Paint & Decorating Retailer April 2024

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1025 E. 54th St. Indianapolis, Indiana 317-275-9400

NHPA@YourNHPA.org YourNHPA.org

COMMUNICATIONS

Lindsey Thompson Senior Content Manager lthompson@YourNHPA.org

Melanie Moul Research & Enterprise Content Manager mmoul@YourNHPA.org

Jacob Musselman Content Coordinator jmusselman@YourNHPA.org

Autumn Ricketts Graphic Designer

Olivia Shroyer Graphic Designer

Austin Vance Production Manager

Samantha Mitchell Production & Design Assistant

Freda Creech Sales & Production Assistant

Nathan Piper Marketing Coordinator

ASSOCIATION PROGRAMS

800-772-4424 | NHPA@YourNHPA.org

Katie McHone-Jones kmchone-jones@YourNHPA.org

Director of Member Outreach & Events

Kim Peffley kpeffley@YourNHPA.org

Director of Organizational Development & Consulting

Jesse Carleton jcarleton@YourNHPA.org

Training Manager & Editor

Renee Changnon rchangnon@YourNHPA.org Retail Engagement Specialist

SALES

Jordan Rice

217-808-1641 | jrice@YourNHPA.org

Regional Sales Director

CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES

CIRCULATION DIRECTOR

Richard Jarrett, 314-432-7511, Fax: 314-432-7665

YOUR NHPA

COMING IN MAY

Sales Culture Revolution

An effective sales strategy isn’t all about transactions; it’s a mindset that should guide the culture of a business.

Next month, Paint & Decorating Retailer will share insights and practical steps on how to get everyone in your operation actively working toward increasing sales and working toward the same goals.

PAINT & DECORATING RETAILER

(ISSN 1096-6927): Published monthly except December by the North American Hardware and Paint Association, 1025 E. 54th St., Indianapolis, IN 46220. Phone: 800-737-0107.

Subscription rates: January through November issues, $50 in U.S., payable in advance. Canada $75 per year. All other countries $100 per year. Single copy $7, except July issue, $25. Periodicals postage paid at Indianapolis, Indiana, and additional mailing offices. Postmaster: Send address changes to Paint & Decorating Retailer, P.O. Box 16709, St. Louis, MO 63105-1209. Returns (Canada): Return undeliverable magazines to P.O. Box 2600, Mississauga, Ontario L4T 0A8. PM# 41450540. Copyright © North American Hardware and Paint Association, 2024.

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 EXECUTIVE STAFF

Bob Cutter President & CEO

Dan Tratensek

Chief Operating Officer & Publisher

David Gowan

Chief Financial Officer & Executive Vice President, Business Services

Scott Wright Executive Director, Advanced Retail Education Programs

Whitney Mancuso

Executive Director, Marketing, Sales & Partnerships

NHPA BOARD OF DIRECTORS

CHAIRMAN OF THE BOARD

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

EXECUTIVE VICE CHAIRMAN

Scott Jerousek, Farm and Home Hardware, Wellington, Ohio DIRECTORS

Alesia Anderson, Handy Ace Hardware, Tucker, Georgia

Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri

Ash Ebbo, Clement’s Paint, Austin, Texas

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

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

Michael Sacks, FLC Holdings, LaGrange, Texas

SECRETARY-TREASURER

Bob Cutter, NHPA President & CEO

NHPA CANADA

NHPA CANADA

Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8

Exceeding Growth Goals

With

The

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Painter’s Tape

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How to Reach Lindsey

lthompson@YourNHPA.org

Lindsey Thompson

FROM THE EDITOR

Go After Your Glow-Up

Kids’ honesty is refreshing, but can also be extremely humbling. My teenage daughter and I were going through old photos from when I was in high school. In between laughing at the hair styles during that time and my affinity for wide leg jeans and T-shirts under spaghetti strap dresses (now you all know when I was in high school!), she says, “Mom, you definitely had a glow-up.”

First, I had to ask what a glow-up even was (it’s when you move out of your awkward stage into your pretty stage) and then responded, “Thanks, I think?” We then had a great discussion about how it’s fine to want to look nice and have our own style, but who we are goes beyond what we look like. Who we are is much more than what people see on the outside—it’s the things we love, how we treat others, who we aspire to be as a human.

The same goes for a retailer’s brand—an organization’s brand goes beyond the logo, website theme and what customers see on the outside. An effective brand also integrates those intangible aspects like company culture, core values and mission statements.

“Take some time to assess whether your brand shares the true essence of what you want to be.”

In this issue, starting on Page 28, Barry Kriha from Mead Lumber talks about the company’s rebrand in 2023 and shares insights into the motivation for rebranding, the process and why branding is important. An integral part of the Mead Lumber rebrand was making the company’s culture and core values a focal point as culture is the foundation of the company and its success.

This month, we also meet Glen Morosohk, the first of three retailers to receive the North American Hardware and Paint Association Top Guns honor (Page 20). Glen followed in the footsteps of his grandfather and father, who were both in the painting industry, but forged his own path, taking his operation from four locations to 47 stores. Talk about a glow-up!

Take some time to assess what your branding says about your company and whether your brand shares the true essence of what you want to be. You might have a well-designed logo and aesthetic website, but ask yourself if who you are as a company comes through. If not, it might be time for a glow-up for your business to let your inner beauty shine too. I’ll be here cheering you on, wide-leg jeans and all.

Lindsey Thompson Senior Content Manager

How to Reach Dan Dan Tratensek dant@YourNHPA.org

Prepare for Growth Now

You may not know that the North American Hardware and Paint Association is headquartered in Indianapolis. It’s also the city that I have called home for the past 31 years.

I was recently having a conversation with a friend about the real estate market here in Indy, and we were discussing how, unlike other areas of the country, real estate here in the heart of the Hoosier state doesn’t seem to be as susceptible to market swings as other areas.

Sure, there might be adjustments, but in the 24 years I have lived in my house, if you averaged out the growth, we probably got about 3-4% a year. We will never get the surges, but we also don’t get the free-falls.

In a lot of ways, the same could be said about the home improvement industry over the last three decades. There have been a couple rough patches (2008-09) and there have been some boom years (2020-21), but for the most part, we could count on 3-4% growth year-over-year.

While this kind of growth is nothing that gets too many entrepreneurs really excited, I guarantee there are a lot of other business sectors that would happily trade for this kind of consistency.

I bring this all up because the past 18 months have been a bit of an anomaly for our industry. We have seen annual sales go down for the first time in over a decade, and this year is starting out pretty blah as well.

“If sales are a bit sluggish, now is the time to look at investments in your operation.”

But just like with a Midwestern housing market, odds are that this slight slide in sales will correct itself in the coming years. It’s during down times like this that savvy operators, or homeowners, take advantage of the situation around themselves.

If the housing market is soft, you don’t stop mowing your grass or let your paint start peeling. If anything you double down on your investment because other homeowners on the block might take the opposite tack.

The same is true for your business. If sales are a bit sluggish, now is the time to look at investments in your operation. How do you grow while other businesses are retrenching? How do you position your business to emerge from the difficult times in the best possible position?

I’m not saying you shouldn’t take a prudent look at expenditures or prepare for slower growth, but if you look around at most successful companies in any sector, the strongest businesses make investments while others are cutting back.

If sales are slower, it’s time to make investments in employee training, better financial oversight, communications, marketing and advertising. Investments that can spur both productivity and efficiency.

So as we press further into this year, I’d encourage all of you to resist the urge to batten the hatches too tightly because history shows that the industry will return to its growth pattern, and you want to make sure you’re ready.

Dan M. Tratensek Chief Operating Officer & Publisher

EDUCATION

Prepare the Next Generation

Head to YourNHPA.org/rmcp to learn about the Retail Management Certification Program, the industry’s premier program for developing tomorrow’s leaders.

Meet Gary

Gary Pittsford has helped hundreds of family business owners with valuations, exit planning, estate documents, retirement income security and net worth protection. Gary served as president and CEO of Castle Wealth Advisors, which was acquired in 2021 by Creative Planning to form a new division providing services for corporations, LLCs, family limited partnerships and others across a range of industries. Creative Planning Business Services offers expanded services for business owners. Gary retired from Creative Planning in December 2023 and now functions as a consultant, continuing to work with business owners nationwide.

EXPERT INSIGHTS

3 Keys to Employee Productivity

For years at many industry events, I have talked about the importance of excellent financial statements for companies in this industry. I have also said that the employees are very important to the value of a company and the productivity and profitability of a company.

Here are my three recommendations for how you can improve employee productivity in your operation.

First, make sure your lead employees across departments have access to new training programs to make them more knowledgeable about the inventory in the store. Provide more education for the people specializing in your top categories, such as paint, electrical, plumbing, fasteners and other departments.

Second, publicly communicate to the team the important financial contributions that all employees make to the company. For example, start plotting each month the sales per employee. For a typical hardware store, median annual sales per employee are about $220,000, while a high-profit operation sees that metric reach just slightly above $300,000*. Chart the productivity each month to show how customer service and sales are connected, and hopefully that number will increase each month over the course of the year. Develop a reward system to give back to the employees who show the most improvement.

Third, keep employees involved, especially staff members who will be the next generation to take over the company. I have always encouraged business owners to become good coaches for the next generation.

When the next generation takes over the family business and keeps it going, it benefits the local economy but also the country at large. Generally, business owners do not do an excellent job of preparing the next generation for the responsibility. If you’re a business owner and your children are going to be taking over somewhere in the next five or 10 years, make sure they have experience in every area and department in the company. Take them with you when you visit your banker, accountant or attorney and also include them in every vendor meeting. They don’t have to contribute to the discussion at those meetings before they are ready, but giving them that access allows them to be a sponge and absorb everything your advisors or your vendors say. It’s amazing what they can learn when given the chance to listen.

High-profit companies also have a high value, and one important way to achieve the high-profit mark is to keep employees and the next generation of leadership highly engaged. Encouraging engagement by sharing necessary financial results and offering training across the company are key to making that a reality.

Gary Pittsford Partner & Chief Valuation Officer (ret.) and Consultant Creative Planning Business Services

*Source: 2023 Cost of Doing Business Study, North American Hardware and Paint Association

This commentary is provided for general information purposes only, should not be construed as investment, tax or legal advice and does not constitute an attorney/client relationship. Past performance of any market results is no assurance of future performance. The information contained herein has been obtained from sources deemed reliable but is not guaranteed.

Connecting the Chain

NHPA Premier Members have access to comprehensive online training, including inventory management basics. Call Member Services at 800-772-4424 or email

nhpa@YourNHPA.org to determine your membership status today.

Meet Tony

Tony Corsberg’s nearly 45-year career began as a stocker at Friedman Bros. Hardware in Santa Rosa, California. He eventually served as vice president of merchandising, where he spearheaded the rebranding initiative that created Friedman’s Home Improvement, which today operates four large-format home centers with lumberyards in northern California. Tony retired from Friedman’s in 2018 and later started his consulting firm Merchant5 Advisors, guiding independent retailers in merchandising initiatives. In 2022, he was integral in the development of NHPA’s Foundations of Merchandising Management program.

EXPERT INSIGHTS

Thrive With Your Supply Chain

In January, we talked about merchandising management being much more than just placing products on a shelf in a cool way. It starts with, but is not limited to, the five principles (5 Ps) of merchandising and the retailer crafting a 5 P recipe unique to their brand.

This series will take a deeper dive into some key merchandising management best practices within the 5 Ps. We’ll start with the product, and how it is sourced. Then we’ll cover how to present the product in effective ways, and finally, discuss how to use promotional spaces to promote the product within the retail selling space. These are three of the 5 Ps of effective merchandising management that will improve the performance of the retailer’s inventory and the retail selling space.

It starts with sourcing the right products from the right supplier through our industry’s ecosystem. Retailers in this industry are fortunate to have a choice of channels and the autonomy to build their own supply chain model. Each channel has value and purpose in the ecosystem, and taking a holistic view of this ecosystem and its individual parts can be instrumental in any retailer’s success. Savvy retailers embrace this.

When selecting preferred suppliers for a supply chain model, consider more than just a product at a price. It’s important to understand the value and strength that each vendor brings in building a strategic supply chain model that delivers the products with the best overall programs. From Merchant5’s nondenominational point of view, we recognize and respect every supplier’s place and contributions to this ecosystem. We also believe the more connections retailers have to the various channels the better. Make use of this diverse vendor community and its wealth of industry knowledge, experience, efficiencies and other relevant services that can make a positive difference. Even when manufacturers are being sourced through a co-op or distributor, these multilevel relationships provide a wider lens, and that’s a good thing for everyone.

You are fully responsible for managing your role at the retail level in this ecosystem. High-performing retailers provide their suppliers with insight into local markets and are recognized for their high-level merchandising management abilities. They stay nimble, responsive and dependable to their vendors and customers. These qualities make these retailers a strong and valuable link within the independent home improvement chain. Good retailers prioritize solid and diversified vendor relationships within their supply chain model. It’s these healthy “retailer to vendor partnerships” that bring winning results to the independent home improvement industry. Simply put, retailers need a supply chain to survive, but creating positive relationships in their supply chain model can help them thrive.

Tony Corsberg Principle Merchant5 Advisors

Hyping Your Employees

NHPA shares ways to engage with employees in new and creative ways. Learn more at YourNHPA.org/development

Meet Gina

Gina Schaefer is the founder and former CEO of 13 hardware stores in Washington, D.C., Baltimore and their suburbs. She and her team of 300 have helped millions of customers shop right where they live, in their urban communities, despite continuous pressure from bigger, stronger competitors. Gina is a professional speaker and storyteller, engaging audiences on topics, including competing in a male-dominated field, building a strong corporate culture, business succession planning and all things small business. In her book, “Recovery Hardware,” Gina chronicles her experiences building a business while learning from nontraditional teachers like folks from the recovery community and returning citizens. She serves as an advocate and spokesperson for causes directly related to raising wages, anti-monopoly legislation and small business development.

Email gina@acehardwaredc.com

LinkedIn Gina Schaefer

RETAILER INSIGHTS

Boost Engagement and Retention

Employee engagement has taken on a whole new meaning since 2020. Unrest, the great resignation, quiet quitting—we were reminded daily that as business owners our turnover was in turmoil.

In 2021, we decided to up the ante in our organization by selling our business to our teammates through an employee stock ownership plan (ESOP). This decision was, in part, our exit strategy, but it was also a way to create a stronger retention program among our locations that employ close to 300 people.

An ESOP works like a qualified retirement plan. A trust is created that holds shares on behalf of the employees, which go through a valuation process every year. Obviously, the expectation is that the valuation goes up every year.

In the hierarchy of factors that influence the value each year, employee effort ranks fairly high. The plan of any small business owner should be to treat their employees like an important part of their business, perhaps like owners. And the ultimate goal should be increased engagement and retention.

Studies show that customer satisfaction is directly linked to employee satisfaction, which should contribute to higher revenue. Regardless of whether you think that line is dotted or solid, I think ESOP research should be on every succession planning checklist.

The reason we got to this particular plan is worth a closer look. My office overlooks 14th Street in Washington, D.C. It was the street that saw protest after march after protest in 2020. Eventually my husband and I came to the realization that small businesses could play a part in the change that the protesters were looking for. Societal challenges such as generational wealth, gender, race and income inequality are symptomatic of old thinking.

We asked, “What if our employees became the owners of our business, creating an opportunity for wealth growth, healthier retirement accounts and the ability to feel even more empowered every day at work?”

The first week after the transition started, I walked into the store and overheard a cashier explaining to a customer that she was now an “actual owner” in the business. The plan was already working.

It’s too soon to tell how successful our ESOP will be—we have sold 30% to the trust so far—but the future looks bright. We find ourselves in a constant phase of education, not only making sure we understand all the nuances and tax benefits of the plan we’ve set in motion, but we also have a duty to make sure our team understands what they now own. Stay tuned for more.

Gina Schaefer Founder and Former CEO A Few Cool Hardware Stores

Marketing That Works

Discover marketing insights and resources to get the word out about your operation at YourNHPA.org/marketing-guides

Meet Jim

Jim Carpenter serves as the director of marketing for Curtis Lumber, a family-owned business that has been operating since 1890. Over the past 18 years, he has been instrumental in implementing various marketing strategies that have helped the company grow and expand to encompass 23 locations across New York and Vermont and exceed over $300 million in annual sales. In his role, Jim is committed to finding new and innovative ways to reach customers and improve the customer experience at each of the Curtis Lumber locations.

RETAILER INSIGHTS

Putting a Spotlight on Your Biggest Asset: Your People

Ilike to think that we work in a problem-solving industry. Part of the attraction, and what makes people stay long beyond what they planned, is the daily interaction with people who are just looking for advice and look to you as an authority. For the most part, humans like feeling respected and valued and there is nothing like that feeling when you find the exact right piece of hardware as the answer to solve that customer’s broken bird feeder.

All too often, we forget that the most valuable marketing tool we have is our people. Sure, we sell nuts, bolts, paint, power tools and more, but those can be purchased anywhere. Our people make the difference, and we should be bringing them to the forefront in everything we do.

A few years back, we tried to outline what was the Curtis Lumber distinctive difference and asked a few customers for their input on what set us apart. We heard loud and clear it is the friendly faces who they deal with daily that keep customers coming back.

“All too often, we forget that the most valuable marketing tool we have is our people.”

With this epiphany, we quickly added employees to our TV commercials, print ads, online marketing, social media channels and anywhere it made sense. We outlined the knowledge and longevity of our people and how this was a sharp contrast to our competitors. We started marketing our job openings by using our employee’s own words for why they work for us and let those stories shine through.

On social media, we highlight our employees and what makes them special. For Curtis Lumber, it’s all about the people and as a marketer, I want to do what I can to leverage that. When you let the public see what your company cares about, they respond and support you.

How do you use your largest asset in your marketing?

Jim Carpenter Director of Marketing

Curtis Lumber

TRAINING

Safety First

If safety is a top priority for your operation, check out NHPA’s Workplace Safety training course at training.YourNHPA.org/store

Meet Kim

Kim Peffley is the director of organizational development and consulting with the North American Hardware and Paint Association (NHPA). With nearly 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.

Rewarding Safety Excellence

What reward and recognition programs have you found to be successful in creating a culture of safety? —Rodney Bullion, TAL Holdings

Building a safety culture is about rallying the entire team. Although making safety a top priority is crucial, it’s not a solo mission. We need to go beyond policies and procedures and create a culture that actively engages everyone and recognizes their contributions. Here are a few key strategies for implementing a safety culture.

Safety Incentives: Financial rewards and gifts motivate teams to achieve safety milestones. Offering bonuses or partnering with vendors for giveaways reinforces desired behaviors. Who doesn’t love a free hat, shirt or cup?

Recognition Programs: Acknowledging individuals who uphold safety guidelines emphasizes your business’s commitment to excellence. Find creative ways to recognize team members publicly, fostering a positive culture that appreciates and reinforces desired actions.

LinkedIn

To

Training and Certification Recognition: Encourage ongoing learning by offering safety training opportunities. Publicly acknowledging employees who complete training underscores your business’s investment in development, reinforcing the value of learning. NHPA offers an excellent course titled Loss Prevention: Store Safety.

Leadership Recognition: Highlighting supervisors and managers who embody safety leadership sets a powerful example for the team. When leaders prioritize safety in their communications and actions, it reinforces that safety is everyone’s responsibility.

Peer Recognition: Implementing peer-to-peer acknowledgment systems allows employees to appreciate each other’s safety efforts. Sharing success stories and shoutouts creates a culture of positivity and collaboration.

Continuous Improvement Recognition: Recognize and appreciate the team’s efforts in creating a safe environment. Recognizing innovative solutions will spark creativity and engage teams in being part of the solution.

These reward and recognition programs aren’t just tools but sparks that ignite behavioral shifts and cultural makeovers. They allow you to craft an environment where safety is the top priority and is a shared commitment every team member embraces.

I would love to answer your question next. Email me at AskKim@YourNHPA.org.

Now, let’s go make a difference in someone’s day today.

Kim Peffley

Director

OPERATIONS

Start Your Online Strategy

Get an inside look at how Randy’s Hardware approaches its online presence from content to customer at PDRmag.com/online-strategy

PRESS PLAY

3 STEPS TO CAPTURE CUSTOMERS ON YOUTUBE

A CONSISTENT QUALITY of independent home improvement operations is being the place to ask questions and get answers. According to a study from language learning platform Preply, Americans are investing time this year into learning new skills and taking on new hobbies. One of the top skills people want to learn is home repair and maintenance.

Videos Made Easy

According to the study, 85% of respondents say they will consult YouTube to start their learning journeys, and 50% of respondents agree that YouTube is the most effective method for learning new skills. Review the three-step solution below to meet your potential customers where they are and visit PDRmag.com/simple-videos for more insights.

With the right content strategy—and the smartphone in your pocket—you can become the YouTube resource for your customers who are taking on new hobbies this year.

Follow these steps for the 3x3 video grid from branding expert Dennis Yu.

STEP 1 | Build Awareness

Record three videos that address common projects or answer questions you hear regularly in your store.

How-tos for DIY-friendly paint and decorating projects

STEP 2 | Drive Engagement

How to prepare homes and property for the seasons

How to make a big impact with a small budget

Record three videos that tell your company story. Connect genuinely and involve the whole team so people can put a face to a name when they come in.

What’s the history of your business?

Introduce your in-house experts. Who can customers rely on at your store?

STEP 3 | Make Conversion

Why should customers support local businesses?

The final three videos are focused on selling strategies. Use these videos to highlight new products, share sales and show services in action.

What items are on sale right now?

What must-have seasonal products do you have in stock?

Read more from Yu at PDRmag.com/simple-videos

What products will sell out fast?

The Retail Marketplace Can Help You

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.

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

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: $1 million

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.

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

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

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

To see full listings, visit YourNHPA.org/marketplace or email marketplace@yournhpa.org

LEARN MORE

A Primer for Everything

Explore the broad spectrum of primers from Zinsser that your customers can use to solve their common coatings problems at zinsserprimers.com

PARTNER CHAT

Meet Zinsser

For 175 years, Zinsser has been known for delivering innovative primers, paint and coatings that support professional painters in doing quality paint jobs. Throughout its history, Zinsser has remained committed to providing high-quality coatings and primers that deliver reliable performance in every can. Zinsser continues to expand its product offerings by introducing specialty primers for specific problems like stain blocking, odor control, mold and mildew resistance and more. Some popular primer products include Zinsser Bullseye 1-2-3, Zinsser B-I-N, Zinsser Cover Stain and Zinsser Mold Killing Primer.

Problem-Solving With Zinsser

n a recent episode of the “Taking Care of Business” podcast, Frank Glowacki, director of product management for primers at Rust-Oleum, talked about the long history of the Zinsser line of primers and how Rust-Oleum sets up retailers for success with resources, training and knowledgeable staff. Read an excerpt here and scan the QR code to listen to the full episode.

What do you think the independent channel might not know about Zinsser?

FG: We have the widest array of primers of any major brand, and that likely includes even their own paint brands that certainly have primers as well. We have problem-solving products, including special circumstance ones. Suppose you have outside wood siding that looks awful and there’s peeling paint. Well, we have a very high-viscous product called Peel Stop Triple Thick. Suppose you have severe odors from nicotine on the walls or there’s a pet odor. There’s mold that, unfortunately, happened because you didn’t realize you had a water leak. We’ve got a primer for everything.

What kind of training or product resources do retailers have access to?

FG: We probably have the most literature that’s both for customers as well as to train staff, whether it is hard-copy literature or online resources. We also have a vast video library that is product and project-specific. Then, of course, we all get those questions that make us say, “Hey, I’ve never had that one before.” So retailers can pick up the phone or send an email to our customer service team. These are people who are not just taking orders, but they are specifically trained in our product support group on Zinsser products. And I think that’s a big value.

How do Zinsser products help independent retailers capture the market in their communities?

FG: With our Zinsser primers, we’re very fortunate. They probably can be found in most of your members’ stores, but they’re also in big-box stores as well. So that’s a two-edged sword, but that also creates opportunities because the brand tends to be very well known because of its distribution. At the same time, there are so many primers in our array that still have our proud Zinsser brand on it that are uniquely available to independent retailers. And we truly believe that they have the edge on education, know-how and point-of-purchase that is available for them to display that just is not part of the DNA of a big-box store. And some of the more popular products tend to be of a more premium price, which requires some more education of why this has that price point. I truly believe in the customer intimacy found at independent paint stores. They’re able to explain things so well to their customers, who really trust their judgment. And because of that, I’m confident your members will also trust the Zinsser brand.

If there’s one thing that you want listeners to know about this product line, what would you tell them?

FG: You’re familiar with Zinsser primers, but we’re more than what you might be carrying. We have a lot more solutions that are there. You can always have faith in Zinsser. Product performance is key to us. And as we say, with Zinsser, we always hit the mark, and they will as well.

Frank Glowacki

Covers everything from A to Z.

Zinsser has a primer perfect for blocking out problems on almost any surface. Choosing a premium primer is better for business and helps your paint jobs look great and last for years to come. Always look for the can with the Zinsser® Bulls Eye.

NEW PR ODUCTS

OUTREACH

Retailer Recommendations

Send an email to editorial@YourNHPA.org telling us about the products your customers love and why they are such a hit in your business.

FLOOR CLEANER

NELLIE’S

nelliesclean.com

Nellie’s Floor Care solution is made from a plant-based formula and provides exceptional cleaning power against dirt and odors. Scented with lemongrass, this cleaner is biodegradable and contains no harsh chemicals, phosphates or strong perfumes.

DELICATE PAINTER’S TAPE

FROGTAPE

frogtape.com

FrogTape ® Delicate Surface is a low-adhesion painter’s tape that can be applied to fresh paint, coated wallpaper and faux finishing and used in decorative painting projects.

KITCHEN CABINETS

SAUDER CABINETRY

saudercabinetry.com

Evolve cabinets are fully assembled, frameless and full-access with slab doors and drawer fronts. All hinges are six-way adjustable and feature a color-matched molding and trim. Evolve cabinets are constructed with Sauder Cabinetry’s DuraGuard finish, providing resilience against daily wear and tear. They come in four woodgrain patterns and four solid color finishes.

Photo courtesy of Sauder Cabinetry

Photo courtesy of FrogTape

“I like the thickness of the handle and that it doesn’t cramp your hand. I think this paintbrush offers a high level of consistency and holds paint better than other options.”

—Cody

Justice, Blue Mist Paint and Flooring

PAINT BRUSH

THE WOOSTER BRUSH CO. woosterbrush.com

The Wooster Brush Co. Silver Tip brush provides leveling and smoothing properties with all paints. The brush is suited for use with thinner water-based coatings and applying enamels to metal and varnish or polyurethane to wood.

EXTENSION CORD PROTECTOR

TWIST AND SEAL twistandseal.com

The Cord Protect offers heavy-duty extension cord protection for home and garden use. It is uniquely designed to protect electrical cord connections in wet conditions and comes in individual packages or money-saving combo packages.

DUAL CARABINER

NITE IZE niteize.com

The IdentiKey SlideLock Dual Carabiner allows users to label, clip and lock keys for easy carrying and identifying. The center features a waterproof, write-on label to identify keys with permanent ink. Featuring dual gates, users can easily clip keys to one end and clip the other to a belt loop, bag or existing key ring, locking the gates with the slide-to-lock mechanisms.

JOINT KNIFE SET

ALLWAY TOOLS, INC. allwaytools.com

The ALLWAY® 3-Piece Pro Joint Knife Set includes a 3- and 6-inch joint knife, as well as a multitool. Each tool features a sturdy, one-piece stainless steel design. With professionally ground and mirror-polished blades, users can experience precise control when applying spackle, compound or adhesive.

Photo courtesy of Nite Ize

Photo courtesy of ALLWAY Tools Inc.

PORTABLE WORKSTATION

NIELSEN PRODUCTS planstation.biz

The Plan Station Mini is a lightweight and portable standing desk and workstation that provides an instant place to work in home offices, garages, workshops, children’s rooms or any place where a portable workspace is needed.

WORK HOODIE TRUEWERK

truewerk.com

The M3 Woobie hoodie is an insulated, thermoregulating work hoodie with dual-sided stretch and moisture control. The hoodie insulates and protects from cold weather and is engineered with performance stretch fabric to be comfortable while out on a job.

FURNITURE POLISH CLAPHAM’S claphams.com

This beeswax polish is made with the addition of organic carnauba wax to harden the shine and deodorize the mineral spirit solvent, which contains no aromatic hydrocarbons. It is safe, easy to use and gives a shine to wood, stone, marble and concrete.

Photo courtesy of TRUEWERK

WRIST TAPE HOLDER

180 TAPE HOLDER

180tapeholder.com

The 180 Tape Holder is a versatile tool that lets users carry and access painter’s tape with ease. Wear it as a wristband to keep tape handy while masking walls and trim, attach it to your belt for a roll ready at your side or strap it to a ladder so the tape is right where you need it. Designed for painters, contractors and DIYers, the 180 Tape Holder saves you time and frustration.

PORTABLE SPRAY BOOTH

PAINTLINE

paintline.com

The Portable Jobsite Spray Booth is made with a fully collapsible aluminum frame and uses disposable plastic liners to protect the job site while spraying nonflammable and noncombustible finishes. This walk-in, open-faced paint booth sets up in minutes without tools and packs into one carrying bag for easy transport between jobs. Designed for indoor use on job sites or in workshops.

SHOWERHEAD MOEN

moen.com or 1-800-289-6636

Moen’s Verso™ dial provides unlimited spray and coverage options and is available in both square and round showerhead options. Users can select a custom shower with seemingly endless spray and coverage choices and the handheld showerhead includes four pre-set spray settings: silk, massage, downpour and wide coverage. Verso Showers are available as a hand shower, rainshower or as a combination showerhead for both a rainshower and hand shower.

As the general manager of Ricciardi Brothers, Glen Morosohk has helped the operation grow from four locations to 47 stores in three states.

STEADY GROWTH

A VISION TO GROW

NHPA Top Guns Honoree Glen Morosohk Exceeds Expansion Goals

BY LINDSEY THOMPSON

The independent 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 one of the 2024 North American Hardware and Paint Association (NHPA) Top Guns Awards honorees.

GLEN MOROSOHK

RICCIARDI

BROTHERS General Manager

OPERATIONS

The Price Is Right

Glen Morosohk shares key components of an effective pricing strategy and a positive price image at PDRmag.com/improve-pricing

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 their 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.”

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 the course of 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.

At Ricciardi Brothers, every employee is treated like one of the family, and general manager Glen Morosohk nurtures a warm and welcoming environment in each of the operation’s 47 locations.

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

“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 leadership 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 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, the independent paint channel has 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 childrens’ 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.”

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.

“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 Morosohk, Ricciardi Brothers

MEET THE OTHER HONOREES

DARREN TOMASINI President and CEO of Dazey’s Supply

Involved in the independent channel since he was a college student, Darren’s leadership methods may seem unorthodox to some but have led to the growth of Dazey’s Supply beyond northern California into Oregon and Indiana. During his time at Dazey’s Supply, Darren has built a strong company culture that draws employees in and makes them want to stay and continues the founder’s commitment to serve the community in small and large ways.

WENDY STINE President of Stine Home & Yard

Part of the third generation of the Stine family to lead Stine Home & Yard, Wendy has been a part of the business her entire life, working as a store associate, store manager, corporate purchasing buyer, director of merchandising and now, president. She is proud of the way Stine competes with big-box competitors, serving customers with high-quality products, affordable prices and exceptional service, and supports the communities where the operation’s 13 stores are located.

OPERATIONS

Looking to the Future

Experts in home improvement business transition share their consolidation insights at PDRmag.com/consolidation-perspectives

“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.

Glen Morosohk is thankful for those people in his personal and professional life who have encouraged him along the way.

“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.”

Meet the Top Guns Awards honorees at a reception on Aug. 29 sponsored by the National Hardware Show. The reception will be part of the Independent Home Improvement Conference, taking place Aug. 27-29 at the JW Marriott Marco Island Beach Resort in Marco Island, Florida.

EVOLUTION

Inside Mead Lumber’s Thoughtful Rebranding Strategy

BY LINDSEY THOMPSON

In the summer of 2023, Mead Lumber launched a rebranding initiative aimed at updating the company’s look and creating consistency across its business units, both with employees and customers.

The rebranding initiative features a new, modern logo and a refreshed website, including a new URL. The operation has 53 locations in nine states, and some of the locations will be changing their name to Mead Lumber, while others will keep their name but follow the new logo and design scheme, says Barry Kriha, director of marketing, communications and branding.

At the heart of the rebrand is Mead Lumber’s brand promise: ‘To Make You Feel at Home, From Design to Finish®.” Kriha says this brand promise sets the operation apart from its competitors and is the reason why customers keep coming back.

“Our team worked tirelessly to develop a fresh look for our brand that better represents the quality, reliability and innovation that our customers have come to expect from us,” says Dave Anderson, CEO of Mead Lumber. “This new branding highlights our commitment to providing top-notch service and support for all of our customers.”

To celebrate the rebranding, many of Mead Lumber’s locations held celebration activities on the day of the rebranding launch and incorporated the announcement into their upcoming events.

“We’re proud of our history and where we’ve come from, but we’re also excited about where we’re going,” Kriha says. “This rebrand is an exciting time for us as we aim to strengthen the connection our customers have with us. We believe this fresh approach will help us stand out in a highly competitive industry and attract new customers and employee-owners as well.”

MARKETING

Centering Design

Explore the newly renovated design center at Builders in Nebraska, a full-service space built for giving homeowners and pros a comprehensive experience. Read more at PDRmag.com/builders-design

A NEW LOOK

Mead Lumber’s rebrand included an updated logo and better represents the company’s culture, values and mission.

An Eye on the Goal

“Our history tells a story. In the rebrand, I didn’t want to lose that history and culture that has shaped our company.”

—Barry Kriha, Mead Lumber

Kriha has been with Mead Lumber since 2021, and from Day 1, he has been focused on the rebranding initiative. Rebranding had been on leadership’s radar for several years, but until Kriha joined the Mead Lumber team, the company did not have the bandwidth to make rebranding a priority.

The rebranding started with listening. Kriha says he began by asking questions of Mead Lumber leadership and employees and then listening to the answers. He asked questions that helped shed light on who Mead Lumber was as a company, the company’s history, what customers and vendors think of the company and how the community of each store perceives the company.

“I was trying to get a feel for the flavor of who we were as a company,” Kriha says. “It took about six months for me to get a good grasp for who we were and who we wanted to be going forward.”

A majority of the work was done internally, as Kriha had experience in past job roles with rebranding. He put together a team of three marketing professionals, which eventually turned into a team of six. He says he also reached out to his past colleagues to spot check his rebranding plan and provide feedback.

The rebranding went beyond a new logo, and included a deep dive into the company’s core values and company culture. Kriha says company culture played a large role in the rebranding, and he was sure to include the company’s history as the first part of the brand handbook. The rebrand included an update to the company’s core values and an updated purpose statement and competitive advantage statement.

“Our history tells a story, one that many companies can’t tell or have forgotten,” Kriha says. “In the rebrand, I didn’t want to lose that history and culture that has shaped our company.”

HIDDEN MEANING

Breaking Down the Significance of Mead Lumber’s Logo

Crafted with purpose, the new Mead Lumber logo has deeper meaning tucked into the colors and graphics. Kriha says it all starts with the cornerstone—the red square in the bottom left corner. The structure icon also highlights an M for Mead and an L for Lumber.

“The cornerstone is where you begin anything,” Kriha says. “You need a good cornerstone for building a career with us and serving our communities.”

The words “Mead Lumber” in the logo are a unique color scheme of black and red, and the typeface symbolizes strength and a modern but timely look.

The A in Mead is emphasized over the other letters and has several connotations: A+, A-Team and the operation’s first store was in Ashland, Nebraska.

“All these little elements tell the story of our business,” Kriha says. “I think the logo represents us well.”

A New Brand Is Born

After getting all the pieces of the rebrand in place, Kriha turned to bring the employees up to speed with the rebrand, which actually started during the listening phase. Kriha conducted employee surveys and spoke to as many employees as he could to gather feedback and used those insights during the rebranding process.

Kriha and his team presented the rebrand to leadership for approval and from there, offered a sneak peek at an employee meeting in March 2023. At that meeting, several employees provided feedback on the rebrand, which Kriha says he was able to implement before the official internal unveiling in April 2023

Store managers and employees received a checklist and were asked to identify old branding that needed to be updated, including everything from store rugs to placard signs to delivery trucks.

The marketing team sent celebration kits to every location that included banners, flags, party poppers and other items to

host a lunch with the employees at that store. Each store had the opportunity to order customer rebrand kits with shirts, coffee mugs and laptop stickers to give to the store’s loyal customers.

While the intangible aspects of the rebrand were important, the physical components were also crucial. Mead Lumber’s rebrand included big pieces like a new logo, website and store signage, along with smaller changes, such as standards for email signatures, business cards and logo use on clothing and other items.

Kriha says signage will be one of the biggest expenses of the rebrand, and it will take the company nearly two years to change out each store’s signage. He’s also focusing on digital marketing and social media to get the word out about the rebrand.

“We’ll be encouraging each store to promote the rebrand in ways that make sense for that store,” Kriha says. “We’ll continue sharing that Mead Lumber is not changing as a company, but evolving and growing.”

EVERYONE’S IN

As an essential part of the business, employees of Mead Lumber were included in the rebranding efforts from start to finish.

How Cole Hardware Drives Engagement With Email Marketing Crafting Connections

BY RENEE CHANGNON

Sifting through an email inbox can be daunting. Consumers are bombarded with thousands of messages, from promotions to urgent deals to breaking news. However, when a company can draw a customer in with a creative subject line and consistent information, it can mean the difference between a delete and a loyal customer. That’s what Cole Hardware, a family-owned operation with five stores in the San Francisco area, has worked on perfecting since it began its email marketing strategy years ago.

For nearly a decade, Shanead Mueller, who started as the marketing assistant and became the marketing manager for Cole Hardware a year and a half ago, has been finding ways to improve the company’s online relationship with customers by strengthening brand awareness and encouraging people to shop at the stores. Today, the company has an email list of 30,000, with an impressive 37% open rate.

“My main goal with email marketing is to remind our customers that we are here and to keep us top of mind when they make purchasing decisions,” Mueller says. “The best way to do that is to have your email provide value, whether it be entertaining, informative or provide a discount. Our goal is to make emails the customer wants to open and engage with instead of archiving or trashing them without opening.”

Evolving From Print to Digital

When Mueller joined Cole Hardware in 2014, the company had already been utilizing email marketing, but the main focus was still on their print circular and its accompanying physical newsletter that was mailed to customers’ homes.

“We originally sent a physical newsletter that included our deals and several informative articles spanning 10 to 12 pages,” Mueller says. “It was all wonderful content and beautifully written, so we repurposed it for our emailed newsletters.”

Eventually, the company decided to scale back on print marketing due to the added costs and now they pour that energy into their emails and social media presence.

“We’ve kept the spirit of our former newsletter but I am a graphic designer, so I focus on the look of the content and try to keep it short, sweet and informative,” Mueller says.

Shanead Mueller (top) and Noelle Nicks partner to create engaging digital marketing for Cole Hardware

MARKETING

Get Visual

Learn how Cole’s Hardware turns passers-by into customers with its compelling and creative window displays at PDRmag.com/cole-displays.

One of the shifts the team had to make was requesting email addresses rather than home addresses from customers at the register, Mueller explains.

“We have a rewards program that requires a customer’s email address to join,” she says. “We also give our cashiers a 50 cent bonus for every accurate email address they collect. There are also forms on our website to sign up for emails, and we get a handful that way, too.”

Digital Connections

To communicate with customers across five stores requires consistent communication and a thorough plan of action. In addition to a comprehensive email marketing strategy, Mueller works in tandem with Noelle Nicks, the visual merchandising manager at Cole Hardware, who also manages the social media for all five stores. Together, they have found a process to collaborate on a content calendar and make sure they are keeping up with connecting with their customers.

“We send one or two emails a week and more in December,” Mueller says. “Noelle and I use a shared Google Calendar to organize all of our content. We also use the time of year to get ideas for what we’ll focus on, whether it’s a holiday, the weather, new product releases, trends or seasonal tasks around the home. We also use ‘National Days’ to get inspiration, and that content is popular on social media as well.”

Over the years, Mueller and Nicks have experimented with various strategies to see what engages with customers the most online, from testing out the days of the week to the times an email is sent. However, the difference with these changes was minimal.

“We have found that 37% of people on our email list are our engaged customers,” Mueller says. “They reliably read our emails, and for the industry, that number is great. When I go to schedule an email, I think about when a customer will be receiving it. Maybe it’s over coffee on a weekend morning, a lunch break during the work week or relaxing after dinner.”

What strengthens the overall marketing strategy at Cole Hardware is making it consistent across all mediums, Mueller says.

“I design all of our digital assets and our print materials, including a postcard announcing sales, posters and signage,” she says. “I strive to have the marketing match the experience in the store. That’s one of the nice things about having creative control over all of it. The email matches the store sign or the postcard. If we are featuring a new product in an email, we want it to also be on an endcap when the customer walks into the store. Email is important, but it’s just one part of a whole strategy.”

Cole Hardware also utilizes the content from its email marketing to share with followers on Facebook and Instagram, Nicks says.

“Cole Hardware is not just a retailer. We’re a part of the community, so we want our social media to be personal and local,” Nicks says. “Whether it’s our book drive, toy drive or our Coins for the Community Program, our customers are not only shopping with us, but making positive change in our community. We use social media to highlight what makes us unique, including our charming Cole Hardware crew. We know people are busy and bombarded with digital interaction, so we act as if we’re texting

“My main goal with email marketing is to remind our customers that we are here and to keep us top of mind when they make purchasing decisions.”

—Shanead Mueller, Cole Hardware

a friend, sending out quick quips about upcoming items we think they’ll be interested in.”

Just as they try to analyze what works best with email marketing, Nicks and Mueller also tried to dig into what was most well received on social media.

“We looked at the metrics on our Instagram to see what our top posts were and they were all over the map,” Nicks says. “Some were pictures of our owners, employees in the store, photos of pumpkins in the fall. We take that to mean we should continue to deliver a little bit of everything.”

Why Digital Marketing Matters

For those who have been struggling with digital marketing, Mueller says it’s important to focus on the customer.

“I think of marketing as a conversation, similar to the one you would have with a customer in person,” she says. “It’s a great opportunity to provide helpful knowledge, make the customer smile and remind them you are there. If you think about the majority of marketing that you are exposed to throughout your day, from targeted ads, or ‘you left this item in your cart’ emails, it can all start to make you feel like a commodity. What I do, and others can, is make customers feel like a part of your community instead.”

Mueller recognizes that depending on the size of a business and the budget for marketing or social media, it’s important to find what strategy works best for you.

“It can be hard to quantify and put money toward marketing when you don’t see automatic results,” Mueller says. “However, the perception, branding and positive interaction with your customer can pay off in the long run.”

If having a dedicated marketing team member isn’t within your budget, Mueller suggests giving the opportunity to help develop content for newsletters or social media to the staff who are on the salesfloor, engaging with customers.

“The goal for us is to put a smile on our customers’ faces,” Mueller says. “We do whatever we can to make it fun for us and then hope that translates. Marketing doesn’t have to be perfect. Just get started, establish the voice of your brand and connect with your customers online like you would on the salesfloor.”

CONTRACTOR SHOPPING PREFERENCES AND LOYALTIES IN PAINT AND SUNDRIES PODCAST

WIndustry Projections

Listen to a conversation between NHPA’s Melanie Moul and HIRI executive director Dave King for insights into the state of the home improvement industry for 2024 and beyond. Hear Episode 99 at YourNHPA.org/pod

ALIGNING LOYALTY

Provided by the Home Improvement Research Institute

hen profitability hinges on supplying regular customers, paint retailers can stay ahead of the curve by understanding how those customers’ shopping preferences change.

The Home Improvement Research Institute (HIRI) analyzed recent contractor purchasing behavior insights. Here’s what you need to know. So, what can set your business apart and help win pro loyalty? Both general and specialist contractors

desire knowledgeable retailers who understand their needs and provide value to the bottom line.

According to HIRI research, specialist and general contractors expect more from retailers in 2023 than in 2021. Shopping experiences such as easy checkout and the ability to return items were once considered high-impact drivers in retail channels. Today, these factors have become the minimum expectation, meaning doing them well is no longer a differentiator.

Where Contractor Brand Loyalty Lies

2023 Contractor Purchase Incidence

59%

of contractors would find a different supplier if their preferred brand is unavailable at their initial supplier

About HIRI

The Home Improvement Research Institute (HIRI) is the only nonprofit organization dedicated to home improvement research. The organization empowers its members with exclusive, ongoing home improvement data and information for making better business decisions. Members are the home improvement industry’s leading manufacturers, retailers and allied organizations. Learn more at hiri.org

Top-Growing Products Among Contractors

From 2021 to 2023

+7%

 Sandpaper, sanding disks, steel wool

 Paint scrapers, putty knives

 Caulks

Beyond the Brush

3 WAYS TO SHARPEN YOUR HAND TOOLS, PAINT KNIVES AND BLADES CATEGORY

BY JACOB MUSSELMAN

When it comes to the hand tools, paint knives and blades category in your operation, curating a collection that resonates with customers’ preferences is crucial. As you look to improve this department in your operation, two retailers share how emphasizing quality, looking for innovation and stocking trusted brands have served their businesses well and can lead to increased sales in your own operation.

OPERATIONS

Get the Job Done

As you stock your hand tools department, check out this list of popular hand tools and how to merchandise them at PDRmag.com/needed-hand-tools

Honor Brand Loyalty

Before joining the Mallory Paint team, Virgil Bowman, manager of Mallory Paint Store in Ponderay, Idaho, was on the other side of the retail scope, working as a general contractor. Bowman began his painting career in high school and got into residential painting doing damage repair for insurance companies.

Working all those years as a contractor and frequenting paint stores has served Bowman well in his role with Mallory Paint because he knows what it’s like coming to a store as a customer, not just an employee, and he can serve customers accordingly.

Bowman says many customers are loyal to certain brands for their tools. He says retailers should consider stocking more than two or three categories of hand tools to offer the variety of brands their customers want. He also suggests checking in regularly with customers to see if brand loyalty has changed.

“We couldn’t do our job without talking to our customers,” Bowman says.

Bowman recently attended Mallory Paint’s vendor conference where he was honored with the 2023 Store Manager of the Year award. At the conference, numerous vendors showcased their new tools.

“I see a lot of really great products at these events, but I have to use my experience as a contractor to decide if they are products our customers would actually use,” Bowman says.

Consider a Soft Launch

When Bowman started at Mallory Paint Store, he says the hand tools category was broad and included many products that didn’t sell. As he got to know his customer base and discovered ways of training his employees on how to educate their customers to better stock the category, he tailored his assortment.

When Bowman does bring in a new product, he does a soft launch by setting the new product on the sales counter for customers to see and touch while they check out.

“This strategy worked when we began selling a folding five-in-one paint scraper,” Bowman says. “We ended up selling a lot of the scrapers because we had them at the sales counter and customers had the chance to see how it worked before buying it. It’s a lot of trial and error, but it can be fruitful.”

For More Than Just Painting Projects

Share these alternative uses for paint knives and blades with your customers to increase add-on sales.

Scrape paint off windows.

Utility blades are excellent for cutting paper and plastic and removing old caulk. These blades also work well for scraping dried paint off windows.

Create tight tape seals.

Putty knives can create a tight seal when using painter’s tape. After you have all of your painter’s tape in place, run a clean putty knife over it to seal the edges and provide a clean line.

Protect your floors from paint.

Drywall taping knives also work well to protect floors when painting trim. Fit the blade of the knife right between the trim and floor to keep the paint off the floor and catch any drips. It also works great in corners when you transition from one color to another.

Jason Schlenker, store manager of two Urbanik’s Paint locations in New York, also utilizes his customers’ input when considering bringing on a new SKU, and will typically only bring in a new item after having repeat customers ask for the same product. When listening to his customers, Schlenker takes into consideration both positive and negative comments.

“We really listen to our customers,” he says. “Sometimes, when we get frequent complaints about an item, we’ll pull it from our shelves if customers are having concerns about it.”

Know Your Market

Whether your store serves a rural, contractor dominated or a suburban, DIY-centric customer base, knowing what items to stock and how to properly merchandise those items is key to having a successful hand tools, paint knives and scraper category.

Schlenker, who manages two Urbanik Paint locations in different geographical areas, tailors the hand tools selection to meet the needs of each location. At his Utica, New York, location where contractors dominate, higher-end items tend to sell better.

“Our hand tools department does fairly well for us,” Schlenker says. “We do pretty well in the professional sector in our Utica store because we don’t have as much competition as we do in the other stores that are in bigger cities.”

Schlenker stocks a specifically curated variety of hand tools and dedicates one aisle to the hand tools, scrapers and knives he knows his customers are looking for.

“We have a lot more contractors than we do homeowners, so we tend to carry higher-end items in our Utica store,” Schlenker says. “The products with higher price points tend to sell better there. I think it’s fueled by our contractor customer base.”

4 Best Practices for Merchandising Paint Tools and Accessories

Because paint tools and accessories are a broad category, it’s important to utilize smart merchandising so customers can find the products and information they need and you can better manage inventory. Managing your merchandising also makes your store look fully stocked, which has an impact on the overall perception and quality of your business.

Use clear signage.

Paint tools and accessories have a wide variety of purposes, so signage is an easy way to share information about a particular product and offer clarity to customers. Signage also helps organize tools into smaller subcategories, so they are easier to find and shop.

Encourage add-on sales.

Display paint tools with the items they are intended to go with to boost transaction sizes. Display low-price, commonly used paint tools near service counters or on endcaps. For example, keep a stack of hand-held paint buckets near the paint counter so customers can pick up one when they order their paint.

Get creative with displays. Some paint tools are better merchandised hanging up on hooks, while others can be stacked on shelves. Use a mix of traditional gondolas and shelving in this section to accommodate the merchandising needs of all the different types of products.

Promote new products.

Display new paint tools and accessories on endcaps to share with customers and draw attention to these items. Endcaps are also an excellent spot to cross-merchandise items together, selling a whole project to customers.

At Urbanik’s Paint, store manager Jason Schlenker opts to stock higher-end hand tools.

The Add-On Sale

MAKING A BIG DIFFERENCE WITH SMALL SALES

BY MIKE DUBE Director of Marketing, Lancaster

WHETHER IT’S THE

combo meal or an extended warranty, if you weren’t planning on purchasing it when you walked in the door, you have probably been persuaded into an add-on sale. And if you feel good about your decision as a consumer, it’s a win-win. Customers look to you to let them know what they may need to complete the project correctly and efficiently. If you forget to sell them a drop cloth or roller frame with their four gallons of paint, you are doing them a disservice. The customer will need to make another trip to the store before they can start their project—only this time that store might not be yours!

Your goal as a retailer should be to increase each ticket sale along with your customers’ satisfaction. In lieu of raising prices, the best way to increase sales dollars is to increase each transaction size. There are a few strategies to create add-on sales, but it’s critical to sell them before they leave the store.

Impulse sales are easy to execute. Set up a simple endcap with summer project supplies and add an off-shelf display of surface prep products near the checkout or counter displays at the register. These high-margin sundry items can add up quickly. Often, this type of selling happens with a “silent salesperson.” These are displays, videos or signs that customers interact with organically, without needing assistance.

Promoting your brand can be a fun way to boost sales, and it doesn’t have to be complicated. A weekly email to customers or a monthly sale can do the trick. Without being pushy, you can get your customers thinking about their next projects and give them an incentive to shop with you. A campaign as simple as “Purchase two gallons of paint and receive 10% off all your accessories” can easily help build your transaction size and start a conversation about what else they need.

Suggestive selling can be the most rewarding but is the most delicate. There is a fine line between helping a customer find everything they need to complete a project and overselling. We recommend having a project list to help your staff and ensure customers purchase the

complete project. If done right, a customer will have all the materials they need from prep to cleanup. This can also lead to great reviews.

There are thousands of fringe sundry products to choose from, so working with a true paint sundry distributor to supply all the necessary products can be beneficial. Purchasing from a distributor allows you to control your inventory dollars, gives you access to multiple manufacturers’ products (and not just the A items) and in some cases, as with Lancaster, you’ll get next-day service. More turns, fewer inventory dollars and faster delivery will only add on to your bottom line.

Sarasota Paint uses clip strips at the register to promote add-on sales.

Modesto Color Center uses counter displays to sell some add-on ticket items.

Join the Industry’s Premier Retail Management Program

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!

LEARN. GROW. SUCCEED.

NHPA

Application Deadline: June 1, 2024 Scott

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

Bringing the Channel Together

See the industry events happening in the independent paint and decorating channel at YourNHPA.org/cal

What You Need to Know in April

ACA Petitions EPA to Include Paint Wastes in Universal Waste Rule

Including paint wastes under the federal universal waste rule would ease the regulatory burden experienced by paint manufacturers and paint retailers by streamlining management standards.

Interest Rate Cuts Should Help Homebuilding Market

As the Federal Reserve is on track to cut interest rates in the second half of the year, the National Association of Home Builders says home building production should ramp up.

Do it Best, United Hardware to Merge

The intent to merge brings together two industry leaders with a shared commitment to exceptional service, quality products and a comprehensive range of programs designed to support the growth and success of the independent entrepreneur.

To read these news stories and other news, visit PDRmag.com/news

Census Retail Sales Data Shows Consumers ‘Still Engaged’

The National Retail Federation says retail sales data released by the U.S. Census Bureau shows that retail sales cooled in January but households continued to spend.

Get a Closer Look at the 2024 Colors of the Year

In 2024, many major paint manufacturers are opting for moody colors that work in any space inside or out as their Color of the Year choices. Explore these colors and how your customers can incorporate them into their own spaces.

HOME IMPROVEMENT CONFERENCE

ASSOCIATION

Save With Early Bird Pricing

Registration for the 2024 Independent Home Improvement Conference is now open!

Lock in your spot and save $350 with our early bird special. Register at ihiconference.org

2 Industry Events Join Forces

The 2024 Independent Home Improvement Conference, taking place Aug. 27-29 at the JW Marriott Marco Island Beach Resort in Marco Island, Florida, will bring together the esteemed legacies of the North American Hardware and Paint Association (NHPA) and The Hardware Conference. Attendees will be treated to three days packed with unparalleled networking opportunities, prestigious industry award ceremonies and cutting-edge educational sessions.

From an education and training standpoint, the Independent Home Improvement Conference will focus on delivering attendees actionable ideas and content they can take back to their operations and drive improvements.

The educational theme for the 2024 event is Retail Operations and Innovation (ROI), and in addition to high-energy keynote speakers and panel discussions with industry leaders, there will also be separate breakout sessions for more intimate educational opportunities.

But it’s not just about business—enjoy the beautiful beachfront property, pools, golf and all that Marco Island has to offer in between conference events. Whether you’re lounging by the pool or exploring the local attractions, there’s something for everyone.

Special, early-bird registration pricing is available until May 1. Register now at ihiconference.org.

Don’t Miss These Awards at the Independent Home Improvement Conference

Top Guns

NHPA Top Guns are chosen for their commitment to and passion for the independent home improvement channel. They are pillars of innovation and have helped grow their businesses through strategic leadership with consideration for their communities and their teams.

Young Retailer of the Year

In its 28th year, NHPA’s Young Retailer of the Year program identifies and recognizes the successes and accomplishments of young home improvement retailers who represent the future of retail.

Beacon Awards

The Hardware Connection’s Beacon Awards highlight retailers making an impact in the independent channel.

The Best New Store Award goes to operations with a new store that spotlights how the channel is best-serving customers, while the Retail Beacon Award honors distinguished retailers who have a long track record of success.

When performance cannot be compromised, FrogTape® – the brand that reinvented painting with PaintBlock® Technology – delivers professional results you can trust –when it matters most.

ASSOCIATION

A Generation of Success

Meet the outstanding retailers honored in the NHPA Young Retailer of the Year program at YourNHPA.org/YROTY.

NHPA AMBASSADOR

UP FOR THE CHALLENGE

Christian Herrick Enjoys Expanding the Business, Staying Involved in the Community

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

My proudest moment was being named an NHPA Young Retailer of the Year honoree in 2016 and then getting to see our very own Austin Diehl receive the same award in 2023.

What is your favorite part of your job?

I enjoy the challenging aspects of opening new stores. I love all the timeline crunches and quick decisions that have to be made, as well as the end result.

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

When I’m not working, I like to spend time with my wife and kids, wood carving, collecting knives and fountain pens and volunteering.

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

We play Do it Best Radio in the store with a mixture of country, classic rock and new pop hits.

How do you stay involved in the community?

I stay involved in the community by serving on our local educational foundation’s board of directors and my local bank’s advisory board. I’m also sometimes a soccer coach or T-ball coach, depending on the whims of my children.

Why did you agree to become an NHPA Ambassador?

I agreed to participate because the association has played a large role in my professional development and I wanted to give back to the industry. I found NHPA’s Retail Management Certification Program was pivotal in my career.

NHPA AMBASSADOR About the Program

CHRISTIAN HERRICK Chief Executive Officer

Randy’s Hardware Timberville,

Virginia

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

The best piece of professional advice I’ve been given is to hire people who are smarter than you and then get out of their way.

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

When I was very young I wanted to be a microbiologist just like my dad.

The North American Hardware and Paint Association (NHPA) is excited to introduce the newly formed Ambassador Program for 2024. The 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.

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