster strikes. In the ever-changing landscape of environmental threats, it’s no longer about if a disaster will impact us, but when—and being ready can make all the difference. n

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Welcome to the Hardware Connection Century Club!

The Hardware Connection Century Club, sponsored by the National Hardware Show®, recognizes “The Innovators and Survivors Who Helped Build America.” Our Century Club currently includes 804 hardware and LBM retailers, 21 wholesalers and 207 manufacturers that were founded in the United States of America and remain in business after 100 or more years.

You can find the complete list of Century Club members including old store photos and links to company history by clicking here. We congratulate the following retailers who have been added to the Hardware Connection Century Club this year:

Andrew Posey & Son Hardware, Jasper, AL—1924

Bourassa True Value Hardware, New Bedford, MA—1924

Bowling’s Feed and Hardware, Catlettsburg, KY—1924

Braun Building Center, Manitowoc, WI—1905

Carl Eliason & Company Lumber & Hardware, Sayner, WI—1924

Chairtown Lumber Company, Gardner, MA—1924

Clark Devon Hardware, Chicago, IL—1924

Congleton Lumber, Lexington, KY—1905

Denver Lumber Company, Denver, CO—1923

Gennett Lumber Company, Fletcher, NC—1901

Guy C. Lee Building Materials, Smithfield, NC—1924

Hamilton Building Supply, Hamilton, NJ—1924

Heller Lumber Company, Arlington Heights, IL—1924

Holman Supply Company, Moultrie, GA—1920

Howell Hardware, Millville, NJ—1924

Hunter’s Hardware, Berkley Spring, WV—1870

H&W Hardware, New York, NY—1924

HARDWARE STORIES butAmazing TRUE

Before composite decking got big, we stocked massive amounts of redwood, many dimensions, lots of lumber in stock. We had anything you’d need to build a redwood deck. On a frozen day in February, our larger-than-life driver Kenny had a small delivery of redwood. It was a little odd for that time of year, and it turned out that all the stacks were frozen solid. Every stick of redwood had to have the ice knocked off. To save time, Kenny picked them up and dropped them to knock the ice off. While doing this, some boards came unstuck at an inopportune time, hitting Kenny in a sensitive part of his body. He just crumpled to the ground. He took a good dose of ribbing from coworkers, about equal to his pain. The lesson: When things in life seem stuck, make sure things you value don’t get smashed.

Butch Heimsoth Capital Lumber Co. Cheyenne, Wyo.

Wcustomers. We also have some who are just in here for company. They’ll come up with this long, drawn-out story about a project they’re working on just to talk to someone. This

one older gentleman came in and described a very complicated plumbing project, so we set joints, PVC, a whole host of plumbing products on the floor along the length of the plumbing aisle to lay out his project. After about 30 minutes of him talking and visiting with the staff in between describing the project, he grabbed some plumber’s tape and said, “Well, this might fix it.”

Brandi

Keith Ace Town and Country Vinita, Okla.

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How’s Business?

MIDWEST

How have sales and customer counts been in 2024? We’re about even. We’re just kind of keeping up with customers’ needs.

What’s unique about your business? We do a big customer appreciation event every October. We try to bring in products that connect with our community.

What goals do you have for 2025? We’re looking to think more like a brand throughout our business. We’ll look deeper at our business to make sure we’re giving a consistent brand with our name. We found a few things, such as carpet cleaning and rental machines, at the Do it Best Fall Market that we’ll be adding to our line. Have you seen more YouTube

DIYers? We’ve definitely seen that quite a bit, especially with plumbing and electrical. They’ll show us the video of what they’re working on, or pictures, and we’ll be able to help them and give product advice. It does help us figure out what they need.

Eric Nelson

Fergus Home

& Hardware

Fergus Falls, Minn.

A 2025 goal for Fergus Home & Hardware is taking a deep dive into the company’s brand and ensuring consistency throughout the business.

NORTHEAST

How have sales and customer counts been in 2024? I’ve been in the business just two and a half years, and business has been down a little bit. Overall, it’s about the same; it just feels a little slower. We had a really rough summer. It’s been superhot and humid. No one wanted to do anything outside, so it felt more seasonal. Economy-wise, I think people are tightening up.

What are your best niches? Plumbing. I’m a master plumber in Massachusetts, so we get into plumbing a little bit more than a usual hardware store. I bring that to the table so people can talk to me about what needs to get done. Our window and screen repair does well. People seem to be looking for services like

With a master plumber on staff, Florence Hardware is a local destination for contractors and YouTube DIY plumbers.

that more than ever.

What goals do you have for 2025? Just keep pushing, keep growing and try to get those numbers up to finish the year.

Have you seen more YouTube DIYers? We have about 40 percent pros and 60 percent do-it-yourselfers for a customer base. We’ve definitely seen more YouTube DIYers. YouTube has been huge. No one is just reading a book and doing it. Everyone’s watching YouTube. It has helped give people confidence to see someone do a job. They think, “I could do that.”

Lyle Sienkiewicz Florence Hardware Florence, Mass.

HOW’S BUSINESS?

SOUTH

How have sales and customer counts been in 2024? We’ve had a real good year, up a slight bit. We’re in the town where the University of Mississippi is located. Although we’re a small town, we’re busy because of the university. Lot of people are moving in, and it’s a good place to live.

What’s unique about your business? We’re a complete, wellstocked hardware store about 14,000 square feet inside.

What are your strongest niche

categories? We have a fairly large grilling department. We’ve devoted about 1,500 square feet to it. We sell lots of grilling spices and sauces.

Have you seen more YouTube DIYers? A fair amount. More often than not, it’s helpful to have an idea of what a customer is doing when

Being located in a university town draws younger DIY customers to Shaw’s Ace Hardware in Oxford, Miss.

Shaw’s Ace Hardware devotes about 1,500 square feet of floor space to its grilling department and hosts community grilling events.

they come into the store. With the university near, we have young people who take on do-it-yourself projects. When we talk with one of those customers, we still have a conversation about their project and the video.

David Shaw Shaw’s Ace

Hardware Oxford, Miss.

SOUTHWEST

How have sales and customer counts been in 2024? We’re doing pretty good, steady. Last year the community was supposed to get some big economic news but nothing has changed at the moment.

What’s unique about your business? Our customer service is outstanding. We have the best selection of plumbing and electrical products, and we have employees with experience in plumbing and electrical.

What goals

do you have

for 2025? We’re hoping to expand our gardening section and trying to add to that assortment. We don’t have

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Next year, Ace Town & Country in Vinita, Okla., looks to expand its offerings of live plants, according to owner Brandi Keith.

a nursery in town, so we would expand with more live plants.

Have you seen more YouTube DIYers? Yeah, on the plumbing front especially. We have a big selection of SharkBite products and plumbing fittings that would fall within the do-it-yourself category.

Brandi Keith

Ace Town & Country Vinita, Okla.

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WEST

How have sales and customer counts been in 2024? Pretty good. We’ve seen more new people coming into the area. We’ve seen a little shift in who’s coming into the store. Also, that coincides with what we see going on at the local schools and everything else in our community.

What goals do you have for 2025? Finding new products, which is why we go to the Do

it Best Market to be able to see and feel the new products. This year, I found a few interesting new products. I love the refillable propane. That is a great product and fits with us environmentally. Have you seen more YouTube DIYers? I’ve been learning a lot on YouTube from other artisans. My husband decided he wanted to learn to rebuild campers. He was able to learn everything he needed online. He learned to fix cars online, and it became a learning tool during the pandemic. The pandemic changed how people DIY because we were stuck at home. We all went online to learn something, have a new skill.

Mary Camp from Bay Hay and Feed in Bainbridge Island, Wash., said she made some interesting new product finds, such as refillable propane tanks, at the Do it Best Fall Market in Indianapolis this past September.

Now, such learning is another way to connect with people.

Mary Camp Bay Hay and Feed

Bainbridge Island, Wash.

By Doug Donaldson

BOLD MOVE DO IT BEST TO BUY TRUE VALUE

DEAL COULD CLOSE BY END OF YEAR AS TRUE VALUE BANKRUPTCY UNFOLDS, WITH OPERATIONS CONTINUING DURING THE SALE PROCESS.

In a move that will dramatically change the landscape of the retail hardware industry, Do it Best has entered into an agreement to purchase True Value Company.

As part of the sale, True Value and some of its affiliates have voluntarily filed for Chapter 11 bankruptcy in the

With headquarters in Chicago, True Value recently celebrated 75 years in business and serves 4,500 independently owned retailers.

U.S. Bankruptcy Court for the District of Delaware, it said in a press release issued on Monday, October 14.

According to the bankruptcy filing, the company has between $500 million

“When an opportunity like this comes along, we look at it as a generational opportunity and one focused on growth,” Do it Best President and CEO Dan Starr told Hardware Connection.

“But more important for us is we have a heart and a mission and a calling to support the independent.”

and $1 billion in liabilities to more than 1,000 creditors, along with $100 million to $500 million in assets. Part of the filing requests that the company continue operating programs and supplying retailers.

During the sale process, which should conclude by the end of the year, Chicago-based True Value will continue to serve its network of 4,500 independently owned retailers, maintaining operations, according to a company statement.

“Importantly, while this process moves forward, it is business as

Above: During the Do it Best Shareholders Meeting, President and CEO Dan Starr touted the company’s nearly $4.6 billion in sales and record-breaking $352.6 million in gross profit for fiscal year 2024, despite a 4 percent year-over-year decline in sales.

Main: In the past three years, Do it Best has added 574 new locations through new store signings and member expansion. Do it Best’s headquarters in Fort Wayne, Ind., is in the Electric Works campus, which covers 39 acres and includes 18 historic buildings.

FEATURE

“ WHEN AN OPPORTUNITY LIKE THIS COMES ALONG, WE LOOK AT IT AS A GENERATIONAL OPPORTUNITY AND ONE FOCUSED ON GROWTH. ”

— Dan Starr, Do it Best President and CEO

usual,” True Value CEO Chris Kempa wrote in a letter to its retailers the day of the bankruptcy filing. “We expect to get immediate access to liquidity approved by the court, which will support our day-to-day operations.”

Those funds will be available because Do it Best will provide a debtor-in-possession loan to ensure that True Value can continue to purchase products to fulfill retailers’ needs.

Also, in conjunction with the bankruptcy filing, Do it Best will

become the lead bidder to buy True Value, with an offer of $153 million. Known as a “stalking horse bid” (see sidebar), Do it Best’s offer marks the start of a more formal bidding process.

“When an opportunity like this comes along, we look at it as a generational opportunity and one focused on growth,” Do it Best President and CEO Dan Starr told Hardware Connection. “But more important for us is we have a heart and a mission and a calling to support the independent.”

Starr added that he believes Do it Best’s purchase of True Value will help provide stability to the independent home improvement channel while maintaining a co-op spirit.

For the Fort Wayne, Ind.–based co-op, the purchase of True Value is a means to spur growth. “We have been talking, and planning, and executing on primarily a growth strategy for the entirety of my tenure as CEO,” said Starr, who assumed his current position in 2016. “That’s been a central focus for us—growth in the independent channel for the benefit of our membership.”

RETAILERS OFFER MIXED REACTIONS

Speaking to Hardware Connection, retailers had a variety of responses to the bankruptcy and putative acquisition. Some longtime members were optimistic, hoping the consolidation will improve efficiencies and supply chain operations, while

others remained cautious, voicing concerns over potential disruptions to product flow and uncertainties about longstanding business practices. Overall, the sentiment was a mix of hopeful anticipation for growth under a larger umbrella and apprehension about operational changes that could affect their stores’ daily functions.

“I’m staying positive and letting it play out,” said Kerry Leydig, owner of Leydig True Value in Hollidaysburg, Pa., which has been with True Value for 25 years. “I have no animosity toward what they’re doing. I hope they don’t sell it off in pieces.”

Leydig likened True Value’s bankruptcy approach to the route Lehman Brothers took in 2008 when it was purchased by Barclays. He also sees benefits from becoming a larger company with Do it Best. “The

“Unlike the last deal for True Value, we’re now being sold to a reputable name in the hardware business, so I think we’re increasing efficiencies and feel that both companies have positive takeaways,” said Brian Mushel, owner of Justus True Value Home & Garden in Clarks Summit, Pa. “I’m looking forward to life after True Value. My hope is everyone will be better than they were.”

more people you have drawing from warehouses is a good thing,” he said. “I think the pain in the ass for independent retailers is changing item numbers and stickers.”

He added that he has had no recent problems with True Value fill rates and order fulfillment. Other True Value retailers, however, seemed eager for a shift.

Justus True Value Home & Garden has been with True Value for more than 30 years and was a ServiStar Coast to Coast member prior to that.

However, Mushel noted he is concerned that there haven’t been any discussions about True Value retailer rebate checks, which are distributed in March.

FEATURE

While appreciating Do it Best’s business operations, Mushel said he hopes elements of True Value will remain, such as store planning and merchandising.

“I really thought the assortments and planograms True Value brought to the table were best in class,” he said. “Do it Best is big in lumber and building materials, and they will open doors for future growth in that category for True Value stores.”

He also praised the True Value marketing department, which he said has made large strides in the past few years with customizable circulars.

One negative has been how the bankruptcy aspect of the deal has grabbed headlines, Mushel said: “I feel like we have to do damage control so that the news doesn’t affect local hardware store operations. My biggest concern is flow of products into the warehouse and getting to my store. I looked at back orders today, and they’ve increased since the True Value show [in September]. I’ve been told those challenges are being addressed.”

Do it Best members have expressed optimism about the deal. “My initial thought of growing the co-op is very exciting,” said Jeremy Peterson, owner of Family Hardware in Cape Coral, Fla. “I just hope we don’t lose any of the tight-knit culture we have at Do it Best by adding thousands of locations.

“My initial thought of growing the co-op is very exciting,” said Jeremy Peterson, owner of Family Hardware in Cape Coral, Fla. “I just hope we don’t lose any of the tightknit culture we have at Do it Best by adding thousands of locations. I’m still Family Hardware and not a member number.”

I’m still Family Hardware and not a member number.”

Another retailer who switched to Orgill six years ago after True Value was purchased by ACON Investments expressed concern about receiving his equity stake. “From what I read, Do it Best isn’t obligated, and I don’t know if they should be because it wasn’t their deal with True Value members,” said Dusty Lee, owner of Stormers Hardware in Knoxville, Tenn. “If I get money back out of the deal, it’ll be like hitting the lottery. Maybe I will, but I’ll be shocked.”

Lee said he has been pleased with Orgill since he switched, especially with its flat rate for freight, as opposed to the volume-based True Value rate. “Year to date, business has been up every year since I went with Orgill.”

TRUE VALUE’S PATH FROM ACON

In 2018, True Value Company sold 70 percent of its business to private equity firm ACON Investments, signaling a significant departure from its longstanding cooperative structure. As part of the deal, True Value members received $229 million. For decades, True Value was one of the largest member-owned hardware cooperatives, representing thousands of independent retailers. The sale was driven by its need for capital to modernize the business while offering members greater financial flexibility. Under the deal, members retained a 30 percent stake, ensuring some level of involvement in the company’s future.

For the complete story about ACON’s purchase of True Value, see Hardware Connection’s April 2018 award-winning article, here.

One of the key changes post-sale was the elimination of mandatory national advertising fees, allowing individual retailers more autonomy over how they marketed their businesses. This change simplified operations to make True Value more competitive in a retail landscape

“

DO IT BEST IS BIG IN LUMBER AND BUILDING MATERIALS, AND THEY WILL OPEN

DOORS FOR FUTURE GROWTH

IN THAT

CATEGORY FOR TRUE VALUE STORES.

— Brian Mushel, owner of Justus True Value Home & Garden

dominated by big boxes Home Depot and Lowe’s.

Many True Value retailers supported the sale, citing the benefits of ACON’s financial backing. The move also allowed True Value to expand its distribution network, invest in e-commerce and pursue new store development, positioning the company for long-term growth.

Despite support from many True Value members, the sale to ACON generated significant controversy within the cooperative. Some store

FEATURE

In a letter to True Value retailers, CEO Chris Kempa stated: “Importantly, while this process moves forward, it is business as usual. We expect to get immediate access to liquidity approved by the court which will support our day-to-day operations.”

HOW A STALKING HORSE BID WORKS

A stalking horse bid refers to a situation in which a company that is being sold (often as part of a bankruptcy process) seeks an initial bid on its assets to set a minimum acceptable price. This first bid is known as the “stalking horse bid,” and it helps to establish a baseline for other potential buyers who may want to submit competing bids.

When Sears went through bankruptcy in 2018, the hedge fund ESL Investments placed a stalking horse bid to purchase the company’s assets.

owners expressed concerns about losing control of their business and the potential for a private equity firm to prioritize short-term profits over long-term growth. Smaller retailers feared they might lose their voice and influence in decisions that could affect their operations, with questions about whether the new structure would lead to increased purchasing requirements or more stringent conditions for carrying the True Value name.

With such a bid, the seller avoids having to liquidate assets at an unreasonably low price and ensures a minimum amount. Once the bid is public, other potential buyers may make higher offers and competitive bidding, driving up the price.

Typically, being the stalking horse bidder provides certain protections and incentives for establishing the initial bid. One such incentive is a breakup fee, which compensates the bidder if another buyer wins with a higher bid.

Others worried that ACON might liquidate assets for immediate gains, potentially harming the cooperative’s foundation. Store owners accustomed to the co-op model were uneasy about the shift to a corporate structure, which many believed could disadvantage smaller, independent

hardware stores. Some members viewed the move as a “railroad deal,” questioning whether they had enough time to fully evaluate the decision and its long-term effects.

True Value has not publicly released any recent detailed financial reports. However, in 2024, the company has made significant investments to support retailer growth, including a $20 million investment in new order management and warehouse management systems to improve inventory accuracy and operational efficiency.

Additionally, True Value has continued to expand its brand presence with a new marketing campaign, “Here for You, True Value,” and has invested heavily in store openings and refurbishments. In July, True Value announced it was once again partnering with IROC (International Race of Champions) by becoming the title sponsor of the IROC Series.

DO IT BEST STEPS UP

In early October, news of an imminent sale was confirmed when True Value CEO Chris Kempa shared a letter with vendors stating that the company was in the final stages of pursuing one. The letter noted that with the support of its board of directors, True Value had hired an investment banker to explore options

that aligned with the best interests of its associates, retailers and vendor partners. The decision came after nearly a year of moves aimed at modernizing and streamlining True Value’s operations.

“Right now, we have active, competitive offers for our business, and we are working tirelessly to finalize a purchase agreement,” Kempa wrote at the time. “All the strategic partners being considered are excited about the future of True Value and bolstering the independent home improvement channel.” The decision to sell followed True Value’s ongoing efforts to streamline its legacy operations with the support of its current equity investors, the letter said.

On Monday, October 14, Do it Best distributed a press release announcing its intention to purchase True Value.

While Do it Best CEO Dan Starr said he was bound by a nondisclosure agreement about some details of the negotiations, he shared that Do it Best and True Value had been in serious discussions since about mid-August. “I can tell you in earnest that this goes back to at least two months of serious conversations that have led to this day,” he said. “If you had a chance to look through and scrutinize the filing they made, it’s a very telling filing—their timing was dictated based on some of their own internal operation issues.”

FEATURE

INDUSTRY RESPONSE CAUTIOUS; SOME SEE OPPORTUNITY

In addition to retailers, manufacturers and other distributors have expressed surprise and concern, while some even spot an opportunity to grow their own business because of the True Value bankruptcy and potential sale.

As part of the bankruptcy proceeding, one vendor is anticipating the court’s need to examine recent invoicing. “We’ve done these things before,” said Bob Clemence, vice president of sales for Hyde Tools in Southbridge, Mass. “The bankruptcy court will go back 90 days and see whether any money paid is unusual.”

Clemence, however, expressed concern about overall consolidation within the independent hardware channel, pointing to United Hardware’s merger with Do it Best this spring and House-Hasson Hardware’s purchase of Bostwick-Braun this summer. “Sales take a loss when two companies merge; we never end up with the same amount of sales,” he said. “One and one doesn’t equal two. Sales dollars will go away. There are fewer people, distributors, to acquire products.”

The pricing structures of the two companies are similar, he added. “Our relationship with Do it Best is as good as it was with True Value. I’m not worried about Do it Best.”

After news of the deal broke, Orgill issued a press release offering support to True Value retailers. It lauded True Value’s history and noted that Orgill currently supplies more than 800 True Value stores.

“At Orgill, we have always championed the independent dealer. One thing Orgill can offer to the thousands of True Value customers during these uncertain times is a pathway to stability in their future business relationships that would enable them to continue serving their communities without fear of any interruption,” said Boyden Moore, Orgill’s president and CEO. “Over the past two years we have undertaken more than 400 conversions of True Value retailers, and we have more than 65 conversions already on our schedule for the coming months.”

Orgill’s statement also noted that the company is working to prepare for any surges in demand that may result from the bankruptcy filing.

“We have already routed every True Value store, both those we currently service and those that we don’t so we can be more responsive to these stores’ needs,” Moore said. “And we have done an analysis of potential product and service demands so that we can be best prepared to onboard new accounts.”

The largest independent hardlines distributor, Orgill was founded in 1847

and is headquartered in Memphis, Tenn., serving more than 13,000 retailers throughout the world.

DISTRIBUTION CENTER DECISION POINTS

One of the biggest elements of combining the operations of Do it Best and True Value is coordinating the distribution and delivery of products to retailers.

Do it Best has eight distribution centers across the United States; True Value currently has 13. However, True Value’s Manchester, N.H., center was expected to close at the end of 2024, and its Denver center will stop servicing retailers and transition to storing network inventory. It’s unknown if Do it Best intends to assume all leases for True Value’s distribution centers.

“We have to evaluate the buildings, we have to evaluate their location,” Starr said. “We have to evaluate how much volume goes through a particular distribution center, and then is that the right place? We have to begin that analysis, and we’re very early on right now.”

Post-sale, one key consideration will be how the distribution centers will work together and how any overlap will be managed. For example, there are four areas of the country in which Do it Best and True Value distribution centers are within 100 miles of each other:

Do it Best True Value Dixon, Ill. Cary, Ill. Medina, Ohio Cleveland Montgomery, N.Y. Wilkes-Barre, Pa. Waco, Texas Corsicana, Texas

After ACON purchased True Value, the company implemented a hub-andspoke distribution strategy that started with an expansion of its Harvard, Ill., warehouse. Centralized hubs with larger product selection and deeper inventory are backed by a series of distribution spokes that focus on fastmoving products. When there’s a spike in demand for certain products, the regional hubs are there to efficiently meet demand.

Over the past year, Do it Best has been in the process of a distribution network optimization analysis. “Right now, we have some of the best fill rates in the industry,” Starr said. “First, do no harm. We want to continue to support our members with very, very good fill rates and on-time deliveries, as we should.”

Starr said he believes adding True Value’s distribution network offers “perhaps some greater opportunities” and that the hub and spoke model “has some strong merit.”

“We’re open to considering a mix of approaches,” he added. “We just want to figure out what works best to serve our membership, and we’ll follow that approach.” n

DO IT BEST TIMELINE

1945: Hardware Wholesalers, Inc. (HWI) is founded in Fort Wayne, Ind., by a group of hardware retailers seeking cooperative buying power.

1979: HWI expands into a global operation with its first international member.

1998: HWI merges with Our Own Hardware, a regional cooperative, and rebrands to Do it Best Corp.

2000: Do it Best introduces its e-commerce platform, enabling customers and member stores to access products online, marking the company’s entry into digital commerce.

2016: Dan Starr is named president and CEO.

2017: Do it Best surpasses $3 billion in annual sales.

2022: Do it Best invests in a major expansion of its Fort Wayne headquarters at a new facility.

2024: In March, Do it Best and United Hardware announce their intent to merge, a tie-up finalized the next month. The United merger adds 525 locations to the Do it Best fold. In the past three years, the co-op added 574 new locations through new store signings and member expansion.

TRUE VALUE TIMELINE

1948: John Cotter forms Cotter & Company, a cooperative of 25 independent hardware stores.

1963: Cotter & Company purchases the rights to the True Value trademark from Hibbard, Spencer & Bartlett, turning it into a national retail brand.

1971: The company begins a longstanding partnership with NFL broadcaster Pat Summerall, who becomes the spokesperson for its commercials.

1989: John Cotter passes away. The company’s sales have reached over $2 billion, with more than 6,000 True Value Hardware stores.

1997: Cotter & Company merges with ServiStar Coast to Coast to form TruServ, becoming the industry’s largest co-op with initial sales of $4.5 billion.

2006: The company rebrands itself as True Value Company.

2018: True Value sells 70 percent of its business to private equity firm ACON Investments, transitioning from a co-op to a more traditional corporate structure while keeping 30 percent of member ownership.

2023: True Value celebrates its seventy-fifth anniversary, emphasizing its commitment to innovation and community values.

Q&A: THOUGHT LEADERSHIP

Above: Russ Kathrein, Do it Best vice president of lumber and building materials

Main: Kathrein says more Do it Best members who previously didn’t sell lumber are looking at offering some type of lumber, but he says “Every market is different. You need to talk to your community and find out where the need is.”

LEADING LUMBER

INDUSTRY VETERAN RUSS KATHREIN,

DO IT BEST’S VICE PRESIDENT OF LUMBER AND BUILDING MATERIALS, TALKS ABOUT DEVELOPING THE NEXT GENERATION OF LEADERSHIP, LBM TRENDS AND HOW DO IT BEST IS STAYING COMPETITIVE IN A CHALLENGING MARKET.

Russ Kathrein began his career in the lumber and building materials industry when he and his brother purchased and rebuilt their father’s lumber business. With decades of experience, Kathrein has held leadership roles at companies such as 84 Lumber and former Builders FirstSource affiliates. Most recently, he served as CEO of a large independent LBM dealer, overseeing 12 locations across Illinois, Iowa and Wisconsin. Through his leadership roles, Kathrein gained extensive expertise in sales, management, purchasing and operations, along with a deep understanding of the LBM dealer’s perspective.

In 2020, Kathrein joined Do it Best as a Business Development Manager, bringing more than 30 years of industry knowledge with him. By 2021, he

Q&A: THOUGHT LEADERSHIP

had advanced to Vice President of Lumber and Building Materials, where he focuses on partnering with dealers to support growth through innovative buying programs and services. He has served on the board of the National Lumber and Building Materials Dealers Association. Here, Kathrein talks with Hardware Connection about the state of the LBM industry and how Do it Best is poised to make strides within the building materials sector.

HC: What’s the overview of the current LBM landscape?

Kathrein: In talking with our LBM members, we’re kind of seeing that year to date, businesses are down about 8 percent. The volume is down. The consumer segment is trending better than the construction segment. I had a dealer who has a couple different yards. His consumer yards are doing better, whereas construction is not. I think part of it is interest rates. Part of it is that it’s an election year where people don’t want to commit. In terms of trends in the business, in lumber, we’re seeing the Canadian log supply—what we call fiber basket—really start to get constricted, and that’s changing the dynamics. Whereas the Canadian market supplied the majority of the wood, which we call SPF [spruce-pine-fir], now it’s Southern yellow pine that’s being grown in the United States on the manufacturing side.

HC: What are some LBM trends you see shaping the near future?

Kathrein: I think there’s a willingness to go out and be more aggressive for the business, be more creative. During Covid, if you could make it, you could sell it. And now people are like, “Oh, darn, it’s not that easy.” On top of it, you had a 10-year period where money cost nothing. Now it costs money to sit on inventory. The good companies are being smart and trying to aggressively build the business.

HC: What challenges are Do it Best members facing in the lumber and building materials marketplace?

Kathrein: The big boxes aren’t as big a challenge as they think. Maybe on some of the manufactured items, but LBM is still high-service. We can be competitive. When I say we, that’s a majority of our people. What I’m hearing is it’s just really hard to find people. For the smaller businesses, it’s hard to find the next generation that wants to own the business. The sons and daughters don’t want to work weekends. I’m not saying they’re lazy; they’re just looking at work-life balance. They see their parents spending 70 hours a week at the store and don’t want to do that.

HC: You have decades of leadership in the industry. How can the next generation of leaders in the LBM sector be developed?

Kathrein: Developing leaders is more of a long-term commitment. Every

Kathrein says he believes in connecting with Do it Best members to help develop lumber and building material selections tailored to their individual markets.

Q&A: THOUGHT LEADERSHIP

generation has unique needs, and I think established leadership needs to figure out how to press the right buttons for the next generation to motivate them and develop them as leaders. The younger generation wants to see a career path. The Boomer generation would just say “Put your nose down, work hard, everything will work out well.” That’s not a good selling point. In terms of developing leadership for my generation, we have to alter the way we do things. If you’re going to coach and develop future leaders, tell people you believe in them. The power of saying “I believe in you” is huge. And then the second thing: Let them fail. You’ve got to let these people fail—feel the pain of failure and learn from it.

HC: How would you characterize the status of the LBM supply chain? Are there any potential snags ahead?

Kathrein: The Canadian supply chain is getting smaller and smaller. They can’t absorb growth like they used to. In the past, if we had a big bump in growth, the Canadians would step up and just produce more wood. What’s interesting is the Southern yellow pine, which is made in the United States and has really come into its own. The fiber basket is growing. However, you can’t just substitute. Southern yellow pine is a different product. It’s harder, heavier and sturdy. But it also tends to warp quicker in the sun. People used

to using Canadian SPF are discovering Southern yellow pine. There’s this kind of emotional connection, but once you switch, you switch. We’re seeing the U.S. product take over more of the market, and the Canadian product less. As a matter of fact, the Canadians are buying U.S. Southern yellow pine mills, and that’s how they’re growing their business. Another factor in the LBM supply chain is wood coming from Europe, which is equivalent to Canadian SPF. That’s become a bigger factor.

HC: How has the sustainability movement affected the LBM industry?

Kathrein: There was a big move 10 years ago. First off, though, we are the ultimate environment sustainability business. When we cut down a tree, we plant trees. It’s good forest stewardship. There’s a classic photo of Mount St. Helens, where half of it was government land and half of it was owned by Weyerhaeuser. Within three years, Weyerhaeuser planted trees, and it looks like a forest with seedlings coming up. On the U.S. government side, which is Bureau of Land Management, it looks like the moonscape.

HC: What’s the role of technology in the future of building materials, procurement and management?

Kathrein: The manufactured product is going to take more and more space in the marketplace, and that would include engineered lumber, OSB [oriented strand board], where we’re not relying on a big

log that we can peel and make veneers. Instead, we’re cutting small logs making laminated veneer lumber [LVL]. It’s a stronger and better product. So that’s a technology on the manufacturing side. On the design side, you’re seeing ways to design with less waste. Technology also figures into the business in terms of analyzing data better and understanding how inventory’s moving, what customers are buying. The lumber industry and the hardware industry have been notoriously slow to adapt. I think we’re finally coming out of that cave and inventing fire.

HC: On the LBM side, how is Do it Best helping its members address the labor shortage?

Kathrein: Our member services help in all sorts of ways. We’ve always done marketing, but anything where we can provide a service and let the member spend more time customer-facing is a positive. We do some of the purchasing chores for them. We run a lot of technology where we can help them determine what they need. Whereas before somebody would walk around the store floor or the lumberyard and just look for empty shelves and empty bins. We’re trying to use technology where members won’t have to have a big purchasing or inventory staff, or HR and marketing staff. We’re exploring that. We also sit down the members and analyze annual purchasing reports. It’s a strategic discussion where we find ways to get rebates and combine volume

Kathrein believes that the lumber and building materials industry is the ultimate environment sustainability business. “When we cut down a tree, we plant trees. It’s good forest stewardship,” he says.

for purchasing power. I always call that discussion “What money are you leaving on the table?”

HC: Are you seeing members who weren’t previously offering lumber and building materials stepping into that market?

Kathrein: Surprisingly, yes. I think hardware stores that have property are learning that they don’t have to be a big, full-service lumberyard but can still sell consumer lumber. And we offer different ways to do it. So, yes. Every market is different. You need to talk to your community and find out where the need is. If you’re going to sell to remodelers, it might be OSB and 2x4 studs. If you have a big home and garden department and people in your area are building decks, it’s going to be treated lumber. But it doesn’t mean you have to have both. n

DEALER PROFILE

HITTING THE GROUND RUNNING

To understand a business and its corporate culture, sometimes all you need to do is look at its name. That’s especially true of Bolster Hardware. Since its founding in 2021, the company has made enormous strides within the retail hardware industry, growing to 40 locations throughout nine states. More expansion is on the way.

IN THE PAST THREE YEARS, BOLSTER HARDWARE HAS RAPIDLY GROWN TO 40 LOCATIONS THROUGHOUT NINE STATES WITH MORE GROWTH ON THE HORIZON. HERE, HARDWARE CONNECTION TAKES AN IN-DEPTH LOOK AT HOW THE COMPANY CONTINUES TO GAIN MOMENTUM WITH EVERY STEP. BEFORE

“Our name reflects our purpose,” says Ajay Amin, principal of CMG Companies and leadership of Ace Platform, M&A, Finance, and Special Projects. “We provide unwavering support to our customers through quality hardware and exceptional service, empower our employees with growth opportunities and

Main: The Bolster Hardware executive team at the newest store, Poulsen Ace Hardware in Eaton, Colo., that was purchased June 28, 2024. (From left) Rob Moore, director of operations; Bob Hilber, district manager; Ajay Amin, principal; Russ Heppner, previous owner of Poulsen Ace Hardware; Joey Parchman, director of operations; Paco Patel, principal; and Mark Flowers, vice president of operations.

Lower left and right: Bolster Hardware’s Algood, Tenn., location before it was reset and after an interior and exterior makeover. The Algood location was one of the original 21 Potter’s Ace stores Bolster purchased in June 2021.

DEALER PROFILE

success, and strengthen our local communities through meaningful connections and investment.”

Founded by CMG Companies, a Dallas-based multi-unit franchise operator that manages more than 450 locations across restaurants, hotels, and retail outlets in more than 30 states, Bolster Hardware jumpstarted its hardware business with the 2021 purchase of Potter’s Ace Hardware, which had 21 locations in middle Tennessee and southern Kentucky. Since that initial purchase, Bolster Hardware has added 19 additional locations—37 stores are Ace branded, two are independent and one is aligned with Emery Jensen Distribution.

CMG had the resources to enter just about any industry and make a big impact. Why hardware? “CMG chose the hardware industry and specifically Ace Hardware due to its brand recognition, stability, growth potential, and opportunity to make a positive impact on local communities,” Amin says. “The acquisition of Ace Hardware

With 40 stores, including this location in Braselton, Ga., Bolster Hardware prioritizes continuous improvement to existing locations before acquiring new ones.

stores provided an established foundation for Bolster Hardware’s expansion.”

Along with growth in number of stores, Bolster Hardware has seen growth in its financial performance, especially margin, as well. In 2023, the company’s gross margin was 34.5 percent. This year, the margin is 36.5 percent, according to Amin. Year-to-date category comps have also seen improvements with paint and cleaning up 3.5 percent, tools up 12.2 percent, lawn and garden up 6.5 percent, and outdoor living up 10.1 percent. Bolster’s online presence has made strides as well. Compared to the previous year, the company’s buy online/pick-up in store business has increased 41.5 percent.

EXPANDING WHILE UPGRADING TECH

Growing that quickly has meant nimble operations and a heavy reliance on technology, according to Amin. When CMG bought Potter’s Ace Hardware, there was no POS system,

When Bolster Hardware purchased Potter’s Ace’s 21 stores, there was no POS system or inventory counts, and even time cards were manual punch. Along with improving systems, Bolster brought in several new brands, including Stihl. inventory counts, or rewards program in place. Timecards were even manual punch. The stores’ assortments didn’t include lines such as Stihl, Benjamin Moore, Traeger, or Big Green Egg.

Yet, within six months, all 21 stores went live on Epicor.

“The importance of technology in ensuring seamless operations cannot be overstated,” Amin says. “It enables us to offer customers convenient options like buy online and pick up in store, buy online and ship to home, and customers even scheduling deliveries directly from their phones.”

Technology also allows Bolster Hardware staff to communicate and provide support from anywhere, helping maintain consistency across the organization. The company has embraced virtual meeting rooms and other digital tools to stay connected.

While there’s a heavy reliance on technology to promote connection

throughout the company, the executive team frequently visits locations. Amin says it’s important for team members to meet the leadership and ownership.

“We prioritize keeping regional teams connected and have been highly selective in appointing leaders who share our values of employee and customer engagement,” Amin says.

“These leaders, who live in our local markets, help spread our message and reinforce our culture daily in their own unique ways.”

CUSTOMER SERVICE A CORNERSTONE

Because customer service is a cornerstone of the Bolster Hardware business, an element of customer service is built into the company’s employee compensation plan.

DEALER PROFILE

The company offers delivery services from all locations. Employees assemble or teach customers how to use the items they purchase. For instance, one of Bolster Hardware’s grilling specialist employees led a series of grilling classes at a local technical school in Tennessee.

“Our people truly make the difference, and by minimizing employee turnover throughout the acquisition process, we’ve been able to maintain or improve customer service levels at each location,” Amin says.

CULTURE OF EMPLOYEE EMPOWERMENT

Such rapid expansion required integration of different philosophies and processes throughout the company. Yet, that had to be accomplished while minimizing disruptions for customers and store teams.

One of the most vital ways to address this challenge is the company’s open-door policy, according to Amin. All company leaders have access to the executive team.

“The assimilation process following each acquisition presented its own set of challenges, particularly the need to quickly and accurately identify new store leadership and empower them to step into roles left vacant by former owners, ensuring smooth transitions and continuity,” Amin says.

BOLSTER HARDWARE

AT A GLANCE

Owner: CMG Companies, a Dallasbased franchise operator

Store count: 40

Ace branded stores: 37

Independent branded stores: 2

Emery Jensen stores: 1

Ace Pinnacle stores: 12

Ace Platinum stores: 11

Store remodels since 2021: 19

Overall customer satisfaction, rolling 12 months: 89.5%

As Bolster Hardware has grown, it relies on ideas from employees working in the stores. When hiring, the company looks internally before seeking external candidates.

“We foster an environment where people know they matter,” Amin says. “We measure our success by the success of our people and remain genuinely invested in their future development.”

Employees are connected to the company’s corporate culture while also remaining deeply rooted in their communities across the country.

“At Bolster, we are committed to developing store leaders and teams with a strong sense of service,

Of Bolster’s 40 locations, 37 are Ace branded, and 12 of those stores have achieved Pinnacle status.

dedicated to protecting and preserving the essence of the local hardware store,” Amin tells Hardware Connection. “We empower our leaders to make a meaningful impact in their communities in their own unique ways.”

COMMUNITY FOCUS UNDER BIG UMBRELLA

Throughout the company, Bolster’s executive team emphasizes exceptional customer service and community involvement. Each Bolster Hardware store has maintained a local, community-focused atmosphere despite being part of a larger organization, Amin says.

“We’re dedicated to strengthening local communities through our core values: community focus, customercentric service, quality products, employee empowerment, and local involvement,” Amin says. “By prioritizing grassroots initiatives over national programs, we remain deeply rooted in each neighborhood we serve.”

One example: Bolster recently united stores in a specific market to raise funds at the register in support of a local high school impacted by a school shooting.

In addition, Bolster Hardware partners with schools for events to support the Children’s Miracle Network. The company also tailors product offerings and services to meet specific needs of each community. Buyers collaborate with store teams to select these assortments while also ensuring competitive pricing for customers.

“Through our partnership with Ace Hardware, we maintain a foundational inventory that covers regional hardware needs, while decentralizing the remaining purchasing activity,” Amin says. “This empowers individual store teams to tailor their inventory to the specific needs of their local businesses.”

FUTURE PLANS: IMPROVE, THEN GROW

Bolster Hardware is still in acquisition mode.

“We seek successful stores with high-performing teams to join our family,” Amin says. “Key qualifications include the quality of the existing

DEALER PROFILE

team, store culture, financial health of the business, and growth opportunities in the market.”

While expanding is in Bolster Hardware’s future, the company prioritizes continuous improvement of existing locations before acquiring new ones. This helps ensure the company structure and culture stays ahead of the growth, according to Amin.

“We believe it is our responsibility to help keep successful local hardware stores alive and thriving in the communities they serve,” Amin says. n

MEET THE BOLSTER HARDWARE EXECUTIVE TEAM

AJAY AMIN PRINCIPAL

Leadership of Ace Platform, M&A, Finance and Special Projects

With more than 20 years’ experience in the restaurant and retail industry, Amin has owned, operated, and developed several restaurant brands. He leads M&A for his current holdings, which include Ace Hardware, Genghis Grill, Little Caesars, and D’Lite Healthy on The Go.

PACO PATEL PRINCIPAL

Leadership of Ace Platform, Operations, Training & HR

In the restaurant and hospitality industry since 2000, Patel has owned, operated, and developed several hotel and restaurant brands and spent more than 10 years as a project and procurement manager in the hospitality industry.

MARK FLOWERS VICE PRESIDENT OF OPERATIONS, BOLSTER HARDWARE

With more than 30 years in the retail industry, Flowers oversaw 180 Dollar General locations. Prior to that, he was the vice president of retail growth and corporate officer for True Value, where he led the retail growth strategy for the company and its retailers through the design, development, and rollout of a new retail shopping format.

JOEY PARCHMAN DIRECTOR OF OPERATIONS, BOLSTER HARDWARE

With more than 25 years of extensive retail and management experience in the hardware industry, Parchman worked for Home Depot

“ WE SEEK SUCCESSFUL STORES WITH HIGH-PERFORMING TEAMS TO JOIN OUR FAMILY.

”

— Ajay Amin

advancing from sales associate to general manager for multiple stores with sales ranging from $20 million to $54 million. Parchman was previously a district manager at Ace Hardware in the Alabama and Mississippi markets.

ROB MOORE DIRECTOR OF OPERATIONS, BOLSTER HARDWARE

Moore has been in the retail industry for more than seven years. He previously served as a district manager for Ace Hardware in the Ohio region and will be helping support the Southeast region of Bolster Hardware stores. In addition to Ace Hardware, Moore has experience with Dollar General and Speedway LLC.

RICARDO MARTINEZ VICE PRESIDENT OF ACCOUNTING, BOLSTER HARDWARE

Martinez has an extensive background in financial management and specializes in the multi-unit space. He launched his career working for the largest Latino franchise in the United States. Prior to that, Martinez was finance controller for Famsa, a subsidiary of one of the largest furniture retailers in Mexico.

JAKE BAUER DIRECTOR OF PROCESS IMPROVEMENT, BOLSTER HARDWARE

With more than 20 years in the retail industry, Bauer was previously with JCPenney for 19 years with various roles as controller, finance, and internal audit.

CHRIS

BYRD DIRECTOR OF INFORMATION TECHNOLOGY, BOLSTER HARDWARE

Byrd oversees all IT functions across Bolster Hardware’s existing stores and new acquisitions, leveraging his extensive IT and hardware expertise. Previously, Byrd led IT for Potter’s Ace Hardware’s 21 stores.

By John Eddinger II

HOW PUMPKIN SPICE PROPANE CREATED COMMUNITY BUZZ AND BRAND LOYALTY RETAILER2RETAILER

A FUN FALL SIGN AT EDDINGER HARDWARE LED TO COMMUNITYWIDE CURIOSITY, VIRAL MARKETING, AND EVEN BRANDED MERCHANDISE THAT KEEPS CUSTOMERS COMING BACK.

When I meet anyone and they ask me what I do, I usually say that I sell propane and propane accessories. Sort of a the Hill reference. Then, I’ll share my website, which everyone remembers. That site: pumpkinspicepropane.com.

Pumpkin spice propane began with the funny saying put on the store’s sign eight years ago. Here is the Eddinger family: (from left) Jacob, Jack, John II and Dylan.

What started as a joke on the sign outside my family’s business, Eddinger Hardware & LP Gas in Bally, Pa., has grown into a marketing phenomenon beyond my wildest dreams. With little investment and lots of humor, pumpkin spice propane has grown to be a marketing miracle.

First, let’s cozy up around a propane fireplace and let me tell you the story

Each autumn, the pumpkin spice propane sign is a rite of passage for the community of Bally, Pa.

RETAILER2RETAILER

of our 134-year-old family business, of which I’m the fifth generation. In the 1800s, the business started as a general store and roofing company. Propane was part of our business for a long time, and in the 1970s, we expanded to the five surrounding counties with home delivery along with our store in Bally that has a convenient assortment of hardware.

It has always been my greatest joy to work with my grandfather Francis, father John I, and uncle Thomas. Now, the sixth generation, my sons Dylan, Jacob and Zachary, work here, too. What I love the most about the hardware and propane business is meeting new people and helping people. I’m a people person and enjoy

Sixth-generation Eddinger family member Zachary sports a pumpkin spice propane T-shirt, and the store gives away hats, shirts and stickers as promotional items.

solving problems and making an improvement on someone’s day. I want customers to leave our store having a good, pleasant experience. Making a small difference in someone’s life— that’s rewarding!

Eddinger Hardware & LP Gas is an independent retailer, and we do most of our business with Orgill. As a distributor they have helped out tremendously. We’ve always been happy with Orgill’s service and value. They’re good people. Orgill president

and CEO Boyden Moore is a great guy, and the salesmen are always helpful.

During the pandemic things have been more competitive with nearby Walmart and Costco and that’s been very challenging. We’re geared toward convenience with about 1,200 square feet of hardware, selling sensible, everyday products homeowners and DIYers need for repairs.

Our building was an old car dealership on a state route. Outside is a big sign, and through the late ‘90s, we’d always struggle to put up new sayings to catch attention. Plus, someone would have to either get out on a ladder or try to use one of those suction cup poles to change the sign. Instead of changing the sign every other day, we’d put up a new sign every few weeks or month.

About eight years ago, I put up this sign: Pumpkin spice propane for a limited time. Turns out, that was one of the greatest marketing decisions I ever made.

People driving by had no idea if it was real or made up. We’d start to see cars lining up, driving by, taking photos. People would call and ask if it was real. We had so much fun with customers, whether they knew it was

Eddinger Hardware & LP Gas leans into the pumpkin spice propane branding by decorating propane tanks for the Halloween season.

real or not. It was also fun to have customers who were in on the joke.

After that, every year we would put up the sign. For the community, pumpkin spice propane became a rite of passage for each autumn. Here’s the thing: We don’t do social media. We don’t post on Facebook or Instagram. A customer with friends in Montana said that our store’s sign was on a local Facebook page.

I knew we were on to something really big when I got a phone call from a guy who had an office pool going about whether pumpkin spice propane was real or not. The betting was about 50-50 whether it was real or not, by the way. People engaged with pumpkin spice propane; they were fascinated.

RETAILER2RETAILER

This is a funny, light-hearted, good marketing campaign and it went really well. A few years back, I saw another propane marketer using it. That really wasn’t a big deal, but this was kind of my baby, so I bought the domain pumpinkspicepropane.com. It does very well. It’s a very memorable URL. The site has a landing page for pumpkin spice propane and redirects to our store’s site. So, it’s sort of an internet double dip.

The pumpkin spice propane marketing campaign is also good timewise during the year. Because pumpkin spice comes out at coffee shops when there’s a chill in the air, it’s also a good time to remind people to top off their propane tanks, sort of like changing batteries in smoke detectors at the change of seasons. It’s close to the perfect marriage of temperature and opportunity, giving customers a reminder to get tanks filled before peak demand, which could lead to higher prices.

If you had told me eight years ago that people would be driving around with our pumpkin spice propane stickers on their cars, I’d say you were nuts. Now, we also make pumpkin spice propane hats and shirts as promotional items and we never seem to have enough.

Promotional pumpkin spice propane items such as stickers are in high demand. Eddinger says after seeing stickers on cars throughout his community he knows that his marketing gamble paid off.

I cannot tell you the satisfaction I get from this campaign. Last year, with the help of a local artist, we made pumpkin spice propane stickers. When I see someone get a kick out of a pumpkin spice propane hat or sticker, that makes me smile. After handing them out for a while, I got a call from my wife. She said she was driving and saw a pumpkin spice propane sticker on a car. That’s how you know you’ve made a brand. n

John Eddinger II is the fifth generation of his family to run Century Club retailer Eddinger Hardware & LP Gas in Bally, Pa. During autumn, Eddinger limits his pumpkin spice latte consumption to only three a day.

TIPS TO SPICE UP YOUR MARKETING 4

Even without a Facebook page or Instagram account, Eddinger Hardware & LP Gas has shown up on social feeds throughout the world. Here, John Eddinger II, fifth generation to run the family company, shares his thoughts about independent hardware marketing.

“My father and uncle are more on the conservative side with marketing,” he says. “I knew that I was either going to hit a home run or fail miserably.” Eddinger took the risk about eight years ago, putting up a sign outside the family store in Bally, Pa., offering pumpkin spice propane. Since then, the marketing campaign has taken on a life of its own. Here are four tips Eddinger shares about his marketing and business philosophy:

1. Don’t be afraid to fail. “I knew I would have to accept failure if pumpkin spice propane didn’t work out,” Eddinger says. “I would have been ridiculed every fall if it didn’t take off.”

2. Look for an icebreaker. “Think of your marketing as an icebreaker, an introduction,”

Eddinger says. “Something that’s as simple and stupid as pumpkin spice propane has opened doors, created conversations, and led to friendships. It’s a neat feeling.”

3. Make nice. “With marketing and, really, any time you’re interacting with customers or people in the industry, it’s all about being nice,” Eddinger says. “It costs nothing to be nice. I share the propane pumpkin spice stickers with people and they love it. I’ll go to events, and the pumpkin spice propane story will come back and people will ask for more stickers. It’s a really neat feeling.”

4. Add pumpkin spice to your marketing. “Pumpkin spice is everywhere,” Eddinger says. “You can’t get away from it. It comes earlier and earlier and sticks around longer than you want. Why not take advantage of it? Even if you sell lumber, you can do pumpkin spice lumber. Take advantage of this time window to market to customers or promote products.”

CATEGORY REPORT

CAULKS & SEALANTS

Source:

Analytics tracking information is based on sales from a representative sample of hardlines retailers located throughout the U S For more information, call 512-278-5800 or email epicorindustryanalytics@epicor com

CAULKS & SEALANTS MERCHANDISING

visibility is crucial, while horizontal ones may be better for bulk sales and stability. Melrose Lumber’s solution mixes both strategies—an approach worth considering.

Upper left: In addition to a vast assortment of caulks and sealants on the regular retail sales floor, Park Supply Company in Athens, Ala., has more caulks and sealants popular with local contractors in grab-and-go displays in its pro sales area.

Middle left: The caulk-and-sealant aisle of Melrose Lumber Co. in Ossining, N.Y., combines vertical and horizontal product displays. Vertical displays typically work best in stores when space is tight and branding

Lower left: Kefauver Lumber & Hardware in Forest Hill, Md., has its caulks and sealants close to the checkout counter to provide quick, easy access to contractors.

Right: For grab-and-go convenience, Fergus Home & Hardware in Fergus Falls, Minn., offers contractors an attractive endcap full of Sika products including Construction Sealant, Asphalt Sealant and Crack Flex Sealant.

3 CAULK AND SEALANT TRENDS, 3 NEW PRODUCTS

Sustainability Drives Innovation. Increasing demand for eco-friendly products that are lowVOC (volatile organic compounds) is pushing manufacturers to develop more sustainable options. This trend aligns with the growing focus on green building practices, especially in construction, according to Cognitive Market Research, a consulting firm.

Tech Advances Lead the Way. Enhanced durability, flexibility and resistance to environmental factors are key areas of product development. Industries such as construction, automotive and aerospace are demanding more specialized sealants with improved performance.

An innovation seen at hardware shows this past year is the Siligun, a compact, lightweight caulk gun. At 4 inches long and slightly more than half a pound, it features an anti-drip design and fits 10-ounce cartridges. Made for tight spaces, it handles latex, acrylic and silicone applications.

Market Consolidation Affects Assortments. Major companies are expanding through mergers, acquisitions and innovation, focusing on specialized products tailored to diverse sectors. Leading firms including Henkel and Dow are at the forefront of this strategy, according to Cognitive Market Research.

On display at Ace Hardware & Lumber of Bradford in Bradford, Pa., Flex Caulk has a built-in applicator that eliminates the need for a traditional caulking gun. It’s designed to be waterproof, resistant to UV rays, chemicals and mildew, and it can even cure underwater, making it suitable for a wide range of surfaces and conditions.

The new DAP Wall & Cavity Foam with WideSpray Applicator is an innovative addition to the sealant and insulation market. This one-component foam delivers the broad coverage of twocomponent systems while providing Class A fire resistance. Its versatility makes it an ideal solution for air sealing and insulating smaller projects, and for DIYers.

AN INSIDE LOOK HOPE IN ACTION

Hardware stores proudly host Breast Cancer Awareness

Month activities to champion their communities and raise vital awareness for early detection. Through events, fundraising, and charitable

partnerships, they unite in a shared mission, demonstrating a deep commitment to making a meaningful impact in the fight against breast cancer. Share your store’s Breast Cancer Awareness Month photos by emailing doug@thehardwareconnection.com.

Whatchamacallit Tools, Oklahoma City, Okla.

Dunlap Supply, Batesville, Ind.

Hagan Ace Hardware, Callahan, Fla.

City Lumber, Huntsville, Ala.

HPM Building Supply, Kona, Hawaii

Reeves Hardware, Clayton, Ga.

Sinclair’s Hardware, Dushore, Pa.

Nabors Home Center, Houston, Miss.

Woodside Ace Hardware, Winthrop, Mass.

IN THE NEWS DISTRIBUTORS MOBILIZE TO AID HURRICANE RECOVERY

In the wake of Hurricanes Helene and Milton, which ravaged communities across the Southeast, hardware distributors, including Orgill, Do it Best and Ace Hardware, swiftly mobilized their emergency response plans to deliver vital supplies and tools. These efforts helped hardware retailers support recovery efforts by providing essential items such as generators, tarps and other critical supplies to devastated areas.

Orgill activated its emergency plan to prioritize the affected communities. Boyden Moore, Orgill’s president and CEO, emphasized the company’s commitment: “Our primary concern is the health and well-being of those affected by this disaster. We are fully committed to supporting our dealers as they work tirelessly to assist the communities they serve.”

At Do it Best, the company’s Lexington, S.C., warehouse served as a crucial hub for delivering emergency supplies to member-owners. Warehouse staff worked around the

NEW STORES

• Nation’s Best added three stores in Texas after acquiring South Texas Hardware with locations in Castroville, Lytle and Somerset.

clock to coordinate shipments with additional support from the Sikeston, Mo., warehouse.

“Despite power outages and losses, the Lexington team worked tirelessly to load emergency trucks,” said Allison Meyer, Do it Best’s communications director.

Ace Hardware also mobilized extensive resources in posthurricane recovery. According to Katherine Green , spokesperson for Ace, its distribution centers in the East and South collaborated with vendor partners to push emergency items into retail locations immediately. “What’s more incredible is our retailers directly affected by the storm opened their locations quickly to bring in product and support their communities,” Green said.

Look for a comprehensive feature in the November issue of Hardware Connection about how the hardware industry responded to recent hurricanes and flooding.

Nation’s Best now operates 63 locations in 17 states.

• True Value North in Rio Rancho, N.M., hosted a grand opening this past September, and in attendance

Ivey’s Blanchard, La., grand opening.

was two-time Super Bowl champion Alan Branch.

• Ivey’s Building Materials Center celebrated the grand opening of its third location in Blanchard, La., this September.

• Builders FirstSource acquired Douglas Lumber, Kitchens and Home Center, based in Smithfield, R.I., and High Mountain Door and Trim in Reno, Nev.

• Stine Home + Yard, headquartered in Sulphur, La., celebrated the grand opening of its location in Bossier City, La.

• Construction is in progress on a new Do it Best store in Cleveland, Texas, in Santa Fe Plaza.

• This September, Westlake Ace Hardware opened a store in Kansas City, Mo. Also, after renovations in early 2025, Westlake Ace Hardware is set to open a store in Rancho Santa Margarita, Calif., by the summer.

KUDOS

• Newton’s True Value in Cherryvale, Kan., joins the Century Club and is celebrating 100 years. Earl and Grace Newton started the store in 1924, which; it has been family-owned and operated for four generations.

• During the past quarter, the Do it Best Foundation has distributed about $113,000 in grants to organizations focused on children and families in the communities with Do it Best locations. In less than five years, the foundation has distributed more than $1.4 million through 125 grant awards.

• Family-owned Dyson Building Center in Great Mills, Md., recently celebrated its seventieth anniversary with a three-day event.

• Crafty Beaver celebrated its ninetieth anniversary. With three

Crafty Beaver celebrates 90 years this month.

IN THE NEWS

Chicago-area locations, Crafty Beaver is part of the Nation’s Best national network of hardware and lumber businesses.

• As part of Patriot’s Day and Ace Cares Week, Ace Hardware donated 40 Blackstone grills to fire departments in Chicago’s western suburbs. “We’re ever so grateful for our new grill and the Helpful Hardware folks at Ace HQ who know what it means to serve others,” said Lieutenant Kirk Huot of the Glen Ellyn Fire Department.

• Dyson Building Center in Great Mills, Md., celebrated its 70th anniversary.

• Time magazine’s World’s Best Companies of 2024 included Ace Hardware, ranked 860th. These rankings are based on a formula of employee-satisfaction surveys, revenue growth and environmental, social and corporate governance (ESG) data, according to Time.

• Westlake Ace Hardware partnered with City of Hope, a leading cancer research organization, to raise funds through a “round-up” campaign this past September. “Together, we strive to bring the promise of a cancer-free future within reach,” said Andy Schmitt, COO of Westlake Ace Hardware.

• Ruan Transportation

Dean Key

Management Systems named Dean Key of Milbank, S.D., the 2023 Driver of the Year during the company’s Driver and Operation of the Year event this September. Key drives for Do it Best through Ruan; he has 40 years of experience and was selected for the honor from among 149 finalists based on safety performance, industry expertise and exceptional customer service. As part of his recognition, Key received a trophy and a $5,000 cash prize.

• Hillman Solutions Corp. celebrated its sixtieth anniversary and recently won two 2024 Pro Tool Innovation Awards for its Firm Grip Hybrid Carpenter Tool Rig and Gorilla Grip Performance Grip Work Gloves.

• Teague Lumber Company in Fort Worth, Tex., celebrated its 80th anniversary.

• German Chancellor Olaf Scholz offered congratulations to Professor Reinhold Würth, who celebrated 75 years at Würth Group, which specializes in products such as screws, tools and safety equipment.

• The Johnson Level 7 ft.–12 ft. Extendable Plate Level recently received the 2024 PTIA Award in the Levels category.

PEOPLE ON THE MOVE

• As of November 1, 2024, Claudia Maurer will become director of spoga+gafa, the trade fair for the garden and outdoor living industry, held annually in Cologne, Germany. Maurer succeeds Stefan Lohrberg.

• Nation’s Best named Chad Wilson and Kim Peffley regional vice presidents. Wilson will lead the East Region; Peffley will oversee the North Region.

• New Windsor, N.Y.–based LBM Advantage, a leading cooperative serving independent building material dealers, appointed Rich Kennealy as chief financial officer and promoted Kathy O’Neill to director of risk management.

• Fort Wayne, Ind.–based Ambassador Supply has appointed Amy Stites its new controller. Stites brings more than 20 years of financial management experience, and will oversee financial operations, banking relationships and strategic initiatives.

• GreatStar Tools USA, a manufacturer of hand tools, promoted Roberto Izaguirre to chief executive officer of Arrow Fastener Company. Izaguirre previously served as the company’s chief operating officer and, prior to that, vice president of global sales.

• Columbus, Ohio–based Worthington Enterprises named Joseph Hayek as chief executive officer effective November 1. Hayek, who is currently the company’s executive vice president and chief financial and operations officer, will replace Andy Rose, who is retiring.

Kathy O’Neill

Amy Stites

Roberto Izaguirre

Joseph Hayek

Rich Kennealy

(From left) Professor Reinhold Würth and German Chancellor Olaf Scholz.

Chad Wilson Kim Peffley

WHOLESALE, MANUFACTURER NEWS

• US LBM acquired Houston-based Texas Tool Traders, a supplier of construction fasteners, tools and supplies to framing contractors and builders across Texas.

• Owens Corning has launched a virtual reality training program for insulation contractors, offering immersive, on-the-job experiences. With nine modules covering safety, job site practices and specialized installation techniques like spray foam, the VR training aims to enhance worker skills and safety.

• Shurtape Technologies has acquired Preferred Finishing Technologies, a Blacksburg, S.C.–based textile manufacturer

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specializing in fabric finishing and dye sublimation printing.

• Hancock Lumber announced plans to acquire Tiny Homes of Maine, an Aroostook County–based manufacturer of minuscule houses on wheels. The acquisition is expected to close by the end of October.

• Culpeper Wood Preservers, a manufacturer of pressure-treated lumber, has acquired Fortress Wood Products, a North Carolina–based premier wood supplier and pressure treater.

• Epicor acquired Solenium Group and Visual SKUs, providers of product information management and digital asset management solutions.

IN MEMORIAM

• Ronald Gilbert Dowell, 91, passed away September 22 in Savoy, Ill. Dowell owned True Value Hardware in Tolono, Ill. n

Owens Corning creates a VR Training program for contractors.

UPCOMING EVENTS

OCTOBER

China International Hardware Show

October 21-23, Shanghai New International Expo Centre, Shanghai, China

Equip Exposition

October 15-18, Kentucky Exposition Center, Louisville, Ky.

LBM Advantage Fall Planning Conference

October 28-30, Encore Boston, Boston

LMC Expo

October 23-25, Philadelphia Marriott Downtown, Philadelphia, Penn.

NOVEMBER

ECI’s Connect Conference

November 11-13, Gaylord Texan Resort & Convention Center, Grapevine, Texas

Hardlines Distribution Alliance

Executive Planning Conference

November 19-21, Westin La Paloma Resort & Spa, Tucson, Ariz.

North American Wholesale Lumber Association (AWLA) Traders Market

November 13-15, Phoenix Convention Center, Phoenix, Ariz.

Orgill Winter Online Buying Event

November 4-17

DECEMBER

International Hardware Fair India

December 6-8, Pragati Maidan, New Delhi, India

Nebraska BLD Connection Conference

December 11, Embassy Suites, La Vista, Neb.

JANUARY

2025

House-Hasson Hardware Spring Dealer Market

January 30-February 1, Gaylord Opryland Resort, Nashville, Tenn.

Mid-States Winter Rendezvous

January 15-17, Phoenix Convention Center, Phoenix, Ariz.

Wisconsin Connection Conference

January 14, Glacier Canyon Conference Center, Wisconsin Dells, Wis.

World of Concrete

January 20-23, Las Vegas Convention Center, Las Vegas, Nev.

FEBRUARY 2025

International Builders’ Show

February 25-27, Las Vegas Convention Center, Las Vegas, Nev.

Monroe Hardware

February 12-15, Myrtle Beach Convention Center, Myrtle Beach, S.C.

Orgill Spring Dealer Market

February 20-22, Ernest N. Morial Convention Center, New Orleans, La.

MARCH 2025

Ace Hardware Spring Convention

March 4-6, Henry B. Gonzalez Convention Center, San Antonio, Tex.

Do it Best Spring Market

March 21-23, Orange County Convention Center, Orlando, Fla.

National Hardware Show

March 18-20, Las Vegas Convention Center, Las Vegas, Nev.

For a complete listing of calendar dates, click here.

BEAUFORT ACE HOME CENTER JUMPS INTO ACTION AS WORLD SKYDIVING CHAMPIONSHIPS SPONSOR

Call it a leap of faith: Beaufort Ace Home Center in far eastern North Carolina recently took on a unique sponsorship opportunity by providing hydration support for the 2024 World Skydiving Championships. The store embraced this global event by keeping competitors refreshed, showcasing its community spirit on the international stage.

The aerial theatrics took place October 6-12 in the store’s hometown, located on a spit of land abutting barrier islands some 75 miles northeast of Wilmington. This year’s event, hosted by Crystal Coast Skydiving, drew 400plus entrants from more than 15

More than 400 skydivers from around the world competed amid the scenic backdrop of Beaufort, N.C., home to Beaufort Ace Home Center.

countries, who competed in multiple skydiving disciplines against the scenic backdrop of Beaufort’s coastline at Michael J. Smith Field, the city’s airport.

What made this sponsorship unique wasn’t just the global spotlight on the skydiving championships, but the personal connection between the local hardware store and the event itself. A former employee of Beaufort Ace Home Center who is now with Crystal Coast Skydiving approached the store to ask for support. Ace jumped at the chance to contribute by sponsoring the hydration station, which ensures competitors stay refreshed during the intense days of competition.

“We donated a whole pallet of water for the event,” says Mickey

Beaufort Ace Home Center donated a pallet of water as part of its sponsorship of the 2024 World Skydiving Championships.

Arduini, floor manager and buyer at Beaufort Ace Home Center. “When we were asked, we didn’t hesitate to get involved. It’s exciting for us to be part of such a big event happening right here in our backyard.”

The store’s support didn’t stop at hydration; Beaufort Ace employees were also eager spectators. Arduini took in the spectacle of competitors freefalling through the air. “I spent an entire afternoon with my binoculars watching them jump,” he says. “It’s quite the sight to see skydivers falling out of the sky.” n

BEHIND THE NUMBERS

46%

Almost half of family businesses pay above-average wages and benefits to employees, according to Family Enterprise USA’s Family Business Annual Survey.

91%

More than nine in ten family businesses retained their existing employees, and 61 percent added workers, during the high inflationary period of the last few years, according to the survey.

66%

Two-thirds of American family businesses have passed on ownership to the next generation, a 29 percent increase since the previous year’s survey.

83.3

million

America’s family businesses are the largest private employer in the country, accounting for 83.3 million jobs across 32 million family businesses—which contribute $7 trillion annually to U.S. gross domestic product, according to Family Enterprise USA.

3/5

Nearly 60 percent of family-owned businesses have women in top management positions. Twenty-four percent of them are led by a female CEO or president, and 31.3 percent indicate that the next successor is a woman, according to MassMutual’s American Family Business Survey.

1.2 million

Husband-andwife teams run 1.2 million of the 32 million familyowned businesses in the United States. n

Hardware Connection October 2024

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ADVERTISERS’ INDEX

True Value Deal on the Horizon, Pumpkin Spice on the Menu

TREND WATCH

Hurricanes Know No Boundaries: What Business Owners Must Learn

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Welcome to the Hardware Connection Century Club!

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CATEGORY FOR TRUE VALUE STORES.

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HOW A STALKING HORSE BID WORKS

DO IT BEST STEPS UP

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INDUSTRY RESPONSE CAUTIOUS; SOME SEE OPPORTUNITY

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Q&A: THOUGHT LEADERSHIP

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INDUSTRY VETERAN RUSS KATHREIN,

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DEALER PROFILE

HITTING THE GROUND RUNNING

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CUSTOMER SERVICE A CORNERSTONE

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CULTURE OF EMPLOYEE EMPOWERMENT

BOLSTER HARDWARE

AT A GLANCE

COMMUNITY FOCUS UNDER BIG UMBRELLA

FUTURE PLANS: IMPROVE, THEN GROW

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MEET THE BOLSTER HARDWARE EXECUTIVE TEAM

AJAY AMIN PRINCIPAL

PACO PATEL PRINCIPAL

MARK FLOWERS VICE PRESIDENT OF OPERATIONS, BOLSTER HARDWARE

“ WE SEEK SUCCESSFUL STORES WITH HIGH-PERFORMING TEAMS TO JOIN OUR FAMILY.

CHRIS

HOW PUMPKIN SPICE PROPANE CREATED COMMUNITY BUZZ AND BRAND LOYALTY RETAILER2RETAILER

RETAILER2RETAILER

RETAILER2RETAILER

TIPS TO SPICE UP YOUR MARKETING 4

CATEGORY REPORT

CAULKS & SEALANTS

CAULKS & SEALANTS MERCHANDISING

3 CAULK AND SEALANT TRENDS, 3 NEW PRODUCTS

AN INSIDE LOOK HOPE IN ACTION