Paint & Decorating Retailer May 2024

A Sales Mindset

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A Sales Mindset

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SAVE $350 WHEN YOU REGISTER BY

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AUGUST 27-29 | MARCO ISLAND, FL

Registration is now open for the 2024 Independent Home Improvement Conference (IHI), where the NHPA Independents Conference and The Hardware Conference will converge for an unforgettable experience at the JW Marriott Marco Island Beach Resort in Florida on August 27-29.

AT A GLANCE

3 Days of Education + Networking

3 Industry Awards

4 Breakout Education Tracks

Channel Partner Exhibits + Presentations

Beachfront Property + 3 Pools

Golf, Tennis, Excursions

And More!

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

COMING IN JUNE

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.

The Argument for Growth

Gathering input from around the industry and from retailers of all affiliations and sizes, Paint & Decorating Retailer will share five common growth challenges retailers are facing and the ways fellow retailers are overcoming these challenges to grow the channel.

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.

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

Volume 64 | Issue 5 | May 2024

PaintandDecoratingRetailer PDRMagazine

Everyone Can Sell

Get everyone in your company in the selling mindset. Learn how retailers are using training, collaboration and incentives to create an environment where sales can flourish.

INDUSTRY AWARDS

A Heritage in Lumber

One of seven third-generation cousins involved in the family business, NHPA Top Guns honoree Wendy Stine has set her sights on growth, community and innovation to keep Stine Home + Yard successful for three more generations and beyond.

INDUSTRY EVENTS

Beach

In August, the independent channel will come together for the Independent Home Improvement Conference featuring dynamic keynote speakers, educational seminars and panels, industry award ceremonies and time to enjoy the beauty of Marco Island, Florida.

FOCUS

From traditional sandpaper to innovative sanding sponges, see how one paint store capitalizes on nearby retail sales to excel and educate DIY and pro customers in the abrasives and sanding tools category.

When some primers just can’t hold on...

Zinsser sticks to it.

A premium primer like Zinsser Bulls Eye 1-2-3 has superior adhesion on hard-to-paint surfaces, doesn’t require sanding prep, and helps paint last longer.

“Well-trained employees need to understand that focusing on the customer means thinking about solutions, not transactions.”

FROM THE EDITOR

Be That Trusted Adviser

Last fall, my wife and I started planning for our first overnight backpacking trip. We needed packs, so we headed to our favorite store for outdoor gear. As backpacking newbies, we quickly discovered we had a lot to learn.

Over the next hour and a half, a sales associate methodically explained what to look for in a pack, guided us through trying on different models and patiently answered lots (and lots) of questions. Since he had used the gear himself, he passed on first-hand experience about what to expect on the trail. I could just as easily have been talking to a long-time friend rather than someone I’d just met.

While we walked into the store with the intent of only looking around, we each walked out with an armload of camping gear.

You may have heard the term “trusted adviser” talked about in outside sales theory. At the risk of oversimplification, in a nutshell it describes the type of relationship a buyer has with a seller. At one end of the spectrum, you, the seller, are a vendor. Customer needs item A and you provide it. A simple transaction.

At the other end of the spectrum, you’re a trusted adviser. The customer has a need. They’re not sure what they’re looking for, but they know you have a solution. There’s a trusting, loyal relationship between customer and adviser. Earning that trust may not come overnight, but once it does, you have a lifelong customer.

Getting employees to understand the difference between being a vendor and an adviser is not necessarily an intuitive leap. You can teach product knowledge. You can teach basic sales techniques. But then they need to take the next step. Well-trained employees need to understand that focusing on the customer means thinking about solutions, not transactions. That may take some coaching, and they’re not going to learn sales in a vacuum. They need to be part of an entire business culture that’s focused on providing solutions, not just products.

This month, on Page 18, we address the idea of a culture of selling. It’s when everyone in your business is actively involved in creating sales and working toward the same goals. Employees in this culture should become trusted advisers, not product vendors. It’s exactly the kind of service we received while shopping for backpacks, and I hope it’s the kind of service your entire staff is giving every day.

Jesse Carleton Training Manager & Editor

Dan Tratensek dant@YourNHPA.org

Revolutionizing Retail

While it seems like it was just yesterday, nearly two decades have passed since a young Dan Tratensek, with a head full of ideas and topped with wavy brown hair, set out to prove a long-held hypothesis here at the North American Hardware and Paint Association.

Together with a team of association researchers, we wanted to lend credence to the idea that even a minimal amount of training can have a big impact on a retail operation. For this experiment, we would focus on sales training.

The concept was that we would choose a certain number of retail stores. Our staff would visit half of the stores and provide their employees with about an hour of training on selling skills. We would cover the basic concepts like how to ask probing questions, how to engage in suggestive selling and the basic principles of add-on selling.

After we delivered the training, we would monitor subsequent sales in the control group versus the group where we delivered just a minimal amount of sales training. We were pleased to see that the results proved our hypothesis. Even with just a minimal amount of training in how to sell, employees were able to make a considerable impact on sales productivity with their newfound knowledge. This impact was immediate.

“Today, as growth is harder to come by and retailers need to maximize every customer engagement, training your employees on how to sell is more important than ever before.”

At the time it was also interesting to learn what almost seemed like a dirty little secret in most independent home improvement operations. The average employee receives little to no training on how to sell.

Sure, the average retail employee might learn systems, procedures and even some product knowledge, but the front-line individuals you count on to drive growth in your business likely haven’t received any training on selling the products you stock.

Today, as growth is harder to come by and retailers need to maximize every customer engagement, training your employees on how to sell is more important than ever before.

In this issue we talk about building a culture of selling, which is important for driving your operation forward. One big component of that is training your team on the “blocking and tackling” of how to sell.

As you read through this issue and hopefully get inspired about how to grow your operation with a new outlook on sales, use that inspiration as a catalyst to get your team prepared with the tools they need to sell more effectively day in and day out.

Dan M. Tratensek Chief Operating Officer & Publisher

The Industry’s Benchmarking Tool

Don’t miss your chance to access industry resources to benchmark your business. Buy your copy of the 2023 Cost of Doing Business Study at YourNHPA.org/codb

EXPERT INSIGHTS

Meet Dave Time for a Wake-up Call

Before joining the North American Hardware and Paint Association (NHPA) over a decade ago, Dave owned and operated one of the largest Wendy’s restaurant chains in Indiana. His experiences as a small business operator inform his decisions and leadership strategies as chief financial officer and executive vice president of business services for NHPA. One key deliverable of his role today is leading the development of the annual Cost of Doing Business Study, a comprehensive benchmarking tool the association has been publishing for over 100 years.

Throughout this month, you’ll see real-life ideas that address the culture of selling in the home improvement industry. But, what about those considering selling their business?

Whether it is now or in the future, every business that doesn’t fail will change hands no matter what. What will be the value of the business when it does?

You obviously want the value to be as high as possible, but in my conversations with hundreds of retailers, most have no idea what their business is worth, with most overvaluing themselves.

I know, I know, this store is your baby and you built it into what it is today, but the fact is that outside of you and your family, nobody cares.

Nobody cares that you swept the floors as a toddler for your grandparents or that you stocked shelves as a teenager for your parents. Nobody cares that you didn’t want anything to do with home improvement throughout your adolescence, but something drew you back to town to take over as a fourth-generation retailer.

“You need to value the business based on performance and not on emotion.”

Above all, nobody cares what you need monetarily to live on once you sell the business. It’s not a slap in the face to all the great retailers in our industry and the incredible stories of perseverance for generations. It’s a subtle wake-up call that when you sell your business, it’s a business transaction, plain and simple. You need to value the business based on performance and not on emotion because the reality is that the buyer will only be looking at performance.

Email

LinkedIn Dave Gowan

We partner with the people at Creative Planning through the North American Hardware and Paint Association (NHPA) Retail Marketplace to provide discounted valuations and an opportunity to sell your business through the NHPA website. They can help you clean up your balance sheet and income statement using the NHPA Cost of Doing Business Study as a measuring stick and identify “add-back” expenses the company pays for the benefit of the owner. Doing these basic things will help you maximize the value of the business and arm you with the knowledge of what your business is truly worth.

Visit YourNHPA.org/marketplace for more information about selling your business including valuations, business loans and retailer listings.

Dave Gowan Chief Financial Officer and Executive Vice President, Business Services North American Hardware and Paint Association

OPERATIONS

Spot the Shoplifter

Training your team to know the signs of shoplifting is a key component of loss prevention. Head to YourNHPA.org/trainers-toolbox to download the Featured Resource worksheet for ways to recognize shoplifting.

Meet Jim

Jim Close is a loss prevention professional with 24 years of experience working with independent home improvement retailers. Prior to working in loss prevention, Jim was an investigator with a major metropolitan law enforcement agency. He also teaches loss prevention in NHPA’s Retail Management Certification Program, and he helped develop NHPA’s Loss Prevention online training program.

CONNECT

Email jim@rmslp.com

LinkedIn Jim Close

EXPERT INSIGHTS

The ORC Solution Is in the Details

If you are in the retail business, then you do not need me to tell you shoplifting is on the rise. You are most likely feeling the financial pain it causes. As discussed in my previous column, shoplifting is now outpacing internal theft as the primary driver of shrink. Retailers reported $112 billion in losses in 2023, and 37% of that was due to shoplifting.

Compounding the issue is the fact that the number of shoplifters who are engaged in organized retail crime (ORC) has risen sharply in the past three years.

According to the National Retail Federation, ORC is the large-scale theft of retail merchandise with the intent to resell the items for financial gain. For years, this type of shoplifter has focused their attention on big-box retailers. We now see this type of activity in the convenience hardware space. Unlike the big-box retailers that have loss prevention teams that deal only with ORC, individual hardware store owners most of the time are not equipped to deal with this type of shoplifter.

This type of thief is not deterred by good or aggressive customer service. They have a goal in mind and will accomplish that goal regardless of your deterrent techniques. Some are so brazen that they will load up carts of merchandise and will walk out the front door. Their intention is to build up as much inventory as possible to sell on platforms such as Facebook Marketplace and eBay.

If this type of shoplifter is not deterred by prevention techniques, then what are your options? When deterrence fails, your efforts should shift to documenting the incident in as much detail as possible, including filing police reports for every theft. This step is particularly important in ORC cases. What many business owners are unaware of is that law enforcement has access to a national database of police reports and can search keywords looking for matches. I was involved in two recent cases where local police departments were able to identify and arrest members of ORC rings because of details provided in the police reports. For example, in one case, the detective searched for DeWalt, white Honda and green coat. The search returned links to 10 police reports each with different degrees of information about the thief. The details provided were enough to clearly identify those involved, and led to an arrest of the perpetrator who was responsible for stealing $8,000 worth of merchandise from several hardware retailers.

With shoplifting on the rise, don’t turn away from the time-tested, effective deterrent of customer service to thwart shoplifters. When those efforts fail, use the power of documenting the loss and involving law enforcement every single time.

Jim

Close

Managing Partner Risk Management Services Loss Prevention

Browse NHPA’s technology resources for best practices, insights, guides and more at YourNHPA.org/tools-and-guides/technology

Meet Adam

Adam Gunnett started with Busy Beaver Building Centers in 2015 as an IT specialist, eventually serving as director of IT and then director of IT & marketing, where he skillfully merged the technical aspects of IT with the creative demands of marketing. Most recently, Adam was promoted to director of IT & business intelligence. In this role, he integrates IT solutions with business intelligence strategies, aiming to optimize operational efficiency and market impact. Adam has been pivotal in fostering a technology-driven environment at Busy Beaver. His approach ensures the staff at Busy Beaver are equipped with cutting-edge tools, enabling them to focus on delivering legendary customer service and reducing time spent on manual, repetitive tasks. This evolution in Adam’s career highlights his adaptability, technical prowess and visionary leadership in the ever-evolving landscape of IT and business intelligence.

Email agunnett@busybeaver.com

LinkedIn Adam Gunnett

RETAILER INSIGHTS

Opening Lines of Communication

In the bustling arena of retail, communication is a cornerstone for success. At Busy Beaver, while we’re embracing sophisticated technologies like electronic shelf labels (ESLs) and autonomous robots, we’ve realized that true innovation often lies in refining existing processes, particularly in communication.

Traditionally, email has been a mainstay in corporate communication but has shown limitations in the fast-paced retail environment. The formal structure and propensity of emails to accumulate hinder the responsiveness required in retail. Such delays in communication can lead to missed opportunities and inefficiencies, impacting operational success and customer satisfaction.

To tackle these challenges, we have turned to Zipline, a communication tool tailor-made for the retail sector. The tool’s waterfalling communication model allows managers to assign tasks and relay updates seamlessly, ensuring clear and consistent communication across the team, thereby boosting productivity. In tandem with Zipline, text messaging has become an integral part of our communication strategy. Its directness and conciseness are perfectly suited for the retail setting, where conveying time-sensitive information swiftly is essential.

This transformation in retail communication is reminiscent of the shift in media consumption from physical media to streaming services. For over a decade, the complete DVD collection of “Friends” sat largely unnoticed in my brother’s living room. However, in 2015, when “Friends” became available on Netflix, the series experienced a resurgence in popularity. My niece, who had previously shown little interest in my brother’s DVDs, became thoroughly obsessed with the show, binge-watching it multiple times on the streaming platform.

The contrast between the two mediums is striking. Watching a DVD involves a tangible effort: selecting a disc, placing it in a player and navigating the episodes. On the other hand, streaming services like Netflix offer a level of convenience and immediacy that has transformed how we interact with media. With just a few clicks, entire seasons of a show are instantly accessible, making it easier for new audiences to discover and engage with content.

This story exemplifies the impact of choosing the right medium for communication. Just like streaming has rekindled interest in older TV shows and movies, adopting platforms like Zipline and text messaging has rejuvenated how our employees interact with and process information.

The success of these solutions exemplifies how the medium of communication can significantly influence engagement and effectiveness. Zipline’s user-friendly approach ensures crucial updates are readily accessible, facilitating swift and informed decision-making among retail staff. Complementing Zipline, the use of text messaging for urgent communication leverages a familiar medium, ensuring effective dissemination of information. Innovative communication tools are redefining the standards of collaboration in the retail sector.

Director of IT and Business Intelligence Busy Beaver Building Centers Inc. CONNECT

Adam Gunnett

Marketing That Works

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

Meet Austin

With an authentic and contagious enthusiasm and unrivaled data knowledge, Austin Diehl leads the team at Randy’s Do it Best Hardware as their director of retail operations. He was promoted to this position after serving as a store manager for nearly three years. Though the operation experienced a major store fire in 2022, Austin found ways to keep the employees staffed at other stores, lead the rebuild of the store in a new location and found efficient ways to operate the store.

CONNECT

Email

austin@randyshardware.com

RETAILER INSIGHTS

Market Yourself First

In the world of retail marketing, it’s easy to fall into the trap of barraging our customers with emails, social media posts and paid advertisements talking about our latest product or sale. You have probably heard the phrase, “Be the loudest in your community.” If you have not heard of it, no, it’s not going outside and screaming at the top of your lungs to buy your stuff. Loudness refers more to the frequency with which consumers have your marketing put in front of them. If you have given a major retail chain your email, you know exactly what I’m talking about. Three emails, two text messages, a location-triggered app notification and a message delivered by carrier pigeon is just too much contact for one day.

Consumers are becoming desensitized to this type of blast ad marketing and are more likely to delete or scroll past your content than to read it. I am not saying we should abandon marketing our products and services, however, we must change how we approach marketing. Consumers have countless options of places to buy the products they are looking for, so it’s about standing out in the sea of choices. One way you can stand out is by communicating your brand to potential customers through your marketing campaigns.

People are buying brands, not products. They want to know your mission, vision, values and what you stand for. This is especially true in the younger generations that will be aging into our industry very soon. They want to connect with your employees. They want to know what is going on in your business and are interested in events you are participating in. Every business has a story, and the sooner you put your story out there, the sooner you will start to build a brand following.

This does not have to become a production, and you are not scripting a show. Just shift some of your focus to creating content that is people-focused rather than product-focused. You can even get your team involved. Not only will you benefit from more creative input, but your team will become more engaged in the business.

We have just recently created a Google Sheets sign-up for employees who want to be featured in our marketing. Even if they do not want to be featured, they can also make suggestions of material they think might do well. When executed correctly, you should have a balance of product and service-related content and brand-building content that is woven together. This will increase the visibility of each piece of content you create.

Austin Diehl Director of Retail Operations

Randy’s Do it Best Hardware

Spring Momentum

How can I keep my team motivated this spring when it gets so busy?

Whenever I think of the busy spring season, I think about how much time we prepare for it, but it never truly feels like enough time. I used to joke that after Memorial Day we only have 364 days left to plan for the next Memorial Day.

Physically it feels like you decided to start working out again and literally every muscle in your body is sore. By the end of May we are picking up steam, and by July we are wondering where the time went. With so much to do during that time, it can be very hard to keep up team motivation.

My advice is to be open and honest during those busy times. Share the victories and talk through the hard days. I remember so many Saturdays when I was mentally and physically exhausted, but I took the time to high-five every team member and thank them for their incredibly hard work that day. Acknowledging the tough moments along the way can help humanize the experience and draw the team closer. If I mess up, I share it with the team and what I learned from it. By doing so, I hope they will feel free to do the same. Don’t forget to celebrate your victories along the way as well.

When motivating the team, set some goals you can achieve together. I love to set challenges to keep

ourselves motivated, whether that be for net sales, average ticket, customer count or number of items sold. On one of my favorite spring Saturdays, I challenged my team to break a sales record—everyone gave it everything they had and we reached the goal!

The next day we challenged ourselves again, and this time we put that “record” number to beat behind a picture frame that said, “Break glass when you reach this goal.” We all celebrated as we cracked that hammer into the glass that same day.

Lastly, make sure to spend time with your team one on one to ensure they are doing OK. Ask them what will motivate them on the hard days, what tools can be of support to them and how you can be there for them. Don’t be afraid to share what motivates you too, as we are all in this together. Hang in there and enjoy every moment of spring—it will be gone before we know it.

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

Kim Peffley Director of Organizational Development & Consulting North American Hardware and Paint Association

—East coast store owner with two stores

The Retail Marketplace Can Help You

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

BUSINESS FOR SALE

Northwest Farm & Home Supply Co.

Location: Lemmon, SD

Gross Revenue: $3.21 million

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

BUSINESS FOR SALE

Hoosick True Value

Location: Hoosick Falls, NY

Gross Revenue: $1.26 million Price: $1.875 million

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

BUSINESS FOR SALE

Home Improvement Supply Store

Location: Missouri

Gross Revenue: $1.04 million

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

BUSINESS FOR SALE

Albrights Hardware & Garden Center

Location: Allentown, PA

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

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

BUSINESS FOR SALE

Central Vermont Paint, Flooring and Decorating Business

Location: Vermont

Gross Revenue: $2.82 million

Price: $1.1 million

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

BUSINESS FOR SALE

Private Business

Location: Alabama

Gross Revenue: $2.21 million Price: $649,000

BUSINESS FOR SALE

Private Business

Location: Pennsylvania

Gross Revenue: $1.6 million

SEEKING BUSINESSES

The Aubuchon Company

For our next acquisition, we are looking for:

• Single-store and multi-store hardware operations

• Located in northeast and southeast United States

• Store size of 5,000-30,000 ft 2

• At least $3 million in average store sales

SEEKING BUSINESSES

Bolster Hardware

We are looking for:

• Geography agnostic

• With or without real estate

• Store revenues of $1.5M+

• We prefer to honor the family name and heritage in the local community by not changing the name

• We prefer to keep all employees as part of the acquisition

SEEKING BUSINESSES

Gold Beach Lumber Yard

We are looking for:

• Single-store and multi-store hardware operations

• Located in the Pacific Northwest

• Store size of 5,000 ft2-30,000 ft2

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

Making Retention a Sticking Point

As you onboard new staff during the busy season, make a plan to keep them. Download the NHPA Employee Retention Starter Kit to help at YourNHPA.org/retention

GAUGING

EMPLOYEE ENGAGEMENT

IN THE MOST RECENT Gallup survey about employee engagement, respondents reported a decline in access to training, less connection to their organization’s mission and infrequent praise in the workplace. Since 2020, the amount of workers who say they know what’s

*highest level since 2007

expected of them has dropped by 10 points. Review data highlights below and gain action items with tools and programs from the North American Hardware and Paint Association (NHPA) to learn how you can take action to avoid disengaged employees and burnout.

Learning Opportunities

“This last year, I have had opportunities at work to learn and grow.”

As of February 2024, this metric has reached its lowest point since January 2011, with only 31% of respondents reporting they strongly agree.

Take Action

Reach out to NHPA Member Services at nhpa@YourNHPA.org or 800-772-4424 to determine your membership status and take advantage of more than 240 online training modules to set your team up for success.

Mission: Connection Praiseworthy Performance

“The mission or purpose of my company makes me feel my job is important.”

This metric is the lowest it’s ever been since the survey started in 2007. Explaining how your team’s roles support the company’s mission is critical to retention.

Take Action

Explore NHPA’s development programs to help you establish your mission statement, core values and a strong company culture. Learn more at YourNHPA.org/development

“In the last seven days, I have received recognition or praise for doing good work.”

After reaching historic highs in early 2020, respondents reporting recognition for a job well done within the previous seven days is at an all-time low after a brief uptick last year.

Take Action

Make a plan to recognize the efforts of your team on a regular basis. For guidance on how to make your feedback authentic, review the Words of Affirmation guide at YourNHPA.org/affirmation

Source: Gallup Employee Engagement Indicator, gallup.com

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.

DROP CLOTH PADS

FROGTAPE

frogtape.com

Designed to fit in small spaces, FrogTape™ Drop Cloth Pads make it easy to protect the floors and other surfaces when painting. The leak-proof liner protects the floors below, while the slip-resistant bottom holds the pad in place, helping to provide a safer surface for working. These drop cloth pads are a great spot to place paint or other supplies and can be easily moved around any room.

INTERIOR DOOR

MASONITE

masonite.com

The Riverside 5-Panel Door is made with 70% more sound dampening material than standard hollow core doors for better sound control. Constructed with more material to better resist warping, shrinking and cracking, these solid core doors create quieter spaces with higher durability than hollow core doors. They are made with an average of 69% recycled material and are available in a variety of designs.

CORDLESS VACUUM

RIGID

rigid.com

The RIDGID X4 18-Volt Cordless Wet/Dry Vacuum provides the freedom to move around the job site and the power to get the job done. It is lightweight and portable, and is accessorized with an expandable locking hose that allows mobility and a multipurpose nozzle that cleans tight areas where debris collects.

“The American Walnut color is our bestseller. Gel stain is highly pigmented and ideal for difficult-to-stain woods. We can’t keep this one on the shelf.”

—Josh McKenzie, Adelaide’s Paint and Decor

INTERIOR STAIN

OLD MASTERS

myoldmasters.com

This interior wiping stain is a robust, cutting-edge, interior oil-based stain. Its thick, rich formula allows for easy application and superior color control, which is necessary to achieve a rich and uniform color on most surfaces in a single application. Old Masters Wiping Stain can be used on a variety of surfaces, including unfinished wood, previously finished surfaces, fiberglass, metal and composition surfaces, and is especially recommended for pine, birch, maple, poplar and cherry wood.

PAINT MARKER

MILWAUKEE TOOLS milwaukeetool.com

INKZALL™ Liquid Paint Markers are designed to provide users with the best performance on tough job site surfaces. All paint markers feature a durable acrylic nib that can write on the dirtiest and roughest of surfaces. Proprietary paint developed specifically for INKZALL™ Liquid Paint Markers can mark on surfaces up to 300 F and dries in 10 seconds.

DRYWALL SAW ALLWAY TOOLS

allwaytools.com

The ALLWAY® Drywall Jab Saw features a 6 ½-inch blade that easily cuts drywall openings for switch plates and outlets and a sturdy wood handle that offers control while cutting.

CABINET PULL SCHAUB & COMPANY

schaubandcompany.com

The 4-inch cabinet pull from the Schaub & Company Aspero collection features knurled textures and a unique finish inspired by trends in high-end architecture and jewelry. Made from zinc and aluminum, this cabinet pull can be installed using M4 screws.

LADDER ACCESSORY HOLDER

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IAddress Your Culture to Drive Higher Profits Getting Everyone to Sell

BY

JESSE CARLETON

f you think of sales as the engine that drives your business, then every employee is a moving part in that engine. They’re not merely “cogs in a wheel,” because if anyone fails to do their part, the entire apparatus will stall.

In fact, employees with a cog-in-a-wheel mentality—the feeling that what they do on a day-to-day basis doesn’t matter—can actually do a lot of damage. Disengaged employees may deliver poor customer service, which kills sales. Your business will flourish when you build a culture where staff takes ownership of their roles and understands the importance of their contributions.

A culture of selling is one where everyone, from leadership to front-line associates, all actively work together to meet the same goals of customer satisfaction and sales growth.

If that sounds like a slice of retail utopia, it’s not as out of reach as you might think. Paint & Decorating Retailer spoke with three retailers who are engaging their teams in achieving sales goals. Their insights offer practical steps for creating a culture of selling where all employees are customer focused, collaborating and contributing to the overall growth and success of the business.

Establish Clear Goals Using KPIs

One basic component to establishing a culture of selling is to understand what you want to achieve and why. Identify the big-picture challenges your company faces and then create specific goals to solve them.

At Bill’s Ace Hardware in Arlington, Virginia, Sean and Allison Ploskina utilized organizational development services from the North American Hardware and Paint Association (NHPA).

Kim Peffley, NHPA director of organizational development and consulting, helped them address challenges they identified when they took over the business in 2021. A period of prosperity during 2020 and 2021 had the unfortunate side effect of sidelining some of the customer service and training best practices that made the business successful in the past.

“We wanted to create an effective framework of communication and training between management and our staff so everyone had clear expectations and resources were available to meet those expectations,” Sean says.

The Ploskinas say it’s important to have clear and achievable goals where each individual understands their contribution. Using metrics from key performance indicators (KPIs), they created weekly scorecards with performance goals, such as average ticket growth, reward scan rate, shrinkage and team training completion rates.

All employees see some version of the card. Front-line sales associates see a scorecard with average ticket size and scan rates of customer loyalty cards, as the Ploskinas have used these numbers to create employee incentive programs. Managers see a more complete version of the scorecard, as they have the biggest responsibility in meeting those goals. The Ploskinas check on progress during regular calls with their general manager.

With clear goals in mind, measuring success is easy; either you hit the goal or you didn’t. However, everyone needs to know how they can influence the outcome. The Ploskinas say it’s especially important for store managers to understand their level of accountability.

“Coaching is directly tied to sales,” Sean says. “The more coaching the staff received from our general manager, the better sales were. Once he understood that he can directly influence these KPIs through his interaction with staff, customer count and overall sales went up. Thanks to a consistent dialogue and accountability with our management team to focus on specific KPIs, we are seeing great results in the revenue for further investment back into the business.”

“Coaching is directly tied to sales. The more coaching the staff received from our general manager, the better sales were.”

—Sean Ploskina, Bill’s Ace Hardware

All in Together

Steven Hill says building sales at Hill Country Paints starts by fostering a shared sense of responsibility among all employees.

Create Goals for Employee Behavior

At Hill Country Paints, with locations in Waco, College Station and three in Houston, Texas, employee development manager

Steven Hill faces the challenge of growing sales and attracting new customer segments amid heavy competition. A culture of selling will play a large role in moving the business forward, he says, as it will foster engagement, positive attitudes and a sense of shared responsibility. Engaged employees will build loyal customers, which build sales through repeat business and differentiates Hill Country Paints from neighboring big boxes.

“Engaged and satisfied employees are more likely to perform well,” Hill says. “I measure engagement through employee surveys and track employee development through indicators such as training performance and certifications they’ve achieved.”

The survey includes questions such as, “What are your short-term and long-term goals as an employee of a retail paint store? List at least one goal for each category and explain how you plan to achieve them,” and “What are the resources or support that you need to improve or develop in your job? List at least three resources or support that you think would help you achieve your goals and explain how they would benefit you.”

Knowing an employee’s goals and training needs helps build their engagement, which in turn builds a positive culture.

“Any training we do must address culture. Culture has to be second nature to everyone in the company,” Hill says. “Our staff needs to have a positive attitude and sense of belonging with the company as a whole and with their co-workers.”

Develop Consistent Training

Consistent and regular training is another key component of a culture of selling. A well-rounded approach will include customer service skills and product knowledge. Additionally, managers must understand how to coach and lead.

At Bill’s Ace Hardware, the Ploskinas used formalized training from their wholesaler and NHPA alongside coaching and incentives.

“To reach our sales goals, we prioritize training toward an identified area of opportunity for our team each month, such as product knowledge, customer service or continuous improvement in technology platforms,” Allison says. “We provide clear objectives and offer incentives for those who meet or exceed the goals for improvement.”

As with any team, some people need more time to learn, which provides opportunities for coaching.

“We identify areas for coaching early in an employee’s training, using that time to show that the selling behaviors that drive results are within their control and rooted in the coursework they’ve already taken,” Allison says.

Teach Solution-Based Sales

When it comes to teaching selling skills, be prepared to challenge preconceived notions your employees may have about selling.

“When I first got into sales, I hated being called a salesman because there’s some stigma that comes along with that,” says Grant Sherfick, owner of H&H Hometown Hardware in Shoals, Indiana. “But the more experience I got, the more I learned it was all about attitude.”

Sherfick wants his staff to have the right attitude toward selling and realize that being a salesperson shouldn’t have negative connotations. Selling isn’t merely about creating a transaction; it’s about helping people solve a problem. Instilling that idea is key to employee development.

“Yes, we’re in the business to sell, but we also have a great opportunity to help people,” he says. “Sales can be positive and rewarding.”

Regular

Measuring Success

Discover three helpful KPIs to track to improve employee performance at PDRmag.com/3-KPIs

Energize Sales:

6 Ways to Involve Employees

Incentives provide a learning opportunity and build excitement and engagement for staff. Use them to encourage the behaviors you want your employees doing to drive customers back into the store. Here are some practical solutions for encouraging employees to improve their selling skills.

Loyalty Program Scan Rates

To boost participation in their loyalty club last year, the Ploskinas from Bill’s Ace Hardware offered rewards to employees who met monthly loyalty goals and gained more than 2,000 new members. They coach staff how to promote the value of the program and tactfully ask customers to sign up.

5-Star Reviews

Many customers turn to social media before visiting a business. In the store, the Ploskinas post QR codes linking to the store’s Google review page, and employees ask customers to offer reviews. If a customer calls out an employee in a positive review, the Ploskinas give that employee $20 cash.

Add-on Sales Contest

To drive up average transaction size, the Ploskinas issued an impulse item challenge. Each employee chose an item to display around the sales counter. The employee who chose the highest-selling product received a cash incentive. Sean says the challenge drives average ticket growth and encourages staff to learn more about the products in the store.

Featured Products Challenge

When the Ploskinas were trying to close out a line of grills, they offered employees a $100 bonus to everyone who sold one. The investment in an incentive is worth the inventory space and cash it will free up. And major sales offer an opportunity for employees to practice add-on selling.

Social Media Promotions

When Sherfick opened H&H Hometown Hardware in late 2023, he profiled each employee on the company’s social media platforms. Then he had each employee select an item to promote on social media. Initial posts received a lot of attention, even without paying to boost the content. Sherfick now uses a curated selection of items and scripts for a streamlined approach.

Nonprofit Donations

Sherfick asks employees to choose a local nonprofit organization and during a promotional period, proceeds from the store’s sales will go to that nonprofit. Knowing where some of the proceeds are going gives staff an extra incentive to sell.

Culture of Selling Basics

Kim Peffley explains the essential points of getting everyone involved in the sales process at PDRmag.com/about-selling-culture

Selling Solutions

Grant Sherfick teaches employees that good customer service is all about helping customers solve a problem.

Sherfick begins employee training by emphasizing that sales is part of everyone’s job description, no matter their role in the business. He uses online training from his wholesaler and from NHPA to teach product knowledge and selling skills while supplementing it with real-life examples. If he’s helping a customer, Sherfick will bring another employee alongside to listen in and understand how to conduct the sale.

“We emphasize a solution-based approach to sales,” Sherfick says. “Listen to the customer, find out what problem they’re trying to solve and have a conversation. As you help them find a solution, you begin to open up opportunities for add-on sales.”

A solution-based approach to selling isn’t always intuitive, either, he says, so it may take some coaching, demonstration and trial-and-error for employees to become proficient.

Cultivate the Sales Mentality

To encourage a culture of selling at Hill Country Paints, Hill starts by teaching employees to ask questions. While it sounds simple, employees often don’t ask questions beyond the standard greeting of “How may I help you,” or “What project are you working on today?” Those opening questions should only be the beginning of the conversation with both retail and contractor customers.

“Don’t let a customer come and order a gallon of paint without asking if they have everything they need for their job,” Hill says. “These aren’t hard sales questions; you’re just taking an interest in what the customer is doing.”

Hill demonstrates for employees how even if the customer adds a single brush to the sale, it makes a difference in the margin and overall profit. Like Sherfick, Hill says employees

OPERATIONS

Strengthen Your Sales Culture

NHPA’s Kim Peffley can offer customized advice on creating a culture of selling in your own operation. Learn more at YourNHPA.org/development.

may need to be coached and have a firsthand look at the sales process before they fully understand it.

“For them to really understand, sometimes it takes that lightbulb moment when they finally make the connection between the relationship they’re building with the customer and sales,” Hill says. “That’s the difference between hearing us talk about a culture of selling and actually seeing it in action.”

Even with all of the right training in place, sales can be difficult, Hill admits. Teach them to handle those difficulties and persevere.

“I give employees some advice my wife gave me, which was that to be successful in sales, you have to cultivate grit,” he says. “Customers will tell you ‘no’ a lot more than they’ll tell you ‘yes.’ Talent alone won’t bring success, you’ll need some grit. When you get a negative response, don’t take it personally. Use it as an opportunity to learn.”

Encourage Collaboration

If sustaining a culture of selling is a collective effort among all staff, then collaboration and communication are essential. Technology, as well as basic interpersonal skills, are tools managers can use.

The Ploskinas live four hours away from their store, making it especially important they are intentional with their communication. They use organization software Trello to provide news updates and tasks to every team member.

“As soon as one of our employees logs into their Trello account, the first thing they see are Bill’s Ace Hardware’s core values. Putting the customer first is at the top of the list,” Sean says. “Employees all know what’s important, and we look for any way we can reinforce that.”

Allison also holds one-on-one Zoom calls with each of their employees once a month. Conversations are meant to be casual and wide ranging, from talking about their personal life to specific challenges they may be having at the store.

“We’ve received some good signals in these calls about areas of the business where we need to give more focus or aspects we need to change,” she says. “We also make sure to thank the team for what they’re doing and reinforce that we’re helping them reach their full potential in their work.”

Get Employee Buy-in

Any effort to create a culture of selling, whether through communication or training, must be undergirded with collaboration. Hill wants every employee to be trained on every aspect of the business, which includes giving front-line employees a basic understanding of the operational side of the business. Even if they’re learning a skill they won’t use all of the time, they are getting a fuller picture of how the business works. That training helps them understand the “why” behind what they do.

“Once employees understand why we do what we do as an organization, when they buy into the value system, they

“It doesn’t cost you anything to be nice to someone or give a compliment, but it has a huge impact on them.”

—Steven Hill, Hill Country Paints

are motivated and excited to work here,” Hill says. “That excitement translates into sales because when customers see happy, knowledgeable employees, that becomes the main differentiating factor between us and the competition.”

He says it’s also important to seek input from employees and let them know you value their opinions. Allowing employees to express opinions and be creative fosters the sense of collaboration and collective effort important to a culture of selling.

Especially among veteran employees, introducing a new idea or recommending training may be met with resistance. Hill asks them to approach the company’s directives with an open mind, and he promises to do the same with any ideas they might have.

“I’ll ask that if they don’t agree with what we’re asking, they try it first in earnest, and if it doesn’t work, we may change tactics,” he says. “We want employees to feel they’re empowered to do their jobs and have the freedom to give input. We want them to use their own expressions of creativity and personality to enrich the customer experiences, because this will help make everyone better.”

Thank Your Employees

Finally, if you want to create a positive culture where everyone is engaged and selling, thank them for their hard work. Simple gestures of appreciation will go a long way towards reinforcing good behavior. Meaningful gestures could be a verbal thank you, a handwritten note or providing lunch on a day that is busier than normal.

Hill urges his managers to understand that employees are their most important resource; they’re the ones often going home late or getting to the store early to get a job done. It’s important for managers to show their appreciation. Even veteran employees will appreciate a supportive word.

“It doesn’t cost you anything to be nice to someone or give a compliment, but it has a huge impact on them,” he says. “I’ve seen firsthand how the employee’s attitude and energy level changes with just a simple thank you and good job.”

Top Guns

As president of Stine Home + Yard in Louisiana, Wendy Stine (center) honors her family’s legacy while looking toward the future.

Advancing a Legacy

AWARDS

SERVICE RUNS DEEP

Family Legacy Drives Top Guns

Honoree Wendy Stine

BY LINDSEY THOMPSON

While Wendy Stine jokes that she was born into this business, it isn’t far from the truth. As part of the third generation to lead Stine Home + Yard, Wendy has the home improvement industry in her blood. She has been working in the Stine stores since she was a teenager and currently serves as president of the company, which has 12 locations in Louisiana, one in Natchez, Mississippi, and a distribution center in Abbeville, Louisiana.

Wendy’s dedication to her family’s operation and its employees and customers is just one of the reasons why the North American Hardware and Paint Association (NHPA) named her one of its 2024 Top Guns Awards honorees.

WENDY STINE

STINE HOME + YARD President

INDUSTRY EVENTS

Celebrate With Us

Meet the Top Guns honorees during the reception, sponsored by the National Hardware Show, on Aug. 29. Learn more at ihiconference.org

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.

Now part of an exclusive group of independent retailers, Wendy says she is honored to be named a Top Guns honoree this year and looks forward to tapping into the experience and knowledge of the other honorees.

“I appreciate organizations like NHPA that are introducing companies like ours to the rest of the independents,” Wendy says. “We’re not afraid to ask others what makes them successful and what they are doing that could help us improve. I encourage everyone to reach out to the honorees and learn what they’re doing that could improve your business as well.”

Continuing a Legacy

In 1946, Wendy’s grandfather J.W. Stine and his best friend J.C. Carlin returned to Sulphur, Louisiana, from World War II as decorated combat pilots and started Starlin Construction Co. The two amicably parted ways six years later, and J.W. went into the lumber retail business, opening Stine Lumber.

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J.W. welcomed his six sons into the business throughout the 1950s. Now, Wendy is one of seven third-generation cousins currently involved in the business, carrying on J.W.’s legacy.

Being able to carry on her grandfather’s dream of building a company that is respected by the community is what drives Wendy. She loves interacting with employees and customers, and champions a culture of safety, fun, innovation and support.

When thinking about those people in her life who have influenced her career and contributed to her successes, Wendy says her grandfather comes to mind first. He passed away in 2020 at the age of 102, and Wendy treasures having him as a mentor for many years. She is also grateful to have worked with her father and five uncles throughout her career.

“They each created their own sector within the business in which they excelled,” Wendy says. “I’ve been fortunate to be able to work alongside and learn from each of them.”

Throughout her career, Wendy has seen a number of successes, but one of the highlights came when she was director of merchandising. A majority of the stores are located in southern Louisiana and often in the crosshairs of hurricanes. When storms hit the area during her time as director of merchandising, Wendy says she had to secure

inventory as quickly as possible and get the products in the stores that customers needed.

“When Mother Nature visits us, it’s chaos,” Wendy says. “But I like to be under pressure, and I work better under pressure, so those are always challenging and fun times for me.”

Core Values Lived Out Loud

With a focus on competitive pricing, Wendy helps Stine compete with the big-box stores. The operation’s relationships with vendors has led to increased buying power and a focus on carrying quality brands has gained customer loyalty with DIYers and contractors, Wendy says. Stine also has an entire team dedicated to the professional contractor side with inside and outside sales members.

But Wendy says exceptional customer service is the cornerstone of success, and she has been emphasizing customer service as an integral part of company culture.

“It comes down to our people, they differentiate us from our competition,” she says. “We’re large enough to compete, but we’re small enough to care. We remind our associates to make a positive impact on our customers every single time.”

Safety is a Stine Home + Yard core value, which means it is a key element in the company culture. Wendy says they also want their employees to have fun. Through the Stine Bucks program, employees are awarded for activities like faithfully showing up to work each day and being recognized by a customer. They can then use the Stine Bucks to purchase different items.

Wendy also created Culture Club, where once a month, store managers report to the rest of the management team about the employee engagement activities taking place in their stores, such as ice cream sundae parties and snow cone days.

Innovating for the Future

With over 75 years of history behind it, Stine has avoided complacency and embraced innovation and change to stay relevant for customers.

“We’re always looking at technology and how it can benefit us, and we’re not afraid to do our research,” Wendy says. “You can’t get stuck with what you have. I am consistently doing my research and seeing what’s available to help us grow.”

Stine recently upgraded its point-of-sale system and added autonomous robots to the stores to improve price tag accuracy, detect out-of-stock products and see gains in operational efficiencies and productivity. The company has a retail website for customers and is in the process of creating a website exclusively for contractors that will include pro pricing and templates for them to be able to quickly and easily shop.

Whether it is on the pro or retail side, having an online presence is crucial to compete against big-box and online retailers, Wendy says.

“We have to continually meet the shopping demands of our customers, and in today’s world, e-commerce is one of those demands,” she says. “Whether you manage your own platform or partner with your distributor, it’s important to provide an easy, accessible online experience for customers.”

Sun and sand meet education and networking at the 2024 Independent Home Improvement Conference (IHI Conference). This groundbreaking event brings together the esteemed legacies of the North American Hardware and Paint Association (NHPA) and The Hardware Conference.

Business Pleasure

Don’t Miss the 2024 Independent Home Improvement Conference

Taking place Aug. 27-29 at the exquisite JW Marriott Marco Island Beach Resort, this must-attend event will feature unparalleled networking opportunities, prestigious award ceremonies and cutting-edge educational sessions based around the conference theme of Retail Operations and Innovation (ROI).

Photo provided by JW Marriott Marco Island Beach Resort

INDUSTRY EVENTS

Book Your Trip Now and Save

Registration for the 2024 Independent Home Improvement Conference is open! Save on early bird tickets and hotel rooms by registering today at ihiconference.org

CHANGE ON THE HORIZON HORIZON

Meet Keynote and Change Leadership Expert Al Comeaux

Since cutting his teeth at an independent hardware store all through high school, Al Comeaux has lived, led and researched change from inside numerous organizations, including senior leadership positions at Travelocity, GE, Sabre and American Airlines. Today, he helps leaders steer their organizations successfully through change, and his 2020 book, “Change (the) Management: Why We as Leaders Must Change for the Change to Last,” is already considered one of the best change management books of all time. Before he serves as keynote speaker at the Independent Home Improvement Conference, Comeaux shares with Paint & Decorating Retailer insights from his extensive experiences and why change leadership is important.

Paint & Decorating Retailer (PDR): How did you become interested in change management and change leadership?

Al Comeaux (AC): During my time in corporate communications, I was involved in some change efforts, and I started wondering why I was failing at change. I came to understand that leaders are good at solving problems, but those problems don’t always involve people. We’re used to solving problems by ourselves, and we have to suddenly change our mindsets and remind ourselves that this is a problem I shouldn’t solve by myself.

PDR: One of your tenets is that organizations don’t change, people do. What do you mean by that and how can organizations embrace it?

AC: When it involves people, if our people don’t change, there is no change for the organization. We have to get people to want to change for there to be change. The way we’ve always done something is tried and true. And so when we tell our people that the way we’ve always done it is not the way we’re going to do it anymore, we’re upsetting the values they hold. As leaders, we need to be able to explain the why and the how of the change to bring our people on board to achieve our goals.

PDR: The theme of the Independent Home Improvement Center is Retail Operations and Innovation (ROI). How does change leadership fit into this concept?

AC: I’ve seen so many great innovations never happen because the people leading those efforts didn’t go and ask people to modify their great ideas that they’re so excited about. We get so excited about our innovation but we can get stuck in wanting it exactly the way we want it. We have to open up to the fact that it might not work because we don’t know everything and be willing to bring people along to make that change possible.

DON'T MISS AL’S PRESENTATION | AUGUST 28 @ 12:45 P.M.

Mastering Change: Cultivating Mindsets for Lasting Success

If your past initiatives or new programs have failed to gain traction, you’re part of a common struggle. Shockingly, around two-thirds of change endeavors collapse annually, causing businesses staggering losses of $2 trillion. Why does this happen? Renowned speaker Al Comeaux pinpointed a critical factor: we often approach change with our default mindsets, failing to recognize the unique leadership mindset it demands. Without embracing change, businesses risk stagnation and irrelevance. In this keynote, Al draws from his extensive career, beginning at a hardware store and spanning leadership roles at Travelocity, GE, Sabre and American Airlines, to delve into the transformative mindset essential for navigating change successfully and propelling businesses forward.

CATEGORY FOCUS

Sanding Success

How to Excel in the Abrasives and Sanding Tools Category

BY JACOB MUSSELMAN

Paramus, New Jersey, dubbed the “Retail Capital of the World,” boasts five malls and generates more retail sales than any other zip code in the country, according to The Goldstein Group. Benefiting from the town’s robust retail environment, Nortons Paint

in Paramus has become a staple for residents seeking painting supplies, including abrasives and sanding products. The store dedicates an entire aisle to sanding products and abrasives, offering everything from sandpaper and sponges to sanding discs and palm sanders.

Smooth Moves

While sandpaper and a sander are key components to getting a sanding job done, several other accessories can make or break a project. Learn more at PDRmag.com/smooth-moves

One of the recent biggest sellers for the store has been powered sanders, many of which include dust-collection systems that make the job site cleanup easier.

“Having multiple dustless options is great for our contractors because they’re going into people’s homes and don’t want to make a mess while they work,” says manager Erik Boettcher. “I’ve heard horror stories of homeowners still finding dust weeks after a contractor has finished a job, so we make sure we have dustless options.”

In addition to powered sanders, Nortons Paint stocks a diverse range of sandpaper grits, catering to customers’ varying finishing needs. Boettcher underscores the significance of effectively communicating product options to customers and ensuring a comprehensive selection to meet diverse preferences. The store sells everything from 1,000-grit sandpaper down to 36-grit sandpaper.

“Having a wide range of sandpaper types allows us to serve all the different types of finishes our customers are trying to achieve,” Boettcher says.

However, having variety in this category doesn’t serve an operation well if the employees are not properly educating customers on the nuances of abrasives, Boettcher says.

“It’s all about listening to the customer and learning what kind of job they’re doing,” he says. “If what they want to buy doesn’t work out, we’re able to offer them alternatives. If we don’t have what they need, we’re able to order it for them. We’re always looking at new products, but also keep the core selection that customers come back to.”

To further engage customers and empower employees, Nortons Paint hosts three to four demo days per year in collaboration with The Wooster Brush Co., Festool and Benjamin Moore.

These events allow customers to experience products firsthand while enjoying refreshments. Boettcher emphasizes the value of hands-on interaction with tools, both for customers and staff, to convey expertise and build trust in the company.

About the Retailer

Growing up in Paramus, New Jersey, Erik Boettcher would accompany his grandfather to Nortons Paint store years before he ever considered a career in the hardware industry.

After spending many years in the corporate world, Boettcher sought a change of pace and began working at a different paint store. Over 14 years ago, he joined the Nortons Paint team and now serves as the manager. Now, Boettcher no longer endures the hour-long commute each day, and he fi nds satisfaction in helping to shape the store that holds cherished memories from his childhood.

For its demo days, Nortons Paint will clear the parking lot and set up space for vendors and customers to try different products.

Nortons Paint stocks a variety of abrasives for different customer needs, all of which can be demoed in the store.

“We host multiple demo days every year,” Boettcher says. “We try to make it appealing to everybody from a DIYer coming in to contractors. These demo days are a great chance for customers to get their hands on a product and see it used by professionals and also use it themselves.”

Boettcher says the demo days began as a way to enhance the shopping experience for their customers and show how the right accessories can make or break a job.

“You can have the best sander in the world, but if you don’t have the right abrasive that matches up to it, your customer is going to have a bad experience,” he says.

In preparation for the demo day, Boettcher makes sure he has ample stock of the items needed for the demonstrations. He checks with his vendor partners on what tools they’ll bring.

Boettcher says you have to become familiar with a product if you’re going to sell it. He tries to get his staff to interact with the tools each day.

“You can know everything about a product. You can read the entire manual and look at it all you want, but until you get your hands on a product and have a personal experience, you won’t have the proper knowledge on a product,” Boettcher says. “Having experience with a product conveys to the customers that you’re selling them something you’re knowledgeable about.”

“Until you get your hands on a product, and have a personal experience, you won’t have the proper knowledge on a product.”

—Eric Boettcher,

Nortons Paint

Employees at Nortons Paint have experience using the various abrasives and sanding tools the store sells and are

that knowledge with customers.

Boettcher combines the demo days with product sales as well, and has seen an increase in specific products sold as a result of the demo days.

Outside of demo events, Nortons Paint provides opportunities for customers to test products.

“I have multiple sanders and vacuums ready to use in the store, so if a customer wants to test one out, we can get with them right away for that in-store demo,” Boettcher says.

Boettcher stresses to his employees the importance of treating every customer with respect. All the training he offers ensures a better sales experience, regardless of the employee’s background or expertise.

A lot of his training comes through time in the store interacting with customers. He encourages his employees to take products they have and use them in-store and at home so they can give their honest opinions to customers.

“Whether it’s a contractor or a homeowner, if you say that you have experience with a product and it will help them complete their job, more often than not, they’re going to buy that product,” Boettcher says. “The whole sale has to be a trustworthy experience.”

All About Abrasives

As a consumable item, merchandising a variety of grits, backings, materials and shapes of abrasives, in addition to having the right knowledge, can create loyal customers who consistently visit your business for all of their sanding and abrasive needs. Helping customers choose the correct grit for the project is also integral to being successful in this category.

Coarse: Grit 60-80

This is often used to remove old paint and smooth rough edges. It is best for removing large amounts of wood and rounding off corners and should not be used for fine details or to keep edges sharp.

Medium: Grit 100-150

Best for general purpose sanding, users should change the pressure level applied to achieve different tasks.

Fine: Grit 180-220

This is used to roughen surfaces for painting or as a first pass-through for later sanding with ultra-fine grits.

Ultra-Fine: Grit 320

Able to achieve the highest level of smoothness, this is often used to smooth painted surfaces between coats.

When Erik Boettcher at Nortons Paint considers bringing a new product into the store, employees are invited to take it home and use it themselves.

Learn More About HDA

Explore Hardlines Distribution Alliance (HDA) offerings at hdaworks.com or contact HDA president Shari Kalbach at shari.kalbach@hdaworks.com or 720-875-2226

INDUSTRY INSIGHTS

Getting to Know HDA

WHO IS HDA? In April 2022, Distribution America and PRO Group Inc. joined forces to become Hardlines Distribution Alliance (HDA). In the two years since its formation, HDA has harnessed the purchasing power of both groups and has tirelessly worked to streamline merchandising, accounting, marketing and advertising services to offer the most efficient programs to members and partners.

What is HDA’s mission?

Our mission is to continue to build the success of distributors, vendors and independent retailers so they can compete and thrive in today’s challenging marketplace.

Who is part of the HDA network?

HDA has over 60 distributor members, over 400 vendor partners and thousands of independent retailers in our network. Additionally, HDA boasts over $7 billion in purchasing strength, and our distributor members serve all 50 states, Canada, Central America, the Caribbean and Mexico.

How does HDA facilitate partnerships within its network?

HDA hosts two conferences per year: the Group Merchandising Conference (GMC) and the Executive Planning Conference (EPC). Considered by many to be some of the most interactive events in the industry, both the GMC and EPC guarantee one-on-one private meetings between distributor members and vendor partners. In addition, HDA hosts purchasing,

sales and merchandising meetings between member distributor personnel so challenges, best practices and solutions can be shared and implemented to help all entities thrive within the network and the hardlines industry as a whole.

How does HDA build programs with vendors?

Vendor partners work directly with the HDA merchandising team to match them with the right distributor members, build a program that fosters success within the network and helps them utilize advertising and promotional communications to reach multiple audiences. In addition, multiple networking events exist for vendor partners to forge business relationships including the GMC and EPC, distributor shows and digital vendor introductions and spotlights.

What are HDA’s goals for 2024 and beyond?

“HDA continues to make strides in delivering more value to distributor and manufacturer partners. In 2024, we will launch a new portal that provides efficient purchasing tools to all partners, allowing for more robust reporting and automated communications,” says HDA president Shari Kalbach. “As we look ahead to 2025 and beyond, we aim to enhance our pet, farm and ranch assortment to support our large network of distributor members who specialize in that sector. In addition, we will continue to improve existing CRM and promotional systems, allowing HDA to offer streamlined merchandising and advertising services to our network.”

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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 May

True Value Receives International Award for EasyCare Paint Line

For the last six years, True Value has undergone the rigorous certification process with Allergy Standards and its partner Asthma and Allergy Foundation of America to earn the distinction of labeling its paint asthma and allergy friendly® certified.

2024 NHS Sends Attendees Home With Practical Takeaways and Renewed Energy

The North American Hardware and Paint Association spent three days at the National Hardware Show, sharing resources and education, connecting with independent retailers and recognizing the best products on the show floor.

Visa, Mastercard Settlement Only Temporary Fix Say Small Business Groups

The two credit card giants have settled a nearly 20-year dispute with merchants over credit card fees, agreeing to cap interchange rates through 2030. The agreement allows small businesses to have similar bargaining power to large companies in regard to payment processing rates.

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

House-Hasson to Acquire Hardware Distributor Bostwick-Braun

House-Hasson Hardware Co. signed a letter of intent to acquire the Midwestern wholesale distributor Bostwick-Braun Hardware. The acquisition will include warehouses and inventory, which will double House-Hasson’s current SKU count.

PPG Recognized on ‘Most Trustworthy Companies in America 2024’ List

The “Most Trustworthy Companies in America” list published by Newsweek uses a holistic approach to identify trusted companies that are performing exceptionally well on a national level. PPG ranks 19th in the materials and chemicals category.

The Future Is in Good Hands

Outstanding Retailers Receive 2024 NHPA Young Retailer of the Year Honors

The North American Hardware and Paint Association (NHPA) Young Retailer of the Year program, now in its 28th year, identifies and promotes the next generation of aspiring home improvement, paint and decorating retailers in the independent channel. It recognizes individual achievement by industry retailers age 35 and younger throughout the U.S. and Canada.

Honorees are chosen based on a number of criteria, including professional milestones, community engagement, continuing hardware industry education and extracurricular activities.

Sponsors of the 2024 Young Retailer of the Year program include: Pony Jorgensen, PPG, American Hardware and Lumber Insurance (AHLI), Intertape Polymer Group (IPG), Arrow Fastener, Midwest Fastener and The Wooster Brush Company.

The 2024 Young Retailer of the Year honorees will be recognized on Aug. 28 in a ceremony at the 2024 Independent Home Improvement Conference in Marco Island, Florida. For more information on the Young Retailer of the Year awards program, honorees and more, visit YourNHPA.org/yroty.

“The Young Retailer of the Year program highlights the bright future of the independent channel. It’s a privilege to recognize these outstanding young retailers who are making positive impacts in their operations and communities.”

—Scott Wright, NHPA Executive Director of Advanced Retail Education Programs

2024 Young Retailer of the Year Honorees

Jonathan Jasik, General Manager, Sarasota Paint

Garrett

President, CEO and Co-Owner, Moscow & Pullman Building Supply

Lee Heinrich, Owner, H&R Hardware and Lumber

Joel Pletch, Store Manager, Walkerton Home Hardware

Isaac Weber, Owner and President, Lugbill Supply Center

Jared Brown, Director of Business Intelligence, The Aubuchon Company

Tyler

,

Alexander Ziegenbein, Owner, Gretna Ace Hardware Scan the QR Code to register for the conference and award ceremony.

a Plan

Visit YourNHPA.org/cal to find more industry events online.

Group Merchandising Conference

May 6-9 | INDIANAPOLIS, IN

Orgill Summer Online Buying Event

May 20 - June 2 | VIRTUAL EVENT

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

*Events are current as of press day.

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

2024 Independent Home Improvement Conference IFC ihiconference.org

armclark.com Benjamin Moore

NHPA Retail

NHPA Retail

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!

Application Deadline: June 1, 2024

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

FAMILY TRADITION

Robin Smith Has Not Stopped Learning Since She Took Over Her Family Business

Why did you agree to become an NHPA Ambassador? What have you enjoyed the most in your relationship with the association? It was an easy decision to become an NHPA Ambassador. I became more involved with the organization when I completed the NHPA Retail Management Certification Program. This opened my eyes to all the resources and connections that were available. Through NHPA, I have been able to gain friends from all over the country who I can lean on for advice. Also, I know I can make a phone call when I hit a problem and someone at NHPA has a solution or can help make a connection to get the help I need.

How do you stay involved in the community?

I am very involved in our community. I actively serve on the board of directors for not-for-profit, chamber of commerce and economic development organizations. We also are heavily involved in our schools and youth sports. Our community supports us, and we support them.

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

Never stop growing or learning. Needs change for our customer base, so for us to continue to be a shopping destination for our county and surrounding counties, we have to be more than a small town hardware store. By being a part of the independent hardware channel, we have the opportunity to make our store what our community needs while keeping our small town values and hospitality.

What is your favorite part of your job?

I love this career for many reasons, so it is hard to narrow down to just one aspect. We are making a difference in our community. We are not just here to sell products; we are a resource for our county. I enjoy that no two days are the same. Not all days are fun, but the good ones make up for those moments.

NHPA AMBASSADOR About the Program

Robin Smith Owner Petersburg Do it Best Hardware Petersburg, Indiana

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

With three elementary age daughters, my husband and I are very busy when we’re not at the store working. Our girls are into travel softball and basketball, so we enjoy practicing as a family and attending sporting events.

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

Our store has received numerous awards and designations that I am very proud of. My favorites have been being named a NHPA Young Retailer of the Year honoree in 2021 and also being asked to serve on a retailer panel one year as part of the National Hardware Show.

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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